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Process vs Tradition

       VPP: Beginnings

      Prepared and Presented By:
         Ed Hanna, CSP, CIH
          Colde...
Process vs Tradition
Training             Commitment &
                     Partnership
                                  ...
Common Misperceptions
               Process vs Tradition                  Ena
                                           ...
Management Systems
                                                    Ena
               Process vs Tradition            ...
VPP             Management Systems
                             Using the VPP Model

 Incident rates do not predict futur...
VPP             Management Systems
                            Using the VPP Model

 Management System Processes (VPP, Z1...
Systematically Creating Buy-In
           Evaluate
                                  Summarize
Step 1    Last year’s      ...
30 Elements                OSHA’s Program Management
                                  Guidelines - VPP Criteria


       ...
VPP
                           VPP Requirements
                                  Time Dependent

  Have in place at least...
System Assessment
                     Process vs. Tradition

 Document Review                                Interviews
 ...
Document List Preparation
 Develop a list of documents according the 30 elements discussed earlier.
 Include Management ...
Personnel Interviews
                          Initial Verification

  Perform after documentation review to determine if...
Visual Observation
                              Final Verification

 Select records (both accurate and suspect) and Fiel...
Score Criteria & Narrative Report
                Baseline for Continuous Improvement

 VPP requirements have matured and...
VPP          Goals and Objectives
                        Action Plans

Nothing can stop the man with the right mental
att...
VPP          Policy, Goals & Objectives
 Thomas Jefferson on “Developing the U.S.
  Constitution”

   Policy: A flexible...
VPP
                  Goals & Objectives
                    Broadest possible statement of purpose
                      ...
VPP
                                 GOALS
                      Sources: External and Internal


 Mandates/Directives
  ...
VPP
                                  GOALS
                       Sources: External and Internal


 Goal: Improve our Ha...
VPP
                           Effective Objectives

 The difference between a haphazard trip and a carefully
  planned j...
VPP       SMART Metrics

       Specific - metrics are specific and
        targeted to the area you are measuring.
     ...
VPP
               Employee Involvement
            Good Leaders Help Maintain in Safety


 Watch your language.
 Listen...
VPP
                  Employee Involvement
                              Team Building

   Design Safety Committees for s...
VPP
                    Worksite Analysis
                         Keys to Success

 Worksite analysis involves a variety...
VPP
                           Hazard Prevention
                              & Control
                                K...
VPP
                           Training
                         Keys to Success

 Training addresses the safety and heal...
VPP                   Typical VPP Star Sites
                                        Communication of Expectations


Manag...
VPP             Typical VPP Star Sites
                             Communication of Expectations


Safety Committees     ...
VPP                            References
 Management: Theory, Process and Practice, Third Ed., Richard M. Hodgetts,
    ...
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Safety Management Systems Process Vs Tradition

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Review and comparison of core safety management system concepts and traditional safety programs. Presented using VPP model.

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Transcript of "Safety Management Systems Process Vs Tradition"

  1. 1. Process vs Tradition VPP: Beginnings Prepared and Presented By: Ed Hanna, CSP, CIH Colden Corporation hanna@colden.com Audience: Philadelphia AIHA When: February 2008
  2. 2. Process vs Tradition Training Commitment & Partnership Direct Follow Enact Prevention & Control Analysis • Manage-Employee Driven • Manage by directive • Metric based • Regulatory focus • Incorporated business process • EHS Professional driven • Champion based analysis • Stand alone analysis • Proactive • Reactive • Training: process and regulation • Training: regulation
  3. 3. Common Misperceptions Process vs Tradition Ena ct  Well written safety programs influence implementation  More “training” is the answer  Compliance = injury prevention  Everybody has “Common Sense”  “Awareness” changes behavior  “Process” = person responsible  Safety Programs cannot be measured 3
  4. 4. Management Systems Ena Process vs Tradition ct How does Merriam-Webster define Process & System? Process “A series of actions, changes, or functions that bring about an end or result. To put through the steps of a prescribed procedure.” System “A group of interacting, interrelated or interdependent elements forming or regarded as forming a collective entity.” NOT A “PROGRAM” 4
  5. 5. VPP Management Systems Using the VPP Model  Incident rates do not predict future incidents  Compliance and compliance audits correlate to fewer accidents  Allows you to consistently identify hazards and controls  Ensures that controls are systematic rather than random  Ensures that there is a process to fix flaws in the system and continuously improve  Demonstrate the interrelatedness of all the people and processes in the system – expectations and understood  VPP process has a proven track record to reduce incident rates 5
  6. 6. VPP Management Systems Using the VPP Model  Management System Processes (VPP, Z10, OHSAS, Responsible Care, etc) have been used by many companies over the years.  The VPP specifically since 1982. Over 1927 sites have experienced:  Incident and Severity rates 60 - 80 % below industry averages  Worker’s compensation savings well under 50 %, in some cases to 90% (GE has experienced 20-25 % savings for 7 straight years)  Drastic reduction in grievances for Union locations  Many other less tangible but no less important benefits 6
  7. 7. Systematically Creating Buy-In Evaluate Summarize Step 1 Last year’s Collect Other Data Self-Evaluation Gs&Os Collect and Summarize by Collectively Step 2 Analyze Organize Data Department Establish “Goals” Request From Each Dept Coordinate with Step 3 Objectives and Committee Site Objectives Step 4 Publish Track Publish 7
  8. 8. 30 Elements OSHA’s Program Management Guidelines - VPP Criteria MANAGEMENT WORKSITE HAZARD SAFETY LEADERSHIP HAZARD PREVENTION & HEALTH ANALYSIS & CONTROL TRAINING Management Employee Commitment Involvement Baseline Certified Professional Managers Assessments Resources Supervisors  Policy Encouragement Routine Hazard Hazard Elimination and Employees  Goals, Objectives Participation Analysis Control Methods Emergencies  Planning (Committees) Change Hazard Engineering PPE  Top Management Analysis Admin Involvement Inspections PPE  Responsibility and Authority Reporting System Rules, Procedures &  Line Accountability IH Program Recognition  Resources Investigations Process Safety  Contract Worker s Trend Analysis Management  Written S&H Management Occupational Health Care System Preventive Maintenance  Program Evaluations Hazard Correction Tracking System Emergency Preparedness January 26 1989 – March 25, 2003 Process Drivers: Culture Tradition & Technical Processes 8
  9. 9. VPP VPP Requirements Time Dependent Have in place at least one year:  Management Commitment  Employee Involvement  S&H Steering Committee  Goals and Objectives (measurable initiatives)  Worksite Analysis  Written IH Program  Performance Appraisals  Inspections  JHA Process  Annual Evaluation and  Accident Investigations Narrative Report  Tracking Systems Effectiveness requires maturity Maturity requires measurement & modification 9
  10. 10. System Assessment Process vs. Tradition Document Review Interviews Records Workers Process Owner/User Supervisors Interviews Managers Committee Score Criteria & Verify - Observe Narrative Report Records Driver for next Interview years G & O’s Examples of High Risk 10
  11. 11. Document List Preparation  Develop a list of documents according the 30 elements discussed earlier.  Include Management Leadership documents defined by to 30 elements Traditional assessment weakness is narrow focus on technical and regulatory programs.  Determine applicable programs, associate records, their owner and locations.  This will help guide your self-assessment. Process: Leadership Docs Tradition: Technical & Regulatory Docs 30 Elements OSHA’s Program Management Guidelines - VPP Criteria MANAGEMENT WORKSITE HAZARD SAFETY LEADERSHIP HAZARD PREVENTION & HEALTH ANALYSIS & CONTROL TRAINING Management Employee Commitment Involvement 11
  12. 12. Personnel Interviews Initial Verification  Perform after documentation review to determine if the information is appropriate, communicated, understood and practiced.  Employee interviews are initial step in verifying system implementation and effectiveness.  It is helpful to know some of the answers or problem areas before the interviews. Use the interviews to get specific examples.  Cross verify during visual observations  Note: Interview Guides provided in TED 8.4 Management – Specific Function - Supervisors - Employees 12
  13. 13. Visual Observation Final Verification  Select records (both accurate and suspect) and Field Verify.  Accidents/Incidents  Inspections  Meeting Minutes  JHA/Hazard Analysis/Industrial Hygiene Exposure Assessments  Each Program Element  Informally discuss process and closure with cognizant employees and supervisors  Visit areas and people: issues from doc review and/or interviews  Confirm or deny system strengths and weaknesses.  Compliance non-conformance indicative of system weakness. This should correlate to recommendations 13
  14. 14. Score Criteria & Narrative Report Baseline for Continuous Improvement  VPP requirements have matured and been refined (http://www.osha.gov/dcsp/vpp/vpp_policy.html)  Program Management Guidelines (1989, January 26)  Revisions to VPP (2000, July 24)  Policy and procedure manuals: TED: 8-0.3 & 8.4 (2002, January 4 and 2003, March 25, respectively)  Critical to understand prior to undertaking VPP efforts  Develop auditing protocol with defined scoring matrix (separate class)  Demonstrates improvement from baseline and subsequent years  Provides evidence and ability to roadmap to success  Document system strengths and weaknesses detailing findings and corrective actions within and Narrative Report (submitted to OSHA as applicant and thereafter)  Use to develop Goals and Objective to Drive the Process Forward 14
  15. 15. VPP Goals and Objectives Action Plans Nothing can stop the man with the right mental attitude from achieving his goal; nothing on earth can help the man with the wrong mental attitude. - Thomas Jefferson 15
  16. 16. VPP Policy, Goals & Objectives  Thomas Jefferson on “Developing the U.S. Constitution”  Policy: A flexible, sustainable system of national government, based on democratic principles  Goals: A document describing the principles of government and how it will be constituted  Objective: Consensus that new government is needed, establish a committee to develop the document through debate, gain acceptance of the principles, make the principles the law of the land. 16
  17. 17. VPP Goals & Objectives Broadest possible statement of purpose or function. It’s reason for being. Policy Statements that describe an improvement in performance toward meeting a policy Goals  Specific, Measurable, Achievable, Reasonable, Timely  Statements about what is to be Objectives – Action Plans accomplished by whom and when  Often used as a basis for Recognition Programs Communication, Diligence, Milestones, Celebration of Successes 17
  18. 18. VPP GOALS Sources: External and Internal  Mandates/Directives  Corporate driven, not site oriented  Self Evaluations/Assessments (e.g, VPP Elements)  Trend Analysis  Injury/Illness  Accident/Incident Casual Factors  Inspection Findings  Employee Concerns  Safety Maintenance Work Orders  Job Hazard Analysis - Hazards List  IH Process – qualitative and quantitative  Others? 18
  19. 19. VPP GOALS Sources: External and Internal  Goal: Improve our Hazard Identification & Hazard Reduction. "Conduct weekly inspections with emphasis on good housekeeping, proper use of protective equipment, condition of critical parts of equipment, and preventive maintenance. "  Goal: Improve our Accident Investigation Process. "Determine the cause(s) of any accident within 24 hours. "  Goal: Implement a Job Hazard Analysis Program. "Complete one job hazard analysis each month in each department, with follow-up revision of safe work procedures and employee training by the following month."  Goal: Improve our Emergency Preparedness Capability. "Hold and evaluate emergency drills for tornadoes every six months and a joint fire drill/evacuation with local emergency organizations every year.” 19
  20. 20. VPP Effective Objectives  The difference between a haphazard trip and a carefully planned journey  Effective Objectives:  Starts with an action verb  Specifies a single key result to be accomplished  Is specific and quantitative; measurable and verifiable  Specifies the what and when, who, how & why  Relates directly to the accountable manager’s role in the organization  Is readily understandable by those who will be contributing to its attainment  Is realistic and attainable but represents a significant challenge  Provides maximum payoff on the investment of time and resources  Is consistent with available or anticipated resources  Is consistent with basic organizational policies and practices. 20
  21. 21. VPP SMART Metrics  Specific - metrics are specific and targeted to the area you are measuring.  Measurable - collect data that is accurate and complete.  Actionable - metrics are easy-to- understand, and it is clear when you chart your performance over time which direction is "good" and which direction is "bad", so that you know when to take action.  Relevant - simply means don't measure things that are not important.  Time bound - you can get the data when you need it. 21
  22. 22. VPP Employee Involvement Good Leaders Help Maintain in Safety  Watch your language.  Listen before giving direction.  Find facts rather than faults.  Give more positive than negative consequences.  Teach theory and principles before teaching procedures.  Do more leading than managing.  Get employees to actively care about safety. 22
  23. 23. VPP Employee Involvement Team Building  Design Safety Committees for success, i.e.,  Write down the purpose (mission)  Staff in proportion to the organization  Assign coaches (similar skills)  Assign Mentors (preferably from salaried rank)  Establish goals, and more importantly, objectives  Each member a champion  Track assignments  Celebrate success  Assure adequate resources and train  Document and Publish 23
  24. 24. VPP Worksite Analysis Keys to Success  Worksite analysis involves a variety of worksite examinations, to identify not only  existing hazards, but also  conditions and operations in which changes might occur to create hazards.  Unawareness of a hazard which stems from failure to examine the worksite is a sure sign that safety and health policies and/or practices are ineffective.  Effective management actively analyzes the work and worksite, to anticipate and prevent harmful occurrences. 24
  25. 25. VPP Hazard Prevention & Control Keys to Success  Hazard prevention and controls are triggered by a determination that a hazard or potential hazard exists.  Where feasible, hazards are prevented by effective design of the jobsite or job.  Where it is not feasible to eliminate them, they are controlled to prevent unsafe and unhealthful exposure.  Elimination or control is accomplished in a timely manner, once a hazard or potential hazard is recognized. 25
  26. 26. VPP Training Keys to Success  Training addresses the safety and health responsibilities of all personnel concerned with the site, whether salaried or hourly.  It is often most effective when incorporated into other training about performance requirements and job practices.  Its complexity depends on the  size and complexity of the worksite, and  the nature of the hazards and potential hazards at the site. 26
  27. 27. VPP Typical VPP Star Sites Communication of Expectations Management Line Supervisors  More focus on safety metrics: Weekly in  Tool Set/Accountability meetings  % of employees involved  More prospective metrics  Monthly meetings  Goal and Objective setting  Closure rates for findings/issues  Take a ”line” accountability perspective Employees/Union  Monthly EHS Scorecard - Matched to  Encourage involvement Responsibilities List - Part of Perf. Eval.  Report hazards Maintenance  Participate  ID Safety Critical Controls Engineering  LOTO Audits/Enforcement  Ergonomics lead  Safety Work Order Statistics  Safety in Design and Installation  Safety signoff 27
  28. 28. VPP Typical VPP Star Sites Communication of Expectations Safety Committees HS  Develop a detailed Charter  Focus as more of a facilitator  Rotation strategy  Focus more on consultative and  Training coaching  Focus more on QC  Each member as Champion  accident investigations  Data collection and analysis  generating metrics  QC programs  communication  Solution driven  regulatory watch HR and Training  Performance appraisals  Recordkeeping 28
  29. 29. VPP References  Management: Theory, Process and Practice, Third Ed., Richard M. Hodgetts, 1982, CBS College Publishing  Benchmarking for Best Practices, Winning Through Innovative Adaptation, Christopher E. Bogan and Michael J. English, 1994, McGraw-Hill, Inc.  Malcolm Baldrige Criteria for Performance Excellence  www.quality.nist.gov/Business_Criteria  Organizational Recourse Council  www.orc-dc.com  OSHA VPP  http://www.osha.gov/oshprogs/vpp/  Department of Energy  www.eh.doe.gov/EH_Strategic_Plan2003_2006.pdf 29
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