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9781482258981

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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

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

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

Author Information

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.

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