# Safety Maintains Lean Sustainability and Increases Performance through Fault Control
## 2 The LSPL Measurement and Analysis Stages
Therefore, risk = \(f\) (mishap scenario, occurrence frequency, and consequence severity). Table 1 shows the different elements of the cost of poor proficiency that represent Lean Safety Performance Level (LSPL) clearly and appeared in the last column of Table 2 to obtain an ideality index that helps in forecasting faults according to their cost types (direct or indirect and internal or external). Table 2 illustrates the KPI of the proposed LSPL as recommended by the NSC at the future work section [41] and its related costs. The last column in Table 2 indicates the cost indicator types, which are  
Figure 1: The LSPL Measurement and Analysis stages. \begin{table}
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**Lean Safety Rules** & **Suggested Implementation Tool** \\ \hline Specifying value: Value is realized by the end-user or the next requirement’s step in some of the sequential processes, to meet its needs at a specific cost, time, and quality, and with fewer people’s efforts (i.e., eliminate overprocessingly) & **Gemba or workplace is a Japanese term meaning “the actual place”, where value-creating occurs to look for waste and opportunities to practice workplace kaizen or practical shop-floor improvement.** \\ \hline Making value flow: It flows through a Lean enterprise at the rate that the next or customer needs, and just in the amount needed without excess inventory. & **Kanban is the name given to inventory control via using a pull system, which determines the suitable moving quantities in every process, between upstream processes.** \\ \hline Pull not push: Only make as required. Pull the value according to the end-user’s demand. & **Jidoka can be defined as automation with a human touch, as opposed to a device that simply moves under the monitoring of an operator.** \\ \hline Striving for perfection: perfection does not just mean quality. It means producing exactly what the end-user wants, exactly when required. Therefore, must focus on tackling six major losses: failure (1), adjustment (2), minor stoppages (3), reduced operating speeds (4), scrap (5), and rework (6). & **OEE is defined as the effect implying, how effectively planned time was used for producing good parts.** \\ \hline \hline \end{tabular}
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Table 3: Lean Safety Performance Level (LSPL) and their implementation tools’ definition. related to the HBL elements. The LSPL aims to save the Lean implementation via some concepts discussed in Table 3.  
All indicators reviewed in Table 2 are guided and tackled by using a proposed Safety Function Deployment (SFD) as mimicking to the QFD steps [42], which is based on the enterprises' expectations and safety-critical factors. The research findings show a proven between Lean Safety and sustainability (i.e., HBL elements in a stationary and safe case), mainly because the enterprises focused on the value concept. The tools of LSPL are illustrated in Table 3, which focuses on reducing the variation of VA during its progress, by following a proven approach for gaining significant improvement in performance (DMAIC). There are five rules for implementing Lean Safety via SFD to gain desirable values as illustrated in Table 4.  
The LSPL tackles safety frameworks as a remedy against a lack of implementation strategies, to present SM that stimulates the DMAIC by improving its Lean sustainability features. The LSPL focuses on pursuing radical changes in the people's enlightenment about faults classification, as illustrated in Figure 2, and its impact on HBL, thereby enhancing the profitability and urged them to improve their performance (proficiency level), the proven tool used in fault analysis is the Ishikawa or fishbone diagram. It is used to find and derive all possible causes or root causes behind any uncertainty factor. The researchers believe that improving performance relies on forecasting mishaps via determining the famous and related causes leading to it.