LEADER 04121oam 2200661I 450 001 9910464694403321 005 20200520144314.0 010 $a0-429-06277-X 010 $a1-4398-2113-5 024 7 $a10.1201/b11672 035 $a(CKB)3460000000080707 035 $a(EBL)952012 035 $a(OCoLC)798535740 035 $a(SSID)ssj0000651768 035 $a(PQKBManifestationID)11383676 035 $a(PQKBTitleCode)TC0000651768 035 $a(PQKBWorkID)10621826 035 $a(PQKB)11197419 035 $a(MiAaPQ)EBC952012 035 $a(CaSebORM)9781439821138 035 $a(Au-PeEL)EBL952012 035 $a(CaPaEBR)ebr10574374 035 $a(CaONFJC)MIL581223 035 $a(OCoLC)783854357 035 $a(EXLCZ)993460000000080707 100 $a20180331d2011 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aSafety performance in a lean environment $ea guide to building safety into a process /$fPaul F. English 205 $a1st edition 210 1$aBoca Raton :$cCRC Press,$d2011. 215 $a1 online resource (162 p.) 225 1 $aOccupational safety and health guide series 300 $aDescription based upon print version of record. 311 $a1-4398-2112-7 320 $aIncludes bibliographical references and index. 327 $aFront Cover; Dedication; Contents; Foreword; Acknowledgments; The Author; Chapter 1: Management Models and Lean Processes; Chapter 2: Planning, Decision Making, and Problem Solving; Chapter 3: Components of Lean Enterprise; Chapter 4: Case Studies in Lean Enterprise; Chapter 5: Managing Change, Stress, and Innovation; Chapter 6: Foundations of Individual and Group Behavior in EHS; Chapter 7: Leadership; Glossary 330 $aForeword For some people, the combination of lean enterprise and environmental health and safety (EHS) is like mixing oil and water. The reality is that both have many commonalities. In many cases, people focus on lean as only for the manufacturing floor and their processes, but that couldn't be further from the truth. Lean is about behavioral change: a change for the better, identifying simple and waste-free methods to perform any activity, process, or service. In EHS, approximately 85% of all injuries are related to poor behaviors (unsafe acts); therefore we must create a safety culture. EHS professionals must recognize the power of the lean culture and use its power to build upon their own EHS culture. Why not incorporate EHS into the idea of standardized work for all activities, why not incorporate safety into your 5S audits, why not visualize safety within the visual management tools in the workplace, why not make safety part of leadership standard audits and shop floor (Gemba) walks, and why not work with your lean leadership to change the culture together? EHS already has many of the expected lean tools in its arsenal. When an injury occurs, it is expected that the EHS and leadership team react quickly with a sense of urgency to solve the root cause of the injury. Therefore, we all rush to the area to see what happened (go and see), we investigate and utilize problem-solving techniques (5-Why, 8D, etc.). We do our best to find and eliminate the root cause of that injury and we look for other areas or similar conditions and implement corrective actions (yokoten or knowledge sharing). From my 18 years of lean experience, that sure does sound like a strong lean culture and methodology--$cProvided by publisher. 410 0$aOccupational safety and health guide series. 606 $aEnvironmental health 606 $aIndustrial safety 606 $aLean manufacturing 608 $aElectronic books. 615 0$aEnvironmental health. 615 0$aIndustrial safety. 615 0$aLean manufacturing. 676 $a658.3/82 700 $aEnglish$b Paul F.$0852484 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910464694403321 996 $aSafety performance in a lean environment$91903655 997 $aUNINA