1.
Internship
Process
Improvement
Project
Using Lean 6σ tools
Company: Aramark: Starbucks FIU
Project Title: Safety in the Workplace
Prepared By: Ariel Weinstein
Supervisor: Lydia Muniz
Professor: Nathan Dodge
Project Date: Summer 2016
Starbucks in FIU MMC Library
(Florida International University, 2016)
This project focuses on the safety aspect of Starbucks at Florida International University.
All too often, injuries occur of one form or another, and especially when working with food
equipment, it is essential to have safety procedures in place. In fact, according to OSHA
“the US Bureau of Labor Statistics reported that 67, 160 food preparation and serving
workers hurt themselves badly enough to lose at least a day of work in 2008” (OSHA,
2016). Taking a look at the injury incidents at Starbucks FIU, it has been made clear that
this is an important issue to focus on. The sooner the issues regarding keeping employees
safe, and teaching them how to do so are addressed, the less injuries will occur. This also
means the company will be saving money on indemnities and workers compensation.
Through this project, I have identified issues I feel are putting employees at the most severe
risk for injury, and have provided solutions to help solve and lessen these incidents as well.
5W’s and the H, but be brief. (Who, what, when, where, why, how)
Executive
Summary

2. ii
Table
of
Contents
Executive Summary……………………………………………………………………………......i
Table of Contents……………………………………………………………………………...…. ii
Define: Project Charter and Cost Benefit ……………………………………………………...1- 2
Current State Process Map………………………………………………………………..3
5 Why Analysis……………………………………………………………..…………….4
SIPOC……………………………………………………………….……………………5
Measure: Data Collection Plan………………………………………………………...………….6
Data Collection Results…...……………………………………………………...…7-13
Failure Modes and Effects Analysis…………………………………………….….…14
Process Capability/Process Cycle Efficiency/ Process Capacity...................................15
Voice of the Customer/Business…………………………………………………..…..16
Waste Analysis……………………………………………………………………...…17
Analyze: Benchmarking……………………………………………………………………...18-22
Root Cause Impact Analysis………………………………………………………...…23
General Theory to Explain the Process Problem………………………………………24
Improve: Polka Yoke/Improve the Process…………………………………………………...…25
Future State Process Map……………………………………………….…………….26
Modification to Procedures Manuals……………..……………………………………27
Control: Injuries at Starbucks Chart…………….……………………………………….………28
Entropy Force Analysis….………………………………………………………….…..29
10 Day Review/Transition Plan……………………………………………..……….…30
Process Review Schedule……………………………………………………………....31
Foresight Analysis…………………………………………………………………...…32
Lesson Learned…………………………………………………………………………33
Supervisors Critique………………………………………………………………...……..…34-35
References……………………………………………………………………………………36-37
Appendices/Support Document ………..……………………………………………..…………38

3. 1
Define
Project
Charter
and
Cost
Benefit
Project Charter
A single document which lists the scope and purpose of the project.
Start Date 6/9/16 Complete Date 7/22 /16
Project Name Safety in the Workplace
Company Aramark Team Members (if any)
Department Starbucks N/A
Process Owner Lydia Muniz
Sponsor Lydia Muniz
Leader Ariel Weinstein
LSS Green Belt
Coach
Nathan Dodge
Problem Statement/ Business Impact
Description: Provide a complete and
detailed description. State the defect or
undesired event. Do not include causes.
Use baseline data if available. Include
timeframe, include conditions
surrounding the problem.
A big problem in this company is the lack of safety rule
enforcements, and the number of injuries/accidents that
occur on an annual basis. This year in April alone, the
region
received
indemnity
charges
at
$15K
each.
This
is
due
to
the
lack
of
safety
enforcement.
Project Goal
Goal: Clearly define and quantify.
What is expected to be delivered? What
are the improvement objectives and
targets? How will success be measured.
The goal of this project is to analyze the exact roots of the
injuries/accidents, and figure out ways to avoid those
problems all together. Another goal is to come up with a
way to enforce these solutions after the new rules and
regulations have been put into place.
Benefits
Benefits: Include expected benefits to
inventory, sales, earnings, production,
quality, etc.
Define type I, II& III savings. List
assumptions if possible.
Type 1 Benefits:
Describe Annual
cost savings if
your project is
successful
Type 2 Benefits:
Describe Annual
projected increased
revenue if your project
is successful
Type 3 Benefits:
Describe Intangible
benefits like
increased customer
loyalty, or better
Yelp reviews.
This project will
save approximately
$90,000 in
indemnities, and
$174,252 in
worker’s comp
based off data from
the past two years
Zero (this specific
project saves money
but does not
increase revenue)
Employees will
undergo fewer
accidents,
allowing more
people to work,
and the company
saving money
Scope

4. 2
What are the boundaries of the
project (start and end steps of the
process)?
What is not included?
Detect unsafe
habits and find
ways to avoid
them
Continuously check
safety rules and
regulations are
abided by.
What is not
included:
Training of
employees after
safety tools are
received.
DMAIC Phase Schedule
Define Measure Analyze Improve Control
6/9/16 6/19/16 6/30/16 7/15/16 7/27/16
Financial
Benefits
Year 1 Year 2 Year 3 Totals all 3 years
Type I 264,252 264,252 264,252 792,756
Type II N/A (0) N/A (0) N/A (0) N/A (0)
Total I&II 264,252 264,252 264,252 792,756

5. 3
Current
State
Process
Map
Problem: Employees are getting injured in the work area.
Employees
working in
food service at
FIU become
Identify root
cause of
injuries (i.e
severe cuts)
Create a plan to
avoid these
roots of injuries
(i.e cut gloves)
Decide how to
train
employees to
use the new
safety
equipment
Make and post signs reminding
employees of how to properly
use the safety tools
Continuously conduct random
inspections of employees to
see if rules are being followed

6. 4
5
Why
analysis
5 Whys/ Root cause analysis
A technique where you keep questioning how a previous event or process could be
at the heart of the final problem.
Why: an employee gets involved in a serious injury
Why: the employee was not wearing a cut glove, and badly sliced their finger.
Why: the employee did not realize they were required to wear a cut glove,
because no one was enforcing it upon them.
Why: the rules of wearing a cut glove were not posted along the walls and
machines in the kitchen area.
Why: managers are not paying as much attention to enforcing and managing safety
techniques and procedures in the work place
Why: The root cause of someone slicing their finger, is that no one is enforcing the
rule of making sure employees wear the gloves when cutting or slicing food.

7. 5
SIPOC
SIPOC analysis (Suppliers, Inputs, Process, Outputs,
Customers)
Suppliers
to
the
Process:
-Safety Equipment Suppliers
-Hubert Company
-Managers distribute tools to Aramark employees
Inputs
to
the
process
-Management oversight
-Training sessions on how to use the safety gloves and equipment
Process
-Food service technique is identified as being dangerous to the employee.
-Manager purchases safety equipment.
-Training sessions are implemented on how to properly use the safety
tools/techniques.
-Employees start abiding by the safety rules.
-Managers/supervisors set up signs of the safety tools and techniques throughout
the kitchen area to help remind/prevent injuries from occurring.
Outputs
-A safety system against employee injuries.
-A safe work system with less injuries.
Customers
-Employees

8. 6
Measure
Data Collection Plan
Data
Source
Operational Definition Data
owner
Frequency Measure Sample
size
FY15 Data
Pie Chart
Chart showing how
often a cause of an
injury occurs
compared to other
causes
Lydia
Muniz
Annual Types of
injuries how
many people
per injury
639
South
Injury
Causes
Excel Sheet
Document showing
the cases and causes in
various work settings
at schools throughout
the US
Lydia
Muniz
Annual Type and
frequency of
injuries
12
Manager of
Starbucks
FIU
Interview
Personal
information/statements
taken directly from the
manager of Starbucks
Lydia
Muniz
One time-
interview
Knowledge
and opinion
of safety
standards at
Starbucks
from a
manager’s
perspective
1
South
Metrics by
PC 4-16
Chart of rates of recent
accidents/injuries at
different locations and
regions around the world
Lydia
Muniz
Annual Measures
various
injury rates
in this field,
throughout
various
regions
7
Interview
with
Starbucks
Employee
Personal information
and statements taken
directly from an
employee of Starbucks
Ronald
Vaidl
One-time
interview
Knowledge
and opinion
of safety
standards at
Starbucks
from
employee
perspective
1
Financial
Statement
Statements providing
financial information
on the costs of injury
incidents owed from
Starbucks
Paola La
Madrid
(FIU
Aramark
Unit
Controller)
Updated
as needed.
Costs due to
injuries from
2014-2015
1 year
of
costs
for
injuries

9. 7
Data
Collection
Results
Data
Item
1
This pie chart represents different causes of injuries in South Miami, and shows the
percentage of each type of injury as it occurs.

10. 8
Data
Item
2
This screenshot is a section of an excel sheet of 639 records of injuries from
schools throughout the country. This small portion of the excel sheet is just a
sample of all the injuries that occur at FIU pertaining to food preparation and
safety in the workplace.

11. 9
Data
Item
3
Starbucks Manger Interview
1. What
is
the
most
common
injury
you
see
here
at
Starbucks?
Answer:
Cuts
on
hands
are
the
most
common.
2. On
average,
how
often
do
these
injuries
occur?
Answer:
In
a
period
of
six
months,
we
get
three
or
four
cuts.
3. Is
there
a
specific
safety
training
process
implemented
prior
to
employees
being
able
to
work
at
Starbucks?
Answer:
Yes,
they
get
trained
by
the
manager
on
how
to
properly
use
the
equipment.
4. How
do
the
injuries
from
the
Starbucks
in
the
Green
Library,
compare
to
the
Starbucks
injuries
in
the
Mango
building?
Answer:
They
are
about
equal
in
average
injuries.
5. How
do
you
feel
about
the
current
safety
procedures?
Answer:
I
think
they
are
effective
when
everyone
follows
them.
When
they
are
not
followed,
that’s
when
things
happen.
6. What
are
two
things
you
believe
that
if
changed,
would
make
a
drastic
decrease
in
the
number
of
accidents
that
occur
at
Starbucks?
Answer:
I
think
if
every
manager
said
something
directly
to
the
employee
when
they
see
something
not
safe,
it
would
diminish
the
accidents.
7. How
does
it
affect
the
flow
of
the
store
in
the
moment
of
the
injury?
Answer:
Employees
shift
to
proper
positions
and
I
come
to
the
back
with
the
injured
employee.
8. What
procedure
do
you
think
is
the
most
effective
at
preventing
injuries?
Answer:
Wearing
your
cut
gloves
is
definitely
most
effective.
9. Have
you
personally
experienced
being
in
the
store
when
an
injury
or
accident
occurred?
Answer:
Yes,
all
the
time.
10. What
steps
could
have
been
taken
to
prevent
that
specific
injury?
Answer:
If
she
was
wearing
the
cut
gloves
on
the
proper
hand,
she
would
not
have
gotten
cut.

12. 10
Data
Item
4
This is a document explaining the rates of recent accidents/injuries at different
locations and regions around the world. Due to the chart being wide, it needed to
be flipped vertically in order for the content to be large enough to see and read.
Please refer to the chart on the following page.

13. 11

14. 12
Data
Item
5
Starbucks Employee Interview (Ronald Vaidl)
1. Have
you
worked
at
other
food
companies
before
where
injuries
occurred?
Answer:
Yes,
Chipotle.
2. Have
you
ever
been
injured
or
involved
in
an
accident
while
working
at
Starbucks?
Answer:
No.
3. Did
you
have
any
specific
safety
training
before
working
at
Starbucks?
Answer:
No.
4. Is
this
the
only
Starbucks
you
have
worked
at?
Answer:
Yes.
5. How
do
you
feel
about
the
current
safety
procedures?
Answer:
I
think
they
are
great,
people
are
aware
of
the
safety
procedures
and
are
aware
of
the
consequences
if
they
do
not
follow
them.
6. What
are
two
things
you
believe
that
if
changed,
would
make
a
drastic
decrease
in
the
number
of
accidents
that
occur
at
Starbucks?
Answer:
More
open
spaces;
two
people
can’t
even
walk
at
the
same
time
without
bumping
into
each
other
in
the
back
and
behind
the
counter.
Another
solution
is
renovations.
Compared
to
the
spaces
in
the
rest
of
the
university,
Starbucks
has
no
renovations
which
makes
it
more
likely
for
injuries
to
occur.
7. How
does
it
affect
the
flow
of
the
store
in
the
moment
of
the
injury?
Answer:
The
service
slows
down
and
people
go
into
a
panic.
8. What
procedure
do
you
think
is
the
most
effective
at
preventing
injuries?
Answer:
Wearing
non-­‐slip
shoes
prevents
about
half
the
injuries
from
happening.
9. Have
you
personally
experienced
being
in
the
store
when
an
injury
or
accident
occurred?
Answer:
Yes,
a
girl
fainted
because
she
had
an
ulcer.
10. What
steps
could
have
been
taken
to
prevent
that
specific
injury?
Answer:
The
girl
could
have
been
given
more
breaks
and
we
could
have
paid
more
attention
to
her
when
she
said
she
wasn’t
feeling
well.

15. 13
Data
Item
6
“According to our accountant, we have paid an estimated worker compensation
amount of $174,252 in 2014-2015.”
-Paola La Madrid
(FIU Aramark Unit Controller)
This is a statement taken from the Aramark unit controller at FIU, stating the amount of
money the company has had to pay in worker’s compensation. This statement is important
because it gives the company a sense of how financially harmful injuries could be to the
company, and should give the company a chance to correct what is causing these injuries in the
first place. $174,252 is a large sum of money that could be used for endless other aspects of the
company, rather than having to pay worker’s compensation due to avoidable injuries.

16. 14
Failure
Modes
and
Effects
Analysis
Type of Failure Mode (the specific
way the failure
occurs)
Effect (immediate
consequences)
Valence
(Seriousness)
1low-10 High
Water not mopped/no
yellow “WET
FLOOR” sign
A custodian mops the
floor but fails to put
up a caution sign to
warn others the floor
is wet.
Employees walk on a
slippery floor and fall
causing serious injury
to head or other body
parts.
10
Leaving loose cords
in pathways
Maintenance workers
or employees leave
extension cords
plugged in without
taping them down to
the ground.
Employees trip over the
loose cords on the floor
causing them to fall and
potentially break a bone
or hit their head on the
ground.
10
Not wearing a cut
glove
Employee uses a
knife without
wearing a cut glove.
Employee cuts their
finger or hand causing a
severe gash or worse,
needing serious medical
attention.
9
Not wearing gloves
when taking items out
of an oven
Employees take pans
or food out of an
oven without oven
mitts on.
Employee burns their
hands because they
were bare while
touching something
very hot in the oven.
10

17. 15
Process
Capability
The
process
capability
in
this
case
at
Starbucks
in
terms
of
safety,
is
how
often
are
people
getting
hurt,
how
much
the
injuries
are
costing
the
company,
the
length
of
time
that
employee
is
unable
to
work
for,
and
actions
taken
to
try
to
reduce
the
number
of
injuries
occurring.
Process
Cycle
Efficiency:
Compute
Little’s
Law
Lead
time
=
Number
of
things
in
the
process
Average
completion
rate
Lead
Time:
There
are
4
safety
briefs
a
month
which
are
due
weekly.
This
means
that
the
lead
time
is
one
week.
Determine
Process
Capacity
This
process
can
be
completed
endless
times,
as
long
as
the
safety
guidelines
and
systems
are
abided
by,
and
employees
stay
aware
of
their
surroundings
and
behaviors.

18. 16
Voice of the Customer
“If you were to ask my employees here at Starbucks, they are going to tell you we don’t have to
wear a cut glove, we don’t cut anything. When in reality, we cut packages open, bagels open, we slice
brownies and everything we can make and prepare for you, we cut.
So when they don’t use a knife, and you ask them why they aren’t wearing a cut glove, they look
at you like you are an alien from outer space and ask “what is a cut glove?” It doesn’t matter how many
times you teach them, they will always look at you with a blank face not knowing what a cut glove is.
It is frustrating as a manager because we talk to them about it a lot but they still don’t get it. If not
every manager is enforcing it, and not every manager is consistent, you see it in the employees. If safety
is a priority to an employee, you know that the manager of that employee is engaged. If you walk to other
places however, you’ll see managers exhibiting unsafe behaviors and you’ll understand that safety is not a
priority in that location.” –Lydia Muniz
Voice of the Business
The information I collected for the “voice of the customer”, is taken directly from the interview I
had with the Starbucks manager Lydia Muniz. Due to the fact that my issue I am addressing is based upon
employee safety, my description regarding the voice of the customer and the voice of the business will be
extremely similar, since the “customer” is technically the employee in this situation. The following is her
response to the issue of safety in the workplace.
“As the person who is trying to instill a safe community or a safe culture in the business, I see
that employees see safety as an “inconvenience”.
They ask, “why do I have to get non-slip shoes when my shoes are perfectly fine? Why do I have
to wear the cut glove? It’s so bulky and the other glove doesn’t fit correctly. Why do I have to put the
chemicals in this cupboard when there is space over here? They see it as an inconvenience rather than a
way to keep everyone safe. We just want to make sure they are going home in the same condition that
they came in.
The challenge is getting the employee to not see safety as an inconvenience, so that they can
embrace the safety culture and teach it. How do we change the perspective of the employee? Most
managers will see there is something wrong and walk right by it, informing the employee’s manager of
what is wrong, rather than telling the employee directly. That’s where the culture of “we don’t have to do
this nobody cares” comes from.”

19. 17
Waste
Analysis
–
Timwood
P
-­‐
Types
of
waste:
• Transport
-­‐information
from
Starbucks
to
insurance
companies
post
injury
can
be
lengthy
and
complicated
for
all
parties
involved
• Inventory
N/A
• Motion
-­‐people
walking
with
knives
in
their
hands
can
be
extremely
dangerous
if
they
are
in
a
hurry
and
not
paying
attention
as
to
what
is
going
on
around
them
-­‐employees
needing
to
get
somewhere
in
a
hurry
might
not
be
paying
attention
to
where
they
are
going
and
trip
over
something
while
in
the
process
of
getting
there.
• Waiting
-­‐waiting
for
insurance
information
or
input
from
company
and
insurance
company
• Overproduction
N/A
• Over
Processing
N/A
• Defects
-­‐checking
for
defects
in
any
and
all
equipment
is
essential
to
the
safety
of
employees
-­‐working
with
defected
equipment
could
lead
to
fatal
and
severe
injury

20. 18
Analyze
Benchmarking
Conduct peer-reviewed research to determine how other companies address the same or similar
problems.
The following passages are examples of real-life situations which occurred throughout various
parts of the country. These examples are taken from cited peer reviewed journal articles and
websites.
Example 1: “An employee of the UK's largest food producer suffered severe brain and spinal
injuries after a 65kg metal pillar fell and struck him on the head. Premier Foods, which has an
annual turnover of L2.6 billion and owns brands including Hovis, Branston and Ambrosia,
admitted failing to ensure the safety of its employees under s2(1) of the HSWA. It was fined
L14,000 with L6808 costs at Wirral Magistrates' Court on September 9. On investigation, the
HSE concluded that the company had failed to plan the task, and had not trained workers on how
to carry out the work safely” (Safety and Health Practitioner, 2010).
Analysis: As seen in this example, it is essential to the safety of employees, that
managers and companies put in the effort to clearly explain how a task should be completed.
Without proper training, employees will work based off their own common sense and try to
figure it out for themselves, which can be dangerous since the task they are trying to figure out
can be extremely risky.
Example 2: “In order to minimize the chances of injury, bagel shop operators are beginning to
invest in automated bagel slicers. They are quick and easy to use, and employees' fingers need
never come near the razor-sharp blade of the machine” (Foodservice Equipment and Supplies
Specialist, 1997).
Analysis: One of the biggest issues at Starbucks, is employees cutting themselves.
Cutting bagels is an every day task at Starbucks, and I feel that if Starbucks followed other bagel
shop operators and invested in a bagel slicer, there were would be a significant decrease in the
number of injuries from knives and cuts.
Example 3: “Twice a week, Julia Carlson cycles to work at the United Parcel Service (UPS)
Center, 17 miles from her home. To cope with the stress of her physically and mentally

21. 19
demanding job, Julia Carlson takes advantage of the programs that UPS now offers its
employees to increase health awareness and decrease workplace injuries and illnesses. The 12-
month program focuses on a different topic each month to educate employees about all aspects
of their health. The program leads the employees to understand that their boss cares about their
health, and their families' health” (Employee Wellness Programs, 2008).
Analysis: This method of helping employees maintain health, is an incredible program
that any company at all could benefit from. If employees are taking part in this type of program,
it will help them to better understand why a lot of the rules that are put in place in terms of
safety, are the way they are. At Starbucks, implementing a general health awareness program for
everyone who works there, could, as in the example, make a significant improvement in
employee’s health, which would be reflected in their work ethic and behavior.
Example 4: “The repetitive motion injuries that baristas incur are a result of a fast-paced
environment in which they prepare, over and over again, a series of coffees and/or teas from the
coffee shop’s menu which require significant manual dexterity to achieve the precise color, head
of foam, and flavor a coffee-lover wants. Because Starbucks management refuses to have enough
baristas during the busiest times – namely early morning and noon – the dangerously accelerated
pace required of those who are working creates ideal conditions not only for RMDs but for burns
and scalds. These latter injuries are due not only to a hectic work pace but the fact that
Starbuck’s coffee shops are not ergonomically sound; that is, designed to minimize the
possibility of repetitive motion injury” (Starbucks Repetitive Motion Injury, 2013).
Analysis: After reading about repetitive motion injuries, it has become clear that this is a
serious problem. Although the employee is not performing work incorrectly, or using equipment
incorrectly, injuries are still occurring based off the number of hours some managers have their
employees working for. Unfortunately, scheduling is a difficult concept to change easily, but
perhaps rotating employees to different stations would help the issue.
Example 5: “Christine Joy D'Amico, 52, won $555,720 US in court for injuries she got while
making coffee at Madeleine's Café” (Saria, 2014).
Analysis: Although this is a short statement, it has a lot of power and insight to it.
$555,720 is over half a million dollars. This exceedingly large sum of money would only result

22. 20
in injuries so severe and potentially fatal. The amount of money she one proves a point that
something so destructive happened to her. If she were to get these severe injuries, she must have
been having to complete a task that she was not entirely sure how to do, or the equipment was
not being properly used. In either case, intense training on how to complete the task, and how to
use the equipment, should have been completed before she started making the coffee.
Example 6: “According to studies from the Occupational Safety and Health Administration
(OSHA), for every $1 spent in safety programs, businesses can save between $4 to $6 from costs
associated with injuries and fatalities” (Top Four Restaurant Injuries, 2011).
Analysis: This idea is an incredible concept that all managers should look into. A lot of
times, companies do not want to take the extra time and money to properly train their employees
on how to behave and use equipment safely. However, based off of the data, investing in safety
training programs will only reduce or avoid costs for the company in the future, due to injuries
that could have been prevented through utilizing safety programs.
Example 7: These are safety tips taken from Accident Prevention, which provides general safety
tips for all food service companies to abide by.
“When handing a knife to a co-worker – set it down – don’t pass it from hand to hand.
Don’t leave knives out on countertops. Don’t throw knives into dish water with other dishes.
Clean the knife immediately after use or place it in a dishwasher or a container labeled "for
knives only. Do not throw knives/other sharp objects into sinks between periods of use. Avoid
placing knives near the edge of a countertop. Do not try to cut while distracted or when having a
conversation. Slow down when cutting with a sharp knife” (Accident Prevention Slides).
Analysis: Due to the idea that there are a significant number of injuries occurring at
Starbucks each year, perhaps having a print out of these tips and reminders posted around the
kitchen area and behind the counter, would encourage employees to be more aware of where
they are placing knives, which would in turn reduce injuries in the work place.
Example 8: “Well Over 1,000,000 hand injuries a year
• 20% of disabling workplace injuries involve the hands.
• Injury Types Lacerations 63%

23. 21
• Crush 13%
• Avulsion 8%
• Puncture 6%
• Fracture 5%
• Primary cause of hand injuries is equipment not performing as expected”
(Safety at Hand, 2016)
Analysis: These numbers are statistics that represent the percentage of different types of
injuries that occur in the food service industry each year. By looking at the types of injuries and
how often they occur, we can establish which issues need to be addressed more often than others,
and devise a safety training plan to fix it.
Example 9: “Problem: Outcome measures for safety training effectiveness research often do not
include measures such as occupational injury experience. Effectiveness mediators also receive
sparse attention. Method: A new safety training curriculum was delivered to workers in a
stratified random sample of food service facilities across three companies. A similar group of
facilities received usual training. We collected post-test measures of demographic variables,
safety knowledge, perceptions of transfer of training climate, and workers' compensation claim
data for one year after the initial training activities. Results: Knowledge test scores were
apparently higher in the new-training units than in the usual-training units. Evidence for
reduction of the injury rate associated with the new training was observed from two companies
but only approached significance for one company. Discussion: We found evidence that safety
training increases knowledge and reduces injuries. We found almost no evidence of effects of
training effectiveness mediators, including no relationship between safety knowledge and injury
experience. Methodological issues related to conducting a large study may have influenced these
results. Impact on Industry: Although safety training leads to greater knowledge and, in some
cases, reduced occupational injuries, the influence of mediating variables remains to be fully
explained” (Sinclair 2003).
Analysis: This case study shows the improvement on decreasing injuries in the food
service industry. It provides evidence upon three companies that tried the training program, and

24. 22
due to the fact that it was successful, I feel that Starbucks at FIU would greatly benefit from
trying a new system as well.

25. 23
Root
Cause
Impact
Analysis
List the root causes identified in your process chart, 5 Why analysis, and Voice of the business.
Rank the root causes based on how critical they are to address.
Root Cause Impact
(0 low,
10
High)
To
Improve
(Yes,
No)
Lack of cut gloves 10 YES
Lack of safety training 8 YES
Employees not paying attention to what they are doing 10 YES
Not enough signs reminding employees of proper safety techniques 5 YES
Managers not enforcing or controlling safety procedures enough 5 YES

26. 24
General
Theory
to
Explain
the
Process
Problem
I think there are a variety of causes for the safety issues at Starbucks. One of
the problems is that there is a lack of training of safety techniques and systems. I
think employees need continuous reminders and signs put up of how to properly
operate machines and use dangerous tools. I also feel one of the causes is that
employees work incredibly fast in preparing the food and drink orders for
customers, so sometimes they do not focus enough on being safe in what they are
doing.
Not paying attention to what is going on around you, or to what you yourself
are doing, can and does lead to serious injury. In order to combat these problems, I
believe that implementing stricter safety rules, teaching employees about the
different types of safety tools such as cut gloves, and encouraging employees to be
more aware of what they are doing and their surroundings, will prevent a
significant number of injuries from occurring.

27. 25
Improve
Poka yoke or mistake proofing -Make sure all “caution” signs are put up
where needed
-Enforce safety rules
-Ensure safety gloves are being
Improve or optimize the current process based upon data analysis. (Evidence Based Decision
Making)
Improve
the
Process
• Implement
Mistake-­‐Proofing
• Reduce
employee
injuries
• Enforce
safety
rules
• Implement
bi-­‐weekly
safety
training
review
sessions

28. 26
Future
State
Process
Map
A graphic description of all unique parts of the newly designed process including new internal
controls to ensure control.
Problem: Employees are not abiding by company safety rules, and are often injured as a result.
Managers enforce
safety rules and
approach and step in
immediately if a rule
is not being followed
Managers have
safety pre-shift
meetings and
review safety
rules
Employees attend a
mandatory bi-
weekly safety
review session
Newly hired
employees go
through a safety
training process and
are then quizzed on
their knowledge of
safety rules

29. 27
Modification
to
Procedures
Manuals
(Or
Establishment
of)
-the way managers react to an employee not being safe needs to change
-not every location will send employees home if they aren’t wearing the right
shoes
-not every location will enforce cut gloves
-*Issues regarding employee safety need to be addressed immediately directly to
employee
-more serious consequences need to be implemented for not abiding by the safety rules
-concept coaching needs to be enforced
The problem here is that employees are getting away with exhibiting behaviors that are
unsafe to themselves and others around them. Although the manual has strict safety guidelines,
managers do not always act on these behaviors, and employees are more likely to get injured
because of it. In order for these issues to be prevented, managers need to pay more attention to
employee activity, and step in where it is needed, in order to avoid potential injury.

30. 28
Control
This chart shows a timeline of the number of accidents/injuries at Starbucks
MMC, throughout the month of July, after my ideas and safety proposals were
taken into consideration. As shown in the line graph, there were no accidents since
the ideas were implemented.
(Graph
was
made
through
chartgo.com)

31. 29
Entropy
Force
Analysis
Describe those natural forces, if not managed that will cause the process to fail again in the
future. These forces should be established in the Measure and Analyzed phases.
Force Corrective Action
Not enough training on safety
rules.
Assign specific days of the month where safety
sessions will take place
Managers don’t inspect employee
behavior.
Make sure that all employees are abiding by the
guidelines
The back area of the store is so
small that it is difficult and
dangerous for multiple employees
to fit through the back area at the
same time.
Although renovation is the best solution to this
issue, it can be a bit expensive. If it is affordable,
this is the corrective action that should take place.
If not, it is important to make more room in the
back area by reducing the amount of
shelves/equipment that take up a lot of space.
Cut gloves are not enforced. Enforce the use of cut gloves.

32. 30
10
Day
Review
(normally
6
months)
My project was about injuries and accidents taking place in the food service
industry, specifically at Starbucks at FIU. From the time I proposed my changes to
the manager, until the ten days were up, there were no new injuries that came
about.
Transition Plan
Turn over the new process to the process owner. Explain to them what you found
and what measures will have to be taken to keep the new process running
effectively. Document your conversation here.
The conversation I had with the Starbucks manager regarding the new
improved systems to be implemented, were based around the issue of employee
safety. We talked about how there needs to be constant and consistent
communication between employees and managers. This means communication in
terms of managers addressing behaviors of employees that are unacceptable, and
addressing them immediately to the employee; not another manager.
We also talked about how there should be a “safety moment” (time to talk
about safety in all of the pre-shifts) before each shift starts, and the manager
suggested to pick one thing about safety you’re going to talk about every day.
“Every Monday I send out a safe brief to all the managers which tells you about a
specific safety problem, how to coach employees on it, and how to prevent it”
(Starbucks Manager Lydia Muniz). As part of the transition plan, it is essential to
put more emphasis on having managers and employees read through these briefs so
that everyone fully understands it. Having a quiz on the subject might be helpful
too.

33. 31
Process
Review
Schedule
Establish
a
timeframe
and
a
rationale
for
how
often
the
process
should
be
reviewed/
measured
in
the
future.
This
should
be
based
on
your
Entropy
Force
Analysis.
Currently,
managers
have
a
biweekly
meeting.
At
these
meetings
they
can
discuss
what
worked
and
what
didn’t,
so
that
other
managers
can
benefit
from
the
systems
that
worked
for
other
managers
and
what
didn’t,
as
well.
I
think
biweekly
meetings
are
a
good
timeframe
and
rationale
for
how
often
the
processes
should
be
reviewed.
As
in
the
entropy
force
analysis,
some
of
the
issues
that
were
addressed
were
managers
lacking
attention
towards
employee
behaviors.
Another
issue
was
that
there
is
not
enough
space
in
the
back
area,
and
behind
the
counter,
for
employees
to
move
around
without
bumping
into
each
other.
This
could
cause
injury
especially
if
someone
is
carrying
something
hot
or
heavy
and
drops
it
on
the
other
person.
The
solutions
to
this
process
should
be
reviewed
with
managers
of
the
location
and
school,
who
have
the
ability
to
say
it
is
okay
to
renovate
the
area.
It
is
difficult
to
give
a
timeframe
as
to
when
this
should
happen
since
there
are
so
many
different
factors
involved,
but
it
should
be
discussed,
decided,
and
completed
as
soon
as
possible
for
the
safety
of
the
employees.

34. 32
Foresight
analysis
I
think
that
in
5-­‐25
years
from
now,
we
will
have
a
significantly
less
amount
of
injuries
and
safety
accidents
in
the
food
service
workplace.
There
is
always
new
technology
and
inventions
coming
out
in
this
world,
which
could
be
potentially
dangerous.
However,
I
also
believe
that
with
these
new
inventions,
comes
a
drastic
change
in
safety
of
them
as
well.
Machines,
knives,
and
other
kitchenware
will
continue
to
become
more
and
more
safe
to
use,
which
will
also
be
providing
money
to
the
suppliers
as
well,
since
more
people
will
want
to
buy
safer
equipment.
Especially
in
25
years
from
now,
a
lot
of
the
manual
work
that
employees
currently
practice,
will
not
be
necessary
anymore,
since
technology
will
take
over
and
do
it
for
the
people
who
work
there.
This
may
cause
a
need
for
less
employment
however,
so
it
is
important
to
think
about
what
it
is
a
company’s
goal
is,
and
how
long
it
will
take
them
to
achieve
that
goal.

35. 33
Lessons
Learned
This project provided me a significant amount of lessons, knowledge, and insight on
various aspects of a food service business, and how it is much more complex than what meets the
eye. I learned about indemnities, and how companies need to prepare money early if a situation
of injury arises, even if they do not know yet if they will be needing to pay for it. This helps the
company be ready for potentially drastic financial stress.
I also learned about injuries and safety procedures I would never have thought would be
an issue before. Another aspect I learned while creating this project, was that injuries and
situations can happen even to the most careful people. Anyone can get hurt, and sometimes it is
inevitable. I learned that even a manager cannot control everything, and that the only way to
truly do your best at the job, is to make sure that rules are set in place and are being consistently
reinforced.
Another idea I took away from this project and data, is that keeping records and putting
in as many details as possible into a case report, is essential to staying organized and on top of
paperwork. Within this learned lesson as well, I found it is extremely important to ask any and
all questions about the situation, and look for parts of the story where you may have the chance
to rebut. Sometimes it is the complete fault of the employee for something as little as tripping
over their feet, yet could turn into an entire case.
I definitely learned a lot from this project, and I believe that a lot of lessons I learned
during my time working on this, will be nothing but beneficial and efficient when I run a
company of my own someday.

36. 34
Supervisor’s
Critique
“At Aramark, ensuring food, environmental and workplace safety is the responsibility of
every team member. We empower and expect everyone at Aramark to serve with passion and
take pride in ensuring safe food delivery, service environments, and facilities
operations. Through the shared commitment of our leadership, our teams, and the strength of our
policies, standards and processes across Aramark, we live our safety promise every day to enrich
and nourish the lives of those we serve.” – Eric Foss
We have many pieces of kitchen equipment associates operate each day that are
potentially hazardous when they remain energized – juicer machines, slicer, chopper, mixers,
blenders, etc. These injuries are preventable and highlight that we must ensure all our associates
are trained and oriented to the equipment they use each day. Because of this we need to raise
awareness around operating the equipment – how to use it how to clean it/maintain it, etc. in a
safe manner.
The first day I met Ms. Weinstein, she spent most of the time familiarizing herself with
Aramark’s safety standards, and watching safety instructional videos. We covered safety briefs
and how to relay the information to the team. It was interesting to see as Ms. Weinstein rotated
through the different stations in her internship the interaction that she had with the equipment.
There was one opportunity where I had to ask her to wear a cut glove when I saw her cutting up
some fruit for the day. After we spoke about the incident I reminded her that wearing a cut glove
was for her protection. She must think of it as creating a new habit. Since the employees use
knives at home and they do not cut themselves they are not a fan of wearing a cut glove. As
leaders, it is our responsibility to ensure our teams are going home in one piece. "Go Home in
One Piece", That means that each and every day that you go to work you are committed to do

37. 35
everything possible to ensure that at the end of the shift you return home to your family the same
way that you left.
As we went through the rotation, Ms. Weinstein was able to observe different behaviors
in other locations and assess the safety risks. She conducted safety investigations that focused on
food safety and facilities. She also learned how to perform a quality assurance “QA”
examination on the locations. This specific QA focuses on food safety. At Starbucks, she
learned to perform a QASA assessment. This QASA assessment is Starbucks’ version of the
QA.
During her rotation, she was also shown how to navigate GMM. GMM is the safety
dashboard that Aramark uses. Within this dashboard we can find all the safe briefs that need to
be delivered, we can record safety investigations, and see any open claim due to an injury in the
system. I noticed Ms. Weinstein to be genuinely interested in the material.

38. 36
References
1. Accident Prevention (1st ed., p. 6). Retrieved from
http://smchealth.org/sites/default/files/users/ljoyner/Accident%20Prevention.pdf
2. Automatic Bagel Slicers Help National Bagel Chains Improve Their Efficiency While
Reducing Employee Injuries. (1997, May 10). Foodservice Equipment and Supplies
Specialist,
50(6), 10. Retrieved July 07, 2016, from
http://fiu.catalog.fcla.edu.ezproxy.fiu.edu/permalink.jsp?27proquest235176024
3. chartgo.com (personally used to make a graph)
4. Employee Wellness Programs. (2008). Professional Safety, 53(8), 11. Retrieved from
http://fiu.catalog.fcla.edu.ezproxy.fiu.edu/
5. Florida International University,. (2016). Starbucks in Green Library at FIU. Retrieved from
https://shop.fiu.edu/dining/restaurants/starbucks/
6. Food Giant Failed to Plan Operation Safety. (2010, October 01). Safety and Health
Practitioner, 28(10), 11. Retrieved July 07, 2016, from
http://fiu.catalog.fcla.edu.ezproxy.fiu.edu/permalink.jsp?27proquest758676790
7. Keeping the Restaurant Safe is No Accident. (2016) (1st ed., p. 3). Retrieved from
https://www.osha.gov/dte/grant_materials/fy09/sh-19478-
09/roc_employer_ergo_manual.pdf
8. Safety At Hand. (2016). Charlotte, North Carolina.
9. Saria, L. (2014). "Barista Wrist" Is a Real Injury You Can Get From Making Too Many
Lattes.http://www.phoenixnewtimes.com/. Retrieved 7 July 2016, from
http://www.phoenixnewtimes.com/restaurants/barista-wrist-is-a-real-injury-you-can-get-
from-making-too-many-lattes-6513469
10. Sinclair, R. (2003). Evaluation of a Safety Training Program in Three Food Service
Companies. Journal of Safety Research, Volume 34 (5), 547-558.
doi:10.1016/j.jsr.2003.03.003

39. 37
11. Starbucks Repetitive Motion Injury. (2013). www.lwmpersonalinjurylawyers.com. Retrieved
7 July 2016, from http://www.lwmpersonalinjurylawyers.com/starbucks-repetitive-
motion-injury/
12. Top Four Restaurant Injuries. (2011). www.qsrmagazine.com. Retrieved 7 July 2016, from
https://www.qsrmagazine.com/news/top-four-restaurant-injuries

40. 38
Appendices/Support Documents
1. FY15 Frequency Causation Chart
2. FY15 Causation Information
3. Starbucks Manger Interview
4. Rates of Recent Accidents/Injuries Chart
5. Starbucks Employee Interview
6. Financial Statement by Paola La Madrid (FIU Aramark Unit Controller)
7. Peer Reviewed Journal Article by “Safety and Health Practitioner 2010”
8. Peer Reviewed Journal Article by “Foodservice Equipment and Supplies Specialist 1997”
9. Peer Reviewed Journal Article by “Employee Wellness Programs”
10. Peer Reviewed Journal Article by “Professional Safety”
11. Injuries at Starbucks made with “Chartgo”