Safety performance in a lean environment : a guide to building safety into a process

As changing customer demands and shifting world markets continue to put a strain on businesses in all sectors, your business needs every advantage to stay competitive. Many people may think of Lean processes as suitable only for the manufacturing floor, but that couldn't be further from the truth. Safety Performance in a Lean Environment: A Guide to Building Safety into a Process demonstrates how Lean tools can eliminate waste in your safety program, making it an important piece not only in keeping your organization safe but also in keeping it globally competitive.

Written by safety pro Paul F. English, this book explores tools such as Lean manufacturing, DMAIC processes, and Kepner-Trego problem solving and how to use them to increase efficiency and eliminate waste in safety programs. He goes on to discuss value-based management, a technique identified as a leading business model for any organization wanting to catch "The Toyota Way." These processes help you build, incorporate, and sustain a safety program and understand how to get and maintain a foothold for the safety program in times of change.

Here's what you get:

Real safety solutions for a Lean environment Methods for setting up standard work for EHS professionals How-tos for JSA and pre-task analysis to help develop standardized work Tips and tricks that everyone can use to jump start a stalled safety program

No book currently on the market discusses Lean manufacturing or Six Sigma processes and links them to the occupational safety or environmental science. Yet these are the areas where the need for Lean processes is becoming acute. English demonstrates how to anticipate paradigm shifts in management models and how environmental health and safety fits into the model. He defines what adds value to the safety and manufacturing process as well as to the customer. These changes may include a change in daily, weekly or monthly metrics that can help or harm a safety program. Defining what adds value to the safety and manufacturing process and the customer helps you understand how to build safety into a process, creating a strong safety program.

Author Notes

Paul F. English is the Director of Safety, Security, and Medical Services for E-ONE, Inc. in Ocala, Florida.

Foreword	p. xiii
Acknowledgments	p. xv
The Author	p. xvii
Chapter 1 Management Models and Lean Processes	p. 1
Henry Ford and the Ford Motor Company, Mass Production	p. 1
Alfred Sloan and General Motors Corporation, Mass Production-High Variation	p. 2
Edward Deming and Total Quality Management	p. 3
The Deming System of Profound Knowledge	p. 4
Origin of the 14 Points	p. 4
Eiji Toyoda and Toyota Production System, TPS-Modern-Day Lean Management	p. 5
Management Processes	p. 6
Balanced Scorecards	p. 12
The Learning and Growth Perspective	p. 13
The Business Process Perspective	p. 13
The Customer Perspective	p. 13
The Financial Perspective	p. 13
Benchmarking	p. 14
Span of Control	p. 14
Social Management	p. 15
Value-Based Management	p. 15
Works Cited	p. 16
Chapter 2 Planning, Decision Making, and Problem Solving	p. 19
Strategic and Tactical Planning	p. 19
Does Your Plan Plan for the Unexpected?	p. 19
Strategic Planning for Environmental Health and Safety	p. 20
Specific Questions and Areas under the PEP Evaluation	p. 21
SWOT Analysis	p. 29
Foundations of Decision Making	p. 30
5-Why Analysis	p. 32
Six Sigma and the DMAIC Process	p. 33
Six Sigma for Environmental Health and Safety	p. 34
Kepner-Tregoe Problem Solving	p. 37
Root Cause Analysis and Incident Investigation-Case Study of Ford Motor Company	p. 38
Works Cited	p. 47
Chapter 3 Components of Lean Enterprise	p. 49
Value Stream Mapping	p. 49
The Kaizen Process	p. 50
Preparation for a Kaizen Event	p. 50
Waste Elimination	p. 54
Correction Waste	p. 54
Overproduction Waste	p. 55
Movement of Material Waste	p. 55
Motion of Operators Waste	p. 56
Waiting Waste	p. 59
Inventory Waste	p. 59
Processing Waste	p. 61
Eliminating Processing Waste-Workers' Compensation Claims	p. 61
Intellectual Waste-The Eighth Waste	p. 63
Waste Identification and EHS	p. 63
Visual Management	p. 65
What Type of Visual Management Is Right?	p. 67
5S System	p. 68
5S Pitfalls	p. 71
The 6S Argument	p. 74
Standardized Work	p. 75
Standard Work and OSHA Standards	p. 76
Job Safety Analysis	p. 77
Pre-Task Analysis	p. 80
Cell/Workstation Design	p. 80
Flow	p. 82
Quality at the Source	p. 83
Single-Minute Exchange of Dye	p. 84
Flexibility	p. 84
Kanban/Pull Systems	p. 85
Total Productive Maintenance	p. 85
Works Cited	p. 86
Chapter 4 Case Studies in Lean Enterprise	p. 87
E-ONE, Inc., Safety and Health Improvements	p. 87
E-ONE, Inc., Paint Process Improvement	p. 90
Environmental Protection Agency Case Studies	p. 90
General Motors (GM)	p. 91
Saturn Kanban Implementation	p. 91
Fairfax Assembly Paint Booth Cleaning	p. 91
Application of Lean Methods to Administrative Processing in the Purchasing Group	p. 92
Lean Enterprise Supply Chain Development	p. 92
Steering Column Shroud PICOS Event	p. 93
Thermoplastic Color Purging PICOS Event	p. 94
Lockheed Martin-Leaning Chemical and Hazardous Waste Management	p. 94
Rejuvenation-Sustainability as Basic Corporate Value	p. 96
Rejuvenation and Its Three P's	p. 96
The Natural Step	p. 97
Introduction of Lean Manufacturing	p. 97
Mass Customization	p. 98
Correct Use of 5S	p. 99
Small Changes, Big Results	p. 99
Regulators: Partners and Valued Experts	p. 99
Works Cited	p. 100
Chapter 5 Managing Change, Stress, and Innovation	p. 101
Training Kaizen Team Members in Safety and Health	p. 102
Mandatory Training Modules under the 30-Hour General Industry Outreach Training Program	p. 105
Elective Training Modules under the 30-Hour General Industry Outreach Training Program	p. 105
Region I	p. 106
Region II	p. 106
Region III	p. 106
Region IV	p. 107
Region V	p. 107
Region VI	p. 107
Region VII	p. 108
Region VIII	p. 108
Region IX	p. 108
Region X	p. 108
Time Studies, DILO	p. 108
Standardized Work for EHS	p. 110
Standardized Work for EHS Professionals	p. 111
Works Cited	p. 114
Chapter 6 Foundations of Individual and Group Behavior in EHS	p. 115
Working Teams and Group Behavior	p. 116
Selecting and Building Teams	p. 116
Groupthink	p. 119
Motivating and Rewarding Employees	p. 120
Safety Improvement Plans	p. 121
Works Cited	p. 126
Chapter 7 Leadership	p. 127
Leaders versus Managers	p. 127
Leadership Traits and Trust	p. 128
Leadership Standardized Work	p. 130
Safety Operating System (SOS)-Daily	p. 131
GEMBA Walk for Safety-Every Monday	p. 131
Leadership in EHS	p. 136
Sell, Sell, and Sell!!!	p. 136
Know Your Process and Flow	p. 136
Consistency: Do What You Say You Are Doing	p. 137
Remember Your Audience	p. 138
Never Stop Learning	p. 138
Works Cited	p. 138
Glossary	p. 139
Index	p. 143

Available:*

On Order

Summary

Summary

Author Notes

Table of Contents