Role Of Safety In Operations Excellence


Published on

This presentation was presented by noted safety and operations excellence expert, Phil La Duke in 2008 at Automation Alley in Troy, Michigan, For more information on this topic contact Phil La Duke ( or visit

1 Comment
1 Like
  • If you enjoyed this presentation you might want to check out my worker safety blog:
    Are you sure you want to  Yes  No
    Your message goes here
No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • We predict and avoid failure modes by using a FMEA. DFMEAs help us to anticipate design flaws that typically harm our products, or the end users, while PFMEAs are used to identify process failures, and while many identify hazards associated with worker safety, many do not.
    When we talk about assessing the risk of injuries we are typically referring to hazards. A hazard is any condition---behavioral or process related---that could result in an injury.
  • 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 SafetyIMPACT! 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.
  • The hazard investigation elements of SafetyIMPACT! often identify shortcomings in an organization’s Total Preventive Maintenance programs. SafetyIMPACT! helps identify these issues quickly and provides tools and processes for timely corrective and preventive action.
  • 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. SafetyIMPACT! ensures the most skilled workers are able to stay on the job and maintain peak process capability.
  • Continuous Flow. Whenever the physical layout of a workplace is changed, there is a real possibility that unforeseen hazards can be created. SafetyIMPACT! emphasizes prevention and takes a proactive approach to facilitate continuous flow by anticipating hazards and correcting them before an injury occurs.
  • Error Proofing. SafetyIMPACT! complements error proofing (Poka-Yoke) as a primary method of removing the possibility of injuries from the system by design.
  • 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.
  • 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
  • Role Of Safety In Operations Excellence

    1. 1. The Role of Safety in Operational Excellence Phil La Duke O/E Learning Presents…
    2. 2. Introduction • Housekeeping • Introductions
    3. 3. What Is Operational Excellence? • Gaining competitive advantage through greater efficiency in management and production systems. • A strategy for improving organizational efficiency to peak levels. • An active effort for eliminating process waste. • Lean thinking. • SQDCM
    4. 4. What Stops Us from Achieving Operational Excellence? • Waste • Low process capability • Inefficient material flow • Unreliable equipment • Poor quality • Lack of operator autonomy
    5. 5. The Big Failure Modes When our process fails it hurts either our: • Equipment • Products • People
    6. 6. Tools for Achieving Operational Excellence • Elimination of Waste • Equipment Reliability • Process Capability • Continuous Flow • Error Proofing • Stop the Line Quality System • Standard Work • Visual Management • In-Station Process Control
    7. 7. Elimination of Waste • Injuries are waste. • The costs associated with worker injury have been driven up as sharply as healthcare costs overall. • Reduced injuries = reduced costs.
    8. 8. Equipment Reliability • Unreliable equipment leads to worker injuries. • A good TPM system can not only improve equipment reliability, but also reduce worker injuries.
    9. 9. Process Capability • Injuries directly contribute to downtime. Time is lost through: – Interruption of production as the worker stops working to respond to his or her injury. – Interruption of production as first responders leave their jobs to treat the injured worker. – Time lost in investigation. • Injuries indirectly contribute to downtime. Time is lost through: – Inexperienced workers replacing the injured worker and working at a slower rate. – Turnover and absenteeism.
    10. 10. Continuous Flow • Pull-system approach to production creates a more stable flow of materials that is generally a more ergonomic solution. • A safer workplace can help reduce operator stress and fatigue.
    11. 11. Error Proofing • Should be implemented to prevent both defects AND injuries.
    12. 12. Stop the Line Quality (Safety) System • All workers must be empowered to stop production not only when they see a defect but also when they see a safety issue. • Andon Systems should be modified to include visual warning lights when a hazard has been identified.
    13. 13. Standard Work • Standard Work Instructions (SWIs) should identify the safest way to do a job. • SWIs are invaluable in incident investigation.
    14. 14. Visual Management • Establish safety Quality Operating System (QOS) report card • Track meaningful safety metrics • Manage safety using data
    15. 15. Visual Management (Continued) Track Meaningful Safety Metrics: • Leading indicators versus trailing indicators • Measure things that correlate to a safer workplace
    16. 16. Manage Safety Using Data: • Use current data • Link proactive data to reactive data • Predict and correct future issues • Use both quantitative and qualitative data Visual Management (Continued)
    17. 17. In-Station Process Control • Material Safety Data Sheets (MSDS) • Emergency response information • Training in all safety aspects of the job • All workers are empowered to identify and act on abnormal or “near hit” conditions within their work areas that may result in injury • Structured problem-solving aimed at safety
    18. 18. Use Safety to Drive Organizational Change • Safety is difficult to argue against. • Using a structured approach to safety has spillover benefits to other disciplines. • Many of the actions taken to make the workplace safer also make it leaner and more productive.
    19. 19. Conclusion • Safety, quality, and production are intrinsically linked. • Safety represents a vast, untapped source for cost reduction. • • Questions?
    20. 20. Thank You!