Bsc

NAEM 2007

Saving Millions Saving Millions Integrating Lean, Ergonomics and Six Integrating Lean, Ergonomics and Six

Sigma (LESS)Sigma (LESS)TM TM

at Boston Scientificat Boston Scientific

Leonard Sarapas, PE, PH Corporate Director EH&S

Scott Smith, CPE, Six Sigma Green Belt Global Ergonomics Practice Leader, EORM

Leonard Sarapas, PE, PH Corporate Director EH&S

Scott Smith, CPE, Six Sigma Green Belt Global Ergonomics Practice Leader, EORM

© 2007 EORM, Inc.. 2

Presentation Topics

Who is Boston Scientific?

Strategy of integrating Lean, Ergonomics and Six Sigma (LESSTM) tools into BSC’s program

Tools and methods used to deploy LESS

Results & lessons learned

© 2007 EORM, Inc.. 3

Who is BSC?

BSC is one of the world’s largest medical device manufacturing companies

29,000+ employees

Annual sales of $8 billion/year

22 manufacturing plants located in the USA, Ireland and Costa Rica

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In the Beginning - 2004

Ergonomic injuries were the root cause of over 60% of BSC’s workplace injuries

Ergonomic injuries were costing us over $3 MM in 2004

Disrupt work flow and restricted work activities (Walking Wounded)

Organization’s goal was to be world-class in all aspects of manufacturing including EH&S

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BSC was seeking help with reducing injuries within a fairly decentralized company

Ergonomics maturity across facilities was not consistent

Lean manufacturing was the dominate operational improvement program with some grass roots Six Sigma in development

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Our goal was to address ergonomic issues without developing a formal ergonomics program

We partnered with EORM because of their experience related to large corporate deployments as well as their experience with Lean Manufacturing and Six Sigma

Together we developed a comprehensive approach to deploying ergonomics that leveraged the Lean and Six Sigma

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Strategies for Integration

Uses a combined Lean/Ergo/Six Sigma and floor support approach

Not a new or additional program; augments and expands existing skill sets

Supports lean core metrics and goals

Assessment tools are quick, effective and quantitative

Focuses on both ergonomic risk and improving the company’s bottom line

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BSC Operations Excellence

SQP

9 Panel

Core 5

Work Content

40-20-25-50

Waste Elimination

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BSC’s Strategy for Integration

Step 1– Strategic pilot study to build a strong value

statement and buy-in from upper management and Lean Council.

Step 2– Train and create “Lean/Ergo Subject Experts”

Step 3– Deploy 3 to 5-day Lean/Ergo kaizen events

Step 4– Leverage ergonomics impact to integrate into

“kaizen” and create long-term sustainability

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BSC’s Tools for Integration

Lean Tools

Six Sigma Tools

Ergonomic Tools

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Lean Tool Kit

Cell and workstation Value Stream MapsTAKT Time vs. Cycle Time chartsTeam Brainstorming/PrioritizingKaizen Process – 3P (Lean/Ergo Events)8 Wastes – VA & NVA – Waste of Motion

5S – Sort, Simplify, Sweep, Standardize, Self-discipline

Heijunka – Load leveling Root cause analysis (5Ms and 1P)Poka Yoke – Error ProofingWIP ManagementMulti-process, Multi-machine

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300-Foot VSM ViewCurrent State Future Statevs

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30-Inch VSM View

Current State

VS

Future State

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TAKT vs. Cycle Time Charts

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Team Brainstorm vs Lean Metrics

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Six Sigma Tool Kit

Statistics – Comparison of risk vs cycle time reduction– Regression

• Fitted line plots to look at relationship between ergonomic risk reduction and cycle time reduction.

– Analysis of Variance (ANOVA)

Box Plots – Cycle time variation analysis– Use in the analysis and improve phase

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Fitted Line Plots/Box Plots

Risk Reduciton

Cycl

e Ti

me

Red

ucti

on

908070605040302010

80

60

40

20

0

S 12.1263R-Sq 21.8%R-Sq(adj) 18.1%

Regression95% CI95% PI

Fitted Line PlotCycle Time Reduction = 14.70 + 0.4234 Risk Reduciton

Differences403020100-10-20-30

X_

Ho

Boxplot of Differences(with Ho and 95% t-confidence interval for the mean)

Dat

a

Re-alignPassUnloadRemoveOpenCycleCloseSetFluxAlignLoadPick

40

30

20

10

0

Sample Cycle Time Plot with Variation

Takt Time

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Ergonomic Tool Kit

Risk Assessments– Rapid screening tools (STARTTM)– Comprehensive measurement (STEERTM)– 3D Human CAD modeling

Cycle Time Measurement – Quick measurement tool (PASSTM)– Comprehensive (MOSTTM)

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Lean/Ergonomic Tool Kit

START – High Level Screening Tool

STEER – Comprehensive Analysis

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Lean/Ergonomic Tool Kit

3D Human CAD Modeling

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Productivity Assessment Simplification Sequence

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How Does it Fit Together?

Look to the 8 Wastes– Waste of Motion, Over Production,

Transporting, Storage

Theory of Constraint Management – Point of Motion Constraints

Bottom line – High ergonomic risk = waste and more

time to complete the same task as compared to the same task with reduced barriers

Key: Look at Internal vs External Productivity

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Sample Results – Packing

Before After

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Results – Predicting Risk (STEER)

0

10

20

30

40

50

60

70

LH RH LE RE LS RS N B L E

Before After

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Results – Predicting Cycle Time Improvements

15% Reduction in Current Cycle Time

Current

45.78

37.92

0

5

10

15

20

25

30

35

40

45

50

Cycle Time

Actual

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Musculoskeletal Progression

MSD

Pain

Discomfort

Difficulty

Ergonomic Risk

Human Limitations

Reactive Approach

Proactive Approach

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Six Sigma View of Musculoskeletal Progression

Defect– A nonfulfillment of an intended requirement or

reasonable expectation for use, including safety considerations

Classifications:– Class 1 Critical

• Leads directly to severe injury or catastrophic economic loss

– Class 2• Serious, leads directly to significant injury or

significant economic loss– Class 3

• Major, major problems with respect to intended normal use

– Class 4• Minor, minor problems with respect to normal used

Source - The Certified Six Sigma Black Belt Handbook, ASQ Quality Press, 2005

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Six Sigma View of Musculoskeletal Progression

Defective– An entire unit that fails to meet

acceptance criteria (low risk) regardless of the number of defects within a unit

Source - Quality International Six Sigma Black Belt Training, 2005

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Six Sigma View of MSD Progression

MSD

Pain

Discomfort

Difficulty

Ergonomic Risk

Human Limitations Minor Defect

Critical Defect

Proactive Approach

Q: How do I get here?

Serious Defect

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Results – Predicting Risk (STEER)

0

10

20

30

40

50

60

70

LH RH LE RE LS RS N B L E

Before After

UCLDefects

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Born Lean Philosophy Human performance is shaped by the design of:– Tools– Parts– Workstation layout– Process flow

Injuries are just results of poor performance and can be minimized early on

Retrofitting is a waste of time and ultimately needs to be minimized

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Clean Sheet Design

Current vs. Proposed Changes

High risk potential (defects) was identified very early in the design phase

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New Paradigm Shift for Ergonomics Related to Lean & Six Sigma

WMSD

Pain

Discomfort

Difficulty

Ergonomic Risk

Human Limitations

Critical

Minor

Lagging

Leading

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Summary of Results

Over a two year period, more than 90 high risk operations have been reviewed following the DMAIC process

Implemented improvements have generated approximately $6 Million in improved manufacturing

Ergonomic improvements have impacted all aspects of lean metrics (scrap reduction, cycle time, efficiency and space)

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Lessons Learned

For ergonomics to be credible, one must be able to accurately define and measure ergonomic risks and project impact

Use the metrics of the organization to your advantage

Eliminating waste will reduce risk and reduce time to complete tasks

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