Developing  Key Performance Indicators Tony Smith Executive Director, International Department National Safety Council (USA)
Measurement Drives Performance <ul><li>If you don’t measure performance you will not maximize efficiency & productivity </...
Dynamic Changes in the New Millennium <ul><li>Global competition </li></ul><ul><li>New technologies </li></ul><ul><li>Down...
Management in the Modern World <ul><li>Dealing with competitive pressures </li></ul><ul><li>Changes in business practices ...
Performance Measurement <ul><li>Multiple points of measurement </li></ul><ul><ul><li>Leading indicators </li></ul></ul><ul...
Reactive Measurement Systems <ul><li>Failure-based measurements </li></ul><ul><li>Number of injuries / deaths </li></ul><u...
Proactive Measurement Systems <ul><li>Proactive measures which indicate the well-being or otherwise of our SH&E Management...
Key Measurement Areas <ul><li>Management commitment & involvement </li></ul><ul><li>Employee involvement </li></ul><ul><li...
Management Commitment & Involvement <ul><li>Policy </li></ul><ul><ul><li>Existence & adequacy </li></ul></ul><ul><li>Roles...
Employee Involvement <ul><li>Empowerment & ownership of SH&E programs </li></ul><ul><li>Joint safety & health committees <...
Who Owns the Safety Program? BELONGING “ I’m an important team member” OPTIMISM “ I expect the best” SELF-BELIEF “ I can d...
Integration of SH&E  into the Business <ul><li>SH&E considered in all business decisions </li></ul><ul><li>SH&E included o...
Integrated Business System Production Common Goals & Integrated Strategies Distribution SH&E Quality Other Accounting Huma...
Performance Standard Setting Premises (Place  of work) People Procedures Plant &  Substances Organization Control Co-op   ...
Health Performance Indicators <ul><li>Medical surveillance </li></ul><ul><li>Industrial hygiene surveys </li></ul><ul><li>...
Safety Performance Indicators <ul><li>Regular safety inspections </li></ul><ul><li>Job/task analysis </li></ul><ul><li>Haz...
Environmental Performance Indicators <ul><li>Emissions to air, water & ground </li></ul><ul><li>Energy usage </li></ul><ul...
Psycho-Social Issues <ul><li>Stress </li></ul><ul><li>Unhealthy lifestyles </li></ul><ul><ul><li>Alcohol & drugs </li></ul...
Workplace Conditions <ul><li>Clean & hygienic  </li></ul><ul><li>Tidy & orderly  </li></ul><ul><li>Safe & healthy  </li></...
Business Performance Indicators <ul><li>Productivity </li></ul><ul><li>Quality </li></ul><ul><li>Loss control </li></ul><u...
Effective Safety Management <ul><li>Appropriate Safety Management System </li></ul><ul><li>Fits into the other functions o...
NSC: 9 Elements of a Successful SH&E Management System <ul><li>Employee empowerment and involvement </li></ul><ul><li>Moti...
Main Elements of the ILO OSH Management System Evaluation Planning &  Implementation Organizing Action for  Improvement Po...
BS 8800 Management Model Initial Status Review OHS Policy Planning Implementation & Operation Checking & Corrective Action...
Continuous Improvement Process Model Phase 3 Set Goals “ Should be” Phase 2 Establish a Baseline “ As is” Phase 5 Review a...
Improving the Safety Process <ul><li>Reduced injuries </li></ul><ul><li>Reduced costs from accidents & illness </li></ul><...
Continuous Improvement <ul><li>Process improvement </li></ul><ul><li>Task methodology improvements </li></ul><ul><li>Innov...
SH&E Excellence <ul><li>Key Elements: </li></ul><ul><li>Management Leadership </li></ul><ul><li>Employee Involvement </li>...
Safety Performance Measurements <ul><li>Mixture of  reactive  and  proactive  measures </li></ul><ul><li>Variety of differ...
 
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史默福先生之講稿

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史默福先生之講稿

  1. 1. Developing Key Performance Indicators Tony Smith Executive Director, International Department National Safety Council (USA)
  2. 2. Measurement Drives Performance <ul><li>If you don’t measure performance you will not maximize efficiency & productivity </li></ul><ul><li>People perform well when they know their performance is being measured </li></ul><ul><li>You cannot effectively manage anything unless you measure results </li></ul><ul><li>- Peter Drucker </li></ul>
  3. 3. Dynamic Changes in the New Millennium <ul><li>Global competition </li></ul><ul><li>New technologies </li></ul><ul><li>Downsizing / re-engineering </li></ul><ul><li>Mergers / acquisitions </li></ul><ul><li>More comprehensive legislation </li></ul><ul><li>More stringent enforcement </li></ul><ul><li>More severe penalties </li></ul>Major Challenges to Competitiveness & Profitability
  4. 4. Management in the Modern World <ul><li>Dealing with competitive pressures </li></ul><ul><li>Changes in business practices & methods </li></ul><ul><li>Change in Boss / Worker relationships </li></ul><ul><li>Workers facing new stresses in their lives </li></ul><ul><li>More work (and in some cases less pay) </li></ul><ul><li>Business going through evolutionary processes </li></ul><ul><li>Workers have increased focus on S&H </li></ul>
  5. 5. Performance Measurement <ul><li>Multiple points of measurement </li></ul><ul><ul><li>Leading indicators </li></ul></ul><ul><ul><li>Lagging indicators </li></ul></ul><ul><li>Qualitative & quantitative measurements </li></ul><ul><li>Systematic processes to identify root causes </li></ul><ul><li>Covers all organizational levels </li></ul><ul><li>Focus on the management system - not the outcome </li></ul>How did we let this happen?
  6. 6. Reactive Measurement Systems <ul><li>Failure-based measurements </li></ul><ul><li>Number of injuries / deaths </li></ul><ul><li>Number of cases of workplace-related illness </li></ul><ul><li>Number of spills </li></ul><ul><li>Number of lost work days </li></ul><ul><li>Cost of accidents </li></ul>
  7. 7. Proactive Measurement Systems <ul><li>Proactive measures which indicate the well-being or otherwise of our SH&E Management Programs </li></ul><ul><li>Examples </li></ul><ul><ul><li>Numbers of inspections, audits, assessments carried out </li></ul></ul><ul><li>How much SH&E training has been done </li></ul>
  8. 8. Key Measurement Areas <ul><li>Management commitment & involvement </li></ul><ul><li>Employee involvement </li></ul><ul><li>Integration of SH&E into business </li></ul><ul><li>Health performance indicators </li></ul><ul><li>Safety performance indicators </li></ul><ul><li>Environmental performance indicators </li></ul><ul><li>Psycho-social indicators </li></ul><ul><li>Workplace condition indicators </li></ul><ul><li>Business performance indicators </li></ul><ul><li>Management system indicators </li></ul>
  9. 9. Management Commitment & Involvement <ul><li>Policy </li></ul><ul><ul><li>Existence & adequacy </li></ul></ul><ul><li>Roles & responsibilities defined </li></ul><ul><li>Accountability </li></ul><ul><li>Resources </li></ul><ul><ul><li>Financial, physical, human </li></ul></ul><ul><li>Champion / role model </li></ul><ul><li>Conducting assessments to support improvements & change </li></ul>
  10. 10. Employee Involvement <ul><li>Empowerment & ownership of SH&E programs </li></ul><ul><li>Joint safety & health committees </li></ul><ul><li>Labor relations </li></ul><ul><li>Employee attitudes & perceptions </li></ul><ul><li>Regular meetings & toolbox talks </li></ul>
  11. 11. Who Owns the Safety Program? BELONGING “ I’m an important team member” OPTIMISM “ I expect the best” SELF-BELIEF “ I can do it” SELF-ESTEEM “ I’m a valuable person” PERSONAL CONTROL “ I’m in control” EMPOWERMENT “ I can make a difference”
  12. 12. Integration of SH&E into the Business <ul><li>SH&E considered in all business decisions </li></ul><ul><li>SH&E included on the agenda of management meetings </li></ul><ul><li>Common documentation & systems </li></ul><ul><li>Included in company Annual Reports </li></ul>
  13. 13. Integrated Business System Production Common Goals & Integrated Strategies Distribution SH&E Quality Other Accounting Human Resources
  14. 14. Performance Standard Setting Premises (Place of work) People Procedures Plant & Substances Organization Control Co-op -eration Commu- nication Competence <ul><li>1st STAGE CONTROLS </li></ul><ul><li>Control of Inputs </li></ul><ul><li>Minimize hazards entering org </li></ul><ul><li>2nd STAGE CONTROLS </li></ul><ul><li>Control of Work Activities </li></ul><ul><li>Minimize/eliminate risks inside org </li></ul><ul><li>Create supportive culture </li></ul><ul><li>3rd STAGE CONTROLS </li></ul><ul><li>Control of Outputs </li></ul><ul><li>Minimize hazards outside org, arising from work activities, products & services </li></ul>THE JOB Physical Resources Human Resources Information Products & Services By-products Information
  15. 15. Health Performance Indicators <ul><li>Medical surveillance </li></ul><ul><li>Industrial hygiene surveys </li></ul><ul><li>Access to medical facilities </li></ul><ul><li>First aid and CPR </li></ul><ul><li>Ergonomics </li></ul><ul><li>Sanitation & food hygiene </li></ul><ul><li>Back-to-work programs </li></ul><ul><li>Off-the job and wellness programs </li></ul>
  16. 16. Safety Performance Indicators <ul><li>Regular safety inspections </li></ul><ul><li>Job/task analysis </li></ul><ul><li>Hazard identification & risk assessments </li></ul><ul><li>Emergency plans </li></ul><ul><li>Accident investigation </li></ul><ul><li>Contractor management </li></ul><ul><li>External/ 3rd party audits </li></ul>
  17. 17. Environmental Performance Indicators <ul><li>Emissions to air, water & ground </li></ul><ul><li>Energy usage </li></ul><ul><li>Water usage </li></ul><ul><li>Waste management, disposal & reduction </li></ul><ul><li>Recycling of wastes </li></ul><ul><li>Sustainable business </li></ul><ul><li>Handling spillage & emergency planning </li></ul>
  18. 18. Psycho-Social Issues <ul><li>Stress </li></ul><ul><li>Unhealthy lifestyles </li></ul><ul><ul><li>Alcohol & drugs </li></ul></ul><ul><ul><li>Obesity </li></ul></ul><ul><ul><li>Tobacco </li></ul></ul><ul><li>HIV /AIDS </li></ul><ul><li>Violence in the workplace </li></ul><ul><li>Mental illness </li></ul><ul><li>Suicide </li></ul><ul><li>Aging populations </li></ul><ul><li>Employee support </li></ul>
  19. 19. Workplace Conditions <ul><li>Clean & hygienic </li></ul><ul><li>Tidy & orderly </li></ul><ul><li>Safe & healthy </li></ul><ul><li>Well maintained </li></ul><ul><li>Comfortable </li></ul><ul><li>Ergonomically friendly </li></ul>
  20. 20. Business Performance Indicators <ul><li>Productivity </li></ul><ul><li>Quality </li></ul><ul><li>Loss control </li></ul><ul><li>Labor relations </li></ul><ul><li>Bottomline profits </li></ul><ul><li>Workers’ comp & insurance premiums </li></ul><ul><li>Company reputation </li></ul><ul><li>Absenteeism </li></ul>
  21. 21. Effective Safety Management <ul><li>Appropriate Safety Management System </li></ul><ul><li>Fits into the other functions of your business </li></ul><ul><li>Improves productivity </li></ul><ul><li>Reduces costs </li></ul>Look for Continuous Improvement
  22. 22. NSC: 9 Elements of a Successful SH&E Management System <ul><li>Employee empowerment and involvement </li></ul><ul><li>Motivation, behavior, and attitude </li></ul><ul><li>Employee competency-building (t raining and orientation) </li></ul><ul><li>Cultural and Behavioral </li></ul><ul><li>Hazard recognition, evaluation, and control </li></ul><ul><li>Workplace design and engineering </li></ul><ul><li>Operational SH&E programs </li></ul><ul><li>Operational and Technical </li></ul><ul><li>Management leadership and commitment </li></ul><ul><li>Organizational communications and system documentation </li></ul><ul><li>Assessments, audits, evaluations, and continuous improvement </li></ul><ul><li>Administrative and Management </li></ul>
  23. 23. Main Elements of the ILO OSH Management System Evaluation Planning & Implementation Organizing Action for Improvement Policy Continuous Improvement
  24. 24. BS 8800 Management Model Initial Status Review OHS Policy Planning Implementation & Operation Checking & Corrective Action Management Review Continuous Improvement
  25. 25. Continuous Improvement Process Model Phase 3 Set Goals “ Should be” Phase 2 Establish a Baseline “ As is” Phase 5 Review and Adjust “ Could be” Phase 4 Develop and Implement Plans “ Close the gap” Phase 1 Management Leadership and Commitment 9 Elements
  26. 26. Improving the Safety Process <ul><li>Reduced injuries </li></ul><ul><li>Reduced costs from accidents & illness </li></ul><ul><li>Improved employee morale </li></ul><ul><li>Improved public image </li></ul><ul><li>Increased production </li></ul><ul><li>Better quality </li></ul>Increased Bottomline Profits
  27. 27. Continuous Improvement <ul><li>Process improvement </li></ul><ul><li>Task methodology improvements </li></ul><ul><li>Innovation </li></ul><ul><li>Sustainability </li></ul><ul><li>Reducing risks </li></ul><ul><li>Improving productivity </li></ul><ul><li>Improving quality </li></ul>
  28. 28. SH&E Excellence <ul><li>Key Elements: </li></ul><ul><li>Management Leadership </li></ul><ul><li>Employee Involvement </li></ul><ul><li>Performance Measurement </li></ul><ul><li>SH&E Improvement Processes </li></ul>
  29. 29. Safety Performance Measurements <ul><li>Mixture of reactive and proactive measures </li></ul><ul><li>Variety of different benchmarks </li></ul><ul><ul><li>Compliance, industry benchmarks, or best practice </li></ul></ul><ul><li>Cover all levels of the organization </li></ul><ul><ul><li>Management, supervisors, workers </li></ul></ul><ul><li>Cover different parts of the organization </li></ul><ul><ul><li>Plant, department, section, workgroup </li></ul></ul>
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