One remarkable thing about the list is that it rarely changes. The order may change but the top cited standards typically don’t change. Top 10 Sited Safety and Health Violations: 501 - Fall Protection 1200 - Hazard Communication 451 - Scaffolding 134 - Respiratory Protection 147 - Lockout/Tagout 178 - Powered Industrial Trucks 1053 - Ladders 305 - Electrical, Wiring Methods 212 - Machine Guarding 303 - Electrical, General Requirements Three of the 10 sited standards are directed at the construction standard (1926) while other fall within the general industry (1910). It should be noted however that the general industry standard also has fall protection guidelines. Year after year, inspectors see the same on-the-job hazards, any one of which could result in a fatality or severe injury. More than 4,500 workers are killed on the job every year, and approximately 3 million are injured. By understanding these regulations you can improve your safety program and prevent injuries. Give me a call if you have any compliance doubts, or want to review OHSA regulations. Gwido Dlugopolsky at 216-391-7766 or email@example.com
Why does it take a NASCAR pit crew only 15 seconds to change four car tires when it takes people like you and me minutes? The answer is simple SMED. Single Minute Exchange of Dies, or SMED, is a process for reducing the time it takes to do equipment changeovers. Using the principles of SMED you should be able to perform any changeover in your facility in under 10 minutes! The SMED process is simple – convert as many changeover steps as possible to “external”, meaning they are done while your equipment is still RUNNING, while simplifying and streamlining the remaining steps. SMED is broken down into the following 3 Steps: Separate Convert Streamline We found this article to be very helping in explaining the SMED process in more detail: LEAN PRODUCTION - SMED A good first step to achieve this level of SMED efficiency would be to run a kaizen event at your facility to standardize (5S) your tools and supplies. Doing this alone will help you achieve 40% to 50% greater efficiency. Once the “low hanging fruit” is gone, you can still reduce setup times another 20% by practicing more advanced SMED principles.
In an average manufacturing plant, the presence of old industrial equipment, bad systems, or untrained workers can mean a higher risk of workplace accidents. In fact, studies show 94 percent of accidents occur because of unsafe actions, at-risk behaviors or poor decisions, while only 6 percent happen as a result of unsafe conditions, OSHA violations, and dangerous machinery. This shows that while compliance is necessary, it does not guarantee things will operate as smoothly as they should. Safety is about people, which means correcting behavior can be a challenge. But it’s possible to steer your employees in the right direction by engaging them during the continuous improvement process. The OSHA Safety and Health System Model consists of four categories: Management Leadership and Employee Involvement: Processes that involve the company coming together to brainstorm and implement solutions to plant issues Worksite Analysis: Periodic inspections and infra that track near-misses, safety incidents, and accident investigations Hazard Prevention and Control: Preventative maintenance performed to ensure the operation of a clean, organized facility Safety and Health Training: Information on how to keep the workplace safe Many lean manufacturing tools and techniques are designed to support these efforts, including audits, safety metrics, and systems that
In many cases, managers spend too much time at their desks, in meetings, and on their phones, which means they often rely on others to tell them what’s going on in their factories. Not having the necessary knowledge of day-to-day occurrences on your shop floor can not only lead to misinformed decision-making, but also an increase in safety hazards and apparent miscommunication between you and your employees. Thankfully, there are multiple ways of finding out what’s going on, one of which is known as “Gemba Walking”. Developed by industrial engineers Taiichi Ohno and Eiki Toyoda in the 1950s, Gemba is part of the famous Toyota Production System and stresses the importance getting you right where the action is, and meeting the people doing the actual work so you can see what’s happening for yourself. To start, pick an area of the factory and stand there for a prolonged period of time. Observe how your employees interact. Take notes and record questions that come to mind, some of which may include “Why are using this process for this task?” and “How can we improve on it?” These can be used in discussions later, especially those centered on devising improvement plans that