Idea Transcript
TOYOTA Safety NIOSH Prevention Through Design Conference: A New Way of Doing Business Incorporating Safety and Ergonomics in the Toyota Manufacturing Design Process August 22, 2011 Bill Horsford, PhD Project General Manager, TEMA PE-Environmental and Safety “Always Ask: Is there a safer way?”
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Toyota / NIOSH Memorandum of Understanding (MOU) Background: • Recognized benefits of a collaborative partnership to improve the assessment, management, analysis and control of workplace conditions related to the safety and health of employees. Purpose: • Work cooperatively through the Partnership to identify research priorities, perform analysis on current workplace practices, develop intervention methods and facilitate communication and implementation of effective workplace injury prevention on topics
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Agenda • Toyota Background - Operations - Safety and The Toyota Way
• Risk Management System - Production Preparation Model and Activity - Plant Operations
• Summary
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TOYOTA Safety
Background
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Toyota North American Operations
Toyota Motor Sales •Sales •Marketing •Parts & Services
Toyota Motor Engineering & Manufacturing (TEMA) •Engineering, design, development, R&D, and manufacturing •Supports operations at 14 NA manufacturing plants in US, Canada, & Mexico
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Toyota North American Vehicle Assembly N= 7 Toyota Motor Manufacturing Indiana, Inc.
Toyota Motor Manufacturing Canada, Inc.
Toyota Motor Manufacturing Canada, Inc.
RAV4
Sienna, Sequoia, Highlander
Corolla, Matrix, Lexus RX 350
Toyota Motor Manufacturing de Baja California Toyota Motor Manufacturing Kentucky, Inc.
Tacoma
Toyota Motor Manufacturing Texas, Inc. Toyota Motor Manufacturing Mississippi, Inc.
Under Construction Tundra, Tacoma
Camry, Solara, Avalon, Venza
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North American Engine & Unit Plants N=7
Canadian Autoparts Toyota, Inc. •Aluminum Wheels
Bodine Aluminum •Engine Parts
Toyota Motor Manufacturing West Virginia, Inc. •Engines TABC, Inc. •Sheet metal components •Weld sub-assemblies •Steering columns •Catalytic converters
Toyota Motor Manufacturing Alabama, Inc. •Engines 7
North American Manufacturing Operations
Stamping
Assembly
Body Weld
Toyota Opns
Powertrain
Paint
Casting
Plastics
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Workplace Safety Overview
WORKPLACE SAFETY
THE TOYOTA WAY
RISK MANAGEMENT & PREVENTION
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Toyota Guiding Principles • Contribution towards sustainable development
Foster a corporate culture that enhances individual creativity and teamwork value, while honoring mutual trust and respect between labor and management
We strive to provide fair working conditions and to maintain a safe and healthy working environment for all our employees.
Wherever we do business, we actively promote and engage, both individually and with partners, in social contribution activities that help strengthen communities and contribute to the enrichment of society.
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The Toyota Way • Ensuring Toyota DNA in global manufacturing environment
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Toyota Safety Philosophy
Eiji Toyoda
Safe Work Reliable Work Safe Work Skilled Work Reliable Work Skilled Work Safe work is the door to all work. Let us pass through this door.
Toyota’s Basic Safety Principle “Safety is management itself. It is everyone’s responsibility from top management to individual workers, to place safety first.” 12
Toyota Safety Vision and Mission Regional Focus
Vision:
Mission:
To be the safest automobile manufacturer in North America
Ensuring safe equipment and process design
Developing world class safety management systems
Creating a positive safety culture by managing The Toyota Way
This is the foundation for all the work we perform
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TOYOTA Safety
Risk Management System
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Injury Reduction vs. Risk Management “Zero” Recordable Injuries
Toyota Problem Solving
“Safety Eye” Risk Assessment
Hazard Identification Risk Management Prevention
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Design / PE Production Model
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2 Product Design
Process Design
5 3/4 Process &
SOP / Equipment Mass Preparation Production
6 Check
6
Change
Feedback for Kaizen
SOP / Mass Production
Check Check Check Check Check Check
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Vehicle Design Process
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Process Confirmation
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Machine Risk Assessment
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Equipment Kanban and Job Hazard Analysis
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Process Risk Assessment
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Toyota Safety Management System, Monitoring and “Critical Eye”
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Safety and Health Management System P
Accident-Free Product Design
D
A C
Product Spec
Feedback
Accident-Free Process Design
P D
A C
Design / PE Provision of safe-to-make products and processes
Process Spec
Plant Job Standard
JIS
Individual Record
Observation Record
Monitor / Measure
Element Trng
Work Record
Actual Work
Honest observance to job standard for production
Worksite Analysis
Toyota Safety Management System 17
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Vehicle Design Process A. Established roles and gated management process
Roles and Responsibilities
Operating Procedure
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Vehicle Design Process
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B. Established ergonomic design criteria 42 elements covering 6 categories (Toyota specific): Force, Weight, Posture, Tools, Equipment, & Environment The structure of the finger/thumb tips is not suitable for absorbing high contact stresses, which can result in injury to the nerves, tendons and ligaments
Where forces exceed guideline alternatives may be to reduce the required force or to improve the grip or surface area so greater force may be generated safely.
Force required to grip/manipulate/operate an object/tool held in a pinch grip. (Item is "pinched" between the thumb and finger(s))
Pinch grips require 5 times greater muscular effort than power type grips. High force pinch grips can typically cause injury to the tendons in the hand, forearm & elbow & muscle fatigue in the hand & forearm
Design should consider the elimination of pinch grips where it is possible to alter the hand to part/tool interface to create a power type grip or by the use of fixtures or tools
Push or pull force that must be generated to complete an operation where the force can only be applied using the fingers/thumb.
The structure of the finger/thumb tips is not suitable for absorbing high contact stresses, which can result in injury to the nerves, tendons and ligaments
Design should consider reducing the required force or creating an improved handhold where greater force can be safely generated or the use of a tool or fixture.
æ4 kg
Push force that must be generated to complete an operation where the force can only be applied using a single hand. Assumes that the force is spread over the whole hand with either a power grip or flat hand. Numerical values corresponding to knee & shoulder heights are provided for standing work; otherwise these anatomical references should be used. The initial force required moving an object/tool where the line of force is across the body and generated by the upper body not the legs.
Forces applied at the hand can generate significant moment arms and loading on the wrist, elbow and shoulder. Reducing the forces required at the hand will protect the structure of these joints from injury
Design should consider how force must be applied. Where forces/loads may exceed the recommendations enabling the use of 2 hands will help alleviate stress on one arm.
æ7 kg between 635 (knee) & 1255mm (shoulder)
æ7 kg between 635 (knee) & 1255mm (shoulder)
1.5 requires countermeasure 20
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Ergonomic Design Requirements B. Example: Access Holes
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1
Vehicle Design Process C. Role based training and progressive skill development
Training Curriculum
Training Matrix
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1
Vehicle Design Process D. Feedback loop to the vehicle designers at earliest “concept” phase Collection of historical concerns
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1
Vehicle Design Process E. Digital visualization Simulation
Modeling
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1
Vehicle Design Process E. Example: Engine Compartment
Modular Headliner
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2
Process Confirmation A. Pilot team utilization
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2
Process Confirmation B. Simultaneous engineering and vehicle confirmation trials
Avalon
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2
Process Confirmation C. Problem registration and countermeasure tracking
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2
Process Confirmation D. Visualization and executive obeya (review) Concept
ISSUES 3 HISTORICAL 4 5 6 2 STATUS OF
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SOP
100%
Milestone Report
80%
N=320
60% 40%
Historical
20%
Concern
0% -20% -40%
320
Closed Open
209
147
96
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Closure Closure Closure Closure Closure Closure Closure Closure Closure Closure -119 at CV1 at CV2 at JA at ECI at 1A at 2A at SOP at K4 at SE at -181 Genzu -232
-60% -80%
Obeya Meeting
Clip Tower
STANDARDS COMPLIANCE
Problem Escalation 29
2
Process Confirmation D. Results: Install Forces Meeting Ergo Guideline (%)
87 Intro of Guidelines into early design - 2003
55
58
1
2
92 80
97
96
98
8
9
10
80
70
3
4
5 6 7 New Model Introductions
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3
Machine Risk Assessment A. Consider equipment hazards/risks to determine controls
Hazard Identification Severity
Exposure to Hazard
Probability of Occurrence
P1 Unlikely RiskF1 Assessment Infrequent P2 Likely S0
Minor F2
F1 S1
Major F2
F1 S2
Permanent Injury or Death F2
Risk Insignificant Insignificant
Insignificant P1 Unlikely FrequentResult ISO 13849-1 RIA 15.06 Low / Medium P2 Likely
Insignificant P1 Unlikely Insignificant Infrequent P2 Likely Insignificant P1 LowLow / MedUnlikely Frequent P2 Likely Medium 1 P1 Unlikely Medium Infrequent Medium P2 Likely Medium Med / HighUnlikely P1 Frequent High P2 Likely 2 Very High 3 Very High Very High
Medium
ANSI Z244
NA
S
Control Measures S MediumS Medium Medium / High
High
D SM
Very High
SM CR
DM
Very High Very High
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DM SM CR
CR
DMD
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Machine Risk Assessment B. Multi-phase equipment evaluation, confirmation and approval during installation and commissioning. Kanban Color
WHITE
PINK
YELLOW
GREEN
Hand Over
Installation
Energization and Adjustment
Pre-Production Trials
Production Trials
Hand Over
Install &/or Modify Equipment
Check Safety Machine Adjustment
Confirm Process & Quality
Level-up Mass Production
Transfer Ownership
Item 1
Status
2
Main Activity I) Installation Contractor (s)
Activity CONTROL
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II) Construction Mgmt. and / or OEM Supervision III) Seibi Machine & Quality
IV) Engineering
Installation (80%)
Support (10%)
Kanban Checksheet / Punchlist
Over-all
Manual & Automatic operation, function & adjustment (20%) *1 Manual & Automatic operation, function & adjustment (70%) *1, *2 Over-all
Process equipment tunning & adjustment to achieve quality (60%) *2, *3 Over-all
Confirm Status
Confirm Status
Confirm Status
Supervision (20%)
Support (5%)
Support (5%)
V) Pilot & Line Production 3
Support (10%)
Support Transfer
Operation Support (30%) Daily Operation (90%) Maintenance Training Process equipment & area Production Orientation Production training
Daily Operation (100%) Equipment & Area
Conditions of Transfer Safety Check Preliminary Spare Parts List
Installation Check Power On
Initial Buy Off All Functional Items OK OK for production to run
(representative) -
I)
Safety
Engineering Construction Contractor (s) PE Leader AHJ Facility Safety
-
Engineering Construction Seibi PE Leader Pilot Maintenance Environmental Safety
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Engineering Construction Seibi PE Leader Pilot Maintenance Pilot Production Safety
Ready for handover Final dwg. As built & part list All Items for Machine are Complete
- Engineering Mgmt. - Construction/OEM Mgmt. - Production Mgmt. - PE Leader - Pilot Mgmt.
100% Completed
II) Basic Function
100% Completed
III) Product Quality IV) Mass Production
100% Completed 100% Completed
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Job Hazard Analysis
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A. Reinforce incident prevention through job design D-16 Job Safety Assessment (JSA) Job Hazard Assessment (JHA) Company Name Here
Hazard Assessment Tool
Safe Work Practices Name of Activity Task 1) 2) 3)
Page 1 of n
Date:
Preventive Measures
Potential Hazard
Site Specific Plans
Identify Hazards & Controls
Broad Engagement
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Safety and Health Management System P
Accident-Free Product Design
D
A C
Product Spec
Feedback
Accident-Free Process Design
P D
A C
Design / PE Provision of safe-to-make products and processes
Process Spec
Plant Job Standard
JIS
Individual Record
Observation Record
Monitor / Measure
Element Trng
Work Record
Actual Work
Honest observance to job standard for production
Worksite Analysis
Toyota Safety Management System 34
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Process Risk Assessment A. Perform risk assessment on routine, non-routine and troubleshooting work to establish safe process design Routine
Non-Routine
Troubleshooting
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Process Risk Assessment B. Multi-facet evaluation of traditional safety, ergonomic & industrial hygiene hazards Ergonomics
TEBA Score
Category
Risk Exposure
Action Required
0-19.99
Green
Low
Monitoring only
20-29.99
Yellow
Moderate
Assess for minor process changes and improvements
> 30
Red
High
Must be countermeasured OR have administrative controls in place
Safety
Industrial Hygiene
36
5
Hierarchy of Controls C. Hierarchy of controls: Controlling exposure to hazards Traditional Hierarchy of Exposure Control Practices Elimination Substitution Modification Containment Ventilation Work Practices Personal Protection 37
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Toyota Safety Management System A. Toyota Safety Management System
Risk Assessment Job Identification STEP1
Risk Control STEP2 Grasp Hazards
STEP5
Risk Assessment
JIS JIS JIS Visual control Visual control PPE PPE PPE
Training
STEP3
STEP4
Significant Risk
Kaizen Plan
Risk - Rank Down
STEP6
Perform jobs
Competency Training record
F
Job Performance
M Observation/ follow-up
Observation record
D Follow- up/ Confirm Implement Kaizen
Safety Operating Criteria
Monitor & Measure
STEP7 Routine Check
STEP8
IH Check
Inspection Records
Engineering Control Check
S
Risk Management
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6
Monitoring Controls • Utilization of visual management to identify and monitor control measures, risk reduction and critical incidents
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6
“Critical Eye” for Safety • Train supervisors on hazard recognition and engage team members in continuous shop floor improvement. Manager’s “ Eye ” Designation of applicable work
Spotting of hidden work Thorough Identifica tion of work · Mechanism for understanding
Check/follow -up
· Prioritization for completion · Obtaining agreement and understanding of workers
By categorization · STOP 6 plus · Degree of injury suffered
· Use of“Safety Time”
Activity cycle Education/training · Improvement of training system
Designation of plan Equipment/work kaizen Drafting/improve ment of guideline · Scope · Prioritization
· Rank-down of danger · Prioritization
· Fundamental perspective/ deliberation of equipment/work · Background work for completion of activities 40
Design / PE Production Model
1
2 Product Design
Process Design
5 3/4 Process &
SOP / Equipment Mass Preparation Production
6 Check
6
Change
Feedback for Kaizen
SOP / Mass Production
Check Check Check Check Check Check
1
Vehicle Design Process
2
Process Confirmation
3
Machine Risk Assessment
4
Equipment Kanban and Job Hazard Analysis
5
Process Risk Assessment
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Toyota Safety Management System, Monitoring and “Critical Eye”
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Toyota Corporate Safety Policy
Safety is a core value and shared responsibility of all Toyota Motor Engineering & Manufacturing North America, Inc. (TEMA) team members.
Toyota
“C A R E S”
for Safety:
Compliance with all occupational Safety legislation, regulations, and other requirements; Accountability from our management team through leadership and participation; Reporting Safety as a key performance indicator; Excellence in Safety through continual improvement (kaizen); and, Sustaining a safe workplace for our team members and promoting Safety beyond our workplace. Through our TEMA Corporate Safety Policy we will strive to be a Safety leader in the automobile manufacturing industry.
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