Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Using Safety to Drive Lean Implementation


Published on

This presentation was made during the Society of Manufacturing (SME) EASTEC Conference as part of the Lean and Green Symposium. May 19, 2008 by Phil La Duke. For more information on this topic contact Phil La Duke ( or visit

Published in: Business, Health & Medicine
  • If you enjoyed this presentation you should check out my blog:
    Are you sure you want to  Yes  No
    Your message goes here
  • 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

Using Safety to Drive Lean Implementation

  1. 1. O/E Learning Presents… Us ing S afe ty To Drive Le an Imple me ntatio n Phil La Duke
  2. 2. Intro duc tio n • Housekeeping • Introductions
  3. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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 • Questions?
  17. 17. Thank You!
  18. 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