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Taking Control Of Workplace Safety
Taking Control Of Workplace Safety
Taking Control Of Workplace Safety
Taking Control Of Workplace Safety
Taking Control Of Workplace Safety
Taking Control Of Workplace Safety
Taking Control Of Workplace Safety
Taking Control Of Workplace Safety
Taking Control Of Workplace Safety
Taking Control Of Workplace Safety
Taking Control Of Workplace Safety
Taking Control Of Workplace Safety
Taking Control Of Workplace Safety
Taking Control Of Workplace Safety
Taking Control Of Workplace Safety
Taking Control Of Workplace Safety
Taking Control Of Workplace Safety
Taking Control Of Workplace Safety
Taking Control Of Workplace Safety
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Taking Control Of Workplace Safety

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This presentation was made by Phil La Duke at the Canadian Society of Safety Engineering in Quebec City, QC in September 2008, For more information on this topic contact Phil La Duke (Pladuke@oe.com) …

This presentation was made by Phil La Duke at the Canadian Society of Safety Engineering in Quebec City, QC in September 2008, For more information on this topic contact Phil La Duke (Pladuke@oe.com) or visit www.safety-impact.com

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  • If you enjoyed this presentation you might want to check out my worker safety blog:
    www.philladuke.wordpress.com
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  • Collect data that is meaningful to operations. There’s a lot of data that is really interesting to safety professionals that is completely lost on Operations personnel. To be a credible resource you must stick to the topics that are most important to Operations. If you’re not sure what that information is, provide a list of the kinds of data you can collect and ask Operations leadership which is most important and why. From there you can provide a more impactful information package and in most cases save yourself a lot of work. If you expect to get leadership/operations support, you need to collectively establish what measurable will be meaningful to operations and then report trend data at regular intervals.
    Analyze data and turn it into information. Too often safety professionals mistake “data” with “information”. Data isn’t, in itself, useful and for us to be a resource to Operations we need to analyze the data and provide information in the form of conclusions and recommendations. Many safety professionals don’t feel comfortable drawing conclusions and making recommendations, but unless you do so, you will never be an effective manager.
    Understand what Operations Will Do with the information. Deal with the “how”s and “why”s rather than the “who”s and “what”s. To take control of your workplace safety you will have to let go of your role of policeman and tattle-tale.
    Integrate safety data into process data
    Provide solutions and recommendations not questions
    leadership/operations support,
    and collectively establish what measurable will be meaningful to operations and then report trend data at regular intervals?
  • What I would like you to do now is go back to your organization and take a look at your info.
  • Transcript

    • 1. Taking Control of Workplace Safety Phil La Duke
    • 2. Introduction Housekeeping Who Am I? What does it mean to take control of work place safety?
    • 3. Provide Information Not Data Collect data that is meaningful to operations Analyze data and turn it into information Understand what Operations will do with the information Integrate safety data into process data Provide solutions and recommendations not questions
    • 4. Advise Don’t Preach Help Operations to own safety by helping them to better understand safety Focus on prevention rather than correction. Don’t use scare tactics. Provide advice not lectures Understand that while safety may be most important, it’s not always urgent
    • 5. Be Proactive Balanced Scorecard Approach Monthly Strategy Sessions Leading Indicators Analyze and Understand Safety Trends and Take Appropriate Action
    • 6. Sample Scorecard
    • 7. Leading Indicators
    • 8. Trend Analysis: Injuries
    • 9. Trend Analysis: Hazards Found
    • 10. Trend Analysis: Hazards & Injuries
    • 11. Understand Operations and Speak its Language Know Operations “hot buttons” Understand how injuries impact your organization’s key measurables Understand your organization’s business model Know---and be able to explain--- the costs of worker injuries Develop a Safety Business Plan
    • 12. Sample Safety Business Plan
    • 13. Determining Your Safety Philosophy Systems Oriented Behavior Oriented IndividualAccountability CorporateAccountability
    • 14. Be A Change Agent Understand that resistance to change is biologically hard-wired. Make simple and incremental change Understand that organizations that are best able to adapt are most likely to survive and thrive Use safety to drive process improvements that positively impact your organization’s bottom line Focus on problem solving and process improvement
    • 15. Be A Strategic Business Thinker Injuries are inefficient and cost money and productivity. Understanding the true cost of injuries. • Obvious costs • Hidden costs Guide the review and change of Policies to reflect changes in the business environment. Worker Safety Insurance Board (WSIB) Costs
    • 16. Obvious Costs of Safety Insurance Premiums Lawsuits Fines
    • 17. Hidden Costs of Safety Legal Fees Public Relations Fallout Disruption of Productivity Work Stoppages Turnover Lower Quality Property Damage Scrap
    • 18. Conclusion The best way to take control of workplace safety is to understand your organization’s business model Modify your style to mesh with how Operations does business Be proactive Focusing on Problem Solving is a way to enhance both your reputation and value to the organization You must align your values with those of the company Questions?
    • 19. Thank You!

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