proactive safety programs: kraft foods north america
TRANSCRIPT
Proactive Safety Programs:Kraft Foods North America
American Meat InstituteConference on Worker Safety, Human
Resources and the EnvironmentMarch 9, 2011
Agenda• About Kraft Foods• Kraft’s Approach
– Development and Evolution of KSRMP– Lessons Learned Along the Way
• What’s Next• Questions
Kraft Foods Global
• Approximately $48 billion in revenue• Approximately 140,000 employees• Sales in over 160 countries• Approximately 250 manufacturing and
processing sites world wide~ 60 in North America
• Global Headquarters – Northfield, IL
• 11 brands with more than $1 billion in revenue
• 70+ brands with more than $100 million in revenue
• 40+ brands over 100 years old
• 80% revenue from #1 share positions
An Amazing Brand Portfolio
4
Kraft North America
Seven Business Units (BU)
Cheese and Dairy BeveragesGrocery Oscar MayerSnacks Canada
Food Service
North America S&E Structure• Director, Safety and Environmental
– Reports to SVP NA Operations• Safety and Environmental Director per BU
– Reports to Operations VP• Sr. Managers, Safety - Sales and Customer Service
and Logistics• Safety, Security and Environmental (SSE) Manager
per plant– Reports to Plant Manager
Safety Management System Started in 1994
• Kraft Foods was organized into 3 Business Units– Kraft USA– General Foods– Oscar Mayer
• Each business unit had towering strengths in their approach for Safety
Challenge
• Harmonize the safety approach across the organization by leveraging the strengths of each business unit’s approach to safety management
– Kraft USA – visibility, accountability, demonstrated senior commitment
– Oscar Mayer – ergonomics, engineering solutions– General Foods – safety teams, employee engagement,
International Safety Rating System (ISRS)
Define Principles
Criteria for Establishing Safety as a Value
− Demonstrated senior management commitment to safety
− All levels of the organization involved in safety− Accountability for execution of safety
responsibilities− Employee involvement − Program must be positive, flexible and adaptable
Developed Strategic Partnership
• International Loss Control Institute (ILCI)(Bought by DNV)
– International Safety Rating System (ISRS)
– Customized to better fit Kraft culture, best practices and risks
KSRMP(Kraft Safety and Risk Management Process)
• Leadership And Administration
• Training
• Planned Inspections
• Accident Investigation And Analysis
• Regulatory Compliance
• Ergonomics
• Health Control
• General Promotion
• Group Communications
• Emergency Preparedness
• Engineering Control
• Purchasing Controls
• Contractors
• Security
• Claim And Medical Management
• System Evaluation
• Motor Fleet Safety
KSRMP – 1st Version
• Very Detailed– Each element was comprised of sub-elements– Each sub-element had a series of questions– Each question had an assigned point value– Each question was either a minimal requirement or a
process improvement (must do vs. nice to do)– Each question had a short paragraph to further explain
the question– Column for auditors notes – told the plants what
documentation was required• Was very good a describing “what” to do
– Hard copy book
Safety Team Model
Central Steering
Team
Rules andProcedures
Awareness& Activities
Incident Investigation
Health and Ergonomics
Planned Inspections
Training &Education
EmergencyPreparedness
Lessons Learned
• Like drinking from a fire hose– Too much new news– The “Book” was intimidating
• Needed to provide a course on general safety management theory to help put Elements/Questions into context
• Did not have enough supporting materials (training modules, templates, sample programs, etc.) when the Process was rolled out
KSRMP – 2nd Version (2003)
• Put all elements and questions into giant spreadsheet– Easier administration for plants– Easier to track points– Easier Auditing– Deleted the guidance information– Deleted auditors notes
Sample Section1.2 Loss Control Coordinator(s) 38
MR 1.2.1 Has one person been designated at the loss control coordinator?
XO 20
1.2.2 Does the loss control coordinator report directly to:
PI 1. A senior manager? (10 points)2. The senior manager on-site? (25 points)
/P 25
1.2.3 Has the Loss Control Coordinator attended:
MR 1. 30-hour regulatory compliance program? XO 25
MR 2. 30-hour Safety Management Program? XO 25
PI 1.2.4 How many hours of basic training in loss control were given to the coordinator by a recognized outside agency? ( 1 per hour/40 )
1/hr 40
MR 1.2.5 How many hours of update, refresher or advanced training in safety, health and loss control has the coordinator completed during the past two years?
2/hr 60
MR 1.2.6 Has a specific Property Protection Coordinator been designated?
XO 10
MR 1.2.7 Has the Property/Loss Control Coordinator completed a Property Protection training program?
XO 20
Lesson’s Learned
• Lost focus on who the customer was– Minimal benefit to plant– Great benefit to auditors
• Saw increase in variation of interpretations of questions– Lost paragraph explaining questions
• Documentation became highly varied– Lost auditors notes
• Debated over points instead of context
Updated in 2006
• Business Process Simplification Initiative– Advisory Committee/Users Group
• Got rid of the points• Collapsed questions into general statements• Combined elements• Clearly defined documentation expectations• Gave plants much more flexibility in how to
implement the requirements
Sample of New Version
• Leadership and Administration – Each KNAM facility shall post the Kraft Corporate
Safety Policy in various locations throughout the facility to ensure all employees have access to this policy.
– One person within the facility shall be designated as the Safety Coordinator.
– The Safety Coordinator shall report directly to a senior manager on-site.
– The Safety Coordinator shall attend both the OSHA 30-hour Regulatory Compliance Course and the 30-hour Modern Safety Management Program.
– One person within the facility shall be designated as the Property Protection Coordinator and this person shall attend the Kraft Property Protection Training Program.
What Hasn’t Changed
Criteria for Establishing Safety as a Value
− Demonstrated senior management commitment to safety
− All levels of the organization involved in safety
− Accountability for safety responsibilities− Employee involvement − Program must be positive, flexible and
adaptable
Safety Team Model
Central Steering
Team
Rules andProcedures
Awareness& Activities
Incident Investigation
Health and Ergonomics
Planned Inspections
Training &Education
EmergencyPreparedness
How Did We Do
OSHA Rate
0
2
4
6
8
10
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Lessons Learned
• Content of safety management system not as important as quality of execution– OHSAS 18001– ANSI Z10– VPP
• Don’t substitute quantity of safety activities over quality of safety activities
What’s Next
• Global Harmonization– Kraft International– Cadbury– Kraft NA
• Move to more risk based approach • Integrate common elements of safety and
environmental management systems• Leverage Lean Six Sigma
