Abstract
The literature remains divided the ideal conditions for integration of occupational health and safety (OHS) into continuous improvement initiatives based on the principles of lean manufacturing. Few significant results and little documentation exist on the effectiveness, sustainability and the degree of integration. This paper outlines some possible explanations for the non-success of this integration and examines the hypothesis that integration is unsuccessful when the lean-based improvements themselves suffer from sustainability issues. This research project addressed the case of a Quebec manufacturing company and focused on musculoskeletal injury (MSI). Twenty-four employees participated in the study for two months. Corporate documentation was analyzed. Individual interviews were used to document workers’ perception of their work environment. Continuous improvement interventions were observed to identify possible risks of MSI, and obtain a general portrait of OHS and continuous improvement in this company. The majority of the employees surveyed believed that the continuous improvement initiatives were short-lived. They also reported they experienced MSI-related discomfort following organizational changes. Examination of several initiatives showed that results were not maintained over time. The integration of OHS into continuous improvement is not systematic. When this integration is apparent, OHS goals are not always met and are rarely subject to monitoring. Taking OHS into consideration, implementing lean principles does not directly guarantee a reduction in cases of MSI. The integration of OHS into continuous improvement activities is reflected in the systematic consideration of OHS in driving lean improvements. The results of this project will help to develop a better approach to the implementation of lean to improve this integration in our industries.
Highlights
Coined in 1987 by a research team at the Massachusetts Institute of Technology, the term lean was used to describe the Toyota production system
The literature remains divided the ideal conditions for integration of occupational health and safety (OHS) into continuous improvement initiatives based on the principles of lean manufacturing
The correlation between the sustainability of improvements achieved through Lean initiatives and the incidence of musculoskeletal injury (MSI) is attributable to the fact that improvements in OHS, due to the nature of business, require consistent efficiency and stable performance over the short-to-medium term if a risk-free environment is to be maintained
Summary
In spite of the attention that has been given to understand and apply the lean approach around the world, its impact on occupational health and safety (OHS) remains largely unknown [1] [2] [3] [4]. A great debate is taking place to identify the OHS consequences of implementing lean manufacturing. The present article weighs in on this debate by attempting to shift it to evaluate the multitude of approaches to implementing lean production rather than the lean management system itself. This perspective is novel and appears to address a subject area, in which knowledge is lacking [5] [6]. Over twenty years have passed since the first introduction of lean implementation in America, and there is still no clear consensus regarding the elements of lean that have the greatest impact on OHS [2] [8]
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