Safety and Ergonomics

integration into Continuous

Improvement (CI)

A Continuous Improvement

Journey

Our CI Journey -2011

• CI Journey kicked off in August 2011

• Established site Executive Steering Committee

• Established site CI website

o Created a CI Vision and Mission statements

• Created site CI metrics o 4 Key Performance Indicators

o Performance metrics established for individual kaizen events

2

Creating a “Continuous Improvement” culture

Our CI Journey -2012

• 13 CI Projects (includes December Quick Win)(20 total since Aug 2011)o 6 =“Quick Wins”o 5 =Kaizen events (including 2 Value Stream Mapping kaizen events)o 85 = participants (123 TM participation (65%) since Aug 2011)o Site strategic Value Stream Mapping kaizen event with Leadership teamo Numerous Daily improvements initiated and completed by team memberso Integrated Safety/Ergonomics into Improvement projects

• CI Communicationso Creation of CI Web site (Mission and Vision)o Company meeting CI updates by project team memberso CI Project report-outs

• CI Trainingo Executive CI training (Site Leadership team)o Quarterly Site CI training (increasing CI awareness and education)o New Hire Orientation (integrating CI into the culture)o CI Functional core team (Greater CI capacity and capability)

Creating a “Continuous Improvement” culture

Creating CI “Capability and Capacity”

4

Training Code Training Title Training

Type

OI-0741 General Continuous Improvement (CI) History/Overview (11/8/12) ILC

OI-0742 General Waste and Value (11/8/12) ILC

OI-0743 General 5S (Workplace Organization) (11/8/12) ILC

OI-0744 General Visual Management (11/8/12) ILC

OI-0745 General CI Project Selection (11/8/12) ILC

OI-0746 General CI Project Preparation (11/8/12) ILC

OI-0747 General CI Project Execution (11/8/12) ILC

OI-0748 General CI Project Follow-up (11/8/12) ILC

OI-0749 General Good Facilitator Attributes (11/8/12) ILC

OI-0750 General Good Teacher Attributes (11/8/12) ILC

OI-0751 General Good Leader Attributes (11/8/12) ILC

Training Code Training Title Training

Type

OI-0752 General 7 Flows (11/8/12) ILC

OI-0753 General Standard Work (11/8/12) ILC

OI-0754 General Level Loading (Heijunka) (11/8/12) ILC

OI-0755 General Just-in-Time (JIT) (11/8/12) ILC

OI-0756 General Mistake-Proofing (11/8/12) ILC

OI-0757 General CI Project #1-Quick Win ILC

Training Code Training Title Training Type OI-0758 General Ergonomics (11/8/12) ILC OI-0759 General Value Stream Mapping (11/8/12) ILC OI-0760 General Administrative Kaizen (11/8/12) ILC OI-0761 General Production Preparation Process (3P) (11/8/12) ILC OI-0762 General CI Project #2 (cross-functional) (11/8/12) ILC OI-0763 General CI Site initiative ILC

Continuous Improvement (CI) Specialist training curriculum

Basic Curriculum

Intermediate Curriculum

Advanced Curriculum

• 15 CI team members

• 26 weeks

• 62 sessions

• Theory and

application

• JQR’s for each phase

of training

CI Team

member

projects

“Quick Win”

project

CI initiative

Kaizen event

Our CI Journey -2013

• Continue to drive process improvements through “Quick Wins”,

Daily improvements, and kaizen events

o Continuation of integrating Safety/Ergonomics into

Improvement projects

• Develop site CI awareness and knowledge

o Quarterly CI Training sessions

o New Hire Orientation

• Develop greater CI capacity and capability

o “Learn”, “Do”, “Coach” methodology

o CI project implementation and report outs by CI Core team

o Continued “daily improvement” efforts

o Selection of CI projects using ROI as a key criteriaCreating a “Continuous Improvement” culture

CI Journey Update - Timeline

6

• Improvement focus on

“fundamentals”- 5S and

Waste elimination

• “Quick Wins”-usually

functional (1 group)

• TM Buy-in/Ownership

• “CI Awareness”

• TM project participation

• CI Education and training-

”Learn” (project specific)

• Identification of safety/

Ergonomic improvements

(task)

• Improvement focus on

“Stabilizing and

Standardizing” processes

• CI functional core team (CI

Change agents)

• Site-wide CI training

• “There can be no

improvement without a

standard”

• Implementation of safety/

Ergonomic “quick win”

projects (team member’s

job workstation)

• Improvement focus on substantial

“quantum leap” improvements

• Enterprise focused Kaizen Events

(VSM process) (multi-groups-internal

and external)

• TM’s “Coach” others• CI is integrated into business functions

on a daily basis (built into culture)

• Metrics are the standard in measuring

results/sustainability

• Implementation of safety/Ergonomic

kaizen events (larger project area-

multiple Manufacturing suites)

August 2011-June 2012 July 2012-Dec 2013 Jan 2014-Future

Note: Timeline dates are estimates

Process Improvement

Process Stability and

Standardization“Creating traction”

Our Vision:"We deliver exceptional customer value, ONE

improvement at a time."

Site Continuous Improvement

Our Mission:“Leverage the power of our team member's creativity and the

Continuous Improvement principles to increase the

effectiveness and value of our products and services to our

customers.”

Improvement overview

8

0

20

40

60

80

100

120

140

CI projects/ kaizenevents completed

CI team memberparticipation

January

2012 YTD

Since August 2011

2013

123

85

00

Kaizen events=6

Quick wins=14

70% of all site employees have participated in a

Kaizen event or Quick win since August 2011

Projects have been

sustaining their

gains

9

Continuous Improvement Metrics

Area # KPI Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec YTD

Budget ≥ 2 ≥ 8

Target ≥ 3 ≥ 12

Actual N/A 1 1 1 1 0 0 1 1 0 1 1 8

Budget ≥ 1 ≥ 3

Target ≥ 2 ≥ 6

Actual 1 1 0 1 0 0 5

Budget 80% N/A 80% 80% 80% 80% 80% 80%

Target 100% N/A 100% 100% 100% 100% 100% 100%

Actual N/A 100% 100% 100% 100% 100% 100%

Budget ≥ 2 ≥ 8

Target ≥ 3 ≥ 12

Actual N/A 1 1 1 1 1 1 1 1 2 1 1 12

Leadership

team Value

Stream

Mapping event

Kaizen events2

3

Setpoint

Process

& People

1

Ergonomic/

Safety

Improvements

4

Quick Win

projects

≥ 2

≥ 3

≥ 2

≥ 3

N/A

≥ 2

≥ 3

≥ 2

≥ 3

≥ 2 ≥ 2 ≥ 2 ≥ 2

N/A

N/A

N/A

2

≥ 3 ≥ 3 ≥ 3 ≥ 3

N/A ≥ 1 ≥ 1 ≥ 1

N/A ≥ 2 ≥ 2 ≥ 2

Safety and ergonomics

metrics are integrated

into CI infrastructure

Safety/Ergonomics KPI is being measured

in 2013!!!

Our CI Journey-Benefits

Reduction in the risks for Safety injuries and illnesses (identifying and

eliminating unsafe acts and conditions)

Improved material and information flow

Improved workplace organization (5S)-cleanliness and orderliness

Improved morale and job satisfaction

Reduced process complexity and rework

Standardization of processes

10

Our CI Journey-Lessons Learned

11

• “Incremental improvements tend to be more sustainable than “quantum leap”

changes

• Culture change is like moving an aircraft carrier-”it is difficult to start a new

culture, but once it is started, it is hard stop it”

• To gain buy-in and ownership, team members need to see and believe that the

change will have a benefit for them, not just the company (WIIFM).

• Leadership commitment and sponsorship are critical to an organization’s CI

success and sustainability

• Keep things simple!!! Educate and give team members the opportunity to utilize

their skills and creativity in developing solutions- They are the process experts!!!

• Continuous Improvement needs to work in tandem with Safety/Ergonomics

improvements in order to create/sustain a “world-class” work environment

“Every method available for man-hour reduction to reduce

cost must, of course, be pursued vigorously:

BUT we must never forget that Safety is the

“foundation” of all of our activities.

Never be satisfied with inaction. Question and redefine your

purpose to attain progress”

Taiichi Ohno – Father of the Toyota Production System

An example of a Continuous

Improvement (CI)

project (with

Safety/Ergonomic focus)

Who is involved in a improvement project/event?

• Sponsor- Senior Manager of project improvement area• Commits to supporting the project, allocation of resources, and removal of

obstacles, if required.

• Champion- Usually the Manager, Supervisor or Lead for a project

improvement area• Ensures that the project team is focused on meeting objectives

• Responsible for any follow-up or sustainability actions once the project is

completed.

• Process owner(s)- The team members who will be creating the solutions

during the improvement project

Your role!!!

• Participate - be involved & engaged

• Interact – ask questions & share

experiences

• Don’t be afraid to think “outside the box”-

Creativity generates ideas and solutions

•Don’t ask why we can’t but why we can!

•Be change agents to help sustain the

gains

•Relax – and have fun!

What can you

do?

Expectations

Improvement project/event

The Emotional Flow

EventStart

EventEnd

HighExpectations Realization of

effort and

complexity

Despair

Light atthe end of

the tunnel

Better than Before

Breakthrough

Moo

d

Date:Workshop Area:

Team / Resources

Takt Time Calculation

Process Information

Current Situation

Objectives

Theme

Byron K.-Sponsor-AFD

Anita C.-Team Leader-AFD

Cory S.-Co-Team Leader-AFD

Janette M-Process Owner-AFD

Carolina V-Process Owner-AFD

Not Applicable

•Chemical hood process lacks standardization documentation for

consistent and predictable process flow (i.e. stand work/S.O.P’s)

•Mixing process creates an ergonomic risks

•Project area is disorganized creating trip hazard risks

•Process lacks defined roles and responsibilities

•Chemical hood process lacks visual controls for identifying defects

and abnormalities

•5S readiness levels in the area are considered substandard and

can result in potential for cross-contamination, impedes flow,

negative visibility to clients touring lab and ergonomic risks.

Improving 5S/Visual Controls-

Ergonomics

Boundaries: Room 128 Chemical Hoods (North and South)

•Create guidelines and expectations that document and support the Chemical

Hood process

•Conduct an ergonomics evaluation

•Create solution to eliminate trip hazard risks

•Create visual controls (i.e. Hood Checklist with guidelines, Visual aid

standard (acceptable vs. not acceptable)

•Improve 5S readiness levels through sorting and simplifying area

•Identify 1 safety/ergonomics issue with resolution

Workshop No.: Oct 3, 2011AFD-Chemical Hood process QW-02-11

Chemical

Hood

process

Sample CI Project scoping

document-

safety/ergonomics are

built into objectives

“Pain points”

Start Target Day 1 Day 2 Day 3 Day 4End

Result

% Change

# Team Members

Total Operator Cycle Time

Lead Time Through Process

Inventory

Space (square feet)

Walk Distance (total feet)

CI project/eventResults Sheet

Functional area

Process Name

Project/Event Theme

Project/event Number

Team Leader

Safety/Ergonomics items to be

addressed:_______________________________________

Parts Transport Distance

Volume per day

Productivity

Quality

All Data represents one shift

Date

Safety/Ergonomics metrics (KPI’s) linked

to improvement projects

BRIEF Score

BEST Score

27 9

58 25

• TM using hand as a fixture for holding bracket during soldering operations

• TM workstation is not adjustable causing TM extensive stretching and bending

• Pinchpoints identified at corner of materials rack

66%

57%

19

Project Opportunities-”pain points”

• Team members perform extensive bending and lifting while performing job

• Work station design is poor creating safety risks (pinch points) and

ergonomic risks (reaching)

• Residual standing water on floor causing a slip hazard

• Team member using their hand as a fixture while bending material

• Team member inadequately protected (PPE) while performing hot work

(i.e. welding)

• No training exists for performing job duties, use of tools, and

• No ergonomics or safety assessment and analysis conducted in area

20

Ergonomics Root Cause Worksheet

21

Prioritization matrix (impact/effort)

22

Desired attributes

• Redesign workstation, integrating safety and ergonomics

consideration

• Create a slip and trip hazard free working environment

• Create fixtures for material handling when working in hot and old

environments

• Establish training for how to safely perform job duties

• Conduct ergonomics or safety assessment and analysis for

each job

Project/Event Action Items (Kaizen Newspaper)

WhatAction Steps

WhoPrimary / Support

By When% Complete / Completion Date

Status

100%

75% 50%

25%

100%

75% 50%

25%

100%

75% 50%

25%

100%

75% 50%

25%

100%

75% 50%

25%

Install lift device for transferring product

from floor to mixer Bill P.2/15/2013 On track

1/8/2013 CompletedConducted ergonomics assessment of

fine soldering station and identified

ergo risks and recommendations

Kelly G.

Safety/Ergonomic

Improvement Examples

Before After

Built rack to store reels at work height. Terminal reels on the floor.

Butts up, hungry head, twist and

shout.

No place to store reels.

Electrical Sub – Terminal Reels

Engine Side Cover – Z-45

Before After

Located struts on cartButts up

Shoulders too low

Manufacturing equipment storage

Before After28

•Problem- Equipment supermarket was disorganized, difficult to find things, trip hazards (safety)

•Solution- Sorting (remove necessary from necessary) and Simplified (labeled) bin locations

•Result- Reduction in inventory, rework, and searching- SAFETY-No more trip hazards!!!

Congested and unorganized area-

trip hazard/pinch point risk

Laboratory-chemical hood area

Before After29

•Problem- Various unnecessary items were being stores on floor causing potential for trip hazard

•Solution- Removed unnecessary items

•Result- More floor space utilization, reduction of trip hazards, greater ease of access

Laboratory-chemical hood area

Before After30

•Problem- Concern relating to ergonomic risks in chemical hood area

•Solution- Conducted Ergonomic assessment-identified 3 recommendations for ergonomic improvement (Pipetting and

Reagent transfer)

•Result- Greater team member awareness and reduced ergonomic risks

No Ergonomic

assessment

Pipetting

Risk Factors Elbow - Full Extension Wrist - Radial Deviation Thumb – held in radial abduction Neck – bent >20° from the torso

Manufacturing equipment washroom

Before After31

CastorsAcid and Base cabinets on floor without

castors- unsafe to move/ impossible to

clean underneath

Process Development Laboratory-Constant Pressure Filtration

Before After Quantitative: cost, time, capacity

~ $1000/year savings

Qualitative: safety, assembly required,

ergonomics, ‘look factor’

Heavy gas bottles required to be

transferred by hand causing

safety/ergonomic concerns

Container Labeling

Before After33

Problem-

• Labeling of samples and solutions was sporadic, inconsistent, and difficult to maintain due to:

•Difficulty creating custom labels

•Risk of mixing incorrect solutions (Quality and safety)

•Lack of uniformity of labels

•Current labels difficult to remove from containers (leaves residue).

Solution-

• Custom, generic solution label that contains all necessary information; removable adhesive.

• Place small label printers in lab for creation of small quantities of custom labels (Dymo Labelwriter)

Result-

• Improved compliance with labeling requirements (NFPA diamond). Consistent and uniform labeling of all solutions and samples.

Time saved due to ease of removing new labels. Reduced risk of chemical reaction (safety)

Manufacturing-Bioreactor suite-chair improvement

Before After34

No height adjustments for

various height

requirements

(Ergonomics)

Height

adjustment

Manufacturing-Purification suite-parts cart

Before After

Had to search the room for cart

Cart was hard to maneuver around totes/tanks/hoses

Contents of the bottom bins were not visible when standing

Eliminated the need to bend and reach (Ergonomics)-Point

of use

Before36

•Problem- Multiple delivery locations, no set delivery time or expectations, items lost or delivered to wrong location, rework (B1 and

Warehouse), safety hazards, shelf-life sensitive items were occasionally at risk- Warehouse delivery time-(2 hrs/day)

•Solution- Relocated material drop off for all groups (B1) to one location. Specific delivery times and expectations, visual controls, standard

work -Warehouse delivery time-(30 mi/day)

•Result- Less time spent delivering material, 1 common pickup point, reduced expedites of Warehouse, Consistency and reduced rework

Safety

shower

station

blocked

After

Visual Controls

Standard carts-

specific to delivery

locations

Common drop-off

location with

departmental name

Totes

Before After

Layout caused excessive walking and time Tote opening-

reduced

walking (steps)

and time

Direct path

Difficult to access buffers that

are in the middle totes from

the opposite side of the room

Before (1 day) After (1 day) Before (1 year) After (1 year) % changeLabor savings

(annual)

Walk distance

(1 trip)

10,000 steps/

5000 ft= .95 mi

1000 steps

/500 ft=.095 mi237.5 miles 23.75 miles 213.75 mi (-90%)

Cycle Time

(1 trip)100 min 6 min 40 sec 417 hrs 28 hrs 389 hrs(-93%) $28,786

Assumptions=(1 trip) =50 steps, 2ft/step, 200 trips /day, 1000 steps/day, 250 working days/yr

Before=50 steps/trip, 30 sec/trip After= 5 steps/trip, 2 sec/trip

Ergo Improvements (Building Mini-Fermenters)

BEFORE AFTER38

• Constrained postures, no space for fingers

or tools

• Gloved hands slippery and awkward

• Long assembly time

• Workstation modifications

• Manual tightening of fittings

• In-line driver

Valve Turning

39

BEFORE AFTER

Tubing Removal

40

BEFORE AFTER

CI Slogans and taglines

• The most dangerous kind of waste is the

waste we do not recognize. ~Shigeo

Shingo

• If you need a new process and don't

install it, you pay for it without getting

it. ~Ken Stork

• Everything can be improved. ~Clarence

W. Barron

• Watch the little things; a small leak will

sink a great ship. ~Benjamin Franklin

• There is nothing so useless as doing

efficiently that which should not be done

at all. ~Peter F. Drucker

• Great ideas need landing gear as well as

wings. ~C.D. Jackson

• If you don't have time to do it right you

must have time to do it over. ~Author

Unknown

• Improvement usually means doing

something that we have never done

before. ~Shigeo Shingo

• We are too busy mopping the floor to

turn off the faucet. ~Author Unknown

• Don't waste time learning the "tricks of

the trade." Instead, learn the

trade. ~James Charlton

41

Summary-Critical Success Factors

42

• “Go to where the action is taking place-”Gemba” to better understand the current

situation (Get away from the office and computer) (Role Model)

• The process owners are the experts-understand their job, process, and “pain points”

(“Big ears, little mouth”)

• Identify “quick wins” in which team members can see tangible results (TM buy-in)

• Train, communicate, and coach your teams to identify safety and ergonomic risks (TM

Development)

• Help identify and remove all bottlenecks that may impact a successful implementation

(Leadership sponsorship)

• Provide the process owners the tools and opportunity to create their solutions (TM

ownership)

• Establish measures for checking improvement success (sustainability)

• Recognize accomplishments and efforts!!!

Questions?