ANSI B11 STD B11 TR7-2007 ANSI Technical Report for Machines C Designing for Safety and Lean Manufacturing A guide on integrating safety and lean manufacturing principles in the us.pdf

1、 B11.TR7 2007 ANSI Technical Report for Machines Designing for Safety and Lean Manufacturing A guide on integrating safety and lean manufacturing principles in the use of machinery Registered: MAY 6, 2007 by the American National Standards Institute, Inc. Secretariat and Standards Developing Organiz

2、ation: AMT- The Association For Manufacturing Technology Technology Department 7901 Westpark Drive McLean, VA 22102 Copyright; All rights reserved No part of this document may be reproduced in any form, in an electronic retrieval system or otherwise, without prior written permission of the publisher

3、. Printed in the United States of America ABSTRACT Lean manufacturing includes a variety of initiatives, technologies and methods used to improve productivity (better and faster throughput) by reducing waste, costs and complexity from manufacturing processes. However, the effort to get lean has too

4、frequently led to the misapplication of lean manufacturing principles in ways that result in significant risks to worker safety and to the goal of lean manufacturing. Safety is a critical element in the lean manufacturing effort to yield processes that are better, faster, less wasteful and safer. Th

5、is document provides guidance for persons responsible for integrating safety into lean manufacturing efforts. This integration is only possible if lean manufacturing concepts and safety concerns of machinery are addressed concurrently. A brief overview of lean manufacturing concepts is presented. Th

6、e challenge of concurrently addressing safety and lean is described and examples demonstrate situations where this has not occurred. A process model for safety and lean is presented. A risk assessment framework is outlined that demonstrates how lean manufacturing concepts and safety can be implement

7、ed concurrently. Examples where safety and lean have been successfully applied are shared. This document also provides design guidelines on how to meet lean objectives without compromising safety. This document does not provide detailed guidance on lean methodologies, the risk assessment process or

8、how to reduce risk. Readers seeking detailed guidance on these topics should consult the references listed in clause 2, the B11 series of standards or other sources. PURPOSE This document provides guidance for persons interested in how to concurrently address lean manufacturing concepts and safety c

9、oncerns of machinery. A brief overview of lean manufacturing concepts is presented. The challenge of concurrently addressing safety and lean is described and examples are provided to demonstrate situations where this has not occurred. A process model for safety and lean is presented. A risk assessme

10、nt framework is outlined that introduces how to effectively address both lean and safety concerns. Examples where safety and lean have been successfully applied are shared. This document also provides design guidelines on how to meet lean objectives without compromising safety. Acknowledgment Materi

11、als used in the development of this document have been graciously and voluntarily shared by the following: The Boeing Company Deere their existence does not in any respect preclude anyone, whether they have approved the standards/technical reports or not, from manufacturing, marketing, purchasing, o

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21、e attributable to AMT and is solely the responsibility of the certifier or maker of the statement. NOTICE: This ANSI Technical Report may be revised or withdrawn at any time. The procedures of the American National Standards Institute require that action be taken every 10 years to reaffirm, revise,

22、or withdraw this technical report. You may contact the Secretariat for current status information on this, or other B11 documents. Individuals interested in obtaining up-to-date information on standards can access this information at http:www.nssn.org (or by contacting ANSI). NSSN - A National Resou

23、rce for Global Standards, provides a central point to search for standards information from worldwide sources and can connect those who seek standards to those who supply them. Published by: AMT The Association For Manufacturing Technology 7901 Westpark Drive, McLean, VA 221024206, USA www.AMTonline

24、.org Copyright 2007 by AMT- The Association For Manufacturing Technology All rights reserved. Printed in the United States of America No part of this publication may be reproduced in any form, in an electronic retrieval system or otherwise, without the prior written permission of the publisher. ANSI

25、 Technical Report B11.TR7 2007 Page 4Copyright 2007 AMT; All Rights Reserved Table of Contents Page INTRODUCTION 8 1 SCOPE 10 2 REFERENCES 10 3 DEFINITIONS 11 4 OVERVIEW OF LEAN CONCEPTS .11 4.1 GENERAL 11 4.2 LEAN METHODOLOGIES 13 4.2.1 Kaizen. 13 4.2.2 Five-S (5-S) 13 4.2.3 Pull 14 4.2.4 Kanban .

26、14 4.2.5 Six-sigma 14 5 CHALLENGES AND EXAMPLES 15 5.1 GENERAL 15 5.2 EXAMPLES OF LEAN AND SAFETY CONFLICT 16 5.2.1 Pneumatic punch press 16 5.2.2 Robot Example. 17 5.2.3 Significance 18 5.3 LEAN AND RISK 18 5.3.1 Errors in implementation of the Kaizen process. 18 5.3.2 Additional considerations . 1

27、8 5.4 CHALLENGES 19 6 SAFETY AND LEAN SOLUTIONS. 19 6.1 LEADERSHIP . 19 6.2 PROCESS MODEL 19 6.3 IMPLEMENTATION 20 7 OVERVIEW OF THE RISK ASSESSMENT PROCESS. 21 7.1 GENERAL 21 7.2 PROCESS . 21 7.3 SAFETY AND LEAN . 23 7.3.1 Setting limits . 23 7.3.2 Identifying tasks and hazards. 23 7.3.3 Assessing

28、risk and waste. 24 7.3.4 Reducing risk and waste 24 7.3.5 Verifying 26 7.3.6 Finishing . 26 8 EXAMPLES OF SAFETY AND LEAN SUCCESSES 26 8.1 POWER PRESS BRAKES . 26 8.1.1 Movable implementation 26 8.1.2 Stationary implementation 27 8.1.3 Significance 27 8.2 FOLDING CONVEYOR SYSTEM. 28 8.3 GUARDING MAC

29、HINERY 28 8.4 GUIDE RAILS FOR PARTS LOADING / UNLOADING 29 8.5 COLLAPSIBLE CONTROLS. 31 8.6 SAFETY AND LEAN ASSEMBLY. 33 ANSI Technical Report B11.TR7 2007 Page 5Copyright 2007 AMT; All Rights Reserved 8.7 CLEAN-UP OPERATION. 33 8.8 SIGNIFICANCE. 33 9 CONSIDERATIONS FOR SAFETY AND LEAN DESIGN . 34 1

30、0 SUMMARY 34 ANNEX A DETAILED RISK ASSESSMENT OF DEBURRING PROCESS 35 ANNEX B CONSIDERATIONS FOR PLANNING 42 LEADERSHIP OBJECTIVES / DESIRED OUTCOMES: 42 KEY CONCEPTS FOR LEAN MANUFACTURING . 42 APPLYING COMMWIP TO SAFETY AND LEAN DESIGN PRINCIPLES . 42 ANNEX C CONSIDERATIONS FOR PROCESS DESIGN 43 D

31、ESIGN THE PROCESS. 43 DESIGN THE CELL OR WORK STATION . 43 DESIGN WORKPLACE HANDLING EQUIPMENT . 43 ANNEX D CONSIDERATIONS FOR PLANNING THE LAYOUT 44 OBJECTIVES . 44 DESIGN FOR FLEXIBILITY . 44 PRINCIPLES OF WORKPLACE LAYOUT . 44 ANNEX E CONSIDERATIONS FOR TOOL AND EQUIPMENT DESIGN 46 PRINCIPLES OF

32、BODY MOTION 46 PRINCIPLES OF TOOL AND EQUIPMENT DESIGN 46 PRINCIPLES OF MACHINE DESIGN FOR CELLS AND LEAN MANUFACTURING. 46 DESIGN FOR ADJUSTABILITY 47 ANNEX F CONSIDERATIONS FOR WORKPLACE HANDLING EQUIPMENT. 48 ANSI Technical Report B11.TR7 2007 Page 6Copyright 2007 AMT; All Rights Reserved Forewor

33、d This ANSI Technical Report was developed to provide useful and practical guidance to users of machines to effectively and concurrently incorporate the concepts of safety and lean manufacturing. Integrating safety and lean concepts early in the design process should maximize the impact and cost eff

34、ectiveness of safety and lean interventions during the design process. A search of the technical literature reveals ample information on lean manufacturing concepts. Similarly, the literature on safety is rich in depth and breadth. Yet a search that addresses both safety and lean concepts yields ver

35、y little information. Persons formally trained in the concepts of lean will respond that safety is an integral part of the 5S process and that to exclude safety concerns is inconsistent with lean concepts. The same can be said about persons formally trained in safety their solutions to minimizing ri

36、sk will appropriately address productivity concerns. But as lean gains momentum, people less well trained in lean or safety will attempt projects and the results can be less than ideal. This document is written primarily for users of machine tools looking to incorporate lean manufacturing concepts i

37、nto their operations. Suppliers of machine tools, integrators and others developing manufacturing systems may also benefit. This document is written for engineers, technicians, designers, and safety and health personnel who are involved with lean manufacturing projects and decisions related to machi

38、ne tools. This is the first publication of this Technical Report. Publication of this ANSI Technical Report has been approved by the Accredited Standards Developer AMT- The Association For Manufacturing Technology. This document is registered by the American National Standards Institute as a Technic

39、al Report of publications according to the Procedures for the Registration of ANSI Technical Reports. This document is not an American National Standard and the material contained herein is informative, not normative in nature. This ANSI Technical Report is developed and processed under the B11 Accr

40、edited Standards Committee Operating Procedures and ANSI Essential Requirements in the same consensus manner and according to the same developmental procedures and principles (openness, balance, due process and consensus) as the American National Standards with the B11 series. Suggestions for improv

41、ement of this technical report are welcomed. They should be sent to: AMT, 7901 Westpark Dr., McLean, VA 22102-4206, Attention: Safety Director. ANSI Technical Report B11.TR7 2007 Page 7Copyright 2007 AMT; All Rights Reserved ANSI B11 Accredited Standards Committee: John W. Russell, PE, CSP Chairman;

42、 Gary D. Kopps, Vice-Chairman; David A. Felinski, Secretary Organizations Represented Name of Representative Delegate Alternate Aerospace Industries Association of America Willard J. Wood, ARM Lance E. Chandler, PE Aluminum Extruders Council Melvin Mitchell Douglas Hart American Society of Safety En

43、gineers Bruce W. Main, PE George Karosas, PE, CSP Association For Manufacturing Technology Russell A. Bensman Dan Soroka / Alan Metelsky Automotive Industry Action Group Steve Rudelic The Boeing Company Don R. Nelson Robert J. Eaker, PE, CSP Can Manufacturers Institute Geoffrey Cullen Jennifer Day G

44、eneral Motors Corporation Michael Taubitz Michael Douglas John Deere Gary D. Kopps Dan Levengood Metal Building Manufacturers Association Charles M. Stockinger Charles E. Praeger Metal Powder Industries Federation Dennis R. Cloutier, CSP Teresa F. Stillman National Institute for Occupational Safety

45、All Rights Reserved Introduction Background on Lean Manufacturing The concept of improving efficiencies in manufacturing production has been around since the birth of manufacturing. People and companies have continually searched for better ways to improve products and produce them more efficiently.

46、For many years, these efforts were - and in many cases still are - informal, with energies focused on making a task easier to do, saving material costs, or reducing the time required to perform an operation. Henry Ford is often recognized as one of the earliest lean thinkers. His organization of aut

47、omobile manufacturing into assembly lines was a pioneering recognition of product flow. Following World War II, Taiichi Ohno developed the Toyota Production System as a means to efficiently produce small quantities of product based on customer demand a pull system. The Toyota Production System evolv

48、ed over many years and continues today. The success of the system has been remarkable, and the methods used to achieve this success have been termed “lean.” In the latter part of the 20thcentury, manufacturing attention began to formalize the drive for efficiency. Building on the fundamental concept

49、s of the quality movement and the Deming revolution, Toyota and other like-minded companies focused attention on building quality into products from raw materials to finished goods. These companies found that identifying methods to maximize the production of a power press, for example, did not necessarily result in optimal use of resources for the company as a whole. Although the press operation was very efficient, the resulting work in process inventory wasted resources. Methods to formalize efficiency efforts at an organizational