A transformative force in EHS · 2017-06-01 · CONTACT INFORMATION Campbell Institute national safety council call (630) 775-2063 web thecampbellinstitute.org email [email protected]

CONTACT INFORMATION

Campbell Institutenational safety council

call (630) 775-2063

web thecampbellinstitute.org

email [email protected] 900001825 ©2012 national safety council

A transformative force in EHS

this leading-edge knowledge is brought to you by the campbell institute

®

© 2011 National Safety Council

2011 Executive Edge Workshop B:

Sustaining Change

Presented by:

Tracy Dillinger, NASA

Bill Horsford, Toyota North America

Mark Milliken, Southern Union

Moderated by:

Joe Stough, IHS


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This workshop, building on NASA’s lessons learned,

focuses on the pragmatic actions, tools and techniques

NASA utilized to ensure sustainable change.

Introduction


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Joe Stough IHS Moderator

Mike Henderek NSC Co-Facilitator

Jim Johnson NSC Co-Facilitator

Tracy Dillinger NASA Presenter

Bill Horsford Toyota Panelist

Mark Milliken Southern Panelist

Union

Workshop Leaders


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Item Time Description Responsible

1 5 min Session Opening & Introductions Joe Stough

2 30 min NASA Safety Culture Presentation

Safety culture model

Program elements

Implementation and sustainability

Tracy Dillinger

3 5 min Interactive Response System

Question #1: Safety Culture Model

Question #2: Assessing Safety Culture

Question #3: Influencing Safety Culture

Question #4: Sustaining Safety Culture

Facilitators

4 30 min Interactive Workshop Session

Culture model foundation (5 elements)

Workshop Participants &

Facilitators

5 5 min Wrap up and Preparation for panel discussion All

6 40 min Questions to panel Panelists:

Tracy Dillinger

Bill Horsford

Mark Milliken

7 5 min Closing Joe Stough

Workshop Agenda

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Presented by:

Tracy Dillinger, PsyD

Office of Safety and Mission Assurance

NASA HQ

NASA’s Safety Culture Program


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• Relevant History Comments

• Safety Culture Program

• Safety Culture Working Group

• Safety Culture Vision

• Safety Culture Model

• Safety Culture Survey

• Survey Results

• Next Steps

• Summary

Agenda


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• Engineering, science and exploration focused organization

– Evolved into an “acquisition” focused organization as well

• Engaged in organizational “looks” throughout it’s history

– Formal and informal, Internal and external

• Enjoyed great successes….and 3 catastrophic failures

• Challenged by oversight groups after Columbia mishap to

implement a safety culture assessment tool

• Several decentralized efforts occurred between 2004-2008

• HQ Office of Safety and Mission Assurance created a manager

position to address safety culture in July 2008.

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NASA’s Safety Culture History


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– A Comprehensive Program

• Survey Does NOT = Safety

Culture Change

– Safety Culture Working Group

(SCWG)

• POCS from each of the 10

Centers

– SCP Charter

• Defines purpose, goals,

procedures, products, and

SCWG membership

– Includes Safety Culture

Assessments

• Need for Agency-wide Safety

Culture Survey (SCS)

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NASA Safety Culture Program [SCP]


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An environment characterized

by safe attitudes and behaviors,

modeled by leaders,

and embraced by all,

that fosters an atmosphere of open

communication, mutual trust,

shared safety values and lessons,

and confidence that we will balance

challenges and risks consistent with

our core value of safety to

successfully accomplish our mission

NASA Safety Culture Vision [SCWG]


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• We communicate without fear (Reporting Culture)

• We treat each other fairly (Just Culture)

• We adapt to meet challenges (Flexible Culture)

• We learn from our successes and mistakes

(Learning Culture)

• We all do our part (Engaged Culture)

• Important evolution of the model from ‘Informed to

Engaged’

• Consistently scored as most important factor of the

model

NASA 5-Factor Safety Culture Model


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Based on Reason’s model


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● Review of theories, surveys,

and options

• NASA 5-Factor Model

• 2-5 Center Specific

questions

• Quick

• Easy access

• Open ended feedback

• This is where the real

“meat” appears

9525 Respondents to date

NASA Safety Culture Survey [SCS]


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Web Based


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SCS Demographics


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Quick and easy to take


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A SCS Profile


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SCS Comparisons


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• Hi-value

• Unknown’s

• Trend analysis

• Can sort

– E.g. engineers

– E.g. very satisfied

• Center Directors get hard

copy of all comments

– Verbatim - sanitized if

needed

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The comments are where we learn the most


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SCS Comment Trend Analysis


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• 9 of 10 Centers benchmarked

– Favorable feedback from Center Directors

• Tool

• Process

– All working to “close the loop” and implement

recommendations

– The remaining Centers scheduled for 2011-2012

– Anticipate a 2-year cycle

• The survey is one part of the SCP

– Education for new hires and managers (2nd priority)

– Knowledge sharing (3rd priority)

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NASA SCS Status and Next Steps


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Questions?

• Tracy Dillinger, PsyD

• (202) 358-1680

• [email protected]

★9/19/2012

Thanks for Listening

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Audience Response Questions

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A set of questions introduced to workshop participants for individual reflection and

response. Broad themes are linked to previous presentation content:

[1] Culture Model

[2] Culture Assessment

[3] Culture Influence

[4] Sustaining Culture

Answers displayed in “real time” and data is used to prompt a “deeper” dialogue in

facilitated, smaller work group discussions.

Participants will identify and share best practices and/or challenges in local culture

initiatives.

General content will be shared with all workshop participants and specific questions

identified in the interactive session will be shared with (3) panelists for additional

review and comment.

Audience Response: Purpose

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Group Reports

and Panel Questions

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Group Reports & Panel Questions

Activity Overview - Participants assemble into smaller tables consisting of 6-8 members.

- Each table assigned an Audience Response System (ARS) question for

additional review and discussion.

- Identify table recorder and spokesperson.

- Facilitators will guide tables through interactive discussion including:

* Sharing individual experiences and organization practices

* Relating current challenges

* Developing questions for panel discussion and workshop

- Table spokesperson briefly summarizes table discussion and presents panel

member question.

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Bill Horsford

Toyota Motor Manufacturing North America, Inc.

Mark Milliken

Southern Union

Panel Member Presentations


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Continuous

Improvement

Respect

For People

Challenge

Kaizen

Genchi Genbutsu

Respect

Teamwork

“Safe work is the door to all work. Let us pass through this door.”

“Safety is management itself. It is everyone’s responsibility from

top management to individual workers, to place safety first.”

Eiiji Toyoda

History of Toyota Way in Safety


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Establish the relationship of

Mutual Trust & Respect

Company Employees Two-Way Communication

Mutual Trust

• Stability of employment

• Improve working

conditions

• Maximum cooperation

and effort

Both management & employees share the value

“Prosperity of the Company = Happiness of Employees”

Culture Built on Mutual Trust & Respect


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[A] Pilot Teams [B] Task Force [C] Safety Kaizen

[D] Safety KYT [E] Hazard ID [F] Culture/Promotion

NSC Green Cross

T/M Engagement and Participation [Examples]


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Panhandle Energy – Southern Union’s

Natural Gas Transmission Systems


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• Our Culture – promotes an open environment for discovering,

resolving and sharing safety challenges in a POSITIVE manner.

• Four essential ingredients for an effective safety culture

– Informed culture

• Collect and analyze “right kind” of safety data

– Reporting culture

• Employees are open to report safety challenges

– Learning culture

• Organization is able to learn and change from prior mistakes

– Just culture

• Employees realize they will be treated fairly

- Source: James Reason PhD

An Effective Safety Culture


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• Unwavering leadership that understands the importance

of “culture” and the value of loss prevention

• A process and application that promotes efficient

management of unwanted events

• Understanding of the risk reduction cycle and the

measurable “touch points” that are indicators of leadership

and culture

Critical Components


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Measuring the “right” kind of data

Informed Culture

Reporting Culture

Employees recognize and report events.

771 were reported in 2010.

Leadership Characteristic

Events are reviewed and progressed in a timely

manner, average days in draft = 5.

Learning Culture

Events are investigated (71%) and action items (1825) are

generated and completed on time (83%).

Just Culture

Employee participation and trust

in process has increased.

http://mycompany.sug.net/Applications/Application Documents/Risk Reduction Cycle.pdf


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• Basic

– Events reported

– % investigated

– Action items

generated

– % action items

closed on time

– Days in draft

• Advanced

– Event reporting rate

– Near miss reporting

rate

– Action items

generation rate

– % action items closed

on time

– Days in draft

– Days until AI

generated

Risk Reduction Cycle KPIs

Reporting

Culture

Action Item

Execution

Leadership &

Process


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• Senior Leadership

– Executive Steering Committee

• Leadership Understanding

– Leadership Training

• Employee Understanding

– Division / Field Leadership Training

• Application Support Resources and Training

– IT / BU support

• Collaboration and Patients – change is not easy!

Critical Success Factors

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Questions to the Panel


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Made Possible with the Generous Support of:

Robert

w.

Campbel

l

Robert

w.

Campbel

l

Government

Group