Safety Performance in a Lean Environment: A Guide to Building Safety into a Process (Occupational Safety & Health Guide Series)

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. Read more... "Foreword For some people, the combination of lean enterprise and environmental health and safety (EHS) is like mixing oil and water. The reality is that both have many commonalities. In many cases, people focus on lean as only for the manufacturing floor and their processes, but that couldn't be further from the truth. Lean is about behavioral change: a change for the better, identifying simple and waste-free methods to perform any activity, process, or service. In EHS, approximately 85% of all injuries are related to poor behaviors (unsafe acts); therefore we must create a safety culture. EHS professionals must recognize the power of the lean culture and use its power to build upon their own EHS culture. Why not incorporate EHS into the idea of standardized work for all activities, why not incorporate safety into your 5S audits, why not visualize safety within the visual management tools in the workplace, why not make safety part of leadership standard audits and shop floor (Gemba) walks, and why not work with your lean leadership to change the culture together? EHS already has many of the expected lean tools in its arsenal. When an injury occurs, it is expected that the EHS and leadership team react quickly with a sense of urgency to solve the root cause of the injury. Therefore, we all rush to the area to see what happened (go and see), we investigate and utilize problem-solving techniques (5-Why, 8D, etc.). We do our best to find and eliminate the root cause of that injury and we look for other areas or similar conditions and implement corrective actions (yokoten or knowledge sharing). From my 18 years of lean experience, that sure does sound like a strong lean culture and methodology"-- Provided by publisher Content: Front Cover; Dedication; Contents; Foreword; Acknowledgments; The Author; Chapter 1: Management Models and Lean Processes; Chapter 2: Planning, Decision Making, and Problem Solving; Chapter 3: Components of Lean Enterprise; Chapter 4: Case Studies in Lean Enterprise; Chapter 5: Managing Change, Stress, and Innovation; Chapter 6: Foundations of Individual and Group Behavior in EHS; Chapter 7: Leadership; Glossary. Abstract: 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 A big challenge for safety professionals is how to incorporate, build, and sustain a safety program into different business models during times of change. This book provides an understanding of how to anticipate paradigm shifts in management models and how environmental health and safety fits into the model. It defines what adds value to the safety and manufacturing process as well as to the customer. The author illustrates how to build safety into a process to create a strong safety program. Front Cover 1 Dedication 8 Contents 10 Foreword 14 Acknowledgments 16 The Author 18 Chapter 1: Management Models and Lean Processes 20 Chapter 2: Planning, Decision Making, and Problem Solving 38 Chapter 3: Components of Lean Enterprise 68 Chapter 4: Case Studies in Lean Enterprise 106 Chapter 5: Managing Change, Stress, and Innovation 120 Chapter 6: Foundations of Individual and Group Behavior in EHS 134 Chapter 7: Leadership 146 Glossary 158