Journey to Safety Excellence - BeaconLivemhmediacf1.beaconlive.com/1196/101612/5835/Journey to... · 2013-06-24 · © 2012 National Safety Council Journey to Safety Excellence Session

®

© 2012 National Safety Council

Journey to Safety Excellence

Session 2

Engaging all employees in a process of continuous improvement.


2

Topics• Refresh Key Points from Session 1• Journey to Safety Excellence Process• Culture and System Assessment• Risk Assessment Example• Performance Measurement Examples• Questions


3

Workplace Safety Challenges• Dramatic changes due to economic,

technological, legal, political and other forces • Restructuring, downsizing, increased reliance on

temporary workers and contractors• More flexible and lean production systems• Increased demands on individual employees for

greater output • Aging and increasingly diverse workforce• Growing trend for greater employee engagement• Several issues remain the leading cause of injury

at work


4

No.

Com

pani

es

Safety Performance

AverageLeadingLagging

What is the gap between where you are and where you want to be (vision)?

Is your company striving for safety excellence?

Understand Your Safety Performance


5

What does Safety Excellence look like?

NSC Campbell Award recognizes organizations that demonstrate excellence in:– Business performance– Employee safety & health– Environmental responsibility


6

Campbell Award – a Study in Excellence• Common attributes of safety excellence

– Quality Environmental, Health & Safety (EHS) Management• Performance to defined criteria (SMS)• Integrated into business operation systems

– Management commitment and worker engagement (culture)

– Appreciation of the intrinsic value of EHS to business vitality


7

• Operational Excellence• Human performance • Public relations• Community vitality• Environmental sustainability

Importance of recognizing the multi-faceted impact of Safety on overall enterprise performance

Ask yourself: Is Safety a key business value for your company?


8

NSC lessons learned leads to concept of a Journey to Safety Excellence

• Campbell Award• World Class Team• ANSI Z10 Safety Management

System Standard• OSHA, NACOSH• NIOSH, NORA• Divisions, Delegates, Members• Education, Training, Surveys, Assessments


9

Journey to Safety Excellence

• Based on world class organization’s best practices

• Developed by thought leaders• Tested in real world situations


10

Journey to Safety Excellence®The Journey to Safety Excellence is a cycle of improvement that

aims for a continual reduction of risk and has as its goal zero injuries. We call it a Journey because even though safety

excellence is attainable, there is always opportunity for further progress and improvement.

The Journey to Safety Excellence is a data-centric risk mitigation process that empowers organizations to fully integrate the safety improvement process in the business to help achieve operational

excellence


11


12

JSE – Continuous Improvement Process• Step 1 – where are you now and where

do you want to be?• Step 2 – how do you move forward?• Step 3 – how do you manage your

improvement and measure your progress?


13

Step 1• Where are you now?

– Use Surveys, Assessments and other means to measure current performance

– Set baselines and measure performance improvement over baseline

• Where do you want to be?– Setting the aspirational vision of a best in class

state– Encouraging the organization to strive for

continued, sustainable improvement


14

Step 2• How do you move forward?

– Identify performance gaps– Develop and execute improvement plans to close gaps– Educate and train to build organizational competence and

capability– Apply “best practices”, aka “successful practices”, aka

“lessons learned, …• Campbell Institute (thecampbellinstitute.org)

– Continue improvement in leadership, engagement, safety management system, and risk reduction


15

Step 3• How do you manage your improvement and

measure your progress?- Improve reporting of hazards, near miss and injury

incidents- Conduct thorough root cause analysis, improve systems,

manage corrective actions- Share real time actionable information across multiple

levels within the organization- Create dynamic data sets for predictive analysis - Keep track of activities and key performance indicators- Be smart in use of technology


16

JSE – the Four Pillars• Leadership and Engagement (Culture)• Safety Management Systems• Risk Reduction• Performance Measurement


17

Leadership & employee engagement

• Strong, consistent, commitment to safety by leadership

• Partnership between managers and employees working together to establish culture of safety

• Employee engagement is a strong indicator of financial performance

• Employee Perception Surveys provide insight into future safety performance


18

Engaged ActivelyDisengaged

NotEngaged

Engaged Associates are emotionally attached to their workplaces, they are loyal, productive, have fewer days of absence, higher rates of safety, lower rate of fluctuation (stay with company).

Not Engaged Associates are “working just the minimum“, are less productive, have less emotional attachment to their workgroup/company – more days of absence, higher rate of fluctuation.

Actively Disengaged Associates are working against the interests of the company, “are physically present, but mentally not there”, are unhappy with their workgroup/company and relay this negativism to colleagues, have the most days of absence, higher rates of safety incidents, will most likely leave the company.

29%

51%

20%

U.S. Engagement Scores

Source: Gallup Consulting


19

Importance of Employee’s Perception


20

35

23

24

36

38

38

60

0 10 20 30 40 50 60 70 80 90 100

Scale: 0 to 100 (100 being best)

OVERALL

Employee Participation

ManagementParticipation

Safety Support Activities

Safety Support Climate

Supervisor Participation

Organizational Climate

Surveys give voice and engage employees!


21

Safety management systems

• Framework to ensure an organization can fulfill all safety tasks required to achieve its objectives

• Must have means to accurately assess the effectiveness of the SMS and discovers the root causes of deficiencies

• Multiple points of measurement– Qualitative and quantitative

• NSC SMS Assessment is a best practice based on Campbell Award

• Membership, Publications, Conventions, and Training build individual and organizational competence


22

SMS Standards, Guidelines• NSC Journey to Safety Excellence – 9 Elements• OSHA VPP• ANSI Z10 (American)• OHSAS 18001 (International)• CSA Z1000 (Canada)• ISO 9000 (International, Quality Management System)• ISO 14000 (International, Environmental Management

System)


23

OSHA I2P2 Fact Sheet• Management Leadership• Worker Participation• Hazard Identification and Assessment• Hazard Prevention and Control• Education and Training• Program Evaluation and Improvement


24

NSC SMS AssessmentAssessment Group Possible Score

Leadership – Management

A. Management Leadership & Commitment 45 B. System Management & Communications 35 C. Assessments, Audits & Performance Measurements 40 Technical – Operational

D. Hazard Identification & Risk Reduction 30 E. Workplace Design & Engineering 15 F. Operational Processes & Procedures 65 Cultural – Behavioral

G. Workforce Involvement 30 H. Motivation, Behavior & Attitudes 25 I. Training & Orientation 20 Final Rating 305


25

NSC SMS AssessmentAssessment Group A - Management Leadership & Commitment

ITEM (SCORE)

POOR (1) (2) (3) (4) EXCELLENT (5) RATING

A1

Visible Management Leadership & Commitment

SH&E coordinator totally responsible for program development & implementation.Management periodically attends SH&E meetings after incident. Management views and addresses SH&E as a legal requirement.

Management is involved with the SH&E program only on a reactive basis. Mgmt provides guidance and direction to SH&E Coordination and attends staff SH&E meeting. Management views and addresses SH&E as legal requirement and cost avoidance measure.

Employees state some levels of management routinely participate in proactive SH&E activities. Mgmt reviews loss prevention reports and holds all levels accountable for active participation. Upper management can explain benefits of SH&E management in terms of costs, public relations, regulatory, and ethical implications.

All levels of Mgmt “walk the talk” and demonstrate SH&E as a corporate value. Employees report all levels of Mgmt take an active, visible role in a variety of planned SH&E activities on a regular basis. All levels of Mgmt are able to explain the business case for SH&E management. SH&E is tied to overall facility success and integrated into business planning process. SH&E is included in the agenda for all management meetings.

SH&E is integrated into the entire business continuous improvement process. SH&E is integrated into operational procedures and managed in the same manner as other functions. Evidence of CEOs and Directors’ personal commitments and involvement to SH&E. SH&E performance indicators include outreach to the community and the impact to the triple bottom line. SH&E performance indicators are set for all levels of management and are regularly reviewed.


26

• ManagementWhat we do– Engages the mind– Gets the right things

done– Based on “transactions”– Produces activity– Need accountability

– Measure through SMS Assessments

• LeadershipHow we do it– Engages the heart– Gets things done the right

way– Based on commitment to

values– Produces change– Need responsibility– Measure through

Employee Perception Surveys

Management and Leadership


27

BST Finds Correlation with Systems and Culture

2938

74

0

20

40

60

80

100

<33 33 to 66 >66

Safety Best Practices

Cul

ture

Percentile Score

Per

cent

ile S

core


28

BST Finds Culture Predicts Injury Rates

8.2

4.5

2.0

Low Medium High

Overall OCDI Average Score

Occ

upat

iona

l Inj

ury

Rat

e(p

er 1

00 e

mpl

oyee

s pe

r yea

r)

n = 179


29

Risk reduction• Risk = the likelihood of an event occurring and the

severity of the injury that may result– Probability x Severity = Risk– Probability = Frequency x Likelihood

• Risk always is present in the workplace • Organizations that strive to continue reducing risk to

the lowest possible levels will outperform organizations that do not

• Prompt reporting of hazards and near miss incidents with timely corrective measures is a form of risk reduction


30

Risk Defined• The Oxford English Dictionary cites the

earliest use of the word in English (in the spelling of risque) as from 1621, and the spelling as risk from 1655. It defines risk as:

• (Exposure to) the possibility of loss, injury, or other adverse or unwelcome circumstance; a chance or situation involving such a possibility.


31

Some Facts About Risk• Risk is an inherent feature of systems; a

quality that always exists to some degree• It is definable in terms of its contributing

factors (Frequency, Likelihood, & Severity)• Once it is defined, it can be quantified• The quantity of risk can be changed by

changing the factors that contribute to it


32

The Nature of Risk

Probability(Occurrence Opportunity)

Frequency(Exposure Opportunity)

Likelihood(Chance of Occurrence) Severity

(Degree of Harm)

Risk


33

Residual Risk is that which remains each time the system is changed.

Acceptable Risk is the level of Residual Risk that the organization

chooses to accept (knowingly or unknowingly).

Residual and Acceptable Risk


34

Cross Functional Team Approach• Team leader

– Familiar with risk assess process– Can facilitate group decision making

• Multi-disciplinary– Health & Safety– Operators

• those closest to the risk know the most about the risk!

– Engineering• Process experts

– Operations– Systems support


35

Risk Assessment Process

Identify the system (activity) to be studied

Identify the concerns (events) to be analyzed

Identify the existing controls for each concern

Quantify each concern using the F-L-S scales

Identify new controls for concerns with unacceptable risk scores

Rescore the concerns with the new controls in place


36

Sample Risk Assessment Scales

1 2 3 4 5

The activity is performed less than once per month

The activity Is performed less than once per week

The activity is performed less than once per day

The activity is performed more than once per day

The activity is performed at all times

1 2 3 4 5

The injury will require first aid only

The injury will require medical treatment but no lost time

The injury will result in lost time but the injured will recover fully

The injury will result in lost time and some permanent impairment

The injury will result in death or permanent disability

Frequency

1 2 3 4 5

Very Unlikely Unlikely Possible Probable Very Likely

Likelihood

Severity


37

Example Risk Assessment

Event of Concern

ExistingControls

NewControls

F L S RMuscle Strain -handling packages at extended reach

Training and education in safe lifting & material handling

4 5 3 60

Head injury – Fall from Elevation –Restraint Lanyard not attached to anchor point

System designedto standards,Routine Inspection,80% performancein attaching lanyards

4 3 5 60

High Rack Stocking & Picking

Residual Risk = 120


38

Apply the Hierarchy of Control• Elimination• Substitution• Engineering• Administrative• Personal Protective Equipment (PPE)


39

Reassessing the Risk after improved controls

Event of Concern

ExistingControls

NewControls

F L S RMuscle Strain -handling packages at extended reach

Training and education in safe lifting & material handling

Stock heavy packages on pull-out racks at floor level

Place & Pick at floor level

4 53

3 36

Head injury – Fall from Elevation –Restraint Lanyard not attached to anchor point

System designedto standards,Routine Inspection, 80% performance in attaching lanyards

Manage performance in lanyard attachment to 95%

4 32

5 40

High Rack Stocking & Picking

Residual Risk = 76


40

Risk Reduction Achieved

Residual Risk with Existing Controls = 120

Residual Risk with New Controls = 76

120 -76 x 100120

= 37%

R3 = 37%

Copyright © 2012 IHS Inc. All Rights Reserved.

Researching Data from Process Execution

41

• Recordable injuries• First aid injuries• Near misses• Supervisor walk-around• Behavioral observation• Safety issue suggestion• Hazard ID’s• Management of change• Process hazard analysis• Mgmt system assessment• Formal risk assessment• Task risk assessment• Job hazard analysis• The list goes on and on…

Reduced

Corrective action completed, verified

ActionItems Action authorized

by leadership

Reporting Activities

Assessed bySME, Leaders

Risk Matrix

Root Causes

ExposureIdentified

Reported

Accepted by supervisor

Organizational Process

Rep

eat W

here

App

licab

le

Example Data (only 3 examples of hundreds analyzed)– Rate of near misses reported (NM * 1,000,000 / Workhours)– % of actions completed on-time– Average number of days for supervisors to respond to reported events

Copyright © 2012 IHS Inc. All Rights Reserved.

The Top 3: A Measurable Solution

42

Weighted TRIROrders of Magnitude

Near ZERO

Worst Performers

Best Performers

Best performing assets have…X1: Reporting Culture: Strong culture of reporting and fixing

ANDX2: Action Execution: High rate of action with timely execution

ANDX3: Leadership Responsiveness: Responsive, disciplined involvement

Predictive Index = F ( X1, X2, X3 )“Pilot” Findings as Foundation of IHS CERA OE Research and Benchmarking Forum


43

Performance measurement• Requires data on activities and outcomes to

continuously improve– Leading and lagging indicators– Frequent and infrequent

• Enables companies to:– Establish baselines– Measure improvement over baselines– Understand the relationship (correlation) between safety

activities and the outcomes of injury and disability– Use leading indicators as well as lagging indicators

• Impossible to do well without smart use of emerging technology– NSC Navigator


44

Achieving Excellence• Organizations who have integrated the “Journey to

Safety Excellence” concepts outperform those who have not

• Managing safety data and information with progressive technology solutions is increasingly recognized as a best practice

• Use of mobile solutions and acting in real time is highly effective at reducing risk and preventing injuries and fatalities


45

The Results• Continued declines in residual risk• Injuries prevented, lives saved• Healthy and high performing workforces, optimal

workplace design• Operational excellence and ROI• Recognition

– NSC Awards Program– NSC Green Cross for Safety Award– Robert W. Campbell Award– Campbell Institute Participation


46

®


NSC thanks our National Safety Month Safety Champion sponsor, Grainger and Safety Leader sponsor Toyota, for their commitment to safety.

Documents

Journey to Safety Excellence - BeaconLivemhmediacf1.beaconlive.com/1196/101612/5835/Journey to... · 2013-06-24 · © 2012 National Safety Council Journey to Safety Excellence Session