Using Safety to Drive Lean Implementation

O/E Learning Presents… Us ing S afe ty To Drive Le an Imple me ntatio n Phil La Duke

Intro duc tio n • Housekeeping • Introductions

What Is Le an Manufac turing ? • Gaining com petitive advantage through greater efficiency in m anagem and ent production system s. • A philosophy not a bureaucracy • A strategy for im proving organizational efficiency to peak levels. • An active effort for eliminating process w aste. • Operations Excellence.

What is S afe ty ? • Elim inating the failure modes that injure w orkers • Elim inating the w aste associated w ith w orker injury • Low ering operating costs by elim inating the m oney spent on hurting w orkers.

To o ls fo r Ac hie ving Le an Ope ratio ns • Elimination of Waste • Equipm Reliability ent • Process Capability • Continuous Flow • Error Proofing • Stop the Line Quality System • Standard W ork • Visual M anagem ent • In-Station Process Control

Eliminatio n o f Was te • Injuries are was te . • The costs associated w w ith orker injury have been driven up as sharply as healthcare costs overall. • Reduced injuries = reduced costs.

Equipme nt Re liability • Incident Investigation often identifies unreliable equipm that leads to w ent orker injuries. • A good TPM system can not only im prove equipm reliability, but also reduce ent w orker injuries.

Pro c e s s Capability • Injuries directly contribute to downtime. Tim is lost through: e – Interruption of production as the w orker stops working to respond to his or her injury. – Interruption of production as first responders leave their jobs to treat the injured worker. – Tim lost in investigation. e • Injuries indirectly contribute to downtime. Tim is lost through: e – Inexperienced w orkers replacing the injured worker and working at a slow rate. er – Turnover and absenteeism .

Co ntinuo us Flo w • Pull-system approach to production creates a m stable flowof m ore aterials that is generally a m ergonom ore ic solution. • A safer w orkplace can help reduce operator stress and fatigue.

Erro r Pro o fing & Pro ble m S o lving • Should be im plem ented to prevent both defects AND injuries. • Injury investigations are an excellent way to teach and internalize (hardw root ire) cause analysis and problem solving

S to p the Line Quality (S afe ty ) S ys te m • Even the m vocal opponent to lean ost m anufacturing should agree that w orkers m be em ust pow ered to stop production not only when they see a defect but also w hen they see a safety issue. • Andon System can be m s odified to include visual warning lights when a hazard has been identified.

S tandard Wo rk • Job Safety Analysis can be used to create SW Is • Safety Inspections can also be a valuable tool in verifying and updating SWIs • SW are invaluable in incident Is investigation.

Vis ual Manag e me nt • Establish safety Quality Operating System (QOS) report card • Track m eaningful safety metrics •M anage safety using data • The extent to w hich Lean tools have been implem ented is an important leading indicator • 5S and Kanban are intrinsically tied to safety

In -S tatio n Pro c e s s Co ntro l • Training in all safety aspects of the job • All w orkers are em pow ered to identify and act on abnorm or “ al near hit”conditions w ithin their w areas that m result in ork ay injury

Us e S afe ty to Drive Org anizatio nal Chang e • Safety is difficult to argue against. • Using a structured approach to safety has spillover benefits to other disciplines. •M any of the actions taken to m ake the workplace safer also m ake it leaner and m productive. ore

Co nc lus io n • Internalize Lean, don’institutionalize it t • Safety, quality, and production are intrinsically linked. • Safety represents a vast, untapped source for cost reduction. • http://w w w .osha.gov/SLTC/etools/safetyhealth • Questions?

Thank You!

Phil La Duke Director, Perform ance Im provement O/E 2125 Butterfield, Suite 300 N Troy, M 48084 I 248-860-1086 w w w .safety-im pact.com

Using Safety to Drive Lean Implementation

by Phil La Duke

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