This agenda outlines a training session that will cover several topics related to organizational culture and operations. It will discuss the role of individuals and supervisors, operations leadership, maintenance and facilities, training, and safety. The session will conclude with a closing statement and time for questions.
This presentation was made by Phil La Duke (Director, Performance Improvement--O/E), Cal Schalk (Vice President, Cellular Manufacturing--Williams International); Dave Carr (Vice President, Infrastructure--Williams International) and Ron Gebhardt (Safety Manager--Williams International) at the 2007 Michigan Safety Conference in Grand Rapids, Michigan For more information on this topic contact Phil La Duke (Pladuke@oe.com) or visit www.safety-impact.com
This presentation was made at the National Safety Council conference in Orlando, October 27, 2009 by Phil La Duke. It is an update and expansion of La Duke's Selling Safety In Hard Economic Times, which he presented at the Michigan Safety Conference in Grand Rapids, in April of 2009. For further information go to: http://www.congress.nsc.org or www.safety-impact.com
I also presented an updated version of this at the XIV International Symposium on Mining Safety In Lima Peru
This presentation was delivered at the 2008 National Safety Council's National Conference and Expo in Anaheim California, by Phil La Duke (Director, Performance Improvement--O/E) Daryl James (retired--Chrysler) and George Drexel (Local 3520 President---UAW)
Shifting the Paradigm for Workforce ManagementSirenum
Today’s organisations, regardless of industry, rely on IT to manage business processes more than ever before. But this has become especially true regarding workforce management (WFM) and the technology solutions used to manage its key processes. The previous paradigm for WFM solutions was to collect information about workforce activities and produce a simple analysis. But the complex work environment for gig economy workers have rendered this solution useless--it's time for companies to shift the paradigm.
Role Of Safety In Operations ExcellencePhil La Duke
This presentation was presented by noted safety and operations excellence expert, Phil La Duke in 2008 at Automation Alley in Troy, Michigan, For more information on this topic contact Phil La Duke (Pladuke@oe.com) or visit www.safety-impact.com
The Challenge of Safety Leadership - Steve Skarke, Kaneka Texas Corporationmarcus evans Network
Steve Skarke, Kaneka Texas Corporation - Speaker at the marcus evans Manufacturing COO Summit 2012, held in Las Vegas, NV, April 16-17, 2012, delivered his presentation entitled The Challenge of Safety Leadership
This presentation was made by Phil La Duke (Director, Performance Improvement--O/E), Cal Schalk (Vice President, Cellular Manufacturing--Williams International); Dave Carr (Vice President, Infrastructure--Williams International) and Ron Gebhardt (Safety Manager--Williams International) at the 2007 Michigan Safety Conference in Grand Rapids, Michigan For more information on this topic contact Phil La Duke (Pladuke@oe.com) or visit www.safety-impact.com
This presentation was made at the National Safety Council conference in Orlando, October 27, 2009 by Phil La Duke. It is an update and expansion of La Duke's Selling Safety In Hard Economic Times, which he presented at the Michigan Safety Conference in Grand Rapids, in April of 2009. For further information go to: http://www.congress.nsc.org or www.safety-impact.com
I also presented an updated version of this at the XIV International Symposium on Mining Safety In Lima Peru
This presentation was delivered at the 2008 National Safety Council's National Conference and Expo in Anaheim California, by Phil La Duke (Director, Performance Improvement--O/E) Daryl James (retired--Chrysler) and George Drexel (Local 3520 President---UAW)
Shifting the Paradigm for Workforce ManagementSirenum
Today’s organisations, regardless of industry, rely on IT to manage business processes more than ever before. But this has become especially true regarding workforce management (WFM) and the technology solutions used to manage its key processes. The previous paradigm for WFM solutions was to collect information about workforce activities and produce a simple analysis. But the complex work environment for gig economy workers have rendered this solution useless--it's time for companies to shift the paradigm.
Role Of Safety In Operations ExcellencePhil La Duke
This presentation was presented by noted safety and operations excellence expert, Phil La Duke in 2008 at Automation Alley in Troy, Michigan, For more information on this topic contact Phil La Duke (Pladuke@oe.com) or visit www.safety-impact.com
The Challenge of Safety Leadership - Steve Skarke, Kaneka Texas Corporationmarcus evans Network
Steve Skarke, Kaneka Texas Corporation - Speaker at the marcus evans Manufacturing COO Summit 2012, held in Las Vegas, NV, April 16-17, 2012, delivered his presentation entitled The Challenge of Safety Leadership
Brief Information about the social and Eco-friendly practices of Indian companies.
It is to be noted that "The companies may not be in a proper rank. It is just a random order."
Implementation and application of a Process Safety Management System. This presentation will focus on the history, purpose and scope of a Process Safety Management (PSM) system. Topics covered include:
-Distinctions between personnel and process safety
-Framework and elements of PSM
-Importance of Safety Culture in the implementation and application of a PSM system
-Relevance and importance of regular audits and assessments of PSM systems
In business, 'Gemba' refers to the place where value is created and improved. The 'Gemba Walk' is an activity that takes management to the front lines to look for waste (non-value added activities) and opportunities. The objective of Gemba Walk is to grasp the situation by involving everyone touching the process to understand the Purpose, Process, and People. It is only when the situation is understood that improvement is possible and more likely to succeed.
CONTENTS
1. Introduction to Gemba Walk
- What is Gemba?
- What Gemba is Not
- Why Gemba?
- What is the Gemba Walk?
- Why the Gemba Walk?
- Who's Doing It?
- Three Keys to Lean Leadership
- Objective of Gemba Walk
- Your Approach is Key
- Four Steps to Gemba Success
- Go to the Gemba - Don'ts
2. The Three MUs
- What are the 3 MUs?
- Explanation of the 3 MUs
- Approach for the 3 MUs
- What is Muda (Waste)?
- What is Mura (Unevenness)?
- What is Muri (Overburden)?
- How Seeing the 3 MUs Helps our Kaizen Eyes
3. Kaizen Eyes: Ability to See Opportunities for Improvement
- Ways to Devlop Kaizen Eyes
4. Taking the Gemba Walk: Tips for Observing
- Implementing the Gemba Walk
- Tips for Observing
- Getting Started
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
The role of technology in safety traininngPhil La Duke
Featured at the Society for Applied Learning Technology this presentation identifies ways in which companies can leverage technology to deploy safety courses to the widest possible audience quickly and effectively
You get what you measure tips for establishing safety metricsPhil La Duke
Some believe that if you can't measure something it doesn't exist. Other people believe in Big Foot and crop circles. But I believe you will get improvements in the things you measure.
All the best Ideas in the world don't mean much if you can't manage to roll it out into a system that is sustainable and for that you need a safety infrastructure
The secret to workplace organization lies in the 5 s', Sort, Set in Order, Shine, Standardize, and Sustain. This is a tool used in lean manufacturing and has been adapted to numerous discipline.
ERM occasionally sponsors free seminars in Southeast Michigan. In this particular short presentation I explore how injuries are really just process failures.
Changing culture means changing valuesPhil La Duke
Your company culture, in the broadest strokes, is defined by the shared values of the population of the organization. These values have to be much more than what is plastered in the posters on the walls, but must guide every decision that every worker makes. So if you are unhappy with your culture and wish to change it you will have to examine your values, your REAL values not the ones to which you aspire.
Complacency, that is, a familiarity with a process so in depth that workers take it for granted that they will not get hurt while performing a routine task
Too many companies feel like it will cost way too much money to keep workers safe. This presentation was made at the Lakeshore Safety Meeting and demonstrates how a company can decrease risk without breaking the bank
Whats wrong with safety training and what to do about itPhil La Duke
This article first appeared in the on-line edition of Fabricating and Metalworking Magazine. It did not appear in print however, and the on-line version is no longer available from the magazine. It will appear in both the print and on-line editions early next year.
This article appeared in the Spring 2011 edition of HR Pulse, the official quarterly of the American Society of Healthcare Human Resources Administrators (ASHHRA)
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
Brief Information about the social and Eco-friendly practices of Indian companies.
It is to be noted that "The companies may not be in a proper rank. It is just a random order."
Implementation and application of a Process Safety Management System. This presentation will focus on the history, purpose and scope of a Process Safety Management (PSM) system. Topics covered include:
-Distinctions between personnel and process safety
-Framework and elements of PSM
-Importance of Safety Culture in the implementation and application of a PSM system
-Relevance and importance of regular audits and assessments of PSM systems
In business, 'Gemba' refers to the place where value is created and improved. The 'Gemba Walk' is an activity that takes management to the front lines to look for waste (non-value added activities) and opportunities. The objective of Gemba Walk is to grasp the situation by involving everyone touching the process to understand the Purpose, Process, and People. It is only when the situation is understood that improvement is possible and more likely to succeed.
CONTENTS
1. Introduction to Gemba Walk
- What is Gemba?
- What Gemba is Not
- Why Gemba?
- What is the Gemba Walk?
- Why the Gemba Walk?
- Who's Doing It?
- Three Keys to Lean Leadership
- Objective of Gemba Walk
- Your Approach is Key
- Four Steps to Gemba Success
- Go to the Gemba - Don'ts
2. The Three MUs
- What are the 3 MUs?
- Explanation of the 3 MUs
- Approach for the 3 MUs
- What is Muda (Waste)?
- What is Mura (Unevenness)?
- What is Muri (Overburden)?
- How Seeing the 3 MUs Helps our Kaizen Eyes
3. Kaizen Eyes: Ability to See Opportunities for Improvement
- Ways to Devlop Kaizen Eyes
4. Taking the Gemba Walk: Tips for Observing
- Implementing the Gemba Walk
- Tips for Observing
- Getting Started
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
The role of technology in safety traininngPhil La Duke
Featured at the Society for Applied Learning Technology this presentation identifies ways in which companies can leverage technology to deploy safety courses to the widest possible audience quickly and effectively
You get what you measure tips for establishing safety metricsPhil La Duke
Some believe that if you can't measure something it doesn't exist. Other people believe in Big Foot and crop circles. But I believe you will get improvements in the things you measure.
All the best Ideas in the world don't mean much if you can't manage to roll it out into a system that is sustainable and for that you need a safety infrastructure
The secret to workplace organization lies in the 5 s', Sort, Set in Order, Shine, Standardize, and Sustain. This is a tool used in lean manufacturing and has been adapted to numerous discipline.
ERM occasionally sponsors free seminars in Southeast Michigan. In this particular short presentation I explore how injuries are really just process failures.
Changing culture means changing valuesPhil La Duke
Your company culture, in the broadest strokes, is defined by the shared values of the population of the organization. These values have to be much more than what is plastered in the posters on the walls, but must guide every decision that every worker makes. So if you are unhappy with your culture and wish to change it you will have to examine your values, your REAL values not the ones to which you aspire.
Complacency, that is, a familiarity with a process so in depth that workers take it for granted that they will not get hurt while performing a routine task
Too many companies feel like it will cost way too much money to keep workers safe. This presentation was made at the Lakeshore Safety Meeting and demonstrates how a company can decrease risk without breaking the bank
Whats wrong with safety training and what to do about itPhil La Duke
This article first appeared in the on-line edition of Fabricating and Metalworking Magazine. It did not appear in print however, and the on-line version is no longer available from the magazine. It will appear in both the print and on-line editions early next year.
This article appeared in the Spring 2011 edition of HR Pulse, the official quarterly of the American Society of Healthcare Human Resources Administrators (ASHHRA)
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
I was asked by a colleague to kick off the Michigan Chapter of ISPI with a 5 minute speech. I chose to talk about expanding the view of Performance Improvement beyond training and organizational development.
selling safety in tough times (Semanario International De Seguridad Minera ve...Phil La Duke
This presentation was made at the XIV Seminario Internacional De Seguridad Minera, in Lima, Peru. It is essentially the same as the National Safety Council presentation of the same name. I updated the notes pages and some of the graphics.
Internationally noted speaker , safety expert and performance improvement expert, Phil La Duke is available to make this presentation at your site. For information, call 248.860.1086 or email Pladuke@oe.com
And if you enjoyed this presentation you might also enjoy Phil La Duke’s worker safety blog www.philladuke.wordpress.com or his monthy column, The Safe Side in Fabricating and Metalworking magazine premiering in May 2010.
I hear a lot of complaints from safety professionals. Chief among them is that they are held accountable when other people get hurt. It’s a fair bone of contention. In so many workplaces, workers cut corners and whine about the inconvenience of the protections put in place to protect them, supervisors encourage unsafe behaviors, and Operations leadership turn a blind eye to recklessness and noncompliance. But as soon as there’s an injury all the fingers point at the safety professionals, and an accusing eye is cast on the job done by the safety function. It’s a thankless job to be sure.Is it fair to hold the safety professional accountable for every injury and near miss? Hardly, but to be fair, there are those sanctimonious and sometimes ridiculous (I know a safety manager who lectures his constituency on proper condom use in his job as a safety manager at a large construction management company) safety professionals who claim single-handed responsibility for everything that goes right with safety and let’s face it, we can’t have it both ways: either our job saves lives or it doesn’t, we can’t claim responsibility on one had and deflect blame on the other.Everyone plays a role in safety, but unless we can clearly articulate what that role is we cannot expect people to accept responsibility for the role.
Ask a safety professional and they will tell you that an individual has the responsibility to work safely, but how realistic is that? This expectation implies working safely is always a choice. The first responsibility of an individual is to do his or her job as prescribed without taking unjustifiable risks; this isn’t the same as working safely. Even the most diligent worker will make errors, take those risks that are culturally accepted (even demanded), and inadvertently drift from the standard. So does that mean we can’t hold them accountable for allowing unsafe conditions to grow until the environment is so unsafe that injuries are all but an absolute certainty? Is it right to punish people for something they never intended just because they should have known better? The role of the individual isn’t to work safely rather it is to actively and continually look for hazards and to report these hazards to their supervisor. Obviously, the individual must refrain from depraved indifference and recklessness, but these are responsibilities under the law and are in no way specific to the workplace.
The first line supervisor has perhaps the most pivotal role in safety. Because first line supervision has both intimate knowledge of the process and workplace and the authority to enforce safety protocols, the onus of safety falls chiefly on the shoulders of the supervisor. This may sound unfair to some, but consider that the job of the supervisor is to support those in his or her charge. Supervisors are responsible for ensuring that the workers have all the tools to do their jobs safely. Supervisors are often required to make snap decisions and to modify the process when parts shortages, absenteeism, or equipment breakdowns threaten production and they have a responsibility to ensure that such ad hoc process variation doesn’t increase the risk of worker injuries. Supervisors must always consider how their decisions and tweaks affect safety and must be trained to spot safety hazards, especially during nonstandard work. Supervisors must hold workers accountable for eliminating hazards, following safety procedures and policies, and making sound judgments rather than for the presence or absence of injuries.
Operations Leadership must value safety above production and reinforce the idea that work completed unsafely is not acceptable. Operations Leadership must do more than pay lip service to safety and when they are identifying the criteria for success they make it clear that safety is of equal importance to quality, cost, and timing. This is not to say that safety is our number one priority—it isn’t. But Operations Leadership must be uncompromising in its message that it will not sacrifice safety (or delivery or quality for that matter) in the name of speed. Good Operations Leadership would never deliver an inferior product just to meet a delivery deadline, so too must they convince everyone believe that they will not allow workers to be exposed to unreasonable risks simply to meet a deadline.It’s important to remember that all work carries with it some risk, and it is naïve to think that the risk of injury will not increase in work that is being completed out of process. Operations Leadership must assess the risks associated with out of process work and ensure that these risks are known, mitigated, and closely managed
One of the chief bottlenecks in making the workplace safer is invariable maintenance and/or facilities. Identifying hazards is only a small part of the overall safety management process. Hazards must then be appropriately contained and permanently corrected. Unfortunately, when I have helped overhaul corporate cultures such that safety is appropriately managed it almost always results in a bottleneck at maintenance or facilities. Maintenance has a two-fold responsibility. First, it is responsible for making sure that it quickly and appropriately responds to the hazards reported to it by the larger organization. Next, it has to proactively prevent hazards by keeping machinery, vehicles, tools, equipment and facilities in good working order through a comprehensive Total Productive Maintenance (TPM) program. Another related responsibility is the monitoring of containment actions. Far too often containment measures are put in place under the assumption that the measures will only be needed for a short time until a permanent solution is applied. Years later the containment is still in place and is typically only marginally effective.
Whenever I mention the training department’s role in safety people tend to nod their heads and move directly to a discussion about safety training. The training function should be directing its focus to the area of training that will have the most impact on the safety of the work: basic job function competency. The best defense against workplace injuries is a comprehensive job training that focuses on the skills the worker needs to do the basic tasks associated with the job.
The safety professional is responsible for informing and advising all other functions, not in a Cotton Mathers sermon from the pulpit style diatribe, but in bringing their specialized skills to bear in the most appropriate manner. The safety professional must be a coach and mentor, not parent or policeman.Irrespective of industry, every job and every function plays a role in ensuring workplace safety, and everyone must be answerable when processes and protocols fail to keep workers safe.