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1 The Business Case for Safety and Ergonomics
Essential Productivity for the Safety and Health ProfessionalRegina M. Barker, CPEMaster Black BeltCargill Meat Solutions
2 The Business Case for Safety and Ergonomics
Disclaimer
The pictures contained in this presentation have been made available for use by a number of AMI
members. Pictures, practices and recommendations offered by this presenter do not
represent the views or practices of Cargill.
3 The Business Case for Safety and Ergonomics
Definitions
• Safety: freedom from danger, risk or harm• Health: sound physical or mental condition• Ergonomics: fitting jobs to workers• Quality: performance to requirements• Productivity: effective in bringing about or
producing in abundance
4 The Business Case for Safety and Ergonomics
What is Quality?
• Airline flight• Hotel room• Safety program
Your definition of a quality program will define your standards. As long as your definition meets or exceeds regulatory standards, you define quality performance for your organization!
5 The Business Case for Safety and Ergonomics
Productivity and the S&H professional
• Safety and Health professionals manage a process that must be controlled
– Every plant has metrics or standards for Safety– Every safety and ergonomics control impacts
production– Safety and Health functions are often viewed as
support or “overhead”
People have a process capability that must be considered if they are expected to work safely!
6 The Business Case for Safety and Ergonomics
S&H contributes to the bottom line
• Typically, changes to the job that improve safety also make it more efficient
• JSA and Ergonomic analyses can be part of a process map or ISO work instructions
• Unsafe acts are “non-value added”
7 The Business Case for Safety and Ergonomics
Learning the Lingo
• Six Sigma• Lean Manufacturing• Process Improvement• Continuous Improvement
8 The Business Case for Safety and Ergonomics
What is Six Sigma?• A business initiative that is focused on improving
quality in a manner that is measurable, sustainable and customer focused.
– Relies heavily on metrics– Assumes world class quality as evidenced by 6σ
performance• 3.4 defects per million opportunities (dpmo)
– Projects deliver bottom line results in a short amount of time ($200,000 minimum savings)
– Many of the problem solving tools are used in our ergonomics teams!
9 The Business Case for Safety and Ergonomics
Statistically speaking
6.03.499.9997%
5.032099.98%
4.06,20099.4%
3.066,80093.3%
2.0308,00069.2%
1.0690,00030.9%
Your Sigma is…Your DPMO is…Your Yield is…
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The Business Case for Safety and Ergonomics
In a Six Sigma World3 Sigma
– 54,000 incorrect prescriptions in a year
– 40,500 newborns dropped during delivery per year
– 5 crash landings per busiest airport per day
– 54,000 lost pieces of mail per hour
6 Sigma– 1 incorrect prescription in 25
years– 3 newborns dropped during
delivery in 100 years– 1 crash landing in 10 years
– 35 pieces of lost mail per year
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The Business Case for Safety and Ergonomics
Important 6σ Terms
• Quality• Black belt• Green belt• DMAIC: Define Measure Analyze Improve Control
• Metric• Value Added• CTQ: Critical to Quality 6σ
6σ
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The Business Case for Safety and Ergonomics
What is Lean Manufacturing?
• A process that reduces non-value added waste and maximizes product flow based on customer demand (pull)
– It is not simply cutting the fat– You may hear the term “value stream mapping”– It is often associated with work cell technology– Utilizes the concepts of continuous improvement– Often you hear of Lean Six Sigma
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The Business Case for Safety and Ergonomics
Why is Lean important to me?
• When reducing cycle times, S&H professionals must ensure that we have not exceeded the limits of the worker
• Unnecessary motions are also non-value added and the S&H professional is on the look out for reduction of these activities
• 5S activities improve housekeeping and in turn improve the safety of an area
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The Business Case for Safety and Ergonomics
Continuous Improvement
• These are the “go do” projects that may not require the rigorous process laid out by Six Sigma
• If there are straight forward solutions to a project, then it becomes an issue of managing the process
• Projects must still be cost justified
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The Business Case for Safety and Ergonomics
Ergonomics is a tool for:
ProductivityEfficiency
QualitySafety
incr
easi
ng
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The Business Case for Safety and Ergonomics
Ergonomics meets Productivity
But what about Safety!
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The Business Case for Safety and Ergonomics
To apply Ergonomics, we must first understand jobs• Jobs can be identified
uniquely• Jobs may have common
tasks• Tasks may have risk factors
associated with them• Every job has a map
– In the quality world, it is a process map
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The Business Case for Safety and Ergonomics
Process Map• Graphically defines steps in a process• Identifies inputs into process• Shows steps of the process required to transform inputs• Maps all outputs of the process
Pull up to pump
Choose grade
Pump gas
PayTank full? yes
no
How is this different from the left hand column of a JSA?
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The Business Case for Safety and Ergonomics
The flesh and blood machine• Quality initiatives are focused on process capability• Improvement programs goals are to limit variability• People have inherent variability
– Capabilities differ– Size (anthropometry) varies– Knowledge and skill levels are not consistent
• Ergonomics is about leveling the playing field– Design jobs to meet the capabilities of large percent of workers– Design equipment to adjust to the sizes of workers
People are part of every process: we must account for and reduce product variability that results from people variability!
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The Business Case for Safety and Ergonomics
When we understand jobs
• We can identify risk factors• We look for the signs:
– Awkward postures– Forceful exertions– Repetitions
(30 second rule)– Environment
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The Business Case for Safety and Ergonomics
Equipment has limits
Consider the case of a slicer operator
– 43 pound log– 1500 logs/shift– 60,000 pounds per
shift– 50 racks @ 1900
pounds per rack
People have limits!
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The Business Case for Safety and Ergonomics
We don’t ignore MSDs
• Musculo-skeletal disorders are a symptom of inefficient design
• MSDs help us find the places we need to focus
• MSDs are lagging indicators
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The Business Case for Safety and Ergonomics
Ergonomics tools can quantify risk (metrics)
• NIOSH lifting equation• Push/Pull tables• Anthropometric data• RULA• Trained eyes…
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The Business Case for Safety and Ergonomics
Safety depends on Metrics• Hours without a lost time• Recordables• Work comp reserves and actuals• Audit scores• Others…
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The Business Case for Safety and Ergonomics
In God we trust:all others bring data!
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The Business Case for Safety and Ergonomics
Which are the right metrics?
• Hard numbers that are not easily manipulated• Data that makes sense
– Near misses may not work if we have recordables daily– If using a Behavior Based Observation process,
behavior must be clearly defined• Any metric directly tied to production
– Downtime resulting from injury– Product losses
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The Business Case for Safety and Ergonomics
Leading vs Lagging Indicators
Reduction in MSDs = yield, productivity, profits
Reduction in waste Increased yields
Increased efficiency Increased productivity
Increased yields Increased profits
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The Business Case for Safety and Ergonomics
The iceberg analogyDisability
Lost time
Restricted Duty
Recordable
Medical Treatment
Pain
Discomfort
Fatigue
Risk Factors
Lagg
ing
Lagg
ing
Lead
ing
Lead
ing
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The Business Case for Safety and Ergonomics
Cost Pyramid
Disability
Lost time
Restricted Duty
Recordable
Medical Treatment
Pain
Discomfort
Fatigue
Risk Factors
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The Business Case for Safety and Ergonomics
Where do we focus our efforts?
• Prevention (below the red line!)• Quality programs will be working in near miss
categories– Risk factors not symptoms!
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The Business Case for Safety and Ergonomics
Work Smart and Not Hard
• Safety and Ergonomics is about process capability– Defining the capability and capacity of the human
machine– Identifying the “Critical To” opportunities for quality
performance
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The Business Case for Safety and Ergonomics
My Company Wants Me to Learn Martial Arts!
• Consider being a part of your company’s quality initiative
• Projects with hard line sustainable savings will get priority over those that have only soft dollar savings
• The tools of the quality initiatives will be invaluable in helping the S&H professional to accomplish more through operations
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The Business Case for Safety and Ergonomics
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