How do you assess and improve the safety and ergonomics of your work environment using lean principles?

In my experience, it is necessary to involve two parties: operators and the hierarchical chain on the one hand and safety technicians on the other. The former to ensure the application of the 5S (most incidents occur in non-routine work) and the latter to study in detail the workplace by predicting and preventing risks. Finally, it is simply not feasible without the involvement of top management on the shop floor.

Safety is an inherent part of all work being done, not only in the lean perspective. Make safety a daily rule. It is a priority and of paramount importance.

5s based on my experience has proven to be one of the best tools if it is well implemented and the organization from top management downstream would all support the Continuous improvement or the leading team. I have also observed the challenge of maintaining the effectiveness of the tool. It is important to embed it in everyday start-of-shift and handover sessions by placing more effort into sustainability. In so doing the organization would have fewer struggles in ensuring the workstation becomes ergonomic friendly as every employee understands the importance of a safe working environment.

Before initiating any improvement process, one must know what to improve.To start with get the assessment done through safety expert covering ergonomics as well however ensure there is assigned team from shop floor with audit team to conduct the same in unison. The potential safety hazards need to be identified including the process flow & associate movement ( from his workplace ), while doing so audit assessment need to take care of previous safety audit points into consideration ( open points) .Then the team need to plan the corrective action plan with respective shop floor members & assign responsibilities with accountability to close with review by Top management (safety cant be delegated). Benchmarking practices need to be incorporated

Lean manufacturing isn't just about cutting waste, it's also about making the workplace safer and more comfortable. I start by observing and spotting any unnecessary movements or actions that could be risky. Then, I assess hazards that might affect the team. After that, it's all about involving the team to get their insights. We often use the 5S system to better organize the space and make it safer. Kaizen events are also great for brainstorming new ways to improve safety. Once changes are made, I keep an eye on them to make sure they're effective and look for more ways to get better. It's an ongoing process but one that keeps everyone safer and the operations more efficient.

Many times I have observed 5S being used as a management tool to: 1. Kick off a lean journey because it’s inclusive and easy to get started with. 2. Use as a housekeeping standard. While #1 is true and often is a good idea #2 is a common misunderstanding. The main focus of 5S should be to enable better flow of material and people in a safe and effective way throughout the workspace (manufacturing and administration).

5S methodology is very strong if implemented correctly. Apparently it is a very easy methodology but, in my experience one that fails constantly in the work environment. The reason: poor involvement of the manager in the area. “Do what I ask, but not what I do” is a common mistake. It is critical the leading by the example. Including active participation, audits and acknowledgment of su access.

I agree but now we need to emphasize to incorporate digital technology into the 5S system as it amplifies efficiency: 1 - Sort: Leverage software to categorize and prioritize digital files, removing duplicates. Use cloud storage for essential file accessibility to relevant personnel. 2 - Set in Order: Apply inventory software for labeling and QR codes for item info. 3 - Shine: Schedule automated reminders for asset maintenance and software updates. 4 - Standardize with Tech: Use digital templates and automation for uniformity. 5- Sustain: Implement analytics to gauge digital 5S adherence. Dashboards can offer real-time insights into its effectiveness.

5S is required but I like to see it as an integral part of higher value methods like SMED, TPM, etc. If the focus on 5S is too high during a lean transformation, and it's not followed up by other methodologies, the organization learns Lean = 5S = cleaning up. That's not where I want to position the lean philosophy in a company.

5S is quite basic for any industry and must be there. For Safety and Ergonomic one should focus on methodologies like RULA, REBA. For new projects this should be done at the very beginning and changes should be communicated during DAP.

Throughout my professional journey, I’ve observed a troubling trend: ergonomics often receives only superficial attention in many workplaces. However, as we move further into the digital era, we possess the tools to change this narrative fundamentally. But I strongly believe digitalization and artificial intelligence are reshaping our approach. Through real-time monitoring, AI can track human posture, predicting and linking specific health issues to poor ergonomic habits. This not only aids employees in immediate posture correction but also holds employers accountable by highlighting areas needing intervention. It's pivotal to harness AI for proactive ergonomic solutions, ensuring employee well-being and greater employer responsibility.

Workplace ergonomics needs to be considered in the same way workplace safety is considered. Both ergonomics and safety require proper technical analysis to detect and improve the risks. In my opinion, the problem of today's workplaces is not the incapability to do such technical analysis. The problem is the lack of standardisation. When problems are solved, risk-free conditions should be standardised and controlled. The one who knows the job knows it the best. Therefore, employees can easily detect the changes in their working conditions and escalate these as deviations from the standard. In many workplaces, however, employees cannot escalate these problems because it's their supervisors who bend standards with additional requests.

Including the team members who perform the work is vital for any improvement process because they have a vested interest in the project's outcome and will either support it or detract from it. Transparency and inclusion are essential. In addition, identify and include the team members trusted and respected by the shop. Their influence will either work for or against the project.

In my experience with workplace safety, the visible commitment of leadership is paramount. While it's vital to involve and empower workers, leadership's active and visible support magnifies this empowerment. Leaders set the tone, and their presence emphasizes safety's importance. Their proactive involvement not only drives accountability but also motivates line workers. Where transformations were most impactful, leaders were not just endorsers but active change agents, ensuring safety was valued, not just prioritized.

Involving employees in safety and ergonomics improvements is not only a good idea, but it is the only way to achieve sustainable improvement. The best workplaces are where employees reduce risks for themselves and for loved ones. This is only possible in environments where the employee feels valuable (respected). Needless to say, KPIs like "reduction of lost workdays" etc. should be the second priority of the organisation. Respect also necessitates giving an area of freedom to employees where they can autonomously act to improve safety and ergonomics problems. This seems to be the only way that people will take the responsibility and authority to protect themselves.

The biggest source of solutions workplace problems and improvement ideas is the team at the Gemba. The workers know what is causing them issues and in most cases they also have an idea of how to overcome the problem. The only missing thing is the platform to contribute their ideas. A workplace where employees are empowered to contribute ideas and are involved in solving problems will be safer and more ergonomic because of the 'ownership' mentality the workers have.

Agree Lean management decreases the number of wasteful activities, therefore allowing the workforce to increase their focus on tasks that produce value. Enhanced productivity and efficiency. Improved focus leads to a more productive and efficient workforce since attention is not given to unnecessary activities.

In my experience with continuous improvement, integrating technology is the game-changer, especially in safety. Digital monitoring systems, for example, can capture real-time data on employee movements, highlighting ergonomic issues often overlooked in manual observations. Wearable tech, like posture-correcting devices, can offer immediate feedback, allowing for swift corrective actions. Furthermore, predictive analytics can forecast potential ergonomic challenges, enabling proactive measures instead of reactive adjustments. By merging tech with continuous improvement principles, we can elevate the safety and ergonomic standards of modern workplaces.

We see a lot of well-formulated recipes for CI (continuous improvement.) But I am not sure if we all understand the same thing from CI. For me, most CI is not continuous at all. Gains slip back in many organisations. Some people believe it's the lack or improper use of Lean tools. I think it is related to the lack of standardisation. In my experience, nearly 70% of the problems are either repeating, coming in disguise, or causing other problems. Is this CI if employees spend 70% of their time solving unnecessary problems? Fuzzy concepts like "Lean thinking" and "Lean culture" don't create CI because the reality is different. 79% of the employees are disengaged at work. If leaders can't change this situation, Lean will never work.

A continuous improvement mindset is very important in ensuring a workplace that is safe and ergonomic. Without complicating things, just a few of the Kaizen principles need to be entrenched to ensure a dynamic approach to workplace safety. Some of these principles are: i) Say NO to the status quo ii) Empower everyone to take part in problem solving iii) If something is wrong, correct it iv) Everything can be improved v) as 'WHY' five times to get to the root cause

Safety first principle must be pursued in Lean manufacturing environments, and fail-proof mechanisms called Poka-Yoke must be implemented so that the quality and safety Problems can be prevented in a proactive way. Besides, to improve the safety of the workers, automation technologies such as sensors as well as robots can be utilized. Especially robots should be employed in high-risk manufacturing environments.

Best practice Best practice isn’t always, Best practice. Challenge all parts of best practice for process improvements. Machine modifications, Materials, processes & personnel.

First off, we need to genuinely care about the well-being of those in the workplace. We need to listen to what they are saying. Lean is also about listening to the voice of our internal customers.