implementing an ergonomics program - the honda experience
DESCRIPTION
Part of the ASSE Virtual Symposium - Safety in Manufacturing: Management Techniques and Technical Best Practices Material handling. Machine safeguarding. Ergonomic design. Learn about these topics and many more in ASSE's first learning event focused on safety in the manufacturing workplace. http://www.asse.org/education/manufacturing/index.phpTRANSCRIPT
An Ergonomics Program – The Honda Experience
2
Mr. Honda – the man behind the company that bears his name
3
Honda Global Operations
4
Honda in North America
5
Honda in North America
6
Honda in North America Honda has steadily expanded its capabilities to create products in
North America, from product concept and design, to full development and production.
7
Honda Manufacturing in NA
8
Honda R&D in NA
9
History of Ergonomics at Hondalate 1980’s
– ergonomics awareness programs– focus was on back problems
early to mid- 1990’s– “reactive” approach– framework of ergonomics program
10
History of Ergonomics at Honda
mid- to late 1990’s
– developed a company ergonomics policy– used Auburn Engineers to assist with the
strategic plan
75%
25%
ergonomic non-ergo1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
fiscal year
inju
ry c
oun
t
1995-1999
11
Honda’s Ergonomics Needs
Honda recognized the need to establish the following:
– structured program
– metrics
– engagement of all associates
12
Overall Objectives of the Program
Minimize introduction of risk in the manufacturing operations.
Focus on issues related to parts specifications and process set-up.
Enhance long-term relationships between design, manufacturing/production, engineering and other technical/support groups.
13
Ergonomics Program Requirements
1. Medical Management
2. Associate Development
3. Process Assessments
4. Ergonomics Controls
5. Management Leadership and Commitment
6. Associate Involvement
14
Ergonomics Successes
1 – Medical Management
– provide opportunities for recovery• Early Intervention Program• Modified Work Program• Work Recovery Program• Transitional Work Assignment
15
Ergonomics Successes
2 - Associate Development– more than just training
• increase awareness• enhance skills
– needs to be appropriate to job function• production associates• supervisors• technical staff• management team
– use outside experts (Auburn Engineers) then develop in-house expertise
16
Ergonomics Successes3 - Process Assessments
– determine what is “acceptable” or not• level of exposure• duration/frequency of exposure
– common “criteria”• based on associate performance characteristics• set up for continuous improvement
conditions to avoid – high risk
marginal – moderate risk
design target – low risk
17
Honda Ergonomics Guidelines Development
study tasksgather information
– benchmarking– literature search (Auburn Engineers, etc.)– internal research studies (VTU, OSU, etc.)
develop specifications
Honda Ergonomics Clearance Guidelines
> 4.1" 4.0" < 3.9"> 102mm 100 mm < 98 mm
> 2.1" 2.05" < 2"> 52mm 50.5 mm < 49 mm
> 5.9" 5.8" < 5.7"> 149mm 146.5 mm < 144 mm
> 6.5" 6.45" < 6.4"> 164mm 162.5 mm < 161mm
> 5.35" + X" 5.25" + X" 5.16" + X"> 136mm + Xmm 133.5mm + Xmm < 131mm + Xmm
where where whereX = diameter of part X = diameter of part X = diameter of part
> 3.23" + X" 3.17" + X" 3.11" + X"> 82mm + Xmm 80.5 mm + Xmm < 79mm + Xmm
where where whereX = diameter of part X = diameter of part X = diameter of part
< 2.36" 2.46" > 2.56" < 60mm 62.5 mm > 65mm
< 10.59" 10.87" > 11.14"< 269 mm 276 mm > 283 mm
Reach from Wrist
Maximum reach distance for a hand into an access hole
up to the w rist
Reach from
Elbow
Maximum reach distance for a hand into an access hole
up to the elbow
Hand Clearance
+ Part
Required space to f it a part being gripped
w ith the hand
Finger Clearance
+ Part
Required space to f it a part held betw een
the f ingers and thumb
Wrist Access
Required diameter of an access hole to f it the hand up to the
w rist
Elbow Access
Required diameter of an access hole to f it the hand up to the
elbow
Hand Clearance
Required space for a f lat hand to f it
betw een tw o parts
Finger Clearance
Required space for a f inger to f it betw een
tw o parts
RedYellow
(Midpoint)Green
Accommodates 99th %ile male or 1st %ile female
Accommodates 95th %ile male or 5th %ile female
Does not accommodate
X
X
Honda Ergonomics Clearance Guidelines
> 4.1" 4.0" < 3.9"> 102mm 100 mm < 98 mm
> 2.1" 2.05" < 2"> 52mm 50.5 mm < 49 mm
> 5.9" 5.8" < 5.7"> 149mm 146.5 mm < 144 mm
> 6.5" 6.45" < 6.4"> 164mm 162.5 mm < 161mm
> 5.35" + X" 5.25" + X" 5.16" + X"> 136mm + Xmm 133.5mm + Xmm < 131mm + Xmm
where where whereX = diameter of part X = diameter of part X = diameter of part
> 3.23" + X" 3.17" + X" 3.11" + X"> 82mm + Xmm 80.5 mm + Xmm < 79mm + Xmm
where where whereX = diameter of part X = diameter of part X = diameter of part
< 2.36" 2.46" > 2.56" < 60mm 62.5 mm > 65mm
< 10.59" 10.87" > 11.14"< 269 mm 276 mm > 283 mm
Reach from Wrist
Maximum reach distance for a hand into an access hole
up to the w rist
Reach from
Elbow
Maximum reach distance for a hand into an access hole
up to the elbow
Hand Clearance
+ Part
Required space to f it a part being gripped
w ith the hand
Finger Clearance
+ Part
Required space to f it a part held betw een
the f ingers and thumb
Wrist Access
Required diameter of an access hole to f it the hand up to the
w rist
Elbow Access
Required diameter of an access hole to f it the hand up to the
elbow
Hand Clearance
Required space for a f lat hand to f it
betw een tw o parts
Finger Clearance
Required space for a f inger to f it betw een
tw o parts
RedYellow
(Midpoint)Green
Accommodates 99th %ile male or 1st %ile female
Accommodates 95th %ile male or 5th %ile female
Does not accommodate
X
X
Honda Ergonomics Clearance Guidelines
> 4.1" 4.0" < 3.9"> 102mm 100 mm < 98 mm
> 2.1" 2.05" < 2"> 52mm 50.5 mm < 49 mm
> 5.9" 5.8" < 5.7"> 149mm 146.5 mm < 144 mm
> 6.5" 6.45" < 6.4"> 164mm 162.5 mm < 161mm
> 5.35" + X" 5.25" + X" 5.16" + X"> 136mm + Xmm 133.5mm + Xmm < 131mm + Xmm
where where whereX = diameter of part X = diameter of part X = diameter of part
> 3.23" + X" 3.17" + X" 3.11" + X"> 82mm + Xmm 80.5 mm + Xmm < 79mm + Xmm
where where whereX = diameter of part X = diameter of part X = diameter of part
< 2.36" 2.46" > 2.56" < 60mm 62.5 mm > 65mm
< 10.59" 10.87" > 11.14"< 269 mm 276 mm > 283 mm
Reach from Wrist
Maximum reach distance for a hand into an access hole
up to the w rist
Reach from
Elbow
Maximum reach distance for a hand into an access hole
up to the elbow
Hand Clearance
+ Part
Required space to f it a part being gripped
w ith the hand
Finger Clearance
+ Part
Required space to f it a part held betw een
the f ingers and thumb
Wrist Access
Required diameter of an access hole to f it the hand up to the
w rist
Elbow Access
Required diameter of an access hole to f it the hand up to the
elbow
Hand Clearance
Required space for a f lat hand to f it
betw een tw o parts
Finger Clearance
Required space for a f inger to f it betw een
tw o parts
RedYellow
(Midpoint)Green
Accommodates 99th %ile male or 1st %ile female
Accommodates 95th %ile male or 5th %ile female
Does not accommodate
X
X
18
Ergonomics Successes4 – Ergonomics Controls
– start with current concerns• use skills of production associates• work methods improvements
– process modifications• task allocation/line re-balancing• packaging changes• equipment acceptance
– anticipate future concerns• manufacturing innovation• new technologies
19
Ergonomics Controlsprocess and equipment set-up
tool to start lug nuts on wheels
reduced amount of twisting to
finger start lug nuts
Repetition Posture
added assist arm to help lift totes
into heating oven
minimized raising arms and bending
wrists
Force
assist device
provided significantly reduced manual exertion required
to push rack
20
Ergonomics Successes5 - Management Leadership/Commitment
– Company Principle• Maintaining a global viewpoint, Honda is dedicated to
supplying products of the highest quality, yet at a reasonable price, for worldwide customer satisfaction.
– view ergonomics as one aspect of the business
21
Management Leadership/Commitment
“There is no production without safety!”
Soichiro Hondafounder
22
Management Leadership/Commitment
correlate ergonomics with other priorities– example – trunk seal
23
Ergonomics Successes6 – Associate Involvement
– use existing incentive programs• Production Associates
– Suggestion System– NH Circles
• Technical Staff/Management Team– HAM Team Challenge / Technical Festival
– join annual Ergo Cup competition– move from an “ergonomics expert-based”
system to a system molded and sustained by the true “job experts”
24
Associate Involvement
25
Associate Involvement
26
Associate Involvement
27
Associate Involvement
28
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
fiscal year
inju
ry c
oun
t
2000-2002
Ergonomics Successeslate 1990’s to early 2000’s
– implemented several changes within the plant• 2000 to 2002: injuries started to decrease, but not
at a fast enough rateSo what else is missing?
65%35%
ergonomic non-ergo
75%
25%
ergonomic non-ergo
29
Ergonomics Successes
early to mid-2000’s– involved designers
• incorporate ergonomics into New Model development– design parts “right” the first time
30
Ergonomics with Honda R&D
ASSOCIATE
requires an optimalmanufacturing environment
SAFETY/PROCESS/TECH/NM/EQPT
which requires study and associate feedback
which requires detailed information forwarded to design side
DESIGNER
features
performance
structural integrity
weight
cost
which must then be balanced with other
business goals
an outstanding product
to come up with the best designs
for Honda
31
Ergonomics Successes - Design
32
Ergonomics Successes - Designvent ducts on instrument panelbefore: 22 fasteners to connect defrost ducts to mid-upper comp of instrument panel
vent ducts on instrument panelafter: In-House Vibration Welded Assembly(Instrument Panel combi, defrost and A/C ducts)- assembly of five separate pieces into one- reduction of more than 30 tapping screws- reduced weight- fewer opportunities for rattles (dropped
screws)
33
Ergonomics Successes - Design
established NA Top Ten– looked at issues where all Honda plants in
NA had common problems– correlated ergo issues with quality and
productivity problems as well
34
Ergonomics Successes - Designdesign now to be “commonized”
across various models2008 Accord
35
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
fiscal year
inju
ry c
ount
Ergonomics Successesmid- to late-2000’s
– continued changes in the plant PLUS design changes• 2003 to 2011
– all injuries reduced by ~70% compared to end of FY 2002 and by ~85% to ~90% compared to late 1990’s
65%35%
ergonomic non-ergo
75%
25%
ergonomic non-ergo
41%
59%
ergonomic non-ergo
36
Ergonomics Successesevaluating
effectiveness of control measures
Plant Dept. ID #Project Name Project Start Date
(title) Date Counter-Measure Verified Effective
Overall, how did the BEFORE condition rate using ergo Guidelines?Green Yellow Red
Which Ergo Guidelines did you use?
What injuries have occurred from this task in the last 12 months?
Q
CD
M
Was this project more Proactive or Reactive?
Was this project more related to Design or Mfg.?
Counter-Measure Description:
CM Cost Labor hrs Date of CM
Expense Implementation
Investment
How did you gather Associate Input? Overall, how did the AFTER condition rate using ergo Guidelines?
Comfort Survey Green Yellow Red
At the Spot
Formal Meeting What injuries have occurred since CM implementation?Other__________
Q
CWhat other types of info is available? D
Root cause analysis M
Detailed ergo risk factor analysis
Recommendations Contact Information (name)Other__________ Phone number (with area code)
Plan Before the Counter- MeasureBefore Snapshot
X
SAF ERG 10 and 14
What other BEFORE
data indicates that
this task needs
improvement?
Do
After Snapshot X
X
The Counter- Measure
FC associates developed a new inspection station, which eliminates part lifting. It has openings in the table to help flip the parts over, and includes conveyers to move the parts. It is also smaller, which reduces reaching. A set of power rollers now allows associates to inspect vents without excessive neck bending. Adjustable platforms accommodate both tall and short associates.
Check/ Action Verify the Counter- Measures Eff ectiveness
XX
X
What other After
data shows CM had
an impact on
Business Goals?
Any recommendations to others
facing the same issue?
ProblemStatement
Check all that apply
(Improved)
X
Xthat apply
Disc Inspect
AEP FC 17
8/15/01
none
Joe Associate
937-498-4545
7/15/00
10/15/01
2 shoulder strains
Ferrous Casting inspection workstation for brake discs resulted in high force exertions and awkward wrist postures to lift and turn the parts, long reaches to get and discharge parts.
Plant Dept. ID #Project Name Project Start Date
(title) Date Counter-Measure Verified Effective
Overall, how did the BEFORE condition rate using ergo Guidelines?Green Yellow Red
Which Ergo Guidelines did you use?
What injuries have occurred from this task in the last 12 months?
Q
CD
M
Was this project more Proactive or Reactive?
Was this project more related to Design or Mfg.?
Counter-Measure Description:
CM Cost Labor hrs Date of CM
Expense Implementation
Investment
How did you gather Associate Input? Overall, how did the AFTER condition rate using ergo Guidelines?
Comfort Survey Green Yellow Red
At the Spot
Formal Meeting What injuries have occurred since CM implementation?Other__________
Q
CWhat other types of info is available? D
Root cause analysis M
Detailed ergo risk factor analysis
Recommendations Contact Information (name)Other__________ Phone number (with area code)
Plan Before the Counter- MeasureBefore Snapshot
X
SAF ERG 10 and 14
What other BEFORE
data indicates that
this task needs
improvement?
Do
After Snapshot X
X
The Counter- Measure
FC associates developed a new inspection station, which eliminates part lifting. It has openings in the table to help flip the parts over, and includes conveyers to move the parts. It is also smaller, which reduces reaching. A set of power rollers now allows associates to inspect vents without excessive neck bending. Adjustable platforms accommodate both tall and short associates.
Check/ Action Verify the Counter- Measures Eff ectiveness
XX
X
What other After
data shows CM had
an impact on
Business Goals?
Any recommendations to others
facing the same issue?
ProblemStatement
Check all that apply
(Improved)
X
Xthat apply
Disc Inspect
AEP FC 17
8/15/01
none
Joe Associate
937-498-4545
7/15/00
10/15/01
2 shoulder strains
Ferrous Casting inspection workstation for brake discs resulted in high force exertions and awkward wrist postures to lift and turn the parts, long reaches to get and discharge parts.
37
Ergonomics Successescommunicate and share
38
Ergonomics Successesdiffusion of ideas
39
Ergonomics – Does It Work?overall injury count decreasedpercentage of ergo cases also reduced
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
fiscal year
inju
ry c
ou
nt
ergo non-ergo~70% to ~75% ergo ~50% to ~40% ergo
40
Pitfalls and Challenges getting and using complete and correct data
– example – carpet install• original condition
– one-piece– ~27.6 pounds– resulted in several back injuries
» presumably from lifting• countermeasure
– asked Design Team to split carpet into two pieces– front = ~14.1 pounds, rear = ~13.9 pounds
– continued to experienceback-related incidents• too focused on weight of the part• did not consider location of where part
was being installed (work height)
41
Pitfalls and Challenges getting and using complete and correct data
42
Pitfalls and Challenges more complex products
– market-driven features– vehicle safety requirements
more complicated operations– more sensitive parts/components– global, flexible manufacturing
associate factors– “aging” workforce– increased diversity
43
Pitfalls and Challenges more with less
– resource allocation issues– avoiding “complacency”
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
fiscal year
inju
ry c
ou
nt
ergo non-ergo~70% to ~75% ergo ~50% to ~40% ergo
44
Future of Ergonomics at Honda2010’s and beyond – the focus
– production associate behavior• train associates on good techniques/work methods
– management behavior• more “at-the-spot” reviews of working conditions
– countermeasure activity• continue implementing ergo program elements
– promote more associate involvement– enhance existing medical management programs– improve training and expand work hardening and physical
conditioning for new hires/transfers– sustain efforts in eliminating/reducing risk factors
45
Future of Ergonomics at Honda2010’s and beyond – the focus
Training
Administrative CM
E–Side CM
D–Side CM
Ergo Risk Reduction Effectiveness
D–Side CMEliminates
Hazard
E–Side CMEliminates Hazard for Specific Group
Administrative CM
Training – Attempts to Change Behaviors
Ergo CM Hierarchy of Controls
Reduces Exposure to
Hazard
46
Future of Ergonomics at Honda2010’s and beyond – the focus
– supplement (NOT replace) current activities with specialized training and countermeasure activities to prevent human error and enhance human performance
47
Future of Ergonomics at Honda2010’s and beyond – the focus
– explore use of new technologies
– collaborate with research institutions• The Ohio State University• Virginia Polytechnic Institute and State University• American International College
48
Questions? Comments?