In 2005, Goodyear put a concerted focus on achieving world-class health, safety, and environmental performance using Continuous Improvement tools. The phrase "Continuous Improvement" refers to Goodyear's integrated use of Six Sigma, Lean, and other quality and value improvement methods.

Basic Continuous Improvement processes such as 5S, Team Daily Management System (TDMS), and gap analyses were enhanced both to increase the visibility and effectiveness of safety systems and to more expediently resolve potential safety issues. 5S, one of the foundational elements of Continuous Improvement, is a systematic, disciplined approach for achieving workplace organization that also is a key underlying component of worldclass, safety performance. Goodyear expanded its 5S method to increase the emphasis upon safety and ergonomics. Associate participation in safety, a requisite ingredient in world-class safety performance, is increasing through structured engagement, such as the TDMS, that is a planned, daily work group meeting. This offers the opportunity to address safety performance on a daily basis by reviewing actionable safety metrics and increasing associate engagement in safety problem solving. A strategic, gap analysis tool was created to use in conjunction with value stream maps for planning a course of action in Continuous Improvement deployment.

One of the 20 "key" areas is Environmental Health and Safety. Using the tool permits an organization to determine the current level of EHS performance and develop a plan for improvement. Manufacturing Kaizen events, short bursts of intense, structured activity lasting 3-5 days during which a team identifies and implements a significant process improvement, must include safety improvements as well.

Global manufacturing process standards are being developed to incorporate more effectively job safety analyses, safety requirements, ergonomic assessments, and objective-based training. Integration and synergy between the EHS and Continuous Improvement systems have definitely augmented the performance of each.

Globally, specific Continuous Improvement projects have successfully lowered raw material usage, conserved energy, reduced waste generation, eliminated ergonomic risks, and lowered injury rates. Continuous Improvement professionals within the Global EHS staff have improved the effectiveness of EHS raw material approval processes, strengthened the industrial health program, improved laboratory safety and efficiency, lowered the quantity of manufacturing waste sent to landfills, and increased the cost effectiveness of laboratory operations.