3/8/2016. Beyond Compliance: The Evolving Safety Culture. Gaylan Towle Dolese Bros. Co. Zach Knoop Caterpillar Safety Services

Transcription

1 Beyond Compliance: The Evolving Safety Culture Gaylan Towle Dolese Bros. Co. Zach Knoop Caterpillar Safety Services 1

2 WELCOME AND INTRODUCTIONS Safety Considerations Caterpillar Safety Services Dolese Bros. Co. Who are you Participation and Fun Why manage safety? Reasons: Moral It s the right thing to do. Financial Safety is good business. Legal MSHA 2

3 HOW IS SAFETY MANAGED? Systems: Hope/Luck Command and Control/Fear Compliance-driven/Reactive Tradition Separate from all other business functions 5 DISCUSSION WHAT IS A SAFETY CULTURE? How we do things here What we do without thinking What we do when the boss isn t around Result of our backgrounds, experience, industry 3

4 Why Incidents Occur: Conditions or Behaviors? Risky Behaviors 90% What percentage of incidents occur based on conditions vs. behaviors? AT-RISK BEHAVIOR INCIDENT Culture Leadership Behaviors CULTURE Root Causes NORMS ATTITUDES BELIEFS IDEAS AT-RISK BEHAVIOR INCIDENT 4

5 The Evolving Safety Culture The Evolving Safety Culture: Reacting 5

6 Characteristics of a Compliance-Based Approach Driven by rules Enforcement What we are told to do Because we have to do it Reactive Often doesn t align with how other business functions are managed Driven and owned by safety staff Perception of workers is mainly negative COMPLIANCE-BASED: MISSING THE BIG THE PICTURE Compliance-based safety focuses on what? Conditions or Behaviors? Absence of Accidents or the Presence of Safety? 6

7 The Evolving Safety Culture: What We See 7

8 What do you see? The Evolving Safety Culture: What We Do 8

9 Traditional Incident Reaction Cycle Injury occurs... Management reacts Back to business as usual Activities increase... 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 9

10 Implementing Change: Focus Expectations on Activities The Evolving Safety Culture: What We Believe 10

11 What data do you have to begin improving your safety culture? Knowing where you're going is the first step to getting there. Ken Blanchard Perception is Reality Dolese Bros. Data 11

12 The Evolving Safety Culture: How We Engage Employee Engagement Continuous Improvement Safety Teams Create a Purpose Statement - Develop a positive interactive Catwalk Conversation, relevant to our jobs, encouraging involvement, communication and feedback, while providing a safety minded culture across all business lines. Develop Outcomes - New process - Defined activities - Training plan - Measurement plan - Recognition plan - Communication plan 12

13 The New Catwalk Conversations From To Hour-long monthly meeting Supervisor-driven Minimum of two Catwalk Conversations each week; 15 min. or less Employee-led; Supervisor support Boring and pointless Engaging and meaningful No management involvement All levels involved The Evolving Safety Culture: How We Lead 13

14 Dolese Bros. Approach: Engagement-Based Safety From Focus on compliance/conditions Little accountability Catching people doing it wrong Owned by safety To Focus on behaviors, leadership, culture Accountability at all levels Positive Recognition Safety is a resource Negative perception Fun, engaging, positive DISCUSSION Zach Knoop knoop_zach@cat.com Gaylan Towle gtowle@dolese.com CAT, CATERPILLAR, ZIP, their respective logos, Caterpillar Yellow and the POWER EDGE trade dress, as well as corporate and product identity used herein, are trademarks of Caterpillar and may not be used without permission. 14

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