Sempra energy case_study_dec_01_2006


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Sempra energy case_study_dec_01_2006

  1. 1. © 2005 San Diego Gas and Electric and Southern California Gas Company. All copyright and trademark rights reservedSempra Energy Case Study:Reducing Office-Based Injuries & CostsNational Ergonomics ConferenceLas Vegas, NVNovember 28 – December 1, 2006Elizabeth Kihm, MS2Objectives• Understanding SoCalGas and SDG&E–Company Facts–Ergonomic Program: Historical Context• Identifying a New Approach• Three Pillars of Success–Proactive–Management Buy-in–Data-Based Decision Making: Enables Action andMeasurement• Learnings3SoCalGas and SDG&E: Sempra Energyutilities$11.7B Annually14,000 employees worldwideSempra “… recognizes that people are its greatest resource and the key to its success.” (1)• 3.4M consumers• 4,100 square miles• 19.8 M consumers• 20K square miles(1) Sempra Website: 2006 4Staffing the Injury Prevention Efforts•A Centralized Department:•Approximately 30 FTEs for 12,000 employees34 EmployeesField Safety Advisors (FSAs)Safety Business AdvisorsIndustrial HygienistsErgonomistOccupational Nurses1 Director3 Managers5Ergonomic Injury Prevention:“Yesterday”Program Components• Information available butaction taken only whensomeone asked for help• In-person evaluations, whenrequested by employee• Classroom training bySafety and Health staff• Lagging indicatorsResults• Reactive• Time-intensive• Inefficient• Inconsistent• High injury rates, lost timerate, and workers comp $6Is there a better way?“When something isn’t working and you don’tchange the way you’re doing it, you can’texpect different results.”
  2. 2. 7Identifying A New ApproachProgram Components• Leverage technology-Convenient for mgmt. andemployees-Empowering-Data oriented• Involve supervisors from the start• Hands-on expertise/resourcesonly where needed most• Leading IndicatorsResults•Proactive•Early awareness; earlyidentification of problems•Efficient•Consistent•Impacting injury rates, losttime, and workers comp $8Identifying a New ApproachThe decision . . .To utilize a web-based assessment andtraining tool to maximize effectivenessand efficiency of the ergonomicsprogram and resources9Approach•Conducted a pilot study•Did an initial rollout with uppermanagement to gain additional buy-in•Rolled out to interested organizations•Expanding to other interestedorganizations•Continuing to monitor approach andrevise accordingly to maximizeeffectiveness of program10Approach•Program is not mandatory•Participation is charged back to adepartment’s cost center11Program ElementsWeb-basedassessmentand trainingCompanyIntranetHandbookandSolutions GuideEscalationProcessTry BeforeYou BuyProgramStretchingReminderSupervisorTrainingERGONOMICSPROGRAM12Three Pillars of SuccessManagement Support• Philosophy• Business caseData-Based Actions & Decision Making• Issue/Risk Identification• Leading Indicators• Metric MeasurementProactive• Reach broad baseleveraging technology /automation• Give employees info.before they ask for it• Hands-on follow-upwhere appropriate
  3. 3. 13Three Pillars of SuccessProactive• Reach broad baseleveraging technology /automation• Give employees info.before they ask for it• Hands-on follow-upwhere appropriate14Proactive Nature: Utilize Technology•Web-based system•Email used to invite people into theprocess•Automated communications enableefficient action and consistent messages• Invitation Emails• Profile Completion Reminders• Feedback Summary• Follow-ups: 30-day, 60-day, 6 month• Customized emails15Proactive Nature: Give EmployeesInformation Before They AskSource: Remedy Interactive’s OES16Proactive Nature: Hands-On Follow-Up OftenBEFORE Employee Would Have AskedStep 1Step 2Step 3Step 4Employee Engages in OESSupervisor ReviewField Safety Advisor ReviewErgonomist SupportProactiveapproachenables ID ofneed for furtherattentionHands-onnature of actionincreases witheach step.Using data,efforts can beapplied whereneeded most.17Participant Feedback•"The program is an excellent and valuable ergonomics trainingtool. I recommend the program be rolled out to others in myorganization."•"I was able to complete the evaluation at my home workstation. Iwas able to make useful adjustments and will apply them when Ireturn to the office."•"The tool was simple to use and very user friendly.“•"The Micro-Break section with the various stretches was veryhelpful."•"Thanks should go to you and your folks for looking out for us."18Three Pillars of SuccessManagement Support• Philosophy• Business case
  4. 4. 19Management Support: Philosophy andBusiness Case•Upper management philosophy–Support of safety efforts–Financial support–Communicating support throughorganization•Business Case–The numbers tell the story20Three Pillars of SuccessData-Based Actions & Decision Making• Proactive Issue/Risk Identification• Leading Indicators• Metric Measurement21Data-Based Actions & Decision Making:Issue & Risk IdentificationObtainingDataEmployeesprovideinformationabout workhabits andpositionSource: Remedy Interactive’s OES22Data-Based Actions & Decision Making: Using LeadingIndicators to Determine Highest PrioritiesSource: Remedy Interactive’s OES23Data-Based Actions & Decision Making:BenchmarkingSource: Remedy Interactive’s OES24Data-Based & Decision Making: EnablesMeasurement of ProgressOutcomeMetricsEnabledthroughProcessMetrics• Decrease in “high risk”population• Increase in “low risk”population• Improvement indiscomfort levels• Decrease in directworkers’ comp costs• Decrease in LWDs• Invitation emails sent• Participants in OES
  5. 5. 25Data-Based Actions & Decision Making:Enables Measurement of ProgressSource: Remedy Interactive’s OES26•Injury rates and severity become one ofseveral measures we look at.•Leading indicators help us determine if weare headed in the right direction.•Lagging indicators will show how well itworked over time.Data-Based Actions & Decision Making:Measuring Injury Rate/Injury Severity Reduction27Learnings• Employee feedback• Participation rollout/involvement strategy• Supervisor involvement–Supervisor guide–Supervisor training–Supervisor access to information• Safety Advisor access to information• Reporting tools© 2005 San Diego Gas and Electric and Southern California Gas Company. All copyright and trademark rights reservedQuestions?