Ergonomics and Quality Tradeoffs in Lean Manufacturing. Organizations: A Framework for Integration I E M S

Transcription

1 Ergonomics and Quality Tradeoffs in Lean Manufacturing I E M S Organizations: A Framework for Integration Ana M. Ferreras Lesia L. Crumpton-Young, Ph.D. Ahmad K. Elshennawy, Ph.D.

2 Company Success PROFIT PRODUCTIVITY Ergonomics Safety Efficiency Employee Morale Quality

3 Limited View WILL HURT THE COMPANY PROFIT PRODUCTIVITY Ergonomics Safety Efficiency Quality Employee Morale

4 Evolution of the Quality Area Quality Area Inspection Quality Control (QC) Quality Assurance (QA) Quality Management (QM) Total Quality Control(TQC) Total Quality Management (TQM) Six Sigma Lean Manufacturing Lean - Six Sigma

5 Quality Philosophy ANY and EVERY INFLUENCE on production, whether it be material selection, tolerances, design, tooling, process testing procedures, process specifications, standard operating procedures, management operational procedures, management dictates, management policy, or restrictions and roadblocks, is open to reevaluation if it negatively impacts timely and cost-effective quality production.

6 Deming s 14 points for management 1. Create and publish to all employees a statement of the aims and the purposes of the company or other organization. 2. Learn the new philosophy, top management and everybody. 3. Understand the purpose of inspection, for improvement of processes and reduction of costs.

7 Deming s 14 points for management 4. End the practice of awarding business on the basis of price tag alone. 5. Improve constantly and forever the system of production and service. 6. Institute training. 7. Teach and institute leadership. 8. Drive out fear. Create trust. Create a climate for innovation.

8 Deming s 14 points for management 9. Optimize toward the aims and purposes of the company and efforts of teams, groups, staff areas. 10. Eliminate exhortations for the work force. 11. (a) Eliminate numerical quotas for production. Instead, learn and institute methods for improvement. 11. (b) Eliminate M.B.O. Instead, learn the capabilities of processes, and how to improve them.

9 Deming s 14 points for management 12. Remove barriers that rob people of pride of workmanship. 13. Encourage education and selfimprovement for everyone. 14. Take Action to accomplish the transformation.

10 Successful Ergonomics Program Statistics In Prism, Arthur D. Little s quarterly management journal, in a survey conducted with 45 organizations who actively implemented ergonomics programs, 70% of these companies reported productivity increases and 30% reported increases in product quality. In addition, more than three-quarters reported decreases in workers compensation or medical costs. Other examples include: Serta/Adam West mattress manufacturers used ergonomics to redesign a manufacturing sequence and boosted productivity by 50% and decreased workers compensation cost from injuries by 71%. Games manufacturer Milton Bradley used ergonomics to reconfigure its packaging lines, modify cartons and train workers in package insertion, resulting in a 90% improvement in product quality.

11 Successful Ergonomics Program Statistics Ergonomists helped Fisher-Price redesign a manufacturing process and the product itself, resulting in reduced costs of 11 cents per product. In addition, the company eliminated a lifting task, saving the company $33,000 the first year, and then saved another $17,000 by eliminating two fasteners. They also cut product changeover time by 20% through modifying the way tools were supported. An automotive parts manufacturing facility reduced its workers compensation costs by 75% over a three-year period and received an award for most improved safety record.

12 Indicators of Ergonomic Problems/Concerns Large number of rejects Frequent mistakes made by operators High amount of material waste Frequent complaining by employees Low production output High absenteeism Frequent accidents and injuries

13 Why Ergonomics? Increased Productivity Regulatory Emphasis Quality of Work Life Money Improved Work Methods Increased Efficiency Quality of Products

14 Elements of a Complete Ergonomics Program Management leadership and employee participation Hazard information and reporting Job hazard analysis and control Training CTD management Program evaluation

15 Quality and Ergonomics Trilogy Quality Improvement Quality Control Quality Planning Ergonomics Improvement Ergonomics Control Ergonomics Planning

16 Management Process Management Quality Ergonomics Process Event/Action Steps 1. Endorsement by top management/written policy statement require 1. Endorsement by top management/written policy statement require 2. Identify quality manager 2. Identify ergonomics coordinator 3. Organize quality committee 3. Organize ergonomics committee 4. Determine priorities/strategies/timelines 4. Determine priorities/strategies/timelines 5. Train staff, supervisors and workers 5. Set up an ergonomics library 6. Organize quality team with area responsibilities Problem Solving Equivalent Management leadership and employee participation 6. Organize ergonomics team with area responsibilities 7. Train staff, supervisors and workers 8. Advertise results and solicit more employee input 9. Assess the program Management leadership and employee participation

17 DMAIC Define Step DMAIC Step Quality Ergonomics Define Event/Action Steps Problem Solving Equivalent 1. Project goal setting 1. Discuss with supervisory people to obtain information 2. Determine project scope 2. Information collected from worker 3. Identify stakeholders 3. Identify factors and concerns 4. Select team and launch the project 5. Create project plan Problem definition and understanding Hazard information and reporting

18 DMAIC Measure Step DMAIC Step Quality Ergonomics Measure Event/Action Steps 1. Define the current process 1. Analyze existing data 2. Address high-leverage opportunities and confirm customer requirements 3. Gather initial data and determine current performance 2. Perform ergonomic evaluations ofwork tasks and work environment 3. Develop in-house ergonomic resources for doing ergonomic training Problem Solving Equivalent 4. Stratify data 4. Quantify how bad the problem is 5. Perform a cost of quality analysis 6. Develop problem statement and project scorecard Problem cause generation, measurement, and data collection 1. Hazard information and reporting 2. Job hazard analysis and control

19 DMAIC Analyze Step DMAIC Step Quality Ergonomics Analyze Event/Action Steps 1. Develop cause & effect hypotheses 1. Initial problem analysis Problem Solving Equivalent 2. Gather casual data 2. Investigate and quantify job requirements 3. Determine and validate root cause 3. Analysis of human performance and physiological response Problem and possible cause analysis Job hazard analysis and control

20 DMAIC Improve Step DMAIC Step Quality Ergonomics Improve Event/Action Steps 1. Identify breakthroughs & select 1. Design or redesign strategies practical approaches 2. Perform cost/benefit analysis 2. Implement ergonomic intervention 3. Design future state 3. Establish medical control policies 4. Establish performance targets and project scorecard 4. Employee education and awareness courses on ergonomics 5. Gain approval to implement 5. Train management, supervision, and workers in correct methods 6. Train and execute 6. Educate workers about sources of problems 7. Measure results & develop control methods, manage change 7. Provide training on "how to use" new products and "why they should be used" Problem Solving Equivalent Improvement-oriented activities 1. Job hazard analysis and control 2. Training

21 DMAIC- Control Step DMAIC Step Quality Ergonomics Control Event/Action Steps Problem Solving Equivalent 1. Report scorecard data & create 1. Engineering control focus on work process control plan environment 2. Apply P-D-C-A process 2. Administrative controls change work procedures or methods 3. Identify replication opportunities 3. Educate employees about occurrence of CTDs and operation of new equipment 4. Develop future plans 4. Medical protocol Control-oriented activites CTD Manegement

22 Continuous Improvement Continuous Quality Ergonomics Improvement Event/Action Steps 1. Control the process 1. Reduction of Injuries 2. Identify lessons learned 2. Improvement in Productivity 3. Compliance with Federal Regulations 4. Cost Savings 5. Work Task Redesigned 6. Employee Discomfort reduced 7. Employee Complaints reduced 8. Employee Buy-IN 9. Management Buy-IN 10. Employee Involvement 11. Effectiveness of Training Programs 12. Increased Understanding of Ergonomics among persons in the organization Problem Solving Equivalent Control oriented activities Program evaluation

23 Conclusion Relationship between ergonomics and quality factors New ergonomics need related to the area of quality has been identified (Quality of products) Parallel implementation and interrelationship between quality and ergonomics programs DMAIC tool can be expanded to consider both the ergonomics and quality issues/concerns

24 Questions