How FPL's Customer Service business unit changed its safety culture and significantly reduced injuries

Transcription

1 How FPL's Customer Service business unit changed its safety culture and significantly reduced injuries Blanca Perez and Mark Mason September 27, 2010

2 Our Customer Service business unit has many high-risk job functions Total of 2,200 union and non-union employees Field and office personnel 550 meter readers read 4.5 million meters per month Physically demanding, tough work environment 100 field collectors Customer threats, tough work environment, take cash in the field High-Risk Job Functions 2

3 Our Customer Service business unit has many high-risk job functions High-Risk Job Functions (continued) 220 Connect & Disconnect Specialists 180 field representatives Enter attics in the summer heat, climb ladders 600 Customer Care representatives in two call centers All field employees drive a vehicle, especially in Miami, Fort Lauderdale and West Palm Beach 3

4 Jan Mar May Jul Sep Nov # of Injuries (Cumulative) Our OSHA recordable injuries were trending in the wrong direction in July 2007 OSHA Recordable Injuries Six more OSHAs than same period in 2006 OSHA Performance Actual vs. Target July 2007 Forecast called for 70 OSHAs by December Summer peak was coming This was one of the few indicators that we never met A big change was needed We decided to hold a strategy session 2007 Target 2007 Actual Forecast 4

5 Strategic session showed that one of the biggest areas of improvement was restructuring our Safety Council Previous Safety Council Structure Meetings were mostly about reporting One-on-one versus active and collective engagement Not using a strategybased approach Our process outcomes weren t very good Safety Council Members Safety Council Leader 5

6 There were may other opportunities for improvement that stemmed from the strategic session Areas of Opportunity Our target setting approach was sending the wrong message Didn t allow managers to shift priorities to fix the biggest problem areas Policy differences created inconsistencies Different treatment became very apparent with employees that moved between departments For fear of discipline, employees may not have been turning in close calls, minors, and serious injuries We needed to look at our processes 6

7 In the area of metrics and data analysis we found additional weaknesses Data needed to be sliced and diced differently Needed more upstream data like minor injuries, close calls and observations Allowing for more countermeasures to be put in place before serious injuries occurred We found we needed to use more advanced tools control charts, correlation analysis, data segmentation, and linear regression forecasting Metrics and Data 7

8 Our first major change was a more strategic and active Safety Council that would be the spark for a cultural change New Safety Council Structure We developed a Collective Destiny philosophy A shared target allowed managers to reprioritize and focus on the biggest problem areas Process defined by strategic priorities/plan Outcome is strategic Safety Council Members Safety Council Leader 8

9 The Safety Council then created a new strategic plan Our New Strategic Plan Change mindset to strive for injury-free workforce Increase information flow through targeted communications Engage cross-functionality by partnering with other business units Utilize benchmarking and best practices Develop and deploy policies Assess data collection Conduct data analysis 9

10 We communicated Safety Council changes and the strategic plan via face-to-face meetings with all Customer Service leadership 10

11 OSHAs Percent OSHAs Percent Data analysis showed the biggest problem area was meter readers getting seriously injured by dogs Contributing Factor: Dog Customer Service OSHA Injuries by Contributing Factor Dept Dog Vehicle Body Use/Pos Other Rep Stress Eyes on Path/Task Walking Surface Insect OSHAs Percent Cum % Customer Service Dog-Related OSHAs Work Group: Meter Reading Dept Meter Reading C&D Collections OSHAs Percent Cum %

12 The many dog bites we were seeing were serious 12

13 Jan-08 Feb-08 Mar-08 Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 Jan-09 Feb-09 Mar-09 Apr-09 May-09 Jun-09 Jul-09 Aug-09 Sep-09 Oct-09 Nov-09 Dec-09 Jan-10 Feb-10 Mar-10 Apr-10 We implemented the strategic imperatives and many dog bite countermeasures Black Belt project completed Safety Council change Injury-free philosophy New Safety Communications Change in dog policy New dog safety training & assessment New safety recognition New attire policy New discipline policy OC Spray Deployment Customer letters Dog policy change Training changes Call ahead program changes FPL.com customer video Bad Dog Pilot 13

14 Jan Feb Mar Apr May Jun Jul Jan Feb Mar Apr May Jun Jul # of OSHAS (Cumulative) YTD OSHA Rate 12 MOE OSHA Rate As a result of implementing the strategic plan and the dog bite team s countermeasures, we saw huge improvements OSHA Recordable Injuries Numbers and Rate YTD JULY YTD NUMBER OSHAS YTD RATE 12 MOE Rate YTD JULY

15 We achieved some significant accomplishments Accomplishments Five consecutive months of zero dog-related incidents Two consecutive months injuryfree We placed first quartile in PA Consulting's 2010 Polaris Customer Service Benchmarking Program Both OSHA Recordable Incident Rate and OSHA Lost Time Incident Rate This is the first time we ve ever placed in the first quartile Broward Meters office received VPP recognition 15

16 It wasn t as simple as it sounds, and we still have a way to go to reach our injury-free goal Keys to Our Success Cultural shift Leadership commitment Collective Destiny philosophy An active, engaged and committed Safety Council Action-oriented strategic plan Some initiatives were not popular with leadership and employees Resources Engaged workforce Consistency 16

17 The Most Important Benefit! 17