Value-Added $afety
Damon C. Nix, CSP
Georgia Manufacturing Extension Program
Georgia Institute of Technology
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
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
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
Safety ≠ Business
• Safety is outside the business plan
• Never heard phrase: “If we build this widget safely, we’ll make it BIG!”
• For most businesses, safety and health programs are competing
with the operational functions of the organization for resources
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
The Complication
• Inefficient and conflictive
• After-the-fact safety / productivity
assessments
• Dangerous
• The law of unintended
consequences
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
How many people have worked with
an organization that:
Made a process change/decision without involving
EHS staff?
Made a safety change/decision without involving
Production/Quality staff?
Both?
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
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
continuous-process-improvement
approaches to accomplish this, and
safety professionals can do the same
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
What is Lean?
• A strategy to stabilize then continually improve all
processes through the systematic elimination of waste
• Increase Quality and Safety
• Reduce Lead Time
• Reduce Costs
• Using the scientific method to make improvements.
PDCA (Plan, Do, Check, Act) on steroids!!
• 10% Tools; 90% People
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
Paul O’Neill & 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.”
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
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”
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
“Value” vs. Value-Added.
Traditional View of Safety
Value-Added View
Cost-Savings Venture
Process Improvement Opportunity
Injury/Illness Cost
Insurance Cost
Regulatory Cost
Process Knowledge
Sharing Information
Problem Solving
Cost-Benefit Analysis
Value-Added Vision
Investment Threshold
Business Investment
“What’s important about
safety is what it costs.”
“What’s important about
safety is what we learn.”
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
Value-Added $afety Approach
1)
See safety waste
2)
Connect it to operational waste
3)
Leverage lean & safety tools to develop solutions
4)
Hold safety, quality and productivity goals in alignment.
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
Seeing Safety Waste
8 Deadly Lean Wastes
1.
2.
3.
4.
5.
6.
7.
8.
Defects
Over-production
Waiting
Not using employee ideas
Transportation
Inventory
Motion
Extra-processing
6 (Actually) Deadly Safety Wastes
1.
2.
3.
4.
5.
6.
Slips, Trips and Falls
Actuation
Fires and Explosions
Ergonomics
Transportation
Yuck
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
• S – Slips, Trips and Falls
• E – Ergonomics
• A – Actuation
• T – Transportation
• F – Fires and Explosion
• Y – Yuck
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
How do you see SAFETY now?
Generic Add-On
Hyper-OSHA?
Specific &
Measurable?
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
Connect Safety & Lean Wastes
If there is a Safety Waste, there is likely a Lean Waste as well.
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
SAFETY?
E – Ergonomics
- twisting, leaning
forward, arms up
DOWNTIME?
O – Overproduction
- Working ahead
W – Waiting
I – Inventory
- Excess WIP
M – Motion
- Unnecessary
operator movement
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
Job Analysis & Waste Walk
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
Connect the Dots
• Slip, Trip, Fall
• Material spillage, leaks; Workplace disorganization
• Actuation
• Equipment maintenance; Long changeovers/set-ups
• Fire and Explosion
• Uncontrolled fuel source; Poorly maintained equipment; Energy
waste
• Ergonomics
• Workstation set-up, WIP delivery
• Transportation
• Plant/Process Layout, Batch production
• Yuck
• Substance choice, Batch production, Lack of cross-training
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
Leverage Lean/
Problem Solving Tools
Safety Controls
Lean Controls
•
•
•
•
•
•
•
•
•
•
Standard Work
5S
POUS
Line Balancing
Layout/Flow
Batch Size Reduction
Quality at the Source
Mistake Proofing
Pull System/Kanban
Team Response
Elimination
Substitution
Engineering
Controls
Warnings
/ Admin
PPE
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
Lean Reduces the NVA-Hazard “Space”
Product Leadtime
Bulk of Workplace Injuries
Traditional Focus
95%
5%
Lean Focus
& Safe
Non-Value Adding activities
Value Adding activities
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
Creating a Win-Win
• Can I have Safety and Productivity…Quality…Cost…?
• YES, but only if we leverage safety to create more
productivity, quality and cost savings.
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
Lean & Safe Summary
1) Safety hazards are indicators of operational
waste
2) An integrated problem-solving approach
benefits both production and safety functions
3) Lean strategies:
• Drive the elimination of safety waste
• Promote the use of higher level safety controls
“It’s not lean if it’s not safe.” – Michael Taubitz
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
Yamaha (Newnan, GA)
• Safety-Integrated Kaizen Events
• Implemented by Corporate Social Responsibility Manager
• Use “Small Groups” to perform kaizen groups in departments
throughout the organization.
• Associates trained in JHA and Ergo Assessment along with
Lean/PDCA methodology
• Integrate productivity, quality and safety problem solving
• Associates present results to Top Management
• Case Study: ROV Rear Gear Sub-Assembly Area
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
See the Waste
Ergo/Safety Concerns
noted…
• Trip Hazards
• Bending, Twisting,
Lifting
• Head & Eyes Injury
• Laceration to leg
• Contusion
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
Connect the Wastes
B7 (Rear Gear Sub-assembly)
C8 (Rear Gear install to frame)
28
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
Connect the Wastes
Material
Flow
308 Seconds
Motion Loss
Safety issues were correlated with inefficient
area and workstation layouts, as well as
a lack of point of use storage
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
Leverage Lean/PDCA Problem
Solving
•
•
•
•
Redesigned Rear Gear Sub-Assembly Area to improve Layout
Redesigned Part Flow Racks to reduce Motion
Redesigned Workstations to reduce Motion
Etc…
Moved WS closer to
Line
Built racks to hold 1
full MO
Reduce Number of
People
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
Create a Win-Win
• Productivity: Eliminated 292/308 seconds of Motion Loss
• $$$ Capacity Gain/Increased Sales Potential
• $$ Savings/Overtime Reduction
• Safety: Decreased JHA score by 61%
• $$ Savings (Injury Avoidance)
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
Other Examples
• Deburr Loading Operation
• Hazards: Ergo, Actuation (flying springs)
• Lean Wastes: Motion, Transportation, Extra-processing (springs jumbled)
• Solutions: Connect operations to eliminate handling/loading activity, organize
springs from stamping to eliminate jumbling and minimize handling.
• Trailer Welding
• Hazards: Ergo (Lifting)
• Lean Wastes: Overproduction
• Solution: Line Balance to ensure lifting aids were available for use.
• Gutter Manufacturer
• Hazards: Actuation (removing guard to clear a jammed machine)
• Lean Wastes: Defects, Waiting
• Solution: Fix the glitch – machine jamming leading to lost yield and
productivity, engaged maintenance to identify and resolve issue.
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP
Questions?
nix@gatech.edu
(c) 2016 Georgia Tech Research Corporation and Damon C. Nix, CSP