The document provides tips for establishing effective safety metrics in the workplace. It recommends measuring factors that are key to business success like costs, risk, compliance, and quality. The desired state of safety should go beyond zero injuries to also minimize risk and promote continuous improvement. Example metrics could include workers' compensation costs, safety inspection findings, and trends in injuries and hazards over time. Leading indicators and scorecards can help track progress. Integrating safety metrics into overall business operations and demonstrating the tangible value and costs of safety are also discussed.
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
Taking Control of Workplace Safety outlines how safety professionals can take a strategic approach to improving workplace safety. Key points include:
1) Provide operations with actionable safety information and recommendations rather than just data to help them own safety.
2) Take a proactive, preventative approach through measures like a balanced scorecard, monthly strategy sessions, and trend analysis rather than just focusing on corrections.
3) Understand the business priorities and costs of safety issues and injuries to operations in order to develop an effective safety business plan and drive improvements that benefit the organization's bottom line.
4) Act as an agent of change by making incremental improvements and using safety to drive broader process enhancements.
Managing risk is as important as the core business plan for high-growth entrepreneurial success. Most entrepreneurs do not properly manage risk and instead gamble on success. However, there are simple ways to incorporate risk management into the business plan, such as analyzing potential risks, developing strategies to mitigate downside risks and enhance upside potential, and determining the probability and impact of each risk factor. Proper risk management can help move the risk curve higher and increase the chances of business survival and achievement of profitability forecasts.
The document outlines six secrets of the world's safest companies based on benchmarking studies. The secrets are: 1) all injuries are predictable and preventable through tools like failure mode and effects analysis and job safety analysis; 2) compliance alone is not enough and prevention-driven approaches are better; 3) companies should take a proactive balanced scorecard approach using leading safety indicators; 4) safety is owned by operations, not just the safety department; 5) safety should be defined as everyone's job and part of performance reviews; and 6) safety should be viewed as a strategic business element given the high costs of injuries.
This document discusses concepts from a presentation by Ziya Boyacigiller on commitment processes and risk management. It explains that a business plan serves as a "blueprint" or trial run to assess feasibility and manage risks before starting a company. When the future is uncertain, an effectual approach is needed where the business plan only covers the next phase rather than attempting long-term causal planning. Risk management involves identifying, quantifying, analyzing, and managing risks to reduce probability and seriousness of potential future events.
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
This document discusses health and safety best practices for industrial establishments. It emphasizes the importance of maintaining a low NEER (New Experimental Experience Rating) to earn rebates from the WSIB (Workplace Safety and Insurance Board) and save on premium costs. Supervisors have mandatory duties to inform, instruct, and supervise employees on protective equipment and safety procedures. Fines for non-compliance can be severe, including criminal charges. The document encourages open communication of safety policies and practices, training documentation, and a no-nonsense approach to supervision to ensure everyone is responsible for safety. Contacting a representative from Pivotal can help lower risks and costs through workplace assessments, claims management, and temporary staffing solutions.
This document discusses Behavior Based Safety (BBS), a program aimed at improving safety by focusing on behaviors. It provides an overview of BBS, explaining that BBS involves employees, drives safety improvement, and can lead to positive cultural changes when implemented correctly. However, BBS requires being part of an overall safety process and culture, and is not a replacement for compliance, training, or hazard removal. The document then discusses key aspects of implementing a successful BBS program, such as defining behaviors to observe and improve, understanding what drives both safe and unsafe behaviors, providing positive reinforcement, and focusing on achievements rather than failures.
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
Taking Control of Workplace Safety outlines how safety professionals can take a strategic approach to improving workplace safety. Key points include:
1) Provide operations with actionable safety information and recommendations rather than just data to help them own safety.
2) Take a proactive, preventative approach through measures like a balanced scorecard, monthly strategy sessions, and trend analysis rather than just focusing on corrections.
3) Understand the business priorities and costs of safety issues and injuries to operations in order to develop an effective safety business plan and drive improvements that benefit the organization's bottom line.
4) Act as an agent of change by making incremental improvements and using safety to drive broader process enhancements.
Managing risk is as important as the core business plan for high-growth entrepreneurial success. Most entrepreneurs do not properly manage risk and instead gamble on success. However, there are simple ways to incorporate risk management into the business plan, such as analyzing potential risks, developing strategies to mitigate downside risks and enhance upside potential, and determining the probability and impact of each risk factor. Proper risk management can help move the risk curve higher and increase the chances of business survival and achievement of profitability forecasts.
The document outlines six secrets of the world's safest companies based on benchmarking studies. The secrets are: 1) all injuries are predictable and preventable through tools like failure mode and effects analysis and job safety analysis; 2) compliance alone is not enough and prevention-driven approaches are better; 3) companies should take a proactive balanced scorecard approach using leading safety indicators; 4) safety is owned by operations, not just the safety department; 5) safety should be defined as everyone's job and part of performance reviews; and 6) safety should be viewed as a strategic business element given the high costs of injuries.
This document discusses concepts from a presentation by Ziya Boyacigiller on commitment processes and risk management. It explains that a business plan serves as a "blueprint" or trial run to assess feasibility and manage risks before starting a company. When the future is uncertain, an effectual approach is needed where the business plan only covers the next phase rather than attempting long-term causal planning. Risk management involves identifying, quantifying, analyzing, and managing risks to reduce probability and seriousness of potential future events.
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
This document discusses health and safety best practices for industrial establishments. It emphasizes the importance of maintaining a low NEER (New Experimental Experience Rating) to earn rebates from the WSIB (Workplace Safety and Insurance Board) and save on premium costs. Supervisors have mandatory duties to inform, instruct, and supervise employees on protective equipment and safety procedures. Fines for non-compliance can be severe, including criminal charges. The document encourages open communication of safety policies and practices, training documentation, and a no-nonsense approach to supervision to ensure everyone is responsible for safety. Contacting a representative from Pivotal can help lower risks and costs through workplace assessments, claims management, and temporary staffing solutions.
This document discusses Behavior Based Safety (BBS), a program aimed at improving safety by focusing on behaviors. It provides an overview of BBS, explaining that BBS involves employees, drives safety improvement, and can lead to positive cultural changes when implemented correctly. However, BBS requires being part of an overall safety process and culture, and is not a replacement for compliance, training, or hazard removal. The document then discusses key aspects of implementing a successful BBS program, such as defining behaviors to observe and improve, understanding what drives both safe and unsafe behaviors, providing positive reinforcement, and focusing on achievements rather than failures.
Training return-on-investment-roi-powerpoint-presentation614Christian Burrs
This document discusses several pitfalls and problems with calculating return on investment (ROI) for training programs. It notes that determining costs, time frames, and how to measure impacts like lowered productivity during training can be challenging accounting questions. Simply measuring costs vs benefits may not capture the full value of training investments if skills decay over time or other variables influence outcomes. The document advises identifying expected outcomes upfront, using valid and reliable measures, and determining if a complex ROI analysis is truly worthwhile given its costs and limitations as a valuation method.
The document discusses outsourcing risk management. It defines outsourcing and provides examples of common outsourcing models. It discusses the ISO 37500 standard for outsourcing governance and risk management. The presentation covers performing risk analysis, identifying risks, analyzing risks using techniques like probability/impact matrices, evaluating risks, treating risks through options like risk modification or sharing, and accepting residual risks. It emphasizes the importance of risk assessment and treatment in outsourcing governance.
Business Risk Analysis PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Business Risk Analysis Powerpoint Presentation Slides. We bring to you to the point topic specific slides with apt research and understanding. Putting forth our PPT deck comprises of twenty four slides. Our tailor made Business Risk Analysis Powerpoint Presentation Slides editable deck assists planners to segment and expound the topic with brevity. The advantageous slides on Business Risk Analysis Powerpoint Presentation Slides is braced with multiple charts and graphs, overviews, analysis templates agenda slides etc. to help boost important aspects of your presentation. Highlight all sorts of related usable templates for important considerations. Our deck finds applicability amongst all kinds of professionals, managers, individuals, temporary permanent teams involved in any company organization from any field.
Up to 5% of an organization’s assets disappear each year due to fraudulent activity. Using retail loss prevention as a case study, this presentation leads you through a discussion about the best practices protecting an organization’s assets.
Presentation by: Jamie Burr, Application Manager, Resolver Inc.
The document provides tips for selling safety programs in difficult economic times. It outlines barriers to selling safety when budgets are tight, including it being seen as non-essential spending. It recommends demonstrating safety's value by integrating it into operations, obtaining buy-in from operations leadership, showing real costs of injuries, and avoiding complex initiatives in favor of practical solutions with quick returns. The keys are speaking the operations language, tying safety to their goals and measures, and expressing safety spending in terms of potential lost profits rather than costs.
Spreadsheets vs Software for SOX ComplianceResolver Inc.
Spreadsheets are like an old friend—always there when you need them. They’re familiar. Comfortable. But if you’re still using them for SOX you might soon find out that spreadsheets can be something else: dangerous. Learn what can make spreadsheets problematic—and why software is often a better option.
Incident & injury free electric power presentation 3 19-11NAES Corporation
The document discusses creating an incident and injury free work environment. It notes that the company's total recordable incident rate (TRIR) and experience modification factor (EMR/EMF) had risen in previous years and employees were getting hurt frequently. Customers were turning down bids due to the poor safety record. The company implemented a process to develop an understanding that mindset was the problem and nurture an incident and injury free process. This included clarifying expectations to management, developing critical success factors, and implementing three levels of training. As a result, TRIR decreased from 10 in 2003 to 1.75 currently and employee morale is high as they take care of safety without coercion.
How to turn an incident into an opportunity for your business through effect...PECB
The document discusses effective incident management. It emphasizes the importance of advance planning, clear roles and responsibilities, and cross-functional coordination during incidents. It also highlights characteristics of strong incident leaders, such as situational awareness, strategic and tactical skills, and the ability to lead across organizations. The document provides examples of incident management frameworks and lessons learned from past crises.
Safety International Masonry Presentation 110311pammca
Michael Sicking of Safety International, Inc. presentation to MCA / OSHA Partnership on November 3, 2011 regarding the true cost of accidents on the jobsite and management's commitment to communicating their safety programs.
The document discusses strategies for flexible staffing in a post-recession economy. It suggests companies maintain a core staff of 55-65% with 30-40% as long-term flexible staff and 10-20% as short-term staff. This flexible staffing model allows companies to reduce fixed costs and layoffs while meeting fluctuating workforce needs in an uncertain economic environment. It also outlines the benefits of using an employment agency that specializes in flexible staffing solutions.
The Journey Towards Incident & Injury Free - One Contractor's ExperienceNAES Corporation
The company was experiencing high incident and injury rates, with their total recordable incident rate at 10-12 compared to the national average of 4.5. This was negatively impacting their workers' compensation costs and ability to win bids. To address this, they implemented an incident and injury free process with a focus on changing mindsets. Key steps included developing buy-in from leadership and employees, conducting a perception survey, and implementing training seminars. This led to positive impacts like reducing their total recordable incident rate to 1.75 year-to-date and improving employee morale and customer confidence in their safety performance. Their commitment is to continue conveying the importance of injury prevention to all levels of the organization.
Risk is a factor in all businesses and needs to be properly assessed and managed. An enterprise risk management (ERM) program can help identify potential risks, assess their impact, and help manage known and unknown risks. To implement an effective ERM program, a company should: 1) Ask employees to identify risks, 2) Determine the company's risk management maturity, 3) Set short- and long-term objectives, 4) Perform risk assessments to identify internal and external risks and opportunities, 5) Determine risk responses like avoiding, accepting, reducing or sharing risks, 6) Design control activities to ensure risk responses are carried out, 7) Communicate risk information to employees, and 8) Continuously monitor the business environment and risk
24/7 safety building an incident injury free safety culture Clinton Gray, MBA
Worker safety is often touted as a company’s priority. Clinton “Safety Man” Gray will discuss the importance of defining and implementing a safety specific business model to lead your organization towards an incident-free safety culture.
Significant variation by function: Finance executives most concerned with com...Genpact Ltd
Significant variation by function: Finance executives most concerned with compliance, risk and cost. Know more here: http://go.genpact.com/CFO-research-Advanced-Operating-Models.html
Professor Lord Eatwell is the chief economic advisor at the Chartered Management Institute. His annual economic outlook report provides a must see snapshot of the economic environment. Here he presents his report and its findings to the 2010 CMI National Conference.
This document discusses assessments in Resolver software. It provides guiding principles for assessments, including collaborative sharing of data and templates, staying up to date with new information, focusing on important data, leveraging related data, enabling cross-organizational analysis, and preparing for the future with predictive analytics. Examples of assessments in different organizations, locations, and time periods are also shown.
This document provides tips for selling safety programs to operations during tough economic times. It recommends getting operations buy-in by speaking their language and demonstrating how safety supports operational goals. It also suggests running safety like a business by developing a zero-sum budget, calculating return on investment for initiatives, and looking for low-cost options or grants. Additionally, the document advises integrating safety into operational activities such as inspections, investigations, and reviews in order to demonstrate value and urgency while avoiding complex initiatives.
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.
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
Safety Productivity Multiplier_ How to Turn Workplace Safety into a Competiti...Sue Antonoplos
Safety is a hidden competitive opportunity that directly impacts operational and financial performance. When implemented strategically through a focus on behaviors rather than just tasks, safety initiatives can drive cost reductions, improve culture, and boost employee productivity and morale. Data from manufacturers and retailers shows that for every $1 spent on injuries, $3 is spent indirectly. Progressive companies make safety an "operational pivot" that touches all human behaviors and roles. Using systems control charting to measure the impact of safety programs indicates whether changes are sustainable or just temporary. A 100 basis point change in injury frequency can equate to a $15 million impact on EBITDA or sales. Workplace safety therefore generates a multiplier effect on economic growth and performance.
Training return-on-investment-roi-powerpoint-presentation614Christian Burrs
This document discusses several pitfalls and problems with calculating return on investment (ROI) for training programs. It notes that determining costs, time frames, and how to measure impacts like lowered productivity during training can be challenging accounting questions. Simply measuring costs vs benefits may not capture the full value of training investments if skills decay over time or other variables influence outcomes. The document advises identifying expected outcomes upfront, using valid and reliable measures, and determining if a complex ROI analysis is truly worthwhile given its costs and limitations as a valuation method.
The document discusses outsourcing risk management. It defines outsourcing and provides examples of common outsourcing models. It discusses the ISO 37500 standard for outsourcing governance and risk management. The presentation covers performing risk analysis, identifying risks, analyzing risks using techniques like probability/impact matrices, evaluating risks, treating risks through options like risk modification or sharing, and accepting residual risks. It emphasizes the importance of risk assessment and treatment in outsourcing governance.
Business Risk Analysis PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Business Risk Analysis Powerpoint Presentation Slides. We bring to you to the point topic specific slides with apt research and understanding. Putting forth our PPT deck comprises of twenty four slides. Our tailor made Business Risk Analysis Powerpoint Presentation Slides editable deck assists planners to segment and expound the topic with brevity. The advantageous slides on Business Risk Analysis Powerpoint Presentation Slides is braced with multiple charts and graphs, overviews, analysis templates agenda slides etc. to help boost important aspects of your presentation. Highlight all sorts of related usable templates for important considerations. Our deck finds applicability amongst all kinds of professionals, managers, individuals, temporary permanent teams involved in any company organization from any field.
Up to 5% of an organization’s assets disappear each year due to fraudulent activity. Using retail loss prevention as a case study, this presentation leads you through a discussion about the best practices protecting an organization’s assets.
Presentation by: Jamie Burr, Application Manager, Resolver Inc.
The document provides tips for selling safety programs in difficult economic times. It outlines barriers to selling safety when budgets are tight, including it being seen as non-essential spending. It recommends demonstrating safety's value by integrating it into operations, obtaining buy-in from operations leadership, showing real costs of injuries, and avoiding complex initiatives in favor of practical solutions with quick returns. The keys are speaking the operations language, tying safety to their goals and measures, and expressing safety spending in terms of potential lost profits rather than costs.
Spreadsheets vs Software for SOX ComplianceResolver Inc.
Spreadsheets are like an old friend—always there when you need them. They’re familiar. Comfortable. But if you’re still using them for SOX you might soon find out that spreadsheets can be something else: dangerous. Learn what can make spreadsheets problematic—and why software is often a better option.
Incident & injury free electric power presentation 3 19-11NAES Corporation
The document discusses creating an incident and injury free work environment. It notes that the company's total recordable incident rate (TRIR) and experience modification factor (EMR/EMF) had risen in previous years and employees were getting hurt frequently. Customers were turning down bids due to the poor safety record. The company implemented a process to develop an understanding that mindset was the problem and nurture an incident and injury free process. This included clarifying expectations to management, developing critical success factors, and implementing three levels of training. As a result, TRIR decreased from 10 in 2003 to 1.75 currently and employee morale is high as they take care of safety without coercion.
How to turn an incident into an opportunity for your business through effect...PECB
The document discusses effective incident management. It emphasizes the importance of advance planning, clear roles and responsibilities, and cross-functional coordination during incidents. It also highlights characteristics of strong incident leaders, such as situational awareness, strategic and tactical skills, and the ability to lead across organizations. The document provides examples of incident management frameworks and lessons learned from past crises.
Safety International Masonry Presentation 110311pammca
Michael Sicking of Safety International, Inc. presentation to MCA / OSHA Partnership on November 3, 2011 regarding the true cost of accidents on the jobsite and management's commitment to communicating their safety programs.
The document discusses strategies for flexible staffing in a post-recession economy. It suggests companies maintain a core staff of 55-65% with 30-40% as long-term flexible staff and 10-20% as short-term staff. This flexible staffing model allows companies to reduce fixed costs and layoffs while meeting fluctuating workforce needs in an uncertain economic environment. It also outlines the benefits of using an employment agency that specializes in flexible staffing solutions.
The Journey Towards Incident & Injury Free - One Contractor's ExperienceNAES Corporation
The company was experiencing high incident and injury rates, with their total recordable incident rate at 10-12 compared to the national average of 4.5. This was negatively impacting their workers' compensation costs and ability to win bids. To address this, they implemented an incident and injury free process with a focus on changing mindsets. Key steps included developing buy-in from leadership and employees, conducting a perception survey, and implementing training seminars. This led to positive impacts like reducing their total recordable incident rate to 1.75 year-to-date and improving employee morale and customer confidence in their safety performance. Their commitment is to continue conveying the importance of injury prevention to all levels of the organization.
Risk is a factor in all businesses and needs to be properly assessed and managed. An enterprise risk management (ERM) program can help identify potential risks, assess their impact, and help manage known and unknown risks. To implement an effective ERM program, a company should: 1) Ask employees to identify risks, 2) Determine the company's risk management maturity, 3) Set short- and long-term objectives, 4) Perform risk assessments to identify internal and external risks and opportunities, 5) Determine risk responses like avoiding, accepting, reducing or sharing risks, 6) Design control activities to ensure risk responses are carried out, 7) Communicate risk information to employees, and 8) Continuously monitor the business environment and risk
24/7 safety building an incident injury free safety culture Clinton Gray, MBA
Worker safety is often touted as a company’s priority. Clinton “Safety Man” Gray will discuss the importance of defining and implementing a safety specific business model to lead your organization towards an incident-free safety culture.
Significant variation by function: Finance executives most concerned with com...Genpact Ltd
Significant variation by function: Finance executives most concerned with compliance, risk and cost. Know more here: http://go.genpact.com/CFO-research-Advanced-Operating-Models.html
Professor Lord Eatwell is the chief economic advisor at the Chartered Management Institute. His annual economic outlook report provides a must see snapshot of the economic environment. Here he presents his report and its findings to the 2010 CMI National Conference.
This document discusses assessments in Resolver software. It provides guiding principles for assessments, including collaborative sharing of data and templates, staying up to date with new information, focusing on important data, leveraging related data, enabling cross-organizational analysis, and preparing for the future with predictive analytics. Examples of assessments in different organizations, locations, and time periods are also shown.
This document provides tips for selling safety programs to operations during tough economic times. It recommends getting operations buy-in by speaking their language and demonstrating how safety supports operational goals. It also suggests running safety like a business by developing a zero-sum budget, calculating return on investment for initiatives, and looking for low-cost options or grants. Additionally, the document advises integrating safety into operational activities such as inspections, investigations, and reviews in order to demonstrate value and urgency while avoiding complex initiatives.
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.
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
Safety Productivity Multiplier_ How to Turn Workplace Safety into a Competiti...Sue Antonoplos
Safety is a hidden competitive opportunity that directly impacts operational and financial performance. When implemented strategically through a focus on behaviors rather than just tasks, safety initiatives can drive cost reductions, improve culture, and boost employee productivity and morale. Data from manufacturers and retailers shows that for every $1 spent on injuries, $3 is spent indirectly. Progressive companies make safety an "operational pivot" that touches all human behaviors and roles. Using systems control charting to measure the impact of safety programs indicates whether changes are sustainable or just temporary. A 100 basis point change in injury frequency can equate to a $15 million impact on EBITDA or sales. Workplace safety therefore generates a multiplier effect on economic growth and performance.
1) Achieving zero incidents is possible through developing a strong safety culture where safety is the top priority and responsibility of all employees and managers. This requires clear communication from top management about the need for culture change.
2) A safety culture focuses on eliminating the root causes of incidents rather than just reactions. It views safety as an integral part of business operations and empowers employees to take responsibility for safety.
3) Key elements of an effective safety culture include management commitment, well-defined safety policies and goals, employee training, hazard analysis, and recognizing employees for safe behaviors. With the right systems and commitment from all levels, any organization can achieve an incident-free work environment.
Safety - The Business With-in Your BusinessTyler Shannon
1) Investing in employee safety should be viewed as investing in your business, as it can significantly impact profits if not given adequate attention and resources. Prioritizing safety leads to long-term financial gains and a strong reputation.
2) While safety costs money, the costs of not investing in safety are much greater. A single major injury can lead to six-figure workers' compensation costs and damage a company's reputation.
3) Approaching safety as its own business within a company means assessing safety regularly, investing in continuous improvements, and rewarding progress to create a strong safety culture with engaged employees. This strengthens the entire business.
This document discusses the concepts and principles of Continuous Safety Improvement (CSI) and how they relate to Total Quality Management. It provides an overview of two workshop goals: 1) becoming familiar with the origins and contributions of the Total Quality Management movement and W. Edwards Deming, and 2) applying Deming's 14 Points to workplace safety. Several of Deming's 14 Points are then examined in more detail and how they can guide a proactive, systems-based approach to safety management focusing on continuous improvement.
White paper pragmatic safety solutionsCraig Tappel
The document discusses pragmatic safety solutions for organizations without dedicated safety professionals. It provides an overview of key areas small to mid-sized firms should focus on, including employee health and safety, fleet safety, fire protection, and environmental exposures. It recommends conducting a gap assessment to identify priority areas and create a plan to address them. The document also gives examples of important components of an effective employee health and safety program, such as leadership commitment, policies, training, and accountability metrics.
A whitepaper by Kevin Schmidt on calculating ROI for physical security services. Read this to help your department present accurately on the ROI for the investment, vs being seen simply as a cost center.
RSA Conference 09 - Building Security Models to Support Business Decisions 09...Allgress, Inc.
The document discusses building security models to help make business decisions. It outlines an agenda to obtain security and business metrics, establish a security framework, prove security return on investment, and develop a forward-looking security strategy and models. The presentation aims to help executives understand how security resources are used, why more funding is needed, and how security benefits the company.
The document discusses best practices for PEO (professional employer organization) risk control related to workers' compensation. It notes that on-the-job injuries cost the US economy $127 billion annually. PEOs can help small businesses by leveraging workers' compensation relationships and providing safety resources. NAPEO recommends PEOs include specific safety requirements in client agreements, assist clients with safety manuals, conduct site inspections, and monitor claims experience. Top safety practices include senior management support for safety and training new employees, while bottom practices are individual incentives and posters. PEOs should understand clients' daily safety efforts and measure/motivate safety performance. Creating a positive program involves management accountability, training, and action plans tailored to specific
Online Course For Hazard Identification Assessment and Control BIS Safety
This slide shows what we are offering in our this hazard identification & control course, how long it is and what are the benefits of this course.
The very important and effective course for hazard identification, assessment, and control. Every day workers are work in the risk always and faces different workplace hazards that can result in injury or illness. The course has 5 parts including, belief, hazards, legislation & regulations, identifying hazards, hazards assessment and control
Our business provide safety services that will help companies with their safety culture.
Hazardous Recognition
Control of Hazards
Good Work Practice
Training
This presentation was first delivered by noted safety expert Phil La Duke (www.safety-impact.com) at the Michigan Safety Conference in Grand Rapids (April 2009) and updated version is scheduled to be presented at the National Safety Council's National Conference in Expo in Orlando, (October 2009) For more information on this topic contact Phil La Duke (Pladuke@oe.com) or visit www.safety-impact.com
This document provides an introduction to continuous safety improvement (CSI) concepts. It discusses how total quality management (TQM) and continuous quality improvement (CQI) principles can be applied to occupational safety and health. The workshop goals are to familiarize participants with W. Edwards Deming's contributions to quality management, and to apply his 14 Points to workplace safety. Deming's 14 Points are then discussed in detail and related to concepts of proactive safety management versus traditional reactive approaches. The document emphasizes that achieving continuous safety improvement requires changing systems and processes, rather than focusing solely on numerical goals or results.
This document provides guidance to security managers on modernizing security programs and demonstrating value to business partners. It suggests that traditional security programs are often tactical rather than strategic and fail to gain needed support. The document advocates presenting security priorities in a business context by explaining how security activities make money, keep money, and save money. It stresses communicating strategies rather than just responding to incidents. Additionally, it provides templates for security managers to develop business plans and strategic plans that align security with business objectives and demonstrate return on investment. The overall message is that security programs must speak the language of business and show how they strategically manage risks.
Safety Inspections and Sample Safety Inspection.Health and safety training D...Salman Jailani
Safety Inspections and Sample Safety Inspection.Health and safety training Definition of risk WHAT ARE PERMITS-TO-WORK
Mechanical Engineering
00923006902338
“Good SHE Is Good for Business” How many times have we heard that phrase being used? And how many times have we been told that tmoney is not available, or before money is made available to show the return on investment (ROI) for SHE projects? We all know that in reality "production comes first” and without production we would have no employment. This does not mean that employers do not care about the welfare of their employees, but when finances are tight often becomes harder to justify SHE projects.
This presentation addresses some common issues facing the SHE Professional while attempting to integrate the SHE functions into the core business. This includes:
• Identifying and using core business drivers for leverage
• Establishing a vision and Strategy that is aligned with the business direction
• Selling and marketing this vision throughout the organization
• Providing leadership within the organization to create business opportunities
• Building real business metrics and communication strategies
• Measuring and communicating the results
This document discusses managing the total cost of risk and controlling price through effective risk management. It outlines identifying exposures through qualitative and quantitative analysis. Control measures are then implemented to mitigate exposures, such as loss control programs and fraud prevention. Risk is transferred through insurance or retained using self-insurance. Ongoing monitoring is needed as exposures change over time. The goal is to structure a risk management program that protects the organization, personnel, property, and net income by addressing all aspects of risk.
Similar to You Get What You Measure Tips For Establishing Safety Metrics (20)
The document discusses how businesses can hardwire safety into their operations to improve results. It argues that safety is the output of well-run business systems that focus on competency, process capability, leadership, hazard and risk management, and accountability. It provides examples of how establishing the right safety systems, training employees, ensuring safe and standardized work processes, engaging leadership on safety, and holding all levels accountable can help create a culture where safety is prioritized over production and injuries are avoided.
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.
The document discusses creating a safety infrastructure for retaining gains in sustainability. It defines a safety infrastructure as a framework for improving safety culture and consistently managing safety with a values-based approach. The document outlines six key safety values and discusses aligning various approaches like training, processes, and accountability with organizational vision and values. It also provides examples of project results for heavy truck manufacturing, aerospace, automotive and healthcare industries that saw reductions in injuries and financial returns.
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
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.
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)
The document discusses the six values of the world's safest organizations: 1) safety is owned by operations, not just compliance, 2) all injuries are preventable through systematic analysis and prevention, 3) prevention is more valuable than correction, 4) safety is a strategic business element that reduces costs, 5) safety is everybody's job as defined in roles and reviews, and 6) continuous improvement focuses on leading safety indicators to anticipate hazards. These values are instilled through modeling, linking to consequences, and safety assessments that emphasize decreasing severity.
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.
Creating strong safety cultures in offshore operations faces unique challenges. Offshore subcultures can develop their own norms and values that differ from the parent organization. To foster safety, organizations should build on the positive aspects of offshore cultures rather than try to change them. Safety professionals should avoid shocking offshore cultures with abrupt changes and instead introduce gradual, flexible changes that incorporate input from offshore leadership and hybridize cultures rather than replace them.
Dr. W. Edward Deming developed 14 points for continual improvement that can be applied to worker safety. The points focus on constancy of purpose for safety, eliminating fear in the workplace, and ensuring management's commitment to safety improvement through education, training, and breaking down barriers between departments. Top management must clearly define their permanent commitment to improving safety and take action to implement Deming's principles.
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26. Thank You! This presentation is available at www.safety-impact.com.
Editor's Notes
This presentation was first presented by Phil La Duke, on Tuesday, October 27, 2009 from 1:30PM - 3:00PM. This presentation is an update of Selling Safety In Tough Economic Times which had previously been presented at the Michigan Safety Council in April of 2009.
Do: Welcome the participants. Identify the emergency exits and procedures. Make any announcements that are required of the conference. Say: In this presentation, I will be sharing ways to get Operations buy-in for safety. I’m using the term “sell” in a very broad sense----when I say “sell safety” I am not just talking to purveyors of safety goods and services, but also to those of you who are internal providers of safety. Unless we know how to convince Operations that safety is more than a nuisance or a necessary evil we will never truly be successful in creating a corporate culture where safety is hardwired into how the organization operates. Do: Once you have explained what the session is about, allow people who might have expected something else to excuse themselves and leave. Introduce yourself and establish your credibility for speaking on this topic
Say:
Say: Getting Operations buy-in for your proposals requires more than getting them to agree that what you are planning is worthwhile. To be completely successful, you must also get Operations to champion your plan in the often brutal fights for funds in the budget process. There are some simple steps you can take to maximize the odds that Operations will champion your ideas: Speak the language of your business. Every company has a rich lexicon of terms and jargon that is unintelligible to outsiders, but there is more to speaking the language of your business than spouting jargon, and nodding knowingly at meetings. To truly speak the language of your business, you have to completely understand the driving force behind their basic decision making processes. Once you understand Operations hot buttons, you can better position your initiatives as “mission critical” and thus immune from budget cuts. Use Safety to support the goals of Operations. Most Operations departments live and die by the progress (or lack thereof) toward their goals. In most organizations, the compensation for Operations’ leadership is deeply impacted by their performance against goals. A smart safety professional can use this dynamic to get Operations’ buy-in for Safety. For example, if Operations has a goal of increasing operating efficiency by 10%, the safety professional should always express safety numbers in terms of lost productivity. Provide information―not data―to Operations . In virtually every speech I make, I recommend that Safety professionals provide information to Operations instead of the data that they typically present. Operations expects the various business functions to come to the party with suggestions based on three elements: 1) the data, 2) analysis of the data (what does the data mean?) and 3) options for acting on the findings of the analysis. Far too often, Safety professionals try to hide behind rates and trends or are irritatingly reluctant to put forth even the most rudimentary suggestions or countermeasures. Don’t use scare tactics. Too many Safety professionals try to scare Operations into supporting an initiative. They use the threat of fines—or worse―to try to bully Operations’ leadership into adopting a suggested course of action. The problem with this approach is that Operations often pushes back and may work harder to reduce their own liability at the expense of the project. Operations’ personnel who are bullied into action are often more concerned about CYA than making the project successful. Advertise the real cost of injuries. Injuries cost a LOT of money; I’ve never heard an Operations executive say, “I’d love to hurt more workers, but I JUST can’t afford it.” Beyond the cost of treating an injury, there are wages paid to workers who are out on medical leave, lost productivity during the response to the injury, wages paid to people conducting incident investigations, and more. You don’t need to include the indirect costs of injuries to get a very large number, very rapidly.
Say: If you want Operations to see your function as a credible and important part of how it does business, you need to run Safety like it is an autonomous enterprise within the larger business. To do this: Use zero-sum budgeting to develop a budget. Even if your company isn’t using zero-sum budgeting to develop budgets, you should. Building a zero-sum budget is easy: you start with nothing and load the projects that you intend to complete in a year and assign each a cost (including staffing, materials, external services, etc.). Using a zero-sum budget is very liberating because if the accountants tell you to cut your budget you simply ask them which projects they want to kill—there is no such thing as a budget reduction without a reduction in services. Calculate a realistic Return on Investment (ROI) for all your initiatives. ROI refers to the sum of real money that one makes less the amount of money one spent to realize that sum of money. Since many Safety initiatives are mandated by compliance with regulations, many believe that there can be no ROI. “What kind of ROI can you get from the purchase of PPE?,” they argue. While not all expenditures will see an ROI, Safety professionals should look very carefully before spending money on things that are unlikely to get an ROI―and, in most cases, get that ROI in less than a year. For many organizations, comparing the cost of NOT spending the money to the cost of spending the money is enough to create a compelling business case. Distinguish discretionary spending from non-discretionary spending. Much as we are loathe to admit it, a lot of what Safety spends its money on truly is discretionary. The problem is, Safety professionals have so much of their budgets sucked up by government-regulated expenditures that there is often very little money for anything else. When you prepare your budget, be sure to accurately delineate the “nice-to-have” versus the “need-to-have.” Look for—and present―other lower cost options. There are many ways to accomplish your goals, and while it may bruise your ego to have to present options that you don’t want to pursue, you must allow Operations the opportunity to flexibly look at other ways to accomplish your goals. A key to remember is that there is always a trade-off between cost, quality, and timing. If you seek to improve cost, you typically will see a deterioration in timing and/or quality of the solution. Apply for training or safety grants to offset the costs of regulatory training. Every day there are more and more funds available for worker training and safety improvements. When I was Director of Training, I typically was able to increase my budget by up to 50% by applying for and receiving government grants. One of the nicest things about grants is that they are typically awarded AFTER budgets are final, so you can divert money that you would have spent on regulatory training to fund strategic initiatives. Look for ways to improve your efficiency and lower costs. Your organization is far more likely to approve funding for your projects if they see that you are actively working to cut your costs. I have had my budgets spared the axe simply because I was widely known as a person who was always looking for the lowest cost solutions for achieving my goals. In several cases, my budget was increased while others in the organization were forced to cut their budgets by as much as 40%.
Say: Perhaps the most important thing you can do to improve your chances of getting Operations’ buy-in is to integrate what you do with what they do. To accomplish this, you must: Understand the Operations business model and ensure your business model supports it. Unless you understand how your company makes money, you will have a difficult time helping the company to ultimately meet their goals. Far too many safety professionals see themselves as somehow removed from the business end of the organization. As long as your business model is out of sync with that of the rest of your organization, you will always have a conflict between your ideologies and those of the company. Train Supervisors to conduct regular safety inspections. First-line supervision is uniquely suited to make the workplace safer—they are close enough to the work being produced to spot dangers and have the authority to get hazards corrected. When hazards are identified and corrected at this level of the organization―instead of by Safety—the workplace gets safer at a much more rapid rate. Expand Safety in QOS Reviews/Scorecarding to include trailing and leading indicators. Instead of having two charts on the QOS board or scorecard, you should expand the discussion of Safety to include not only trailing indicators (what happened) with leading indicators (what the evidence tells us is likely to happen). Watch closely as the Quality, Delivery, and Cost sections are discussed and emulate those discussions. Remember, don’t just present the data, provide your interpretation of that data as well.
Say: Everyone knows the value of Safety―or do they? When I talk about the value of Safety, I talk about cost savings, reduction in downtime, loss of productivity, and cost avoidance. I don’t talk about risk abatement, morale boost, turnover, negative PR, or other costs that we know are impacted by injuries, but we all know that these costs are real, albeit difficult to quantify. Calculate the real costs of your injuries. I am surprised and alarmed at how many organizations have no idea what injuries are costing them in real dollars and cents. A good incident investigation can include things like the cost of the injury BEFORE even knowing the cost to treat the injury. It gets to the point where it sounds like a VISA commercial, but it can be done by asking: How much time was lost because of this accident? How long did work stop because of this injury? How much production was lost as a result How much time was spent investigating the injury? How much time was spent cleaning up the injury? How much time was spent implementing a corrective action? Use hard numbers and avoid the soft/fuzzy costs. The cost of morale, public relations, etc.—while a real cost―is impossible to cleanly calculate, and using them may make it seem like you are padding your numbers and you will lose credibility. Tie Safety to other Operations’ measurables. It’s important to link Safety to other Operations’ measurables. I mentioned downtime a moment ago—provide the St Thomas example.)
Say: When times get tough, every expenditure comes under closer scrutiny as executives ask, “Can this wait?”. Before you take this response as a “no:” Calculate your risk of injuries. The sad fact is that the past is not a good indicator of future performance. Use linear progression analysis to identify a five-year injury trend to identify the likely risk. Calculate the cost of those injuries. The OSHA Web site has an excellent cost calculator called “The Safety & Health Management eTool” (at: http://www.osha.gov/SLTC/etools/safetyhealth/mod1_estimating_costs.html ). And, while it’s not perfect, it’s generally credible enough to make your point to Operations. Express that projected cost in terms of profits lost or additional production necessary to replace the money spent on injuries. If you make trucks, talk about how many trucks you have to build to replace what is likely to be wasted. If you produce energy, talk about how many more kilowatts of power you have to replace the lost money. In other words, express the amount of money likely to be spent on injuries in terms of additional profits, goods and services, or additional revenue. The OSHA cost calculator is a good source for calculating those costs too. Avoid “blood on the floor” tactics. There is an old sales tactic that old-time insurance salespeople refer to as the “blood on the floor” technique. In this tactic, the salesperson gets the prospect so worried about a catastrophic outcome that they buy in a panic. Sadly, Safety professionals have relied on this technique for years—trying to use threats of lawsuits, and even criminal prosecution, to pressure Operations into doing something. Usually this doesn’t work; and, in fact, it makes the Safety professional seem like Chicken Little. Instead of trying to scare Operations into doing the right thing, you must talk dollars and cents. Don’t lay a guilt trip on Operations. When we tell Operations that safety is the right thing to do, by inference we are insulting them by saying that they don’t care enough to do everything possible to protect their workers. What tends to happen is you get aggressive pushback from Operations who don’t like you implying that they don’t care about people.
Say: One of the quickest ways to turn off Operations is to advocate a organizational change that requires too much work or that does not intuitively make sense to them. So: KISS. KISS is an old sales mnemonic that stands for Keep It Simple … Safety Professionals. (I don’t really think anyone here is stupid.) The essence of sales is understanding your customer, your product or service, and the need―and communicating these things to a prospect in clear and concise terms. Recognize that lasting cultural change can come out of economic stress. A colleague once told me that lasting change only happens when “the pain of not changing exceeds the pain of changing.” Economic upheaval provides that kind of motivating pain. Make “simple, practical, fast” your mantra. There’s no surer way to shut down change than by making it so great, so sweeping, so profound, so time consuming, and so expensive that no one in his or her right mind would ever support it. It’s better to focus on changes that are incremental, easy to implement, and relatively non-complex. Choose your battles. Often the organization may not be ready for sweeping change, so it’s important that you work for meaningful change that will produce real, tangible results. Implement organizational development that will produce an ROI within a year or less. Increasingly, executives are shying away from long-term investments in favor of faster returns. Remember, you are competing against other departments for resources, and many execs are reluctant to tie up precious resources for longer than a year. Avoid rigid, complex, or otherwise confusing Safety initiatives. It seems like at every conference there is another company selling yet another complex, highly prescriptive, or just plan confusing new way to do our jobs. Stick to proven methods with key results. If you propose something that is too difficult for Operations to visualize, or that is too different from the way they do business, they will reject it. Unfortunately, many Safety professionals adopt a take it or leave it approach to their proposals and Operations chooses to do nothing. By the way, Operations seldom tells you, “No.” Instead, we hear “maybe next year” or “I don’t think the organization is ready” or “We’ve got too much change going on right now; we can’t focus on anything else.”
Say: If we are going to be successful selling safety in hard economic times, then it’s important that we don’t cop out by blaming the economy for: The lack of Operations’ buy-in. Operations has specific goals that it must meet to be successful, and if you can show how you can directly support the realization of those goals, you will get Operations’ buy-in irrespective of the economy. Your lack of a viable Safety business model. You should use the economic hardship to reevaluate your business model and to integrate Safety into Operations’ business model. Operations lack of interest in cost avoidance instead of cost reductions. Safety initiatives that not only prevent costs but reduce costs are the only initiatives that are attractive to Operations, so—whatever you propose―you should be able to demonstrate a quick and attractive ROI.
What I would like you to do now is go back to your organization and take a look at your information.