The seventh value asse
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The seventh value asse

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This was first presented by Phil La Duke at the American Society of Safety Engineers (ASSE) on June 15, 2010 in Baltimore, MD. An mp3 of this speech is available at www.safety-impact.com. ...

This was first presented by Phil La Duke at the American Society of Safety Engineers (ASSE) on June 15, 2010 in Baltimore, MD. An mp3 of this speech is available at www.safety-impact.com.

If you enjoyed this presentation, check out Phil La Duke's articles in Facilities Safety Management Magazine, or his column, The Safe Side, in Fabricating and Metalworking magazine. Phil La Duke is on LinkedIN, and you can follow him and SafetyIMPACT! on Twitter

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  • This presentation was first presented at the 2009 Society for Applied Learning Technology’s Washington Interactive Technologies Conference in Washington D.C.
  • All injuries are preventable. The world’s safest companies make decisions and investigate all injuries and predictable, preventable process failure modes. They investigate root causes and correct them. Safety begins with compliance. These organizations believe that merely being compliant is not enough to adequately protect workers from injuries. Prevention is more valuable than correction. These companies use leading indicators to predict safety trends and react to them proactively. Safety is everyone’s job. Far from being a slogan, these companies wrote specific, measurable safety tasks and elements into their people’s job descriptions. Safety is a strategic business element. Because injuries are essentially a form of process waste, the world’s safest organizations integrate their safety strategy into their overall business strategies. Safety is owned by Operations. These companies recognize that Operations must be held accountable for keeping the workplace safe and controlling the costs associated with injuries.
  • All injuries are preventable. The world’s safest companies make decisions and investigate all injuries and predictable, preventable process failure modes. They investigate root causes and correct them. Safety begins with compliance. These organizations believe that merely being compliant is not enough to adequately protect workers from injuries. Prevention is more valuable than correction. These companies use leading indicators to predict safety trends and react to them proactively. Safety is everyone’s job. Far from being a slogan, these companies wrote specific, measurable safety tasks and elements into their people’s job descriptions. Safety is a strategic business element. Because injuries are essentially a form of process waste, the world’s safest organizations integrate their safety strategy into their overall business strategies. Safety is owned by Operations. These companies recognize that Operations must be held accountable for keeping the workplace safe and controlling the costs associated with injuries.

Transcript

  • 1. The Seventh Value Phil La Duke O/E Learning Presents…
  • 2. The 6 Values of the World’s Safest Organizations Safety is owned by Operations. Compliance is not enough All injuries are preventable. Safety is a strategic business element. Prevention is more valuable than correction. Safety is everybody’s job. Safety Culture
  • 3. Values
    • Reflect what is truly important to us
    • Keep order in organizations
    • Make the behaviors of others predictable
    • Help us survive
  • 4. All Injuries Are Preventable
    • Injuries are system failures.
    • FMEA and Root Cause Analysis predict system failures.
    • Job Safety Analysis integrated into Standard Work
    • No-blame incident investigation
    • Process variation is actively reduced
  • 5. Sample FMEA
  • 6. Compliance Is Not Enough
    • Industry average is a meaningless and misleading metric.
    • VPP is not seen as an end unto itself
    • Prevention-driven approaches anticipate changes in regulatory requirements and comply before the change is mandatory.
  • 7. Prevention Over Correction
    • Workplace walk-thrus replace behavior observations
    • Hazard Tracking
    • Formalized OJT
    • Mistake proofing
    • Integration of safety into Layer Process Audits
    • Safety Strategy Deployment
  • 8. Safety Is Everyone’s Job
    • Defined in each worker’s job description.
    • Identified as a criteria for successful job performance during annual reviews/compensation.
    • Safety is hardwired into Operations.
  • 9. Safety Is Owned by Operations
    • Legal Liabilities
    • Leadership-driven
    • First-line Accountability for Safety
    • Forced Accountability
    • Safety Personnel as Coaches and Consultants
  • 10. Leading Indicators
  • 11. Sample Scorecard
  • 12. Trend Analysis: Hazards Found
  • 13. Trend Analysis: Injuries
  • 14. Trend Analysis: Hazards & Injuries
  • 15. Safety Is a Strategic Business Element
    • Injuries are inefficient and cost money and productivity.
    • Understanding the true cost of injuries.
      • Obvious costs
      • Hidden costs
    • Policies are reviewed and changed to reflect changes in the business environment.
  • 16. The Seventh Value Safety is owned by Operations. Compliance is not enough All injuries are preventable. Safety is a strategic business element. Prevention is more valuable than correction. Safety is everybody’s job. The absence of injuries does not denote the presence of safety Safety Culture
  • 17. Manifes tations of the Seventh Value
    • De-emphasis of the role of behavior in injuries
    • Increase in predictor reporting
    • Predictors outside of traditional safety are considered
    • Emphasis on decreasing severity
    • Safety is seen as a relative term
    • Dissatisfaction with safety record
  • 18. Thank You!
  • 19. Questions?
  • 20.
    • For copies of this presentation contact….
    • Phil La Duke
    • Director, Performance Improvement
    • O/E
    • [email_address]
    • 2125 Butterfield, Suite 200N
    • Troy, MI 48084
    • 248-860-1086
    • www.safety-impact.com
    • www.philladuke.wordpress.com