Environmental
ct1APTER 18 .
LEAN CONCEPTS-EMPHASIZING. THE pESI_G~ PROCESS: SECTION' 5.1.3 OF 210
Colleagues who are much involved in lean concepts were asked if they' had experience with their being applied in the original.design process.'The answer was ·no. Surely, there is such activity, but I have located only one initiative in; which lean-and safety, environmental, and health-considerations were integrated .into the design;ptocess.
Even though applying lean concepts to eliminate waste, improve efficiency, and lower production costs has become popular l;}t the senior management level, it seems that most of the initiatives relate to redesigning existing systems and work methods. Nevertheless, that activity is a match for the provision in ZlO in Section 5.1 :3, whereby management is to have processes in place "to prevent or otherwise control hazards in the design and redesign stages.'!· · · ·
Safety professionals lia:ve opportunities· tb make contributions to operational results as they tactfully bufforcefully bring 'to mariag~rilenf's attention that: ·
. . :
• An element of waste I that 'Should be :addressed in the lean· process is the waste arising from the direct and ancillary costs of accidents.
• As is the case with hazards and their accompanying risks, operational waste can be most economically and effectively avoided in the design process.
llle~educing waste is the base on which the lean concept is built. Simply stated, lean s creating . In a lean venture, activ't• more value for customers with fever resources. . . . 1 ies orpr ' roductive time ocesses that consume resources, add cost, or reqmre unp
. . ' ' ©Ccond Editi ty Management: Focusing on Zl O and Serious lnJury Prevention,
2014 John ;t-ed A Manuele. : . ey & Sons, Inc. Published 2014 by John Wiley & Sons, Inc.
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342 LEAN CONCEPTs-EMPHASIZING THE DESIGN PROCESS: SECTION 5.1.3 OF 210
without creating value are eliminated. Direct accident costs are substantial, and th costs are a form of waste. Ancillary accident costs, such as those deriving from . ose ruption of work, facility. and equipment repair, idle time of workers, traini~nter.
· · d rt t' . g of replacements, and investigation an repo prepara 100 time, may represent amount of waste equal to or greater than the direct costs. For incidents resulting ~n serious injury, particularly when property damage and business interruption ~: extensive, the ancillary cost and accompanying waste can be substantial.
To encourage safety professionals to seek meaningful involvement in lean initiatives in this chapter we: '
• Comment on the absence of recognition in the literature that accidents produce waste and that their outcomes are a form of waste to be eliminated
• Discuss the origin of lean concepts and how broadly they are being applied • List definitions pertinent to lean and relate them to injury and illness prevention • Discuss a successful merging ofleail, safety, health, and environmental concepts
into a design process • Illustrate how the 5S concept is foundational in a lean application and how
hazards and risks are reduced through 5S applications • Comment on lean.imple~entations in which hazards and risks were not addressed,
the result being greater risks of injury and illness • Discuss a major educational work • Provide a simplified model of a value stream map that recognizes hazards and
waste potential
ON THE LEAN LITER_ATURE
There is pienty to read r~garding lean; but there is a dearth of information in the liter- ature on how the waste deriving from accidents should be addressed. It is a rarity when consultants who advertise their l~an capabilities include the outcome of accidents as a
· · · pular form of waste. An example of that scarcity is demonstrated in one of moSt po Thi books on le~, Lean Thinking, written by James P. Womack and Daniel T. Jonesdred: excerpt is taken from the bo0k's J·acket: ''This book has been sold in the bun an
. . · • . · · what of thousands of copies m a dozen countries." How good 1s the book? ~s is executive who managed a process that adopted lean concepts says about it:
Whil Th • ki g remains e there are many good books about lean techniques, Lean m n ·t,es the one of the best sources to understand "what is lean" because it des~n in the thought process, the overarching key principles that must be used as guides ·any.]
1. · f 1 nfidentl app 1cation o ean techniques and tools. [Comments made to me co . f onned that
Nevertheless, the many readers of Lean Thinking would not be 10 te to be the outcomes of accidents are to be included in a list of the forms of was reduced.
ORIGIN OF THE LEAN CONCEPT 343
&'nir}y recent publication that I recommend highly can be of But a 1"" th great value to t rofessionals and o er manag~ment personnel. It is unique. Robert B. Hafe
safe Y Pthorof Lean Safety: Transforming Your Safety Culture with Lean .,, Y · theau fi b 'Id h' . management is . bed in 2010. Ha ey UI s is case m support of the interconnection of I d, P ubliS • . ean an
"'-'ID 40-plus years m vanous management roles in manufacturing .~ safety uv d' , none o, which was as a safety di~ector. . b k .
'[his is a di~erent mterestmg oo m that it gives guidance, from an operations management v1ewpomt, on how to _make progress toward achieving a world-class safety manag~ment system by a~p~ymg lean ~on~ept,s. Hafey emphasizes that safety
st be considered as a value within an organization s culture to achieve world-class !Il~ormance. He makes it clear that to eliminate waste and to improve safety the rocus at all operations levels has to be on improving the work process. He writes':
The Key to understartding·this lean leadership style is the acceptance of the fact that the process is the problem, not the person. (p. 19)
The book contains a large number of practical examples about process improve- ment for lean and safety. It also contains many lean and safety forms. Thus, this is as much a how-to book as it is a concept book. Throughout the book, Hafey promotes the five-why system for solving problems of every type, including accident investigation: In applying tlie five-why system, users ask why sequenti.ally until the problem's real causal factors are identified.
This is a valuable book for safety professionals who want to become familiar with lean basics so as to be able to give· guidance as a contributor on a lean process team. It is a book of fundamentals and is not as complex as other texts on lean with which I am familiar. It is a good investment for continuing education. It is unique.
Progressive safety professionals will recognize this shortcoming-the non-recognition of accidents as a source ·of waste by the appliers of lean concepts-as an opportunity to educate all levels of inanagement on the advantage of including safety considerations as the lean process is applied.
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ORIGIN OF THE LEAN CONCEPT
In much of the fiterature on lean Taiichi Ohno is recognized as the originator of the lea , 1 ' b hi bl n concept about 50 y· ears ago while at Toyota; and Toyota has een a g Y successful' · · · · d · h l't t re t apphet of the concept But occasionally reference 1s ma em t e
1 era u 0 con · ' h t d th firscepts utilized early in the twentieth century by Henry Ford, w O crea e sc~enti t "lean" auto production line; to Frank Bunker Gilbreth, who was a propo~e~t of contr
1 6c management and motion:•study· to Walter Shewhart, a pioneer in stat1St1cal
0 ; and t w ' . d for his work on qualit O • Edwards Deming, who achieved worl renown y management
Whatever th . ·. th tr e for operational excene e ongms of lean the leaders at Toyota-as ey s ov . t
nce-.c · .• • ' . Ii · tion concepts m 0 What is Call omb1~~d, refined, and converted thelf waste e mma
ed lean ID the United States. .
MPHASIZING THE DESIGN PROCESS: SECTION 6 1 344 LEAN coNCEPTS-E . . 3 OF 210
SARE BROADLY APPLICAB.LE_ LEAN CONCEPT -
. . . literature on lean concepts des~ribes a~plications in m&n While the ongmal been adopted to reduce waste m a vanety of sitµations ufacturing the con~epts have larg" spectrum of service businesses, transportatio ' such as fo;
un ung systems, a .., .1. . (' 1 di . , n ~omp . acco u·on health care fac1 1t1es me u ng em1ties as sn, 11 an1e8 h sing constroc , ~\a as , ware ou ' . ) product quality improvement, and environmental m &roup
h · ciao pracuces , · . anage P ysi 1 . . te non-value-added e-mails. How broadly have le~ cone · lllent,
and to e muna ,, . h • b . epts b I ed
. ? E tering "lean concepts mto a searc engme nngs up ov~r 13 OOo een emp oy • n , ,O(X) references. · . · h h · . Safety professionals, particularly those w o . ave environmental managemen
s 'bilities may want to look into the .EPA entry on the Internet entitled Le · t respon I ' . . th Ti. lk' . . d " an and E
•ronment Toolki.t. A major section m e oo it is captlone How to Incorp nv, S M . ,, Th orate Environmental Considerations into Value tream appmg. -. e methodology shown is the same as would be utilized fqr all aspects of safety. 1
DEFINITIONS
Understandably, several terips as,sociated with the lean concept .we Japanese. Abbreviated definitions of those terms follow as they are applied in the design process discussed later in the chapter, as well as some other d~fiqitions that are used. This list.is somewhat.lengthy, intentionally. I~ reality, safety. professionals need to be familiar with tl;le t_erms used in the organizations to which they give counsel, and their meanings. TQey would pi:Qbably not need tQ pe thoroughly familiar with all of th~ terms in this list.
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Flow, as a goal in the le_an process, is achieved after w~t~-is.~emoved frqm the system and tpe improved process (value litream) J.Jlns s,moothly ~d efficiently with very little waste in the work of personnel or in equipment downtime.
Jidoka refers specifically to machines or the production line itself being able to st0P automatically in abnormal conditions (e.g., when one machine breaks down,_ when heat rises beyond a set limit).· Jidoka applipatioqs do not allow d~fec~ve parts or products to go from one workstation to another.
· ~• m lapjlllese mearu: "change f.or the. better". In ,\m~can ?~ish, tfie 't co~e to mean con9nual improvement. For the pu,:pose of tbi.s ,cbapter,
ez;nph~is in applying the continual imp 1
rovement process is to e,~minate waste, Jlleamng those f · · , · ' ' · Muda. ac ivities that add to costs but do not provide .value. ot
encompasses all acti 'ti th . , full therefore n addin val S vi es , at consu~e resourc.~s .w~t~ Y, . tinual reduc! ue. even type~ of waste were idqntified at Toyota for which con
.on was to be obtained. .
The Seven Wa,ftes Defects in prodµc~ . , , . • · consu(lle
mate·n·a1 and' : or servic;es are obviously wasteful in. that ,theY require dd' · ' a Itional production and correction tim~-
• • • • I
DEFINITIONS 345
. . the excess production or acquisition of items beyond what is d,,cuon is · dd' · al · al · overf'ro .. d d. Where overproduction occurs, a 1tion cap1t mvestment
actuallY nee e d costs are increased without adding value since more storage is necess1~=erial ban,dling are necessary. Overproducµon that results in space :1° terial handling adds to risks. e1'cessrve _ma wastes are those that require additional, and .unproductive moving
rransporlatio~ in p~ess. Each time a product is moved there is added risk of of a produ~e product, equipment, and facilities, and harm to personnel. In the daJllage to ocess the product fills valuable space and requires time expenditures !lloving pr '
. ut adding value. . , . . ~•~0 fers to botp the unproductive time spent by workers waitjn.g , for
waiting.: or components in a process to arrive and the time required for exces~ Illaten tion to flow through the system. An additional example is material or ~:::ation waiting to be worked on to complete a customer order. Similar ~:tes occur when incidents happen that could result in injury or damage to
property. - f h · d d . addi . 'al 'tal l ntory buildup in excess o w at 1s nee e requires an · tion cap1 nv:tlay and produces waste because of the need for additi~nal storage space and ~andling time. Frequent handling of the inventory adds to the risk of injury.
Motion refers to worker unproductive time and movement where the process is cumbersome, inefficient, and wasteful. This implies that the process may also be hazardous. · · ·
Overprocessing means 'using a · more expensive or otherwise valuable resource than is needed for the task. Ove'rprocessing also inclu<;tes costly rework.
Poka yoke means "mistake-proofing" or "fool-proofing'\ the purpose being to design work and processes so that it is nearly impossible for people to make mistakes. An example is designing hose connections or electrical connections so that they can be put together in one way only, thereby reducing risk. This is an important but often ·neglected con~ept with respect to employee and product safety.
Mura pertains to unevenness in the work flow: The goal is steady work flow. Muri relates to avoiding overburdening equipment' or employees: The goal is to
·reduce the workload to acceptable levels. For equipment, that might mean operating at 80% of the maximum specified limit ·For employees, designihg work method· tH · P ll s at are overly stressful and working excessive hours are to be avoided.
defines · the operational situation after which much has been accomplished 1tnh a~plying the lean process and inventories can be ' maintained in relation to
e pull" prod . . as represented by customer orders. Waste from having excessive (e.g. u: in inventory, and all that implies, is to be as low as reasonably practicable risk ~f ~:~t of excess space, the financ~Qg ,of the ~xc~ss inventory, the cost and
Total p ~on?,l handling .of inv~ntory). , roductive M • · , is always abl . amtenance_ i~ to assure th11t all equipment used in a process
be interru e to perform its tasks so that production or work processes will not pted. ·
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346 ~ONCEPTS-EMPHASIZING THE DESIGN PROCESS: SECTION 5 1 LEAN · .3 OF z:10
MERGING LEAN AND DESIGN CONCEPTS . ·. , _ J
The One exception with which I have become familiar, in which lean
d · h · · · I d · ' Safety rro • nmental concerns were merge mto t e ongma es1gn proces . , and env . . . t .. s, 1nvo1
pharmaceutical company. For a maJor proJec ' new equ1p1?ent was to b Ves a
d installed 'in an existing facility. In lean language, that would be a "be acquired an . . d . . . rownfi
P lication. In a "greenfield" appbcation, es1gn engmeers mcorporate le eld" ap . 'li an cone
into the design of an entirely new 1ac1 ty. . . ep~ What this pharmaceutical company has done 1s an excellent example of h
and safety can be addressed in the design process concurrently. This is ow_ lean imaginative, and creative methodology. In_ a discussion with the senior e>:ec:a::' managed this project, he made the followmg comments. ho
Often within an organization there are separate Quality, EHS and Operational Excellence/Lean functions. Each of these functions has its own distinct vocabu- lary, metrics, and evaluatiop processes and procedures. Viewed from ~ve, the purpose, motivation, and objectives of these fupctions have considerable overlap: Do it once; do it safely; do it with quality; do it cost-effectively.
Responsibility for the overall management and delivery oJ a Design/Capital project is usually in tpe Operations function. Past pr,actic~ often has been for Operations to interface with Quality, EHS and Lean functions separately. This creates a signj.ficant. redundancy of effo~ and can raise the risk of an issue "falling in the cracks'~ between these functions.
In a lean application, it was decided to gather all of the functions and construct a Value Stream Map covering the entire project. This creates a ''visual" map of the project from begiqning to end. It aIIows a clear identification, of functions and who is responsible and accounijlbJe for ~h step of tpe project. It identifies
. opportunities to perform tasks in such a way that all of the oversight and approval criteria qf each function are satisfied simultaneously.
A cross-functional integrated risk assessment tool was developed. Our theme w~Do it once: Do it right. If this cross-functional team is created and managed properly, the expected communication and responsibility requirements (ll"e clearly established. If the team is well managed, the r~ult is significant cross-functional cooperation and excellent results.
Lean ·requires fr<;mt-line operator participation. Significant valuable input and b~y-in can be achieveq with their ~ctive participation in the project. nt
Lean terminology was the base language for the managementandmeasureme of the proj~t. [From my nqtes].,
N . --~ 1 operations personnel at this pharmaceutical location have had Jean traI tic~ ~~breviated version of this company's process follows. It is close to 'the
th ~ref the
ideal: S~ety professionals can learn from it. But first, the relationship to Zl 0
lean-design process is shown:
'f~BLE 18.1 ~ioninZlO
Risk assessments t{ierarchY of controls oesign reviews Management of ch~ge Pr<>Curement
r10NTOZ10 REI.A
THE COMPANY'S LEAN-DESIGN PROCESS
Section Designation
5.1.1 5.1.2 5.1.3 5.1.3 5.1.4 '
f z10 were prudent when they said in E.1.3 that: 'j11e writers o
347
. tandard is designed so it can be integrated with quality, environmental, 'Jb!S sth r managem.ent systems within an organization. andoe . .
h integration would enhance the probability of a lean process being highly 50 \ful That was done in the case being discussed. This ·company's initiative ,is
succes . • h . . al f th . . . . Jarly noteworthy mt at 1t mcorporates sever o e prov1S1ons m ZlO. Those partJCU . , provisions are ~oted in Table 18.1. ' . · .
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CRITERIA FOR APPLYING THE LEAN-DESIGN PROCESS
Use of this c6nipany's Lean-Design process begins when an assumption is made that a project is of such magnitude that it will require following the steps outlined in its Request for Capital Expenditure Procedure. For purch~ses below the capital expen- diture request level, the basics in the process are applied, but not as extensively.
For example, if the machine shop supervisor put through a request to purchase a metal-cutting saw:
• Safety considerations would be established and they would be reviewed by environmental, health, and safety professionals as ·well as by more than one level of IIianageinent.' · · '
• Those safety requirements wo~ld be included in the·p~chase b~der. • After receipt and installation of the equipment, a safety validatioi:i would be made.
THE COMPANY'S LEAN-DESIGN PROCESS •I , '
The Concept Stag~ Fro ,. • ' • · · a er::: so~rce-research and development, 'engineering, any operations department,
nctionaI group, maintenance, individual workers-an idea may be proposed
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348 LEAN CONCEPTS-EMPHASIZING THE DESIGN PROCESS: secr,o N 6.1,3 0 1'., ... ,o
for process improvement: A broad range of brainstorming b~ a teazn it is concluded . that the idea. sh~ul~ be moved forwar~ ~d the ex. tak~s Place requires followmg the orgamzation s Request for Capital Ex.pe d' Penditure 1 · Ir · al · ht t · n Iture t>- eve1 a review and tentative approv 1s soug a a semor management 1 .--roced · · d eve1 A lire manager 1s ass1gne . · · · " ProJec;
capital Expenditure Request and Element Champion R~vla - . W
The Capital Expenditure Request would describe the design obiectiv . fi . d J es of the generally, make the busmess case or 1t, an request the necessary fu d' ProJect
company, each of the 26 elements in its safety management system i n 1~g. In this Champion, most often som~one at an upper.management level. s as&igned tci a
For example, the chief executive assumes direction and accomplishm ' . bility for two of thqse elements; four are assigned to another senior ment rf:esponsJ.
. . anu acturi executive. At this stage, all of ~e safety management system element cham '· , ng become aware of the project, and a sign-off 1s required by e~ch of them. pions have
Identify the Customers/Users In this context customer or user is every employee who may be affect~~ py the revi- sion in a process being proposed. It really means everyone. The purpose is to assure that all persons who could be affected are aware of the process change proposed and can provide input as ,~e. ~ctiv,~ty.proceeds. I~~ntifyiqg th,_e c.~~tmpers and users is considered a very important step in the lean process. · · ·
With respect to external cµstomers, the char89teristics of the produc;lS µianufactlµ'ed have been agreed upon, close estima,tes are made pf the p~oduct amounts that will be
• . I, • purchased and over what time spans, inventories are kept 1,1nder tight control, and the delivery methods and times of delivery are arranged. · · ' ·
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Project Customers/Users Requirement Specification At this point a senior-level m a,yager prepares a document. expandin~. on the origin~ idea. The document contains enough detail to specify the outcomes ~xpected, an_ some criteria are established. Customer~ and u'sers (empJoyee&Y may submit tbelf specifications and their suggestions on how w~te can be eliminated.
' ' ' ..
Value Stream 1
Map A al tr . ted thi . Thi . Ii . flowchart that includes v ue s earn map 1s cr~a at _ s _poi?~· , ~-1,s a pr~ , ?11nary . _. , • rial receipt every step of the production process' as corfceived at this time, from raw mate esses 10 to product going out the door. It is an important step in that it documents 1?~-~roc ry steP be considered in the waste elimination initiative. The value stre'am includes eve in a _pr~es~ t9 produc~ pr~quct Of 1proyi~e a sezyic~. 1 • id~s an 0ppor· . :VaI1,1e streruµ 11}-appipi is c1; vitaj s~p.jn the lean qoncept,, in that It PfO.V AddenduJJI A
turuty for team brainstorming to identify activities that do not add value.
THE COMPANY'S L EAN-DESIGN PROCESS 349
. chapter describes "A Simplified Initial Value Stream ,, iJ1 t!U5 streSJ11 mapping to: Map · Lean practitioners ose vatue
d n.:r., major sources of non-value-added time in al • I e ui1 a v ue stream , Envision a less wasteful ~ture state. ·
D .,elop an implementatlon plan for future lean act· .. , e• , 1v1ties.
proJect conceptual Design that preceded this step in the process influences the draftin of the .
;Jl_gn It shows the layout proposed, and building and util~ty . proJectconceptual desI · • · . i impacts, and contains specifics on the maJor eqmpment needed. Environmental health d afi . n·ons are addressed in this concept stage. All of the foliowing pe, anrs s elty c~nsider-a d • . . . onne review and . n off on the concept es1gn. operation executives· subiect tt . . s1g afi . . • ma er experts; envrron-
01ental, health, and s ety professionals; engmeers; maintenance personnel; and the t,ui!ding manager. ·
Since I knew that management did not rely entirely on the drawm· th t . . gs a came out of the CAD (computer-aided d~sign) system as the sources in the development of operating procedures, the executive who managed the process·was asked ho h . Thi . h h . w e came 10 that conclusion. s 1s w at e said.
One of the shortcomings of CAD/Computer design and printed blueprints is that they do not allow for full real-life visualization of the process in actual physical/hu~an terms. The creation of physical mock-ups of key components of the plant, particularly where critical operator interface is involved, can greatly improve the design. .
A physical mock-up will allow line-of-sight, ergonomic, safety, simplicity of maintenance, and lean productivity issues tci be identified that otherwise would be missed by relying on computer-generated designs. It is important to understand that people may have difficulty visualizing a computer-based design in real life.
Mock-ups can be constructed out of plywood or cardboard for relatively little cost. They allow the actual plant operators to see and feel the critical steps of the process and apply lean concepts to the development of work instructions for each step of the process. Mock-ups allow for front-line input and participa- tion. Our experience was that many lean and safety improvements came from suggestions made by operators as tliey worked in the simulated mock-ups. That Participation creates a significant and valuable "buy-in." .
Experience has shown that without exception, a Il!ock-up will re~eal a number of critical issues that otherwise would have been missed in the design process when using CAD as the only means of illustration. F~r_ther, mock-ups allow for the ·development of lean work practices and trairung procedures Parallel to the actual building and installation of the plant and speeds the ~tartup and debugging process significantly. [From my notes] :
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350 LEAN CONCEPTS-EMPHASIZING THE DESIGN PROCESS: secr10 N s.1.ao".,
<.1Q Change Control Provisions This company operates under the regulations of several go Therefore a rigid change control system is in place to assure thvetl'llrnenta1 .. .
' . . a all . "ntir and environmental requirements are met. At a semor managem quality 8
1es, . . I ent lev l ' afet control document is produced requmng approva by all dep~rt- e , a ch Y,
I. . . I - .... ,ent he~-1 an. point, the head of the c9mp tance group, ts partt~u arly interested in s -:us, i\.t 1 ~e
regulations are met. In 210, the comparable requirement is to hav eeing that~s . . 513 earn¾ change process m place: Section . . . agernentor
Project Safety Clearance and Lean Review This is a summation step wi~ .respect to all of the foregojng. The desi n · · is reviewed by the environme~tal, health, and safety group and by th g d0culllen1 group. Determinations are made with respect to the need for furthers e£ compliance in individual p~eces of the process or because of their interrelation:~ty analysis specifications are expanded and become more specific. ps. Safety
Although lean considerations hilVe been a part of this process from the b . . applying lean concepts is stressed mQre rigorously here by the proiect emginIUng, Th . fi 1· . . h J anager e purpose ts error-proo ng, w~ste e rmmatton, to ave the process stop wh th · equipment recognizes a fault, and to avoid rejects. All or some of the leans/~ e mentioned previously-Poka Yoke, Jidoka, Kaizen, or Muda-may be broug:t i ~s play, but the Muda concepts prevail throughout. Waste is to be as low as reasona~l; practicable.
Also, since this company has been a meticulous applier of the SS system (defined in their usage as - Sorting, Simplific~tion, Systematic Cleaning, Standardization, and Sustairung), the 5S system concepts are overriding in the lean 'process. It was said by a senior executive at this location that "If the staff has not been educated in 5S c~ncep~s and belie~~ that their substance is ~o~e value, ··y~u can forget about lean. You must have established a stable environment in which waste elimination is
! i • '
a fundamental to _move into ~e next step .:to ~cc.omplish lean."
Drafting Vendor Specifications Engineering persQnnel draft vendor ~pecifications. Manufacturing, environmental, health, and safety, and operating personnel may ,also -be involved. At this staget:~ munication begins with a selected vendor. Subject matt~r experts employed Y vendor may assist in.drafting specifications for the project.
Conceptual Design Risk Assessment 1 . rn~ . . . k assess
This review takes place at the concept and drawing level. Formal ns ments are methods, qualitative or quantitative are used as required. The ri~k asse~sonmen1al. d • . h the env1r ocumented and approved by a multifunctional team; of whic health, and safety personnel are a part. ,
THE COMPANY'S LEAN-DESIGN PROCESS 351
d nt reviewer, not a part of the project team, must also sign off on the Afl indepen e Several people at this location have been trained to do Failure Mode
essJllents. os1' ass Analyses. g11d sff eets
11rn1narv Design 1'11
8 pre mbers work with the vendor to assure that the users' requirements are project te:::ables from the vendor inclu~e schematics, flow diagrams, drawings, (!let. 'fhe onent specifications, and operatmg procedures and training manuals. further coJllP ,
Stream Map: Waste Scavenger Hunt (Muda Check) va1ue
tream map was created when the project was in the concept stage. At this A value \ntal phase, an additional flowchart is made to depict the design proposed. As developm viously Muda encompasses all activity that wastefully consumes resources stated pre '
does not add value. butA Muda check takes place ~s a waste _scavenger hunt t? fu~er reduc~ _pr~uct
& 1 possibilities, overproduction, excessive product handling, idl~ and waitmg time de1ec 1 . . d hi ffi . . . perating personne , excessive mventory, an to ac eve e ciency m processmg :do the best probable use of employee skills. All personnel levels are involved.
Proposed Design Safety/Risk Assessment: Create System Drawings Now that a proposed design is available, additional risk assessments as needed are made, prior to building the system. The environmental, health, and safety staff is prominently active in the risk assessments, along with other involved personnel. Use of formal risk assessment methods is more frequent at this stage. A final sign-off by the independent reviewer is necessary.
At this point, the design is frozen, the vendor creates system drawings, and the vendor builds to drawings.
Safety, Operational and Lean Review
At the vendor's location, before the equipment.can be shipped, the purchaser's envi- ronmental, health, and safety personnel assure that all safety-related specifications have been met. . . ,
~actory acceptance testing takes place at the vender's location and members of the ::iew ~eam (engineering, operations, maintenance, validation, et al_. ) determine that
~U!~ment operates as expected and that waste is as low as reasonably practicable. Staffh sis a large part of the approval process prior to shipment of the equipment. The h as found that testing at the vendor's location has avoided many issues that would avetober 1
R . eso ved later on their shop floor. . · ev1ew by mai t . . h . . ff a th com , . . n enance is espec1:ally important here, as t err .sign-o auects e
the tty s ability to apply a Total Preventive Maintenance initiative. With approval, uipment may•be shipped to the purchaser.
LEAH CONCEPTS-EMPHASIZING THE DES/ON PAOcE ss: sec,,oN
352
S.130 Standard Operating Procedures . · "2:10 In reality, this function is done in parallel with the prev·
. d d l . . ious step standard operatmg proce ures, eve opmg training modul s. It inv needs, drafting production records, and so on. es, defining re01Ves wtit·
col'd L tng
Faclllty Review and Approval
After installation, with which the vendor is involved ext . ..& d A al . . . ens1ve1y .
l\Ce~· ~,~&
tests are pe, ,orme . pprov m operation 1s needed by th , site a ealth d ati e project cceplati environmental, h , an s ety personnel, before &cceptan teain, in
1 _ce
validate that the equipment performs as intended, that the ce. :he Pllrpo~eu~,ng is achieved, and that environmental, health, and safety spec ·fi. qu~.hty leveJ ex~ to
I Cations have bee lC(J In Production
nlllet
At this stage, Kaizen--continual improvement-is a goverru quali · · · d Adh ng concept s ty IS mamtame . erence to standard operating proced . · Upetior
. . th ,u . ures, Includ' pracbces, IS e norm. naste Is constantly sought after and redu d ing safe ce .
5S Review
Since this organization has made applying the 5S system a core value a final • . • rev1ew1s made to assure that all 5S system elements have been maintained: Sorting, Simplifyin
Systematic Cleaning, Standardization, and Sustaining. g,
The 5S Concept
Originators of this Lean/Design process were asked to critique this chapter for technical accuracy. This is one of the comments made: "We have found that 5S is one of the foundations of lean. As far as safety is concerned, nothing makes hazardous conditions and practices stick out more than a well-organized facility. ~ou should expand on 5S and how it can help improve safety performance." . his
His premise required further inquiry into how the 5S program o~rates.:ng a facility. They say that their 5S program is an underlying reason for th:i::ie~ualllY· bundle of awards on employee safety, environmental management, and P lid impact Personnel who critiqued this chapter say that the 5S concept c~•bave ~s~utstanding on worker safety and that i( is folly, to expect good work pracuces an d disorderly, performance from workers -if the work environment is dismal, messy, an and operational discipline is lacking. Comment on the 5S system f~llo:~t needed, ~I
Sorting, the .first step in a 5S application, is to get rid of everythithng t orderliness ist th d li When a · rnen e cluttering, and to achieve an atmosphere of .or er ness. and eqUIP d achieved in operational and storage areas-both for work in proces:d hazards an
. e iffiprov , needed to do the work-efficiency and housekeeping ar . rminated- risks are reduced, and time wasted searching for work items is e 1
THE COMPANY'S LEAN-DESIGN PROCESS 353
. . the next step in the 5S process. If there is a place for everything l :klflg is 11 k d SifTIP !J: th se places are we mar e and labeled and known to the staff it is and o . '
tained, d t ols, parts, and the equtpment needed to do a job and to keep things reasier to~ ;fying in a disciplined ~anner promotes identification of hazardous e roerlY• SinidP makes it easier to get things done with less risk. 0
· ns an · th hird · 5S E · illlau0 • cleaning is e t step m • veryone 1s to be involved in the 5 syste~:aning endeavor. Workers in a ~nit are assigned ownership of and respon-
systemauc the cleaning tasks. The purpose 1s to produce orderliness: Dirt, disorder, or ·i·"' for · · th · sibl "1 red in aisles and getting m e way or stored m a manner that makes their
(hing5 st0
hazardous are not tolerated. The cleaning processes are to add to operational recovery t eliminate waste, and to reduce risk. tliciency, o h . 5S . e nd rdization, the fourt step m , 1s to adopt the best practices for equip-
5,a : machinery layout, and the design of equipment and work practices for men~:vity, mis~e-pr~ofing_, and continual i~pr?vement. Workers at all levels prod opportunities for mput mto the standardization procedure. Comments are :::;ht on th~ design of the work methods, for efficien,cy as well as to avoid risky situations. . . .
s·nce at this location, accidents are recogmzed as a. form of waste, safety is an inte~al part of tb,e standardization process. Performru;ice standards and expecta- tions for predictable results are set. Oper~tiona\ breakdowns are to be few and far between. Causal factors for operating problems are studied and largely eliminated on an anticipatory basis. Up-front prevention is the thinking. Methods to identify possible breakdowns and how to respond with as little waste as practicable when they occur are a part of the standardization procedure.
For maintenance personnel; that makes :their work easier: Thus, they are exposed to fewer hazardous situations; jerry-rigging for unusual work is not condoned. It is emphasized that maintaining tight control over ,the 'management of change procedures is an integral patt •of.the· standardization element•in 5S.
Sustaining what has been accomplished in the four previous steps is the fifth step in the 5S concept. This, they say, is the most difficult step after superiority is attained in the first four steps. It is expecte& that sorrie workers might revert to previous practices, particularly with respect to cluttering the workplace and avoiding cleanliness : Sustaining the concept clin be achieved only by continuous managemenHeaderslii p. ' ·
The CEO·in this company says that he knows he must, continudusly and person- ~lly, embrace the 5S concept and both talk the talk and walk the talk, repeatedly'. He : visible and involved as 'he holds his staff accountable for sustainin'g what they :ve achieved-an orderly and· stable work environment in which efficiency is at a
gh level, -:vaste is 'as low as reasonably·practicable, and hazards and risks are at an acceptable level. , . ' .
rea~om~ organizations have added a: sixth' S to their system to stress safety. But ih inte;· _if~ ~S system is installed and m.ahaged properly, safety is integrated -and to th:~n:~tt~ all of the first ?Ve ~t'e~s-:: It c~n be argued tha~ adding a separate S rnana Y m for safety creates the '1mpress1oh that safety 1s separate from the gement sy t
s em and could produce adverse consequences.
S-EMPHASIZING THE DESIGN PROCESS: SECTION S 1 3
354 LEAN CONCEPT . . OF= l10
REAL-WORLD OBSERVATIONS
l attempts by organizations to improve operations by a . Unfortunate y, some 'd . u, t . . PPly 10
t . eluded safety cons1 erations. norse ye , existing syste~ g leAh concepts have no m Ii ti' th .,,s to c ... , . bee erridden in some lean app ca ons, e result beino that h on1txi
1 nsks have n O¥ . R fi · c, azar . . that ere addressed preVIously reappear. etro tting for correcti do
118 s1tuat1ons w . ful d •
0 n of th be difficult but is certainly waste an expens.we. . oSe hazards may . th ti hi h v- · -,.r , h b rved situations similar to ose or w c n.ev1n J.-,ewman anct 'h.. I ave o se . . . , '1tod B
ffer caution in "Advice on mcorporating ergononuc safety initiati· _ore raun o ., Th . Ves int your continuous improvement process. ? say. _ o Unfortunately, "Lean'• doesn't n<cesSarily mean safer though the two sh
1 go hand in hand. After ail, a_ poorly . design':'. task that '."<Juh;es a· Worke~t! reach excessively is not, only meffi~1ent, requ~ng more time and motion th,. Deeded. but is also likely to c~use Injury, Smul?'ly, a worker lifting inaleria!, beyond his or her own capabilities takes more time and energy to jlerfotm'th task and runs the risk of overexertion. . e
In the worst-case SC<nario, an overzeaiouS company may implOment extrem, Lean strategies where safety is not mCfely overlooked, but compromised. In the end, increasing efficiency witl\otit incorporating safety ,will cost far more than It saves. . ( . . .. .
Newman and Braun imply that ergonomics risks occur if the WOQc ~Qire, "•~ to reach excessively" and if there is ''!Iie• ril!k ,of overexertion:• If ,ergonomics-related injuries occur, one of the central themes in lean-avoiding interrup.tiol}s in the work flOW---is negated. While all hazards,1111d risks shciuld be ad\lressed in a lean~ applying ergonomics principles fits pm;tictJ]arly well within a lean initiative .
• I '
A MAJOR WORK oN sAfefy ANo LEAN Otbei: safety professionals ha~e recogniz.ed the of i.nfurmation in the lean lirera· lure about how safety and lean can be integrated, They have also encQuntered situations \\dJere safety concepts illld lean applications were in c;onflict, .with the results being far fu/m satisfuctoiy, • . .
. . . :, ,. ' 11 TheAssocllllion For Manufacturing Technology (AMT) has publishedANSIB_ ·
TR 7 2
007, Designing fot Safety and Lean Manufacturing: A guide on integra/lnB safety and lean manufacturing principles in th~ use of machinery. .
Al!hough the PlI1'J)ose is to address 1e,ii; and ~af ety concepts in the use of machi~';; ~is lecbnical repo~ can be valuable to all safety professionals who becom~ invo ve in lean. Its content IS largely generic and the principles apply to all enterpnses.. ed
TR 7
provides gtJidance on how a low w- le~el at a low-risk level can~ ac~~ and helps fill
th e gap in the technical liter;,ture on lean and safety. This
18 ho abstract reads.
CONCLUSION 355
. g includes a variety of initiatives, technologies-and methods facturtn d f Jllaflu roductivity (better an aster throughput) by reducing waste ' ,,.an rove p . '
v~ 10 illlP lexity from manuf~<*m~g p~ocesses. However, the effort to get 115
15 and coIJlP ently led to the nusapplication oflean manufacturing principles cos bas 100,freCJUlt in significant risks to worker safety and to the goal of lean Jellll tbat resu . ways . 111 .. ,ring. · th 1 f t · " · .nufacw» ·u·cal element m e ean manu ac unng euort to yield processes Jll"'' ·s acrt .
safetY 1 '-"aster, less wasteful and safer. This document provides guidance 1,etter, 1, • • _c • 1 (bat are ponsible for mtegratmg swety mto ean manufacturing efforts. rsons res 'bl 'f 1 c · for pe . n is only poss1 e 1 ean manu1actunng concepts and safety
'}'his integrfau:chinery are addressed concurrently. rns o 01 c • • conce . f erview oflean manu1actunng concepts 1s presented. The challenge A bri:.;:tly addressing safety and lean is described and examples demon-
of con~ tions where this has not occurred. strate s:=ss model· for safe and lean is presented. · A risk assessment framework . ~tfuied that demonstrates how lean manufacturing concepts and safety can be '. 50
1 ented concurrently. Examples where safety and lean have been successfully unPli: are shared, This documen_t ~so provides design guidelines on how to meet app b,iectives without comprormsmg safety. lean o . . · . -
Safety professionals were prominent in the dev:elopment of this technical report. It is a good resource for concurrently adcµ:essing safety and. lean.
CONCLUSION
Because of the base on which the lean concept is built-removing waste from a system-lean will probably have staying power. Since accidents and their conse- quences are so fundamentally wasteful, preventing them should be an integral part of lean applications. From the very beginning, when an organization begins to discuss adopting lean concepts, safety professionals should step forward to become members of the lean team.
There is opportunity here to address hazards and the risks that derive from them as Processes are designed and redesigned. To be meaningful participants, safety professionals must become familiar with lean concepts. Several helpful resources on ~an are listed following the References for this chapter. avai/~0 • an Internet search indicates that several courses on the lean concept are oped a le. For example, the Society of Manufacturing Engineers (SME) has devel-
Eac~urses that award lean certificates on three levels. eitherc progressive level of lean certification requires continuing education-
academic c · · c · b t the SM£ oursework or structural classroom trammg. ln1ormat1on a ou http://ww courses and its Lean Certification Body of Knowledge may be found at learning."W.sme.org/. As the SME literature says, "Lean thinking requires Lean
•• 356 LEAN CONCEPTS-EMPHASIZING THE DESIGN PROCESS: SEC TION 51
REFERENCES . . aoi:-.
<-1Q
ANSI/AIHA ZI0-2012, American National Standard, Occupatio l Management Systems. Fairfax, VA: American Industrial Hygiene Ana Health a
. . h •/', ssociati 11d S is now the secretanat. Available at ttps. ,www.asse.org/cartpage h on, 20 12 <lfel), ·P P?linb ·As ANSI B11.TR7 2007. Designing for Safety and Lean Manufacturing: A . ~z10,2005 S~
Sa·"'ety and lean manufacturing principles in the use of machinery Se guide on int ' !f' • cretai; egra , Standards Developer, B11 Stand~ds, Inc., POB_ 690905, Houston, T atandA.cc~'ng American National Standards Institute-www.ans1.org. X 77269, Alsole,;t
EPA Lean and Environment Toolkit. "How to Incorporate Environmental C . at Value Stream Mapping." http://www.epa.gov/epainnov/lean/toolkiVch
3 honstderatio081 . tlll#defi . nto
Hafey, Robert B. Lean Safety: Transforming Your Culture with uan Mana 111tion, . gemem 11., Production Press, 2010. · . · ,,ewy0rk:
Newman, Kevin and Theodore Braun. "Advice on Incorporating Ergonomic Safi .. into Your Continuous Improvement Proc~ss." Occupational Hazards Au
2 ety Initiatives
. ' g, , 20()5 Womack, James P., and Darnel T. Jones. 1!,ean Thinking: Banish Waste and c ·
Your Corporations, 2nd ed. Northampton, MA: Free Press, 2003. reate Wealth in
ADDITIONAL READING
Dennis, Pascal. Lean Production Simplified: A Plain-Language· 'Guide to the World's Most Powerful Production System. Shelton, CT: Productivity Press, 2002.
Hallowell, Matthew R., Anthony Veltri, and Stephen Johnson. "Safety & Lean." Professional Safety, Nov. 2009, pp. 22-27.
Imai, Masaaki. Gemba Kaizen: A Commonsense Low-Cost Approach to Management. New York: McGraw-Hill, 1997.
Main, Bruce, Michael-Taubitz, and Willard Wood. "You Cannot Get Lean Without Safety," Professional Safety, Jan. 2008, pp. 38-42.
1 • , ,
Rother, Mike and John Shook. Leaming to See: Value _ Stream Mapping to Create Value and Eli/ninate Mut/a. Cambridge, MA: Lean Enterprise Institu,te,, 2003.
Taubitz, Mi.chael. "Lean, Green & Safe." Projessional-Safety, May 2,010, PP· 39-46·
AooENDUMA
A SIMPLIFIED INITIAL VALUE STREAM MAP USED TO IDENTIFY WASTE (MUDA) AND OPPORTUNITIES . FOR CONTINUOUS IMPROVEMENT (KAIZEN)
B C D E F
Defects: The machinery at station A is old and worn. Regardless of the amount of tinkering, it cannot achieve a quality defect level lower that 3 parts per 10,000. Producing defects at that level, below some customer specifications, is wasteful.
Motion: Adjustments of the machinery at Station A and die changes must be made frequently. That is wasteful motion and adds risk. Also, the lockout/ tagout device is over 100 feet from the machine. An arrangement of that sort is error-provocative and promotes risk taking. Getting to and from the device wastes time.
Because of customer specifications, all parts processed at Station A are inspected at station B. Parts are moved to Station B in carts. Since the casters on the carts are too small, moving them is cumbersome and time consuming, and they are tippy. They have tipped over, injuring workers and damaging parts. This inspection motion is expensive, wasteful, boring, and adds elements of risk.
Overproduction: At Station C the machinery processes parts faster than can be handled by the remainder of the production line. Thus, materials in progress get stacked in aisles until they are transferred to a storage area. Having excess materials in process is wasteful. An additional result is overly stressful manual material handling and the ergonomic risks that implies.
Transportation: Station D represents the wastes deriving from the additional storage space and material handling needed because of overproduction at
1dvwrced Safety Management: Focusing on ZJO and Serious Injury Prevention, ©~ 0nd Edition .. Fred A. Manuele.
Ol 4 John Wt!ey & Sons, Inc. Published 2014 by John Wiley & Sons, Inc.
357
358 A SIMPLIFIED INITIAL VALUE STREAM MAP USED TO IDENTIFY WASTE (MUDA)
Station c. The storage configuration is not conducive to efficiency. Aisles are !)arrow. Powered vehicles hav.e, collided, have struck workers, and gOOds have been damaged.
Waiting: Although overproduction occurs at Station C, personnel at Station E often are not fully occupied, and waste occurs while they are waiting for other components to be delivered. Inventory controls are inadequate, and the motor- ized delivery system is inefficient and risky.
Inventory: The inventory at Station D is greater than needed, and thereby wasteful Excessive materialJandling is ne~essary. ·
Overprocessing: Because the quality leve_l achieved at Station A is inadequate for some customers, considerable parts rework is necessary at Station F. That wastes resources, and use o( the machinery in the process adds risk. .