~

Waiting

..---
TOYOTA Exc~Motion ~
Unused creativity

Il l\1\( ...
IH'ff l l l .
processing
.aadUX\111 R:f

lnnovation through Human Factors in risk analysis and management

Zero leve/ training course

Lean concept in industry

Lean Safety
Ass. Prof. lvan Macuzic
Faculty of Engineering,
University of Kragujevac, Serbia
 Origin of term "Lean"

•!• "Lean" is quite universal term (lean people- thin people, like long-distance
runners, lean food - the foods that are lower in fat, lean also implies lightweight,
in the sense of speed and agility with a sort of underlying aggressiveness that
recalls the rhyme "lean and mean.").
•!• That's because the word lean suggests not only a physical condition, but also a
certa in discipline. People who are lean seem to be that way not just temporarily,
but continuously. Lean is nota diet- it's a way of life.

And what do
you think
about lean?

Lean concept in industry & Lean Safety

 Origin of term "Lean"
•!• What about "Lean" in business or organizations?
•!• First introduction of term "Lean" is dated back in 1988. and connected with
results of huge, five years long, investigation & research about present and
future of global automotive industry.
•-
lI l
Massachusetts
•!• This research were conducted by l nstitute of
Massachusetts lnstitute of Technology- MIT, SAD. Technology

•!• The concept of "Lean thinking" and "Lean production" was introduced to the
Western world in 1991. by the book "The Machine That Changed the World"
written by James P. Womack.

James P. Womack

Lean concept in industry & Lean Safety

 Origin of term "Lean"
•!• They looked and compared ali the performance attributes of a Toyota company
compared to traditional mass oroduction like GM.

OYO 'A
•!• What they saw was a company that:
~ Needed /ess effort to design, make, and service their products
~ Required /ess investment to achieve a given leve/ of production
~ Produced products with fewer defects
~ Performed its key processes in less time and with less effort
~ Needed less inventory a t every step
~ Had significantly lower leve/ of workplace injuries
~ Had less failures, scarps,

•!• They concluded that a company like this, a company that uses less of
everything, is a "lean" company.

Lean concept in industry & Lean Safety

 TOYOTA- success of Lean company

ET
24. fi TOYOTA - 15.4
18.4 L. CHRYSLER 12.

40

30

20

'80 '90 '00 '06

Lean concept in industry & Lean Safety

 Toyota Production System {TPS) - road to excellence

•!• Lean manufacturing was developed after WWII by

the Japanese automotive industry, with a lead from
Toyota Company.
•!• Japanese auto manufacturers have been
developing Lean far aver 50 years.
•!• lt is also called Toyota Production System (TPS)
Taiichi Ohno

Lean concept in industry & Lean Safety

 Japan after WW Il

-
::._- \thr rtl!_~ing llullrtlll vr..·:.·
The w~·r is Over!
Japan Surrenders

JAPAN

Lean concept in industry & Lean Safety

 lmportant people in history of Toyota Co.

Sakichi Toyoda, founder of Toyota Co. (originally looms

factory)
Kiichiro Toyoda , son of Sakichi Toyoda, founder of Toyota
Motor Co., author of Just-in-Time concept back in 1930s.

Eiji Toyoda , Toyota manager after WWII

Taiichi Ohno, Production Manager in Toyota from 1950. He

is recognized as father of Toyota Production System.

Dr. Shigeo Shingo: Consultant in Toyota, wrote numerous

books in area of TPS. Shingo reward is today globally most
important in area of production excellence and outstanding
results in improvement of production.

Lean concept in industry & Lean Safety

 Toyota history

TOYOTA history- PART l

http://www.youtube.com/watch?v=c6KVeDbgRgU

TOYOTA history- PART Il

http://www.youtube.com/watch?v=6vmdVR9dzPM

Lean concept in industry & Lean Safety

 lnfluence of USA automotive industry- Henry Ford

•!• Henry Ford made revolutionary changes in automotive

industry and production in generai
•!• He introduced assembly line in 1913.
•!• He also introduced concept of mass production which
were base far industriai production far more than 100
years in whole world.
•!• With starting of mass production of Ford T model he Henry Ford
initiate industriai revolution in USA and whole world.

Automobile Manufacturing, Henry Ford

http://www.youtube.com/watch?v=skKMqK 19azl

Fascinating 1936 Footage of Car Assembly Li ne

http://www.youtube.com/watch?v=HPpTK2ezxLO

Lean concept in industry & Lean Safety

 Toyota Production System - TPS

•!• TPS is the production system developed by Toyota Motor Corporation to

provide best quality, lowest cost, and shortest lead time through the
elimination of waste.

•!• TPS is comprised of two pillars,

1) just-in-time and Goal: Highest Ouality, Lowest Cost, Shortest Lead Ti me
2) jidoka
Just-in-Time Jidoka
and often is illustrated with
the "house". Cont.nuou Fio :v St op nd not 1fy
of norm l t s
Ta t •m
Pull Sy t Sep r t hum n
vor nd
m~hin w ork

•!• TPS is maintained and

improved through iterations
of standardized work and Heijunka Standardized
Work
Kaizen
Kaiz n
kaizen, following POCA,
Stability
or the scientific method.

Lean concept in industry & Lean Safety

 Toyota Production System - TPS

TPS

Best Q ality- Lo est Cost- Shortest

te ad lime - Best Safety - High ora le

Jidoka Jidoka
(Built-ln-Ouality} (Built-ln-Oual ity}
Righ part, right • Automa ·c stops
amount, right fme • Andon
• akttime Highly Moti vated • Person -machine
• Continuous People separa on
flo • Erm r proofi g
• Pull system • ln-station
• Ouick changeo er quality control
• Integra ed logist ics • 5 hys

Operational Sta Hity

Leveled Producfon
Standardized or
Visual anagement
Total Productive Maintenance {TPM)
Kaizen

Lean concept in industry & Lean Safety

 Five basic principles of Lean

1. Value- specify what creates value from the customer's perspective.

2. The value stream - identify ali the steps along the process chain.
3. Flow - make the value process flow.
4. Pull - make only what is needed by the customer
5. Perfection - journey of continuous improvement
Identify and create value
streams
DD THE VALUE STREAM
In House
s rs Processes
q
"Value is only meaningful when expressed
in terms of a specific product or service "A value stream is actions cun-ently
which meets the customer needs at a required to bring a product from raw
specific price at a specific time" materials into the anns of the customer"

Pull producti

.....
"Products should flow through a lean organisation
at the rate that the customer needs them,
without being cCI.Ight up in inventory or delayed"
/:.
Striving for perfection
"Only make as required . Pull the value
according to the customer's demand"
Perfection does not just mean quality . I t
means producing exactly what the customer
wants, exactly when the customer requires
it, at a fair price and with minimum waste.

Lean concept in industry & Lean Safety

 Five basic principles of Lean

"Al/ we are doing is fooking at

the time fine, from the moment
the customer gives us an arder
to the point when we col/ect
the cash. And we are reducing
the time fine by reducing the
non-vafue adding wastes."
- Taiichi Ohno

SALES
• BAU\NtE. D
• SYNtHR.ON\ZED
• SIMPUFIEO
• WAST R E
• RRTIONRUZE.D

Lean concept in industry & Lean Safety

 Value & Waste in Lean production

•!• Value is the worth placed upon something. Customers determine value
as something that they are willing to pay far. value added

•!• There are Value Added Activities (VAA) in production

and Non-Value Added Activities (NVAA)
•!• One VAA need to satisfy 3 criteria:
>- Customer must be willing to pay far the activity.
>- Activity must transform the product or service.
>- Activity must be dane correctly the first time
•!• Ali NVAA in Lean are treated as loose (3M):
• Muda (waste): Muda is an activity that
consumes resources without creating value
• Mura (unevenness): Mura is waste caused
by variation in quality, cast, or delivery.
• Muri (overdoing): Muri is the unnecessary
or unreasonable overburdening of people or
equipment by demands that exceed capacity.

Lean concept in industry & Lean Safety

 7 + 1 Deadly Waste in Lean production

There are two types of muda - waste:

~ Type-1 muda includes actions that are non-value-added, but that are
far some other reason necessary far the company.
~ Type-2 muda are those activities that are non-value-added and
unnecessary far the company.
•!• There are 7 + 1 deadly waste (muda) of Lean:
1. Transportation - Transporting supplies and materials around the
department or lab.
2. lnventory - Excess inventory or supplies o n shelves, racks, and floors.
3. Moti o n - Any movement of people or equipment that does not ad d value
to the service.
4. Waiting - Waiting far equipment to become free or far supplies to arrive.
5. Overproduction - Making more than required by the next process or
faster than required.
6. Over-processing - Effort that does not add value to the product or
service from the customer's viewpoint.
7. Defects- Materials or services requiring correction, rework or repair.
8. People - Not making the best use of staff member ideas, thoughts, and
suggestions that lead to improvement.
Lean concept in industry & Lean Safety
 7 + 1 Deadly Waste in Lean production

Production

lnventory
Waste and Losses
~
~

Excess Motion ~
Unused creativity

processing

Overproduction Waiting Transportation Defects Motion lnventory Overprocessing

@ manufactus GmbH

Lean concept in industry & Lean Safety

 Basic lean methods & tools

o Kaizen - Continuous lmprovement: No process can ever be thought

perfect, so operations must be improved continuously, striving for
innovation and evolution.
o Genchi Genbutsu - Go & See: Going to the source to see the facts for
oneself and make the right decisions:
o Total Employee lnvolvement & Teamwork: This is about developing
individuals through team problem-solving. The idea is to develop and
engage people through their contribution to team performance.
otal Emp1oyee
Tools:
volve en
o 5S
o Value Stream Mapping (VSM)
o Kanban
o Key performance indicators (KPI)
o Overall equipment effectiveness
o Poka Yoke
o Spaghetti diagram, etc

Lean concept in industry & Lean Safety

 Kaizen

KAI Change

Kaizen {r&if, continuous improvement)

ZEN good (to be better)
Kaizen is a philosophy of improvement that
encourages continuous, incrementai changes in
life across ali aspects- personal, social, work.
KAIZEN • contlnuous lmprovement
Kaizen means not letting a day pass without
some form of improvement.

As a work philosophy, Kaizen is continuai,

incrementai change in ali areas - large and small,
internai and external that improves the whole
organization . Business philosophy of Kaizen
calls far an unending effort far improvement that
involves everyone in the organization - managers
and workers alike.

Lean concept in industry & Lean Safety

 Lean & Safety

How can we use Lean Concept &

Lean Management principles
to transform and improve safety culture
and safety performance
at workplace?

Lean concept in industry & Lean Safety

 Lean & Safety

•!• Most accidents can be prevented

•!• Most accidents occur due to unsafe conditions
and unsafe behavior
•!• Safety isn't separate from production
•!• Workers are closest to the facts
•!• A reactionary, blame approach
doesn't prevent accidents
•!• Lean is 75°/o social and 25°/o technical

Lean concept in industry & Lean Safety

 Lean & Safety

•!• Lean focus- SAFETY FIRST!!!

•!• Lean goal- Zero injuries (possible or no)
•!• Lean Tools far Safety:
Y 5S
y Visual Factory
y Training
y Poka Yoke (Failsafe)
Our Goal : World Class Safety
y Benchmarking l or

y Continuous flow
y Standard work
y Workplace organization
Y Autonomous activities
Y Problem solving (5Why, 5W+1 H)
Y Teamwork (small group activities)

Lean concept in industry & Lean Safety

 What is 55?
1) Seiri - Sort
Elimination of unnecessary items from workplace

2) Seiton - Straighten(Set in Order)

Correct piace for every item
Set things in order and set limits

3) Seison - Shine
Clean & shine working piace and environment
and use cleaning as inspection

4) Seiketsu - Standardize
Standardize best practice in work area
and share informations

5) Shitsuke - Sustain
Sustaining of results through self-discipline

Lean concept in industry & Lean Safety

Lean concept in industry & Lean Safety
 55+ 1 =65

Sort
Set in Order
Shine
Standa rdise
Sustain

Six "S" is for Safety

Lean concept in industry & Lean Safety

 55 for Safety Vision

•!• Most shop floor accidents can be avoided by controlling shop floor
conditions (up to 80°/o)
•!• Then, behavior issues have the right context (about 20°/o)

Lean concept in industry & Lean Safety

 The Heinrich Rule

Serious accidents

29 Less serious accidents

300 Nearmisses

Lean concept in industry & Lean Safety

 What You Don't See

Safety Problems
You See

29

300

Safety Problems
You Don't
Se e
Lean concept in industry & Lean Safety
 Start with Basic 55

Total # of
safety
problems

Never Used 5S Have Used 5S

Lean concept in industry & Lean Safety
 First: A Workplace Scan

Lean concept in industry & Lean Safety

 Workplace Scan Display

"Before"
Photos
Assembly Area A
r - - - 1- - - - ,

\
o /:::::9
····.:~····...
·::.. .::::;:o .·· /

<::::;:-.... _.;:;..-·· / / Palle!

,...---t---, o::: ·.··· :·:. ·. . · · /~ ~;~<:. .. .. . . .. .

..................:: ...::·. .. ........,.~,., ......,• Worker
···············/~:: ~ ~: ~·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.· · · · · o
_/:::>/. .....-o··<::~:>:· . · · · · ·
).!' ••/ , ··,., •••
o
O Mobile Equipment

Lean concept in industry & Lean Safety

 (Organization)

Setin Order
(Orderliness)

Shlne
(Cleanliness)

Standardize
(Adherence)

Sustain
(Self-discipline)

Lean concept in industry & Lean Safety

 1) Sort

•!• Sort focuses on eliminating unnecessary items from the workplace

that are not needed for current production operations.
•!• An effective visual method to identify these unneeded items is called
"red tagging". A red tag is placed on ali items that are not important
for operations or that are not in the proper location or quantity.
•!• Once the red tag items are identified, these items are then moved to
a centrai holding area (Red Tag Area) for subsequent disposal,
recycling, or reassignment.
•!• Ask yourself:
• Does it have a function in this area?
• ls it needed?
• How often?
• Bywhom?
• ls it in the way?
• Does it take too much space?

Lean concept in industry & Lean Safety

 1) Sort- Red Tagging

Lean concept in industry & Lean Safety

 1) Sort- Red Tag Area

Lean concept in industry & Lean Safety

 2) Set in Order

•!• Set In Order focuses on creating efficient and effective storage

methods to arrange items so that they are easy to use and to label
them so that they are easy to find and put away.
•!• Set in Order can only be implemented once Sort, has cleared the
work area of unneeded items. Strategies far effective Set In Order
include painting floors, attaching of labels and placards to designate
proper storage locations and methods, outlining work areas and
locations, and installing modular shelving and cabinets.
•!• Set in arder- a piace far everything, and everything in its piace
• ldentify best locations
• Relocate out-of-place items
• Set height and size limits
• Focus on safety
• lnstall temporary location indicators

Lean concept in industry & Lean Safety

 2) Set in Order

Lean concept in industry & Lean Safety

 3) Shine

•!• Shine is next step which imply thoroughly cleaning of the work area.
Daily follow-up cleaning is necessary to sustain this improvement.
•!• Working in a clean environment enables workers to notice
malfunctions in equipment such as leaks, vibrations, breakages, and
misalignments. These changes, if left unattended, could lead to
equipment failure and loss of production.
•!• Organizations often establish Shine targets, assignments, methods,
and tools before beginning the shine pillar.

~ Clean everything inside and out

~ lnspect through cleaning
~ Prevent dirt, grime, and contamination from occurring
~ lnspect equipment by cleaning

Lean concept in industry & Lean Safety

 3) Shine

Lean concept in industry & Lean Safety

 4) Standardize

•!• Once the first three 5S's have been implemented, the next step is to
standardize the best practices in the work area. Standardize is the
method to maintain the first three steps, creates a consistent
approach with which tasks and procedures are dane.
•!• The second part of Standardize is prevention - preventing
accumulation of unneeded items, preventing procedures from
breaking down, and preventing equipment and materials from
getting dirty.
•!• Ali ideai 5S conditions are identified:
• Who is responsible?
• What actions must be taken to maintain
the desired conditions?
• When should those actions be taken?
• Where do they apply?
• What are the procedures for the application of standards?

Lean concept in industry & Lean Safety

 4) Standardize

Il 2

, Il

Il

Il

6 Il

Lean concept in industry & Lean Safety

 5) Sustain

•!• Sustain, making a habit of properly maintaining correct procedures,

is often the most difficult S to implement and achieve. Changing
entrenched behaviors can be difficult, and the tendency is often to
return to the status qua and the comfort zone of the "old way" of
doing things.
•!• Sustain focuses on defining a new standard of work piace
organization. Without the Sustain pillar the achievements of the
other pillars will not last long.
•!• Tools far sustaining 5S include signs and posters, newsletters,
pocket manuals, team and management check-ins, performance
reviews, and department tours.
•!• Organizations typically seek to reinforce 5S messages in multiple
formats until it becomes "the way things are dane".

Lean concept in industry & Lean Safety

 Successful implementation of 55

-......
·...
•

Lean concept in industry & Lean Safety

 55 in 50 Days

Weeks O 1 2 3 4 5 6 7

Sort -
Set-i n -Order

Shine

Standardize

Sustain

Lean concept in industry & Lean Safety