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OSH Link interviewed Miss Flora Ko, Senior Occupational Therapist

cum Hospital Safety Co-ordinator at North District Hospital to discuss

the effectiveness of the application of the 5S system in patient care

services, particularly in the area of infection control.

North District Hospital started implementing 5S Housekeeping

Management in 2000. It provides its patients and staff with a safe and

comfortable environment by standardizing daily operations through

the application of the 5S housekeeping model. Miss Ko said, "Setting

up of the 5S Ward Management System in infection triage ward serves

to complement the essential functions of this ward: facilitate patient

care and effective infection control practices. It also has influence on

the health of all users of the ward, including staff, patients and visitors".

1

5S is an effective tool to enhance the level of housekeeping in a

workplace. Implementing a good housekeeping plan not only helps to

build a clean, tidy and organized working environment, but also helps

to mitigate losses and reduce workplace accidents resulting from poor

housekeeping .

This issue of OSH Link has interviewed two organizations from Health

Care Services and Retailing Industry to share their good practices and

valuable experiences regarding the implementation of 5S in wards and

warehouse respectively with our readers. Both organizations achieved

a good result in the Good Housekeeping Competition 2004 organised

by the Occupational Safety and Health Council.

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In the initial stages, staff working in the infection triage ward designed

a 5S Ward Management System according to the 5S principles and

stipulated five working strategies and directions for implementation:

(1) Seiri – As the first step, a thorough "tornado-like" cleaning exercise

was carried out to identify and dispose of the items that were

unnecessary and/or out of order. (2) Seiton – In order to facilitate

accuracy and efficiency of reach, the ward areas were organized for

orderliness with visual controls through classifying all medical items

and equipment according to their functions and locations of use as

well as through a colour coding system. The latter also served to support

the infection control procedures and the basic work tasks that needed

to be done at the designated locations. (3) Seiso – When formulating

plans for cleaning the ward, the management gave careful

consideration to the level of infection control required, the infection

control procedures that might be involved before, during and after

the cleaning processes, the schedule and frequency of cleaning as well

as the assignment of staff for the work. (4) Seiketsu – To provide a

stable and reliable housekeeping support to the practice of infection

control, the concept of standardization was used. While infection

control procedures were standardized, standard labels were attached

onto appropriate items, equipment and storage locations and the

housekeeping practices and routines were standardized as well. (5)

Shitsuke – To assure that 5S practice became a part of the culture of

the ward, the following activities were implemented: posting 5S slogans

and the essential keys to 5S practices in ward, setting "5S housekeeping"

as a regular agenda item for the departmental meeting, conducting

periodic inspections and 5S housekeeping audits by the section head

so as to monitor how well the 5S System was serving its functions.

Moreover, to keep the momentum of the staff and to demonstrate

management's support to the staff's work, various recognition activities

of staff were organized.

"To implement the core concept of standardization of 5S, flexibility is

essential. Putting the concept in a practicable way in the practical

environment is the key to

successful implementation of

the 5S system," explained

Miss Ko. To ensure that

infection control procedures

were strictly followed, the

principle of "Action and

Control at the Source" was

�� !"#$%&'()*+,-./0*12Personal protective equipment is provided and photographs or guidelines of thestandard practices are posted for staff at those locations where the procedures areto be carried out.

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3

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adopted. Personal protective equipment was provided and

photographs or guidelines of the standard practices were posted at

the locations where the procedures were to be done. On the other

hand, two performance indicators, namely "Set Place, Set Quantity

and Set Schedule" and "Two-Two-Two" were set as the basis for the

operation of the 5S Ward Management System.

"Set Place, Set Quantity and Set

S c h e d u l e " i n d i c a t e d t h e

significance of habitualizing to

orderliness and discipline at work.

"There was a place for everything

and everything was in its place" was

the basic intention behind the

concept of "set place". The ward

areas and the items were organized

with visual controls through a

colour coding system to designate

locations for different clinical

functions and placements of items.

With the concept of "set quantity

and schedule", stock control was

managed in a standard and

disciplinary way through guarding the ward from having only what

were needed to be available in the expected quantity and time.

Through such standard operations and while the requirements for

patient care and ward management were systematically supported,

the impact that the ward environment was orderly and tidy was strong.

To address the need for efficiency of operation, the time indicators of

"Two-Two-Two" were set for the principal and frequent activities of

the ward, e.g. retrieval of patients' files, and getting medical and

general consumables in less than 2 minutes, completing admission

procedures for patients with 20 minutes, etc.

On the other hand, a 5S Housekeeping Audit Checklist, covering the

effectiveness of 5S practice and efficiency of operation, was also

developed to facilitate periodic conduction of audit for monitoring of

the performance of the system.

Miss Ko indicates that managing the infection triage ward through

the standard environmental and operational facilitation supported by

the 5S Housekeeping System gives staff the confidence that procedures

essential to infection control are done and will be done at the right

time, in the right place and in the right way automatically. Under such

supportive atmosphere for patient care, pressure at work is alleviated.

Occupational safety and health is, thereby, promoted!

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4

5S Management in Circle K Distribution Centre5S Management in Circle K Distribution Centre

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Since the 1985, Circle K Convenience Store (HK) has set out to be the fast-growing and most preferred convenience store chain in Hong Kong, excellingin speedy, tidy and friendly service, offering the right product categoryselections at the right prices with the most innovative promotions.

The Circle K Distribution Centre, covering an area of 33,000 square foot inSiu Lek Yuen, is managing the logistics of inventory control and is alsoresponsible for the delivery of merchandise to the relevant Circle K outlets.The main purpose is to develop a flexible logistics infrastructure, capable ofresponding swiftly to market demands, for delivering merchandise to overtwo hundred Circle K convenience stores located all over Hong Kong. TheOccupational Safety and Health Council interviewed Mr. Alan P.L. Law,Divisional Manager of the Supply Chain Management & Logistics Division ofCircle K Convenience Stores (HK) Ltd. to review their application of the 5Smanagement system in the Circle K Distribution Centre.

The 5S Good Housekeeping Program is a set of work place managementtools that aim to improve safety and efficiency in the work place. The fiveareas covered by the 5S management system are organization, neatness,cleanliness, standardization and discipline. Mr. Law said, "The 5S managementconcepts were deployed and applied to work place management." In theDistribution Centre context, organization refers to the proper handling ofgoods and devices by means of categorization, together with identificationof unnecessary items that can be disposed of, if any. Neatness means placingthe goods in a systematic way according to weight, expiry date and inventoryturnover rate, etc. Cleanliness means always keeping goods clean, neat andready to use. Standardization is a set of common practices and simple systemsthat everybody can follow to reinforce the effects of the 5S system. Disciplinerefers to the active participation of staff in Good 5S Practice, through a seriesof continuing education and promotion, the 5S goal being the incorporationof work safety into Circle K culture.

Mr. Law pointed out that order loading equipment operators and manualhandling workers in the Distribution Centre are commonly exposed to risksof industrial accidents. "We had received reports that workers' heels havebeen injured by pallet trucks. Another common injury is where labour workersstrain their back muscles and sometimes even damage their backbone whenlifting heavy items in an improper posture," said Mr. Law. "The figures forsuch these accidents, however, have declined significantly since theimplementation of the 5S system in 2003, leading to lower insurancecompensation expenditure and a reduced loss in productivity per capita."

The growing recognition and understanding of work safety and health issuesamong the workers is encouraging and promising, " Regular 5S sharingmeetings are held to discuss cases relating to occupational safety and healthand the conclusions drawn are fed back to further strengthen staff awarenessand knowledge of work safety. The annual cleaning day set up to meet the

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5S requirements for 'organized practice', encourages everyone in the companyto categorize and place items properly. On the other hand, putting up aglaring "5S badge" on the uniform is useful for building spirit and moraleamong the staff. Mr. Law cited some measures that have already been takento strengthen the effectiveness of 5S techniques.

Mr. Law attributed the success of the 5S system to the active participation oftop management. "It was decided by the Circle K management that 5Sperformance should be included as assessments for the company's'productivity bonus scheme' and 'quality service bonus scheme' which is ofdirect benefit to the staff. Put simply we have made work safety one of themajor factors for evaluating work performance and allocating bonus"

When the 5S management system was first adopted, the top managementteam worked closely with the Distribution Centre to form the 5S Committeeand 4 associated working groups: the Productivity Enabling Working Group,the Quality Service Enabling Working Group, the Work Safety Working Groupand the '5S' Promotion Working Group. The aim of these groups is to identifycommon bad practices at work and devise a set of policies and procedures toaddress these issues and improve productivity and safety performance at theDistribution Centre. New policies and procedures are based on the 5Sprinciples; the ultimate goal being to adopt "Work Safe, Work Well! " intothe corporate norm and company culture.

A number of compliances with the 5S principles have been devised to respondto the particular needs for convenience store operations. "One item-one-location is the principle. The goods stored in the Centre were classified accordingto well-defined categories, such as 'dry food', 'daily consumable items', 'edibleand non-edible stuffs', etc. to facilitate a quick, accurate and safe foodtransaction process. 'Indicators' are one of the useful tools recommended bythe 5S system. Following this method, we painted bold and distinct lines onthe floor to outline the zones for different work areas, such as the goods-inand goods-out areas. "Large oil painted warnings such as 'watch out for loadingequipment' can be easily seen on the ground at the loading bays and the mainentrances to draw workers' attention. " Mr. Law said. In order to avoidunnecessary accident caused by forklift trucks crashing into fire sprinklershanging from the ceiling, warning signs were also put up on the walls.

Mr. Law concluded by stating that the company is planning to create a newpost in Safety Professionalism under the existing staff structure. The new post-holder will be responsible for overseeing the safety performance of DistributionCentre. In addition, the company will select 2 senior administrative staff toreceive the all-round training on occupational safety and health. These proactivemeasures, together with the regular launch of new 5S activities, demonstratethe company's commitment to achieve excellence in work safety and health."The company is not merely creating a safe work environment for our staff,but also to create a "work in safety" company culture." Mr. Law said.

Workers at rest were found to be watching a 5S educational video programwhile the interviewee toured the Distribution Centre. Mr. Law explainedthat the provision of a TV screen and 5S video in the recess room remindsworkers of the importance of work safety at all times, regardless of whetherthey are on duty or taking a break.

Circle K Convenience Stores (HK) Ltd. has been using 5S management in itsDistribution Centre for 2 years and is looking forward to extending its applicationin other areas. Enhancing productivity is clearly a major motivation, but creatinga safe and healthy work place for the staff is undoubtedly the ultimate goal.

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6

Visit to Airport Authority Hong KongVisit to Airport Authority Hong Kong

Imagine an aircraft on the apron of an airport starting up its engine

while a worker on the ground is passing in front of its engine. The

blast from the jet may kill the worker instantly. This sounds like a

scene from a movie, but unfortunately it really took place.

Such work-related accidents which occur on the aprons of many airports

were discussed during a visit to the Airport Authority on 25 February

2005. The visit was organized by the Green Cross Group of the

Occupational Safety and Health Council (OSHC). The programme

included a detailed presentation on airport safety management, a tour

of the Airport Operation Control Centre and a briefing on the Lightning

Warning System used at the Hong Kong International Airport. The

aim of the visit was to enhance the participants' knowledge and vision

of occupational safety and health.

The Hong Kong International Airport, one of the busiest airports in

the world, is operated and managed by the Airport Authority. Mr. H.

W. Lau, Senior Manager, Airport Safety, of the Authority emphasised

the importance of maintaining their high standards of safety and their

commitment to reducing the existing minimal number of reported

accidents to zero at the airport. He said, "There will be a number of

extension works and development projects at the airport in the near

future. Our safety staff will continue to stay alert to ensure a safe and

healthy environment for all airport users at all times."

"From April 2004 to January 2005, there were only 3 reported cases of

minor injuries at work among a total of 700 workers hired by the

Authority's contractors. This reflects the good performance of the

contractors in occupational safety," said Mr. Kelvin Wong, Acting Works

Management Manager of the Airport Authority.

He attributed the low accident rate to the high safety standards used

in the selection of contractors. During the selection process, the Airport

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Authority considers the previous occupational safety and health

performance of potential contractors and examines the safety

management system proposed in the tender. Short-listed contractors

are required to submit a more comprehensive safety management

proposal which includes a management mechanism in compliance with

the occupational safety and health regulations, well-defined

responsibilities of staff in various positions and preventive measures

for minimizing workplace accidents.

"One of the main causes of occupational injuries is habitual careless

behaviour. We tackle this problem by launching safety campaigns

and organising training programmes for workers," said Mr. Wong.

Promotional activities such as occupational safety & health quizzes were

held and trophies were awarded to departments with zero accidents

to enhance safety awareness. "Apart from encouraging staff to remain

safe, we also implement a Point Deduction Scheme. Under the scheme,

workers who fail to comply with the safety regulations and contractors

who fail to ensure safety may be disqualified and excluded from the

suppliers' list," Mr. Wong explained.

After the briefing, a tour was made to the Airport Operation Control

Centre and the Lightning Warning System. The participants found the

tour interesting and asked questions about the sophisticated control

panel, the hi-tech tracking system, the safety control operation and

the detailed functioning of the Lightning Warning System. This unique

lightning system has drawn much attention from abroad and the

relevant organization in the U.S. has approached the Airport Authority

recently for detailed information on the system.

The visit to the Airport Authority has brought about

a new understanding of airfield occupational safety

and health for many participants. The expertise and

professionalism in safety

m a n a g e m e n t a t t h e

airport have set high

standards for safety and

health systems. With the

success of this visit, we look

forward to more similar

visits in the future.

8

� Activities for Members���

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Study mission is one of the effective ways of benchmarking. To provideopportunities on understanding the implementation of OSH best practices, GreenCross Group will organize a benchmarking visit welcoming your participation:

Visit to The Hong Kong and China Gas Company LimitedThe Hong Kong and China Gas Company Limited supplies town gas to over1.5 million customers in the territory. The supply is made through theunderground pipelines. The continuous development and renewal of theseunderground utilities require tremendous excavation works which could causepotential environmental or safety hazards to the workers as well as the public.Reducing the amount of excavation works could bring immense benefits tothe community in terms of both environmental protection and safety.Trenchless technology is one of the solutions to the problem. It eliminatesthe need for massive excavation and therefore reduces the amount ofpollution to the environment and disturbances to traffic and enhance thesafety and health of the workers as well as the public. This innovation oftechnology was also awarded Safety Technological Achievement GoldAward in the Hong Kong Occupational Safety and Health Award 2005.Counterpart corporations are welcome to participate for experience sharing.

Date : 12 August 2005 (Friday)Time : 2:00pm - 5:00pmQuotas: 20Nominal Fee : $50 (including transportation fee and insurance premium)

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"OSH Link" is a bilingual newsletter published by the OccupationalSafety & Health Council. The Council accepts no responsibility forany views expressed in any articles published in the "OSH Link".

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Visit to The Hong Kong and China Gas Company Limited (12 August 2005)

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