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史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
史默福先生之講稿
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史默福先生之講稿

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  • 1. Developing Key Performance Indicators Tony Smith Executive Director, International Department National Safety Council (USA)
  • 2. Measurement Drives Performance
    • If you don’t measure performance you will not maximize efficiency & productivity
    • People perform well when they know their performance is being measured
    • You cannot effectively manage anything unless you measure results
    • - Peter Drucker
  • 3. Dynamic Changes in the New Millennium
    • Global competition
    • New technologies
    • Downsizing / re-engineering
    • Mergers / acquisitions
    • More comprehensive legislation
    • More stringent enforcement
    • More severe penalties
    Major Challenges to Competitiveness & Profitability
  • 4. Management in the Modern World
    • Dealing with competitive pressures
    • Changes in business practices & methods
    • Change in Boss / Worker relationships
    • Workers facing new stresses in their lives
    • More work (and in some cases less pay)
    • Business going through evolutionary processes
    • Workers have increased focus on S&H
  • 5. Performance Measurement
    • Multiple points of measurement
      • Leading indicators
      • Lagging indicators
    • Qualitative & quantitative measurements
    • Systematic processes to identify root causes
    • Covers all organizational levels
    • Focus on the management system - not the outcome
    How did we let this happen?
  • 6. Reactive Measurement Systems
    • Failure-based measurements
    • Number of injuries / deaths
    • Number of cases of workplace-related illness
    • Number of spills
    • Number of lost work days
    • Cost of accidents
  • 7. Proactive Measurement Systems
    • Proactive measures which indicate the well-being or otherwise of our SH&E Management Programs
    • Examples
      • Numbers of inspections, audits, assessments carried out
    • How much SH&E training has been done
  • 8. Key Measurement Areas
    • Management commitment & involvement
    • Employee involvement
    • Integration of SH&E into business
    • Health performance indicators
    • Safety performance indicators
    • Environmental performance indicators
    • Psycho-social indicators
    • Workplace condition indicators
    • Business performance indicators
    • Management system indicators
  • 9. Management Commitment & Involvement
    • Policy
      • Existence & adequacy
    • Roles & responsibilities defined
    • Accountability
    • Resources
      • Financial, physical, human
    • Champion / role model
    • Conducting assessments to support improvements & change
  • 10. Employee Involvement
    • Empowerment & ownership of SH&E programs
    • Joint safety & health committees
    • Labor relations
    • Employee attitudes & perceptions
    • Regular meetings & toolbox talks
  • 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. Integration of SH&E into the Business
    • SH&E considered in all business decisions
    • SH&E included on the agenda of management meetings
    • Common documentation & systems
    • Included in company Annual Reports
  • 13. Integrated Business System Production Common Goals & Integrated Strategies Distribution SH&E Quality Other Accounting Human Resources
  • 14. Performance Standard Setting Premises (Place of work) People Procedures Plant & Substances Organization Control Co-op -eration Commu- nication Competence
    • 1st STAGE CONTROLS
    • Control of Inputs
    • Minimize hazards entering org
    • 2nd STAGE CONTROLS
    • Control of Work Activities
    • Minimize/eliminate risks inside org
    • Create supportive culture
    • 3rd STAGE CONTROLS
    • Control of Outputs
    • Minimize hazards outside org, arising from work activities, products & services
    THE JOB Physical Resources Human Resources Information Products & Services By-products Information
  • 15. Health Performance Indicators
    • Medical surveillance
    • Industrial hygiene surveys
    • Access to medical facilities
    • First aid and CPR
    • Ergonomics
    • Sanitation & food hygiene
    • Back-to-work programs
    • Off-the job and wellness programs
  • 16. Safety Performance Indicators
    • Regular safety inspections
    • Job/task analysis
    • Hazard identification & risk assessments
    • Emergency plans
    • Accident investigation
    • Contractor management
    • External/ 3rd party audits
  • 17. Environmental Performance Indicators
    • Emissions to air, water & ground
    • Energy usage
    • Water usage
    • Waste management, disposal & reduction
    • Recycling of wastes
    • Sustainable business
    • Handling spillage & emergency planning
  • 18. Psycho-Social Issues
    • Stress
    • Unhealthy lifestyles
      • Alcohol & drugs
      • Obesity
      • Tobacco
    • HIV /AIDS
    • Violence in the workplace
    • Mental illness
    • Suicide
    • Aging populations
    • Employee support
  • 19. Workplace Conditions
    • Clean & hygienic
    • Tidy & orderly
    • Safe & healthy
    • Well maintained
    • Comfortable
    • Ergonomically friendly
  • 20. Business Performance Indicators
    • Productivity
    • Quality
    • Loss control
    • Labor relations
    • Bottomline profits
    • Workers’ comp & insurance premiums
    • Company reputation
    • Absenteeism
  • 21. Effective Safety Management
    • Appropriate Safety Management System
    • Fits into the other functions of your business
    • Improves productivity
    • Reduces costs
    Look for Continuous Improvement
  • 22. NSC: 9 Elements of a Successful SH&E Management System
    • Employee empowerment and involvement
    • Motivation, behavior, and attitude
    • Employee competency-building (t raining and orientation)
    • Cultural and Behavioral
    • Hazard recognition, evaluation, and control
    • Workplace design and engineering
    • Operational SH&E programs
    • Operational and Technical
    • Management leadership and commitment
    • Organizational communications and system documentation
    • Assessments, audits, evaluations, and continuous improvement
    • Administrative and Management
  • 23. Main Elements of the ILO OSH Management System Evaluation Planning & Implementation Organizing Action for Improvement Policy Continuous Improvement
  • 24. BS 8800 Management Model Initial Status Review OHS Policy Planning Implementation & Operation Checking & Corrective Action Management Review Continuous Improvement
  • 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. Improving the Safety Process
    • Reduced injuries
    • Reduced costs from accidents & illness
    • Improved employee morale
    • Improved public image
    • Increased production
    • Better quality
    Increased Bottomline Profits
  • 27. Continuous Improvement
    • Process improvement
    • Task methodology improvements
    • Innovation
    • Sustainability
    • Reducing risks
    • Improving productivity
    • Improving quality
  • 28. SH&E Excellence
    • Key Elements:
    • Management Leadership
    • Employee Involvement
    • Performance Measurement
    • SH&E Improvement Processes
  • 29. Safety Performance Measurements
    • Mixture of reactive and proactive measures
    • Variety of different benchmarks
      • Compliance, industry benchmarks, or best practice
    • Cover all levels of the organization
      • Management, supervisors, workers
    • Cover different parts of the organization
      • Plant, department, section, workgroup
  • 30.  

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