TOYOTA Safety
NIOSH Prevention Through Design Conference:
A New Way of Doing Business
Incorporating Safety and Ergonomics in the
Toyota Manufacturing Design Process
August 22, 2011
Bill Horsford, PhD
Project General Manager, TEMA PE-Environmental and Safety
“Always Ask: Is there a safer way?”
1
Toyota / NIOSH
Memorandum of Understanding (MOU)
Background:
• Recognized benefits of a collaborative partnership to
improve the assessment, management, analysis and control of
workplace conditions related to the safety and health of
employees.
Purpose:
• Work cooperatively through the Partnership to identify
research priorities, perform analysis on current workplace
practices, develop intervention methods and facilitate
communication and implementation of effective workplace
injury prevention on topics
2
Agenda
• Toyota Background
- Operations
- Safety and The Toyota Way
• Risk Management System
- Production Preparation Model and Activity
- Plant Operations
• Summary
3
TOYOTA Safety
Background
4
Toyota North American Operations
Toyota Motor Sales
•Sales
•Marketing
•Parts & Services
Toyota Motor Engineering &
Manufacturing (TEMA)
•Engineering, design, development,
R&D, and manufacturing
•Supports operations at 14 NA
manufacturing plants in US, Canada, &
Mexico
5
Toyota North American Vehicle Assembly N= 7
Toyota Motor
Manufacturing
Indiana, Inc.
Toyota Motor
Manufacturing
Canada, Inc.
Toyota Motor
Manufacturing
Canada, Inc.
RAV4
Sienna, Sequoia,
Highlander
Corolla, Matrix,
Lexus RX 350
Toyota Motor
Manufacturing de
Baja California
Toyota Motor
Manufacturing
Kentucky, Inc.
Tacoma
Toyota Motor
Manufacturing
Texas, Inc.
Toyota Motor
Manufacturing
Mississippi, Inc.
Under
Construction
Tundra, Tacoma
Camry, Solara,
Avalon, Venza
6
North American Engine & Unit Plants N=7
Canadian
Autoparts
Toyota, Inc.
•Aluminum
Wheels
Bodine
Aluminum
•Engine Parts
Toyota Motor
Manufacturing West
Virginia, Inc.
•Engines
TABC, Inc.
•Sheet metal
components
•Weld sub-assemblies
•Steering columns
•Catalytic converters
Toyota Motor
Manufacturing
Alabama, Inc.
•Engines
7
North American Manufacturing Operations
Stamping
Assembly
Body Weld
Toyota
Opns
Powertrain
Paint
Casting
Plastics
8
Workplace Safety Overview
WORKPLACE SAFETY
THE TOYOTA WAY
RISK MANAGEMENT
& PREVENTION
9
Toyota Guiding Principles
• Contribution towards sustainable development
Foster a corporate culture that enhances individual creativity and teamwork value,
while honoring mutual trust and respect between labor and management
We strive to provide fair working conditions and to maintain a safe and healthy
working environment for all our employees.
Wherever we do business, we actively promote and engage, both individually and
with partners, in social contribution activities that help strengthen communities and
contribute to the enrichment of society.
10
The Toyota Way
• Ensuring Toyota DNA in global manufacturing environment
11
Toyota Safety Philosophy
Eiji Toyoda
Safe Work
Reliable Work Safe Work
Skilled Work Reliable Work
Skilled Work
Safe work is the door to all work.
Let us pass through this door.
Toyota’s Basic Safety Principle
“Safety is management itself. It is everyone’s
responsibility from top management to individual workers,
to place safety first.”
12
Toyota Safety Vision and Mission
Regional Focus
Vision:
Mission:
To be the safest automobile
manufacturer in North America
Ensuring safe
equipment and
process design
Developing
world
class safety
management
systems
Creating a
positive
safety culture
by managing
The Toyota Way
This is the foundation for all the work we perform
13
TOYOTA Safety
Risk Management System
14
Injury Reduction vs. Risk Management
“Zero”
Recordable
Injuries
Toyota
Problem
Solving
“Safety Eye”
Risk
Assessment
Hazard
Identification
Risk
Management
Prevention
15
Design / PE Production Model
1
2
Product
Design
Process
Design
5
3/4
Process &
SOP /
Equipment
Mass
Preparation Production
6
Check
6
Change
Feedback for Kaizen
SOP /
Mass
Production
Check
Check
Check
Check
Check
Check
1
Vehicle Design Process
2
Process Confirmation
3
Machine Risk Assessment
4
Equipment Kanban and Job Hazard Analysis
5
Process Risk Assessment
6
Toyota Safety Management System, Monitoring and “Critical Eye”
16
Safety and Health Management System
P
Accident-Free
Product Design
D
A
C
Product Spec
Feedback
Accident-Free
Process Design
P
D
A
C
Design / PE
Provision of
safe-to-make
products
and
processes
Process Spec
Plant
Job Standard
JIS
Individual
Record
Observation
Record
Monitor / Measure
Element Trng
Work Record
Actual Work
Honest
observance to
job standard
for production
Worksite
Analysis
Toyota Safety Management System
17
1
Vehicle Design Process
A. Established roles and gated management process
Roles and Responsibilities
Operating Procedure
18
Vehicle Design Process
1
B. Established ergonomic design criteria
42 elements covering 6 categories (Toyota specific):
Force, Weight, Posture, Tools, Equipment, & Environment
The structure of the finger/thumb tips
is not suitable for absorbing high
contact stresses, which can result in
injury to the nerves, tendons and
ligaments
Where forces exceed guideline
alternatives may be to reduce the
required force or to improve the grip
or surface area so greater force may
be generated safely.
Force required to grip/manipulate/operate
an object/tool held in a pinch grip. (Item is
"pinched" between the thumb and
finger(s))
Pinch grips require 5 times greater
muscular effort than power type grips.
High force pinch grips can typically
cause injury to the tendons in the
hand, forearm & elbow & muscle
fatigue in the hand & forearm
Design should consider the
elimination of pinch grips where it is
possible to alter the hand to part/tool
interface to create a power type grip
or by the use of fixtures or tools
Push or pull force that must be generated
to complete an operation where the force
can only be applied using the
fingers/thumb.
The structure of the finger/thumb tips
is not suitable for absorbing high
contact stresses, which can result in
injury to the nerves, tendons and
ligaments
Design should consider reducing the
required force or creating an
improved handhold where greater
force can be safely generated or the
use of a tool or fixture.
æ4 kg
Push force that must be generated to
complete an operation where the force
can only be applied using a single hand.
Assumes that the force is spread over the
whole hand with either a power grip or flat
hand.
Numerical values corresponding to
knee & shoulder heights are provided
for standing work; otherwise these
anatomical references should be used.
The initial force required moving an
object/tool where the line of force is
across the body and generated by the
upper body not the legs.
Forces applied at the hand can
generate significant moment arms and
loading on the wrist, elbow and
shoulder. Reducing the forces
required at the hand will protect the
structure of these joints from injury
Design should consider how force
must be applied. Where forces/loads
may exceed the recommendations
enabling the use of 2 hands will help
alleviate stress on one arm.
æ7 kg between
635 (knee) &
1255mm
(shoulder)
æ7 kg between
635 (knee) &
1255mm
(shoulder)
<6kg if work ht.
<635 (knee) or
>1255mm
(shoulder)
<4kg if work ht.
<635 (knee) or
>1255mm
(shoulder)
The structure of the shoulder is less
able to generate force in this direction,
causes constriction of the
muscles/tendons and puts the
muscles at a mechanical
disadvantage.
Design of workstations and tasks
should aim to place the work directly
in front of the t/m and the direction of
any force to be applied to be directly
away or toward the body (sagital
plane).
Push force that must be generated to
complete an operation where the force
can be applied using both hands.
Assumes that the force is spread over the
whole of the hands with either a power
grip or flat hand.
Numerical values corresponding to
knee & shoulder heights are provided
for standing work; otherwise these
anatomical references should be used.
Hand should never be used as a hammer
Forces applied at the hand can
generate significant moment arms and
loading on the wrist, elbow and
shoulder. Reducing the forces
required at the hand will protect the
structure of these joints from injury
Consideration must be given to the
interface between the hands and
object. Poor grip or unequal division
of the load between hands can
impede performance.
It is preferable for forces to be
generated between knee and
shoulder heights, where body weight
can also be applied.
Impact stresses on the hand can lead
to the damage of the nerves and
blood vessels lying close to the
surface and lead to conditions such as
Hypothenar Hammer Syndrome
The repetitive operation of buttons,
switches, levers etc places stress on
the tendons and ligaments and can
compress nerves.
Forces within the guidelines will
prevent the need to generate high
impact forces. Where such forces
cannot be avoided provision should
be made for suitable tooling.
Machinery/eqpt design must
consider the suitability of the
controls.
For levers the length of the lever arm
may be increased to reduce forces.
Pushing with thumb where surface area
<30mm2 (approx area of a finger tip). If a
digit cannot be supported, a limit of 1 kg
push is recommended.
F1
Push with thumb
F2
Pinch Grip
(thumb & one or
more fingers or
fingers to palm)
F3
Push or pull with 2 or
more fingers
F4
Push or pull with one
hand
F5
FORCES
Lateral push/pull
forces
F6
Push or pull with both
hands or palms
F7
Design Guideline
Strike with hand
Requirements for machinery designers,
where controls are operated as part of a
production cycle.
F8
Control Operation
Forces
F9
Maximum Grip Force
Power Grip
Force required to grip/manipulate/operate High grip forces cannot be done
an object/tool measured at the hand
repetitively without increased risk of
hand, wrist or forearm injury. The
small muscles of the hand are not
capable of generating/maintaining
high forces for extended periods
Handles should be designed to
minimize the required grip force. For
example high friction finishes or end
stops reduce the grip force required
to hold and manipulate an object or
tool
æ3 kg
< 1 kgf
Single clip
Grommet
æ3 kg
< 1 kgf
Clamp (clip)
Single clip
(dia.>30mm)
W/harness clamp
Grommet
(dia.>30mm)
æ7 kg between
635 (knee) &
1255mm (shoulder)
æ5 kg between
<635 (knee) or
>1255mm
Interior garnish
Weather strip
Exhaust pipe
support
Measured using a pu
cell.
Measure should refle
production conditions
complete & line of for
Measured using a pu
cell.
Measure should refle
production conditions
complete & line of for
Measured using a pu
cell.
Measure should refle
production conditions
complete & line of for
Measured using a pu
cell.
Measure should refle
production conditions
complete & line of for
Use a push/pull gaug
determine the initial fo
Measure should refle
Lift assist devices production conditions
complete & line of for
(shoulder)
æ10 kgf between
635 (knee) &
1255mm
(shoulder)
<6kgf if work ht.
<635 (knee) or
>1255mm
(shoulder)
Rear Seat
installation
Instrument panel
NOT ALLOWED
1
Buttons pressed with fingertips
1
Toggle Switches
4
Crank handle (up to 80mm dia.)
7
Handwheels (200 - 500mm dia.)
One Hand
10
Two Hands
7
Clamps or levers (one hand)
4
Clamps or levers operated at or
above shoulder height
Not recommended for
standing repetitive
Operations. Where
Foot Pedal
unavoidable 5.5
2.5
Foot Switch
æ4.5kgf
Interior garnish
Clamp levers
Foot /
pedals/switches
Start buttons
Measured using a pu
cell.
Measure should refle
production conditions
complete & line of for
Where forces exceed
sufficient force, within
only be generated by
Use a push/pull gaug
determine the force re
Measure should refle
production conditions
complete & line of for
Note: Foot pedal is de
movement of the leg
e.g. vehicles brake pe
Foot switch is defined
movement of the foot
Gripping &
manipulating
hand tools.
Grip to push/pull
wire harness
through firewall
Measured using a pu
cell.
Measure should refle
production conditions
complete & line of for
19
1
Ergonomic Design Requirements
B. Example:
Guideline Example - Hand Force:
Push or pull with ≥ 2 fingers (Pinch grip)
≤ 4 kgf (8.8 lbf)
Applies to: Clips, electrical connectors
Push or pull with 1 hand (Power grip)
≤ 7 kgf (15.4 lbf) if hand between knee (635 mm or 25”) & shoulder (1255 mm
or 49”)
≤ 6 kg (13.2 lbf) if hand below knee (635 mm or 25”) or above shoulder (1255
mm or 49”)
Applies to: Hoses, interior garnishes
Guideline Example – Part Weights:
< 5 kg (11 lb) OK to lift manually; > 15 kg (33 lb) need automation, assist, or other
countermeasure
≥ 5 kg (11 lb) and ≤ 15 kg (33 lb) - must do a NIOSH Lifting Equation. Lifting Index >
1.5 requires countermeasure
20
1
Ergonomic Design Requirements
B. Example:
Access Holes
21
1
Vehicle Design Process
C. Role based training and progressive skill development
Training Curriculum
Training Matrix
22
1
Vehicle Design Process
D. Feedback loop to the vehicle designers at earliest
“concept” phase
Collection of historical concerns
23
1
Vehicle Design Process
E. Digital visualization
Simulation
Modeling
24
1
Vehicle Design Process
E. Example:
Engine Compartment
Modular Headliner
25
2
Process Confirmation
A. Pilot team utilization
26
2
Process Confirmation
B. Simultaneous engineering and vehicle confirmation trials
Avalon
27
2
Process Confirmation
C. Problem registration and countermeasure tracking
28
2
Process Confirmation
D. Visualization and executive obeya (review)
Concept
ISSUES
3 HISTORICAL
4
5
6
2 STATUS OF
1
SOP
100%
Milestone Report
80%
N=320
60%
40%
Historical
20%
Concern
0%
-20%
-40%
320
Closed
Open
209
147
96
-8
Closure Closure Closure Closure Closure Closure Closure Closure Closure Closure
-119
at CV1 at CV2
at JA
at ECI
at 1A
at 2A at SOP
at K4
at SE
at
-181
Genzu -232
-60%
-80%
Obeya Meeting
Clip Tower
STANDARDS COMPLIANCE
Problem Escalation
29
2
Process Confirmation
D. Results:
Install Forces Meeting Ergo Guideline (%)
87
Intro of Guidelines into
early design - 2003
55
58
1
2
92
80
97
96
98
8
9
10
80
70
3
4
5
6
7
New Model Introductions
30
3
Machine Risk Assessment
A. Consider equipment hazards/risks to determine controls
Hazard Identification
Severity
Exposure to
Hazard
Probability of
Occurrence
P1
Unlikely
RiskF1 Assessment
Infrequent
P2
Likely
S0
Minor
F2
F1
S1
Major
F2
F1
S2
Permanent
Injury or Death
F2
Risk
Insignificant
Insignificant
Insignificant
P1
Unlikely
FrequentResult
ISO 13849-1
RIA 15.06
Low / Medium
P2
Likely
Insignificant
P1
Unlikely
Insignificant
Infrequent
P2
Likely
Insignificant
P1
LowLow
/ MedUnlikely
Frequent
P2
Likely
Medium
1
P1
Unlikely
Medium
Infrequent
Medium
P2
Likely
Medium
Med
/ HighUnlikely
P1
Frequent High
P2
Likely 2
Very High
3
Very High
Very High
Medium
ANSI Z244
NA
S
Control Measures S
MediumS
Medium
Medium / High
High
D
SM
Very High
SM
CR
DM
Very High
Very High
4
DM
SM
CR
CR
DMD
31
Machine Risk Assessment
B. Multi-phase equipment evaluation, confirmation and
approval during installation and commissioning.
Kanban
Color
WHITE
PINK
YELLOW
GREEN
Hand Over
Installation
Energization and
Adjustment
Pre-Production Trials
Production Trials
Hand Over
Install &/or Modify
Equipment
Check Safety
Machine Adjustment
Confirm
Process & Quality
Level-up Mass Production
Transfer Ownership
Item
1
Status
2
Main Activity
I) Installation
Contractor (s)
Activity CONTROL
3
II) Construction Mgmt.
and / or
OEM Supervision
III) Seibi
Machine & Quality
IV) Engineering
Installation (80%)
Support (10%)
Kanban Checksheet / Punchlist
Over-all
Manual & Automatic
operation, function
& adjustment (20%) *1
Manual & Automatic
operation, function
& adjustment (70%)
*1, *2
Over-all
Process equipment
tunning & adjustment
to achieve quality (60%)
*2, *3
Over-all
Confirm Status
Confirm Status
Confirm Status
Supervision (20%)
Support (5%)
Support (5%)
V) Pilot & Line
Production
3
Support (10%)
Support
Transfer
Operation Support (30%) Daily Operation (90%)
Maintenance Training
Process equipment & area
Production Orientation
Production training
Daily Operation (100%)
Equipment & Area
Conditions of Transfer
Safety Check
Preliminary Spare Parts List
Installation Check
Power On
Initial Buy Off
All Functional Items OK
OK for production to run
(representative)
-
I)
Safety
Engineering
Construction
Contractor (s)
PE Leader
AHJ
Facility
Safety
-
Engineering
Construction
Seibi
PE Leader
Pilot Maintenance
Environmental
Safety
-
Engineering
Construction
Seibi
PE Leader
Pilot Maintenance
Pilot Production
Safety
Ready for handover
Final dwg. As built & part list
All Items for Machine are Complete
- Engineering Mgmt.
- Construction/OEM Mgmt.
- Production Mgmt.
- PE Leader
- Pilot Mgmt.
100% Completed
II) Basic Function
100% Completed
III) Product Quality
IV) Mass Production
100% Completed
100% Completed
32
Job Hazard Analysis
4
A. Reinforce incident prevention through job design
D-16 Job Safety Assessment (JSA) Job Hazard Assessment (JHA)
Company Name Here
Hazard Assessment Tool
Safe Work Practices
Name of Activity
Task
1)
2)
3)
Page 1 of n
Date:
Preventive Measures
Potential Hazard
Site Specific Plans




Identify Hazards & Controls
Broad Engagement
33
Safety and Health Management System
P
Accident-Free
Product Design
D
A
C
Product Spec
Feedback
Accident-Free
Process Design
P
D
A
C
Design / PE
Provision of
safe-to-make
products
and
processes
Process Spec
Plant
Job Standard
JIS
Individual
Record
Observation
Record
Monitor / Measure
Element Trng
Work Record
Actual Work
Honest
observance to
job standard
for production
Worksite
Analysis
Toyota Safety Management System
34
5
Process Risk Assessment
A. Perform risk assessment on routine, non-routine and
troubleshooting work to establish safe process design
Routine
Non-Routine
Troubleshooting
35
5
Process Risk Assessment
B. Multi-facet evaluation of traditional safety, ergonomic &
industrial hygiene hazards
Ergonomics
TEBA Score
Category
Risk Exposure
Action Required
0-19.99
Green
Low
Monitoring only
20-29.99
Yellow
Moderate
Assess for minor process changes and improvements
> 30
Red
High
Must be countermeasured OR have administrative controls in place
Safety
Industrial Hygiene
36
5
Hierarchy of Controls
C. Hierarchy of controls: Controlling exposure to hazards
Traditional Hierarchy of Exposure Control Practices
Elimination
Substitution
Modification
Containment
Ventilation
Work Practices
Personal Protection
37
6
Toyota Safety Management System
A. Toyota Safety Management System
Risk Assessment
Job
Identification
STEP1
Risk Control
STEP2
Grasp
Hazards
STEP5
Risk
Assessment
JIS
JIS
JIS
Visual
control
Visual
control
PPE
PPE
PPE
Training
STEP3
STEP4
Significant
Risk
Kaizen Plan
Risk - Rank
Down
STEP6
Perform jobs
Competency
Training
record
F
Job
Performance
M
Observation/
follow-up
Observation
record
D
Follow- up/
Confirm
Implement
Kaizen
Safety Operating
Criteria
Monitor &
Measure
STEP7
Routine Check
STEP8
IH Check
Inspection
Records
Engineering
Control Check
S
Risk
Management
38
6
Monitoring Controls
• Utilization of visual management to identify and monitor
control measures, risk reduction and critical incidents
39
6
“Critical Eye” for Safety
• Train supervisors on hazard recognition and engage team
members in continuous shop floor improvement.
Manager’s
“ Eye ”
Designation of
applicable work
Spotting of
hidden work
Thorough Identifica
tion of work
· Mechanism for
understanding
Check/follow
-up
· Prioritization for completion
· Obtaining agreement and
understanding of workers
By categorization
· STOP 6 plus
· Degree of injury
suffered
· Use of“Safety Time”
Activity cycle
Education/training
· Improvement of
training system
Designation of plan
Equipment/work kaizen
Drafting/improve
ment of guideline
· Scope
· Prioritization
· Rank-down of danger
· Prioritization
· Fundamental perspective/
deliberation of equipment/work
· Background work for completion of
activities
40
Design / PE Production Model
1
2
Product
Design
Process
Design
5
3/4
Process &
SOP /
Equipment
Mass
Preparation Production
6
Check
6
Change
Feedback for Kaizen
SOP /
Mass
Production
Check
Check
Check
Check
Check
Check
1
Vehicle Design Process
2
Process Confirmation
3
Machine Risk Assessment
4
Equipment Kanban and Job Hazard Analysis
5
Process Risk Assessment
6
Toyota Safety Management System, Monitoring and “Critical Eye”
41
Toyota Corporate Safety Policy
Safety is a core value and shared responsibility of all Toyota
Motor Engineering & Manufacturing North America, Inc.
(TEMA) team members.
Toyota
“C A R E S”
for Safety:
Compliance with all occupational Safety legislation, regulations, and other requirements;
Accountability from our management team through leadership and participation;
Reporting Safety as a key performance indicator;
Excellence in Safety through continual improvement (kaizen); and,
Sustaining a safe workplace for our team members and promoting Safety beyond our workplace.
Through our TEMA Corporate Safety Policy we will strive to be
a Safety leader in the automobile manufacturing industry.
42