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Week 25Week25 COPYRIGHT © 2010 BOEING SHANGHAI AVIATION SERVICES CO., LTD. Benefits Standardize and deploy common processes and supporting infrastructure to ensure lean, effective and sustainable implementation of the safety processes across Boeing Shanghai. COPYRIGHT © 2010 BOEING SHANGHAI AVIATION SERVICES CO., LTD.
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COPYRIGHT © 2010 BOEING SHANGHAI AVIATION SERVICES CO., LTD.
Boeing Shanghai Boeing Shanghai EHS Process Integration Project Review EHS Process Integration Project Review
Week 25Week 25
COPYRIGHT © 2010 BOEING SHANGHAI AVIATION SERVICES CO., LTD.
Action Define -Workout the framework of EHS Process integration. Divide whole EHS project into some EHS elements (model).Measure -Prioritize the EHS/SMS elements by using risk metrics and Pareto to provide data necessary for analysis. Analyze - Analyze data to identify priorities and determine program gaps and requirement for each element of the framework. The gap analysis will provide us with the understanding of the resource requirement going forward.Improve - Identify element owners and needed resource. Establish a long term tier-1 implementation plan. Create element developed as example, implementation tool kit and standards for deliverables for each element owner. Control -Deliver the EHS org structure, RAAs and overall implementation plan on time. Service-ready.
Problem Statement1. Overlapping responsibilities between various functions (perception)
2. Lack of essential EHS skills. (Vital EHS function person is leaving.)
3. Many safety processes are not mature. (lack of some EHS elements and poor implementation)
4. Functional barriers.5. Weak employee knowledge, awareness & engagement.
6. Lack of clear EHS RAAs. (Current EHS work scope is not clear.)
7. Lack of prioritization process.
Project DescriptionIntegrate the EHS process and resources
with SMS requirements by 6 Sigma
MethodologyGoal Statement (CTQ) 1. Create a clear work scope and RAAs
of EHS (first edition);2. Identify the EHS resource
requirements, assign resource;3. Generate key EHS processes
concerning the function relations and create a new organization chart;
BenefitsStandardize and deploy common processes and supporting infrastructure to ensure lean, effective and sustainable implementation of the safety processes across Boeing Shanghai.
EHS Process Integration Project
COPYRIGHT © 2010 BOEING SHANGHAI AVIATION SERVICES CO., LTD.
Project CharterTeam MakeupProblem Statement
Goal StatementProject Plan
EHS FrameworkDivide whole EHS project into some EHS elements (Model)
Collect general EHS elements
Work out BSAS EHS elements
Prioritize the EHS/SMS elements by using risk metrics and Pareto diagram to provide data necessary for analysis.
Make general introduce for each member to ensure the basic understanding of each element
Vote for each element by every member to work out the element score
Make metric diagram
Make Pareto diagram
Completed the prioritization
Analyze data to identify priorities and determine program gaps and requirement for each element of the framework.
The gap analysis
will provide us with the understanding of the resource requirement going forward.
Identify element owners and needed resource.
Establish a long term tier-1 implementation plan.
Create element developed as example, implementation tool kit and standards for deliverables for each element owner.
Deliver the EHS org structure, RAAs and overall implementation plan on time.
Service-ready.
T1 T2 T4
control improve analyze measuredefine
T3
Project DMAIC Roadmap
T5May 25th ~ May 28th May 31st ~ June 1st
Blue front means those have been done.Red front means those need to be done.
June 2nd –June 11th
June 14th - June 18th
June 19th - June 25th
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High level +
– Low level
Boeing Shanghai EH&S-SMS Framework (preliminary)
Site Environment, Health and Safety
Policy CEO
E, H & S Expectations & Performance Appraisals &
Communication HR
Hazard Analysis (incl. JSA) and Regulatory
ComplianceEHS
Environment, Health and Safety
Specialist (key staffing)
HR
Program Evaluation
EHS
Contractor SafetySM&P
Environment, Health and
Safety TrainingTraining
Emergency Preparedness
and Fire Prevention
EHS
Hazardous Materials
Managementlogistic
ErgonomicsEHS
Blue front is the EHS element description. Red front is the owner of each element.
Accident reporting,
investigation and follow-up
EHS
Personal Protective Equipment
logistic
Health, Safety, Housekeeping
InspectionsFacility
High Risk Operations (incl. LOTO) Operation
E, H & S Management of
Change Facility
PIT (Power Industrial Truck)
SafetyOperation
Industrial Hygiene (Occupational Health) & Medical Services (first
aid, OHE, BBP, Disability Management, RTW)
EHS
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Element Prioritization Vote MatrixMike
ZhangElements Vote Score
Site Health and Safety Policy CEO
Health and Safety Specialist HR
H & S Expectations & Performance AppraisalsHR
Hazard Analysis and Regulatory Compliance EHS
Employee involvementHR
Program Evaluation EHSAccident reporting, investigation and follow-up EHSPersonal Protective Equipment EHS
Contractor Safety SM&P
Health and Safety Training TrainingHealth, Safety, Housekeeping Inspections FacilityEmergency Preparedness and Fire Prevention EHSJob Safety AnalysisProductionHigh Risk OperationsH & S Management of Change and Preventive Maintenance FacilityIndustrial Hygiene EHSHazardous Materials Management (including MOC) logisticErgonomics EHSPIT (Power Industrial Truck) SafetyProductionMedical Services (first aid, OHE, BBP, Disability Management, RTW) EHSLock out/Tag out (LOTO) Facility
Randy Jacqueline Rebecca Michael Sun Xianghua
Li Zhaoben Ji Yi Chen
Sheng
958
78476
351345
415
0104
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Element Prioritization Vote Pareto9
8 87 7
65 5 5 5
4 4 4 43 3
1 1 10 0
012345678910
Site
Hea
lth a
nd S
afet
y P
olic
y
Haz
ard
Ana
lysi
s an
d R
egul
ator
y C
ompl
ianc
e
Em
ploy
ee in
volv
emen
t
H &
S E
xpec
tatio
ns &
Per
form
ance
App
rais
als
Acc
iden
t rep
ortin
g, in
vest
igat
ion
and
follo
w-u
p
Per
sona
l Pro
tect
ive
Equ
ipm
ent
Hea
lth a
nd S
afet
y S
peci
alis
t
Hea
lth a
nd S
afet
y Tr
aini
ng
Hig
h R
isk
Ope
ratio
ns
Haz
ardo
us M
ater
ials
Man
agem
ent (
incl
udin
gM
OC
) Pro
gram
Eva
luat
ion
Job
Saf
ety
Ana
lysi
s
H &
S M
anag
emen
t of C
hang
e an
d P
reve
ntiv
eM
aint
enan
ce
Lock
out
/Tag
out
(LO
TO)
Con
tract
or S
afet
y
Em
erge
ncy
Pre
pare
dnes
s an
d Fi
re P
reve
ntio
n
Hea
lth, S
afet
y, H
ouse
keep
ing
Insp
ectio
ns
Indu
stria
l Hyg
iene
PIT
(Pow
er In
dust
rial T
ruck
) Saf
ety
Erg
onom
ics
Med
ical
Ser
vice
s (fi
rst a
id, O
HE
, BB
P,
Dis
abili
ty M
anag
emen
t, R
TW)
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Site Environment, Health and Safety Policy Gap analyze
Documentation Safety policy approved by the accountable executive 16% Accountable executive been assigned to be responsibility for ensuring that the safety management system is properly implemented and performing to requirements in all areas of the organization. 8% Completed the consolidated documentation that describes the EHS-SMS and the interrelationships between all its components.8%
Obstacle / EH
S issues
Requirement / ObjectiveExisting Policy & Procedure
CCAR145 Maintenance Management ManualEmployee EHS Handbook 4-003 Safety Management System4-005 Boeing Shanghai Safety Committee
start Completed
Completion Status
Establish logical procedure framework. Establish improved accessibility of all procedures for affected departments and their employees.Establish goals and show to employees.Create a map of all EHS-SMS elements showing their relationship to various documentation including policies, procedures, curricula, manuals and online resources. Publish this map on Boeing Shanghai website.
Further Action / Gap
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EHS Expectations & Performance AppraisalsEmployee Involvement & Communication
A process to develop and maintain a set of safety performance indicators and markers. 0%A policy to ensure that employees are free to report safety deficiencies, hazards or occurrences without being subject to unjust discipline. 8%The reactive reporting process is simple, accessible and commensurate with the size of the organization. 16%A process in place to monitor and analyze trends. 0%Has self-evaluation processes, such as regularly scheduled reviews, evaluations, surveys, operational audits, assessments, etc. 0%Generate corrective and preventive actions in response to risk analysis. 0%The accountable executive promotes safety policy. 16%A feedback process to notify contributors that their reports have been received and to share the results of the analysis. 16%Communication processes in place within the organization that permit the safety management system to function effectively. 16%Information is established and maintained in a suitable medium that provides direction in related documents. 16%A process for the dissemination of safety information throughout the organization and a means of monitoring the effectiveness of this process. 8%
Obstacle / EH
S issues
Requirement / Objective
Existing Policy & Procedure
3-307 Disciplinary Action Procedure3-303 Administration of Emloyee Corrective Action4-M13 Employee Concerns Report3-107 Employee-team recognition award program4-M05 Use of Warning Tags
The procedures owner should be required to regulatory review and keep the procedure available.Establish and document an appropriate change management process that includes impact evaluation and mitigation for significant changes to staffing, organization structure, production process changes or changes to facilities.
Further Action / Gap
start CompletedCompletion Status
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Accident reporting, investigation and follow-up
A process in place to monitor and analyze trends Corrective and preventive actions generated in response to event analysis A structured process for the assessment of risk associated with identified hazards, expressed in terms of severity, and probability of occurrence Establish criteria for evaluating risk and the acceptable level of risk the organization is willing to accept Organization risk management strategies that include corrective/ preventive action plans to prevent recurrence of reported occurrences and deficiencies Corrective and preventative actions generated in response to event investigation and risk analysis A process to monitor and analyze trends A process in place for analyzing changes to operations or key personnel for risks
Obstacle / EH
S issues
Requirement / ObjectiveExisting Policy & Procedure
4-002 Work Related Injury and Illness Reporting and Recordkeeping4-M12 Incident Reporting Process4-M13 Employee Concerns Report10-M04 Significant Defect/Failure/Event Report10-M10 Aviation Incident investigation procedures
start Completed
Completion Status
Establish risk analysis data and an analysis model/sms manual.Conduct the risk analysis graphs for monthly review during Quality/Safety meeting.Establish a schedule process for performing risk analyses that includes methods, data sources and action thresholds.Establish criteria for risk action threshold based on cost, morale, reputation, compliance and business impacts.Create connection between risk management process and MET. Establish metrics that provide visibility of the effectiveness of communication related to safety.
Further Action / Gap
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EHS Housekeeping InspectionsPreventive Maintenance
Contractor SafetyIndustrial HygieneE, H & S MOCErgonomicsPIT (Power Industrial Truck) SafetyH
igh
0-33
%M
oder
ate
34-6
7%Lo
w 6
8-10
0%
Hazard Analysis (incl. JSA) and Regulatory Compliance
Site Environment, Health and Safety Policy
EHS Specialist (key staffing)PPEEHS TrainingHigh Risk Operations (incl. LOTO)
Low 1-3 Moderate 4-6 High 7-9
Like
lihoo
d
Magnitude
2010 Program Element EHS Risk Matrix
Program EvaluationHazardous Materials Management (including MOC)Accident reportingEHS Expectations & Performance Appraisals & Involvement & Communication
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Resource Analysis-RAAs
Elements Key Staffing
A senior leader that takes responsibility for the overall success of a given process and ensures that adequate resources are available to implement and sustain the process, and take actions necessary to eliminate roadblocks to progress and process improvement/excellence.
ChampionThe leader that is primarily responsible for the
planning and deployment of resources necessary for the implementation of the
process. This person is not necessarily expert in the technical details of the process, but has
adequate knowledge to provide oversight of the implementation at a detailed enough level to
ensure compliance.
Process Owner
An individual that supports the process owner by developing detailed business/technical information related to a specific process, and has technical expertise on the topic. Technical content within
Procedures, Courseware, process Methods and audit criteria are generally provided by the subject matter expert. The SME would have a detailed understanding of the content of the procedures, manuals,
technical documentation or training materials. SMEs are often required to sign off on the documents or training developed, checking it for accuracy.
Subject Matter Expert (SME)
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Resource Analysis
Analyze the requirement and the gap of each element. Identify element owners and needed resource.Make resource proposal (element owner) for each element.
ChampionProcess OwnerSubject Matter Expert (SME)
resource analysis
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Organization proposal
Fire Inspection Fire
Prevention Emergency
Mgmt Hot Work management
Permits, Air, Community Noise, Waste Water,
Hazardous Waste compliance, First Aid,
Occ. Health Exam, Industrial Hygiene, Hazardous Material
compliance,
SMS, High Risk Operations, PIT, Incident
Investigation (SRB oversight,) Data
Analysis, Machine Guarding, PPE program,
Confined Space, Fall Protection, A/C
Maintenance Safety,
MRO accountable MRO accountable MgrMgr
Safety serviceSafety service
Security Security
26 Guards 1Security leader
Fire PreventionFire Prevention
1 Fire Prevention supervisor (use guards for inspection)
Environment & Environment & HealthHealth
1 Environmental health Eng. Nurse 1
SafetySafety
1 Aviation Safety Eng 1 Occ. Safety Specialist 1.Safety specialist (in future)
Seattle SupportSeattle Support
Safety committeeSafety committee
Gate Guards, Camera surveillance, Monitor
alarms, Lobby, Building Entrance, Badging,
Hanger Security, Site Security, Rescue, Manage Security
Contract
Proposal Action• Merge EHS Staff with S&FP Staff and rename to
Safety service.• Maintain headcount as is for now.• Select safety Services Leader. (leave this decision
to CEO)
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Today
Time
Action
Establish contract terms & conditions.Contract safety handbook with templates. Sourcing criteria and selection.
Gate review process—RFP,RFQ, Bid/spec design review.
Contractor surveillance
Complete element internal audit protocol. (EHS& SMS).
Detail implementation plan for this element.
Orientation & training for contractor employees.
Contract safety element master procedure.
Pre-work conference and checklist.
Pre-commissioning process (for facilities tools/ equipment).
Resource (Hours )Gap Sustaining50 h 100 h/year16 h 100 h/year60 h 50 h/year
16 h 0 h/year
16 h 8 h/year
16 h 200 h/year
100 h 400 h/year
100 h 16 h/year80 h 8h/year
20 h 8 h/year
40 h 8 h/year
Example—contract safety element preparation
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Today
Time
Action
Safety alert form (safety reminder)Learning experience form (Maintenance tip; safety bulletin)Accident record file—32 h; 40 h/year
Accident reporting & investigationAccident report (Filled by reporter.)Accident investigation (Filled by accident investigation team.)Accident summary and closed up (Filled by EHS).
Accident report & investigation follow up master procedure.
Accident investigation curriculum.
Detail implementation plan for this element.
Complete element internal audit protocol. (EHS& SMS)
Trend analysis and visibility (injury, property, error,.
Resource (Hours )
Gap Sustaining
8 h 50 h/year
16 h 0 h/year
16 h 0 h/year
60 h 60 h/year
40 h 8 h/year
80 h 160 h/year80 h 160 h/year (10accident)8 h 100 h/year
32 h 40 h/year16 h 40 h/year
16 h 80 h/year(20 accident)
Example--Accident reporting, investigation and follow-up element preparation
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Overall elements implementation plan
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Safety Element Status ScorecardProcess Consolidation
1. EstablishFoundation
2. Define the Process
3. Establish Metrics to
be standard4. Determine Performance
5. Stabilize the Process
6. Set Improvement
Goals
7. Develop Improvement
Plans
8. Implement Improvements
Process Step Legend B-complete, G-on plan, Y-In works, R-behind plan, needs help, W-hasn’t started
B11/4/08
B7/6/09 WW WKey Staff
B7/09/09
B11/4/08
W W W W WPPE
WWWWHigh Risk Ops
B5/19/09
B 03/27/09
W W W WIncident Reporting
B GGBB WW WPolicy
PST ApprovedRev. 02-24-09
WErgo B11/09
Expected Cycle Time
2 months 4 months 3 months
Define Analyze Improve ControlMeasure
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Step Definitions - Standardization Establish team scope, RAA, deliverables, and membership. The measure of
completion is development and approval of the standard team charter document. Documentation of as-is process including customer, suppliers, inputs, outputs process
activities, roles and tier zero process flow. Completion of this step is measured by development and approval of a process SIPOC and swim lane chart using the standard templates.
Identification and acknowledgement of key process portfolio elements including command media, process tools, systems, tools, forms, documents, training (curriculum) and other process specific items that are enablers for the deployment of the process. Proof of completion is the creation and approval of the process portfolio using the standard spreadsheet.
Inventory of all process portfolio and infrastructure items. Completion of the identification and count of portfolio items using the standard process spreadsheet will be used as documentation of this step.
Acknowledgement and documentation of the complete process portfolio. Completion of the process website will serve as documentation of completion of this step.
Identification of opportunities for consolidation and leaning out of the process portfolio elements. Completion of this step is documented through targeting of the specific portfolio items for consolidation, reduction and simplification with the number items being identified on the standard process spreadsheet.
Due dates, implementation plans, issues and roadblocks are identified for all key portfolio elements.
Portfolio standardization plans are tracked through completion. Documentation of completion of this step is actual completion, with completion dates identified, for all portfolio elements.
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