Safety Culture and Transitions

Transcription

1 Safety Culture and Transitions Presented to Waste Management 2016 Conference Jeffrey W. Smith Deputy for Operations Phoenix, Arizona March 7, 2016 ORNL is managed by UT-Battelle for the US Department of Energy

2 Two basic learnings... 1 We didn t make the tough decisions soon enough 2 We didn t support our 1 st line supervisors like we should have 2 Safety Culture_1603

3 Our operations involve a variety of potential hazards World s top producer of californium million gross square feet of active space World s most powerful proton accelerator 3 Safety Culture_ nuclear facilities ~125k hazardous chemical containers ~90 radiological facilities

4 We have significantly reduced injuries, but our progress has slowed Total recordable cases Days away, restricted, or transferred (DART) cases FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 Set expectations All accidents Continuous dialog with and accountability are preventable emphasis on management observations 4 Safety Culture_1603

5 A series of material handling incidents caused us to take another look at our safety culture June Employee diagnosed with hernia (surgery required) after lifting long, heavy pipe with 3 other employees November Employee suffered torn bicep (surgery required) while placing electric motor on storage cabinet March 1580 lb chamber tipped over onto employee, resulting in fractures and lacerations (surgery required) June New 800 lb glove box tipped over and fell off stand during installation, nearly hitting an employee August 2600 lb tank fell from a forklift pallet while being transported between buildings at SNS 5 Safety Culture_1603

6 Our conclusions match INPO recommendations Improving operational reliability and safety performance Promote steps that supervisors and managers can take to manage administrative burden and improve reinforcing worker behaviors Streamline activities and time needed for supervisors to prepare workers for daily activities Increase supervisor coaching and reduce efforts to capture and trend observations Reduce low-value corrective actions assigned to an issue (some issues are best handled by managers coaching individuals or reinforcing accountability) 6 Safety Culture_1603

7 We established a set of key safety principles to define the desired culture 1 Everyone is personally responsible for ensuring safe operations 2 Leaders value the safety legacy they create in their discipline Staff raise safety concerns because trust permeates the organization Cutting-edge science requires cutting-edge safety A questioning attitude is cultivated Learning never stops 7 Hazards are identified and evaluated for every task, every time 8 A healthy respect is maintained for what can go wrong 7 Safety Culture_1603

8 Laboratory Operations Supervisor Academy (LOSA) Front-line manager is supported and made to feel valued; key Guardian of the Safety Culture Safety culture focus Scenarios mirror realistic operations situations Significant, valuable interaction with senior management Peer-to-peer interaction very dynamic; sharing of lessons learned Well choreographed and organized Safe learning environment Sustain and invest Translate to R&D Our challenge 8 Safety Culture_1603

9 LOSA: Simulation-intensive approach; focused on human performance with immediate feedback SME brings you photo of unsafe act 1 10 Manager responds inappropriately to report of electrical shock Experienced crew member discourages questioning attitude Senior craftsman with expert knowledge is disengaged Researcher resists safety suggestion from staff Supervisors work through scenarios linked to key safety principles Senior worker defends failure to follow procedure Workers disregard procedure change Valued customer requests work outside package scope Change in requirements must be communicated to staff 5 6 SME and worker disagree on need to change procedure 9 Safety Culture_1603

10 Mentoring: Continue LOSA learning and improve supervisor/worker interaction Structured mentoring Senior Safety Mentors Implementing lessons from LOSA Culture of mentoring Engage line management Educate manager on role as mentor Ongoing engagement Town hall meetings Alumni group Continued development Performance management 10 Safety Culture_1603

11 Discussion 11 Safety Culture_1603