4A. The Four Disciplines of OSH Execution to Achieve Safety Excellence

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THE FOUR DISCIPLINES OF OSH  EXECUTION TO ACHIEVE BUSINESS  EXCELLENCE Indiana Safety and Health Conference  March 22, 2016 Fran Sehn, CSP, ARM – Willis Group

Presentation Objectives • Discussion of Key Concepts 1. How a four step disciplined approach can minimize injuries and  illnesses in the workplace.  2. The importance of management and employee engagement to  move the needle on safety and health management. 3. Using safety management and risk management standards to  impact change. 4. The need to align safety and health with key performance  indicators to gain management buy in.

The Four Disciplines of OSH slide 2

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Background  • The 4 Disciplines of Execution

• Thanks to the authors McChesney, Covey, and  Huling • They used the approach that has been used by  many organizations but without the discipline. • They proved that the four steps when used  properly will impact organizational change.

The Four Steps  • Applied to safety and health of OHS

Focus on the wildly important goals Act on the lead measures Keep a compelling scorecard Create a cadence of accountability

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Step 1 • Focus on important goals to minimize injuries and illnesses

Site specific performance goals Reduce injuries by 15% Maintain TRIR at 1.0 Zero accidents is our goal

Goals are a starting point • Based on lagging indicators

• Reduce slip/trip and falls incidents by 50% • Prevent back injuries in shipping by 75% • Reduce eye injuries by 90% • Nice try but where does it get us. 

3

SMART Goals • Specific – target a specific  area for improvement. • Measurable – quantify or at  least suggest an indicator of  progress. • Achievable– can we get  there. • Relevant – state what  results can realistically be  achieved, given available  resources. • Time‐related — specify  when the result(s) can be  achieved.

7

Acting on the Goals  • Step 2 Lead measures in play Reduce eye injuries by 90% by December 31, 2015 Ensure that 100% of employees are wearing proper safety eye wear  throughout the facility. Monitor use by supervisors on a daily basis. Will this work? Not until it becomes an expected behavior.

Achieving Safety  Excellence  |  8

4

Let us Go into the Weeds • A more proactive approach to impacting risk vs hazards

Risk Assessment is a best practice to be proactive. This tool for determining the likelihood and severity  of risk related to the hazards is at the forefront of  ISO 3100, ANSI Z10 and will be part of the ISO  45001 Global standard It will not go away. We need to embrace this  change. 

Outside the Safety Compliance Box • A three by three matrix approach

Scoring the risk

5

Risk Assessment • Use Risk Assessments to ID opportunities for improvement

A risk assessment tool

Step 3 Scorecards A scorecard that shows on‐going results and achievements

We all like to keep score. It is inherent in our nature in society How are we doing. From children to adults we want to know “What is the score”

6

Workers’ Compensation Summary Total Incurred

Total # Claims $1,400,000 80

$1,200,000

70 $1,000,000

60 50

$800,000

40

$600,000

30 $400,000 20 $200,000

10

$0

0 2012

2013

2014

2012

2015

2013

2014

2015

Department Summary – Top 10  Frequency Drivers Total # Claims By Department

Purchasing

4

Pattern Shop

5

Core Room

7

Furnace

7 10

Special Products Molding

15

Pouring/Shakeout

15 22

Maintenance

31

Lowerend

91

Cleaning Room 0

10

20

30

40

50

60

70

80

90

100

7

Best Practice Deployment • Using a Dashboard to Measure Progress

The four disciplines

Driving the safety excellence bus •Management  must apply best  practices in the search of excellence  from the perspective of the  following: •A passion for safety and risk  management.  •A thought leader to develop a plan  focused on safety excellence. •The courage to execute the plan in  spite of obstacles and bumps in the  road. 

16

8

Management Leadership •Communicate the safety  vision in meaningful terms.  Business terms. •Live the values and beliefs •Develop, plan and provide  resources to implement and  integrate the safety system  with other business systems.

Step 4 Creating Operational Accountability in Organizations 

Jim Collins  author of the book “Good to Great” Defines the Hedgehog Concept as a simple,  crystalline concept that flows from deep  understanding about the intersection of the  following: 1. What can you be best in the world at? 2. What drives your economic engine 3. What are you deeply passionate about?

9

Do we need to change? •Change what? •Direction? •Course? •Find best practices to  prevent injuries, illnesses,  property damage,  environmental events?

19

Change Management •

Weaving risk management into the operating culture or an organization”.



Our ability to sponsor and influence change is comprised of personalities, interdependencies, motivations and structural alignment issues which challenge continuous improvement in safety performance and cultural integration From our perspective, the goal of a world‐class safety program lies in continuous risk  reduction, employee empowerment, and integrating injury prevention into the  organizations operating culture.

Four disciplines  |  20

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Planning is the key • Safety Improvement Planning

• A safety improvement plan

Department Specific or Plant Specific

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• OHS is not always easy

It takes hard work

Questions and Answers

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• Please Complete Your On‐Line Evaluations for Session #746

Your feedback is important

Session Evaluations can be completed: • On the Safety 2015 App • Using the link in the email reminder you will receive at  the end of each day • On the web version of the Safety 2015 App accessible at  ASSE Cyber Centers

Four disciplines  25

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4A. The Four Disciplines of OSH Execution to Achieve Safety Excellence

THE FOUR DISCIPLINES OF OSH  EXECUTION TO ACHIEVE BUSINESS  EXCELLENCE Indiana Safety and Health Conference  March 22, 2016 Fran Sehn, CSP, ARM – Will...

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