How to Obtain and Maintain a Goal of ZERO Accidents

Transcription

1 How to Obtain and Maintain a Goal of ZERO Accidents 2013 AIMCAL Web Coating & Handling Conference Presenter: Dave Ellison Sage Environmental Consulting, LP October 29,

2 Agenda Discussion Key elements of a successful program Culture Management Safety Management System 2

3 Discussion Are you getting the results you want? Are you certain that you can sustain the results in the future ZERO no injuries? What must you do to sustain the results or take them to the next stage? Do you know what you need to do differently or what you need to continue doing daily for success? If you continue to do the things you did last year, will you get different results this year? 3

4 Objective To determine what we need to do differently to obtain and maintain ZERO accidents. 4

5 Key Elements of a Successful System Culture Management Safety Management System System that is monitored and improved systematically 5

6 Culture Management Culture Management is leadership responsibility Leaders shape culture It Drives Behavior 6

7 What is Culture? It s the way we really do things around here. Laws vs. Norms. Set of basic assumptions and beliefs about reality It determines the way we make decisions, feel, think and act. It resists change. It is value driven. We do what we believe. 7

8 How to Change Culture Being in the Hearts and Minds of employees each and every day Being Positive Demonstrate the I Care message 8

9 Characteristics of Safety Culture Safety goals are clear and shared. People manage their own safety behavior without overreliance on safety policies. People are trusted to make decisions according to the information they know rather than their role in the hierarchy. Rewards are balanced between production, safety and quality. Mistakes are seen as an opportunity to learn. Important information is communicated face-to-face. Safety is seen as a strategic business objective by all. Conflicts regarding safety priorities are resolved, not suppressed. 9

10 Safety Management System 1. Management Commitment and Leadership Engagement of the management team 2. Meaningful Employee Involvement Involvement of all employees 3. Risk Management Awareness of the hazards and risks 4. Communication Trust obtained by listening and acting 10

11 Safety Leadership Effective leadership is vital in the creation of the culture that recognizes and encourages the implementation of a Safety program. It is much more than a set of processes, standards, and shared practices. Effective Leadership is: Proactive, Solution oriented, Accountable, Doing things better and differently, A mindset that encourages and supports employees to reach higher whenever possible, An attitude that is, above all, focused on reinforcing the culture of safety excellence. 11

12 Leadership Role Support Safety Keep your word - Walk the Talk! Identify the things you do, or don t do, that others in the organization may view as not supporting safety. Deliver safety talks to your staff.. Start every meeting off with an I Care message. Learn to discuss safety in a caring way. Get involved, ask questions, learn, show interest. Don t do it because you have to Do it because it is the right thing to do. Be visible. You get the level of Safety you demonstrate you want! 12

13 Employee Engagement Leadership must get employees involved All employees perform Safety actions daily, monthly, ongoing 13

14 Focused on key risks Three types of safety risks Catastrophic Serious & lost time Minor For world class results we need to be proactive on all types Employees must be aware and involved in assessing risks and trained 14

15 Communication/ Trust Communicating at all levels. Behaving in a consistent manner. Respecting the well being of others (showing that I Care - Positive) Common vision and shared view of what it means to work safely. Core set of values and operating principles. Culture of shared responsibility Following through on commitments 15

16 The system is monitored and improved systematically Auditing Systematic review of all data available Does your management review ensure that deficiencies in the system are corrected? Does your management review incorporate new information? 16

17 Moving Forward Develop a multi-year plan Culture based Addresses Management System elements Ensure your system is self correcting and improving You need to execute Put actions in place to reduce risks Take actions to change the culture Visibly demonstrate your engagement 17

18 18 Executing your plan Culture change Establish actions to engage the management team How will you determine the level of management engagement? Establish actions to involve employees How will you determine the level of employee involvement? Establish actions to raise risk awareness How will you determine the level of risk awareness? Establish actions to take raise the level of trust How will you determine the level of trust?

19 Your Leadership Challenge You have tremendous leverage in the organization: What you choose to do, and How you do it... have a far-reaching impact on the organization. Your time is very limited. Therefore being very conscious, deliberate and selective about: What you choose to focus on in your discretionary time, and How you choose to perform all of your behaviors and activities... are critical to your leverage and success. 19

20 Questions? Dave Ellison (office) (cell) 20