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How Will Combining Safety and Lean in Process Improvement Efforts Increase Productivity?

October 27, 2020 By

How Will Combining Safety and Lean and Process Improvement Efforts Increase Productivity?

The practices of safety management and Lean production have for many years been implemented separately in most industrial plants. The complexities of regulatory compliance have in large part dictated that separate specialists be dedicated to each area. Over time, in fact, these two essential functions have diverged to the point of being adversaries in many plants due mainly to their seemingly opposed agendas.

So how can workers be kept safe while maximizing production? Seldom have these issues been approached together in a concerted way, but recently some managers have discovered the common ground through a method called Value-Added Safety. Manufacturing companies that realize they need better collaboration between their safety and production people have even begun to merge the traditional roles of safety professionals and lean leaders.

To be effective in both roles, however, each group must be proficient in the practice of the other’s discipline. Designing a process or workstation from the start with good safety practice in mind can make for more robust standard work documents, as many of these documents do not now include safety procedures. Conversely, the approach to safety protection can be simplified, and sometimes eliminated, when a process improvement change does away with the hazard or reduces the frequency of dangerous tasks in the workplace.

Examples include:

  • Saving money on Personal Protective Equipment (PPE) if the process improvement changes the procedure
  • Getting a production line up and running faster by simultaneously addressing both safety and production needs, both of which are essential to good manufacturing practice.

Bridging the gap between the best way and safest way to do a job is what the Value-Added Safety method seeks to do.

Recognizing the Impacts of Safety

“Safety is value-added, and hazards are waste,” says Damon Nix, Group Manager – Operational Excellence at GaMEP, one of the innovators of the method. This phrase helps us visualize the integration of safety and process improvement in the familiar language of a Lean practitioner. Consider the Eight Wastes and their impact on safety hazards:

  • Defects – Increased maintenance activities, hazardous material exposure, machine exposure
  •  Overproduction – Overexertion, extra handling, unnecessary machine interaction
  • Waiting – Setups/Changeovers – hazardous energy exposure
  • Not Using Employee Ideas – The company misses out on potential safety improvements
  • Transportation – Extra handling, slip, trip and fall hazards, exposure to fork lift traffic
  • Inventory – Falling loads, traffic congestion, trip hazards, extra handling
  • Motion – Overexertion, poor ergonomic design
  • Extra Processing – Unnecessary machine interaction

In a technique similar to the way that lean production managers now conduct “waste walks,” the method equips users with the tools to expand the scope of these walks, having “eyes for hazards and waste,” and beginning to naturally identify opportunities for improvement in Lean and safety at the same time. This will lead to a culture in which the safety professional and the production manager are not adversaries, and where safety improvements come built in and are not just a regulatory measure or afterthought to your workplace layout.

Identifying Projects

In many plants, safety statistics are aggregated into facility-wide performance indicators. This practice homogenizes the data and does not provide the information needed to identify and address problems. This often leads to broad-stroke safety policies and delayed solutions to potential hazards. Using the proven tool of Value Stream Mapping (VSM), the Value-Added Safety method helps you get to the root of the activities from a process level, not just a plant level. So when improvement teams collect their initial data, they will compile statistics on each step of the process, highlighting the riskier areas of a production operation. Each process will continue to be evaluated on production measures such as cycle time, work-in-process inventory, and set-up time. In addition to these typical production measures, data will be gathered on measures of:

  •  Productivity Impacting Safety Wastes – Lost days, lost productivity
  • Quality Impacting Safety Wastes – Total incidents
  • Cost Impacting Safety Wastes – Direct costs paid, indirect cost impacts

This will bring into focus where the hazards lie within your plant and allow you and your managers to focus attention on improving the areas found to be of most concern.

Safety by Design

One of the primary objectives of the Value-Added Safety method is to design safe processes from the start. By combining the tools of 5S/6S and the Hierarchy of Safety Controls, you can seamlessly integrate the countermeasures of Elimination, Substitution, Engineering Controls, and Administrative Controls within the context of the 5S/6S program before having to resort to PPE (personal protective equipment) for equipment operators. For instance, during the “Set-in-Order” step that dictates the process for a new workplace layout, potential safety hazards can be considered right alongside concepts such as point-of-use-storage and material presentation.

Implementing Lean principles and good safety practices together should be a gradual process for companies that have historically operated the two separately (or not at all). There are many considerations to be made in terms of production expectations, safety regulations, and existing company culture. The Safety Integrated Process Improvement method allows safety professionals and Lean production managers to speak the same language and solve problems similarly.

Contact

For more information on how to successfully account for both safety and lean while implementing process changes contact Damon Nix at ude.hcetag.etavonninull@xin.nomad.

By Tom Sammon, Project Manager, Georgia Manufacturing Extension Partnership

Filed Under: Blog Tagged With: Lean and Process Improvement

6S: Getting Standardize Right

October 6, 2020 By

Whether a project involves cleaning out a storeroom or organizing an office or work space, the 6S process of Sort, Set in Order, Shine, Safety, Standardize, and Sustain is typically the same. The initial effort of sorting, cleaning, and organizing yields the greatest visible results, as well as the satisfaction of seeing improvements. After the flurry of this “3S” activity, however, many organizations falter in their improvement efforts. It is after the tour or audit has come and gone, and after the boss has moved on to another priority that the real test of 6S comes.

To succeed in the long term, 6S must move beyond the project stage to become the way an organization operates, that is, to be part of the culture of the workplace. For that to happen, the users of the system must understand the reasoning behind the process and agree with its usefulness. Simply demanding compliance will yield short-term results at best, with an eventual return to the original state.

Addressing questions like these in the Standardize phase of a 6S effort should drive your team to implement lasting changes in the target environment.

  • Why are we changing? Discuss the benefits of the effort in practical terms of safety, inventory costs, searching time, space, etc. Making the place look nice is a great benefit, but it’s unlikely to be a strong motivator.
  • What is the new standard? A clear definition of the new expectations will be helpful, especially in the form of pictures and checklists of the ideal state.
  • What new procedures do we expect people to understand and follow? Think specifically about what people are expected to do differently, and make sure they have the necessary training and coaching to do it.
  • How will we communicate these procedures? Don’t assume that everyone will know what to do – think about how they will know and plan appropriate team meetings or other methods of communication and follow-up discussions.
  • Is the new standard condition obvious? If the proper visual controls have been installed, it should be clear to users and managers if a non-standard condition exists in the target area. Problem recognition should be immediate.
  • Have we made it easy to do the right thing? If the new process places a burden on employees, it is unlikely to be followed for long. The design of the work should facilitate the process, not obstruct it.

Put yourself in the position of a person who works in the 6S target area. At the end of this process, could you answer these questions: What am I supposed to do differently? How am I supposed to do these things? Why is this important?

Thinking through these people issues during the Standardize phase can make all the difference in whether the 6th S – Sustain – is successful. Considering how people understand and respond to the 5S changes establishes the foundation for further success in the organization, and that starts with people.

By Paul Todd, Project Manager, Georgia Manufacturing Extension Partnership

Filed Under: Blog Tagged With: Lean and Process Improvement

Best Practices Guide to Virtual Communication

August 21, 2020 By

Best Practices Guide to Virtual Communication

During the Spring of 2020, the pandemic caused almost all in-person meetings and classes to transition to a virtual format.  These sessions have become imperative to maintaining our country’s infrastructure and ensuring business continuity.  During this time, we’ve learned that a virtual, remote setting can be a poor substitute for in-person interactions.  Many facets of communication are transmitted via eye contact, body language, and facial expressions.  Even video calls often miss these small gestures of affirmation or disagreement and cause confusion.  This guide includes sections on: logistics, scope, etiquette, engagement, facilitation, and security.  These best practices will give insight on planning and implementation strategies to streamline online sessions and get the most out of virtual communication.

Logistics

Good planning is the cornerstone of any business meeting, educational class, and collaborative webcast.  Being thoughtful about the virtual platform you are using and being familiar with all that system’s features, tools, and your own hardware will prevent many issues and enable you to troubleshoot problems that do occur with ease.

  • Selecting a platform
    • Ease of logging-in
    • Bandwidth
    • Special features (break-out rooms, etc.)
    • Cost and capacity
    • Security capabilities
  • Familiarity with the functions/tool of the platform
    • Seamless and rapid execution of desired functions (muting, break out rooms, etc.)
    • Provide attendees “user guide” or tutorial of the platform
    • Consider attendees’ technological knowledge
    • Ensure that guest speakers are familiar with the platform (how to share their screen and advance slides)
  • Video
    • Be cognizant of surroundings and nearby distractions
    • Ensure virtual background choice is appropriate
    • Webcam is clean from smudges and operational
    • Lighting is adequate
    • Consider appropriate attire
    • Be cognizant of camera angle
  • Recordings
    • Be cognizant of recording privileges (FERPA)
    • Make attendees aware you are recording
    • Utilize recording for missing attendees
  • Sound
    • Verify hardware (headset, microphone, earbuds) is working correctly
    • Double-check the mute feature is on to minimize feedback and background noise
    • Consider force-muting all attendees
    • Closed Caption might be available in different languages
    • Audio from videos comes from the host’s computer (host should consider removing headphones)
    • If computer audio isn’t working correctly, consider dialing in via a phone
  • Internet and Bandwidth
    • Consider internet connection (hardwired is preferred)
    • Have a back-up plan for internet shortages (switch to phone)
    • Factors that may affect bandwidth (screen freeze or delays)
      • Using webcams
      • Video virtual backgrounds
      • Actively using chat function
      • Streaming videos
      • Sharing your screen
      • Switching between windows
      • Having too many programs/windows active on your desktop
  • Post-Session Reporting
    • Most platforms include reports to determine:
      • Attendee identity
      • Duration of participation
      • Information regarding access to recordings
    • Sometimes past chats can be downloaded
    • Graphical analytics
  • Multiple Screens
    • Using more than one screen can help with multitasking
    • Smart devises can be used as an extra screen (tablets or phones)
    • Ensure you know which screen is being viewed when sharing your screen

Scope

As advanced as our communication technology has become, virtual sessions are not a perfect substitute for interacting with someone in-person.  They can easily lead to miscommunication without thoughtful planning.  These strategies will help you create a scope to keep your session on track and optimize your time together.

  • Pre-planning
    • Determine session’s objectives
    • Ensure all necessary materials are distributed to attendees
    • Prioritize important topics near beginning of agenda
    • Decide if attendees will use webcams or not
  • Length
    • Shorter meetings prevent screen-fatigue
    • Virtual format doesn’t translate well into all day sessions
    • Limit to less than 2-3 hours at a time
    • Consider multiple sessions, across multiple days, instead of lengthy sessions
    • Schedule more breaks
  • Attendance
    • Fewer people (< 20) leads to increased engagement and ease of facilitation

Etiquette

When in a remote setting, professional etiquette is often the first to go.  Control must be applied consistently for everyone in attendance.  An effective way to establish a professional setting is for the host/facilitator to lead by example.  Overcoming common distractions (pets, housework, demanding children, and flashing words on the computers screen) will help facilitate proper etiquette in a virtual workplace.

  • Host Etiquette
    • Clearly establish the session norms (rules)
      • Hold everyone accountable
    • Review the agenda at the beginning
    • Avoid scope-creep
      • Don’t spend time on topics outside of the agenda
      • Discourage side-bars
      • Suggest taking off-topic conversations “off-line”
    • Timing
      • Start and end meetings on time
      • Avoid catching-up late attendees
      • Consider creating a follow-up meeting if sessions run long
      • Have a time-keeper
      • Create a timed agenda
      • Include time to introduce guest speakers
  • Attendee Etiquette
    • Remove external distractions (auto screen notification, cell phone noises)
    • Remain on mute unless actively speaking
    • Verify name is correct in the participant window
    • Avoid interrupting speaker
        • Wait for a pause in the conversation
        • Use the chat feature

Engagement

Virtual sessions must accomplish everything that an onsite meeting would and attendees can experience screen-fatigue due to the tedious nature of online sessions. These best practices will help you craft strategies to maximize the engagement for all attendees.

  • Use attendees’ names
  • Have multiple communication outlets available
    • Unmute
    • Chat
    • Annotate
    • Raise hands
  • Activate video to enable eye-contact
  • Utilize multiple media to avoid boredom
    • Kahoot
    • Mural
    • PollingEveryWhere
    • Gimkit
    • PowerPoint Live
    • Microsoft Forms
    • Whiteboard
    • QR Codes
    • Quizzes & Polls
    • Slidesmania
    • PearDeck
    • Congregate.live
  • Consider presentation style
    • Less words on a slide
    • Graphics
    • Avoid multiple transitions and excessive use of animation
    • Fonts are easy to read
    • Color scheme
      • Don’t use clashing colors
      • Ensure font and background color makes text legible
      • Be cognizant that not everyone’s monitor presents colors the same way
  • Stretch break
  • Keep updated on latest tools, delivery methods, and resources
  • Utilize rewards to encourage participation
  • Use open-ended questions to facilitate discussion
  • Encourage attendees to share their experiences and opinions
  • Summarize and reemphasize important points

Facilitation

Planning is imperative to an effective, online session, but implementation is where the rubber meets the road.  Careful thought needs to go into running your meeting to ensure effective communication, attendee engagement, and strive to continuously improve this process.

  • Establish a facilitator or scribe outside the session leader
    • Monitor the chat
    • Troubleshoot issues (muting)
    • Alert leader/instructor
  • Consider saving the “chat” discussion for meeting notes
  • Your phone or tablet’s camera can be used as a scanner
  • Summarize action items before concluding
  • Solicited feedback via survey
    • Limit to 3-5 questions
    • User friendly format
    • Request completion prior to leaving session
    • Utilize input for continuous improvement

Security

During the pandemic, vulnerabilities in virtual security became very clear.  Instances of unauthorized attendees in confidential meetings and cases of “Zoom-bombing” were all over social media.  Care needs to be given to protecting the integrity of your online session.

  • Be cognizant of unauthorized attendees (Zoom-bombing)
  • Restrict unauthorized calendar invite sharing
  • Verify attendee identification for confidential sessions or virtual exams
    • Require use of work email addresses for calendar invites
    • Visual identification can be established by having the attendee hold-up their picture ID to the webcam
  • Use passwords
  • Don’t publish the meeting link on social media, magazines, newspapers, website, whitepapers, etc.
  • Appreciate that different companies have varying levels of control and specific security stipulations
  • Lock session

Clear communication is imperative for business meetings, trainings, and everyday correspondence.  Although circumstances have forced wide-spread adoption of virtual interactions, this remote communication will likely continue even after normalcy resumes.  Misunderstandings are easily prevented through thoughtful planning and consistent implementation.  These best practices can greatly contribute to increased engagement and effective communication, even in a virtual setting.

By Jennifer Stone and Wendy White, with the Georgia Manufacturing Extension Partnership

Filed Under: Blog Tagged With: Technology

Shift Schedule Considerations

August 11, 2020 By

There is little academic research as to the advantage or disadvantages of a 4-day; 10-hour (4/10) shift versus a 5-day; 8-hour (5/8) shift. When determining the best shift schedule for your operation, there are multiple things that you should consider. These include things such as employee desire, customer demand, efficiencies, and safety.

Key Considerations
Employee Desire
Statistics from the Society for Human Resource Management indicate that 31 percent of employees were in a compressed workweek schedule such as a 4/10 shift and a wide majority find it favorable. Wadsworth & Facer (2008) show that more than 70% of employees favor 4/10 schedules. Additionally, 2008, researchers from Brigham Young University conducted a series of surveys and found that about four-fifths of the employees reported a positive experience working that type of schedule. Surveyed employees listed improved morale, work-family balance, more daylight for leisure, time for second jobs, reduced commute time, and lower cost for travel and child-care as 4/10 benefits.

Customers and Suppliers
Customers
The pace of customer demand must also be considered when changing shift schedules. Customers may need to adjust their ordering cycle to adjust to your new schedule. If you are shifting from a 5/8 to a 4/10 schedule, you must consider the additional 2-hours of work per day. Does your order flow or work schedule provide 10-hours of work per day at the current pace? If you are considering a switch from 4/10 to 5/8, can the work be spread across the additional day and still meet your customer’s order flow?

Suppliers
You must also consider when your suppliers make deliveries. If you are moving to a compressed workweek, Just-In-Time inventory policies may need to be adjusted to ensure a sufficient supply of materials. This may mean changing order quantities and delivery dates. Also, your warehousing requirements may increase by at least 20%. Ensure you have sufficient space for the additional materials, or you may need to schedule multiple daily deliveries. If you are considering a move from 4/10 to 5/8 you may have to schedule additional deliveries.

Productivity
When evaluating productivity, few studies that overcome the problems of differences in the workforce or work practices. However, most of the data does not indicate productivity improvement differences between a 5/8 and 4/10 schedule. Companies must perform this analysis themselves over time to see how the different shift schedules affect the productivity of their workforce.

Employees can save money on transportation during a compressed work-week and companies may see a reduction in overhead such as electricity and water as the operation is maintained one fewer day per week.

An additional consideration is the condition of the equipment. Equipment that has been conditioned to run 8-hours a day would run 10 under a compressed 4/10 schedule. Maintenance plans and schedules may have to be adjusted along with the shift.

Smaller groups
Smaller support groups such as cleaning crew, maintenance, and the warehouse have been shown to have a slight increase in productivity when shifting to a compressed scheduled. The off-day in a 4/10 schedule allows these groups to perform some of their activities during times the operation is not running.

Safety
There is little data to suggest increased safety concerns in a 5/8 versus a 4/10 schedule. However, Dembe (2017) points to a variety of studies on the potential dangers that can occur as the result of the additional risks created when work demands exceed a certain threshold. Most of these studies suggest that the dangers are most pronounced when people regularly work more than 12 hours per day or 60 hours per week. Dembe (2005) found that the risk of suffering an industrial accident is raised by 37 percent for employees working more than 12 hours in a day. The risk is 61 percent higher for people in “overtime” shifts. Working more than 60 hours in a week is related to an additional injury risk of 23 percent. As the hours worked in those schedules increase, the risks grow accordingly.

Considerations when changing a shift schedule
Before you change from a 5/8 to a 4/10 or from a 4/10 to a 5/8, the research suggests that there be a program worked out in advance by both managers and employees. All concerned parties must be involved in the decision-making process and that there must be clear explanations as to why things may need to change.

Try starting slowly and implement one four-day work-week a month or one five-day work work-week a month. That will allow time to solicit feedback from your employees and customers. It will also allow time to adjust schedules for shipments and deliveries. During this time, you should monitor employee productivity to make sure goals are still being met.

Considerations when adding a second or third shift
Before adding a second or third shift to an operation, please consider the fact that multiple shifts may result in higher overall costs that are required for shift premiums, nighttime lighting, quality control, and safety measures. Research has also identified that the utilization of evening and night shifts causes higher rates of labor turn-over and absenteeism that could lead to project delays and cost overruns.

In addition, productivity across different shifts can vary greatly. This reduction reflects on a number of underlying factors, including less experienced employees, a disturbed social life, shortened and disturbed sleep, and disrupted circadian rhythm.

Figure 1 below shows the relative performance across a 24-hour day with the worst efficiencies seen from midnight to 6am.

Figure 1: Industrial performance efficiency over the 24-hour day


Note. Reprinted from “Shift work, safety, and productivity”, by Folkard, Simon and Tucker, Philip., Occupational Medicine, Volume 53, p. 96.

Conclusion
Changing or adding shifts can have a great impact on employee morale, efficiency, and safety. By considering the factors mentioned in this report, you can make the transition smoother for your organization.

References
Dembe, A. (n.d.). No, we shouldn’t switch to a four-day Work-week. Slate Magazine. https://slate.com/business/2017/09/you-dont-want-a-four-day-workweek.html
Dembe, A. E. (2005). The impact of overtime and long work hours on occupational injuries and illnesses: New evidence from the United States. Occupational and Environmental Medicine, 62(9), 588-597. https://doi.org/10.1136/oem.2004.016667
Facer, R. L., & Wadsworth, L. (2008). Alternative work schedules and work–family balance. Review of Public Personnel Administration, 28(2), 166-177. https://doi.org/10.1177/0734371×08315138
Folkard, S. (2003). Shift work, safety and productivity. Occupational Medicine, 53(2), 95-101. https://doi.org/10.1093/occmed/kqg047

By Ben Cheeks, with the Georgia Manufacturing Extension Partnership

Filed Under: Blog Tagged With: Automotive, Energy and Environmental, Food Industry, Leadership, Lean and Process Improvement, News, Technology, Workforce Development

Georgia Manufacturers Have a Story to Tell – GaMEP Client Survey

July 22, 2020 By

Ga Manufacturers have a story to tell

Ga Manufaturers have a story to tell

During the next month, the Georgia Manufacturing Quarterly Survey will be delivered to companies across the state. This survey is a key benchmark that provides us with critical information on Georgia manufacturers’ problems, needs, and business performance. Through a third-party administered survey, we ask our clients to answer questions that will help evaluate the quality and usefulness of our services and the impact the assistance of GaMEP has had on their business.

By telling their story, companies can showcase the results of our partnership and work, so that we can continue to receive vital funding that helps us provide integral, low-cost services to manufacturers across the state. Companies self-report the results of working with the GaMEP, highlighting the impacts around cost savings, sales, and job creation or savings, that have been a direct result of projects within the plants.

GaMEP knows that these improvements leave a lasting impact, and each year we work with more than 800 manufacturers to advance the state’s economic impact. In the last year we have helped manufacturers reduce operating costs by $121 million, increase new and retained sales by $317 million, created and retained 2,074 jobs, and helped our clients make $159 million in plant investments to improve their operational efficiencies.

Many clients want to share their impacts with the GaMEP.  Through an interview process, we capture their results and create client success stories. These stories are a great way for companies to share their journey and outcomes. We then send the stories to our national sponsor, post on our website and social media channels, promoting the company and GaMEP’s impact. We, as a team, get excited to tell these stories and celebrate the wins, as it helps fulfill our mission of enhancing global competitiveness for Georgia manufacturers.

By showcasing the positive performance of our clients, we can attract more manufacturers to our state, build a reputation as the No. 1 resource for manufacturing excellence, and continue to grow and advance an environment that supports small to mid-size manufacturing companies.

The next survey period is active and runs from July 13 to August 19.

Here are a couple helpful tips for completing the survey:

  • Manufacturers will only need to complete one survey per year. If GaMEP has completed multiple projects, your Regional Manager will work with you to combine the impacts of all completed projects into one survey report.
  • During the survey period, your Regional Manager or Project Manager will be in touch to verify the appropriate contact and share more information about the survey process.
  • On the first day of survey period, the contact will receive a unique survey link via email from: moc.yevrustneilcpemnull@troppus.
  • Only one survey response is allowed by each company.
  • Clients should consider the totality of the impacts they have achieved in working with GaMEP and how those impacts have cumulatively been expressed in the last six-twelve months in results.

If you’d like to see some of the stories shared by other GaMEP clients, please visit the Success Story page on our website. Contact your Regional Manager with any questions, or if you are interested in having a success story written about a project we’ve completed with your team, contact GaMEP’s Marketing Strategist, Raine Hyde.

By Raine Hyde, with the Georgia Manufacturing Extension Partnership

Filed Under: Blog Tagged With: Automotive, Energy and Environmental, Food Industry, Leadership, Lean and Process Improvement, News, Technology, Workforce Development

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