Lean and Safe: Integrating Safety Management and Process Improvement. Damon C. Nix, Project Manager Georgia Tech / GaMEP

Transcription

1 Lean and Safe: Integrating Safety Management and Process Improvement Damon C. Nix, Project Manager Georgia Tech / GaMEP

2 Background Problem: Safety and production functions exist in silos creating the necessity for trade-offs between safety, quality, productivity and cost. i.e., Safer OR Better OR Faster OR Cheaper We re going to safe ourselves right out of business Anonymous, overheard at safety training event

3 Safety Business Safety is outside the business plan. Never heard phrase: If we build this widget safely, we ll make a killing! For most businesses, safety and health programs are competing with the operational functions of the organization for resources.

4 The Complication Raise your hand if Inefficient and Conflictive The disappearing/reappearing machine guard Dangerous Productivity up worker down. It s not lean if it s not safe. Michael Taubitz

5 Productivity Up Worker Down < TLV < TLV < TLV >>>TLV < TLV < TLV < TLV

6 Safety-Integrated Process Improvement Solution: Integrating safety and health problem solving into the continuous improvement process. i.e., Safer AND Better AND Faster AND Cheaper Safety is FREE The quality movement leveraged continuousprocess-improvement approaches to accomplish this, and safety professionals can do the same.

7 Paul O Neill and Alcoa I intend to make Alcoa the safest company in America Safety will be an indicator that we re making progress in changing habits across the entire institution. Indicators, not accidents Anything less than zero [injuries] meant imperfect processes, and imperfect processes implied imperfect knowledge or ignorance.

8 Safety as an Opportunity Integration leads to Innovation Eliminating hazards, creating opportunities High Velocity Safety Alcoa leveraged safety to improve productivity and profitability as [O Neill s safety] routines moved through the organization, costs came down, quality went up, and productivity skyrocketed. Charles Duhigg, The Power of Habit discussing Alcoa s transformation under CEO Paul O Neill.

9 The Value of Safety Traditional View Safety is a Cost-Savings Venture < Injury/Illness Cost < Insurance Cost < Regulatory Cost Cost-Benefit Analysis Investment Threshold What s important about safety is what it costs. The Safety-Integrated Lens Safety is a Process Improvement Opportunity > Process Knowledge > Sharing Information > Problem Solving Value-Added Vision Business Investment What s important about safety is what we learn.

10 Safety-Integrated Process Improvement Approach 1. Begin to See Safety Waste 2. Connect it to Operational/Process Waste RCA (5 Why, Fishbone, TWI-JS) 3. Leverage CPI & Safety Tools to Develop Solutions 4. Implement solutions that hold Safety, Quality and Productivity goals in Alignment

11 Seeing Safety Waste 8 Deadly Lean Wastes Defects Over-production Waiting Not using employee ideas Transportation Inventory Motion Extra-processing 6 (Actually) Deadly Safety Wastes Slips, Trips and Falls Actuation Fires and Explosions Ergonomics Transportation Yuck

12 S Slips, Trips and Falls A Actuation F Fires and Explosions E Ergonomics T Transportation Y Yuck

13 Not SAFE = Not LEAN::Not LEAN = Not SAFE

14 Not SAFE = Not LEAN::Not LEAN = Not SAFE

15 VSM+Safety Current State

16 Job Analysis & Waste Walk

17 Lean and Safe Toolbox Lean Controls Standard Work 5S POUS Layout/Flow Batch Size Reduction Quality at the Source Mistake Proofing Pull System/Kanban Team Response ψπ Safety Controls Elimination Substitution Engineering Controls Warnings / Admin PPE

18 Waste in a Typical Plant Product Leadtime Bulk of Workplace Injuries Traditional Focus 95% 5% Lean Focus & Safe Non-Value Adding activities Value Adding activities

19 Risk Assessment / SCRAM

20 Summary-Risk Form

21 VSM + Safety Future State

22 Kellogg s (Rome, GA) Safety Kaizens Implemented by Senior Lean Manager Maintenance, Sanitation, Production Lines Focus on seeing and assessing safety waste in operations Leveraging lean problem solving tools Pushing towards high-level safety controls

23 Kellogg s (Rome, GA) Seeing Safety Waste Results Year TRI LTI DART Year OEE 2011 < 69% % %

24 Yamaha (Newnan, GA) Lean & Safe Kaizen Events Implemented by Corporate Social Responsibility Manager Use Small Groups to perform kaizen groups in departments throughout the organization. Employees trained in PDCA methodology Integrate productivity, quality and safety problem solving

25 0 Disk Line Defects Disk WIP from P1-P8 : 960 disks Disk handle in stacks of 5-10

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27 Lean and Safe: Safety-Integrated Process Improvement Explore an integrated approach for improving both production processes and safety outcomes collaboratively. Upon completion of this course, participants will: Be able to apply Safety metrics to Value Stream Mapping (VSM) for process improvements Understand and apply the lean and safe toolkit Identify and assess safety waste in processes Learn to work collaboratively and cross-functionally to develop lean and safe solutions safety-integrated process improvements Analyze the results of safety-integrated process improvements Sustain safety-integrated process improvements Lead a lean and safe organization Course Details: Dates: Oct , 2014 (Atlanta) Apr , 2015 (Atlanta) Price: $995 Register at: OR