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008			120329s2011 fluao sb 001 0 eng d
020			_a9781439821138 (ebook : PDF)
040			_aFlBoTFG _cFlBoTFG
090			_aT55 _b.E45 2011
092			_a658.382 _bE586
100	1		_aEnglish, Paul F.
245	1	0	_aSafety performance in a lean environment _h[electronic resource] : _ba guide to building safety into a process / _cPaul F. English.
260			_aBoca Raton : _bCRC Press, _c2011.
300			_axvii, 150 p. : _bill.
490	0		_aOccupational safety & health guide series
504			_aIncludes bibliographical references and index.
505	0		_ach. 1. Management models and lean processes -- ch. 2. Planning, decision making, and problem solving -- ch. 3. Components of lean enterprise -- ch. 4. Case studies in lean enterprise -- ch. 5. Managing change, stress, and innovation -- ch. 6. Foundations of individual and group behavior in EHS -- ch. 7. Leadership.
520			_a"Foreword 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.
530			_aAlso available in print edition.
538			_aMode of access: World Wide Web.
650		0	_aIndustrial safety.
650		0	_aLean manufacturing.
650		0	_aEnvironmental health.
655		7	_aElectronic books. _2lcsh
776	1		_z9781439821121 (hardback)
856	4	0	_uhttp://marc.crcnetbase.com/isbn/9781439821138 _qapplication/PDF _zDistributed by publisher. Purchase or institutional license may be required for access.
999			_c15620 _d15620