Industrial safety Safety, in simple word means freedom from the risk

of injuries or loss. Industrial safety or employees safety refers to the

protection of the workers form the dangers of industrial accidents.

The main of the industrial safety is to reduce the number of types of accident which may cause loss of life, personal injury, loss or damage to equipment and loss of operating efficiency.

Causes of Accident

Unsafe act:-with the plant and the equipment, untrained employee, proper facility toe the employee.

Unsafe condition:-for the employee, incorrect equipment, high noise, insufficient light, over stressed etc.

Both

Effects of Accident

Accident may be IDLE Injury:-including disability. Pain and suffering

etc. Damage:- to the equipment, building, market etc. Loss:- of life, of earning, of output, of image, of

time, of profit. Emotion:- injury, pain, death etc.

Planning for the Safety Plant:- Design, Layout and Inspection of the plant and the

equipment. Processes:-Design and monitoring of the process to reduce

the accident. Workplace:- Healthy environment for worker. Facilities:- of first aids, transportation, water electricity, etc. Procedure:-preparation and practices of major emergency

and first aid procedures. Training:-effective training for fire fighting, rescue and first

aid crews. Protection:-protective cloth and equipment and the

environment.

Accident prevention process Workplace inspection

Safety audit and reviews Safety survey Safety inspection Safety tour Safety sampling

Accident or incident investigation and follow-up Safety training

Types of industrial safety systems Process Safety System or Process Shutdown System, (PSS).

Safety Shutdown System (SSS): This includes Emergency Shutdown-(ESD) and Emergency Depressurization-(EDP) Systems.

Fire and Gas System (FGS).

PSS The process safety system (sometimes called process shutdown

system) must carry out the process shutdown function, acting on the lowest level of protection.

SSS The safety shutdown system shall shutdown the facilities to a safe

state in case of an emergency situation, thus protecting personnel, the environment and the asset. Safety Shutdown System shall manage all inputs and outputs relative to Emergency Shut Down (ESD) functions (environment & personnel protection

FGS The main objectives of the fire and gas system are to protect

personnel, environment, and plant (including equipment and structures). The FGS shall achieve these objectives by:

ESD Emergency Shutdown-(ESD) systems are aimed at isolating (closing)

any hazardous valves in a process due to abnormal conditions.

EDP Due to closing ESD valves in a process, there may be some trapped 

flammable fluids, and these must be released in order to avoid any undesired consequences (such as pressure increase in vessels and piping).

PSV Pressure safety valves or PSVs are mechanical devices and are

usually used as a final safety solution when all previous systems fail to prevent any further pressure accumulation and protect vessels from rupture due to overpressure.

Total Quality Management Total quality management is a management

approach centered on quality, based on the participation of an organization's people and aiming at long term success. This is achieved through customer satisfaction and benefits all members of the organization and society.

 In other words, TQM is a philosophy for managing an organization in a way which enables it to meet stakeholder needs and expectations efficiently and effectively, without compromising ethical values.

Principles of Quality Management Customer focused organization - Organizations depend on

their customers and therefore should understand current and future customer needs, meet customer requirements and expectations

Leadership - Leaders establish unity of purpose, direction and the internal environment of the organization. They create the environment in which people can become fully involved in achieving the organization's objectives

Involvement of people - People at all levels are the essence of an organization & their involvement enables their abilities to be used for the organization's benefit

Process approach - Desired result is achieved more efficiently when related resources and activities are managed as a process.

System approach to management - Identifying, understanding and managing a system of interrelated processes for a given objective contributes to the effectiveness and efficiency of the organization

Continual improvement - Continual improvement is a permanent objective of an organization

Factual approach to decision making - Effective decisions are based on the logical and analysis of data and information

Mutually beneficial supplier relationships - Mutually beneficial relationships between the organization and its suppliers enhance the ability of both organizations to create value

Why should a company adopt TQM

Adopting the TQM philosophy will: Make an organization more competitive Establish a new culture which will enable growth

and longevity Provide a working environment in which everyone

can succeed Reduce stress, waste and friction Build teams, partnerships and co-operation

Aim of Quality Control To establish variety related norms. Stop production of defective variety. To take corrective measure related to quality. To bring economy. To increase sales. To publicize the faults from the product. To increase the profit. To reduce the scraps. To improve the relation between manufacturer and

the customer To bring consistency in product.

Ways to Control Quality Control on raw material. Control on production activity. Evaluation of quality of decorative & feature. Arrangement of the supervision. The amount of the supervision. Appointment of efficient supervisor. To adopt statistical means of quality control. To create an environment of quality control.

Importance of Quality control

Decrease in the production cost. High morale of the worker. Maximum use of available resources. Increase in the sales. Increase the customer satisfaction. Decrease in the waste. Proper utilization of the facility.

Product and services quality•Reliability•On time delivery.•Error free products

People involvementfor Continuous production

Customer satisfaction•Attracting & retain customer•Trust Building•Need identification

Quality system•Process quality Management•Bench marking•Process Performance

Competitiveness•Market sampling•Customer preference•Profit

Organization Gains*Cost *Employee turnover *Cycle time

*creativity and innovation *Employee Satisfaction

Total Quality Management Model

Just in time The basic idea of JIT was developed by Toyota motor

Company in order to meet the customer demand for different model and color of cars with minimum delay.

JIT is defined as a “a philosophy of manufacturing based on planned elimination of all waste and continuous improvement of productivity.

JIT is an approach that seeks to eliminate all sources of waste in production activities by providing the right part at the right place at the right time.

Just-In-Time (JIT) A system for high-volume production with minimal inventory

(raw materials, WIP, finished goods). Involves

Timed arrivals @ workstation JIT Reduced ‘buffer’ stocks No waste in production system

A management philosophy Expose problems & bottlenecks Take away ‘security blanket” Streamlined production Factory & warehouse networks

• participation• industrial engineering• continuing improvement• TQM• reducing set up times• smaller lot/order sizes sizes• stable environment• supply partnership

Requires

Seven Wastes

Waste of over production. Waste of waiting. Waste of transportation. Waste of processing itself. Waste of stocks. Waste of motion. Waste of making defective product.

Elements of JIT Flow layout Smoothed build up rate Mixed model scheduling Small lot and minimum set up time. Buffer stock removal. Quality. Standardizes container Flexible workforce. Continuous improvement Organization in modules. Product and process simplification

What is kanban? Developed at Toyota 1950s to manage line material flows. Kanban ( Kan=card, Ban= signal ) Simple movement system

“cards” to signal & communicate reorder information boxes/containers to take “lots” of parts from one work station

to another (client-server). Server only delivers components to client work station as &

when needed (called/pulled). Minimize storage in the production area. W.S.only produce/deliver components when called. Kanban = an authorization to produce more inventory We thus limit the amount of inventory in process.

KANBAN Kanban is not an inventory control system. Rather, it

is a scheduling system that tells you what to produce, when to produce it, and how much to produce.

The need to maintain a high rate of improvements led Toyota to devise the kanban system. Kanban became an effective tool to support the running of the production system as a whole. In addition, it proved to be an excellent way for promoting improvements because reducing the number of kanban in circulation highlighted problem areas.

ORIGIN OF KANBAN Kanban became an important part of the Japanese mercantile

scene in the 17th century, much like the military banners had been to the samurai. 

In the late 1940s, Toyota began studying supermarkets with a view to applying store and shelf-stocking techniques to the factory floor, figuring, in a supermarket, customers get what they need, at the needed time, and in the needed amount.

This led Toyota to view a process as a customer of preceding processes, and the preceding processes as a kind of store. The customer process goes to this store to get needed components, and the store restocks.

"Kanban" uses the rate of demand to control the rate of production, passing demand from the end customer up through the chain of customer-store processes. In 1953, Toyota applied this logic in their main plant machine shop.

Advantages of Kanban

The kanban system reduces the need for planner and forecast to a great extent.

Reduces WIP an finished goods inventory. Smother production and reduces manufacturing, delivery

and administration lead time. Provide flexibility by quick response to change in the

production mix demand. Do not allow the movement of the defective goods. Helps attain better discipline at the work place. Promote continuous improvement for the customer

satisfaction. Reduces the cost of the production and increase the profit.

5-S '5S' is the name of a workplace organization

methodology that uses a list of five Japanese words which are seiri, seiton, seiso, seiketsu and shitsuke.

The list describes how items are stored and how the new order is maintained. The decision making process usually comes from a dialogue about standardization which builds a clear understanding among employees of how work should be done

Phases of 5S

There are 5 primary phases of 5S: sorting, straightening, systematic cleaning, standardizing, and sustaining. Additionally, there is an additional phase, safety, that is sometimes included.

(1) Sorting (Seiri) Eliminate all unnecessary tools, parts, instructions. Go

through all tools, materials, etc., in the plant and work area. Keep only essential items. Everything else is stored or discarded

(2) Straightening or stabilize (Seiton) There should be a place for everything and

everything should be in its place. The place for each item should be clearly labeled or demarcated. Items should be arranged in a manner that promotes efficient work flow. Workers should not have to repetitively bend to access materials. Each tool, part, supply, piece of equipment, etc. should be kept close to where it will be used (i.e. straighten the flow path). Seiton is one of the features that distinguishes 5S from "standardized cleanup". This phase can also be referred to as Simplifying.

(3) Sweeping or Shining or Cleanliness / Systematic Cleaning (Seiso)

Keep the workplace tidy and organized. At the end of each shift, clean the work area and be sure everything is restored to its place. This makes it easy to know what goes where and ensures that everything is where it belongs. A key point is that maintaining cleanliness should be part of the daily work - not an occasional activity initiated when things get too messy.

(4) Standardizing (Seiketsu) Work practices should be consistent and standardized.

Everyone should know exactly what his or her responsibilities are for adhering to the first 3 S's.

(5) Sustaining the discipline Or Self Discipline (Shitsuke)

Maintain and review standards. Once the previous 4 S's have been established, they become the new way to operate. Maintain focus on this new way and do not allow a gradual decline back to the old ways. While thinking about the new way, also be thinking about yet better ways.

(6) SafetyA sixth phase, "Safety", is sometimes added. It

is reasonable to assume that a properly planned and executed 5S program will inherently improve workplace safety, but some argue that explicitly including this sixth S ensures that workplace safety is given at least a senary consideration.'

It is important to have continuous education about maintaining standards. When there are changes that affect the 5S program such as new equipment, new products or new work rules, it is essential to make changes in the standards and provide training. Companies embracing 5S often use posters and signs as a way of educating employees and maintaining standards.

KAIZEN Kaizen (Japanese for "improvement" or "change for the better")

refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, supporting business processes, and management.

It has been applied in healthcare, government, banking, and many other industries. When used in the business sense and applied to the workplace, kaizen refers to activities that continually improve all functions, and involves all employees from the CEO to the assembly line workers.

It also applies to processes, such as purchasing and logistics, that cross organizational boundaries into the supply chain. By improving standardized activities and processes, kaizen aims to eliminate waste.

Kaizen was first implemented in several Japanese businesses after the Second World War, influenced in part by American business and quality management teachers who visited the country

Introduction Kaizen is a daily activity, the purpose of which goes beyond simple

productivity improvement. It is also a process that, when done correctly, humanizes the workplace, eliminates overly hard work (“muri"), and teaches people how to perform experiments on their work using the scientific and how to learn to spot and eliminate waste in business processes.“

People at all levels of an organization can participate in kaizen, from the CEO down, as well as external stakeholders when applicable. The format for kaizen can be individual, suggestion system, small group, or large group. Kaizen on a broad, cross-departmental scale in companies, generates total quality management, and frees human efforts through improving productivity using machines and computing power.

While kaizen (at Toyota) usually delivers small improvements, the culture of continual aligned small improvements and standardization yields large results in the form of compound productivity improvement. This philosophy differs from the "command and control" improvement programs of the mid-twentieth century.

History After World War II, to help restore Japan, American occupation forces

brought in American experts to help with the rebuilding of Japanese industry. The Civil Communications Section (CCS) developed a Management Training Program that taught statistical control methods as part of the overall material. This course was developed and taught by Homer Sarasohn and Charles Protzman in 1949 and 1950.

Prior to the arrival of Mellen in 1951, the ESS group had a training film done to introduce the three TWI "J" programs (Job Instruction, Job Methods and Job Relations)- the film was titled "Improvement in 4 Steps" (Kaizen eno Yon Dankai). This is the original introduction of "Kaizen" to Japan. For the pioneering, introducing, and implementing Kaizen in Japan, the Emperor of Japan awarded the Second Order Medal of the Sacred Treasure to Dr. Deming in 1960.

Consequently, the Union of Japanese Science and Engineering (JUSE) instituted the annual Deming Prizes for achievements in quality and dependability of products in Japan. On October 18, 1989, JUSE awarded the Deming Prize to Florida Power & Light Company (FPL), based in the United States, for its exceptional accomplishments in its process and quality control management.

Implementation The Toyota Production System is known for kaizen, where

all line personnel are expected to stop their moving production line in case of any abnormality and, along with their supervisor, suggest an improvement to resolve the abnormality which may initiate a kaizen.

The PDCA cycles

The cycle of kaizen activity can be defined as: Standardize an operation Measure the standardized operation (find cycle time

and amount of in-process inventory) Gauge measurements against requirements Innovate to meet requirements and increase

productivity Standardize the new, improved operations Continue cycle ad infinitum

This is also known as the Shewhart cycle, Deming

cycle, or PDCA.

The five main elements of kaizen

Teamwork Personal discipline Improved morale Quality circles Suggestions for improvement

Key elements of kaizen are quality, effort, involvement of all employees, willingness to change, and communication.

Total Productivity Maintenance Total productive maintenance (TPM) has been around for

almost 50 years. To the "west" it is a new way of looking at maintenance: to the Japanese, it is an established process. Like all processes, it has a host of acronyms and buzzwords. Some are obvious, many will require follow-up reading.

In TPM, the machine operator is thoroughly trained to perform much of the simple maintenance and fault-finding. Eventually, by working in "Zero Fails" teams that include a technical expert as well as operators, they can learn many more tasks - sometimes all.

Introduction

TPM is a maintenance process developed for productivity. Original goal of total productive management: TPM focuses primarily on manufacturing (although its

benefits are applicable to virtually any "process") and is the first methodology Toyota used to improve its global position (1950s).

After TPM, the focus was stretched, and also suppliers and customers were involved (Supply Chain), this next methodology was called lean manufacturing.

An accurate and practical implementation of TPM, will increase productivity within the total organization, where:

(1).. a clear business culture is designed to continuously improve the efficiency of the total production system

(2) .. a standardized and systematic approach is used, where all losses are prevented and/or known.

(3) .. all departments, influencing productivity, will be involved to move from a reactive- to a predictive mindset.

(4) .. a transparent multidisciplinary organization is reaching zero losses.

(5) .. steps are taken as a journey, not as a quick menu.

History TPM is an evolving process, starting from a Japanese idea that

can be traced back to 1951, when preventive maintenance was introduced into Japan from the USA (Demming). Nippondenso, part of Toyota, was the first company in Japan to introduce plant wide preventive maintenance in 1960. In preventive maintenance operators produced goods using machines and the maintenance group was dedicated to the work of maintaining those machines.

However with the high level of automation of Nippondenso, maintenance became a problem as so many more maintenance personnel were now required. So the management decided that much of the routine maintenance of equipment would now be carried out by the operators themselves.This is not to reduce costs, however; the operator has a better understanding of the how the equipment works on a daily basis.

Focus of TPM

TPM aims to eliminate the six causes of machine failure. It aims at maximizing the effectiveness of its equipment

throughout its entire life. It involves everyone in all the department and at all levels. It motivate people for plant maintenance through small

group activities. It develop a maintenance system. It provide training in basic house keeping problem solving

skills and activities to achieve zero breakdown and prevent big losses.

Mura Muri Muda Muda is a traditional Japanese term for an activity that is wasteful and

doesn't add value or is unproductive, etymologically none or un-useful in practice or others. It is also a key concept in the Toyota Production System (TPS) and is one of the three types of waste (Muda, Mura, Muri) that it identifies.

Toyota merely picked up these three words beginning with the prefix mu-, which in Japan are widely recognized as a reference to a product improvement program or campaign.

A process adds value by producing goods or providing a service that a customer will pay for. A process consumes resources and waste occurs when more resources are consumed than are necessary to produce the goods or provide the service that the customer actually wants. The attitudes and tools of the TPS heighten awareness and give whole new perspectives on identifying waste and therefore reducing waste.

Muda has been given much greater attention as waste than the other two which means that whilst many Lean practitioners have learned to see muda they fail to see in the same prominence the wastes of mura (unevenness) and muri (overburden).