Addressing the Needs of a Manually Intensive Work Environment Alex - - PowerPoint PPT Presentation

Addressing the Needs of a Manually Intensive Work Environment

Alex Tomash, CSP Drew Bossen, PT, MBA

Wednesday, December 3, 2014 8:30 -10:00 AM

Agenda

• Omega Cabinetry and MBCI Background
• Our Business
• Goals and Challenges
• Our Process
• Solutions
• Considerations During Planning

Born in a Barn

1977 Omega Cabinets was founded by Bob Bertch. 1978-83 Manufactured bath vanities exclusively. 1984 Moved to Peters Drive campus – introduced Omega Custom Kitchens. 1984-89 Sales grew from $3.5 to $18.1 million. 1989 Introduced semi-custom line Dynasty Cabinetry 1989-93 Sales grew from $18.1 to $47.6 million. 1994 Omega Cabinets acquired by Code, Hennessy & Simmons 1995 Omega Cabinets acquires HomeCrest Cabinetry 1997 Omega Cabinets acquired by Butler Capital & grows to be the 7th largest cabinet manufacturer. 1999 Omega Cabinets acquired KitchenCraft Cabinetry of Canada and becomes 4th largest manufacturer of cabinetry in North America. Combined sales of nearly $300 million. 2002 Omega Holdings is acquired by MBCI and Fortune Brands. 2013 MBCI acquires WoodCrafters

A Family of Brands

Locations

• Operations in

Canada, U.S. and Mexico

• Largest Cabinet

Manufacture in North America

What We Stand For

We've built our reputation as one of the best cabinet makers around by committing

• urselves to the four basics:
• Quality Construction
• Fashionable Products
• On-time Delivery
• Complete Delivery

We utilize Lean Manufacturing Principle

• MPS – MasterBrand Production System
• Safety/Ergo 1st Element Assessed

Our Product

Custom Vanity Custom Island

Omega Custom Products

Our Product

Custom Wall Mount Vanity Custom Vanity Custom Shoe Rack

Our Product

Custom Hutch w /Lights Custom Corner Bookcase Custom Draw er Base

Our Product

Custom Draw er Bases

Rough Mill Receiving Distribution Center Offices Western Receiving Dynasty Production Components Custom Assembly Custom Finish Opaque Finish Dynasty Finish Assembly

Campus = 420,000 sq.ft. Hourly = 720 Salaried = 120 Fleet Drivers = 27

Omega Today

12

Our Goals

• Establishing and Maintaining a

“world class” Total Safety Culture

• Incident Rate Below 2.0
• 8 Key Safety Actions (KSA) per month
• Always Aware Activity Completion 98%

2015 Goals

• 10 Ergonomic Assessments/month
• 98% of employee observed/coached

per month (leading measure)

• 2 Ergonomic Related Key Safety Actions (KSAs)

per month (leading measure)

Injury Data

69 31 17 13 11 11 11 15 10 20 30 40 50 60 70 80 2007 2008 2009 2010 2011 2012 2013 2014

Recordables

Injury Data

5.23 3.3 2.4 1.26 1.61 1.56 1.52 2.57 1 2 3 4 5 6 2007 2008 2009 2010 2011 2012 2013 2014

Recordable Rate

Injury Data

207 125 118 26 193 24 6 174 8 50 100 150 200 250 2007 2008 2009 2010 2011 2012 2013 2014 2014*

Lost Work Days

Injury Data

$0.17 $0.12 $0.15 $0.08 $0.13 $0.04 $0.02 $0.14 $0.06

$- $0.02 $0.04 $0.06 $0.08 $0.10 $0.12 $0.14 $0.16 $0.18

2007 2008 2009 2010 2011 2012 2013 2014 2014*

WC$ Per Hours Worked

Challenges

• Do you feel like you don’t know where to start?
• How do you prioritize with so many issues?
• We can and do build anything.
• There are just as many

non-standard tasks as normal production tasks.

• 130 New Hires in the first

3 quarters.

• Aging workforce.
• Heavier product.
• Manual movement.

Our Process

3 Angle Approach

• Post offer pre-placement screen
• Early Intervention (Personal

Wellness)

• Ergonomic Assessment

(Risk Assessment)

Pre-Placement Screen

• Positions are categorized into one of

three levels

• Evaluation occurs on site
• Temp to hire in most cases, 75%
• If the test criteria is not met, the next

level of testing will be performed

• Limitations are generally identified

at this stage

• Reasonable accommodations evaluated

Personal Wellness

• Emphasis on Early Intervention and reporting
• Daily huddle meeting occur and give employees a

chance to report issues to their supervisor

• Average time gap is 1 week
• 103 employee attended personal wellness in first 3

quarters 2014

• Basic triage and assessment of symptoms
• Job site evaluation may occur for some cases

Risk Assessments

3 Tier Risk Evaluation Strategy

• Level 1: Personal Risk Assessment, Safe Observation

Checklist (Basic Tools)

• Level 2: EHS Audits, JSA Reviews, Functional Job

Assessments (Intermediate Tools),

• Level 3: Safety FMEA, Ergonomic Assessments

(Advanced Assessment Tools)

Employee Triage Reactive Ergonomics Rehab Services Return to Work Evaluation Case Management Pre-work Screens Essential Function Profiles of Jobs

Total Systems Approach

Recordable Event Discomfort Pro-active Ergonomics & Wellness

Interventional Matrix…

Employee Triage Reactive Ergonomics Rehab Services Return to Work Evaluation Case Management Pre-work Screens Essential Function Profiles of Jobs Recordable Event Discomfort Pro-active Ergonomics & Wellness

Get them back to work quickly Help them avoid injury Hire the right people

Interventional Matrix…

Employee Triage Reactive Ergonomics Rehab Services Return to Work Evaluation Case Management Pre-work Screens Essential Function Profiles of Jobs Recordable Event Discomfort Pro-active Ergonomics & Wellness Proactive Approach Reactive Approach

Interventional Matrix…

Employee Triage Reactive Ergonomics Rehab Services Return to Work Evaluation Case Management Pre-work Screens Essential Function Profiles of Jobs Recordable Event Discomfort Pro-active Ergonomics & Wellness Medical Management Case Management

Interventional Matrix…

Employee Triage Reactive Ergonomics Rehab Services Return to Work Evaluation Case Management Pre-work Screens Essential Function Profiles of Jobs Recordable Event Discomfort Pro-active Ergonomics & Wellness

Data Flow

Interventional Matrix…

• Requirements
• Risk
• Restrictions

Management of the Three R’s…

The Silo In Which We Live…

Human Resources…

HR

Roles and Responsibilities

• Hiring and Placement
• ADAA Compliant Job Descriptions
• Post Offer Pre-work Screens
• Return to Work

ES&H…

ES&H

Roles and Responsibilities

• Safe Work Practices
• Injuries and Illnesses
• OSHA 300 Logs

Ergonomics…

Ergo

Roles and Responsibilities

• Quantify the Risk
• Abate the Risk
• Education & Training
• Safety

Return to Work…

RTW

Roles and Responsibilities

• Job Matching
• Job Modification / ADAA
• Work Re-Design
• Vocational Training & Placement

Administration…

Admin

Roles and Responsibilities

• Accountability
• Compliance
• Return on Investment
• Profitability

Today’s Reality…

HR Ergo ES&H Admin RTW

Function in Alignment…

HR Ergo ES&H Admin RTW

Single Solution

Requirements…

• Lifts
• Carries
• Push / Pulls
• Stoops
• Squats
• Twists
• Bends
• Grips
• Reach

Requirements…

Requirements…

• Lifts
• Carries
• Push / Pulls
• Stoops
• Squats
• Twists
• Bends
• Grips
• Reach

Risk…

Risk…

• Exposure
• Strain Index
• REBA
• WISHA
• Push
• Pull
• Carry

Risk…

Restrictions…

Restrictions…

Restrictions…

Restrictions…

Restrictions…

Functional Job Analysis Ergonomic Risk Assessment REBA / WISHA Strain Index Assessment Process Solutions Controls Return to Work Job Match Who / How

Ergonomic Risk Assessment

Atlas Works

• REBA
• Moore Strain Index
• NIOSH Lifting Equation

Other Resources

• Liberty Mutual Material Handling Tables
• Safe Pull Tool – See Form

Risk Assessments

• Risk Prioritization Number (RPN): A RPN score is

created by completing either a Cause and Effect Matrix (C&E) or a Safety Failure Mode and Effects Analysis (SFMEA)

• Evaluation of the potential failure modes and effects

from each job task

• Multiplier Effect

– Severity X Probability X Existing Level of Protection = RPN Number/Score

Severity

• 1. No Injury or First Aid
• 3. Recordable or

Restricted Duty

• 5. Lost Time < Week
• 7. Lost Time > Week

9. Serious Event Probability

• 1. Injury Not Expected
• 3. Low Risk Of Injury
• 5. Medium Risk Of Injury
• 7. High Risk Of Injury

9. Injury Imminent Existing Protection 1. None Required or Basic PPE

• 3. Eng. Controls in Place

5. Specific Procedure or Authorized Training 7. Awareness Training or Common Knowledge

• 9. No Controls Available

Failure Modes Effect Analysis FMEA

Current State Future State

Failure Modes Effect Analysis FMEA

• It is any proactive project or process change that meets one or more of the following criteria:

Additional explanations are outlined below

• Initial Risk Prioritization Number (RPN) > 175 & 50% reduction Must be proactive: identified

through need, assessment or an incident investigation.

• Initial RPN > 100 & 75% reduction
• Ergo REBA Assessment Reduction > 5 pts
• Lower the NIOSH lifting index from red to green
• 5S or TPM Implementation
• Containment from serious injury – permanent fix
• Machine guarding Point of Operation or Point of Transmission improvement
• Eliminate the need for Respirator, Confined Space Entry or Fall Protection
• Improvement that affects > 5% Employees at the facility

– >50% RPN reduction (regardless of initial score) – Ergo REBA reduction of >3 pts – Lower NIOSH by a color – Procedure change

Deeper Dive in the Current Metrics

Key Safety Actions (KSA)

Observation Process

Leading Indicators

Injury Drivers - 2013

Strains Lacerations Fracture Eye Punctures

Leading Indicators

Unsafe Acts Unsafe Conditions Other

Unsafe Acts Total Incidents

• Take the high scoring elements from the SFMEA or Ergo

Assessments and add to the action plan

• What are the observations telling you
• What are the employees telling you
• Involve your teams
• Consider the Critical 5

– Lockout – Contractor – Confined Space – Electrical – Machine Guarding

• Once the outline of the plan is developed prioritize the actions
• Meet with stakeholders to gain a commitment

The Plan

The 4 Disciplines of Execution

• Discipline 1: Focus on the Wildly Important
• Discipline 2: Act on Lead Measures
• Discipline 3: Keep a Compelling Scoreboard
• Discipline 4: Create a Cadence of Accountability

Execution

• Practicing Discipline 1: Means narrowing the focus to a few highly important

goals

• Short time line (1 Month), Focus on;
• A few actions from the plan
• 6-8 KSA
• One or Two Training Topics
• Blitz Review- What are the forward think actions to keep the plan moving
• Be aware of the snow ball effect, missed actions carry over to next month

Whirlwind

(The Day Job)

Goals

(New Actions)

Focus on the Wildly Important

• A lagging measure tells you if you have achieved a goal

while a leading indicator will tell you if you will likely achieve the goal.

• Compliance action may be easy where a policy change

is more difficult.

• EHS Audit
• BBS Observation
• LPAs
• Feedback, Questions and Discussion

Act on Leading Measures

• Keep it Simple
• Measure a few data points
• It has to be visible to the team
• Visibility drive accountability
• Does it show lead and lagging measures
• Lead measure is what the team can affect
• The lag measure is the result you want
• Can I tell at a glance if I am winning?

People Play Differently When They Are Keeping Score

Keep a Compelling Scoreboard

• Establish a regular schedule to review the plan
• Account: Report on the status of actions from the last

meeting

• Review the scorecard: Lesson learned for success and failures
• Plan: Make the commitment for the next cycle
• Quarterly Plan Reviews

Create a Cadence of Accountability

Ergonomic Solution – Cefla Cleaning Tray Cart

• Process Control is a way to manage the Whirlwind
• Remember The 4 Disciplines of Execution
• Use Lean Tools and embrace technology
• Look to the team for support and assistance

Final Thoughts

Resources

• Atlas Ergonomics
• Liberty Mutual’s Manual Material Handing Guidelines
• The 4 Disciplines of Execution,
• McChesney / Covey / Huling

Resources

Alex Tomash, CSP MasterBrand Cabinets E: atomash@masterbrandcabinets.com P: 319-235-5861 Drew Bossen, PT, MBA Atlas – Injury Prevention Solutions E: dbossen@atlas-ips.com C: 319-430-3382

Questions