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© 2012 National Safety Council
Journey to Safety Excellence
Session 2
Engaging all employees in a process of continuous improvement.
© 2012 National Safety Council
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Topics• Refresh Key Points from Session 1• Journey to Safety Excellence Process• Culture and System Assessment• Risk Assessment Example• Performance Measurement Examples• Questions
© 2012 National Safety Council
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Workplace Safety Challenges• Dramatic changes due to economic,
technological, legal, political and other forces • Restructuring, downsizing, increased reliance on
temporary workers and contractors• More flexible and lean production systems• Increased demands on individual employees for
greater output • Aging and increasingly diverse workforce• Growing trend for greater employee engagement• Several issues remain the leading cause of injury
at work
© 2012 National Safety Council
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No.
Com
pani
es
Safety Performance
AverageLeadingLagging
What is the gap between where you are and where you want to be (vision)?
Is your company striving for safety excellence?
Understand Your Safety Performance
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What does Safety Excellence look like?
NSC Campbell Award recognizes organizations that demonstrate excellence in:– Business performance– Employee safety & health– Environmental responsibility
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Campbell Award – a Study in Excellence• Common attributes of safety excellence
– Quality Environmental, Health & Safety (EHS) Management• Performance to defined criteria (SMS)• Integrated into business operation systems
– Management commitment and worker engagement (culture)
– Appreciation of the intrinsic value of EHS to business vitality
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• Operational Excellence• Human performance • Public relations• Community vitality• Environmental sustainability
Importance of recognizing the multi-faceted impact of Safety on overall enterprise performance
Ask yourself: Is Safety a key business value for your company?
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NSC lessons learned leads to concept of a Journey to Safety Excellence
• Campbell Award• World Class Team• ANSI Z10 Safety Management
System Standard• OSHA, NACOSH• NIOSH, NORA• Divisions, Delegates, Members• Education, Training, Surveys, Assessments
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Journey to Safety Excellence
• Based on world class organization’s best practices
• Developed by thought leaders• Tested in real world situations
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Journey to Safety Excellence®The Journey to Safety Excellence is a cycle of improvement that
aims for a continual reduction of risk and has as its goal zero injuries. We call it a Journey because even though safety
excellence is attainable, there is always opportunity for further progress and improvement.
The Journey to Safety Excellence is a data-centric risk mitigation process that empowers organizations to fully integrate the safety improvement process in the business to help achieve operational
excellence
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JSE – Continuous Improvement Process• Step 1 – where are you now and where
do you want to be?• Step 2 – how do you move forward?• Step 3 – how do you manage your
improvement and measure your progress?
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Step 1• Where are you now?
– Use Surveys, Assessments and other means to measure current performance
– Set baselines and measure performance improvement over baseline
• Where do you want to be?– Setting the aspirational vision of a best in class
state– Encouraging the organization to strive for
continued, sustainable improvement
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Step 2• How do you move forward?
– Identify performance gaps– Develop and execute improvement plans to close gaps– Educate and train to build organizational competence and
capability– Apply “best practices”, aka “successful practices”, aka
“lessons learned, …• Campbell Institute (thecampbellinstitute.org)
– Continue improvement in leadership, engagement, safety management system, and risk reduction
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Step 3• How do you manage your improvement and
measure your progress?- Improve reporting of hazards, near miss and injury
incidents- Conduct thorough root cause analysis, improve systems,
manage corrective actions- Share real time actionable information across multiple
levels within the organization- Create dynamic data sets for predictive analysis - Keep track of activities and key performance indicators- Be smart in use of technology
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JSE – the Four Pillars• Leadership and Engagement (Culture)• Safety Management Systems• Risk Reduction• Performance Measurement
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Leadership & employee engagement
• Strong, consistent, commitment to safety by leadership
• Partnership between managers and employees working together to establish culture of safety
• Employee engagement is a strong indicator of financial performance
• Employee Perception Surveys provide insight into future safety performance
© 2012 National Safety Council
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Engaged ActivelyDisengaged
NotEngaged
Engaged Associates are emotionally attached to their workplaces, they are loyal, productive, have fewer days of absence, higher rates of safety, lower rate of fluctuation (stay with company).
Not Engaged Associates are “working just the minimum“, are less productive, have less emotional attachment to their workgroup/company – more days of absence, higher rate of fluctuation.
Actively Disengaged Associates are working against the interests of the company, “are physically present, but mentally not there”, are unhappy with their workgroup/company and relay this negativism to colleagues, have the most days of absence, higher rates of safety incidents, will most likely leave the company.
29%
51%
20%
U.S. Engagement Scores
Source: Gallup Consulting
© 2012 National Safety Council
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Importance of Employee’s Perception
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35
23
24
36
38
38
60
0 10 20 30 40 50 60 70 80 90 100
Scale: 0 to 100 (100 being best)
OVERALL
Employee Participation
ManagementParticipation
Safety Support Activities
Safety Support Climate
Supervisor Participation
Organizational Climate
Surveys give voice and engage employees!
© 2012 National Safety Council
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Safety management systems
• Framework to ensure an organization can fulfill all safety tasks required to achieve its objectives
• Must have means to accurately assess the effectiveness of the SMS and discovers the root causes of deficiencies
• Multiple points of measurement– Qualitative and quantitative
• NSC SMS Assessment is a best practice based on Campbell Award
• Membership, Publications, Conventions, and Training build individual and organizational competence
© 2012 National Safety Council
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SMS Standards, Guidelines• NSC Journey to Safety Excellence – 9 Elements• OSHA VPP• ANSI Z10 (American)• OHSAS 18001 (International)• CSA Z1000 (Canada)• ISO 9000 (International, Quality Management System)• ISO 14000 (International, Environmental Management
System)
© 2012 National Safety Council
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OSHA I2P2 Fact Sheet• Management Leadership• Worker Participation• Hazard Identification and Assessment• Hazard Prevention and Control• Education and Training• Program Evaluation and Improvement
© 2012 National Safety Council
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NSC SMS AssessmentAssessment Group Possible Score
Leadership – Management
A. Management Leadership & Commitment 45 B. System Management & Communications 35 C. Assessments, Audits & Performance Measurements 40 Technical – Operational
D. Hazard Identification & Risk Reduction 30 E. Workplace Design & Engineering 15 F. Operational Processes & Procedures 65 Cultural – Behavioral
G. Workforce Involvement 30 H. Motivation, Behavior & Attitudes 25 I. Training & Orientation 20 Final Rating 305
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NSC SMS AssessmentAssessment Group A - Management Leadership & Commitment
ITEM (SCORE)
POOR (1) (2) (3) (4) EXCELLENT (5) RATING
A1
Visible Management Leadership & Commitment
SH&E coordinator totally responsible for program development & implementation.Management periodically attends SH&E meetings after incident. Management views and addresses SH&E as a legal requirement.
Management is involved with the SH&E program only on a reactive basis. Mgmt provides guidance and direction to SH&E Coordination and attends staff SH&E meeting. Management views and addresses SH&E as legal requirement and cost avoidance measure.
Employees state some levels of management routinely participate in proactive SH&E activities. Mgmt reviews loss prevention reports and holds all levels accountable for active participation. Upper management can explain benefits of SH&E management in terms of costs, public relations, regulatory, and ethical implications.
All levels of Mgmt “walk the talk” and demonstrate SH&E as a corporate value. Employees report all levels of Mgmt take an active, visible role in a variety of planned SH&E activities on a regular basis. All levels of Mgmt are able to explain the business case for SH&E management. SH&E is tied to overall facility success and integrated into business planning process. SH&E is included in the agenda for all management meetings.
SH&E is integrated into the entire business continuous improvement process. SH&E is integrated into operational procedures and managed in the same manner as other functions. Evidence of CEOs and Directors’ personal commitments and involvement to SH&E. SH&E performance indicators include outreach to the community and the impact to the triple bottom line. SH&E performance indicators are set for all levels of management and are regularly reviewed.
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• ManagementWhat we do– Engages the mind– Gets the right things
done– Based on “transactions”– Produces activity– Need accountability
– Measure through SMS Assessments
• LeadershipHow we do it– Engages the heart– Gets things done the right
way– Based on commitment to
values– Produces change– Need responsibility– Measure through
Employee Perception Surveys
Management and Leadership
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BST Finds Correlation with Systems and Culture
2938
74
0
20
40
60
80
100
<33 33 to 66 >66
Safety Best Practices
Cul
ture
Percentile Score
Per
cent
ile S
core
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BST Finds Culture Predicts Injury Rates
8.2
4.5
2.0
Low Medium High
Overall OCDI Average Score
Occ
upat
iona
l Inj
ury
Rat
e(p
er 1
00 e
mpl
oyee
s pe
r yea
r)
n = 179
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Risk reduction• Risk = the likelihood of an event occurring and the
severity of the injury that may result– Probability x Severity = Risk– Probability = Frequency x Likelihood
• Risk always is present in the workplace • Organizations that strive to continue reducing risk to
the lowest possible levels will outperform organizations that do not
• Prompt reporting of hazards and near miss incidents with timely corrective measures is a form of risk reduction
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Risk Defined• The Oxford English Dictionary cites the
earliest use of the word in English (in the spelling of risque) as from 1621, and the spelling as risk from 1655. It defines risk as:
• (Exposure to) the possibility of loss, injury, or other adverse or unwelcome circumstance; a chance or situation involving such a possibility.
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Some Facts About Risk• Risk is an inherent feature of systems; a
quality that always exists to some degree• It is definable in terms of its contributing
factors (Frequency, Likelihood, & Severity)• Once it is defined, it can be quantified• The quantity of risk can be changed by
changing the factors that contribute to it
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The Nature of Risk
Probability(Occurrence Opportunity)
Frequency(Exposure Opportunity)
Likelihood(Chance of Occurrence) Severity
(Degree of Harm)
Risk
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Residual Risk is that which remains each time the system is changed.
Acceptable Risk is the level of Residual Risk that the organization
chooses to accept (knowingly or unknowingly).
Residual and Acceptable Risk
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Cross Functional Team Approach• Team leader
– Familiar with risk assess process– Can facilitate group decision making
• Multi-disciplinary– Health & Safety– Operators
• those closest to the risk know the most about the risk!
– Engineering• Process experts
– Operations– Systems support
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Risk Assessment Process
Identify the system (activity) to be studied
Identify the concerns (events) to be analyzed
Identify the existing controls for each concern
Quantify each concern using the F-L-S scales
Identify new controls for concerns with unacceptable risk scores
Rescore the concerns with the new controls in place
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Sample Risk Assessment Scales
1 2 3 4 5
The activity is performed less than once per month
The activity Is performed less than once per week
The activity is performed less than once per day
The activity is performed more than once per day
The activity is performed at all times
1 2 3 4 5
The injury will require first aid only
The injury will require medical treatment but no lost time
The injury will result in lost time but the injured will recover fully
The injury will result in lost time and some permanent impairment
The injury will result in death or permanent disability
Frequency
1 2 3 4 5
Very Unlikely Unlikely Possible Probable Very Likely
Likelihood
Severity
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Example Risk Assessment
Event of Concern
ExistingControls
NewControls
F L S RMuscle Strain -handling packages at extended reach
Training and education in safe lifting & material handling
4 5 3 60
Head injury – Fall from Elevation –Restraint Lanyard not attached to anchor point
System designedto standards,Routine Inspection,80% performancein attaching lanyards
4 3 5 60
High Rack Stocking & Picking
Residual Risk = 120
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Apply the Hierarchy of Control• Elimination• Substitution• Engineering• Administrative• Personal Protective Equipment (PPE)
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Reassessing the Risk after improved controls
Event of Concern
ExistingControls
NewControls
F L S RMuscle Strain -handling packages at extended reach
Training and education in safe lifting & material handling
Stock heavy packages on pull-out racks at floor level
Place & Pick at floor level
4 53
3 36
Head injury – Fall from Elevation –Restraint Lanyard not attached to anchor point
System designedto standards,Routine Inspection, 80% performance in attaching lanyards
Manage performance in lanyard attachment to 95%
4 32
5 40
High Rack Stocking & Picking
Residual Risk = 76
© 2012 National Safety Council
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Risk Reduction Achieved
Residual Risk with Existing Controls = 120
Residual Risk with New Controls = 76
120 -76 x 100120
= 37%
R3 = 37%
Copyright © 2012 IHS Inc. All Rights Reserved.
Researching Data from Process Execution
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• Recordable injuries• First aid injuries• Near misses• Supervisor walk-around• Behavioral observation• Safety issue suggestion• Hazard ID’s• Management of change• Process hazard analysis• Mgmt system assessment• Formal risk assessment• Task risk assessment• Job hazard analysis• The list goes on and on…
Reduced
Corrective action completed, verified
ActionItems Action authorized
by leadership
Reporting Activities
Assessed bySME, Leaders
Risk Matrix
Root Causes
ExposureIdentified
Reported
Accepted by supervisor
Organizational Process
Rep
eat W
here
App
licab
le
Example Data (only 3 examples of hundreds analyzed)– Rate of near misses reported (NM * 1,000,000 / Workhours)– % of actions completed on-time– Average number of days for supervisors to respond to reported events
Copyright © 2012 IHS Inc. All Rights Reserved.
The Top 3: A Measurable Solution
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Weighted TRIROrders of Magnitude
Near ZERO
Worst Performers
Best Performers
Best performing assets have…X1: Reporting Culture: Strong culture of reporting and fixing
ANDX2: Action Execution: High rate of action with timely execution
ANDX3: Leadership Responsiveness: Responsive, disciplined involvement
Predictive Index = F ( X1, X2, X3 )“Pilot” Findings as Foundation of IHS CERA OE Research and Benchmarking Forum
© 2012 National Safety Council
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Performance measurement• Requires data on activities and outcomes to
continuously improve– Leading and lagging indicators– Frequent and infrequent
• Enables companies to:– Establish baselines– Measure improvement over baselines– Understand the relationship (correlation) between safety
activities and the outcomes of injury and disability– Use leading indicators as well as lagging indicators
• Impossible to do well without smart use of emerging technology– NSC Navigator
© 2012 National Safety Council
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Achieving Excellence• Organizations who have integrated the “Journey to
Safety Excellence” concepts outperform those who have not
• Managing safety data and information with progressive technology solutions is increasingly recognized as a best practice
• Use of mobile solutions and acting in real time is highly effective at reducing risk and preventing injuries and fatalities
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The Results• Continued declines in residual risk• Injuries prevented, lives saved• Healthy and high performing workforces, optimal
workplace design• Operational excellence and ROI• Recognition
– NSC Awards Program– NSC Green Cross for Safety Award– Robert W. Campbell Award– Campbell Institute Participation
© 2012 National Safety Council
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®
© 2012 National Safety Council
NSC thanks our National Safety Month Safety Champion sponsor, Grainger and Safety Leader sponsor Toyota, for their commitment to safety.