Ergonomics - JFAssociates Improvement Webinar.pdf · •Time & motion study •Ergonomics...

Process Improvement: Integrating Lean ‐ Six Sigma –

Ergonomics

Anand Subramanian, PhD, CPE, CSSBB

Email: anands@jfa‐inc.com

Brandy Farris Ware, PhD, CPE, CSSBB

Email: bw@jfa‐inc.com

September 22, 2015

Agenda1. About JFAssociates, Inc.2. Objectives of this Webinar3. What is HPI?4. Case Studies

a. Healthcareb. Hospitalityc. Manufacturing

5. How does LEAN fits into HPI?6. How does Six‐Sigma fit into HPI?7. How does Ergonomics fit into HPI?

©Copyright 2015, JFAssociates Inc., All Rights Reserved 2

About JFAssociates, Inc.• Established in 2003• Minority owned small business• Specializes in providing scientific and engineering consulting services to companies, government agencies, and law firms

• Industries served include food processing, healthcare, hospitality, manufacturing, retail, and warehouse and distribution


Introduction

• JFAssociates’ capabilities• Time & motion study• Ergonomics• Process improvement• Health & safety• Other industrial engineering areas

• JFAssociates’ approach – Quality, Cost Efficient, Practical Solutions


Objectives of this WebinarAt the end of this webinar you should understand:• What is Holistic Process Improvement (HPI)• Why a Holistic Process Improvement (HPI) approach is important

• How Lean, Six‐Sigma, and Ergonomics work together within HPI

• What some organizations have experienced as a result of HPI (including tools and metric)


What is HPI?

• HPI = HOLISTIC PROCESS IMPROVEMENT• The term comes from two concepts:

• Process Improvement • Holism

Holistic Process Improvement takes a multi‐faceted approach utilizing many methods to achieve system improvements that are cheaper, faster, safer, and more efficient!



What is HPI?

Case Study: Healthcare


Case Study: Healthcare• U.S. healthcare costs exceed those of other countries, relative to the size of the economy or GDP.




0

1000

2000

3000

4000

5000

6000

7000

8000

9000

10000

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

$ per capita

Year

Growth in Total Health Expenditure Per Capita, U.S. 2000‐2013

Growth in Total Health Expenditure Per Capita, U.S. 2000‐2013

Case Study: Healthcare• US Healthcare spending

• $2.9 trillion in 2013• 17.4% of GDP• 10 times the $256 billion spent in 1980

• Medication errors are estimated to account for at least 7,000 deaths in the United States alone every year

• Costs to the nation are approximately $37.6 million, with $17 million associated with preventable errors.

‐ Institute of Medicine, www.iom.org



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• Our client hired us to look at their surgical unit operations

• JFAssociates identified the following goals:• Remove waste from the processes and hence reduce patient wait time

• Reduce room turnover times• Improving first case start time• Improving admissions/registration processes

©Copyright 2015, JFAssociates Inc., All Rights Reserved


• LEAN tools used• Value Stream Mapping• Gemba• 5S

• Six‐Sigma tools used• Fishbone diagram• Pareto Analysis

• Ergonomics tools used• Workstation Evaluations• Posture Analysis• Job Hazard Analysis




‘Patient‐In’ to ‘OR‐In’ Time

High

Registration staff not at desk

Inefficient Registration Process

Problems locating patient chartsError in capturing “Patient‐

In” time

Inefficient Pre‐Op Process

Patients scheduled to arrive earlier than required

Pre‐Op methods varied

Physicians not arriving on time Pre‐Op done too early

Patient charts are incomplete


Result of Initial Improvement Implementation

• Efficient and standardized registration process• Improved patient satisfaction• Reduced ‘Patient In’ to ‘Surgery Time’• Reduced lost work days due to injuries




3.23.5

2.9

4.14.6

4.9

0

1

2

3

4

5

6

Supplies Equipment Workspace

Pre

Post

28.1%31.4%

69.0%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

Supplies Equipment Workspace

Percentage Improvement

The staff were asked to rate on a scale of 1‐5 the ease and accessibility of supplies, equipment, and workspace before and after the changes were made

Case Study: Hospitality



• The leisure and hospitality experiences fast changing consumer demands

• Aims to provide a home away from home and relief from daily housekeeping tasks.

• Consumer’s expect luxury. • super thick mattresses, plush duvets, and decorative bed skirts, and a variety of pillows (Greenhouse, 2006).

• Hotels have increased their focus on the bottom line as margins have decreased (Liladrie, 2010).



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• Leisure and hospitality industry provides employment to millions of workers.

• Approximately 29% of hotel workers are employed in housekeeping departments as maids and housekeeping staff (BLS, 2010).

• Our client hired us to look at their hotel operations with the primary goal of decreasing costs (especially those related to injuries).

©Copyright 2015, JFAssociates Inc., All Rights Reserved


• LEAN tools used• Value Stream Mapping – to identify processes• SIPOC – to identify all contributing factors• 5S

• Six‐Sigma tools used• Fishbone diagram• Pareto Analysis

• Ergonomics tools used• Lifting Analysis (NIOSH, etc.)• Video Analysis• Job Hazard Analysis


Case Study: Hospitality• Results

• Reduced workers comp costs by 50% (by $1 million) in the first year

• Reduced workers comp by an additional 50% during the second year

• Established Work SOPs • Decreased cycle times for tasks such as changing duvets and cleaning bathrooms


Case Study: Manufacturing



• Client is leading manufacturer of electrical and pneumatic controls

• Client was looking to expand business i.e. ramp up production and also introduce new product lines

• Client approached JFAssociates to help conduct a feasibility analysis


Case Study: Manufacturing• JFAssociates conducted an extensive review of current state of operations

• Identified concerns based on observations• Identified opportunities to improve processes/flow

• Recommended a Holistic Process Improvement approach to • Reduce cost • Increase quality• Improve delivery• Improve safety



• LEAN tools used• Value Stream Mapping• Kanban • SMED• Gemba

• Six‐Sigma tools used• Brainstorming• SPC• Kano Chart

• Ergonomics tools used• Job Evaluation• Job Rotation• Job Hazard Analysis


Case Study: Manufacturing• Results

• Established inventory control by improving space utilization – ICC savings of $250,000 per year

• Reduced dock to stock time incoming goods • Established KPIs to track key operational parameters• Improved cross‐functional communication• Improved workstation layout and design – reduced worker injury by 22%

• Enforced guidelines for ESD safe areas – workers comp costs reduced by 15%

• Developed and enforced guidelines for safety of visitors


Lean in HPI


80‐90% of our time is spent on doing things that increase our costs and create no value for the customer!

Lean is an organizational transformation aiming to increase customer value by eliminating waste throughout the process.

Lean strives to increase the efficiency of operations by closely examining, finding, and reducing non‐value added times and eliminating wastes.

LEAN in HPI• Lean identifies waste within a system• Lean makes existing processes better• Lean includes

• Total Lead Time• WIP• Standard Process Time• Takt Time• Value Added v. Non‐Value Added


LEAN in HPI


Six‐Sigma in HPI


• Six Sigma represents a well thought out packaging of quality tools and philosophies in an honest effort to provide rigor and repeatability to quality improvement efforts

6 Sigma = 3.4 defects per million opportunities• Six Sigma can be used in all industries.• Six Sigma is more cost reduction‐oriented than traditional continuous improvement

Theme: Elimination of Variability

Six‐Sigma in HPI• Six‐Sigma identifies inefficiencies within a system

• Six‐Sigma makes existing processes by better by reducing variability and eliminating inefficiencies

• Six‐Sigma Includes:


Six‐Sigma in HPI


Ergonomics in HPI

• Ergonomics identifies problems within the human – work environment

• Ergonomics improves process efficiency by matching human capabilities with work demands

• Ergonomics Includes• Proactive Analysis• Reactive Analysis• Engineering Changes• Administrative Changes


Ergonomics in HPI


Q&A


JFAssociates Inc.

Website: www.jfa‐inc.com

Phone: 703.938.2895

Ergonomics - JFAssociates Improvement Webinar.pdf · •Time & motion study •Ergonomics...

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