The Common Objective—Impact the Culture by Building Trust. Compliance-Based Safety—Not Good Enough. Behavior-Based Safety versus Lean Safety. Living Injury-Free Every Day versus Living Painkiller-Free Every Day. A Safety Walk versus a Safety Gemba Walk. Case Studies.
Robert B. Hafey, an operations and Lean professional, spent over 40
years working in manufacturing at U.S. Steel Corporation and
Flexco. His first book, Lean Safety—Transforming Your Safety
Culture with Lean Management, was the first to link the topics of
Lean and safety. This positioned him to build a successful Lean
consulting business—RBH Consulting LLC.
Mr. Hafey firmly believes in the email signature tagline he
created, "You can continuously cope, or you can continuously
improve—the choice is yours!" Hafey considers continuous
improvement a creative endeavor and shares his passion for the
topic wherever and whenever possible.
Employee safety is the ultimate responsibility of any leader. Lean
provides the ultimate set of guiding principles for any leader.
Hafey, in his second book on the combined topic, shows us how
leaders can use safety to deploy Lean principles on the Gemba to
supercharge the performance of any organization.—Dan McDonnell, VP
Integrated Supply Chain, Ingersoll Rand
The idea of recognizing safety risks as opportunities for Lean
improvement is unique. By making a work activity safer we also make
the work more productive. I think most Lean practitioners do the
reverse - they look for waste in the production cycle, fix that,
and then trust that the process improvement also makes the work
safer. But having a worker-centric point of view makes the whole
Lean improvement idea more personal and grounded in ethics, which
makes sense to me.—Mike, Mikelis Abuls, Executive Vice President &
COO, CG Schmidt, Inc.
After decades of grappling with variability in Lean implementation
results, along comes Lean Safety Gemba Walks and ties all the loose
ends together into a coherent, practical and very powerful approach
to the engagement of the hearts and minds of those employees who
traditionally suffer the most injuries, the very same people who we
want to ‘transform’ into efficient assets. Enough with management
pushing transformation, bring on the employees pulling it. The
question is whether management can keep up.—Wayne Burton,
Manufacturing Manager, Bricks East Coast, Boral Clay & Concrete
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