Using Safety Drive Lean Implementation

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    Notes on slide 1

    There is a very fluid definition of Lean Manufacturing, but essentially lean boils down to a very basic definition: the purpose of Lean Manufacturing is to reduce cost by reducing process inefficiency.

    In the context of Lean Manufacturing, “safety” refers to the elimination of all waste associated with paying to hurt workers.

    Here is a quick list of the tools for achieving a more Lean Operation, and I will cover each of these independently.

    Elimination of Waste. Nobody sees worker injuries as value-add, but the fact, is injuries are just another form of “muda” or waste. Not only does a robust safety management process reduce all loss-incident waste by eliminating hazards, it instills a corporate discipline where waste is ferreted out and eliminated; spreading rapidly thereafter to other key business measurables. And since nobody thinks worker injuries represents money well spent, one can use the implementation of a safety management system to drive the internalization of lean principles

    Hazard investigation and incident investigation often identifies shortcomings in an organization’s Total Preventive Maintenance (TPM) programs. So basically, a good safety management system can drive TPM both proactively and reactively.

    Workers who are the most experienced doing a particular job are typically the most skilled at producing at optimum production and quality levels. If those workers are sidelined by injuries, less skilled workers are often enlisted to replace them. Implementing a strong Safety Management System ensures that the most skilled workers are able to stay on the job and maintain peak process capability.

    In my experience, Continuous Flow and pull systems are one of the most fiercely resisted lean practices, but if these concepts are presented as a response to worker fatigue and ergonomics this resistance is likely to break down. We have seen implementation of continuous flow greatly reduce the physical difficulty of a job while making it more efficient and safer.

    Problem Solving and Error Proofing are crucial parts of any viable Safety Management System. Error Proofing complements safety by eliminating hazards before someone is injured and problem solving helps to stren as a primary method of removing the possibility of injuries from the system by design. Mistakes

    Stop the Line Quality System. Not only should a lean manufacturing system provide a Stop the Line (Andon) quality system for production, but a Stop the Line safety system as well. While SafetyIMPACT! focuses on removing hazards before disrupting production is necessary, it also recognizes that common causes of variation create unforeseen “high-risk” hazards while the system is running, and that they should be identified and corrected before an injury occurs.

    Standard Work Instructions (SWIs) should identify the safest way to do a job. SWIs are invaluable in incident investigation. The first question I always ask when doing a safety indspection is Job Safety Analysis can be used to create SWIs

    A factory is visually managed when there are systems in place that enable anyone to immediately assess the current status of an operation or process at a glance, and real-time information and feedback regarding the plant status are provided. SafetyIMPACT! can enhance your Visual Management efforts by providing a clear and common understanding of safety goals and measures to everyone, whether owner, manager, operator, or visitor. Our proprietary, Web-enabled hazard database also provides the real-time data needed to populate balanced scorecards and scoreboards.

    Each workstation should not only have all the information and equipment for the worker to inspect and produce good quality parts but also to do so with optimal safety. All workers are empowered to identify and act on abnormal or “near hit” conditions within their work areas that may result in injury, and the organization can begin to use structured problem-solving processes to achieve in-station process control for safety as well as quality.

    What I would like you to do know is go back to your organization and take a look at your info

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    Using Safety Drive Lean Implementation - Presentation Transcript

    1. O/E Learning Presents… Us ing S afe ty To Drive Le an Imple me ntatio n Phil La Duke
    2. Intro duc tio n • Housekeeping • Introductions
    3. 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.
    4. 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.
    5. 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
    6. 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.
    7. 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.
    8. 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 .
    9. 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.
    10. 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
    11. 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.
    12. 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.
    13. 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
    14. 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
    15. 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
    16. 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?
    17. Thank You!
    18. 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
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