Table Of ContentOccupational Health and Safety E
Safety
N
G
Safety
L
I
S
H Performance
Performance
S
in a Lean
a in a Lean
f
Environment e
t
y
Environment
P
As changing customer demands and shifting world markets continue to put a strain on
e
businesses in all sectors, your business needs every advantage to stay competitive.
r
Many people may think of lean processes as suitable only for the manufacturing floor,
f
but that couldn’t be further from the truth. Safety Performance in a Lean Environment: o
r
A Guide to Building Safety into a Process demonstrates how lean tools can eliminate A GUIDE TO BUILDING SAFETY INTO A PROCESS
m
waste in your safety program, making it an important piece not only in keeping your
organization safe but also in keeping it globally competitive. a
n
Written by safety pro Paul F. English, this book explores tools such as lean manufacturing, c
DMAIC processes, and Kepner-Tregoe problem solving and how to use them to increase e
efficiency and eliminate waste in safety programs. He discusses value-based manage-
i
n
ment, a technique identified as a leading business model for any organization wanting
to catch “The Toyota Way.” He helps you build, incorporate, and sustain a safety a
program and understand how to get and maintain a foothold for the safety program in
L
times of change.
e
a
Here’s what you get:
n
• Real safety solutions for a lean environment
E
• Methods for setting up standard work for EHS professionals
n
• How-tos for JSA and pre-task analysis to help develop standardized work
v
• Tips and tricks that everyone can use to jump start a stalled safety program i
r
o
There is no book currently on the market that discusses lean manufacturing or Six Sigma n
processes and links them to the occupational safety or environmental science. Yet these m
are the areas where the need for lean processes is becoming acute. English demonstrates
e
how to anticipate paradigm shifts in management models and how environmental health
n
and safety fits into the model.
t
K11119
PA U L F. E N G L I S H
K11119_Cover_mech.indd 1 10/21/11 10:11 AM
Safety
Performance
in a Lean
Environment
A Guide to BuildinG SAfety into A ProceSS
Series Editor
Thomas D. Schneid
Eastern Kentucky University
Richmond, Kentucky
Published Titles
Corporate Safety Compliance: OSHA, Ethics, and the Law
Thomas D. Schneid
Creative Safety Solutions
Thomas D. Schneid
Disaster Management and Preparedness
Thomas D. Schneid and Larry R. Collins
Labor and Employment Issues for the Safety Professional
Thomas D. Schneid
Loss Control Auditing: A Guide for Conducting Fire, Safety, and Security Audits
E. Scott Dunlap
Loss Prevention and Safety Control: Terms and Definitions
Dennis P. Nolan
Managing Workers’ Compensation: A Guide to Injury Reduction
and Effective Claim Management
Keith R. Wertz and James J. Bryant
Motor Carrier Safety: A Guide to Regulatory Compliance
E. Scott Dunlap
Occupational Health Guide to Violence in the Workplace
Thomas D. Schneid
Physical Hazards of the Workplace
Larry R. Collins and Thomas D. Schneid
Safety Performance in a Lean Environment: A Guide to
Building Safety into a Process
Paul F. English
Forthcoming Titles
The Comprehensive Handbook of School Safety
E. Scott Dunlap
Discrimination Law Issues for the Safety Professional
Thomas D. Schneid
Workplace Safety and Health: Assessing Current Practices and
Promoting Change in the Profession
Thomas D. Schneid
TThhiiss ppaaggee iinntteennttiioonnaallllyy lleefftt bbllaannkk
Safety
Performance
in a Lean
Environment
A Guide to BuildinG SAfety into A ProceSS
Pa u l F. E n g l i s h
Boca Raton London New York
CRC Press is an imprint of the
Taylor & Francis Group, an informa business
CRC Press
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© 2012 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: 20111025
International Standard Book Number-13: 978-1-4398-2113-8 (eBook - PDF)
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Dedication
This book is dedicated to my wife and children for the unwavering support in
my life and career. Each day is a roller coaster that I would never get off. To my
wife, Stacy, thank you for all the love and support anyone could possibly have. To
my oldest, Madeline, who challenges my wit even at 10 years old. To the greatest
negotiator I know, my oldest boy, Donald Callan, who really needs to go into sales
when he gets older. To Elizabeth, the quietest one of the bunch, who seems to tol-
erate all the craziness in our house. To Owen, the youngest, most fearless of all the
kids, willing to try anything once and usually does. Thank you and I love you all.
TThhiiss ppaaggee iinntteennttiioonnaallllyy lleefftt bbllaannkk
Contents
Foreword ................................................................................................................xiii
Acknowledgments ....................................................................................................xv
The Author .............................................................................................................xvii
Chapter 1 Management Models and Lean Processes ...........................................1
Henry Ford and the Ford Motor Company, Mass Production ..............1
Alfred Sloan and General Motors Corporation, Mass
Production—High Variation ................................................................2
Edward Deming and Total Quality Management ................................3
The Deming System of Profound Knowledge .................................4
Origin of the 14 Points.....................................................................4
Eiji Toyoda and Toyota Production System, TPS—Modern-Day
Lean Management ................................................................................5
Management Processes ........................................................................6
Balanced Scorecards ..........................................................................12
The Learning and Growth Perspective .........................................13
The Business Process Perspective .................................................13
The Customer Perspective .............................................................13
The Financial Perspective .............................................................13
Benchmarking ....................................................................................14
Span of Control ..................................................................................14
Social Management ............................................................................15
Value-Based Management ..................................................................15
Works Cited ........................................................................................16
Chapter 2 Planning, Decision Making, and Problem Solving ............................19
Strategic and Tactical Planning ..........................................................19
Does Your Plan Plan for the Unexpected? ....................................19
Strategic Planning for Environmental Health and Safety ..................20
Specific Questions and Areas under the PEP Evaluation ..............21
SWOT Analysis .............................................................................29
Foundations of Decision Making .......................................................30
5-Why Analysis .............................................................................32
Six Sigma and the DMAIC Process ...................................................33
Six Sigma for Environmental Health and Safety ..........................34
Kepner-Tregoe Problem Solving ........................................................37
Root Cause Analysis and Incident Investigation—Case Study
of Ford Motor Company .....................................................................38
Works Cited ........................................................................................47
ix
