3/29/2017. Tim Kaddatz Safety Manager The Franklin Energy Group

Transcription

1 Tim Kaddatz Safety Manager The Franklin Energy Group Securing a Safer Fleet at a Growing Company Fleet troubles, lessons learned, and the plan to get ahead TABLE OF CONTENTS Introduction The Issues The Action Plan Challenges Summary and Closing 1

2 Introduction 2

3 The Issues Employee population increase 322 to to to 546 Employee based growth rate 10% 6% 30% 3

4 Miles driven 1,505,834 1,972,114 2,925,810 4,174,817 Preventable Vehicle Incidents Most common driving incidents: These are all preventable!! When approaching intersections, blindly going through intersections and not checking left or right as the driver approaches the intersection. Failing to allow a proper following distance of at least 3 seconds. Backing into other vehicles or objects. Failing to recognize dangerous road conditions or going to fast for conditions. Not obeying traffic signage or rules. Failing to anticipate the poor driving actions of others. Not utilizing the What if principle. Brief review of what we have covered so far: We have identified a negative trend of preventable driving incidents. This is a major concern! This started in late 2014 as we started our expansion. We have established metrics so we can gauge and measure improvement over time. I have shared with you the most common types of incidents. 4

5 The Action Plan 1. Defensive Driving Fundamentals Video Self administered once per year. Compliance is tracked electronically. 30 minute video. Employee must compete video before being assigned the quiz. Employee must pass the quiz before course is marked Complete. This is all we had prior to May July is Safe Driving Month Administered via Power Point Presentation. Received by all employees once per year. Just like our other OSHA compliance trainings, this training is delivered by the Manager to the employees. Interactive discussion about best practices and things to look out for. 3. R.U.A Defensive Driver training program Based on NSC DDC 8/6 The story TTT program Split our fleet into regions. Identified DDFs (Defensive Driving Facilitators) and fleet managers in each region DDFs must be responsible, capable, not afraid to teach, well organized individuals. Scheduled calls to get buy-in from all parties (PMs and DDFs). Held two TTT sessions to allow more interactive trainings. DDFs then return to their regions to teach their regional driving fleet. Fleet driver trainings scheduled with PMs in advance, to assure program goals are not upset or negatively impacted. Fleet driver trainings are a one time 5-6 hour classroom style training. Has it worked? 4. Safety Card Safety tips-including what to do if you are in a collision Every employee received one must keep on their person while working 5

6 5. Safety Committee Meetings Held every 6 weeks Discuss best practices and review recent incidents. Managers from all over the country attend and then share the messages 6. Root Cause Analysis Interviews Started in July 2016 Conducted within 72 hours of each incident Attendees include employee, their manager, fleet manager, me, and HR panel Determine root cause, safety alert necessity, recommend disciplinary measures Safety alerts sent to Managers includes identified root cause Discipline enacted by HR team to keep consistency 7. Safe Driving Incentives Does anyone here currently have a program in place? What does it entail? Plan in progress will be flexible (not a 0 tolerance policy) Criteria will be clear, measurable, and fair Will include GPS reporting 8. GPS Vehicle Monitoring Started in 2015, have not taken full advantage of the system use more for monitoring start and stop times for remote employees More to come.. Challenges What obstacles have we encountered along the way? My four biggest challenges: 1. Consistent safety messaging Over 650 employees, 45 offices across the country, herding cats. Attend NHO in Port. Filter safety messages through Managers, follow-up very important! Follow up is important because.. 2. Buy-in Not all Managers read their nor do they focus on safety as a priority. Financial goals exceed safety goals. We have a good safety culture, but not a strong safety culture from day 1. Creating a safety culture takes planning, time, and a lot of effort. We have executive buy-in, improvements seen, long way to go. 3. Interview honesty and completeness Root cause analysis interviews the full truth? How can I truly see what goes on during a collision, to identify the true cause? 4. Finances and ROI Fleet vehicle cameras or Dash Cams. Much research, very costly, hard to show direct ROI. Difficult to secure funds, start-up costs, money doesn t grow on trees. Had we started this on day 1, probably wouldn t be an issue. 6

7 The Partnership 2016 Miles Incidents Miles per Incident Good Cents 842,000 5,052,000 6 Miles per Incident Franklin Energy 107,051 4,175,

8 Used for monitoring more than just start and stop of day Speeding Hard Braking Hard Accelerations Seat Belt Usage Odd Hours Movement Summary and Closing 1. The importance of identifying safety issues and creating a plan to combat those issues 2. Setting metrics and goals to help evaluate the driving safety of your employees 3. The struggles of administering a safety plan across a growing company 4. Fully utilizing existing resources and fitting these into your plan 5. Dealing with challenges head-on and viewing the glass as half-full when times get tough. THANK YOU 8

9 Questions? 9