Anthony Veltri

When does lean hurt? – an exploration of lean practices and worker health and safety outcomes

Abstract This research takes a first step toward a more complete understanding of the effects of lean production on both operational and worker health and safety performance. Previous operations management literature considered only the operational performance implications of lean while previous safety literature considered only the worker health and safety implications of lean. This research considers both perspectives by providing empirical evidence on the impact of lean on operational and health and safety performance. Results from 10 case studies show that the adoption of lean practices and or an overall lean philosophy has a positive impact on operational and health and safety performance. However, there are some nuances in the role of individual practices associated with lean. The plants with the worst operational and health and safety performance in the sample were those that adopted just-in-time practices without human resource and prevention practices. The results show how both the social and technical components of lean are required for lean to have positive operational and health and safety impacts.

An accident cost impact model: The direct cost component

Abstract Organizations are becoming increasingly aware of the impact of the direct costs of accidents on financial performance. The current annual cost of accidents incurred by industrial enterprises is more than

Managing Safety and Operations: The Effect of Joint Management System Practices on Safety and Operational Outcomes.

44.5 billion (National Safety Council, 1989). Increasingly, organizations are discovering that the degree of operating leverage (i.e. the ratio of percentage change in operating income to the percentage change in operating costs and/or sales or units sold) is adversely affected. Reducing the cost of accidents will lower the degree of operating leverage. I describe here an accident cost impact model that a variety of enterprises can use to disclose the direct costs of accidents and the economic impact on cost-volume-profit performance standards and profitability potential. The indirect costs of accidents are not calculated into this model formula, chiefly because no suitable model for verifying them with any reasonable accuracy has been developed. A pilot study to verify the efficiency of the direct cost accident model was performed on cost-volume-profit data supplied by a self-insured marine operation on the west coast. Every effort has been made to keep this accident cost impact model compatible with the loss-report accounting systems in use in todays organizations. The model is designed to be simple to understand and implement, to provide timely feedback for improved analysis and decision-making, and to cost little to operate.

Evaluating the safety function: A conceptual model

Objective: The aim of this study was to determine whether management system practices directed at both occupational health and safety (OHS) and operations (joint management system [JMS] practices) result in better outcomes in both areas than in alternative practices. Methods: Separate regressions were estimated for OHS and operational outcomes using data from a survey along with administrative records on injuries and illnesses. Results: Organizations with JMS practices had better operational and safety outcomes than organizations without these practices. They had similar OHS outcomes as those with operations-weak practices, and in some cases, better outcomes than organizations with safety-weak practices. They had similar operational outcomes as those with safety-weak practices, and better outcomes than those with operations-weak practices. Conclusions: Safety and operations appear complementary in organizations with JMS practices in that there is no penalty for either safety or operational outcomes.

Profiling cost and profitability potential associated with recovery, recycle, and reuse of spent rinse waters from semiconductor wafer rinsing processes

Evaluation is becoming recognized as an important management practice of the Safety Function. What is it, then, that makes for effective safety function evaluation? This paper provides a framework for evaluating the efficacy of the Safety Function. The need for a model to evaluate the efficacy (i.e., intended effectiveness and efficiency) continues to build among a distinct group of safety practitioners who are required to justify their continued organizational existence in a strict economical sense. Specifically, the paper focuses on (a) a definition and purpose of safety function evaluation; (b) preconditions necessary for conducting an evaluation; (c) the types of safety function and the approaches to safety function evaluation; (d) guidelines for planning an evaluation; and (e) indicators that measure and evaluate financial and economic performance of the safety function.

Is Safe Production an Oxymoron

This paper profiles the environment, safety and health (ESH) cost and profitability potential associated with recycling spent rinse waters from semiconductor wafer rinsing processes. An ESH cost modeling software tool was used to (a) account for activities that drive environment, safety and health costs, (b) estimate their economic impact, and (c) calculate the profitability potential between ultrapure water (UPW) nonrecycling and recycling options. The study found that the ESH cost model provided a flexible, low maintenance, decision-oriented approach for understanding the full cost and potential profitability of owning recycling systems. The financial analysis cost study looked at a typical 200 mm wafer fabrication facility processing 480000 wafers annually, using 500 gal/min of UPW and recycling at 70%. Both direct and gal/direct costs were calculated. The financial analysis study showed that the annual incremental cost difference between nonrecycle (

Understanding safety in the context of business operations: An exploratory study using case studies

2.8 M) and recycle (

The Cost of Safety Cost analysis model helps build business case for safety

1.5 M) is approximately (

Is an Efficacious Operation a Safe Operation: The Role of Operational Practices in Worker Safety Outcomes

1.28 M). This annual cost reduction taken over the 15 year estimated productive/economic life of the system, results in a net present value of (

Effect of loss control service on reported injury incidence.

4335034).