Putting Performance in the Hands of Your People

Creating a Culture of Safety

Introducing

Monchello Curry, PMP

Learning Lead

Workforce Development and Training

Josh Draa, P.E. CMSE®

Senior Engineer and

Certified Machine Safety Expert

• Introduction to Safety Culture Case Study

• Illustrate Safety Culture Best Practices Hands-On Activity

• Define World Class Organizational Safety Culture

• Develop a Safety Program Prevention

Capability

Compliance

Hands-On Activity

Case Study

• Q&A

Agenda

Thank you. Introduction to Safety Culture

• The Good Mike, new COO at APM in

Irvington, NJ.

Sales grew $11.5 million to $100 million in 6 years.

Three locations Irvington Kentucky and Ohio.

Projected to be the 4th largest privately owned company.

Case Study: Auto Parts Manufacturing Corp (APM)

• The Bad 94% workforce was temporary

workers.

High incident rate - 5x greater.

One temp agency stopped providing workers due to questionable safety environment.

Good Safety manual NOT being followed.

Inadequate training (0 - 15 minutes of hands-on training)

High worker turnover

Case Study: Auto Parts Manufacturing Corp (APM)

……..Here comes OSHA

• Incomplete Recordkeeping APM represented 23 lost workday cases with 45 recordable injuries.

OSHA revealed, 211 lost workday cases with 290 recordable injuries.

2 year span showed 450 injuries including 9 amputations, 54 smashed injuries, 16 broken bones, 73 lacerations, 37 back injuries, and 56 flash burns.

• Deficient Training APM supervisors trained temp staff 0 (zero) to 15 minutes hands-on.

OSHA recommends 8 hours to 2 weeks of training for the metal-working industry.

Case Study: Auto Parts Manufacturing Corp (APM)

• The Ugly

Machine guarding

Guarding of rotating parts and nip points

Fall protection

Poor machine operator training

Machinery anchoring

Equipment inspection records

Egress for machine operators

Unlabeled containers

Outdated Safety Data Sheets (SDS) and lack of hazcomm

Lack of appropriate PPE

Case Study: Auto Parts Manufacturing Corp (APM)

• The Key Learning: “Success” is not just dollars and cents. Poor safety affects your reputation and it is costly! Despite lower wage costs, a hazardous environment

is not sustainable in the long-term. Providing a safe work place is a key to meeting

strategic business goals. A written safety program is not enough! A written program is only one component of a safety

excellence model. Excellence in safety also requires management commitment, employee involvement, and safety site leadership.

Case Study: Auto Parts Manufacturing Corp (APM)

Safety Culture Best Practices

Safety Culture is the

foundation of safe plant operation!

Safety culture is a measurement of company and worker behavior that is transparent, accountable and seeking to continually improve safety.

Safety Culture Defined

Polytron, Inc. 2014

• Employers are advised and encouraged to institute and maintain in their establishments a program that provides adequate systematic policies, procedures, and practices to protect their employees from, and allow them to recognize, job-related safety and health hazards.

• An effective program includes provisions for the systematic identification, evaluation, and prevention or control of general workplace hazards, specific job hazards, and potential hazards that may arise from foreseeable conditions.

OSHA’s Definition

1926 Subpart C, Safety and Health Program Management Guidelines

The extent to which the program is described in

writing is less important than how effective it is in

practice.

• Management Commitment and Employee Involvement

• Worksite Analysis

• Hazard Prevention and Control

• Safety and Health Training (employee/supervisory)

OSHA’s Elements of Safety Program

World Class Safety Culture

Policies

Goals

Hazard

Control

Passive

Engagement

Proactive

Engagement Best

Practices Integrated

Engagement

Audits

Scorecards

Safety Program

Vision / Mission

Principles

Safety Committee

Polytron, Inc. 2014

OSHA Safety Program vs World Class Safety Program

Management Commitment and Employee Involvement

Worksite Analysis

Hazard Prevention and Control

Safety and Health

Training

• Vision / Mission

• Principles

• Safety Committee

• Safety Program

Engagement

Rules

Compliance • Rules,

Regulations,

Audits,

Scorecards

• Safety Program

Engagement

Rules

Prevention • Policies, Goals,

Hazard Control

• Safety Program

Engagement

Rules

Capability • Passive, Pro-

Active, and

Integrated

Engagement

World Class Safety Program Components

• Vision/Mission • Principles • Safety Committee • Safety Program – Engagement Rules Prevention

• Policies, Goals, Hazard Control

Capability • Passive & Pro-Active Training • Integrated Safety Activities &

Award System

Compliance • Rules, Regulations, Scorecards

World Class Safety Culture

Vision / Mission

Principles

Safety Committee

Safety Program

Polytron, Inc. 2014

Safety Culture Starts With Vision/Mission

We are committed to providing

a safe and healthy workplace

for our employees …

We will provide the leadership

necessary to create a culture

in which all employees accept

personal responsibility for

workplace safety & health.

We have the right to work in

a safe environment.

Our vision is to have every

colleague, contractor and visitor

return home safely at the end of

each day.

You get the level of safety performance

and excellence that you, as a leader,

personally demonstrate you want.

Guiding Safety Principles

Safety Culture continues by establishing principles to guide leadership, employee, and

contractor behavior.

• Work is never so urgent that we cannot take time to do it safely.

• Everyone is obligated to raise concerns about hazards.

• All supervisory levels are accountable for safety performance.

• You must demonstrate alignment to the safety mission in both words and actions.

• Safety must be a performance measurement for all employees.

Guiding Safety Principles

• Primary purpose – to promote safety awareness and reduce probable injury/loss.

• General functions include: Support Safety Vision/Mission and Principles

Develop safety policies and program

Identify workplace hazards

Enforce safety rules

Monitor safety program

Reduce frequency of injuries

Safety Committee

Develop a Safety Program

World Class Safety provides a model to establish, understand, measure, and improve safety standards.

Safety Program Icons and Mottos

Everyone goes home safe,

every day, everywhere.

Four pillars:

• Culture

• Prevention

• Compliance

• Capability

CARES Coaching

Associates to

Reinforce Excellence and

Safety

Primary structure for defining and supporting Culture Safety: • Prevention – includes policies, goals, controlling hazards.

• Capability – includes passive, proactive & integrated employee engagement

• Compliance – includes best practices, audits, scorecards

Safety Program Structure for Success

Prevention Component

Prevention is the stabilizing structure of a Safety Plan. It prepares the environment by:

• Providing policies and procedures to follow.

• Establishing goals to benchmark against.

• Implementing hazard control through guarding, technology and assessments.

Prevention Component

• Establish health & safety policies.

• Develop specific rules based on the policy.

• Provide a procedure to accomplish the rule requirements.

Policies & Procedures

Safety Rules • All injuries must be reported as

soon as possible. • PPE must be work as

prescribed by management. • All guards must be kept in

place • All OSHA Safety Standards

concerning LOTO of energized equipment will be followed.

Benchmark Safety Goal

Establish smart goals to benchmark your status and target success. Each goal may requires a different approach.

• 40% - Basic Safety 101 Training

• 20% - Procedure Changes

• 10% - Habits & Technology

10 -70% Fewer Incidents by 2017

ASSE Symposium “Achieving World-Class Safety”

OSHA Top 10 Violations for 2015

Standard Total Violations

1 Fall Protection (1926.501) 6,721

2 Hazard Communication (1910.1200) 5,192

3 Scaffolding (1926.451) 4,295

4 Respiratory Protection (1910.134) 3,305

5 Lockout/Tagout (1910.147) 3,002

6 Powered Industrial Trucks (1910.178) 2,760

7 Ladders (1926.1053) 2,489

8 Electrical-Wiring Methods (1910.305) 2,404

9 Machine Guarding (1910.212) 2,295

10 Electrical-General Req. (1910.303) 1,973

(Data as of Sept. 8, 2015)

Implementing Hazard Control

• Apply safeguards in the environment appropriate to the policies and needs: Protective gear for employees and contractors.

Signage to specify requirements.

Technology to reduce Operator error.

Capability Component

Capability is the skill component of a Safety Plan. It prepares employees by:

• Adding passive engagement awareness to the environment.

• Establishing proactive engagement through orientation, formal training and coaching.

• Encouraging integrated engagement that is skill driven and incorporates employee awards.

Capability

Reflective:

• Requiring no employee action.

• Building basic awareness. Examples: • Safety awareness posters • Equipment labels • Hardhat stickers • Visitor welcome videos

Passive Engagement

Planned:

• Encourages employee actions.

• Improves essential awareness.

Examples:

• New employee orientation

• Required training PPE, GMP, LOTO, Area and Equipment

• Hands-on Mentoring Shift meetings

Safety checklist, peer-accountability

Proactive Engagement

Formal Training

Formal training transfers and validates knowledge of policies, rules, procedures.

• Include safety in agenda

• Provide class discussion

• Include hands-on validation of ability

Hands-on:

• Requires employee action.

• Rewards awareness and compliance.

Example:

• Machine Safety Checklist

• Job Hazard Checklist

• Safety Observation Cards

• Award programs

Integrated Engagement

• Machine Safety Checklist

• Heat Map

• Job Hazard Checklist

Safety Tools for Integrated Engagement

Machine Safety Checklist

• Discovery document to prompt action

• Identifies further research needed

• Helps prioritize machines for full risk assessment

• Completed by anyone capable of identifying unsafe conditions.

• Not a risk assessment or certification

Checklist At A Glance

Assessing outcomes (items 5 through 15)

• Collect results from all machines checked.

• “No” answers – Take action to bring into compliance.

• “Don’t Know” answers – Take action to gather needed data, then re-evaluate.

• “Yes” answers – confirm documentation and continue with regular inspections.

Facility Machine Safety “Heat Map”

Checklist Item Filler

Accum Conveyor Labeler Case Packer Shrink Wrapper Palletizer

5 Y DK DK Y DK DK

6 Y DK Y Y N Y

7 Y Y Y Y Y N

8 Y N Y N N N

9 DK N Y Y DK DK

10 Y Y Y Y N Y

11 Y Y Y DK Y N

12 Y Y Y DK Y DK

13 Y Y Y Y Y Y

14 Y DK Y Y Y Y

15 Y N Y Y Y Y

41

Job Hazards

Job Hazard Checklist

42

• Safety Communication / Documentation / Training

• General Area Safety and PPE

• Chemical and Fire Hazards

• Hand and Portable Power Tools

• Material Handling

• Electrical Safety

• Construction-Related Hazards

• Promote safety through awareness

• Provide areas to improve training and communication

• Provide process for regular inspection of equipment and work areas

• Opportunity to decrease injuries and near misses

Job Hazard Checklist Best Practices

43

Capability is the skill component of a Safety Plan. It prepares employees by:

• Adding passive engagement awareness to the environment.

• Establishing proactive engagement through orientation, formal training and coaching.

• Encouraging integrated engagement that is skill driven and incorporates employee awards.

Capability

Compliance Component

Compliance is the discipline element of a Safety Plan. It measures success by:

• Establishing best practices to follow.

• Implementing hazard prevention through audits.

• Providing opportunities for success

through scorecards.

Compliance

A best practice is a method or technique that consistently shows superior results and is used as a benchmark.

• Procedures Continuous procedure validation & update

PPE stations replenished every shift

• Coaching Formal methodology in place

Peer accountability

• Discipline & Awards Violation policy

Consistent observations

Best Practices

• Scheduled internal audits Job Hazard Analysis

Job Safety Analysis

Audits

www.otcbi.com

• Monthly tracking method to measure against goal By employee, dept, incident

Scorecards

www.docstoccdn.com

Primary structure for defining and supporting Culture Safety: • Prevention – includes policies, goals, controlling hazards.

• Capability – includes passive, proactive & integrated employee engagement

• Compliance – includes best practices, audits, scorecards

Safety Program Structure for Success

Case Study: Culture of Safety

Problem – In 2009 company employees were injured because of …

a lack of knowledge of Photoeye & LOTO locations.

40% were not wearing ear protection properly.

Goal – Reduce fatality and incidents by 50% by 2010 , including the following objectives:

Improve the Safety Culture

Comply with all applicable laws and regulations

Case Study: Culture of Safety

Implemented Solutions

Training for all

ICP (train-the-trainer)

Safety Activities

Safety Topic

Awards

RESULT

In 60 days hearing protection use improved for 90% compliance.

In one year overall injuries related to non-LOTO compliance was reduced by 60%.

• Introduction to Safety Culture Case Study

• Illustrate Safety Culture Best Practices Hands-On Activity

• Define World Class Organizational Safety Culture

• Develop a Safety Program Prevention

Capability

Compliance

Hands-On Activity

Case Study

• Q&A

Closing

Questions

54

Thank You!

3300 Breckinridge Blvd., Suite 100 Duluth, GA 30096

855.794.7659

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