Safety at TMUK Gavin Armstrong Head of Health & Safety

Transcription

1 Safety at TMUK Gavin Armstrong Head of Health & Safety Safety Commitment Follow the rules and STOP any unsafe situation

2 Health & Safety

3 Toyota Manufacturing UK overview Deeside, North Wales engine manufacturing Burnaston, Derbyshire vehicle manufacturing Start of production Sept employees (incl. 153 agency) Start of production Dec ,430 employees (incl. 124 agency) Both plants represent a 2.5 billion Investment

4 Background TMUK's H&S Management System has developed in line with the recognised Safety management maturity model". Change focus over time, to continue improving safety performance. At the same time we must continue to maintain and improve are existing systems.

5 Background Engineering Engineering - Many activities over the last 20 years to make safe equipment and safe environment. Systems - Structured H&S Management System - H&S Procedures addressing our key risks e.g - work an height - contractor management - Simple Guide cards

6 Background Systems Systems - H&S Training H&S training for supervisors H&S procedures training Licensed work training for specific risks (e.g. crane use, FLT) Risk assessment / hazard awareness training Classroom based Site based KYT activity led by Team Leaders

7 What is KYT? KYT = Kiken Yoshi Training = hazard observation training KYT is one of our key training tools to raise hazard awareness. It is a structured team training session, done 2/month. Encourages Members to identify hazards. Empower Members to fix the problems themselves. And by focussing on eliminating hazards, we reduce the risks of incidents occurring.

8 Background Systems Systems - Reporting and Yokoten (sharing) Clear systems for reporting incidents Investigation and countermeasure prevent reoccurrence Quick Near Miss Report developed to improve level of reporting, by reducing the paperwork burden on supervisors. Yokoten By sharing the learning between Toyota affiliates and contractors we can prevent incidents occurring in other areas Simple, key point report

9 Behaviour Background - Behaviour Despite the continued level of focus on health & safety we have seen a plateau in our H&S performance All Accident FR Unsafe Situations 0 Unsafe Behaviour The results demonstrate good progress in terms of engineering and systems. Focus going forward must be on safe behaviours

10 Injury rates TMUK Safety Culture Development Current Activity Behaviour Safety culture development activity started in 2008 We have used the DuPont Bradley Curve as a model to measure against External Motivation COMPLIANCE Rules, Procedures, Protocols Internal Motivation COMMITMENT Felt Leadership, Role Modeling Influencing, Engagment Natual Instincts Supervision Self Teams Reactive - Safety by natural instinct - Compliance is the goal - Delegated to safety manager - Lack of management involvement Dependent - Management commitment - Condition of employment - Fear / discipline - Rules / procedures / training - Supervisor control - Value all people Independent - Personal knowledge, commitment and standards - Personal value - Care for self - Practice and habits - Individual recognition Interdependent - Help others conform - Being others' keeper - Networking contributor - Care for others - Organisational pride I follow the rules because I have to I follow the rules because I want to

11 Injury rates TMUK Safety Culture Development Current Activity Behaviour First step to understand where we are on the curve. Climate survey / external audit TMUK Status Natual Instincts Supervision Self Teams Reactive - Safety by natural instinct - Compliance is the goal - Delegated to safety manager - Lack of management involvement Dependent - Management commitment - Condition of employment - Fear / discipline - Rules / procedures / training - Supervisor control - Value all people Independent - Personal knowledge, commitment and standards - Personal value - Care for self - Practice and habits - Individual recognition Interdependent - Help others conform - Being others' keeper - Networking contributor - Care for others - Organisational pride

12 Current Activity Behaviour Toyota s Philosophy - The Toyota Way provides a solid foundation

13 P Current Activity Interdependent Safety Culture A C D Our vision To establish TMUK as the benchmark for Safety Culture How to achieve? What is an interdependent Safety Culture? What does it practically look like? Where are we now / what is the gap? What do we need to do next? Effective Communication Recognition Feedback Challenge/Coaching Listening Briefing Training Fully Engaged Members Belief / Will Skill Understanding Knowledge Clear Practical H&S Procedures Just / Trust / Respect Leadership Commitment Visibility / Participation / Monitoring Resources Prioritisation Time Finance Monitoring Action

14 Current Activity Developed the key principles for a TMUK Interdependent Safety Culture with clear key points describing each key principle

15 Example activities Behaviour Developed the key principles of an Interdependent Safety Culture Set an example which is easily observable by Members Make (and personally communicate) passion and vision for health and safety Daily Safety ½ Hour Directors join once per week Includes members 5 Walking Rules, eg. Point and cross Hold the handrail

16 Example activities Behaviour Developed the key principles of an Interdependent Safety Culture Take direct and rapid action to identify and resolve concerns Share learning to prevent reoccurrence - never allow a similar accident to reoccur Quick Near Miss Reporting System Significant Incident Reports Shared across Toyota

17 Example activities Behaviour Developed the key principles of an Interdependent Safety Culture Consistently recognise and praise safe behaviours Utilise recognition systems to reward safe behaviour Individual H&S Recognition System Director Presentation

18 Example activities Behaviour Developed the key principles of an Interdependent Safety Culture Relevant, straightforward and sincere communication Safety calendar New safety message each day Annual Directors Safety Presentation All Supervisors attend

19 Refresh & Re-energise KYT Reformatted document Set KYT day Leadership commitment, ownership by demonstration Roll-Out Method DIR GMs Snr. Mgrs. Section Mgrs. Group Leaders Team Leaders Team Members KYT activity carried out with Directors & GMs, then cascaded through Snr Managers & SMs to Group Leaders, Team Leaders and Team Members.

20 Example activities Behaviour Developed the key principles of an Interdependent Safety Culture Members take initiative to work safely STOP CALL WAIT STAR book Quick simple risk assessment SCW / Andon Give members the authority to stop the line

21 Example activities Behaviour Developed the key principles of an Interdependent Safety Culture Learning is shared with others Near miss / SAP reporting Simple and quick form developed Including safety awareness points KYT Involves all members of the team Focuses on risks to their team

22 Example activities Behaviour Developed the key principles of an Interdependent Safety Culture Members actively contribute ideas for safety improvements. Safety working Group Engage with supervisors and union safety representatives TMAB / Manager safety tours Monthly safety tours by Union & Managers together 8 tours a month each manufacturing shop

23 Summary What now Continue to maintain and strengthen our H&S systems. Embed our leadership behaviours. Focus on developing our Member behaviours. We still have a long journey ahead

24 Thank you for listening! Enjoy the rest of your day