The Lean and Environment Toolkit 

www.epa.gov/lean 

◆ Improve Environmental Results 

◆ Identify and Eliminate Waste 

◆ Reduce Business Costs and Risk 
 

 

 

Toolkit Format and Icons 

The toolkit uses icons in the page margins to help you find and 

follow important information in each chapter. 

Key Point Identifies an important point to remember 


Key Term Defines an important term or concept 

New Tool Presents a technique or resource that helps 

capture, communicate, or apply new knowledge 

How-to Steps Describes sequenced actions to 

implement a tool 

Chapters also include one or more “To Consider” text boxes that 

contain questions to help you explore how the information relates 

to your organization. 
 

Lean and Environment Toolkit
 

Table of Contents
 

Preface ....................................................................................................................................................i 


Acknowledgments ...............................................................................................................................iii 


Chapter 1 Introduction: Getting Started with Lean & Environment ............................................. 1 


Chapter 2 Identifying Environmental Wastes .............................................................................. 11 


Chapter 3 Value Stream Mapping ................................................................................................. 21 


Chapter 4 Kaizen Events ............................................................................................................... 35 


Chapter 5 6S (5S+Safety) ............................................................................................................. 49
 

Chapter 6 Conclusion and Implementation Strategies................................................................ 61 


Appendices 

Appendix A Lean Methods ............................................................................................................... 67
 

Appendix B Basic Environmental Measures for Lean Enterprises ................................................. 74 


Appendix C Lean Event EHS Checklist ............................................................................................ 77 


Appendix D Pollution Prevention Resources .................................................................................. 79 


Appendix E 6S Safety Audit Checklist .............................................................................................. 81
 

 

Lean and Environment Toolkit
 

Preface
 

This Lean and Environment Toolkit assembles practical experience collected by the U.S. Environmental Protection Agency (EPA) from a group of partner companies and organizations that have 

experience with coordinating Lean implementation and environmental management. The toolkit 

builds on work conducted and research sponsored by EPA’s Lean Manufacturing and Environment 

Initiative (see http://www.epa.gov/lean). 

The EPA’s intent in developing this toolkit is to enable Lean practitioners to improve both their business performance and their environmental performance by identifying and eliminating environmental wastes at their organizations. The toolkit offers practical strategies and tools for integrating 

environmental considerations into Lean initiatives in ways that support Lean’s focus on the elimination of waste and non-value added activity. 

This is the second iteration of the Toolkit. EPA welcomes your comments and reflections on this 

document, as well as other ideas you have for Lean and environment strategies, tools, and resources 

which can be incorporated in future versions of the toolkit. Please contact EPA to share your experiences with Lean and the environment and/or to discuss partnership opportunities by using the form 

found at http://www.epa.gov/lean/auxfiles/contact.htm. 

i
 

 

Lean and Environment Toolkit
 

Acknowledgments
 

The U.S. Environmental Protection Agency is very grateful for the invaluable assistance of its partners in developing this toolkit. EPA’s partners shared their experiences, tools, and techniques for 

integrating Lean and environmental management, and worked collaboratively with EPA to develop, 

test, and refine the content of this toolkit. 

EPA’s Lean and Environment partners include: Baxter International, Chicago Manufacturing Center, 

CONNSTEP, HNI Corporation, Robins Air Force Base, Rockwell Collins, and the U.S. Army Materiel 

Command. Participating Offices at EPA include: the National Center for Environmental Innovation; 

the Office of Pollution Prevention and Toxics; and the Office of Solid Waste. 

In addition to these organizational partners, this toolkit has benefited from the collective expertise 

and ideas of many individuals. In particular, EPA would like to thank the following individuals for 

their thoughtful contributions: 

Pat Bartholomew of Baxter International 

Kate V. Bates of Earth Tech, Inc., working with Robins Air Force Base 

Dave Bury of Robins Air Force Base 

Jenni Cawein of Baxter International 

Angie Coyle of Delphi Corporation 

Rob Currie of Baxter International 

James Ellor of Elzly Technology Corporation, working with the U.S. 

Army Materiel Command 

Mike Fisher of Baxter International 

Vicki Fisher of Rockwell Collins 

Antonia Giardina of the U.S. Army Materiel Command 

Scott Lesnet of HNI Corporation 

Alistair Stewart of the Chicago Manufacturing Center 

Karen Wan of the Chicago Manufacturing Center 

Megan Wertz of The George Washington University 

Judy Wlodarczyk of CONNSTEP, Inc. 

This toolkit was prepared for the U.S. Environmental Protection Agency by Ross & Associates 

Environmental Consulting, Ltd. in association with Industrial Economics, Inc. 

(EPA Contract # EP-W-04-23). 

iii
 

 

CHAPTER 1 

Introduction: Getting Started with Lean & Environment 

Chapter Contents
 

Purpose of This Toolkit 

Key Questions Addressed by the Toolkit 

Why Use This Toolkit 

1. Learn to See Hidden Environmental Waste 

2. Enhance the Effectiveness of Lean Implementation 

3. Deliver What Customers and Employees Want 

How to Use This Toolkit 

Toolkit Structure and Chapters Toolkit Format and Icons 

Conclusion 

Summary 

Your Thoughts 

1
 
 

Chapter 1: Introduction—Getting Started With Lean & Environment
 

Purpose of This Toolkit 


The Lean and Environment Toolkit offers practical strategies and techniques to Lean implementers about how to improve Lean results—waste elimination, quality enhancement, and 

delivery of value to customers—while achieving environmental performance goals. The toolkit 

also provides tools to help your organization get better environmental performance from Lean efforts on the shop floor. 

Benefits of Coordinating Lean & Environment 

✓ Reduce costs 

✓ Improve process flow and reduce lead times 

✓ Lower regulatory non-compliance risk 

✓ Meet customer expectations 

✓ Improve environmental quality 

✓ Improve employee morale and commitment 

The “Lean” methods discussed in this Toolkit are organizational improvement methods pioneered in 

the Toyota Production System. Lean production and Lean manufacturing refer to a customer-focused business model and collection of methods that focuses on the elimination of waste (non-value 

added activity) while delivering quality products on time and at a low cost. The toolkit assumes that 

you are familiar with Lean methods and their implementation. For those who want to learn more 

about Lean methods discussed in the toolkit, see Appendix A. 

Key Questions Addressed by the Toolkit 

Lean works well when it focuses on identifying and eliminating non-value added activity. Environmental improvement efforts that have potential to distract Lean efforts from this prime focus will 

likely not get much traction. By contrast, this toolkit contains strategies and techniques that can 

seamlessly enable Lean practitioners to easily identify environmental wastes and improvement opportunities alongside the myriad other wastes and improvement opportunities uncovered by Lean. 

To accomplish this, the toolkit aims to answer the following questions: 

What is environmental waste? 

Environmental waste is an unnecessary or excess use of resources or a substance released to the 

air, water, or land that could harm human health or the environment. Environmental wastes can 

occur when companies use resources to provide products or services to customers, and/or when 

customers use and dispose of products. Chapter 2 defines and provides examples of environmental waste. 

2
 
 

Chapter 1: Introduction—Getting Started With Lean & Environment
 

Why should I identify environmental waste in my processes? 


Environmental wastes do not add value to the customer. Environmental wastes can also directly affect production flow, time, quality, and cost—making them ripe targets for Lean initiatives. In many 

cases, the costs associated with pollution and wasted energy, water, and raw materials can be significant. This chapter (Chapter 1) discusses the business case for eliminating environmental waste. 

How will I know when I see environmental waste? 

Some environmental wastes are easy to see. Containers of solid and hazardous waste are visual 

indications of environmental waste. Health and environmental risks posed by certain chemicals or 

materials can be more difficult to see, although they can represent costly non-value added aspects of 

a process or product. Chapter 2 provides examples of environmental wastes and describes organizational strategies that will make it easier to know when you see them. 

Where should I look for environmental wastes? 

Environmental wastes can be found in almost any process. Processes requiring environmental permits—such as painting, metal finishing, and hazardous waste management processes—are often 

a good place to look for environmental improvement opportunities. If your organization has an 

environmental management system (EMS), your Environmental, Health and Safety (EHS) personnel 

may have already identified key environmental impacts associated with each of the organization’s 

processes. Chapter 3 discusses how value stream mapping (VSM) tools and techniques can be 

used to help Lean practitioners see environmental wastes in processes. Chapter 4 discusses how to 

identify and address environmental wastes during kaizen rapid improvement events. 

How do I measure the environmental impacts of a process? 

Measurement of key environmental wastes associated with a process can pinpoint those wastes that 

are most important to track over time. For example, chemical use and hazardous waste generation 

may be important to measure for one process, while water use may be most important to measure 

for another process. Chapter 3 discusses techniques for integrating environmental metrics into 

value stream maps. Appendix B includes information on environmental metrics that are often 

used by companies and facilities. 

Where can I find environmentally preferable alternatives to my current process? 

EHS professionals in your organization may have ideas and information regarding environmentally 

preferable processes, equipment and materials. In addition, numerous organizations, including EPA, 

have developed technical assistance resources and programs to assist organizations in improving 

the environmental and operational performance of processes. Chapter 4 discusses several useful 

resources and technical assistance networks. There are also Pollution Prevention Resources in 

Appendix D. 

3
 
 

 

 

Chapter 1: Introduction—Getting Started With Lean & Environment
 

Why Use This Toolkit 

Explicit consideration of environmental goals and opportunities during Lean implementation can create significant value for an organization—helping to deliver quality products and 

services that customers want, when they want them. Research sponsored by EPA and others shows 

that environmental performance benefits typically ride the coattails of Lean efforts, yet these efforts 

may overlook other opportunities to reduce wastes and non-value added activity. Adding environmental considerations to Lean efforts can increase value, accelerate Lean implementation, decrease 

material costs, and reduce liability and the risk of compliance violations. 

Business Case for Integrating Lean & Environment 

1. Learn to see hidden environmental waste. 

2. Enhance the effectiveness of Lean implementation. 

3. Deliver what customers and employees want. 

Below are three key reasons why business leaders, Lean practitioners and EHS managers have pursued efforts to coordinate Lean and environmental management activities. 

1. Learn to See Hidden Environmental Waste and Hazards 

Learning to see and eliminate waste is a cornerstone of Lean initiatives. There is one type of waste, 

however, that often goes unaddressed (or under addressed) by Lean initiatives—environmental 

waste. When grouped together, environmental wastes can result in huge costs to business. These 

costs include raw material and disposal costs, as well as costs for compliance management activities 

and pollution control equipment. 

Lean’s focus on eliminating non-value added activity is excellent at driving down the volume of material, water, energy, chemical usage, and wastes, producing important competitiveness and environmental benefits. The environmental risk and full lifecycle impacts that materials and chemicals pose 

to human health and the environment, however, are rarely considered during Lean implementation. 

Learning to see environmental wastes during Lean efforts can open significant business improvement opportunities, further strengthen Lean results, and improve environmental performance. 

Environmental wastes are often a sign of inefficient production, and they frequently indicate 

opportunities for saving cost and time. The chemicals and hazardous materials used in a process 

often demand costly support activities, such as regulatory compliance management and reporting 

activities, use of personal protective equipment, and the investment, operation, and maintenance of 

pollution control equipment. These activities do not add value to the customer, and they can create 

unnecessary risks to worker health and safety. 

Chemical substitution, process changes, and other strategies can reduce the need for such non-value 

added activities. For these reasons, learning to see and eliminate environmental wastes can greatly 

improve the time, quality, and cost results of Lean initiatives. 

4
 
 

Chapter 1: Introduction—Getting Started With Lean & Environment
 

2. Enhance the Effectiveness of Lean Implementation 


Explicit coordination of Lean and environmental initiatives can lead to compelling organizational 

and environmental improvement results. For example, Lean thinking can be applied to various 

environmental management processes, such as chemical and waste management. Companies have 

found that as much as 40 percent of their chemical supplies were going unused and directly becoming hazardous waste as they expired on the shelf or became obsolete. Using Lean principles to 

improve chemical and waste management processes can have big pay-offs for environmental performance and bottom-line results. 

Case Study: Lockheed Martin Corporation 

Lockheed Martin Corporation, the world’s largest defense contractor, has 

been implementing Lean techniques corporate-wide since the late 1990s. 

Lockheed Martin’s Manassas plant conducted improvement events to apply Lean thinking to its chemical and waste management activities because 

a significant amount of warehoused chemicals were going directly to the 

hazardous waste stream without ever being used, expired on-shelf, or were 

no longer used for research or production. Lockheed Martin sought to move 

toward a just-in-time chemical management system, with chemicals delivered 

three times a week in “right-sized” containers to meet real-time demand. 

The Lean events reduced chemical inventories, freed capital tied up in inventory, increased chemical inventory turns and chemical utilization rates, and 

eliminated the chemical warehouse and chemicals expiring on the shelf. 

Proactive Lean and environment coordination can also anticipate and ease environmental 

constraints to leaning “monument” processes, thereby enabling large performance gains. Monuments are production processes or process steps that have large equipment and/or other physical 

or environmental regulatory constraints that make them very difficult or costly to move, which can 

complicate Lean efforts. Typical monuments include painting and metal finishing processes. 

Making changes to monument processes can require approval or permits from environmental regulatory agencies, as well as special work practices or control measures, all of which can be difficult to 

accomplish within rapid timeframes. EHS personnel can help to identify environmentally friendly 

process alternatives, and ensure that process changes can be made as quickly as possible. 

5
 
 

Chapter 1: Introduction—Getting Started With Lean & Environment
 

Case Study: Apollo Hardwoods 

Apollo Hardwoods used Lean methods to manufacture custom “cut-to-size” 

cherry plywood for cabinetry. The company’s founders and investors discovered that a “right-sized” veneering process would require less expensive 

equipment, use a wider variety of logs, and produce less wood scrap, without compromising product quality. The company sought to find a veneering 

process that would also address product quality, flow time, and cost. Since 

such a process did not exist, Apollo Hardwoods recruited a team to develop 

a Lean veneer slicing and drying process and associated equipment using 

the pre-production planning (3P) method. The Lean veneer manufacturing 

process incorporated one-piece flow cells that eliminated the piling of inventory in between steps. The “right-sized” equipment requires less capital than 

conventional machinery (or “monuments”), uses less energy, fits into small 

production cells, and allows Apollo Hardwoods to fabricate the same amount 

of finished product using fewer logs and generating less wood scrap. 

3. Deliver What Customers and Employees Want 

Most customers who purchase products do not want to buy environmental wastes, impacts, or risk. 

Companies that can deliver products and services with fewer environmental impacts have the 

potential to capture significant competitive advantage, provided that there are not sacrifi ces in 

time, quality, or cost. In many markets products with superior environmental performance can 

attract new customers. 

Explicit consideration of environmental waste in Lean initiatives can also improve the work environment for employees. Similar to ergonomic concerns, eliminating environmental hazards can 

reduce potential worker exposure to toxic substances and create a cleaner and safer workplace. 

In addition, employees want to do the right thing. When employees take pride in their work because 

they believe it has broader benefits to their community and the world, there can be a substantial positive effect on organizational morale. This can empower employees and further enhance productivity. 

To Consider 

• How could your company benefit from improved Lean and environmental performance? (Think about time and cost savings, reduced risks and liabilities, 

added value to customers, etc.) 

• How well coordinated are Lean and environmental management activities in 

your organization? 

• Do EHS personnel participate in Lean events and initiatives at your company? 

6
 
 

Chapter 1: Introduction—Getting Started With Lean & Environment 

How to Use This Toolkit 

This section describes the structure and organization of the Lean and Environment Toolkit (Version 1.0), as well as icons that are used to help you navigate the information easily. The toolkit is 

designed so that you can work through the full content in an ordered manner or skip to specific 

methods that are of most interest. 

Toolkit Structure and Chapters 

The toolkit is structured in chapters, each focusing on strategies, tools, and techniques to enhance 

the success of Lean initiatives while improving environmental performance. Chapters 2–5 focus on 

core Lean methods and how-to strategies for leveraging environmental considerations to enhance 

Lean results. The diagram below illustrates how these chapters focus on coordinating Lean and environmental activities on different organizational levels—the value stream level, the process level, 

and the work area level. Chapter 6 provides summary points and guidance to assist you in putting 

the strategies and techniques discussed in the toolkit to work in your organization. 

Figure 1: Diagram of Toolkit Components 

Identifying 

Environmental 

Wastes 

(Chapter 2) 

Improved Lean & Environmental 

Performance 

Organizational 

Level 

Value Stream 

Level 

Process 

Level 

Work Area 

Level 

Value Stream 

Mapping 

(Chapter 3) 

Kaizen Events 

 

6S (5S+Safety) 

(Chapter 5) 

7
 
 

 

 

Chapter 1: Introduction—Getting Started With Lean & Environment
 

Conclusion 

Summary 

This toolkit provides practical strategies, tools, and techniques for incorporating environmental considerations into already existing Lean initiatives in 

an effort to improve Lean results and add value to your organization. 

There are three key reasons why business leaders, Lean practitioners, and 

EHS managers pursue efforts to coordinate Lean and environmental management activities. 

1. Learning to see and eliminate hidden environmental wastes during Lean 

implementation can lead to more efficient production by improving the 

time, quality, and cost results of Lean initiatives. Chemical substitution, 

process changes and other strategies can reduce the need for non-value 

added activities—such as regulatory compliance management and investment in pollution control equipment—that might otherwise be overlooked 

by Lean alone. 

2. Coordination of Lean and environmental management can facilitate more 

process improvement and make it easier to apply Lean to processes with 

environmental regulatory constraints. EHS personnel can assist Lean 

implementation by anticipating and addressing environmental constraints 

such as the need to obtain permits, and by identifying environmentally 

friendly process alternatives. 

3. A significant competitive advantage can be attained by providing customers 

with products and services with less environmental impacts, and by improving the work environment for employees. 

8
 
 

Chapter 1: Introduction—Getting Started With Lean & Environment 

Your Thoughts 

Now that you have finished this chapter, reflect on what you read by 

answering these questions: 

• 	What did you learn in this chapter that was particularly useful? 

• 	Do you need any more information to fully understand the business 

case for identifying and eliminating environmental waste? How strong 

is the business case for doing this in your organization? 

• 	What ideas do you have for helping your organization learn to see 

environmental wastes? 

Notes: 

9
 

 

CHAPTER 2 

Identifying Environmental Wastes 

Chapter Contents 

Introduction to Value Stream Mapping 

Definition of Environmental Waste 

The Link Between Environmental Waste and Lean’s Seven Deadly 

Wastes 

How to “Learn to See” Environmental Waste in Your Organization 

Overview of Organizational Strategies 

1. Add Environmental Metrics to Lean Metrics 

2. Show Management Commitment and Support 

3. Include Environmental Waste in Lean Training Efforts 

4. Make Environmental Wastes Visible and Simple to Eliminate 

5. Recognize and Reward Success 

Conclusion 

Summary 


Your Thoughts
 

11
 
 

 

 

Chapter 2: Identifying Environmental Wastes
 

Introduction to Identifying Environmental Wastes 


This chapter defines environmental waste and describes strategies to encourage employees to identify and eliminate environmental waste as part of Lean efforts. 

Definition of Environmental Waste 

Environmental waste is any unnecessary use of resources or a substance released into the air, 

water, or land that could harm human health or the environment. Environmental wastes can occur 

when companies use resources to provide products or services to customers, and/or when customers 

use and dispose of products. Practically speaking, environmental wastes include: 

• 	 Energy, water, or raw materials consumed in excess of what is needed to meet customer 

needs. 

• 	 Pollutants and material wastes released into the environment, such as air emissions, 

wastewater discharges, hazardous wastes and solid wastes (trash or discarded scrap). 

• 	 Hazardous substances that adversely affect human health or the environment during their 

use in production or their presence in products. 

Like other Lean wastes, environmental wastes do not add customer value. They also represent costs 

to the enterprise and society in general. 

The Link Between Environmental Waste and Lean’s Seven Deadly 

Wastes 

The focus of Lean is on eliminating any non-value added activity, or waste, from production. Lean 

typically targets seven so-called deadly wastes: 

1. Overproduction 5. Defects 

2. Inventory 	 6. Over Processing 

3. Transportation 7. Waiting 

4. Motion 

12
 
 

Chapter 2: Identifying Environmental Wastes
 

Case Study: Rejuvenation 

Rejuvenation, a manufacturer of period-authentic reproduction lighting and 

hardware, operates on the philosophy that the reuse and improvement of old 

properties has environmental benefits. Using an environmental management 

system based on The Natural Step and Lean manufacturing, Rejuvenation 

has reduced its environmental wastes and increased quality and profit. Prior 

to Lean implementation, finished products were not inspected until the end 

of the line at a quality control center, causing expensive rework if mistakes 

were found. Through Lean events, the quality control center was eliminated, 

quality control became everyone’s job, and customization errors are now 

corrected before moving on to the next process. Rejuvenation also regularly 

implements other Lean tools such as 5S, kaizen events, and value stream 

mapping. 

Environmental wastes, such as hazardous materials released to the environment, are not explicitly included in the seven deadly wastes of the Toyota Production System. However, this does not 

mean that the deadly wastes are unrelated to the environment. In fact, your company may have already seen large environmental gains from implementing Lean, because environmental wastes 

are embedded in, or related to, the seven deadly wastes. 

The table below lists environmental impacts that are associated with the deadly wastes targeted by 

Lean methods. By reducing these production wastes through Lean efforts, you can improve your 

organization’s environmental performance. 

Table 1: Environmental Impacts of Deadly Wastes 

Waste Type Environmental Impacts 

Overproduction • More raw materials and energy consumed in 

making the unnecessary products 

• Extra products may spoil or become obsolete 

requiring disposal 

• Extra hazardous materials used result in extra 

emissions, waste disposal, worker exposure, etc. 

Inventory • More packaging to store work-in-process (WIP) 

• Waste from deterioration or damage to stored WIP 

• More materials needed to replace damaged WIP 

• More energy used to heat, cool, and light inventory 

space 

13
 
 

Chapter 2: Identifying Environmental Wastes
 

Table 1: Environmental Impacts of Deadly Wastes (continued)

Waste Type Environmental Impacts 

Transportation and • More energy use for transport 

Motion • Emissions from transport 

• More space required for WIP movement, increasing 

lighting, heating, and cooling demand and energy 

consumption 

• More packaging required to protect components 

during movement 

• Damage and spills during transport 

• Transportation of hazardous materials requires 

special shipping and packaging to prevent risk 

during accidents 

Defects • Raw materials and energy consumed in making 

defective products 

• Defective components require recycling or disposal 

• More space required for rework and repair, increasing energy use for heating, cooling, and lighting 

Over processing • More parts and raw materials consumed per unit 

of production 

• Unnecessary processing increases wastes, energy 

use, and emissions 

Waiting • Potential material spoilage or component damage 

causing waste 

• Wasted energy from heating, cooling, and lighting 

during production downtime 

Despite these relationships between Lean “deadly wastes” and environmental wastes, Lean implementation efforts often overlook opportunities to prevent or reduce environmental wastes. Your 

company can enhance its Lean performance by ensuring that environmental wastes are explicitly identified during Lean events and activities. This can be done by extending Lean waste 

identification activities to consider wasted materials, pollution and other non-product outputs. 

This toolkit provides you with some tools to identify and eliminate environmental waste—including 

some that are well hidden—and to maximize the environmental gains from Lean implementation. 

14
 
 

To Consider 

• 	What types of environmental performance gains has your company 

seen from implementing Lean methods? (For example, have you reduced chemical use in a process, generated smaller quantities of 

hazardous waste, or reduced vehicle travel thereby reducing exhaust 

emissions and fuel use?) If you don’t know, how will you find out? 

• 	Name three examples of environmental wastes you could reduce at 

your company. What steps could you take to eliminate those wastes? 

How to “Learn to See” Environmental Waste in 

Your Organization 

Overview of Organizational Strategies 

As Lean leaders know, people are the key to successful Lean implementation. In much the same way, 

organizational culture is an important aspect of effective integration of environmental, health, and 

safety objectives into Lean improvement efforts. While each organization has different needs, several 

organizational strategies will help to accomplish your company’s Lean and environment efforts. 

1. Add environmental metrics to Lean metrics. 

2. Show management commitment and support. 

3. Include environmental waste in Lean training efforts. 

4. Make environmental wastes visible and simple to eliminate. 

5. Recognize and reward success. 

1. Add Environmental Metrics to Lean Metrics 

Chapter 2: Identifying Environmental Wastes 

One simple way to understand how your company’s Lean efforts are affecting the environment is 

to add one or more environmental performance metrics to the metrics used to evaluate and track 

the success of Lean implementation. See the textbox below for examples of types of environmental 

metrics and Appendix B for a detailed list of environmental performance metrics. 

15
 
 

Chapter 2: Identifying Environmental Wastes
 

Types of Environmental Metrics 

✓ Scrap/Non-product Output ✓ Air Emissions 

✓ Materials Use ✓ Solid Waste 

✓ Hazardous Materials Use ✓ Hazardous Waste 

✓ Energy Use ✓ Water Pollution/Wastewater 

✓ Water Use 

Using environmental metrics in Lean efforts will allow your company to document the environmental benefits that are part of Lean implementation, as well as identify targets for future improvement 

efforts. 

2. Show Management Commitment and Support 

It is important that senior management—both facility management and EHS management—at 

your company show their support for improved Lean and environment initiatives. While it is possible to build management support from the bottom up through pilot projects, securing top-down 

management commitment helps to ensure the long-term success of Lean and environment efforts. 

Management can show support through the following types of activities: 

• 	 Invest in Lean and environment training. 

• 	 Provide resources, tools and incentives to enable employees to succeed. 

• 	 Include Lean and environment concepts in speeches, newsletters and other communications. 

• 	 Encourage Lean managers and EHS managers to collaborate. 

• 	 Set performance goals and objectives related to Lean and environment. 

• 	 Track Lean and environment progress and hold individuals accountable for meeting those 

objectives. 

• 	 Recognize and reward Lean and environment accomplishments. 

3. Include Environmental Waste in Lean Training Efforts 

One important way to help employees learn to see environmental waste is to integrate it into general Lean training programs. Here are a few suggestions: 

• 	 Your company might want to include a section on how to identify and eliminate environmental waste in introductory Lean training presentations. 

• 	 Consider modifying Lean’s seven deadly wastes to include an eighth waste—environmental 

waste—in training presentations and materials. 

16
 
 

 

 

 

Chapter 2: Identifying Environmental Wastes 

• 	 Consider conducting a “waste walk” during Lean trainings where workers walk the shop 

floor and write down environmental wastes they observe. 

• 	 Develop checklists or a pocket guide with common environmental wastes to use during 

events and waste walks. 

Two other types of Lean and environment training might be useful: 

• 	 Lean training for EHS personnel—to enable them to more effectively support Lean activities and help with identifying environmental waste; and 

•	 Advanced environmental training—to enable employees to understand environmental and 

human health risks associated with materials selection and with product and process design. 

Chapter 4 of this toolkit has suggestions for training Lean teams to recognize when process changes 

may cause potential harmful environmental impacts. In addition, EPA developed a series of Lean 

and Environment Training Modules that are a useful resource for designing training programs. 

4. Make Environmental Wastes Visible and Simple to Eliminate 

Your company can take advantage of Lean’s focus on visual controls to support your company’s 

Lean and environment efforts. Here are a few suggestions: 

• 	 Prominently display how individual production areas or departments are doing relative to 

targets for environmental metrics alongside Lean metrics. 

• 	 Incorporate environmental wastes into activity and production control boards, one-point 

lessons, and other signs about wastes on the shop floor. 

• 	 Apply 6S and mistake-proofing concepts to work areas where chemical use, chemical management, waste collection and waste management activities occur. Use colors, signs, and 

other visual controls to reinforce proper chemical handling and waste management and 

environmental procedures. 

5. Recognize and Reward Success 

An initial step in your company’s Lean and environment journey may be to recognize what environmental gains your company has already accomplished with Lean. Production managers and line 

operators may not be accustomed to receiving awards or other recognition for environmental 

improvements, but they will be more likely to seek additional ways to improve once they do. 

Recognition can be as simple as an announcement in a company newsletter, or can be set up as a 

competition between production areas to achieve the greatest gains. 

Your company may not always succeed with its Lean and environment efforts, so that makes it all 

the more important to recognize and reward successful efforts, to learn from any mistakes, and to 

continually try new things and work to improve your company’s performance. 

17
 
 

Chapter 2: Identifying Environmental Wastes
 

To Consider 

• What are three things you could do to explicitly include environmental 

wastes in your company’s Lean implementation efforts? 

• What ideas do you have for involving employees at all levels of your company in efforts to identify and eliminate environmental wastes? 

• What environmental goals and targets does your organization have? 

Conclusion 

Summary 

Environmental waste is any unnecessary use of resources or a substance 

released into the air, water, or land that could harm human health or the 

environment. 

Environmental wastes, although not considered one of Lean’s seven deadly 

wastes, are embedded in or related to the wastes targeted by Lean methods. Like other Lean wastes, environmental wastes represent costs to your 

company. Making them an explicit target of Lean events can help your company to: 

•Continually improve performance by expanding on the reduction of production wastes through Lean efforts; 

• Identify and address areas of potential environmental benefits that might 

be overlooked by Lean alone; and 

• Identity and eliminate hidden risks and wastes. 


Using environmental performance metrics in Lean efforts enables managers 


to understand key areas for improvement. Types of environmental metrics 


include: 


• Use of energy, materials and water; 


• Air emissions; 


• Water pollution and wastewater; and 


• Hazardous waste and non-hazardous solid wastes.
 

18
 
 

Chapter 2: Identifying Environmental Wastes 

Summary (continued) 

There are five organizational strategies that can help to integrate Lean and 

environmental waste reduction efforts: 

1. Add environmental metrics to the metrics considered in Lean efforts to 

better understand the environmental performance of production areas. 

2. Show management commitment and support for improved Lean and environmental performance by holding collaborative meetings and providing 

resources and recognition. 

3. Integrate environmental wastes into Lean training programs. This can be 

as simple as adding a few additional slides to a presentation or as advanced as holding a special Lean training for EHS personnel. 

4. Make environmental wastes visible and simple to eliminate by using signs 

and other visual controls in the workplace. 

5. Recognize and reward environmental success accomplished through Lean. 

Your Thoughts 

Now that you have finished this chapter, reflect on what you read by answering these questions: 

• What did you learn in this chapter that was particularly useful? 

• Do you need any more information to fully understand organizational strategies for eliminating environmental waste? Would any other tools be helpful? 

Notes: 

19
 

 

CHAPTER 3 

Value Stream Mapping 

Chapter Contents 

Introduction to Value Stream Mapping 

Definition of Value Stream Mapping 


What This Chapter Will Help You Do
 

How to Incorporate Environmental Considerations into Value 

Stream Mapping 

Overview of Value Stream Mapping Opportunities 

1. Use Icons to Identify Processes with EHS Opportunities 

2. Record Environmental Data for Processes in Value Stream Maps 

3. Analyze Materials Use Versus Need in a “Materials Line” for 

Value Stream Maps 

4. Expand the Application of Value Stream Mapping to Natural 

Resource Flows 

5. Find Lean and Environment Opportunities in Future State Value 

Stream Maps 

Conclusion 

Summary 


Your Thoughts
 

21
 
 

Chapter 3: Value Stream Mapping
 

Introduction to Value Stream Mapping 


While the last chapter discussed how to raise awareness about environmental wastes across your 

organization, this chapter will show you how to target Lean improvement efforts within a product’s 

value stream. The chapter describes ways to enhance value stream mapping to uncover hidden 

sources of material wastes, identify process improvement ideas, and anticipate regulatory compliance needs. 

Definition of Value Stream Mapping 

Value stream mapping is a Lean process-mapping method for understanding the sequence of activities and information flows used to produce a product or deliver a service. Lean practitioners use 

value stream mapping to: 

• Identify major sources of non-value added time in a value stream; 

• Envision a less wasteful future state; and 

• Develop an implementation plan for future Lean activities. 

The power of value stream mapping lies in walking the plant floor, talking to workers, and closely 

observing how a product is actually made from start to finish. See Appendix A for more information 

on value stream mapping. 

Case Study: General Motors 

General Motors has been integrating Lean manufacturing and environmental initiatives since the 1990s, including kanban, kaizen events, and value 

stream mapping (VSM). In a more recent effort, the company conducted 

a kaizen event with a key supplier to enhance the cost competitiveness 

and on-time delivery of steering column components. GM used VSM and 

Toyota’s “five whys” technique and observed delays when steering column shrouds were shipped to an outside vendor for painting. Because the 

shrouds were only painted to cover flaws caused by the die, GM suggested 

improving the quality of the die and molding the part using a resin of the desired color. The supplier began using a new molding process that removed 

the need for the painting step. This project saved the supplier $700,000 

per year, shortened lead times, and improved on-time delivery to GM. 

22
 
 

Chapter 3: Value Stream Mapping
 

What This Chapter Will Help You Do 


This chapter will help you identify and address the following wastes that can be overlooked in value 

stream mapping: 

• 	 Raw materials used by processes versus materials needed for the product; 

• 	 Pollution and other environmental wastes generated in the value stream; and 

• 	 Flows of information to regulatory agencies about environmental compliance management 

activities. 

Analyzing these flows in value streams at your company could reveal substantial opportunities to reduce costs, improve production flow, and save time, as well as improve environmental performance 

and the health and safety of the workplace. Early attention to environmental considerations and 

involvement of EHS staff when planning for future Lean improvement efforts in a value stream can 

also help your company address potential regulatory compliance issues, minimize delays, and avoid 

the need for costly rework. 

How to Incorporate Environmental Considerations 

into Value Stream Mapping 

Overview of Value Stream Mapping Opportunities 

There are at least five ways to explicitly address pollution and natural resource wastes using value 

stream mapping. 

• 	 Use icons to identify processes with EHS opportunities. 

• 	 Record environmental data for processes in value stream maps. 

• 	 Analyze materials use versus need in a “materials line” for value stream maps. 

• 	 Expand the application of value stream mapping to natural resource flows. 

• 	 Find Lean and environment opportunities in future state value stream maps. 

1. Use Icons to Identify Processes with EHS Opportunities 

Some processes warrant a special focus on EHS issues because they can pose hazards to workers, 

have permits and other regulatory requirements, and/or represent good opportunities to reduce pollution and material costs. To raise awareness about these risks and opportunities, use a red dot or 

an EHS icon to identify these processes on value stream maps. 

Staff with EHS expertise can help your value stream mapping team determine where to place EHS 

icons on value stream maps. The following textbox lists some common manufacturing processes 

with environmental opportunities. 

23
 
 

Chapter 3: Value Stream Mapping
 

10 Common Manufacturing Processes With 

Environmental Opportunities 

1. Metal casting 

2. Materials treatment 

3. Metal fabrication and machining 

4. Cleaning and surface preparation 

5. Bonding and sealing 

6. Welding 

7. Metal finishing and plating 

8. Painting and coating 

9. Chemical and hazardous materials management 

10. Waste management 

It is essential for EHS staff to participate in planning for and conducting Lean events on these processes because of the potential risks of non-compliance and the potential hazards to workers. EHS 

staff can also bring fresh ideas and new tools to add to the solution set. Chapter 4 provides more 

information about how to identify and address EHS issues during kaizen events, which are rapid 

process improvement events. 

2. Record Environmental Data for Processes in Value Stream Maps 

A second way to uncover environmental wastes in value stream mapping is to select one or two environmental performance metrics to measure for each process in the value stream. A list of types of 

environmental metrics you could use can be found on page 16; Appendix B provides more detailed 

information about metrics. 

If your company does not already have these data available at the process level, you may need to 

invest additional time and/or resources to collect environmental data about the current state. For 

example, you could weigh the amounts of scrap and solid wastes generated by each process during a 

shift, or use energy meters to estimate typical energy use. This extra investment in data collection 

will allow you to appropriately target Lean improvement efforts on the highest priority problems, 

and thereby achieve the greatest benefi ts. 

Figure 3 shows a current state value stream map that includes both EHS icons and environmental 

data for each process. In this case, each process box lists the amount of hazardous waste generated 

by that process per shift in addition to commonly collected data on cycle time (C/T), changeover 

time (C/O), and machine uptime. 

24
 
 

Chapter 3: Value Stream Mapping
 

Figure 3: Current State Value Stream Map with Environmental Data
 

25
 
 

Chapter 3: Value Stream Mapping
 

To Consider
 

• 	Which environmental metric(s) would you choose to include in value stream 

maps at your company? 

• 	Does your company or facility have environmental goals and targets that 


could be identified on value stream maps? 


• 	What processes at your company do you think might have the greatest opportunities for environmental improvement? 


3. Analyze Materials Use Versus Need in a “Materials Line” for Value 

Stream Maps 

Value stream maps typically examine the time it takes to produce a product and the proportion 

of that time that is value added, but they do not focus on the resources consumed and wasted 

in the development of that product. Raw materials are often a large source of a product’s costs, so 

looking explicitly at the material flows in a value stream is another way to leverage greater gains. 

One way to do this is to draw a “materials line” on the bottom of a value stream map that shows 

two types of data: 

• 	 Amount of raw materials used by each process in the value stream; and 

• 	 Amount of materials that end up in the product and add value from a customer’s perspective. 

The materials line is analogous to the “timeline” on value stream maps, and can be developed for 

any type of resource (e.g., water, energy, total materials, and/or a critical substance used in the 

product). Figure 4 shows an example of a materials line. In this example, the milling and welding 

processes consumed 135 pounds of materials, but only 85 pounds were actually needed and added 

to the product. Fifty pounds of materials were wasted. 

Figure 4: Example “Materials Line” Showing Materials Use Versus Need 

26
 
 

Chapter 3: Value Stream Mapping
 

Once you collect data for the materials line, you may notice large differences between the amount of 

material used and the amount needed for the product. This can help you target Lean improvement 

efforts on the largest sources of waste. Figure 5 shows a complete example of a value stream map 

with a materials line. 

4. Expand the Application of Value Stream Mapping to Natural 

Resource Flows 

In contrast to adding a materials line to a conventional value stream map (as discussed above), 

you can also use value stream maps to look in more detail at the inputs, outputs, and information 

flows associated with the use of energy, water, and/or materials. Along with comparing materials use 

versus the need for each process in the value stream, you can examine environmental waste streams 

(i.e., non-product outputs such as air emissions, wastewater, hazardous wastes, and trash) and the 

flows of information to environmental regulatory agencies. 

Figure 6 displays a water-use value stream map for a product that contains water (e.g., a medical 

IV bag). This value stream map includes a materials line summarizing the amount of water that is 

used and needed by each process in the value stream. There are arrows showing the flow of wastewater from each process to the sewer and another arrow depicting the flow of information about 

wastewater discharges to regulatory agencies. 

This type of detailed examination of material flows can help you find hidden sources of waste in the 

value stream. All three elements of a materials-flow value stream map—the materials line, environmental waste flows, and regulatory information flows—can also be targets for future Lean efforts. 

27
 
 

Chapter 3: Value Stream Mapping
 

Figure 5: Current State Value Stream Map with Materials Line
 

28
 
 

Chapter 3: Value Stream Mapping
 

Figure 6: Water Use Value Stream Map (Current State)
 

29
 
 

 

 

 

 

 

 

Chapter 3: Value Stream Mapping
 

5. Find Lean and Environment Opportunities in Future State Value 

Stream Maps 

All the tools and techniques described thus far in this chapter—EHS icons, environmental metrics, 

addition of a materials line, and materials-flow tracking— can help you identify environmental 

wastes in the current state of the value stream as well as identify targets for future Lean implementation activities. 

Consider the following Questions about the Future State of a Value Stream when developing the 

future state value stream map. These questions, along with input from any EHS staff participating in 

your team, can help to: 

• 	 Envision ways to eliminate environmental wastes in the value stream; and 

• 	 Recognize when Lean improvement events could raise EHS compliance issues and, therefore, require involvement of staff with EHS expertise. 

Questions About the Future State of a Value Stream 

✓	 Where are kaizen events (discussed in Chapter 4) needed to address the 


biggest areas of environmental wastes? These might include:
 

• Processes with high energy, water, and/or materials use; and 

• Processes that generate large amounts of solid waste, hazardous waste, 

and/or pollution 

✓	 Will any changes be made to the layout of processes marked with an EHS 


icon or to the chemicals used by those processes? (These changes could 


have potential implications for regulatory compliance practices.
 

✓	 Can one process use the “waste” material from another process instead of 

using virgin materials? 

✓	 What would an ideal state for the value stream look like with zero wastes, 

where products and processes posed no risks to health or the environment, 

and where there was no need for permits? 

✓	 What steps can be taken now to get to that ideal state? 

Figure 7 depicts a future state value stream map that includes kaizen starbursts for environmental 

improvement opportunities as well as changes to establish a “pull” system to control inventory 

levels and improve production flow. 

30
 
 

Chapter 3: Value Stream Mapping
 

Figure 7: Future State Value Stream Map with EHS Icons and a Materials Line
 

31
 
 

Chapter 3: Value Stream Mapping
 

When developing the kaizen implementation plan associated with the future state value stream 

map, remember that Lean events on certain processes (including processes with environmental 

regulatory requirements and others labeled with EHS icons) may require special attention to EHS 

issues. 

Case Study: Baxter International Healthcare Corporation 

Baxter Healthcare Corp., a worldwide leader in manufacturing global medical products, adopted a number of Lean techniques to reduce its environmental footprint. Baxter integrated environmental metrics with traditional 

Lean manufacturing tools, helping the company double in size and revenue 

while keeping total waste generation close to 1996 levels. Several company 

plants completed a value stream map (VSM) to find ways to reduce water 

and energy consumption. One plant developed a VSM and implementation 

plans by walking through the production process and highlighting water usage and major processing steps. In the VSM, 96 opportunities were prioritized with many graphically represented by starbursts; these opportunities 

were also included in three future state VSMs. Through the VSM event, Baxter developed an action plan that should save $17,000 over three months 

and 170,000 gallons of water per day. 

It is critical to involve staff with EHS expertise early in planning for Lean events on processes 

with EHS opportunities. EHS staff can: 

• 	 Anticipate changes needed to environmental compliance practices from Lean activities and 

help implement those changes as quickly as possible; 

• 	 Bring a different perspective to Lean activities and additional ideas for waste-reduction opportunities; and 

• 	 Ensure that Lean activities improve or cause no harm to worker health, safety or the environment. 

In the next chapter you will learn more about how to integrate environmental considerations into 

the implementation of kaizen events at your company. 

32
 
 

Chapter 3: Value Stream Mapping
 

Summary
 

Value stream mapping is a Lean process-mapping method for understanding 

the sequence of activities and information flows used to produce a product 

or deliver a service. Conventional value stream mapping can overlook three 

types of environmental considerations: 

• Raw materials used in products and processes; 

• Pollution and other environmental wastes in the value stream; and 

• Flows of information to environmental regulatory agencies. 

There are at least five ways to explicitly address pollution and natural resource wastes using value stream mapping: 

1. Use icons to identify processes with EHS opportunities in value stream 

maps, and involve EHS staff in planning Lean events on those processes. 

2. Record environmental performance data for processes in value stream 

maps, and consider these data in developing a vision for the future state. 

3. Analyze materials used by each process versus materials actually needed 

for the product, and summarize this information in a “materials line” below the timeline on value stream maps. 

4. Expand the application of value stream mapping to natural resource flows 

such as energy and water use, by including additional information on materials use, waste streams, and regulatory information flows in the maps. 

5. Consider Lean and environment questions, as well as environmental data 

included in the current state map, when developing the future state map. 

EHS professionals can help to: 

• Collect environmental performance data for processes in the value stream; 

• Identify processes with environmental opportunities in value stream maps; 

and 

• Make sure that changes to those processes are managed safely and 

effectively through Lean implementation. 

33
 
 

Chapter 3: Value Stream Mapping
 

Your Thoughts 

Now that you’ve finished this chapter, reflect on what you read by answering 

these questions: 

• Do you need any more information to fully understand how to integrate environmental, health and safety considerations into value stream mapping? 

Would any other tools be helpful? 

• What other ideas do you have to improve the environmental performance 

of your company with value stream mapping? 

Notes: 

34
 
 

CHAPTER 4 

Kaizen Events 

Chapter Contents
 

Introduction to Kaizen Events 

Definition of Kaizen 


What This Chapter Will Help You Do
 

How to Establish a Lean and Environment Change Management System 

Overview of Process Steps 


Step 1: Train Lean Team Leaders to Recognize EHS Impacts 


Step 2: Identify an EHS Contact for Kaizen Event Teams 


Step 3: Use an EHS Checklist for Lean Events to Identify EHS Needs 


Step 4: Proactively Involve EHS Staff in Kaizen Events
 

How to Identify and Find Solutions for Lean and Environment Opportunities 

in Kaizen Events 

1. Questions to Identify Lean-Environment Opportunities 

2. Hierarchical Process Mapping to Drill Down from Value Stream Maps 

3. Process-Specific Resources for Kaizen Implementation 

Conclusion 

Summary 


Your Thoughts
 

35
 
 

Chapter 4: Kaizen Events
 

Introduction to Kaizen Events 


This chapter looks at one of the main vehicles for change in Lean—kaizen or rapid process improvement events—and discusses how to find environmental improvement opportunities, mitigate 

regulatory constraints, and implement new waste-reduction tools through kaizen events on processes in the value stream. 

Definition of Kaizen 

Kaizen means continual improvement in Japanese. Kaizen events—also known as rapid process 

improvement events—are a team activity designed to eliminate waste and make rapid changes in 

the workplace. They are a primary means of implementing other Lean methods, ranging from 6S 

(5S+Safety) to cellular manufacturing. See Appendix A for more information about kaizen events. 

What This Chapter Will Help You Do 

The rapid and fundamental process changes that occur during kaizen events create powerful windows of opportunity to reduce material wastes and pollution, but they also can result in regulatory 

compliance violations and/or cause health and safety hazards for workers if they are not properly 

managed. This is especially the case for the 10 Common Manufacturing Processes with Environmental Opportunities listed on page 24. 

This chapter presents strategies and tools to help accomplish two objectives: 

1. Develop a change management system for kaizen events to prevent regulatory compliance 

issues and maximize waste-reduction benefits; and 

2. Find opportunities to enhance Lean results and environmental outcomes by asking key questions and deploying new process-improvement tools. 

How to Establish a Lean and Environment Change 

Management System 

Overview of Process Steps 

In addition to involving EHS staff in value stream mapping teams (see Chapter 3), there are four 

steps your company could take to make sure that process changes from kaizen events do not cause 

unwanted EHS impacts. 

1. Train Lean team leaders to recognize EHS impacts. 

2. Identify an EHS contact for kaizen event teams. 

3. Use an EHS Checklist for Lean events to identify EHS needs. 

4. Proactively involve EHS staff in Lean events. 

36
 
 

 

 

 

 

Chapter 4: Kaizen Events
 

Step 1: Train Lean Team Leaders to Recognize EHS Impacts 


While a key strategy for effective Lean and environment integration is to involve EHS staff in planning for and conducting Lean events on processes with environmental opportunities, it is useful 

for all staff to recognize what process changes can trigger EHS impacts. Simple training can go a 

long way to help kaizen event team leaders and team members identify issues and operational 

changes that may require additional EHS expertise. As described in more detail in Chapter 2, consider adding slides to Lean training presentations about how to identify environmental wastes and 

issues during Lean activities. 

Use the list of Common Operational Changes That Trigger EHS Involvement below as a guide for 

when to seek additional EHS expertise for Lean events. 

Common Operational Changes That Trigger EHS Involvement 

✓	 Changes to the type, volume, or introduction/issuance procedure for chemicals/materials used by employees. Affects chemical exposure, regulatory 

compliance, and reporting needs. 

✓	 Changes to the type or volume of waste generated by a process, including all media such as air emissions, water discharges, and liquid and solid 

waste. Affects compliance with regulatory and permitted limits, as well as 

pollution control and management capacity. 

✓	 Changes to the physical layout of the processes (e.g., moving work or storage areas), to equipment and technologies used, or to the facility (e.g., 

moving, replacing, or installing vent hoods, stacks, floor drains or process 

tanks). Affects compliance with regulations and permits, as well as work 

practice requirements. 

If not properly conducted, these types of operational changes could harm the health and safety of 

workers, or cause violations of EHS regulations. For example, moving hazardous waste collection areas from central locations to work cells could affect compliance with the Resource Conservation and 

Recovery Act. Similarly, replacing existing, permitted air pollution control equipment with rightsized equipment would require permit modifications under the Clean Air Act. 

Step 2: Identify an EHS Contact for Kaizen Event Teams 

Lean managers and kaizen team leaders need to know who to contact with EHS questions and 

needs. Since EHS specialists cannot participate in all Lean events, it can be helpful to assign a 

general EHS contact to address unexpected issues and concerns that arise during kaizen events. 

37
 
 

Chapter 4: Kaizen Events
 

Your company may wish to have a single EHS contact for all events, or assign EHS staff to specific 

production areas. Here are a few things to keep in mind when identifying an EHS contact. 

• 	 Keep it simple. Have a single point of contact for the event. 

• 	 Provide EHS contact information. Give kaizen event team leaders information on how to 

reach the EHS contact. 

• 	 Assign EHS contacts who can be highly responsive. Even a one-day delay in response 

to a question or issue can disrupt progress in an event. 

Step 3: Use an EHS Checklist for Lean Events to Identify EHS Needs 

An EHS checklist for Lean events is a simple tool you can use to identify operational changes 

planned during a kaizen event that may cause an EHS impact. Checklists are particularly useful 

when there is no team member with EHS expertise involved in an event. They also reinforce training 

information. 

See Appendix C for a sample Lean Event EHS Checklist. If your company has other checklists or 

forms used during Lean events, you could add EHS-related information to them. You may also want 

to include questions that prompt team members to look specifically for environmental improvement 

opportunities. 

Step 4: Proactively Involve EHS Staff in Kaizen Events 

In Chapter 3, you learned how to identify processes with environmental opportunities on value 

stream maps and that you should involve EHS staff in Lean events on those processes. The Lean 

Event EHS Checklist can also serve as a trigger for EHS involvement. Kaizen event teams should 

consult the EHS contact immediately during an event if any EHS involvement flags are triggered 

when completing the checklist. Failure to involve EHS staff can result in risks due to unsafe work 

conditions or non-compliance with regulations. 

38
 
 

Chapter 4: Kaizen Events 

Case Study: Goodrich Corporation 

Goodrich, a supplier of products and services to the aerospace industry, began implementing Lean techniques in 1995, adapting tools from the Toyota 

Production System. Kaizen events serve as the driving force behind a waste 

elimination-focused culture change with the company conducting over 350 

events each. Goodrich has used kaizen events to assess hazardous environmental waste streams, identify and implement pollution prevention and 

process improvement techniques, and to target environmental, health, and 

safety (EHS) issues. EHS objectives must be identified for all kaizen events, 

and efforts must also be made to involve EHS personnel if an event is likely 

to have important environmental dimensions, risks, or opportunities. Several Goodrich sites have also converted to cellular manufacturing while other 

facilities have shifted to Lean point of use chemical management systems 

to eliminate wasted worker movement, which also reduced chemical use. 

While involvement of EHS staff can sometimes result in the identification of constraints to making 

certain operational changes, their participation can also expand the solution set. In some cases, 

EHS staff may even be able to work with regulatory agencies to tailor permit requirements and 

compliance strategies to accommodate your plant’s Lean operating environment (see Air Permitting 

Strategies textbox below). 

Air Permitting Strategies to Reduce Constraints to 


Making Operational Changes
 

The U.S. Environmental Protection Agency and various States have pioneered innovative approaches to air permitting that can streamline a plant’s 

ability to make many types of operational changes. Many of these fl exible 

air permitting techniques are being piloted by companies implementing 

Lean. To learn more about innovations in air permitting, use the form found 

at http://www.epa.gov/lean/auxfiles/contact.htm to get in touch with an 

EPA Lean and environment specialist. 

To Consider 

• What EHS issues and questions have arisen during kaizen events in your 

organization? Which ones have recurred? 

• Identify at least three ways to improve coordination between Lean and EHS 

personnel regarding kaizen events. 

39
 
 

Chapter 4: Kaizen Events
 

How to Identify and Find Solutions for Lean and 

Environment Opportunities in Kaizen Events 

While the previous chapter described how to identify processes with EHS opportunities in value 

stream maps, this chapter presents several tools and resources for finding Lean and environment 

opportunities within specific processes targeted for kaizen implementation. These resources include: 

• Questions to Identify Lean-Environment Opportunities; 

• Hierarchical Process Mapping to Drill Down from Value Stream Maps; and 

• Process-Specific Pollution Prevention Resources. 

These kaizen implementation resources can help Lean teams discover ways to improve environmental and operational performance. They are particularly useful when planning for kaizen events and 

during initial brainstorming activities. 

1. Questions to Identify Lean-Environment Opportunities 

Asking the right questions when preparing for and conducting a kaizen event can uncover 

hidden waste reduction opportunities, such as chemicals that could harm human health and the 

environment, water and energy utilities, and compliance support infrastructure and costs that may 

be buried in facility overhead. 

The Key Questions for Identifying Lean-Environment Opportunities listed below can assist your 

kaizen team to explicitly identify and consider opportunities to boost environmental performance 

while also enhancing operational performance. 

40
 
 

 

 

 

 

 

Chapter 4: Kaizen Events
 

Key Questions for Identifying Lean-Environment Opportunities 

Water Use 

✓ How much water is used in the process and how is it used? 

✓ How can you reuse water and/or reduce overall water use? 

✓ Can you reduce contaminants in wastewater and discharges? 

Energy Use 

✓ How much energy is used in the process and how is it used?
 

✓ How can you reduce overall energy use?
 

✓ Is equipment running or are lights on when not being used?
 

✓ Are you using efficient light bulbs?
 

✓ Can you save energy by consolidating operations and/or storage space?
 

✓ Can you shift to a cleaner source of energy?
 

Chemicals and Materials Use 

✓ What types and quantities of chemicals/materials are used in the process?
 

✓ How can you reduce the overall amount of chemicals and materials used?
 

✓ Can you switch to less harmful chemicals?
 

✓ Can you eliminate any non-value added use of chemicals or materials from 


the product or process (excess packaging, unneeded painting, etc.)? 

Solid Waste 

✓ What types and quantities of solid waste are generated by the process?
 

✓ How can you reduce the overall amount of solid waste generated?
 

✓ How can you reuse or recycle solid wastes?
 

✓ Is there a local composting facility that the waste can be taken to?
 

Hazardous Waste 

✓ What types and quantities of hazardous waste are generated by the process? 

✓ How can you reduce the amount or toxicity of hazardous waste generated? 

✓ Can you better isolate and separate hazardous wastes from other wastes? 

Air Emissions 

✓ What types and amounts of air emissions are generated by the process? 

✓ How can you reduce the overall amount or toxicity of air emissions? 

✓ How far did vehicles travel to deliver parts and supplies? 

41
 
 

Chapter 4: Kaizen Events
 

2. Hierarchical Process Mapping to Drill Down from Value Stream 

Maps 

The value stream mapping tools described in Chapter 3 can help identify which processes generate 

large amounts of environmental wastes. Sometimes, however, it is useful to drill down further to 

identify the specific sources of waste within a single process. This detailed information can be particularly useful when preparing for or conducting a kaizen improvement event. Hierarchical process 

mapping is one tool to conduct this more detailed analysis and thereby uncover new waste-reduction opportunities. 

Hierarchical process mapping is a tool that creates a workflow diagram to bring forth a clearer 

understanding of steps within a specific process.1

 For example, a plating process might involve 

several individual operations. A hierarchical process map presents process steps in tiers—it presents a high-level map of up to six process steps, and then maps the specific steps that lie within each 

high-level step, and so on with tiers of increasing detail. Figure 8 shows how hierarchical process 

mapping can be used to drill down within a process in a value stream. 

Figure 8: Drilling Down with Hierarchical Process Mapping 

1 This section draws on pioneering work on process mapping by Robert B. Pojasek (www. pojasek-associates.com). S ee Robert B. 

Pojasek, “Mapping Information Flow Through the Production Process,” Environmental Quality Management, 13 (3), 2004. 

42
 
 

Chapter 4: Kaizen Events
 

There are six main steps associated with process mapping. 

1. Select the target process and determine map perspective and boundaries. 

2. Collect information. 

3. Draw the top-level map, and then draw more levels as needed. 

4. Verify the map of process steps with employees and revise as needed. 

5. Develop process step description and accounting sheets for process steps at the lowest level of 

the map. 

6. Feed hierarchical process mapping information into improvement events. 

At the lowest level of the hierarchical process maps, it can be useful to collect information on: 

• Resource inputs and non-product outputs such as pollution and scrap for each process step; 

• Resource and cost accounting data; and 

• Regulatory issues and requirements. 

Process mapping captures this information in Process Step Description and Accounting Sheets, as 

in the template and example below (see Figures 9 and 10). 

Figure 9: Process Step Description and Accounting Sheet (Template) 

43
 
 

Chapter 4: Kaizen Events
 

Your Lean implementation team can use process mapping sheets based on this template to collect 

data about one or more processes in a value stream, find the root causes of environmental wastes, 

and understand the full costs and requirements associated with these wastes. With that information, 

you can target kaizen events on the specific process steps that are the largest sources of waste. 

Figure 10: Process Step Description and Accounting Sheet (Sample) 

44
 
 

Chapter 4: Kaizen Events 

To Consider 

• What three processes at your company could benefit from hierarchical 

process mapping? 

• Who would you need to talk to about doing hierarchical process mapping 

on those processes? 

3. Process-Specific Resources for Kaizen Implementation 

Over the past 20 years, manufacturing assistance programs and environmental agencies have 

assembled vast libraries of information on process-specific technologies, tools, techniques, and 

work practices that can improve your operational performance and cause less harm to worker 

health and the environment. These resources are particularly relevant to the 10 manufacturing 

processes with environmental opportunities described in Chapter 3 (see page 24). 

See the textbox below and Appendix D for more information about these pollution prevention resources. Future versions of the Lean and Environment Toolkit may include information and tools 

for increasing the Lean and environmental improvement results when applying Lean methods to 

specific types of processes, such as chemical management, painting, and electroplating. 

Sources of Information on Process Improvement 

and Pollution Prevention 

There are numerous resources available on specific process improvement 

and pollution prevention techniques and technologies. Two examples are 

given below. For a list of additional resources please see Appendix D. 

• 	Pollution Prevention (P2) from the U.S. Environmental Protection Agency, 

http://www.epa.gov/p2/ 

This comprehensive site includes information organized for different P2 

audiences, programs, concepts, and product stages. It contains numerous 

links to databases, tools, publications, funding opportunities, and regional 

programs. 

• 	Pollution Prevention Resource Exchange (P2Rx), http://www.p2rx.org 

P2Rx is a national network of regional information centers and resources 

on pollution prevention including breaking news, research and publications, 

and regional and national networking opportunities. 

45
 
 

Chapter 4: Kaizen Events
 

Summary 

Kaizen events are team-based activities designed to eliminate waste and 

make rapid changes in the workplace through the targeted use of Lean 

methods. If not properly managed, the operational changes made through 

kaizen events could harm the health and safety of workers or result in 

violations of regulatory compliance requirements. 

To prevent these problems, it is important to establish an effective EHS 

change management system for Lean events. This can involve four steps: 

1. Train kaizen event team leaders to identify operational changes that may 

trigger EHS involvement. These include changes that affect chemical exposure, compliance with regulations and permits, pollution control management capacity, and work practice requirements. 

2. Identify a responsive EHS contact that Lean managers and kaizen team 

leaders can contact with EHS questions and needs. 

3. Fill out a Lean Event EHS Checklist for each Lean event. This simple tool 

identifies operational changes planned during a kaizen event that may 

warrant the involvement of EHS expertise. 

4. Involve EHS representatives in Lean events early on to anticipate and 

address potential EHS compliance issues and avoid risks to workers. 

Tools to support the planning and implementation of kaizen events include: 

• Questions to identify Lean-environment opportunities in kaizen events; 

• Hierarchical process mapping, which can drill down from value stream 

maps to uncover specific sources of waste within a single process; and 

• Process-specific pollution prevention resources to improve business 

results and cause less harm to human health and the environment. 

46
 
 

Chapter 4: Kaizen Events 

Your Thoughts 

Now that you’ve finished this chapter, reflect on what you read by answering 

these questions: 

• What did you learn in this chapter that was particularly useful? 

• Do you need any more information to fully understand how to integrate 

environmental, health and safety considerations into kaizen events? Would 

any other tools be helpful? 

• What other ideas do you have to improve the environmental performance 

of your company with kaizen events? 

Notes: 

47
 

 

CHAPTER 5 

6S (5S+Safety) 

Chapter Contents 

Introduction to 6S 

Definition of 6S 


The Six Pillars of 6S 


What this Chapter Will Help You Do 


How to Identify EHS Issues during “Sort” 

Overview of Yellow-Tagging 


Step 1: Identify Yellow-Tag Targets and Criteria 


Step 2: Make and Attach Yellow Tags 


Step 3: Evaluate and Take Care of Yellow-Tagged Items 


Step 4: Document Results 


How to Incorporate EHS into 6S Inspections 

Eliminating Environmental Waste and Risk through 6S Inspections 

Plant-Wide 6S Inspection Checklists and Audit Questions 

Shine Checklists for Specific Work Areas 

Conclusion 

Summary 


Your Thoughts
 

49
 
 

Chapter 5: 6S (5S+Safety)
 

Introduction to 6S 

This chapter focuses on making improvements to work areas using 6S, a variation of the 5S method. 

6S can be a powerful way to reduce risks, improve waste management, and ensure that your facility 

is a safe and healthy place to work. 

Definition of 6S 

6S is a method used to create and maintain a clean, orderly, and safe work environment. 6S 

is based upon the five pillars (5S) of the visual workplace in the Toyota Production System, plus a 

separate pillar for safety. 6S is often the first method companies implement in their Lean journey, 

since it serves as the foundation of future continual improvement efforts. More detailed information 

on 6S can be found in Appendix A. 

The Six Pillars of 6S 

6S consists of six pillars: 

1. Sort (Get rid of it): Separate what is needed in the work area from what is not; 

eliminate the latter. 

2. Set in order (Organize): Organize what remains in the work area. 

3. Shine (Clean and solve): Clean and inspect the work area. 

4. Safety (Respect workplace and employee): Create a safe place to work. 

5. Standardize (Make consistent): Standardize cleaning, inspection, and safety practices. 

6. Sustain (Keep it up): Make 6S a way of life. 

The six pillars work together to support improvement efforts at your company. They help increase 

productivity, reduce defects, make accidents less likely, and reduce costs. 6S also fosters a culture of 

continual improvement and employee engagement that is essential for successful implementation of Lean. 6S often makes it easier to implement other Lean methods such as cellular manufacturing, one-piece flow, and just-in-time production. 

50
 
 

Chapter 5: 6S (5S+Safety)
 

Case Study: Robins Air Force Base 

Robins Air Force Base houses the Warner Robins Air Logistics Center, a 

major depot for repairing aircraft and producing spare parts for the U.S. Air 

Force. The Base implemented point of use cabinet systems through kaizen 

events, 6S, and visual controls to reduce the time and distance that workers 

travel to retrieve hazardous materials and the amount of waste generated. 

Value stream mapping and 6S were used to set up a system for collecting 

and transporting hazardous wastes, which eliminated process steps, saved 

time handling wastes, and reduced how often waste drums were handled. 

Robins AFB reorganized its hazardous waste management facility using 6S 

and visual controls to enhance the monitoring of waste management processes and decrease the chance of accidents and spills. The C-130 Aircraft 

Paint Shop used 6S to improve its paint system, which increased productivity, improved worker safety, and decreased volatile organic compound emissions, chemical use, and storage space. 

Figure 11: The Six Pillars of 6S 

51
 
 

Chapter 5: 6S (5S+Safety)
 

What This Chapter Will Help You Do
 

Environmental wastes can be a symptom of a suboptimal system. 6S can help your company 

reduce waste and improve environmental performance leading to increased system productivity. You 

can also use 6S to minimize risks to the health of workers and the environment. Full implementation of 6S requires looking not only at the quantity, usefulness, and frequency with which an item 

is used in a work area, but also the risk or toxicity of the item. It also means paying close attention 

to what ends up in waste streams and how to manage those wastes. 

Expanding the scope of 6S to include EHS concerns can help your company to: 

• 	 Make defects less likely, so less energy and materials are wasted; 

• 	 Reduce the chance that paint, solvent, or other chemicals expire or become off-specification 

before they can be used and then require disposal; 

• 	 Save floor space, which makes it possible to save energy costs by consolidating operations 

and closing unneeded storage areas; 

• 	 Avoid productivity losses from injuries and occupational health hazards by providing clean 

and accident-free work areas; and 

• 	 Prevent environmental and occupational health and safety compliance issues by preventing 

or quickly correcting any spill or leaks. 

To Consider 

• Name at least three ways your company could use 6S to improve its environmental performance and reduce wastes. 

• What metrics could you us to track environmental, health, and safety improvements from 6S activities?
 

• What ideas do you have for improving your work area? 

EHS issues are relevant to all six pillars of 6S. As a starting point, this toolkit describes how to: 

• 	 Distinguish between hazardous and nonhazardous items in your work area during 

Sort—an initial step in 6S. Use yellow tags or other visual cues in red-tagging to identify 

EHS issues, harmful materials, and environmental wastes. 

• 	 Incorporate questions about EHS issues into the inspection and evaluation activities 

that occur in the Shine and Sustain pillars. Inspect work areas in plant-wide and areaspecific 6S inspections and audits to make sure that EHS concerns are managed properly. 

52
 
 

 

 

 

 

 

 

Chapter 5: 6S (5S+Safety)
 

Some additional ideas on how to incorporate EHS concerns into the 6S process are given in the box 

below. 

6S Implementation Tips 

✓ If you need to paint equipment, use low-toxic paint in white or a light color. 

This can help save lighting and energy costs. 

✓ Use different colored containers for hazardous wastes, recycling, and other 

non-hazardous wastes. 

✓ Mark aerosol cans with colored dots to indicate where to dispose of them. 

✓ Try using environmentally friendly cleaning supplies. 

✓ Separate hazardous from non-hazardous materials and wastes in red-tag 

holding areas. 

How to Identify EHS Issues during “Sort” 

Overview of Yellow-Tagging 

The objective of Sort is to identify items that are not needed in a work area and to get rid of them. 

This is done through a process called red-tagging. During a red-tagging project, you can examine 

your work area to identify any environmental, health, and safety issues at the same time, using yellow tags or other visual cues. 

A yellow-tag strategy is a simple method of identifying environmental wastes and items that 

may be harmful to human health or the environment in the work area, evaluating the need for 

these items and potential alternatives, and addressing them appropriately. A yellow-tag strategy 

is designed to supplement a red-tag strategy. Yellow tags highlight EHS hazards or improvement 

opportunities. 

The basic steps in yellow-tagging are the same as in red-tagging, so you can implement them together or separately. The process can be divided into four steps. 

1. Identify yellow-tag targets and criteria. 

2. Make and attach yellow tags. 

3. Evaluate and take care of yellow-tagged items. 

4. Document the results. 

Step 1: Identify Yellow-Tag Targets and Criteria 

At the start of a yellow-tagging project, your team should identify two types of targets: (a) the physical areas where tagging will take place; and (b) the specific types of items you will evaluate. Involve 

53
 
 

Chapter 5: 6S (5S+Safety)
 

EHS personnel in your yellow-tagging team to help you find additional wastes and opportunities 

for improvement. 

Potential items to consider in yellow-tagging include: 

• EHS hazards in the workplace; 

• Chemicals and other hazardous materials; and 

• Environmental wastes. 

After choosing targets, your team should agree on criteria for evaluating yellow-tagged items. You 

can continue to use red-tagging and your company’s red-tag criteria to determine whether an item 

is needed in the work area based on its usefulness for the work at hand, the frequency with which 

it is used, and the quantity that is needed. For yellow tags, you may want to use criteria related to 

the risk of an item, the availability of alternative materials or equipment, or to an opportunity for 

improved environmental performance. 

Yellow tags can serve as warning tags that alert workers about existing or potential hazards 

in the work area or that identify potential areas to target for improvement in the future. For 

example, a yellow tag on a chemical could cause you to ask whether a less toxic material could be 

used for the same purpose. Similarly, a yellow tag on an item in a red-tag holding area could indicate that the item needs to be treated differently for disposal or reuse because of its risk. 

Step 2: Make and Attach Yellow Tags 

Yellow tags could be as simple as yellow sticky notes stating the reason for the yellow tag, or they 

could also contain standard data that will allow your company to evaluate performance improvements from 6S and that will support your company’s overall materials tracking system. An example 

yellow tag is below. 

54
 
 

Chapter 5: 6S (5S+Safety)
 

It is best to attach yellow tags to items during a short, focused event, to get a snapshot of the current 

state of the work area. Unless there is an immediate danger to people’s safety, do not spend time at 

this stage correcting issues or evaluating what to do with items. Instead, use the yellow tags to highlight potential EHS issues or opportunities in the target work area. 

Step 3: Evaluate and Take Care of Yellow-Tagged Items 

The next step involves applying the criteria from Step 1 to determine what to do with yellow-tagged 

items. 

• 	 If you found a safety, health, or environmental issue while yellow-tagging, such as a compliance violation or excess environmental waste, ask “why” five times to identify the root 

cause of it (see example below) and then ask “how” to address it. 

• 	 If an item is both unnecessary (red-tagged) and hazardous (yellow-tagged), be sure to follow appropriate procedures for disposal of hazardous wastes. 

• 	 If there are hazardous items remaining in a work area after doing Sort (items with a yellow 

tag but not a red tag), find out whether you can avoid the need to use those materials, or 

whether there is a less toxic alternative. 

Asking Why Five Times2 

1.Why are we using so much water?
 

The parts need to be cleaned before painting.
 

2.Why do the parts need to be cleaned? 

The parts fail quality checks if they aren’t cleaned before being painted. 

3.Why do painted parts fail quality checks? 

The paint doesn’t adhere when part surfaces are not prepared properly. 

4.Why do the surfaces of the part need to be prepared?
 

The surfaces get contaminated with oils in the previous process.
 

5.Why are oils used in the previous process?
 

The oils are used to prevent corrosion during storage.
 

Step 4: Document Results 

The final step in a yellow-tag strategy is to document necessary information from the yellow-tagging process in a log book or other tracking system your company uses. This should be done at the 

same time as you record data from red tags, ideally as part of the same system. This will allow you 

to track the improvements and savings that have resulted from your yellow-tagging efforts. 

2 Based on an example from Robert B. Pojasek, “Asking ‘Why?’ Five Times,” Environmental Quality Management (Autumn 2006): 

83. 

55
 
 

 

 

Chapter 5: 6S (5S+Safety)
 

As with any Lean project, it is important to share your results with others, celebrate your success, 

and identify any follow-up items. Posting the results of yellow-tagging projects on activity boards 

can show others at your company what you have been able to achieve and can generate ideas for 

further improvement. 

To Consider 

• Name three types of items and three locations that you could target for yellow-tagging at your company. 

• What criteria would you use for identifying issues? 

• Name three improvements or savings that would result from a yellow-tagging 

event at your company. 

How to Incorporate EHS into 6S Inspections 

Eliminating Environmental Waste and Risk through 6S Inspections 

Most companies who implement 6S seek to sustain the improvements made during initial 6S events. 

Shine activities often include daily cleaning and inspection by workers in their work area. Sustain 

activities often include weekly or other periodic audits to assess progress with 6S implementation. 

Remember that what gets measured gets managed. By explicitly incorporating EHS items into 6S 

inspections and audits, you can eliminate more waste and risk from each work area. 6S inspections and audits can also reinforce workers’ awareness of important tasks and issues that affect 

worker health and safety and environmental performance. For companies implementing an environmental management system (such as an ISO 14001-type EMS), 6S inspections and audits create 

valuable opportunities to regularly ensure that EHS procedures are followed on the shop floor. 

Plant-Wide 6S Inspection Checklists and Audit 

Questions 

Inspection checklists and audit questions are powerful tools to sustain 6S improvements and to 

prompt the identification of new improvement opportunities. 

The list of 6S Inspection and Audit Questions on page 58 contains questions used by some companies to ensure that environmental wastes and risk are routinely identified, properly managed, and 

eliminated where possible. 

These questions can be adapted to work in a variety of 6S implementation assessment tools, particularly where a common system is used to assess 6S implementation across many work areas. Your 

company may use a simplified rating system to assess 6S implementation progress, such as a 0–5 

rating for each 6S pillar. In this case, these questions can be used to train 6S inspectors and audi56
 
 

Chapter 5: 6S (5S+Safety)
 

tors, or to provide background information for a broader rating category or question that focuses on 

overall efforts to address EHS issues and opportunities in a work area. 

Some organizations have developed detailed audit checklists that include, or focus exclusively on, 

environmental and safety issues. Appendix E includes a sample 6S Audit Checklist that was developed by a company to focus on safety issues. 

Shine Checklists for Specific Work Areas 

When developing Shine cleaning and inspection checklists for a work area, it will often be useful to 

develop additional questions that are tailored to address specific materials, equipment, and/or work 

practices in that work area. EHS personnel can help to develop specific checklist items and questions 

that can integrate EHS management procedures and waste identification opportunities into Shine 

inspections for pollution control equipment, hazardous chemicals, and other aspects of a work area 

that could pose health or safety hazards to workers. 

To Consider 

• How well do 6S inspections and audits assess EHS activities and performance in your company?
 

• What approach might be most appropriate for incorporating EHS considerations into 6S assessment tools in your company?
 

57
 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Chapter 5: 6S (5S+Safety)
 

6S Inspection and Audit Questions for Eliminating Environmental 


Waste and Risk 

Sort (Get rid of it) 

✓	 Are potentially risky items and environmental wastes yellow-tagged? 

✓	 Are all red-tagged and yellow-tagged items being disposed of properly, 

including those that must be managed as hazardous wastes? 

Set in Order (Organize) 

✓	 Are material containers clean, stored off the floor, closed, properly stacked, 

and stored/staged in the proper areas? 

✓	 Are all containers with chemicals or wastes covered or sealed when not in 

use? 

✓	 Are all containers with materials, chemicals, and/or wastes properly 

labeled? 

✓	 Are initial accumulation points for hazardous waste clean and organized, 

and do they have effective visual controls? 

Shine (Clean and solve) 

✓	 Are any leaks evident from equipment, piping, tanks, exhaust lines, or other 

areas in the workplace? 

✓	 Is air quality in the work area good and free of dust, odors, and fumes? Is 

air flow in the area good? Are ventilation systems clean and unobstructed? 

Are HEPA filters free of debris, mold, and dirt? 

✓	 Are all drains in good condition, free flowing, and unobstructed? Are all 

drains properly labeled to ensure that only acceptable substances are 

disposed down them (e.g., prevent chemicals and wastes from going down 

storm water drains? 

✓	 Are exterior locations near storm water drains and storm water retention 

areas free from garbage and debris that can cause obstruction? 

✓	 Are garbage and recyclables collected and sorted correctly? Are recycling 

containers and bins free from extraneous materials? 

Safety (Respect workplace and employee) 

✓	 Are standard work procedures documented and available for the area? 

✓	 Are environment, health, and safety management activities and procedures 

relevant to the work area integrated into standard work? 

Sustain (Keep it up) 

✓	 Are standard work procedures being followed? 

✓	 Are workers in the area aware of chemical hazards associated with 

standard work tasks? 

58
 
 

Chapter 5: 6S (5S+Safety) 

Summary 

6S is modeled after the 5S system designed to reduce waste and optimize 

productivity through maintaining a clean, orderly workplace and using visual 

cues to achieve more consistent operational results. 6S uses the 5S pillars 

with an additional pillar for safety. The six pillars of 6S are: 

• Sort (Get rid of it); 

• Set in order (Organize); 

• Shine (Clean and solve); 

• Safety (Respect workplace and employee); 

• Standardize (Make consistent); and 

• Sustain (Keep it up). 

The pillars work together to increase productivity, reduce defects, make accidents less likely, save time, and reduce costs. When expanded to include 

EHS issues, they can also help reduce hazards and improve environmental 

performance. 

The following four steps provide an example of how EHS issues can be 

identified and addressed through 6S using yellow tags along with red tags in 

the Sort process. The objective of this strategy is to identify environmental 

wastes in the work area with a yellow tag, evaluate their need and potential 

alternatives, and address them accordingly. 

1. Identify yellow-tag targets such as EHS hazards, chemicals and other 

hazardous materials, and environmental wastes. Also, agree on criteria for 

evaluating yellow-tagged items. 

2. Make and attach yellow tags to identified items and include data to allow 

for evaluation of performance improvements. 

3. Evaluate and address yellow-tagged items. 

4. Document results. 

By explicitly incorporating EHS issues into all six pillars during 6S inspections, you can eliminate more waste and risk. Inspection checklists and audit questions are powerful tools to sustain 6S improvements and to prompt 

identification of new improvement opportunities. 

59
 
 

Chapter 5: 6S (5S+Safety)
 

Your Thoughts 

Now that you have finished this chapter, reflect on what you read by answering these questions: 

• What did you learn in this chapter that was particularly useful? 

• Do you need any more information to fully understand how to integrate 

EHS considerations into 6S? Would any other tools be helpful? 

• What other ideas do you have to improve the environmental performance 

of your company with 6S? 

Notes: 

60
 
 

CHAPTER 6 

Conclusion and Implementation Strategies 

Chapter Contents 

Summary of Key Points in the Toolkit 

Toolkit Implementation Strategies 

1. Begin the Dialogue 

2. Cross-Train Lean and EHS Leaders 

3. Test and Pilot Lean and EHS Integration Techniques 

4. Scale-Up Lean and Environment Integration 

The Lean and Environment Journey 

Your Thoughts on Version 1.0 of the Toolkit 

61
 
 

Chapter 6: Conclusion and Implementation Strategies
 

Summary of Key Points in the Toolkit 

Lean practitioners have an opportunity to realize greater business value by learning to see and 

eliminate environmental waste in Lean initiatives. 

Environmental wastes, such as pollution and wasted raw materials, can carry large financial burdens, create health and safety hazards, and require time-consuming support activities. 

Effective integration of Lean and environmental management efforts can allow organizations to 

avoid risks from non-compliance with regulatory requirements, as well as to discover new ways to 

improve operational and environmental performance. 

The Lean and environment strategy outlined in this toolkit includes five main components: 

1. Commit to eliminate environmental waste through Lean implementation. 

2. Recognize new improvement opportunities by incorporating EHS icons and data into value 

stream maps. 

3. Involve staff with EHS expertise in planning for and implementing Lean events on processes 

with environmental opportunities. 

4. Find and drive out environmental wastes in specific processes by asking key questions and 

using new process-improvement tools. 

5. Empower and enable workers to eliminate environmental wastes in their work areas through 

training, 6S (5S+Safety) workplace evaluation checklists, and colored tags to identify EHS 

hazards and issues. 

Toolkit Implementation Strategies 

So how can you put the ideas in this toolkit to use? While there is no single right way to proceed, 

lessons from organizations that have successfully bridged their Lean and environmental initiatives 

provide some implementation strategies that can maximize opportunities for improved Lean and 

environmental performance. Consider the ideas below and think about how they could be adapted 

to meet the needs and context of your organization. 

1. Begin the Dialogue 

If your organization has dedicated personnel who are responsible for Lean implementation and for 

environmental, health, and safety management, organize a meeting. Even a brief discussion can 

open the door to identifying shared interests and opportunities for collaboration. Discuss a plan for 

building a relationship between Lean and environmental improvement efforts over time. Set a tone 

for collaboration—having Lean and EHS managers working together typically enhances the results 

of both Lean and environmental initiatives. 

62
 
 

Chapter 6: Conclusion and Implementation Strategies
 

Identifying 

Environmental 

Wastes 

(Chapter 2) 

Improved Lean & Environmental 

Performance 

Organizational 

Level 

Value Stream 

Level 

Process 

Level 

Work Area 

Level 

Value Stream 

Mapping 

(Chapter 3) 

Kaizen Events 

(Chapter 4) 

6S (5S+Safety) 

(Chapter 5) 

2. Cross-Train Lean and EHS Leaders 

Taking a few steps to understand each others’ language can go a long way. Invite EHS personnel 

to participate in Lean trainings and events to introduce them to Lean principles and techniques. 

Periodic meetings between EHS managers and Lean champions or value stream managers can help 

those involved in Lean efforts better understand when and where to seek EHS technical assistance 

and how to identify environmental wastes. Mentioning environmental wastes in Lean training presentations is another good initial step (see Chapter 2). 

3. Test and Pilot Lean and EHS Integration Techniques 

Experiment with one or more of the Lean and EHS integration strategies and tools presented in this 

toolkit. While it may make sense to start testing techniques at the organizational and value stream 

levels (see Chapters 2 and 3) to help identify synergies and opportunities, it is possible to experiment with the techniques in this toolkit in almost any order. Start by testing one or two tools in a 

single event or area of the plant. Evaluate how well they worked. Adapt them to fit into your organizational systems and culture. Move on to experiment with other tools. 

63
 
 

Chapter 6: Conclusion and Implementation Strategies
 

4. Scale-Up Lean and Environment Integration 

Once you have tested and piloted various techniques for improving Lean and environmental results, 

adapt and use the techniques throughout your organization. Consider applying Lean methods to 

improve the performance of EHS functions, ranging from regulatory compliance management and 

reporting systems to chemical and waste management processes. Explore opportunities to incorporate environmental considerations into Lean process and product design activities. Convene Lean 

and EHS leaders to discuss other potential areas of collaboration for improving organization results 

and competitive advantage. 

Case Study: 3M Corporation 

3M is a leader in the use of Lean Six Sigma methods and tools to improve 

operations and quality. Lean Six Sigma has been in use at 3M for several 

years, and in 2001 the company launched a larger, corporate-wide initiative. 

As of 2006, over 55,000 employees had been trained on Lean Six Sigma 

processes. 3M EHS managers regard Lean Six Sigma as a vital tool for 

achieving EHS and sustainability goals. Lean projects have improved operational efficiency and product yield, and also reduced energy use, air emissions, waste and greenhouse gas emissions. Lean Six Sigma is expected 

to help 3M achieve its 2010 Environmental Goals, which include reducing 

volatile air emissions by 25 percent and waste by 20 percent, improving 

energy efficiency by 20 percent, and implementing 800 Pollution Prevention 

Pays projects. 

The Lean and Environment Journey 

This toolkit represents the beginning of an exciting journey. As customer and societal expectations 

around environmental performance and sustainability continue to increase, Lean initiatives offer 

compelling opportunities to improve both economic and environmental performance. We hope that 

this toolkit spurs creative thinking and energy within your organization and encourages you to 

explore these opportunities. 

We also hope to learn from your experiences using this toolkit. Working with partner companies 

and organizations, we aim to periodically release new versions of the Lean and Environment Toolkit. Our hope is to refine the techniques presented, to provide examples and case studies of their 

application, and to address new techniques not covered. 

We wish you success on your Lean and environmental improvement journey. 

64
 
 

Chapter 6: Conclusion and Implementation Strategies 

Your Thoughts on the Toolkit 

Now that you have finished this toolkit, reflect on what you read by answering 

these questions: 

• What strategies and tools in the toolkit seemed particularly interesting and 

useful? 

• What steps will you take next to improve Lean and EHS integration at your 

organization? 

• What Lean or other process improvement methods (e.g., TPM, 3P, Six 

Sigma, policy deployment, etc.) do you think might have good opportunities 

for improved Lean and environment performance? 

• What other information and tools would assist your organization to improve 

its Lean and environment performance? 

Notes: 

65
 

 

Appendices 

Appendix A 

Lean Methods 

This appendix provides information on three methods used in Lean production: 

• Value stream mapping; 

• Kaizen events; and 

• 6S (5S+Safety). 

Overview of Value Stream Mapping (VSM) 

Introduction 

Value stream mapping (VSM) is a process mapping method used to document the current and 

future states of the information and material flows in a value stream from customer to supplier. A 

value stream is the set of specific actions (value-added and non-value added) required to bring a 

specific product through three critical management tasks of any business: problem solving, information management, and physical transformation. VSM is used as a communication tool, a business planning tool, and a management tool. 

Through VSM, a business process is examined from beginning to end. Each step in the process is 

included in a drawing that acts as a visual representation of the material and information flows. In 

other words, an end-to-end system map is created; this is called the current state map. A future state 

map shows how things should work in order to gain the best competitive advantage. The opportunities for improvement at each step that would have a significant impact on the overall production 

system are highlighted on the future state map and then implemented, creating a leaner production 

process. 

The key to VSM is to see the big picture as a sum of the parts. Rather than optimizing one part of 

one step or “fixing something broken,” you see how that step fits into the overall production process 

and how changing it will affect the overall process. This provides the opportunity to visualize how 

different types of changes, or a combination of changes at multiple places in the process, will affect 

the entire system. The change, or set of changes, that will result in the most efficient production 

overall can then be chosen. 

67
 
 

 

 

Appendix A: Lean Methods
 

The Three Steps to Value Stream Mapping 

1. Current State Drawing 

The current production system is drawn by first conducting a walkthrough of the entire system from 

beginning to end. During the walkthrough gather information on the shop floor and analyze the 

current production system. Then draw a basic overview map with process and material flows represented by different symbols on the map. A set of existing symbols can be used or a new set created, 

but the method of mapping should always be kept consistent within the company to gain better staff 

understanding and awareness. After the basic production process is understood, more detail is added 

to the map at each process step creating a comprehensive picture of the current system. 

2. Future State Drawing 

Future state ideas will likely arise while gathering information in the first step. You can either keep 

a running list of these ideas and turn them into a future state map after you have completed the 

current state map, or draw the future state map alongside the current state map. A key to creating a 

more Lean future state is identifying areas of overproduction and root causes of waste in the current 

production system, and finding ways to reduce or eliminate them in the future system. The idea 

behind creating a Lean value stream is to create only what is needed when it is needed. A few ways 

to help accomplish this are to use takt time (the rate of customer demand) to synchronize the pace 

of production with the pace of sales, develop a continuous flow, and level the production mix. More 

details on how to Lean the value stream can be found in the resources below. 

3. Work Plan and Implementation 

In this step, a work plan is prepared based on the future state value stream map that describes 

specific ways in which the future state map will be achieved. VSM is a tool to identify areas that 

need improvement in the value stream. By itself, VSM will not produce the desired change; implementation is key to achieving results. Implementation is usually best done in stages since the entire 

system is affected. One way of doing this is to break the future state map into segments or loops, and 

implement changes within one loop at a time. The work plan should also include measurable goals 

and checkpoints. Once the work plan is implemented a new, more efficient current state is formed. 

To keep continuous improvement happening in your business, once a future state becomes a new 

current state, a new future state map should be drawn, and the cycle continued. An annual value 

stream review is a good way to keep things moving. 

68
 
 

Appendix A: Lean Methods 

Case Study: Canyon Creek 

The Washington State Department of Ecology and Washington Manufacturing Services partnered in a Lean and environment pilot project to provide 

technical assistance to Canyon Creek Cabinet Company. Project participants 

formed two teams to address Canyon Creek’s Millennia cabinet line, along 

with plant-wide milling and cutting operations, and its finishing department. 

The teams used value stream mapping to identify improvement activities 

and conducted three week-long kaizen events to implement the changes. 

These process improvements decreased lead times, work-in-process, defects, overproduction, operator travel time, and material loss and damage. 

The company’s hazardous and solid wastes, wastewater discharges, energy 

consumption, and volatile organic compound emissions were also reduced. 

Canyon Creek expects to save $1.56 million due to the Lean and environment changes that were implemented during the kaizen events. 

Additional Resources 

Rother, Mike and John Shook. Learning to See: Value-Stream Mapping to Create Value and Eliminate 

Muda. Brookline, MA: Lean Enterprise Institute, Inc., 2003. 

Tapping, Don, Tom Luyster, and Tom Shuker. Value Stream Management: Eight Steps to Planning, 

Mapping, and Sustaining Lean Improvements. New York, NY: Productivity Press, 2002. 

Common Icons Used in Value Stream Maps 

Here is a key to Lean symbols used in the value stream maps in this toolkit. 

C/T Cycle time 

C/O Changeover time 

Supermarket (a controlled 

inventory of parts)

Withdrawal (pull of materials, 

usually from a supermarket) 

Production kanban (card or

device that signals to a process 

how many of what to produce)

Signal kanban (shows when 

a batch of parts is needed) 

Kaizen starburst (identifies

improvement needs)

I Inventory 

WK Truck shipment 

External sources 

(suppliers, customers, etc.) 

Electronic information flow 

Movement of 

production material 

69
 
 

Appendix A: Lean Methods
 

Overview of Kaizen Events 

Introduction 

Kaizen means continual improvement and is taken from the Japanese words kai, meaning “to take 

apart” and zen, meaning “to make good.” Kaizen is based on the fundamentals of taking something 

apart and understanding how it works so that it can be made better. There is a focus on eliminating 

waste, improving productivity, and achieving sustained continual improvement in targeted activities 

and processes of an organization. Kaizen is built on the philosophy that small, incremental changes 

routinely applied and sustained over a long period result in significant improvements overall. 

Kaizen events, also known as rapid process improvement events, are a team activity designed to 

eliminate waste and make rapid changes in the workplace through the targeted use of Lean methods. The strategy aims to involve workers from multiple functions and levels in the organization in 

working together to address a problem or improve a process. The team uses process improvement 

methods, such as cellular manufacturing and Total Productive Maintenance, to identify opportunities quickly to eliminate waste in a targeted process or production area. The team also works to 

implement chosen improvements rapidly (often within 72 hours of initiating the kaizen event), 

typically focusing on solutions that do not involve large capital outlays. 

The philosophy of kaizen is often considered to be the “building block” of all Lean production 

methods. Kaizen’s impressive results often stem from: 

• Kaizen’s focus on moving rapidly from planning to implementation; 

• Kaizen’s focus on making continued progress rather than waiting to find the perfect solution; 

• Kaizen’s focus on worker involvement and team work; 

• Kaizen’s focus on addressing the root causes of problems; and 

• Kaizen’s focus on process improvement from a systems perspective. 

The Three Phases of a Kaizen Event 

Kaizen events typically require an organization to foster a culture where employees are empowered 

to identify and solve problems. Most organizations implementing kaizen-¬type improvement processes have established methods and ground rules that are well communicated in the organization 

and reinforced through training. Kaizen events generally have three main phases, although organizations can adapt and sequence these activities to work effectively in their unique circumstances. 

Phase 1: Planning and Preparation 

To prepare for a kaizen event, a target area and problem are selected. Such areas might include: 

areas with substantial work-in-progress (WIP); an administrative process or production area where 

significant bottlenecks or delays occur; and/or areas that have significant market or financial 

70
 
 

 

 

 

Appendix A: Lean Methods
 

impact (i.e., the most “value added” activities). A more specific “waste elimination” problem within 

that area is then chosen for the focus of the kaizen event. Baseline information is collected for the 

process area and improvement targets and measures are established. An event leader and a team are 

carefully selected and trained, making sure to tap a range of expertise, including shop floor workers 

who are intimately familiar with the targeted process. 

Phase 2: Implementation—The Event 

Implementation focuses on the actual kaizen event, lasting from two to five days, depending on 

their scope. The facilitated events emphasize worker participation. The first part of an event includes a kick-off and an assessment of the current state of the targeted process and problem so that 

all team members have a similar understanding of the problem they are working to solve. This part 

frequently involves process observation, data collection, and process mapping. Team members are 

assigned specific roles for research and analysis. As more information is gathered, team members 

add detail to value stream maps of the process and conduct time studies of relevant operations (e.g., 

cycle time, lead time). The next part focuses on developing, selecting, implementing, and testing 

improvement ideas. Team members identify and record all observed waste, by asking what the goal 

of the process is and whether each step or element adds value towards meeting this goal. Once 

non-value added activity is identified and measured, team members then brainstorm improvement 

options. Ideas are often tested on the shop floor or in process mock-ups. The most promising ideas 

are selected and implemented. 

Phase 3: Presentation and Follow-up 

Wrap-up and follow-up activities ensure that the results of a kaizen event are communicated and 

sustained in the organization. Improvements made during an event must be shared with others in 

the organization, particularly with those affected by changes to standard work. Celebration is also 

important to recognize team member contributions and to cultivate a culture of worker involvement. Follow-up activities to measure process performance, make adjustments, and ensure that 

unresolved actions are completed are critical to prevent backsliding. 

Additional Resource 

Productivity Press Development Team. Kaizen for the Shopfl oor. Portland, OR: Productivity Press, 

2002. 

Overview of 6S (5S+Safety) 

Introduction 

6S is modeled after the 5S process improvement system designed to reduce waste and optimize 

productivity through maintaining an orderly workplace and using visual cues to achieve more consistent operational results. It derives from the belief that, in the daily work of a company, routines 

that maintain organization and orderliness are essential to a smooth and efficient flow of activities. 

Implementation of this method “cleans up” and organizes the workplace basically in its existing 

71
 
 

 

 

Appendix A: Lean Methods
 

configuration. It is typically the starting point for shop-floor transformation. The 5S pillars, Sort, Set 

In Order, Shine, Standardize, and Sustain, provide a methodology for organizing, cleaning, developing, and sustaining a productive work environment. 6S uses these five pillars plus an added pillar 

for Safety. 6S encourages workers to improve the physical setting of their work and teaches them to 

reduce waste, unplanned downtime, and in-process inventory. 

The 6S Pillars 

Sort. The first pillar focuses on eliminating unnecessary items from the workplace that are not 

needed for current production operations. An effective visual method to identify these unneeded 

items is called “red tagging,” which involves evaluating the necessity of each item in a work area 

and dealing with it appropriately. Organizations often find that sorting enables them to reclaim 

valuable floor space and eliminate such things as broken tools, scrap, and excess raw material. 

Set in Order. This pillar focuses on creating efficient and effective storage methods to arrange 

items so that they are easy to use and to label them so that they are easy to find and put away. Set 

In Order can only be implemented once the first pillar, Sort, has cleared the work area of unneeded 

items. Strategies for effective Set in Order include affixing labels and placards to designate proper 

storage locations and methods, outlining work areas and locations, and installing modular shelving 

and cabinets. 

Shine. Once the clutter that has been clogging the work areas is eliminated and remaining items 

are organized, the next step is to thoroughly clean the work area. Daily follow-up cleaning is 

necessary to sustain this improvement. Working in a clean environment enables workers to notice 

malfunctions in equipment such as leaks, vibrations, breakages, and misalignments that could lead 

to loss of production. Organizations often establish Shine targets, assignments, methods, and tools 

before beginning the Shine pillar. 

Safety. This pillar focuses on eliminating hazards and creating a safe environment to work in. 

Once the workplace has been organized and cleaned, potential dangers become easier to recognize. 

A separate “safety sweep” should be performed to identify, label, and deal with hazards; however, 

safety measures can also be implemented in conjunction with strategies in the other five pillars (for 

example, yellow (safety) tagging can be done at the same time red tagging takes place). 

Standardize. This pillar is used to maintain the first three pillars, creating a consistent approach 

with which tasks and procedures are performed. The first steps are to assign 6S (Sort, Set in Order, 

Shine) job responsibilities and integrate 6S duties into regular work duties. Some of the tools used 

to accomplish this are: job cycle charts, visual cues (e.g., signs, placards, display scoreboards), and 

check lists. The second part of Standardize is prevention—preventing accumulation of unneeded 

items, preventing procedures from breaking down, and preventing equipment and materials from 

getting dirty. 

72
 
 

Appendix A: Lean Methods
 

Sustain. This pillar makes a habit of properly maintaining correct procedures and is often the 

most difficult pillar to implement and achieve because changing entrenched behaviors can be difficult. Sustain focuses on defining a new status quo and standard of work place organization. Without 

the Sustain pillar the achievements of the other pillars will not last long. Tools for sustaining 6S 

include signs and posters, newsletters, pocket manuals, team and management check-ins, performance reviews, and department tours. 

When the six pillars have been implemented and organizational and safety procedures are maintained, the workplace becomes a safer and more efficient place to work leading to increased productivity and worker confidence. Although other Lean methods can be used without using 6S, the 6S 

method creates a streamlined workplace and a good base which can often times enhance the results 

from other Lean processes. 

Additional Resources 

Hirano, Hiroyuki. 5 Pillars of the Visual Workplace. Portland, OR: Productivity Press, 1995. 

Peterson, Jim, Roland Smith, Ph.D. The 5S Pocket Guide. Portland, OR: Productivity Press, 1998. 

Productivity Press Development Team. 5S for Operators: 5 Pillars of the Visual Workplace. Portland, OR: Productivity Press, 1996. 

Productivity Press Development Team. 5S for Safety Implementation Toolkit: Creating Safe Conditions Using the 5S System. Portland, OR: Productivity Press, 2000. 

Productivity Press Development Team. 5S for Safety: New Eyes for the Shop Floor. Portland, OR: 

Productivity Press, 1999. 

73
 
 

Appendix B: Basic Environmental Measures for Lean Enterprises
 

Appendix B 

Basic Environmental Measures for 

Lean Enterprises 

The following facility-level draft of basic environmental measures could help world-class Lean practitioners document: 

• 	 The cost benefits from integrated approaches to managing/preempting environmental risks 

and liabilities; 

• 	 The environmental benefits of life cycle approaches that seek synergies from investments 

into cleaner technologies and the production of green products/services; 

• 	 The use of pollution prevention as a tool to a sustainable future by augmenting the Lean 

system’s capacity through the systematic elimination of environmental hazards and pollution sources; and 

• 	 The quantities of chemicals, water and energy impacts, and environmental discharges being 

reduced or eliminated. 

These metrics can be incorporated into current manufacturing processes seamlessly as they are 

directed at the same goals as the business part: waste reduction. 

Disclaimer 

The draft basic environmental measures below should not be construed as an exhaustive list of 

environmental performance measures since other investment, efficiency, effectiveness, cost/benefit 

activities, and behavioral level measures may not be currently measured by this tool. These other 

facility-level environmental outcome measures may be compelled, however, by environmental management systems that are ISO 14000 compliant. Likewise, other voluntary EPA or state environmental pollution prevention partnerships may compel a level of documentation beyond the one sought 

by the enclosed performance measurement tool. 

EPA’s Lean and Environment Basic Environmental Measures 

The basic environmental measures tool below is in part derived from two EPA national voluntary 

partnership programs—the Green Supplier Network and the National Environmental Performance 

Track. The measures include priority chemicals that are of particular concern because of their toxicity, persistence in the environment, and/or their potential to bioaccumulate in organisms at higher 

levels in the food chain. 

Many leading enterprises already report the environmental performance measures identified in this 

table to national and state environmental reporting systems such as the Toxics Release Inventory 

and voluntary environmental partnership programs. 

74
 
 

Basic Environmental Measures 

Category Defi nition Metric Unit of 

Measure 

Input Measures 

Energy Use Any source providing usable power Energy Used Specific to energy 

or consuming electricity Trans- source such as 

portation and non-transportation BTUs or kilowatt 

sources hours, % reduction, energy use/ 

unit of product 

Land Use Land covered by buildings, parking Land Con- Square feet, 

lots, and other impervious surfac­ verted, Land acres 

es Land/habitat conservation Restored or 

Protected, Area 

of Impervious 

Surfaces 

Materials Materials used (total or specific), Materials Used, Tons/year, 

Use ex. packaging materials Propor- Percent Utiliza­ pounds/unit 

tion of input materials that were tion of Materi­ of product, 

recycled or recovered (vs. virgin als, Post-Con­ % materials 

materials) sumer Recycled utilization 

Content 

Toxic/ Use of hazardous and toxic chemi­ Toxic/Hazard­ Pounds/year, 

Hazardous cals that are regulated or are ous Chemicals pounds/unit of 

Chemicals otherwise of concern http://www. Used product, 

Use epa.gov/epaoswer/hazwaste/ % reduction 

minimize/chemlist.htm 

Water Use Incoming raw water, from outside Volume of Gallons/year, 

sources, e.g., from municipal Water Used, P2 % reduction, 

water supply or wells, for opera- to reduce Prior­ % recycled 

tions, facility use, and grounds ity Chemicals/ Pounds Priority 

maintenance. Quality Stan­ Chemicals/year, 

dards/Pretreat % reduced, % 

Standards recycled 

Non-Product Output Measures 

Air The release of any of the follow- Air Emissions Pounds/year, 

Emissions ing: Air toxics—CAA 112b HAPs Generated Tons/year 

Carbon Monoxide Lead Ozone and % reduction 

its precursors, including: VOCs 

(volatile organic compounds) NOx 

(nitrogen oxides) Ozone-depleting 

substances PM10 (particulate 

matter) PM2.5 (fine particulate 

matter) Sulfur Dioxide Greenhouse gases, including Carbon 

Dioxide 

 

Appendix B: Basic Environmental Measures for Lean Enterprises
 

75
 
 

Basic Environmental Measures (Continued) 

Category Defi nition Metric Unit of 

Measure 

Non-Product Output Measures 

Water 

Pollution 

Quantity of pollutant in wastewater that is discharged to water source. Should include any 

substances regulated in NPDES 

permit. May include: Heavy Metals 

- Cu, Pb, Hexavalent Chromium, 

Cadmium, Zn, Ni, Hg, Organic 

Pollutants and Pesticides, Conventional pollutants, e.g., oil and 

grease, BOD and suspended 

solids, and Nutrients - N, P Pathogens Sediment from runoff Wastewater discharge volume 

Mass or Concentration of 

Regulated 

Pollutants Discharged 

Pounds/year, mg/ 

L or % reduction 

Solid Waste Wastes (liquid or solid) other than 

RCRA hazardous wastes. 

Solid (Non-Hazardous) Waste 

Generated 

Gallons or 

pounds/year, 

% reduction, % 

recycled 

Downstream/Product Measures 

Product 

Impacts 

Expected lifetime energy and 

water use Wastes (to air, water, 

& land) from product use and 

disposal or recovery 

Energy—BTU, 

kWh, mWh 

Water use– 

gallons Wastes– 

pounds, tons 

Other Measures 

Money 

Saved 

Money saved in the reduction of 

materials or other changes in 

processes 

Dollars saved Dollars saved 

Qualitative 

Measures 

Other environmental improvements that cannot be directly or 

accurately quantified. For example: implementing an EMS 

Savings and environmental benefits from leaning 

out of permits/ 

Design for Environment/ Clean 

Production/ EMS 

implementation/ 

Extended Product 

Responsibility 

 

Appendix B: Basic Environmental Measures for Lean Enterprises
 

76
 
 

Appendix C: Lean Event EHS Checklist 

Appendix C Lean Event EHS Checklist
 

1. Title of Lean Event 

3. Date 

5. Lean Team Leader 

Lean Event Checklist for EHS Impacts 

2. Organziation/Department 

4. Building/Process Affected 

6. Phone number 7. E-mail Address 

To ensure that changes proposed during Lean events identify potential environmental compliance, health, safety, and/or fire protection impacts, this form must be completed by the team 

leader for all organizations undergoing Lean activities. 

Background Information: Impacts (either positive or negative) could occur as a result of altering 

chemicals/materials use, the location of the process, or facility alterations. Any potential impacts 

must be addressed prior to implementing any changes. Potential changes that must be identified on 

this form include: 

• 	 Changes to the type, volume, or introduction/issuance procedure for chemicals and materials use, the location of the process, or facility exposure. This may change the procedure for 

gathering data to report to regulatory agencies. 

• 	 Changes to the type of volume of waste generated by a process. This includes all media such 

as air emissions, water emissions, liquid/solid waste, etc. 

• 	 Changes proposed to either the physical layout of the process (i.e., moving work or storage 

areas) or to the facility (moving, replacing, or installing items such as vent hoods, floor 

drains, stacks, or process tanks). 

Instructions: Describe the Lean event/process and answer the following questions about proposed process changes. If any of the questions are answered either “Yes” or “Unk” (unknown), 

there may be the potential for environmental impacts that need to be reviewed by EHS staff. 

Please contact ______________________ immediately upon identification of potential impacts or with questions. 

77
 
 

Physical Environment 

As a result of the Lean event, will there be: Unk Yes No 

Any changes to the locations where either maintenance work or 

use of hazardous chemical/material will occur? 

Any changes to your personnel’s work zone assignments? 

Any new equipment or modifications to existing equipment, or 

movement of existing equipment that has the potential to produce air or water emissions (e.g., rinse equipment/operations, 

cleaning tank, heating ovens)? 

Any changes to the facility (e.g., vents, stacks, floor drains, oil/ 

water separators)? 

Any changes in the location(s) of the current flammable storage 

locker/areas? 

Any new confined space entry activities or procedures (e.g., personnel entering fuel tanks for cleaning)? 

Material/Chemical Use and Storage 

As a result of the Lean event, will there be: Unk Yes No 

Any changes to the type or volume of materials issued to personnel and/or used? This includes the introduction of new 

chemicals, elimination of chemicals, etc. 

Any changes to the chemical introduction or issuance procedure 

for chemicals/materials containing hazardous materials? 

Any changes in the volume of chemicals/materials stored? 

Any flammable materials that are not returned to the storage 

cabinets at the end of each shift? 

Waste Management 

As a result of the Lean event, will there be: Unk Yes No 

Any change(s) to the waste profiles for wastes stored at any 

initial accumulation points? 

Any change(s) to the location or number of initial waste accumulation points? 

Any change(s) to the volume of waste(s) that require disposal 

(i.e., wastewater, hazardous or solid waste) or to the volume of 

material that will be recycled or reused? 

 

Appendix C: Lean Event EHS Checklist
 

78
 
 

Appendix D: Pollution Prevention Resources
 

Appendix D 

Pollution Prevention Resources 

General Sources of Information 

Pollution Prevention (P2) Information from the U.S. Environmental Protection 

Agency 

http://www.epa.gov/p2/ 


This comprehensive site includes information organized for different P2 audiences, programs,
 

concepts, and product stages. It contains numerous links to databases, tools, publications, funding 


opportunities, and regional programs.
 

Pollution Prevention Resource Exchange (P2Rx) 

http://www.p2rx.org/ 


P2Rx is a national network of regional information centers and resources on pollution prevention 


including breaking news, research and publications, and regional and national networking 


opportunities.
 

Pollution Prevention Information Clearinghouse (PPIC) 

http://www.epa.gov/opptintr/library/ppicindex.htm 

PPIC is a free information service of EPA dedicated to reducing and eliminating industrial pollutants through technology transfer, source reduction, education and public awareness. The site 

contains links to EPA documents and fact sheets as well as external P2 websites, an archive of older 

P2 documents, conference listings, and a reference and referral service. 

Pollution Prevention Regional Information Center 

http://www.p2ric.org/TopicHubs/toc.cfm?hub=26&subsec=7&nav=7 

The Topic HubTM for Pollution Prevention acts as a primer on pollution prevention, providing 

background information and resources on P2 principles, opportunities, and incentives. There is also 

a compilation of online resources listed by resource type including audio/visual, handbooks, fact 

sheets, and case studies among others. 

The National Waste Minimization Program 

http://www.epa.gov/wastemin/ 

This EPA program supports efforts that promote a more sustainable society, reduce the amounts 

of waste generated, and lower the toxicity and persistence of wastes generated. In order to attain a 

sustainable future, this program advocates the use of advanced production and management tools 

including lean manufacturing, chemical management services, greening the supply chain, and 

waste-to-energy technologies. In addition, this program spearheads The National Partnership for 

79
 
 

 

 

Appendix D: Pollution Prevention Resources
 

Environmental Priorities Program (NPEP), which showcases success stories regarding flexible, yet 

protective, ways to reduce priority chemicals as well as conserve our natural resources. 

Joint Service Pollution Prevention Technical Library 

http://p2library.nfesc.navy.mil/ 


This site provides links to documents, fact sheets, presentations, data sheets, and other web links on 


pollution prevention opportunities and general pollution prevention resources. It also provides links 


to documents issued by specific Federal agencies, non-Federal government, and other organizations.
 

Pollution Prevention Assistance Division, Georgia Department 

of Natural Resources 

http://www.p2ad.org 

This site provides “free, non-regulatory, and confidential technical assistance in the areas of pollution prevention, resource conservation, waste reduction, by-product reuse and recycling.” There are 

links to resources for industry, business, government, agriculture, and the general public. 

Canada Pollution Prevention Information Clearinghouse 

http://www.ec.gc.ca/cppic/en/index.cfm 


Search over 1,200 pollution prevention references ranging from fact sheets to case studies.
 

References are searchable by keyword and by specific industrial sector.
 

Regional Resources 

• 	 Great Lakes Regional Pollution Prevention Information Center (IL, IN, MI, MN, NY, OH, PA, 

WI, and Ontario, Canada), http://www.glrppr.org/ 

• 	 Northeast Waste Management Officials’ Association (CT, MA, ME, NH, NJ, NY, RI, and VT), 

http://www.newmoa.org/ 

• 	 Pacific Northwest Pollution Prevention Resource Center (WA, ID, OR, and AK),
 

http://www.pprc.org/ 


• 	 Peaks to Prairies Pollution Prevention Information Center (CO, MT, ND, SD, UT, and WY), 

http://peakstoprairies.org/ 

• 	 Pollution Prevention Regional Information Center (IA, KS, MO, and NE),
 

http://www.p2ric.org/ 


• 	 Southwest Network for Zero Waste (AR, LA, NM, OK, and TX),
 

http://www.zerowastenetwork.org/ 


• 	 Waste Reduction Resource Center (AL, DC, DE, FL, GA, KY, MD, MS, NC, PA, SC, TN, VA, 

and WV), http://wrrc.p2pays.org/ 

• 	 Western Regional Pollution Prevention Network (AZ, CA, HI, and NV),
 

http://www.wrppn.org/ 


80
 
 

Appendix E: 6S Safety Audit Checklist 

Appendix E 6S Safety Audit Checklist
 

Document Title: Document 

No. 

6S Audit Record (Safety) 

Revision No. Page: 1 of: 4 

Required by: 

Audit Type: 

Initial Certification 

Sustaining 

Auditors: Date: __________________________

Name: ____________________________ Name: _________________________ 

_________________________________ Workplace Representatives: ___________ 

Name: ____________________________ Name: _________________________ 

Subject Questions Yes No 

A. Are aisles marked? 29 CFR 1910.22(b)(2) 

B. Are aisle widths maintained? 29 CFR 1910.22(b)(1) 

C. Are aisles in good condition? 29 CFR 1910.22(b)(1) 

D. Are aisles and passageways properly illuminated? 

1. Aisles E. Are aisles kept clean and free of obstruction? 29 CFR 

1910.22(b)(1) 

F. Are fire aisles, access stairways, and fire equipment 

kept clear? 29 CFR 1910.178(m)(14) 

G. Is there a safe clearance for equipment through aisles 

and doorways? 29 CFR 1910.176(a) 

A. Are all hazardous chemicals appropriately labeled? 29 

CFR 1910.1200(f)(5); 29 CFR 1910.1200(f)(6) 

2. Chemicals 

B. Are workers nearby aware of the content of chemical 

piping systems? 29 CFR 1910.1200(e)(1)(ii); 29 CFR 

1910.1200(f)(5); 29 CFR 1910.1200(f)(6) 

C. Is there a list of hazardous substances used in your 

work area? 29 CFR 1910.1200(e)(1)(I) 

D. Is there a material safety data sheet readily available for each hazardous substance used? 29 CFR 

1910.1200(g)(9); 29 CFR 1910.1200(g)(10) 

81
 
 

Appendix E: 6S Safety Audit Checklist
 

Document Title: Document 

No. 6S Audit Record (Safety) Revision No. Page: 2 

Subject Questions Yes No 

A. Do extension cords being used have a grounding conductor? 29 CFR 1910.1200(f)(5); 29 CFR 

1910.304(f)(5)(v); 29 CFR 1910.334(a)(3) 

3. Electrical 

B. Is sufficient assess and working space provided and 

maintained about all electrical equipment to permit 

ready and safe operations and maintenance? 29 CFR 

1910.303(g)(1); 29 CFR 1910.303(h)(3) 

C. Are all cord and cable connections intact and secure? 

29 CFR 1910.305(g)(2)(iii) 

D. Are all disconnecting means legibly marked to indicate 

their purpose, unless located so that their purpose is 

evident? 29 CFR 1910.303(f) 

E. Are flexible (extension) cords and cables free of splices 

or taps? 29 CFR 1910.305(g)(2)(ii) 

A. Are exits properly marked? 29 CFR 1910.37(q); 29 

CRF 1910.37(H) 

B. Are exits kept free of obstruction? 29 CFR 

1910.36(d)(1) 

4. Exits C. Are the directions to exits, when not immediately apparent, marked with visible signs? 29 CFR 1910.37(q)(5)(6) 

D. Are doors, passageways or stairways that are neither 

exits nor access to exits and which could be mistaken 

for exits, appropriately marked “NOT AN EXIT” “TO BASEMENT,” “STOREROOM,” etc.? 

A. Do you have emergency eye wash and shower facilities within the immediate work area where employees 

are exposed to injurious corrosive materials? 29 CFR 

1910.151(c) 

5. First Aid 

B. Do you have first-aid kits easily accessible to each 

work area, with necessary supplies available, periodically inspected and replenished as needed? 29 CFR 

1910.151(b) 

C. Are emergency phone number posted where they 

can be readily found in case of an emergency? 29 CFR 

1910.38(a)(2)(v)(vi) 

82
 
 

Appendix E: 6S Safety Audit Checklist
 

Document Title: Document 

No. 6S Audit Record (Safety) Revision No. Page: 3 

Subject Questions Yes No 

6. Flammable/ 

Combustible 

Containers 

A. Are approved containers and portable tanks used 

for the storage and handling of flammable and combustible liquids? 29 CFR 1910.106(d)(2); 29 CFR 

1910.144(a)(1)(ii) 

B. Are safety cans used for dispensing flammable 

or combustible liquids at a point of use? 29 CFR 

1910.106(d)(5)(iii) 

C. Are storage cabinets used to hold flammable liquids, labeled “Flammable – Keep Fire Away”? 29 CFR 

1910.106(d)(3)(ii) 

A. Are all industrial trucks not in safe operating condition 

removed from service? 29 CFR 1910.178(q)(1) 

7. Forklift 

Operations 

B. Are your forklifts inspected before being placed in service? Inspections should be at least daily, or after each 

shift, if used around the clock. 29 CFR 1910.178(q)(7) 

C. Are industrial trucks equipped with flashing lights, 

horn, overhead guard, and name plate (load limits)? 29 

CFR1910.178(a)(2) 

A. If your operations generate waste from oil or grease, do 

you handle it in an approved manner? 40 CFE 279.22 

8. Hazardous 

Waste 

Management 

B. If your operations generate waste from fluorescent light 

bulbs, do you handle it in an approved manner? 40 CFR 

273.14(e) 

C. If your operations generate hazardous waste, do you 

handle it in an approved manner according to 40 CFR 262? 

9. Hearing 

Conservation 

A. Are workers protected from sources of excessive 

noise? 29 CFR 1910.95(a) 

B. Is approved hearing protective equipment available? 

A. Are work areas clean? 29 CFR 1910.95(i)(1); 29 CFR 

1910.141(a)(3) 

B. Are mats, grating, etc. used where drainage is needed? 

10. 

Housekeeping C. Is the compressed air for cleaning less than 30 psi? 

D. Are work surfaces kept dry or are appropriate means 

taken to assure the surfaces are slip-resistant? 

E. Are all spilled materials or liquids cleaned up immediately? 

83
 
 

Appendix E: 6S Safety Audit Checklist
 

Document Title: Document 

No. 6S Audit Record (Safety) Revision No. Page: 4 

Subject Questions Yes No 

A. Is all machinery or equipment capable of movement, 

required to be de-energized or disengaged and locked out 

during cleaning, servicing, adjusting or setting up operations, whenever required? 29 CFR 1910.147(c)(1); 29 

CFR 1910.147(c)(2)(I) 

11. Lockout B. Are correct lockout/tagout procedures in use? 29 

CFR 1910.147(c)(4); 29 CFR 1910.147(d); 29 CFR 

1910.147(e) 

C. Are suspended loads or potential energy (such as compressed springs, hydraulics or jacks) controlled to prevent 

hazards? 29 CFR 1910.147(d)(5) 

12. Machine 

A. Are rotating or moving parts of equipment guarded to 

prevent physical contact? 29 CFR 1910.212(a)(1); 29 

CFR 1910.219(F) 

Guarding: 

General 

B. Are all moving chains and gears properly guarded? 29 

CFR 1910.219(f)(1); 29 CFR 1910.219(f)(2) 

C. Are machinery guards secure and so arranged that they 

do not offer a hazard in their use? 29 CFR 1910.212(a)(2) 

13. Machine 

Guarding: Portable Power 

Tools 

A. Are grinders, saws, and similar equipment provided 

with appropriate safety guards? 29 CFR 1910.243(a)(1); 

29 CFR 1910.243(c)(1)-(4); 29 CFR 1910.243(e)(1)(I) 

B. Are power tools used with the correct shield, guard, or 

attachment recommend by the manufacturer? 

A. Is fixed machinery provided with appropriate safety 

guards to prevent injuries to the operator and other 

employees resulting from point of operation, in-going nip 

point, rotation parts, flying chip, and spark hazards? 29 

CFR 1910.212(a)(1) 

14. Machine 

Guarding: 

Stationary 

B. Are foot-operated switches guarded or arranged to prevent accidental actuation by personnel or falling objects? 

29 CFR 1910.217(4) 

Equipment C. Is there a power shut-off switch within reach of 

the operator’s position at each machine? 29 CFR 

1910.213(b)(1) 

D. Are fan blades protected with a guard having openings no larger than 1⁄2 in., when operating within 7ft of the 

floor? 29 CFR 1910.212(a)(5) 

84
 
 

Appendix E: 6S Safety Audit Checklist
 

Document Title: Document 

No. 6S Audit Record (Safety) Revision No. Page: 5 

Subject Questions Yes No 

A. Are all employees required to use personal protection 

equipment (PPE) as needed? 29 CFR 1910.132(a) 

15. Personal 

Protective 

Equipment 

B. Is PPE functional and in good repair? 29 CFR 

190.132(e) 

C. Are all employees required to use personal protective 

equipment (PPE) when handling chemicals (gloves, eye 

protection, respirators, etc.)? 29 CFR 1910.132(a) 

16. 

A. Are appropriate fire extinguishers mounted located and 

identified so that they are readily accessible (not obstructed) to employees? 29 CFR 1910.157(c)(1) 

Extinguishers B. Are all fire extinguishers inspected monthly and serviced annually, and noted on the inspection tag? 29 CFR 

1910.157(e) 

17. Walkways A. Are pits and floor openings covered or otherwise 

guarded? 29 CFR 1910.22(c); 29 CFR 1910.23(a) 

18. 

Compressed 

Gases 

A. Are compressed gases properly stored and used? 29 

CFR 1910.253(b)(1)-(5) 

B. Are compressed gas cylinder storage rules posted in 

the storage area? 

19. Work Environment 

A. Are all work areas adequately illuminated? 

B. Are combustible scrap, debris, and wastes stored 

safely and removed from the work site promptly? 29 CFR 

1910.141(a)(4)(ii) 

Source: Cash Powell Jr. and Steve Hoekzema. “5S at Deceuninck North America’s Monroe Site: Sustaining and Improving the Gains,” 

Target—Innovation at Work: The Periodical of the Association of Manufacturing Excellence. Volume 21, Number 3, Third Issue 2005, 

pp. 32-35. 

85
 


Lean_Enviro_layout1.indd Sec2:88 Lean_Enviro_layout1.indd Sec2:88 1/3/2008 12:

1/3/2008 12: 

United States Environmental Protection Agency
 

www.epa.gov/lean
 

Revised-October 2007
 

EPA-100-K-06-003