TRANSFORM SAFETY CULTURE USING SIX SIGMA TOOLS. Mike Williamsen Ph.D. CSP

Transcription

1 TRANSFORM SAFETY CULTURE USING SIX SIGMA TOOLS Mike Williamsen Ph.D. CSP

2 AGENDA Safety Culture Models Overview Diagnostics - Safety Perception Surveys - Field Interviews Continuous Improvement Team Fundamentals - Case Study Overview Wrap

3 INSIGHTS INTO EFFECTIVE SAFETY MANAGEMENT

4 Barriers (Safety Filter) Management Systems Working Conditions Human Behaviors Work on the job site Incident

5 What makes a difference in safety? Level One Tools Reacting 10 to 20 TRIR, 5 LTIR Compliance Programs, Work Orders, Incident Investigation, Safety Meetings 40+ year old technology Level Two Tools What We See 3 to 9 TRIR, 1 LTIR Observation Programs, Job Safety Analysis, Near-Miss Reporting, Inspections 30+ year old technology Level Three Tools What We Do 1 to 2 TRIR, 0.1 LTIR Safety Accountability Systems 20 year old technology Level Four Tools What We Believe 0.5 to 0.9 TRIR, 0 LTIR Unseen cultural reality 5 year old technology Level Five Tools How We Engage 0.2 to 0.4 TRIR, 0 LTIR Effective data-driven safety teams Current technology Level Six Tools How We Lead Less than 0.2 TRIR, 0 LTIR Culture in action: participation, ownership, execution, live a passion for safety excellence Current technology

6 The Heinrich Triangle FATALITY RESULT SEVERE INJURY MINOR INJURY BEHAVIOR UNSAFE ACTS & CONDITIONS INVESTIGATION DISCIPLINE LEADERSHIP ACTION SUPERVISOR PERFORMANCE COMMUNICATION RECOGNITION ACCOUNTABILITY

7 Survey Safety Management Categories Attitude Towards Safety Awareness Programs Communication Discipline Employee Training Goals of Safety Performance Hazard Correction Incident Analysis Inspections Involvement of Employees Management Credibility New Employees Operating Procedures Quality of Supervision Recognition for Performance Safety Climate Safety Contacts Substance Abuse Supervisor Training Support for Safety

8 Treatment without Diagnosis is Malpractice.

9 Composite Emp. Sup. Mgr. Emp./Sup. Emp./Mgr. Sup./Mgr. Recognition for Performance 4.0 Discipline Awareness Programs Inspections Involvement of Employees Goals of Safety Performance Supervisor Training Stress Quality of Supervision Operating Procedures Employee Training Safety Climate Safety Contacts Communication Support for Safety Attitude Towards Safety New Employees Incident Analysis Hazard Correction Substance Abuse Management Credibility Needs immediate attention ( < 75%) Needs improvement (75% - 89%) Strong performance ( 90%) Needs attention ( 14% perception gap)

10 Bottom 10 Non-Stress Questions Percent Positive Perception Gap Question Emp. Sup. Mgr. Emp./ Sup. Emp./ Mgr. Sup./ Mgr. 4 Would a safety incentive program cause you to w ork m ore safely? Have you used the safety involvement teams to get action on a complaint or hazard w hich concerned you? Are risks involved sometimes overlooked in order to get the job done? Is your family more concerned about off-the-job safety as a result of the organization's safety program? Is high hazard equipment inspected more thoroughly than other equipment? Does compliance w ith safety rules and regulations slow dow n the operation? Do you perceive the major cause of incidents to be unsafe conditions? Is off-the-job safety a part of your organization's safety program? Are safe w orkers picked to train new employees? Is promotion to higher level jobs dependent upon good safety performance? Combined Score

11 Results to Specific Questions Percent Positive Hazard Correction Question Emp. Sup. Mgr. 37 Do you think your organization seeks prompt correction of problems found during inspections? Do you have problems obtaining support for the correction of hazardous conditions? Are records kept of potential hazards found during inspections?

12 Describe the corrective action process How are unsafe work practices corrected? How does upper management reinforce the importance of safety? Who are the strongest performing hourly employees with respect to safety? Why? Describe your Continuous Improvement teamwork If you were in charge of safety what would you do differently?

13 Results are in.

14 A CASE STUDY Continuous Improvement

15 Continuous Improvement Leadership What needs to happen? Open and honest communication Two-way input/listening from everyone A method to put ideas into action (POP) A method to track tasks (AIM)

16 Four W s for Forming a Team Who? Volunteers Only How? POP What? Complaint = Goal When? AIM

17 Charter Statement of Purpose Scope Method Roles & Responsibilities Resource Available Deliverables Schedule Communication Critical Success Factors

18 How Often Do They Meet? On a regular schedule - about every two weeks Sub-teams to meet as needed

19 C.I. with Simple Process Controls No Math Required! Charter POP Statement Action Item Matrix Chart Complaint = Goal Pareto Chart Fault Tree Diagrams Cause & Effect Diagram Diverge Converge Pareto Voting Process Flow Chart

20 Initiating Continuous Improvement Continuous Improvement teams that include all levels of employees in 5-90-day projects. Teams are trained to conduct meetings using a POP Statement. Track team performance using an Action Item Matrix. Management, Supervisors, and Employees are trained. Focus on error proofing 1-3 proven safety processes or questions. Repeat the process.

21 Purpose, Outcome, Process

22 POP Statement: Inspection C.I. Team Date 10/11/09 Purpose Develop a comprehensive inspection system that identifies all hazards to help us achieve zero injuries. Rank Comments C A training program set-up by EHS for the new inspection system Not Applicable Outcomes A Gather existing check lists Yes- 8/8 A Team reviews existing check lists & decided to leave them be Yes C Develop the system- present to Management for critique and approval On going B Develop inspection accountabilities for all levels (in Policy Statement) Yes- 8/15 Process Use a Hybrid Kaizen Event to develop the improved process and the 4 steps to accountability to build a robust Pre-Planning and Operating Procedures process.

23 Fault Tree Effective Inspection Program Does the system include inspecting people and conditions? Does the system effectively identify hazards? Does the system have a process to correct hazards? Does the system include management and worker involvement? AND AND AND AND Physical Conditions Identify who will do inspections Recognize Risks or hazards Employee opinions sought Worker Behavior Inspector training Link to identify repeated risk/hazard Management accountability for correcting hazards Risk Factors Identify frequency of inspections Reporting process to correct hazards Employee involvement in prioritizing and correcting hazards Include JHA component Ensure inspections are performed Tracking process to assign/close corrective actions; conditions and JHAs Does the system reinforce management and worker involvement? Rewards given for inspections performed

24 Cause & Effect

25 Action Item Matrix Key Components Tasks/Action Items Team Members Targeted Delivery

26 Inspection Continuous Improvement Team Follow-up AIM 7/4 Members in attendance: Robert, Richard, Frank, Chad, Cathy, Steve, Mark ACTION ITEM WHO TARGET DATE X COMMENTS 1 Next meeting 8/1 at 1 pm. Reserve a room- Mead 1 Norm 7/27 X Done 2 Type notes & prioritize outcomes Frank Before 8/1 X Notes typed. Items prioritized 8/1 3 Review flip chart (figure out hard to read words) Team 8/1 X Done- 8/8 4 Team Leader/Facilitator TBD on 8/1 8/1 X Norm- Team Leader, Frank- Secretary 5 Finish off action item matrix On going 6 Develop physical inspection for each dept 7 Develop personnel inspection for each dept 8 Get other assistance for inspection Develop our process for doing this Inspection/ flow chart Bring up to 3 inspection sheets used in your department or area Review inspection sheets- ck for dis/similarities, redundancy, good info for future use etc? Steve Ross- draft flow chart All Team Members 8/8 X Done Frank 8/15 X 8/15 X Done- team reviewed fault-tree Inspection sheets from different dept are all over the map

27 Policy Statement All personnel should be familiar with this policy. Employee s responsibility: Periodically perform inspections and to participate in audits when required. Supervisor s responsibility: Ensure all required inspections are performed within their area of responsibility, to ensure employees are trained to perform inspections and to participate in audits when required. Manager s responsibility: Periodically perform audits to ensure inspections are being performed, to ensure records of audits are kept and to ensure observations or findings of inspections and audits are acted upon.

28 Inspection Guidelines Auditor/inspector: Employee assigned to make safety audits/inspections. Responsibility: All employees are responsible to participate in a safety audit/inspection of their work area or group according to the following pre-defined schedule: General Manager at least one per quarter - Directors at least one / quarter - Managers at least one / quarter - Supervisors on a frequency developed by the individual department or at least as often as they inspect for production and quality issues (minimum of once per month)

29 RED Stop immediately! Report unsafe condition or act that can result in death, serious personal injury, property damage or loss. YELLOW Use caution. Report unsafe condition or act that can result moderate personal injury, property damage or loss. GREEN Continue and report unsafe condition or act that has low risk of personal injury, damage or loss.

30 Risk Rank Process Flow Chart RED INVESTIGATE (SUPERVISOR / INITIATOR / OR CREW COMPLETE ACTION ITEM SECTION OF FORM - CLOSE COMPLETED ITEMS YELLOW ADDITIONAL ACTION REQUIRED? YES NO GREEN ADDITIONAL ACTION REQUIRED? YES NO

31 Near Miss Report

32 Continuous Improvement Team Safety Solution Examples: Recognition Supervisor Development Incident Investigation Near Miss Resolution Safety Accountability Contractor Safety Management

33 Tools used to develop outcomes: Complaint = Goal Use the survey results, ask why employees scored certain questions low and others high. Use the completed fishbone diagram. What current activities do we have that need improvement or lack accountability? These items become the complaints. Turn these complaints to goals via the AIM. The goal is to come up with solutions to the complaint, that employees can believe in using: - The Six Criteria for Safety Excellence as the filter. - The Four-step Accountability model as the driving force to implement the solution.

34 Six Criteria for Safety Excellence Top management is visibly committed. Middle management is actively involved. Supervision is performance-focused. Hourly employees are actively participating. System is flexible to accommodate site culture. Safety system is positively perceived by workforce. Dan Petersen Ed.D.

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36 Accountability: World Class vs. Traditional W O R L D C L A S S Actions to take proactively By individual or workgroup Enables success Soft skills Leadership Problem solving Actions taken to prevent incidents Quantity/quality of effort is positively perceived Frequent Sincere Motivating want to do it again ACCOUNTABILITY DEFINE TRAIN MEASURE RECOGNIZE Results Lagging indicators Invalid Compliance Rules Technical only Supervisor s don t need training No. of accidents Negative Failures What is not intended Maybe; long term Perceived as unfair De-motivating Not within one s control T R A D I T I O N A L

37 Begin with the End in Mind? What is the difference in approaches to achieving global excellence in: Productivity Quality Customer Service Safety There is No Difference!

38 How Many Teams? As many as possible, but start small and do them well. Short Term 5 90 Day Teams: - Effective Facilitation - Effective Leadership - Effective Closure

39 C.I. Team 1 C.I. Team 2 C.I. Team 3 C.I. Team 4 C.I. Team 5

40 WRAP UP

41 Operational Excellence Fire FIRE HEAT

42 Operational Excellence Fire CULTURE ACCOUNTABILITY

43 Upstream Activities Drive Downstream Results Error-proof your processes. Hold your people accountable for daily activities that deliver results. Develop total personnel involvement in continuous improvement. Perfect practice makes perfect performance.

44 Foundation for Excellence Involve safety leaders from all levels of the organization in Continuous Improvement teams that relentlessly pursue: 1. Foundational safety processes. 2. Root cause incident resolution. 3. Accountabilities at all levels. All personnel take responsibility for executing leading indicator accountabilities that result from items 1, 2 and 3. These are their personal performance metrics.

45 # Days Lost x 200,000/Exposure Hours Lost Time Severity Major Public Utility CEA

46 Building A Zero Incident Safety Culture A Long-Term Process, like building a winning team... Perfect the fundamentals and the plays. Develop the individual and team skills. Engage all team members. Focus on excellence every day in all that you and your team does.

47 THANK YOU FOR YOUR TIME! FOR MORE INFORMATION ABOUT OUR SERVICES: Abby Rhodes Marketing/Communications Rep Phone: Presenter: Mike Williamsen, Ph.D. CSP