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The Role of Safety in
Operational Excellence
Phil La Duke
O/E Learning Presents…
Introduction
• Housekeeping
• Introductions
What Is Operational
Excellence?
• Gaining competitive advantage through
greater efficiency in management and
production sy...
What Stops Us from
Achieving Operational
Excellence?
• Waste
• Low process capability
• Inefficient material flow
• Unreli...
The Big Failure Modes
When our process fails it hurts either our:
• Equipment
• Products
• People
Tools for Achieving
Operational Excellence
• Elimination of Waste
• Equipment Reliability
• Process Capability
• Continuou...
Elimination of Waste
• Injuries are waste.
• The costs associated with worker injury
have been driven up as sharply as
hea...
Equipment Reliability
• Unreliable equipment leads to worker
injuries.
• A good TPM system can not only improve
equipment ...
Process Capability
• Injuries directly contribute to downtime.
Time is lost through:
– Interruption of production as the w...
Continuous Flow
• Pull-system approach to production creates
a more stable flow of materials that is
generally a more ergo...
Error Proofing
• Should be implemented to prevent both
defects AND injuries.
Stop the Line Quality
(Safety) System
• All workers must be empowered to stop
production not only when they see a defect
b...
Standard Work
• Standard Work Instructions (SWIs) should
identify the safest way to do a job.
• SWIs are invaluable in inc...
Visual Management
• Establish safety Quality Operating System
(QOS) report card
• Track meaningful safety metrics
• Manage...
Visual Management
(Continued)
Track Meaningful Safety Metrics:
• Leading indicators versus trailing indicators
• Measure t...
Manage Safety Using Data:
• Use current data
• Link proactive data to reactive data
• Predict and correct future issues
• ...
In-Station Process
Control
• Material Safety Data Sheets (MSDS)
• Emergency response information
• Training in all safety ...
Use Safety to Drive
Organizational Change
• Safety is difficult to argue against.
• Using a structured approach to safety ...
Conclusion
• Safety, quality, and production are
intrinsically linked.
• Safety represents a vast, untapped source
for cos...
Thank You!
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Role Of Safety In Operations Excellence

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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 (Pladuke@oe.com) or visit www.safety-impact.com

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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. • http://www.osha.gov/SLTC/etools/safetyhealt • Questions?
  20. 20. Thank You!

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