Lean Safety Gemba Walks a Methodology for Workforce Engagement and Culture Change
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HAFEY Lean Methods & Implementation Lean Safety Gemba Walks A Methodology for Workforce Engagement and Culture Change “Employee safety is the ultimate responsibility of any leader. Lean provides Lean Safety the ultimate set of guiding principles for any leader. Hafey, in his second book on the combined topic, shows us how leaders can use safety to deploy Lean principles on the Gemba to supercharge the performance of any organization” —Dan McDonnell, Vice President, Integrated Supply Chain, Ingersoll Rand “The idea of recognizing safety risks as opportunities for Lean improvement LEAN SAFETY GEMBAGemba WALKS Walks is unique. By making a work activity safer we also make the work more productive.” —Mikelis (Mike) Abuls, Executive Vice President & COO, CG Schmidt, Inc. A Methodology for Workforce “After decades of grappling with variability in Lean implementation results, along comes Lean Safety Gemba Walks and ties all the loose ends Engagement and Culture Change together into a coherent, practical, and very powerful approach to the engagement of the hearts and minds of those employees who traditionally suffer the most injuries, the very same people who we want to ‘transform’ into efcient assets.” —Wayne Burton, Manufacturing Manager, Bricks East Coast, Boral Clay & Concrete Lean Safety Gemba Walks: A Methodology for Workforce Engagement and Culture Change is a follow-up to the author’s bestselling book, Lean Safety, published in 2010. It is a natural progression from the philosophical overview provided by Lean Safety to the reality of the application of those principles in facilities around the world. This book presents a collection of Lean Safety Gemba Walk case studies that are based on the author’s experiences over the last four years. As the stories unfold, readers are transported on a journey of discovery through the Gemba and begin to see safety differently—just as those who physically participated. K24162 ISBN: 978-1-4822-5898-1 90000 Robert B. Hafey 9 781482 258981 Lean Safety Gemba Walks Lean Safety Gemba Walks Robert B. Hafey Boca Raton London New York CRC Press is an imprint of the Taylor & Francis Group, an informa business A P R O D UCTIV I T Y PRE SS BOOK CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2015 by Taylor & Francis Group, LLC CRC Press is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S. Government works Version Date: 20140711 International Standard Book Number-13: 978-1-4822-5899-8 (eBook - PDF) This book contains information obtained from authentic and highly regarded sources. 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For permission to photocopy or use material electronically from this work, please access www.copyright.com (http:// www.copyright.com/) or contact the Copyright Clearance Center, Inc. (CCC), 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400. CCC is a not-for-profit organization that provides licenses and registration for a variety of users. For organizations that have been granted a photocopy license by the CCC, a separate system of payment has been arranged. Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe. Visit the Taylor & Francis Web site at http://www.taylorandfrancis.com and the CRC Press Web site at http://www.crcpress.com Dedication To those who by working with their hands provided me the material and inspiration to write this book. May the material in this book help keep them and all who work with their hands safe. Contents Acknowledgments ............................................................................ ix Introduction ..................................................................................... xi 1 The Common Objective—Impact the Culture by Building Trust ... 1 2 Compliance-Based Safety—Not Good Enough .............................7 3 Behavior-Based Safety versus Lean Safety ................................15 4 Living Injury-Free Every Day versus Living Painkiller-Free Every Day ...................................................................................25 5 A Safety Walk versus a Safety Gemba Walk ..............................33 Product Flow .............................................................................................40 Material Handling Methods ......................................................................40 Storage Containers ....................................................................................41 Plant Layout ...............................................................................................42 Block Diagramming ..........................................................................42 Relationship Diagramming ................................................................42 Rules for Engagement ........................................................................43 CASE STUDIES Case Study 1 Metal Fabrication Operation, Ohio.................................... 49 Case Study 2 Electrical Cabinet Assembly Operation, Indiana ................ 55 Case Study 3 Distribution Center, Nevada .............................................. 59 Case Study 4 Transformer Manufacturer: Power Partners, Inc., Athens, Georgia ................................................................................. 65 Case Study 5 Industrial Distributor, Pennsylvania ................................... 71 Case Study 6 Mining and Metals: Metinvest, Donetsk, Ukraine .............. 75 vii viii ◾ Contents Case Study 7 Food Plant, Australia ......................................................... 81 Case Study 8 Chemical Plant: Nufarm Limited, Victoria, Australia .......... 85 Lean Safety Workshop/Kaizen Event Feedback .......................................88 Impressions—What impressed you the most? ..................................88 What can you take away and apply in your workplace? .................88 Learnings—Personal learnings for me .............................................89 Case Study 9 Recreational Vehicle Plant, United States .......................... 91 Case Study 10 Food Plant, United States .................................................95 Case Study 11 Sheet Metal Fabrication Plant: KSO Metalfab Inc., Streamwood, Illinois ........................................................................ 101 Case Study 12 Medical Device Component Plant: Specialty Silicone Fabricators, Paso Robles, California .................................................109 Case Study 13 Coiled Metal Processing Plant, Australia ........................ 113 Case Study 14 Medical Products Plant, Australia .................................. 119 Case Study 15 Heavy Machined Products Plant, United States .............123 Case Study 16 Custom Field Service Vehicle Plant: Stellar Industries, Inc., Garner, Iowa ............................................................................127 Case Study 17 Machining and Assembly Operation, Canada ................ 131 Case Study 18 Sheet Metal Products Plant, Canada ..............................135 Case Study 19 Beverage Can Operation, United Kingdom ....................139 Case Study 20 Process Production Operation, Australia ....................... 143 Conclusion ...................................................................................... 147 About the Author ............................................................................159 Acknowledgments My personal Lean Safety journey began when I was hired to work at U.S. Steel Corporation at the impressionable age of eighteen. Walking into a large steel mill where red hot metal was being processed on very large equipment was scary. The plant I worked in processed 4-inch square steel billets into a glowing red hot steel rod that snaked its way through mul- tiple roll stands, which reduced and sized the hot metal into the finished product. My career has mirrored the snaking path of that hot rod for it has taken many turns as I have been formed into someone who has a passion for both continuous improvement and safety. It has been a 40-year Gemba walk through life. The distillation of those work-life experiences and the influence of all of the people I worked with have had a profound influence on how I view work cultures. I learned as much from the negative influences as I did from the posi- tive. As I observed managers who were driven by a personal desire to grow sales and profits, I watched work cultures suffer. Conversely, as I observed leaders invest in and grow their people, I witnessed business cultures flour- ish. People are the game changer. They are