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Nece clorox2010


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  • 1. Clorox’s Sustainable Approach toSafety and Cost ReductionDonna Abts, PT, CEESErgonomics Program Manager and Health and Wellness Program ManagerThe Clorox CompanyErgoExpoDecember 2, 2010
  • 2. AgendaErgonomics Program Building BlocksHow to Measure Your ProgramCorrelation between Injury Prevention and CostsCreating an Employee-Driven Safety CultureMaintaining Program SustainabilityKey LearningsClorox’s Story
  • 3. “The definition of insanity is doing the same thing overand over again, and expecting different results.”-- Albert Einstein
  • 4. Clorox’s Story 13 Years Ago• In 1997, Clorox had no Safety Manager• Injuries were 90% MSD repetitive stress-related• A 1999 survey revealed employees had no resources,knowledge, or internal contact for health & safety• There was no assessment after training to gaugeergonomics comprehension
  • 5. Recordable Injuries from 1999-2005
  • 6. Subsequent CostsAs a result of not having an ergonomics program, Clorox spent:• $500,000 in direct medical costs (in 2000)• Lost Time Case Rate = 7 injuries (in 2000)o General estimate of hidden costs is estimated at 2/3’s more thanthe direct medical costs
  • 7. Recordable Incident & Lost Time RatesOSHA Recordable Incident Rate (RIR): calculation thatdescribes the number of employees per 100 fulltime employeesthat have been involved in a recordable injury or illness= Number of Recordable Cases x 200,000 / # of EmployeeHours WorkedLost Time Case Rate (LTC): calculates the number of casesthat contains lost work days= Number of Incidents with Lost Time Cases x 200,000 / # ofEmployee Hours Worked
  • 8. What You Don’t Know Can Harm YouCosts of injuries can extend farbeyond direct medical costs, workers’compensation costs and lost workdays to include:• Lost productivity*• Higher group healthcare costs andinsurance rates• Time away from work (driving tomedical appointments)• Temporary employee replacementand retraining* According to a November 2003 JAMA report, painfrom MSDs is the dominant source of lost productivityin the workplace, costing American businesses $61.2billion annually.
  • 9. Correlation Between Injury Prevention & Costs
  • 10. Recordable Injuries Today
  • 11. Clorox’s Story Today• Lower injuries• Goals, Plan and Measurement in place• Accountable employees and teams at all levels• A sustainable, engaging program• Healthier, more productive employees• Lower costs
  • 12. Here’s How We Did It
  • 13. Ergonomics Program Building BlocksIt’s important to establish an ergonomics program with thesethree main elements:• Goals – establish the results you want to achieve with yourergonomics program• Plan – provide a blueprint for how and when to implementergonomic program processes that can be sustained over time• Measurement – provide the gauges to assess your progressand stay on track
  • 14. First Step: Develop Ergo Program Goal & IIPP• Determine Vision (“Safety is a Habit”)• Determine Goal (“Create an injury-free environment”)• OSHA’s minimal program requirements for an Illness and InjuryPrevention Policy (IIPP)
  • 15. Vision Statement• Safety is a Habit throughout all aspects of our lives• Each of us takes personal responsibility to ensure the safety andwell-being for ourselves and those around us• Managers and supervisors care for our well-being by taking the timeto build relationships and by empowering us to maintain a safeenvironment• We are continually engaged in learning and sharing ourexperiences to promote safety in our lives
  • 16. Illness and Injury Prevention PolicyOSHA minimal program requirements:• Safety policy• Clarification of management and employee responsibility• Employee involvement• Hazard assessment• Hazard prevention/ control• Information dissemination and training• Program evaluation• Contractor safety requirements
  • 17. Second Step: Develop and Execute Plan• Identify functional or management groups and internal leaders• Provide baseline ergonomics training to everyone• Issue a comfort survey (paper, in-person, or online) to prioritizewho needs treatment first• Prioritize issues to solve based on injury level or severitydisclosed in discomfort survey• Develop a “standard equipment” list and ask fordocumentation
  • 18. An Employee-Driven Safety Process• Smaller companies or facilities can more easily maintain zeroinjuries due to their close relationships.• Larger companies who mimic a small company model to foster closecaring relationships can achieve the same cultural goals.• Empowered to make changes
  • 19. Comfort SurveyEMPLOYEE COMFORT SURVEY(All responses will be kept confidential)This survey is part of your ergonomics evaluation. Your accurateresponses will help to ensure that personal discomfort, potentiallycaused by ergonomics factors, is identified. Please take a fewminutes and complete these questions…
  • 20. Comfort SurveyINDICATE WHICH BEST DESCRIBES HOW YOU FEEL OR WHAT YOUEXPERIENCE DURING OR AT THE END OF YOUR WORKDAY. (Mark theappropriate box with an X)Never Rarely Sometimes Often Daily1. Headaches2. Irritated eyes3. Blurred vision4. Neck stiffness5. Upper back or neck fatigue6. Upper back or neck pain7. Lower back fatigue8. Lower back pain9. Shoulder or arm fatigue10. Shoulder or arm pain11. Hand or wrist fatigue12. Hand or wrist pain13. Hand stiffness14. Finger cramping15. Over-stressed
  • 21. Comfort Survey (cont.)RATE THE FOLLOWING:Excellent Good Adequate Fair Poor16. Hand flexibility17. Hand strength18. Hand endurance19. Seating comfort20. Visual comfortANSWER THESE QUESTIONS: YES NO21. Are you aware of your posture during the day?22. Are you aware of your hand position during the day?23. Do you adjust your chair for comfort during the day?24. Are you a new hire?COMMENTS:
  • 22. Third Step: Measure Your Progress• Track and record details of all injuries (calendar year, date ofinjury, location, function, etc.)• Develop an incident report• Understand your leading and trailing indicators (proactive andreactive measures)• Adjust what is NOT working
  • 23. Review Reactive and Proactive MeasuresReactive (Trailing) Measures Proactive (Leading) MeasuresMeasures the consequences Measures the causesUsed at the beginning of a program Developed after the initial phase of aprogramMeasurements are typically:• Injury/illness rate• WMSD rate• Lost work days• Workers’ comp rates & costs• Cost per injuryMeasurements are typically:• Ergonomics risks• Productivity• Equipment evaluation• Work/jobs evaluation• TrainingHelps to fund programs by determiningcost per injuryWill drive specific behaviors, activitiesand culture change
  • 24. Identify Workplace Risks & Root Causes• Use multiple methods for gathering initial data:o Personal intervention/in-person assessments (audits)o Technology-based assessments & surveyso Safety committee members in each functional area or department• Look at objective information to determine the root cause of anaccident or injury, such aso Workstation or job environment set-upo Unsafe conditionso Not following written procedures
  • 25. Investigation of Incident - Root CauseCauses of Accident:Unsafe Acts or Conditions:• Not taking adequate breaks while computing & not reporting whendiscomfort was considered minorAction Taken to Prevent Reoccurrence:• Ergonomist changed mouse and keyboard for more comfort• Safety committee recommended all employees returning from extendedleave receive safety re-orientation with CTC ergonomist
  • 26. Incident SummaryFirst-Aid Injury – 10/5/10:• Employee injured thumb squeezing bottles• Cause: Repetitive squeezing of bottles over 4 days• Corrective Action: Conduct hazard risk assessment of all repetitiveactivity to ensure that risk of injury is minimized; include appropriateEH&S staff member in assessmentSafety = Actively Caring for People
  • 27. Use Root Cause Information to Drive ChangeCat litter is heavy
  • 28. Curbs
  • 29. Clorox’s Ergonomics Tools & ProgramsTools & Resources• Safe Start – a national behavior-based training program• ClarityNet – an online safety and HR training tool by CoastalTechnologies Corp• OES Office and RSIGuard – web-based injury risk assessment andreduction software tools by Remedy Interactive, Inc.• EORM – consultants conduct ergonomics evaluations in-house at somelocationsInternal Programs• “Make Safety a Habit” program• Power of 100 / Power of 1/Power of 0• BRAVO – Peer to Peer group• Including Safety in Employee Performance Reviews• Love the Lab
  • 30. Love The Lab
  • 31. Love The Lab
  • 32. It’s More than Just Safety and InjuryPrevention Statistics
  • 33. Creating an Employee-Driven Safety CultureCritical elements include:• Employee ownership and empowerment• Understanding the concept and internalize• Management buy-in and supportHowever, this must be an employee-led effort – NOT a managementteam directive
  • 34. R&D Recordable Injuries: 2010SAFESTART introduced“Make Safety A Habit”adoptedOn-line safety training“Near Hit” reportingPowers of 100, 1 & 0Zero injuries!!
  • 35. Performance Plan & Review Skill Area (2007)Safety:• Is timely in completing safety training• Demonstrates understanding and application of safety requirementsin daily tasks• Maintains work areas to ensure personal and colleague safety• Participates in department safety inspections and risk assessments• Intervenes and addresses unsafe conditions or behaviors,communicating risk when appropriate
  • 36. Maintaining An Efficient, Sustainable Program• Continually re-assess employees for risk of injury… and not justonce a year or at the hiring phase• Understand which processes work (or don’t) and re-engineerthem• Make employees accountable• Keep it fun, fresh and engaging to avoid complacency
  • 37. What’s Next for Ergonomics at Clorox?• Integrating wellness with accident and illness preventionprograms• Preparing employees to fit required tasks and workenvironments (vs. fitting the task to the employee)• Understanding employees’ personal limits and how to improve• Preparing for an aging workforce
  • 38. Key Learnings• Voice your vision and plan• Identify your early adopters and personal evangelists• Proactively gather, analyze and maintain good ergonomic data• Identify which changes are most valuable, then act• Listen to and get feedback from all stakeholders• Continually course correct, change what’s not working• Celebrate your successesIf we can do it, so can you!
  • 39. References• ORC:• Safety Stuff by Richard Hawk:• “Key Measures for Successful Improvements” Occupational Health and Safety;January 2005• “Ergonomics Investment: Making the Case in Any Economy” Professional Safety;October 2010• “Trends in Components of Medical Spending Within Workers’ Compensation” Journalof Occupational and Environmental Medicine; 2009; 51:232-238, H. Shuford, T.Restrepo• “Leading Measures Enhancing Safety Climate and Driving Safety Performance”Professional Safety; August 2010; Earl Blair, Michael O’Toole• “Average Workers’ Compensation Claim Medical Costs Show Dramatic Increases”Journal of Occupational and Environmental Medicine; March 2009; 51:232-238,