improve safety through lean
TRANSCRIPT
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O V E R C O M I N G O U R I N D U S T R Y C H A L L E N G E S W I T H L E A N S O L U T I O N S
Improve Safety through Lean
14-15 October 2019 | 8 AM to Noon
Fort Worth, TX
Brad Aldinger, Nick Masci Haley & Aldrich, Inc.
O V E R C O M I N G O U R I N D U S T R Y C H A L L E N G E S W I T H L E A N S O L U T I O N S
2 1 S T A N N U A L
© LEAN CONSTRUCTION INSTITUTE
© LEAN CONSTRUCTION INSTITUTE
O V E R C O M I N G O U R I N D U S T R Y C H A L L E N G E S W I T H L E A N S O L U T I O N S
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Lean as a Management System
Tools!
Lean as Your Management System
Agenda Overview – Improve Safety through Lean
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O V E R C O M I N G O U R I N D U S T R Y C H A L L E N G E S W I T H L E A N S O L U T I O N S
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Lean is a proven approach to:
Increase Value
Reduce Waste
Respect People
ADJUST PLAN
CHECK DO
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O V E R C O M I N G O U R I N D U S T R Y C H A L L E N G E S W I T H L E A N S O L U T I O N S
Stop defining safety as a negative numbers – measure positive
behaviors we want to achieve
Find a tool (or 2) you like and will try back home
Understand that demonstrating respect
builds trust
Desired Outcomes for Today
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Hard on process…easy on people
Lean Management
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Why Safety when discussing Lean?
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Safety is a great place to start change, or anchor your Lean
Transformation
85% of Lean Journeys Fail
Opportunity
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Metrics
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© LEAN CONSTRUCTION INSTITUTE
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Types of Metrics
Reliable: Tells you if you have achieved a tangible objective
In the past: Result that you measure after it has happened
You can’t impact the results!
Predictive of future results Influenceable: You can
make a difference… it’s within your power
Leading Indicators Lagging Indicators
Shout out safety leading
indicators
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Recognizing Drift, a common safety waste, and its dangers
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© LEAN CONSTRUCTION INSTITUTE
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A3 Thinking
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ADJUST PLAN
CHECK DO
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A3
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5S: Junction of Standard Work andVisual Controls
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5S: What is it?
Relentless workplace organization that rewards the user with Safety, Inventory Control, and radically improved Workflow
1. Seiri Sort
2. Seiton Set in Order
3. Seiso Shine
4. Seiketsu Standardize
5. Shitsuke Sustain
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5S: What is it?
Remove Clutter
Create flow. Bring
material close to
point of use
Inspect and perfect through
daily cleaning
Create standard
work
Leader standard
work
SortSet in Order Shine Standardize Sustain
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Setting in order and sustaining 5S: Shadow Boards
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Safety in fab shop
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Visual Management
Part of 5S and a Lean Cornerstone
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© LEAN CONSTRUCTION INSTITUTE
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Does the space visualize what must be controlled?
Lean Management
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Visual Management
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Visual ManagementVisual
Management
Planning
Check & control
Adjustment
The individual comprehends and change behaviors
Easy to understand
See at a glance
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Types of Visual Systems
Effe
ctive
ne
ss
Visual Guarantee
Visual Control
Visual Signal
Visual Indicator
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Team Scan: Where are we as a team relative to ideal performance?
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Team Scan: Where are we as a team relative to ideal performance?
SatisfiedDissatisfied
Decision
Making
Communication
Roles &
Responsibilities
Gap
Gap
AE CM Owner
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Examples
Example: How are we doing? Can you tell?
Meeting Safety Shares
Safety Engaged Early
Near Miss Reports
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Example: Now how are we doing?
Meeting Safety Shares
Safety Engaged Early
Near Miss Reports
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Gensuite
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Value of Gemba in Safety Proactivity
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© LEAN CONSTRUCTION INSTITUTE
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What is the Gemba? Gemba vs. Genchi Genbutsu
Gemba, the place where work is done
As Lean Practitioners we insist on Direct Observation
Genchi genbutsu is “going to the source to check facts for yourself so you can be sure you have the right information you need to make a good decision.” One is a place, the other is an act.
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Think about these statements related to the Gemba
Taiichi Ohno (architect of TPS)
• Called for a revolution of awareness
Albert Einstein
• “Problems cannot be solved at the same level of awareness that created them.”
Shingo (a student of Ohno):
• “The greatest waste is the waste we do not see.”
Fujio Cho (former Toyota Chairman)
• “Go see, ask why, show respect”
Sidney Dekker (Safety Expert)
• “Don’t ask questions about safety, ask questions about their work. Teach me how this is done. What concerns you about this?”
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Gemba Playbook
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Force Field Exercise
With Impact/Difficulty Brainstorming
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© LEAN CONSTRUCTION INSTITUTE
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Failure-Mode-Effects-Analysis
Root Cause Analysis
Pre-Mortem vs. Post-Mortem
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FMEA in the News
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• SpaceX has faced scrutiny for decisions like planning for the crew to be onboard while the rocket is fueled. In the past, NASA has considered that too risky.
• The space agency has tentatively approved SpaceX’s approach, known as “load and go.” “We came to the conclusion that this was an acceptable risk that we were willing to take.”
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See Risk and Ability to Prioritize
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Driving Piles
Near Campus
Water Supply
This tool, and the associated thinking, helped them see the path to managing risk.
A campus team had a bias to manage to SEVERITY. This led them to activate a $$$$$ mitigation strategy, that was not necessary.
TIP:
Be sure to have a diverse group of stakeholders and expertise on hand
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FMEA vs JHA
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A few (Lean) tools for analyzing root causes
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• 5 Why’s: method of inquiry that deepens understanding
• Fishbone (Ishikawa): helps a team identify and explore
groups of causes in increasing detail
• Value Stream Mapping: makes visible the relationship of a set of processes, people, outcomes and problems
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Dynamic Compaction in Action
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Photograph used by permission of courtesy of Hayward Baker, Inc., from
https://www.haywardbaker.com/solutions/techniques/dynamic-compaction
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5-Why’s: ”Why did H&A employee almost get hit by the weight?”
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The weight fell unexpectedly
Employee too close
Had to measure the height of the weight with a tape measure
We always do it this way
Crane didn’t have measurement tools
Older crane
We never pursued a safer way to do this
Crane not able to hold the weight at height
Crane operator did not communicate the issue
Operator unaware
We did not ask
Operator did not check the weight vs. height prior to lift
Not part of pre-lift planning, i.e. incomplete checklist
Wrong mindset Culture – not a mgmt. priority
Assume operator will always check
Wrong crane used
1 2 3 4 5 6
We didn’t think it was our responsibility
Typical crane used, didn’t check against this work
Lift weight & height not aligned with need
Oft used crane type…so assumed
Drift and apathyMissed in
Purchasing
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RACI
Responsible
Accountable
Consulted
Informed
Bringing clarity to roles and responsibilities
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RACI
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Responsible
Accountable
Informed
Consulted
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Wrap up personal A3
Share key learnings
Personal commitment
Plus/Delta
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Even if you’re on the right track,
you’ll still get run over if you just
sit there.
- Will Rogers
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Improvements will be achieved by all of us
Make sure any change the
documents have a formal approval
Track client direction that we understand & review with WC &
design team
Ask more questions Help WC coordinate internal submittals &
comments
Visit the construction site with greater
frequency
Connect with Tim more
Create regular meeting to review final 3-D model of
SCN design
Simplify meetings & coordination to be
made efficient
Engage with students more to get
them engaged
Transparency in decision-making
process
Document meetings – content, cadence,
quality – assess need for change
Ask more questions & think further. Produce more
communicative medias to help different audiences to
visually see space
Find & flag problems at the source
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Thank You!
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Brad Aldinger, P.E. (CT, MA)
Haley & Aldrich, Inc.Market Leader, Institutions
Program Manager, Lean Green Belt
Nick Masci
Haley & Aldrich, Inc.Lean Black Belt
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