WHAT LEADERS DO TO ACHIEVE SAFETY EXCELLENCE

Transcription

1 WHAT LEADERS DO TO ACHIEVE SAFETY EXCELLENCE Key Models and Methodologies to Achieve Safety Excellence Kevin Ellison Senior Safety Consultant Caterpillar Inc. MBA, Six Sigma Black Belt Certified

2 Getting to Know Each Other Kevin Ellison s Career Journey

3 Objectives Expose participants to a number of models of excellence for leadership and accountability. Provide tools for leaders to create and sustain a culture of safety excellence Understand the Six Criteria required to achieve safety excellence. Understand why Accountability at every level is critical to achieve safety excellence. Identify the characteristics of a world-class safety culture Share examples of culture change success Equip participants to walk away with specific actions they can take to help their organizations achieve safety excellence.

4 INTRODUCTION VIDEO Doug Oberhelman Chairman & CEO Caterpillar Inc. 4

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6 Caterpillar Safety Journey Safety SIP 37% Vision Zero 44% Recordable Injury Frequency Ergo SIP & CPS 54% Cultural Transformation 42% Target

7 Caterpillar Safety Journey ,000 Workforce Employees 65,612 Prevented Injuries

8 LEADERSHIP As for the best leaders, the people do not notice their existence. The next best, the people honor and praise. The next, the people fear. And the next, the people hate. When the best leader s work is done, the people say, We did it ourselves. Lao-Tzu Great Chinese Philosopher 8

9 LEADERSHIP How would you complete this sentence? Leadership is a relationship 9

10 The 21 Indispensable Qualities Of A Leader by John C. Maxwell 1. Character 12.Passion 2. Charisma 13.Positive Attitude 3. Commitment 14.Problem Solving 4. Communication 5. Competence 15.Relationships 6. Courage 16.Responsibility 7. Discernment17.Security 8. Focus 18.Self-Discipline 9. Generosity 19.Servant hood 10.Initiative 20.Teach ability 11.Listening 21.Vision 10

11 LEADERSHIP & CULTURE 11

12 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, indus try

13 HOW WE LEAD VIDEO Exploring leadership and how it impacts the safety culture. What did you hear? 13

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15 Characteristics of World Class Safety Culture 1. Safety goals are clear and shared. 2. Culture manages safety behavior without overreliance on safety policies. 3. People are trusted to make decisions according to the information they know rather than their role in the hierarchy. 4. Rewards are balanced between production, safety and quality. 5. Mistakes are seen as an opportunity to learn. 6. Important information is communicated face-toface. 7. Everyone in the organization has the right to refuse or stop an unsafe job. 8. Safety is seen as a strategic business objective by

16 The Leader s Role We all cast a shadow the key is the choice to cast the best shadow we can We are accountable for the effect we have on others Set the scene for the culture Provide direction Inspire and motivate people to follow Know that leadership comes from all levels of the organization

17 How Leaders Shape Culture What we pay attention to How we react to critical incidents Setting the example, role modeling and teaching Setting criteria for rewards, status, promotion, recruitment Making the case for change and communicating Visible commitment, involvement and participation

18 Key Leadership Practices Making the Case for Change Communicating the consequences of success or failure in terms of safety, human and business costs Shared Vision Developing and translating a plan for the desired culture Building Trust Practicing respect and reexamining negative assumptions Developing Capability Acquiring the skills and means to solve problems Recognition Focus on positive recognition (specific, timely, frequent, sincere and

19 Foundational Premise There are certain leadership attributes that, when present in an individual, will enable that person to effectively lead and sustain a culture of safety excellence. For an organization to achieve world class safety performance, its leaders need to liveout these attributes so there is alignment throughout the organization from senior leaders to front-line supervisors. 19 CATERPILLAR: CONFIDENTIAL YELLOW

20 Why Incidents Occur: Conditions or Behaviors? Risky Behaviors 90% What percentage of incidents occur based on conditions vs. behaviors? AT-RISK BEHAVIOR INCIDENT

21 Leadership Shapes the Culture Leadership shapes culture! CULTURE Root Causes NORMS ATTITUDES BELIEFS IDEAS AT-RISK BEHAVIOR INCIDENT

22 Leadership The Core Ingredient Leadership (lēd ər ship ), n. the ability to lead others; to lead means to show the way or direct the course of by going before or along with. A leader is anyone who has a follower. 22

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25 Three skills that enable Emergent Leadership 25

26 People Orientation The Leader-Ship: Which Ship Are You On? Friendship Relationship Hardship Battleship Task Orientation 26

27 BUILD TRUST 27

28 TRUST Safety As A Value Trust Video

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30 BUILD TRUST It s the one thing that changes everything! Stephen M.R. Covey The Speed of Trust 30

31 The Five Dysfunctions of a Team Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict by Patrick Lencioni 2002 The Table Group Absence of Trust 31

32 TRUST REFLECTION Think of someone you highly trust Why do you trust them? What behaviors do they demonstrate that build your trust? What behaviors can you demonstrate that will build trust with others? 32

33 Behaviors that build high trust Keep commitments Talk straight Do what they say Dependable Behave with integrity Live your values Open & honest Get results Listen Communicate well Extend trust to others Passion for the cause Transparent Competent Respect others Real & genuine Make things right Show loyalty Value improvement Confront reality Practice accountability 33

34 BUILD TRUST 34

35 CREATE ACCOUNTABILITY 35

36 ACCOUNTABILITY What is accountability? Accepting responsibility for and providing satisfactory explanations of one s own actions and deeds Opposite of blaming 36

37 Keys to Effective Safety Culture Accountability Commitment Involvement Basic Beliefs

38 Four Steps of Accountability

39 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

40 Accountability across all Levels An effective safety culture has accountability interwoven throughout the organization Everyone engages in the system, helps build it Define each person s role Safety Actions: In my position, what can I do to ensure your and my safety?

41 Implementing Change: Focus Expectations on Activities

42 ACCOUNTABILITY IN PRACTICE Everyone on the team knows what is expected and how it is measured. High quality training is provided to ensure competence. Appropriate feedback is provided to ensure accuracy of execution. All employees have the resources they need to do their

43 vote How would you rate the leadership group in your organization on its current ability to drive accountability among all levels in your organization? Very strong Strong Average Weak

44 ADDITIONAL MODELS & METHODOLOGIES Which take you from Good to Great

45 To achieve a goal you have never achieved before, you must start doing things you have never done before. Jim Stuart

46 Is zero really possible? 45 years ago: Eliminate fatalities 25 years ago: Eliminate Lost Time Injuries 10 years ago: Globally excellent companies try to zero out all medical injuries A relentless pursuit of ZERO Each Month Each Week Each Day Forever

47 Six Criteria for Safety Excellence Top management is visibly committed Middle management is actively involved Front-line supervision is performance-focused Employees are actively participating System is flexible to accommodate the culture Safety system is positively Dan Petersen perceived Ed.D. by the workforce

48 VISIBLE LEADERSHIP Speak Up Listen Up CEO Carlson Intro Video

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50 vote How would you rate the top management group in your organization on its visible commitment to safety excellence? Very strong Strong Average Weak

51 Safety excellence > Comprehensive approach Excellence

52 ZIP : Zero-Incident Performance Process A process to achieve safety culture excellence. ENGAGE Leadership ASSESS Current State BUILD A Strategic Plan DEVELOP Tactical gains using CI Teams IMPLEMENT Error Proof Processes CHECK Progress 52

53 Where are you?

54 vote How would you rate the engagement level in your organization, specifically the use of effective data-driven safety teams? Very strong Strong Average Weak

55 SCE Safety Culture Journey Roadmap

56 MGE Overview Generates and distributes electricity to 143,000 customers in Dane County. Purchases & distributes natural gas to 149,000 customers in seven southcentral & western Wisconsin counties. MGE's roots in the Madison area date back more than 150 years employees

57 Madison Gas & Electric (MGE) Safety Journey 2009 Safety Executive Team (SET) and Safety Management Team (SMT) created 2009 Requested Outside safety review Compliance Focus (Rewrite of MGE Safety Manual) Corporate Safety Initiative, evaluate options to move from good to great CAT Safety Services chosen 2014 SET/SMT management training Safety Perception Survey (SPS) and Focus Group Interviews (June/July) 86% participation rate SPS Management Report out/ Employee Report out (Sept/Oct) Safety Steering Team Formed and Trained (Nov) Continuous Improvement Team #1 Rapid Improvement Workshop (Dec) Quality Safety Meetings (QSM)

58 MGE Safety Journey 2015 Pilot QSM s and mini SCEW s (Jan) All Supervisory staff SCEW s (Mar) Operations SCEW and QSM Rollout - All Operations employee s (June/July) Action Items Database Created (Oct) CI Team #1 Report out to SST/SET (Dec) 2016 Safe Start Team (CI Team #2) Job Briefings (Jan) Pilot (Mar) Second SPS in fall 2016 Training/Education focus at all levels

59 Summary Train Measure (check) Define safety actions Accountability Recognize Set a personal example Commitme nt Involvemen t Facilitate meaningful safety conversations Encourage active involvement We re all accountable for safety Basic Beliefs We re Better Together S.T.A.R.T. Module 3: How to Engage and Involve Employees

60 QUESTIONS & ADDITIONAL INFORMATION us at or Kevin Ellison at 2016 Caterpillar All Rights Reserved CAT, CATERPILLAR, ZIP, S.T.A.R.T., 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.

61 CAT Safety Services Tools Tools available to foster increased leadership engagement and safety culture influencing conversations at all levels of your organization... Safety Perception Survey Leadership Roundtable S.T.A.R.T. Supervisor Training in Accountability and Recognition Techniques Speak Up! / Listen Up! Recognize It