Embed Size (px)
Citation preview
Internship Process Improvement Project Using Lean 6σ tools
Company: Aramark: Starbucks FIU Project Title: Safety in the Workplace Prepared By: Ariel Weinstein Supervisor: Lydia Muniz Professor: Nathan Dodge Project Date: Summer 2016
Starbucks in FIU MMC Library (Florida International University, 2016)
This project focuses on the safety aspect of Starbucks at Florida International University. All too often, injuries occur of one form or another, and especially when working with food equipment, it is essential to have safety procedures in place. In fact, according to OSHA “the US Bureau of Labor Statistics reported that 67, 160 food preparation and serving workers hurt themselves badly enough to lose at least a day of work in 2008” (OSHA, 2016). Taking a look at the injury incidents at Starbucks FIU, it has been made clear that this is an important issue to focus on. The sooner the issues regarding keeping employees safe, and teaching them how to do so are addressed, the less injuries will occur. This also means the company will be saving money on indemnities and workers compensation. Through this project, I have identified issues I feel are putting employees at the most severe risk for injury, and have provided solutions to help solve and lessen these incidents as well. 5W’s and the H, but be brief. (Who, what, when, where, why, how)
Executive Summary
ii
Table of Contents Executive Summary……………………………………………………………………………......i Table of Contents……………………………………………………………………………...…. ii Define: Project Charter and Cost Benefit ……………………………………………………...1- 2
Current State Process Map………………………………………………………………..3 5 Why Analysis……………………………………………………………..…………….4 SIPOC……………………………………………………………….……………………5
Measure: Data Collection Plan………………………………………………………...………….6 Data Collection Results…...……………………………………………………...…7-13 Failure Modes and Effects Analysis…………………………………………….….…14 Process Capability/Process Cycle Efficiency/ Process Capacity...................................15
Voice of the Customer/Business…………………………………………………..…..16 Waste Analysis……………………………………………………………………...…17
Analyze: Benchmarking……………………………………………………………………...18-22 Root Cause Impact Analysis………………………………………………………...…23 General Theory to Explain the Process Problem………………………………………24
Improve: Polka Yoke/Improve the Process…………………………………………………...…25 Future State Process Map……………………………………………….…………….26 Modification to Procedures Manuals……………..……………………………………27
Control: Injuries at Starbucks Chart…………….……………………………………….………28 Entropy Force Analysis….………………………………………………………….…..29 10 Day Review/Transition Plan……………………………………………..……….…30 Process Review Schedule……………………………………………………………....31 Foresight Analysis…………………………………………………………………...…32 Lesson Learned…………………………………………………………………………33
Supervisors Critique………………………………………………………………...……..…34-35 References……………………………………………………………………………………36-37 Appendices/Support Document ………..……………………………………………..…………38
1
Define
Project Charter and Cost Benefit Project Charter
A single document which lists the scope and purpose of the project. Start Date 6/9/16 Complete Date 7/22 /16
Project Name Safety in the Workplace
Company Aramark Team Members (if any) Department Starbucks N/A Process Owner Lydia Muniz Sponsor Lydia Muniz Leader Ariel Weinstein LSS Green Belt Coach
Nathan Dodge
Problem Statement/ Business Impact
Description: Provide a complete and detailed description. State the defect or undesired event. Do not include causes. Use baseline data if available. Include timeframe, include conditions surrounding the problem.
A big problem in this company is the lack of safety rule enforcements, and the number of injuries/accidents that occur on an annual basis. This year in April alone, the region received indemnity charges at $15K each. This is due to the lack of safety enforcement.
Project Goal Goal: Clearly define and quantify. What is expected to be delivered? What are the improvement objectives and targets? How will success be measured.
The goal of this project is to analyze the exact roots of the injuries/accidents, and figure out ways to avoid those problems all together. Another goal is to come up with a way to enforce these solutions after the new rules and regulations have been put into place.
Benefits Benefits: Include expected benefits to inventory, sales, earnings, production, quality, etc. Define type I, II& III savings. List assumptions if possible.
Type 1 Benefits: Describe Annual cost savings if your project is successful
Type 2 Benefits: Describe Annual projected increased revenue if your project is successful
Type 3 Benefits: Describe Intangible benefits like increased customer loyalty, or better Yelp reviews.
This project will save approximately
$90,000 in indemnities, and
$174,252 in worker’s comp
based off data from the past two years
Zero (this specific project saves money but does not increase revenue)
Employees will undergo fewer accidents, allowing more people to work, and the company saving money
Scope
2
What are the boundaries of the project (start and end steps of the process)? What is not included?
Detect unsafe habits and find ways to avoid them
Continuously check safety rules and regulations are abided by.
What is not included: Training of employees after safety tools are received.
DMAIC Phase Schedule Define Measure Analyze Improve Control 6/9/16 6/19/16 6/30/16 7/15/16 7/27/16 Financial Benefits
Year 1 Year 2 Year 3 Totals all 3 years
Type I 264,252 264,252 264,252 792,756 Type II N/A (0) N/A (0) N/A (0) N/A (0) Total I&II 264,252 264,252 264,252 792,756
3
Current State Process Map Problem: Employees are getting injured in the work area.
Employees working in
food service at FIU become
Identify root cause of
injuries (i.e severe cuts)
Create a plan to avoid these
roots of injuries (i.e cut gloves) Decide how to
train employees to use the new
safety equipment
Make and post signs reminding employees of how to properly
use the safety tools
Continuously conduct random inspections of employees to
see if rules are being followed
4
5 Why analysis 5 Whys/ Root cause analysis
A technique where you keep questioning how a previous event or process could be at the heart of the final problem. Why: an employee gets involved in a serious injury Why: the employee was not wearing a cut glove, and badly sliced their finger. Why: the employee did not realize they were required to wear a cut glove, because no one was enforcing it upon them. Why: the rules of wearing a cut glove were not posted along the walls and machines in the kitchen area. Why: managers are not paying as much attention to enforcing and managing safety techniques and procedures in the work place Why: The root cause of someone slicing their finger, is that no one is enforcing the rule of making sure employees wear the gloves when cutting or slicing food.
5
SIPOC SIPOC analysis (Suppliers, Inputs, Process, Outputs, Customers) Suppliers to the Process: -Safety Equipment Suppliers -Hubert Company -Managers distribute tools to Aramark employees Inputs to the process -Management oversight -Training sessions on how to use the safety gloves and equipment Process -Food service technique is identified as being dangerous to the employee. -Manager purchases safety equipment. -Training sessions are implemented on how to properly use the safety tools/techniques. -Employees start abiding by the safety rules. -Managers/supervisors set up signs of the safety tools and techniques throughout the kitchen area to help remind/prevent injuries from occurring. Outputs -A safety system against employee injuries. -A safe work system with less injuries. Customers -Employees
6
Measure Data Collection Plan Data Source
Operational Definition Data owner
Frequency Measure Sample size
FY15 Data Pie Chart
Chart showing how often a cause of an injury occurs compared to other causes
Lydia Muniz
Annual Types of injuries how many people per injury
639
South Injury Causes Excel Sheet
Document showing the cases and causes in various work settings at schools throughout the US
Lydia Muniz
Annual Type and frequency of injuries
12
Manager of Starbucks FIU Interview
Personal information/statements taken directly from the manager of Starbucks
Lydia Muniz
One time- interview
Knowledge and opinion of safety standards at Starbucks from a manager’s perspective
1
South Metrics by PC 4-16
Chart of rates of recent accidents/injuries at different locations and regions around the world
Lydia Muniz
Annual Measures various injury rates in this field, throughout various regions
7
Interview with Starbucks Employee
Personal information and statements taken directly from an employee of Starbucks
Ronald Vaidl
One-time interview
Knowledge and opinion of safety standards at Starbucks from employee perspective
1
Financial Statement
Statements providing financial information on the costs of injury incidents owed from Starbucks
Paola La Madrid (FIU
Aramark Unit
Controller)
Updated as needed.
Costs due to injuries from 2014-2015
1 year of
costs for
injuries
7
Data Collection Results Data Item 1
This pie chart represents different causes of injuries in South Miami, and shows the
percentage of each type of injury as it occurs.
8
Data Item 2
This screenshot is a section of an excel sheet of 639 records of injuries from schools throughout the country. This small portion of the excel sheet is just a sample of all the injuries that occur at FIU pertaining to food preparation and
safety in the workplace.
9
Data Item 3 Starbucks Manger Interview
1. What is the most common injury you see here at Starbucks? Answer: Cuts on hands are the most common.
2. On average, how often do these injuries occur? Answer: In a period of six months, we get three or four cuts.
3. Is there a specific safety training process implemented prior to employees being able to work
at Starbucks? Answer: Yes, they get trained by the manager on how to properly use the equipment.
4. How do the injuries from the Starbucks in the Green Library, compare to the Starbucks injuries
in the Mango building? Answer: They are about equal in average injuries.
5. How do you feel about the current safety procedures?
Answer: I think they are effective when everyone follows them. When they are not followed, that’s when things happen.
6. What are two things you believe that if changed, would make a drastic decrease in the
number of accidents that occur at Starbucks? Answer: I think if every manager said something directly to the employee when they see something not safe, it would diminish the accidents.
7. How does it affect the flow of the store in the moment of the injury?
Answer: Employees shift to proper positions and I come to the back with the injured employee.
8. What procedure do you think is the most effective at preventing injuries?
Answer: Wearing your cut gloves is definitely most effective.
9. Have you personally experienced being in the store when an injury or accident occurred? Answer: Yes, all the time.
10. What steps could have been taken to prevent that specific injury?
Answer: If she was wearing the cut gloves on the proper hand, she would not have gotten cut.
10
Data Item 4
This is a document explaining the rates of recent accidents/injuries at different
locations and regions around the world. Due to the chart being wide, it needed to
be flipped vertically in order for the content to be large enough to see and read.
Please refer to the chart on the following page.
11
12
Data Item 5 Starbucks Employee Interview (Ronald Vaidl)
1. Have you worked at other food companies before where injuries occurred? Answer: Yes, Chipotle.
2. Have you ever been injured or involved in an accident while working at Starbucks?
Answer: No.
3. Did you have any specific safety training before working at Starbucks? Answer: No.
4. Is this the only Starbucks you have worked at?
Answer: Yes.
5. How do you feel about the current safety procedures? Answer: I think they are great, people are aware of the safety procedures and are aware of the consequences if they do not follow them.
6. What are two things you believe that if changed, would make a drastic decrease in the
number of accidents that occur at Starbucks? Answer: More open spaces; two people can’t even walk at the same time without bumping into each other in the back and behind the counter. Another solution is renovations. Compared to the spaces in the rest of the university, Starbucks has no renovations which makes it more likely for injuries to occur.
7. How does it affect the flow of the store in the moment of the injury?
Answer: The service slows down and people go into a panic.
8. What procedure do you think is the most effective at preventing injuries? Answer: Wearing non-‐slip shoes prevents about half the injuries from happening.
9. Have you personally experienced being in the store when an injury or accident occurred?
Answer: Yes, a girl fainted because she had an ulcer.
10. What steps could have been taken to prevent that specific injury? Answer: The girl could have been given more breaks and we could have paid more attention to her when she said she wasn’t feeling well.
13
Data Item 6
“According to our accountant, we have paid an estimated worker compensation amount of $174,252 in 2014-2015.”
-Paola La Madrid
(FIU Aramark Unit Controller)
This is a statement taken from the Aramark unit controller at FIU, stating the amount of
money the company has had to pay in worker’s compensation. This statement is important
because it gives the company a sense of how financially harmful injuries could be to the
company, and should give the company a chance to correct what is causing these injuries in the
first place. $174,252 is a large sum of money that could be used for endless other aspects of the
company, rather than having to pay worker’s compensation due to avoidable injuries.
14
Failure Modes and Effects Analysis Type of Failure Mode (the specific
way the failure occurs)
Effect (immediate consequences)
Valence (Seriousness) 1low-10 High
Water not mopped/no yellow “WET FLOOR” sign
A custodian mops the floor but fails to put up a caution sign to warn others the floor is wet.
Employees walk on a slippery floor and fall causing serious injury to head or other body parts.
10
Leaving loose cords in pathways
Maintenance workers or employees leave extension cords plugged in without taping them down to the ground.
Employees trip over the loose cords on the floor causing them to fall and potentially break a bone or hit their head on the ground.
10
Not wearing a cut glove
Employee uses a knife without wearing a cut glove.
Employee cuts their finger or hand causing a severe gash or worse, needing serious medical attention.
9
Not wearing gloves when taking items out of an oven
Employees take pans or food out of an oven without oven mitts on.
Employee burns their hands because they were bare while touching something very hot in the oven.
10
15
Process Capability The process capability in this case at Starbucks in terms of safety, is how
often are people getting hurt, how much the injuries are costing the company, the length of time that employee is unable to work for, and actions taken to try to reduce the number of injuries occurring.
Process Cycle Efficiency: Compute Little’s Law Lead time = Number of things in the process
Average completion rate
Lead Time: There are 4 safety briefs a month which are due weekly. This means that the lead time is one week.
Determine Process Capacity
This process can be completed endless times, as long as the safety guidelines and systems are abided by, and employees stay aware of their surroundings and behaviors.
16
Voice of the Customer
“If you were to ask my employees here at Starbucks, they are going to tell you we don’t have to
wear a cut glove, we don’t cut anything. When in reality, we cut packages open, bagels open, we slice
brownies and everything we can make and prepare for you, we cut.
So when they don’t use a knife, and you ask them why they aren’t wearing a cut glove, they look
at you like you are an alien from outer space and ask “what is a cut glove?” It doesn’t matter how many
times you teach them, they will always look at you with a blank face not knowing what a cut glove is.
It is frustrating as a manager because we talk to them about it a lot but they still don’t get it. If not
every manager is enforcing it, and not every manager is consistent, you see it in the employees. If safety
is a priority to an employee, you know that the manager of that employee is engaged. If you walk to other
places however, you’ll see managers exhibiting unsafe behaviors and you’ll understand that safety is not a
priority in that location.” –Lydia Muniz
Voice of the Business
The information I collected for the “voice of the customer”, is taken directly from the interview I
had with the Starbucks manager Lydia Muniz. Due to the fact that my issue I am addressing is based upon
employee safety, my description regarding the voice of the customer and the voice of the business will be
extremely similar, since the “customer” is technically the employee in this situation. The following is her
response to the issue of safety in the workplace.
“As the person who is trying to instill a safe community or a safe culture in the business, I see
that employees see safety as an “inconvenience”.
They ask, “why do I have to get non-slip shoes when my shoes are perfectly fine? Why do I have
to wear the cut glove? It’s so bulky and the other glove doesn’t fit correctly. Why do I have to put the
chemicals in this cupboard when there is space over here? They see it as an inconvenience rather than a
way to keep everyone safe. We just want to make sure they are going home in the same condition that
they came in.
The challenge is getting the employee to not see safety as an inconvenience, so that they can
embrace the safety culture and teach it. How do we change the perspective of the employee? Most
managers will see there is something wrong and walk right by it, informing the employee’s manager of
what is wrong, rather than telling the employee directly. That’s where the culture of “we don’t have to do
this nobody cares” comes from.”
17
Waste Analysis – Timwood P -‐ Types of waste:
• Transport
-‐information from Starbucks to insurance companies post injury can be lengthy and complicated for all parties involved
• Inventory
N/A
• Motion
-‐people walking with knives in their hands can be extremely dangerous if they are in a hurry and not paying attention as to what is going on around them
-‐employees needing to get somewhere in a hurry might not be paying attention to where they are going and trip over something while in the process of getting there.
• Waiting
-‐waiting for insurance information or input from company and insurance company
• Overproduction
N/A
• Over Processing
N/A
• Defects
-‐checking for defects in any and all equipment is essential to the safety of employees
-‐working with defected equipment could lead to fatal and severe injury
18
Analyze
Benchmarking Conduct peer-reviewed research to determine how other companies address the same or similar problems. The following passages are examples of real-life situations which occurred throughout various parts of the country. These examples are taken from cited peer reviewed journal articles and websites. Example 1: “An employee of the UK's largest food producer suffered severe brain and spinal
injuries after a 65kg metal pillar fell and struck him on the head. Premier Foods, which has an
annual turnover of L2.6 billion and owns brands including Hovis, Branston and Ambrosia,
admitted failing to ensure the safety of its employees under s2(1) of the HSWA. It was fined
L14,000 with L6808 costs at Wirral Magistrates' Court on September 9. On investigation, the
HSE concluded that the company had failed to plan the task, and had not trained workers on how
to carry out the work safely” (Safety and Health Practitioner, 2010).
Analysis: As seen in this example, it is essential to the safety of employees, that
managers and companies put in the effort to clearly explain how a task should be completed.
Without proper training, employees will work based off their own common sense and try to
figure it out for themselves, which can be dangerous since the task they are trying to figure out
can be extremely risky.
Example 2: “In order to minimize the chances of injury, bagel shop operators are beginning to
invest in automated bagel slicers. They are quick and easy to use, and employees' fingers need
never come near the razor-sharp blade of the machine” (Foodservice Equipment and Supplies
Specialist, 1997).
Analysis: One of the biggest issues at Starbucks, is employees cutting themselves.
Cutting bagels is an every day task at Starbucks, and I feel that if Starbucks followed other bagel
shop operators and invested in a bagel slicer, there were would be a significant decrease in the
number of injuries from knives and cuts.
Example 3: “Twice a week, Julia Carlson cycles to work at the United Parcel Service (UPS)
Center, 17 miles from her home. To cope with the stress of her physically and mentally
19
demanding job, Julia Carlson takes advantage of the programs that UPS now offers its
employees to increase health awareness and decrease workplace injuries and illnesses. The 12-
month program focuses on a different topic each month to educate employees about all aspects
of their health. The program leads the employees to understand that their boss cares about their
health, and their families' health” (Employee Wellness Programs, 2008).
Analysis: This method of helping employees maintain health, is an incredible program
that any company at all could benefit from. If employees are taking part in this type of program,
it will help them to better understand why a lot of the rules that are put in place in terms of
safety, are the way they are. At Starbucks, implementing a general health awareness program for
everyone who works there, could, as in the example, make a significant improvement in
employee’s health, which would be reflected in their work ethic and behavior.
Example 4: “The repetitive motion injuries that baristas incur are a result of a fast-paced
environment in which they prepare, over and over again, a series of coffees and/or teas from the
coffee shop’s menu which require significant manual dexterity to achieve the precise color, head
of foam, and flavor a coffee-lover wants. Because Starbucks management refuses to have enough
baristas during the busiest times – namely early morning and noon – the dangerously accelerated
pace required of those who are working creates ideal conditions not only for RMDs but for burns
and scalds. These latter injuries are due not only to a hectic work pace but the fact that
Starbuck’s coffee shops are not ergonomically sound; that is, designed to minimize the
possibility of repetitive motion injury” (Starbucks Repetitive Motion Injury, 2013).
Analysis: After reading about repetitive motion injuries, it has become clear that this is a
serious problem. Although the employee is not performing work incorrectly, or using equipment
incorrectly, injuries are still occurring based off the number of hours some managers have their
employees working for. Unfortunately, scheduling is a difficult concept to change easily, but
perhaps rotating employees to different stations would help the issue.
Example 5: “Christine Joy D'Amico, 52, won $555,720 US in court for injuries she got while
making coffee at Madeleine's Café” (Saria, 2014).
Analysis: Although this is a short statement, it has a lot of power and insight to it.
$555,720 is over half a million dollars. This exceedingly large sum of money would only result
20
in injuries so severe and potentially fatal. The amount of money she one proves a point that
something so destructive happened to her. If she were to get these severe injuries, she must have
been having to complete a task that she was not entirely sure how to do, or the equipment was
not being properly used. In either case, intense training on how to complete the task, and how to
use the equipment, should have been completed before she started making the coffee.
Example 6: “According to studies from the Occupational Safety and Health Administration
(OSHA), for every $1 spent in safety programs, businesses can save between $4 to $6 from costs
associated with injuries and fatalities” (Top Four Restaurant Injuries, 2011).
Analysis: This idea is an incredible concept that all managers should look into. A lot of
times, companies do not want to take the extra time and money to properly train their employees
on how to behave and use equipment safely. However, based off of the data, investing in safety
training programs will only reduce or avoid costs for the company in the future, due to injuries
that could have been prevented through utilizing safety programs.
Example 7: These are safety tips taken from Accident Prevention, which provides general safety
tips for all food service companies to abide by.
“When handing a knife to a co-worker – set it down – don’t pass it from hand to hand.
Don’t leave knives out on countertops. Don’t throw knives into dish water with other dishes.
Clean the knife immediately after use or place it in a dishwasher or a container labeled "for
knives only. Do not throw knives/other sharp objects into sinks between periods of use. Avoid
placing knives near the edge of a countertop. Do not try to cut while distracted or when having a
conversation. Slow down when cutting with a sharp knife” (Accident Prevention Slides).
Analysis: Due to the idea that there are a significant number of injuries occurring at
Starbucks each year, perhaps having a print out of these tips and reminders posted around the
kitchen area and behind the counter, would encourage employees to be more aware of where
they are placing knives, which would in turn reduce injuries in the work place.
Example 8: “Well Over 1,000,000 hand injuries a year
• 20% of disabling workplace injuries involve the hands.
• Injury Types Lacerations 63%
21
• Crush 13%
• Avulsion 8%
• Puncture 6%
• Fracture 5%
• Primary cause of hand injuries is equipment not performing as expected”
(Safety at Hand, 2016)
Analysis: These numbers are statistics that represent the percentage of different types of
injuries that occur in the food service industry each year. By looking at the types of injuries and
how often they occur, we can establish which issues need to be addressed more often than others,
and devise a safety training plan to fix it.
Example 9: “Problem: Outcome measures for safety training effectiveness research often do not
include measures such as occupational injury experience. Effectiveness mediators also receive
sparse attention. Method: A new safety training curriculum was delivered to workers in a
stratified random sample of food service facilities across three companies. A similar group of
facilities received usual training. We collected post-test measures of demographic variables,
safety knowledge, perceptions of transfer of training climate, and workers' compensation claim
data for one year after the initial training activities. Results: Knowledge test scores were
apparently higher in the new-training units than in the usual-training units. Evidence for
reduction of the injury rate associated with the new training was observed from two companies
but only approached significance for one company. Discussion: We found evidence that safety
training increases knowledge and reduces injuries. We found almost no evidence of effects of
training effectiveness mediators, including no relationship between safety knowledge and injury
experience. Methodological issues related to conducting a large study may have influenced these
results. Impact on Industry: Although safety training leads to greater knowledge and, in some
cases, reduced occupational injuries, the influence of mediating variables remains to be fully
explained” (Sinclair 2003).
Analysis: This case study shows the improvement on decreasing injuries in the food
service industry. It provides evidence upon three companies that tried the training program, and
22
due to the fact that it was successful, I feel that Starbucks at FIU would greatly benefit from
trying a new system as well.
23
Root Cause Impact Analysis List the root causes identified in your process chart, 5 Why analysis, and Voice of the business. Rank the root causes based on how critical they are to address. Root Cause Impact
(0 low, 10 High)
To Improve (Yes, No)
Lack of cut gloves 10 YES Lack of safety training 8 YES
Employees not paying attention to what they are doing 10 YES Not enough signs reminding employees of proper safety techniques 5 YES Managers not enforcing or controlling safety procedures enough 5 YES
24
General Theory to Explain the Process Problem
I think there are a variety of causes for the safety issues at Starbucks. One of
the problems is that there is a lack of training of safety techniques and systems. I
think employees need continuous reminders and signs put up of how to properly
operate machines and use dangerous tools. I also feel one of the causes is that
employees work incredibly fast in preparing the food and drink orders for
customers, so sometimes they do not focus enough on being safe in what they are
doing.
Not paying attention to what is going on around you, or to what you yourself
are doing, can and does lead to serious injury. In order to combat these problems, I
believe that implementing stricter safety rules, teaching employees about the
different types of safety tools such as cut gloves, and encouraging employees to be
more aware of what they are doing and their surroundings, will prevent a
significant number of injuries from occurring.
25
Improve Poka yoke or mistake proofing -Make sure all “caution” signs are put up
where needed -Enforce safety rules -Ensure safety gloves are being
Improve or optimize the current process based upon data analysis. (Evidence Based Decision Making)
Improve the Process • Implement Mistake-‐Proofing • Reduce employee injuries • Enforce safety rules • Implement bi-‐weekly safety training review sessions
26
Future State Process Map A graphic description of all unique parts of the newly designed process including new internal controls to ensure control. Problem: Employees are not abiding by company safety rules, and are often injured as a result.
Managers enforce safety rules and
approach and step in immediately if a rule is not being followed
Managers have safety pre-shift meetings and review safety
rules
Employees attend a mandatory bi-weekly safety review session
Newly hired employees go
through a safety training process and are then quizzed on their knowledge of
safety rules
27
Modification to Procedures Manuals (Or Establishment of) -the way managers react to an employee not being safe needs to change
-not every location will send employees home if they aren’t wearing the right shoes
-not every location will enforce cut gloves -*Issues regarding employee safety need to be addressed immediately directly to employee
-more serious consequences need to be implemented for not abiding by the safety rules -concept coaching needs to be enforced
The problem here is that employees are getting away with exhibiting behaviors that are
unsafe to themselves and others around them. Although the manual has strict safety guidelines,
managers do not always act on these behaviors, and employees are more likely to get injured
because of it. In order for these issues to be prevented, managers need to pay more attention to
employee activity, and step in where it is needed, in order to avoid potential injury.
28
Control This chart shows a timeline of the number of accidents/injuries at Starbucks
MMC, throughout the month of July, after my ideas and safety proposals were taken into consideration. As shown in the line graph, there were no accidents since the ideas were implemented.
(Graph was made through chartgo.com)
29
Entropy Force Analysis Describe those natural forces, if not managed that will cause the process to fail again in the future. These forces should be established in the Measure and Analyzed phases. Force Corrective Action Not enough training on safety rules.
Assign specific days of the month where safety sessions will take place
Managers don’t inspect employee behavior.
Make sure that all employees are abiding by the guidelines
The back area of the store is so small that it is difficult and dangerous for multiple employees to fit through the back area at the same time.
Although renovation is the best solution to this issue, it can be a bit expensive. If it is affordable, this is the corrective action that should take place. If not, it is important to make more room in the back area by reducing the amount of shelves/equipment that take up a lot of space.
Cut gloves are not enforced. Enforce the use of cut gloves.
30
10 Day Review (normally 6 months) My project was about injuries and accidents taking place in the food service
industry, specifically at Starbucks at FIU. From the time I proposed my changes to
the manager, until the ten days were up, there were no new injuries that came
about.
Transition Plan Turn over the new process to the process owner. Explain to them what you found and what measures will have to be taken to keep the new process running effectively. Document your conversation here. The conversation I had with the Starbucks manager regarding the new
improved systems to be implemented, were based around the issue of employee
safety. We talked about how there needs to be constant and consistent
communication between employees and managers. This means communication in
terms of managers addressing behaviors of employees that are unacceptable, and
addressing them immediately to the employee; not another manager.
We also talked about how there should be a “safety moment” (time to talk
about safety in all of the pre-shifts) before each shift starts, and the manager
suggested to pick one thing about safety you’re going to talk about every day.
“Every Monday I send out a safe brief to all the managers which tells you about a
specific safety problem, how to coach employees on it, and how to prevent it”
(Starbucks Manager Lydia Muniz). As part of the transition plan, it is essential to
put more emphasis on having managers and employees read through these briefs so
that everyone fully understands it. Having a quiz on the subject might be helpful
too.
31
Process Review Schedule Establish a timeframe and a rationale for how often the process should be reviewed/ measured in the future. This should be based on your Entropy Force Analysis.
Currently, managers have a biweekly meeting. At these meetings they can
discuss what worked and what didn’t, so that other managers can benefit from
the systems that worked for other managers and what didn’t, as well. I think
biweekly meetings are a good timeframe and rationale for how often the
processes should be reviewed.
As in the entropy force analysis, some of the issues that were addressed
were managers lacking attention towards employee behaviors. Another issue was
that there is not enough space in the back area, and behind the counter, for
employees to move around without bumping into each other. This could cause
injury especially if someone is carrying something hot or heavy and drops it on
the other person.
The solutions to this process should be reviewed with managers of the
location and school, who have the ability to say it is okay to renovate the area. It
is difficult to give a timeframe as to when this should happen since there are so
many different factors involved, but it should be discussed, decided, and
completed as soon as possible for the safety of the employees.
32
Foresight analysis I think that in 5-‐25 years from now, we will have a significantly less amount of injuries
and safety accidents in the food service workplace. There is always new technology and
inventions coming out in this world, which could be potentially dangerous. However, I also
believe that with these new inventions, comes a drastic change in safety of them as well.
Machines, knives, and other kitchenware will continue to become more and more safe to use,
which will also be providing money to the suppliers as well, since more people will want to buy
safer equipment.
Especially in 25 years from now, a lot of the manual work that employees currently
practice, will not be necessary anymore, since technology will take over and do it for the people
who work there. This may cause a need for less employment however, so it is important to
think about what it is a company’s goal is, and how long it will take them to achieve that goal.
33
Lessons Learned
This project provided me a significant amount of lessons, knowledge, and insight on
various aspects of a food service business, and how it is much more complex than what meets the
eye. I learned about indemnities, and how companies need to prepare money early if a situation
of injury arises, even if they do not know yet if they will be needing to pay for it. This helps the
company be ready for potentially drastic financial stress.
I also learned about injuries and safety procedures I would never have thought would be
an issue before. Another aspect I learned while creating this project, was that injuries and
situations can happen even to the most careful people. Anyone can get hurt, and sometimes it is
inevitable. I learned that even a manager cannot control everything, and that the only way to
truly do your best at the job, is to make sure that rules are set in place and are being consistently
reinforced.
Another idea I took away from this project and data, is that keeping records and putting
in as many details as possible into a case report, is essential to staying organized and on top of
paperwork. Within this learned lesson as well, I found it is extremely important to ask any and
all questions about the situation, and look for parts of the story where you may have the chance
to rebut. Sometimes it is the complete fault of the employee for something as little as tripping
over their feet, yet could turn into an entire case.
I definitely learned a lot from this project, and I believe that a lot of lessons I learned
during my time working on this, will be nothing but beneficial and efficient when I run a
company of my own someday.
34
Supervisor’s Critique
“At Aramark, ensuring food, environmental and workplace safety is the responsibility of
every team member. We empower and expect everyone at Aramark to serve with passion and
take pride in ensuring safe food delivery, service environments, and facilities
operations. Through the shared commitment of our leadership, our teams, and the strength of our
policies, standards and processes across Aramark, we live our safety promise every day to enrich
and nourish the lives of those we serve.” – Eric Foss
We have many pieces of kitchen equipment associates operate each day that are
potentially hazardous when they remain energized – juicer machines, slicer, chopper, mixers,
blenders, etc. These injuries are preventable and highlight that we must ensure all our associates
are trained and oriented to the equipment they use each day. Because of this we need to raise
awareness around operating the equipment – how to use it how to clean it/maintain it, etc. in a
safe manner.
The first day I met Ms. Weinstein, she spent most of the time familiarizing herself with
Aramark’s safety standards, and watching safety instructional videos. We covered safety briefs
and how to relay the information to the team. It was interesting to see as Ms. Weinstein rotated
through the different stations in her internship the interaction that she had with the equipment.
There was one opportunity where I had to ask her to wear a cut glove when I saw her cutting up
some fruit for the day. After we spoke about the incident I reminded her that wearing a cut glove
was for her protection. She must think of it as creating a new habit. Since the employees use
knives at home and they do not cut themselves they are not a fan of wearing a cut glove. As
leaders, it is our responsibility to ensure our teams are going home in one piece. "Go Home in
One Piece", That means that each and every day that you go to work you are committed to do
35
everything possible to ensure that at the end of the shift you return home to your family the same
way that you left.
As we went through the rotation, Ms. Weinstein was able to observe different behaviors
in other locations and assess the safety risks. She conducted safety investigations that focused on
food safety and facilities. She also learned how to perform a quality assurance “QA”
examination on the locations. This specific QA focuses on food safety. At Starbucks, she
learned to perform a QASA assessment. This QASA assessment is Starbucks’ version of the
QA.
During her rotation, she was also shown how to navigate GMM. GMM is the safety
dashboard that Aramark uses. Within this dashboard we can find all the safe briefs that need to
be delivered, we can record safety investigations, and see any open claim due to an injury in the
system. I noticed Ms. Weinstein to be genuinely interested in the material.
36
References 1. Accident Prevention (1st ed., p. 6). Retrieved from
http://smchealth.org/sites/default/files/users/ljoyner/Accident%20Prevention.pdf
2. Automatic Bagel Slicers Help National Bagel Chains Improve Their Efficiency While Reducing Employee Injuries. (1997, May 10). Foodservice Equipment and Supplies Specialist, 50(6), 10. Retrieved July 07, 2016, from http://fiu.catalog.fcla.edu.ezproxy.fiu.edu/permalink.jsp?27proquest235176024
3. chartgo.com (personally used to make a graph)
4. Employee Wellness Programs. (2008). Professional Safety, 53(8), 11. Retrieved from
http://fiu.catalog.fcla.edu.ezproxy.fiu.edu/
5. Florida International University,. (2016). Starbucks in Green Library at FIU. Retrieved from
https://shop.fiu.edu/dining/restaurants/starbucks/
6. Food Giant Failed to Plan Operation Safety. (2010, October 01). Safety and Health
Practitioner, 28(10), 11. Retrieved July 07, 2016, from http://fiu.catalog.fcla.edu.ezproxy.fiu.edu/permalink.jsp?27proquest758676790
7. Keeping the Restaurant Safe is No Accident. (2016) (1st ed., p. 3). Retrieved from
https://www.osha.gov/dte/grant_materials/fy09/sh-19478- 09/roc_employer_ergo_manual.pdf
8. Safety At Hand. (2016). Charlotte, North Carolina.
9. Saria, L. (2014). "Barista Wrist" Is a Real Injury You Can Get From Making Too Many
Lattes.http://www.phoenixnewtimes.com/. Retrieved 7 July 2016, from http://www.phoenixnewtimes.com/restaurants/barista-wrist-is-a-real-injury-you-can-get- from-making-too-many-lattes-6513469
10. Sinclair, R. (2003). Evaluation of a Safety Training Program in Three Food Service
Companies. Journal of Safety Research, Volume 34 (5), 547-558. doi:10.1016/j.jsr.2003.03.003
37
11. Starbucks Repetitive Motion Injury. (2013). www.lwmpersonalinjurylawyers.com. Retrieved 7 July 2016, from http://www.lwmpersonalinjurylawyers.com/starbucks-repetitive- motion-injury/
12. Top Four Restaurant Injuries. (2011). www.qsrmagazine.com. Retrieved 7 July 2016, from
https://www.qsrmagazine.com/news/top-four-restaurant-injuries
38
Appendices/Support Documents
1. FY15 Frequency Causation Chart 2. FY15 Causation Information 3. Starbucks Manger Interview 4. Rates of Recent Accidents/Injuries Chart 5. Starbucks Employee Interview 6. Financial Statement by Paola La Madrid (FIU Aramark Unit Controller) 7. Peer Reviewed Journal Article by “Safety and Health Practitioner 2010” 8. Peer Reviewed Journal Article by “Foodservice Equipment and Supplies Specialist 1997” 9. Peer Reviewed Journal Article by “Employee Wellness Programs” 10. Peer Reviewed Journal Article by “Professional Safety” 11. Injuries at Starbucks made with “Chartgo”
![Panduan Mata Kuliah Publikasi Ilmiah › wp-content › uploads › ... · 1 - 1 of 1 Items Panduan Mata Kuliah Publikasi llmiah Tanpa Kolokium [AUTOMATA] Can Not Process the Submission](https://img.pdfslide.tips/doc/110x75/5f1035767e708231d447faaa/panduan-mata-kuliah-publikasi-ilmiah-a-wp-content-a-uploads-a-1-1.jpg)
