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John McLaughlin EH&S Manager
William Newlands Senior TU Rep
Spirit Worldwide Operations
• 16,000 Employees
• Circa $5.4B Annual Revenue
• 15.4 million square feet
• Still growing
Prestwick Site History
1935 - Flight training school established.
1940 - Aerostructures manufacture set up in ‘Palace of Engineering’.
1950 - S.A.L. Design & manufacture ‘Pioneer’.
1960 - Overhaul and repair of engines and airframes including C130.
1970 - Jetstream manufacture begins.
Bulldog manufacture.
S.A.L. bought by British Aerospace.
1980 - Jetstream 31 launched.
Jetstream 41 designed.
1990 - Jetstream 41 launched.
ATP/ J61 manufacture.
Raytheon structures Manufacture.
BAe ‘Aerostructures’ subsequent merger with Military Aircraft.
Nimrod MRA4 programme.
Transfer of Airbus Production work.
1999 - Merger of BAe with Marconi
Electronic Systems - BAESYSTEMS
2000 - Boeing Fixed Leading Edge
2006 - Sale to Spirit AeroSystems, Inc.
2008 - Contract for A350XWB Leading Edge
2009 - Boeing 747-8 Transfer
Spirit Europe Customers
Boeing Airbus
Safety
First?
Organisational Politics
Differing opinions and viewpoints
ROUTE TO SUCCESS
Plan
Implement Review &
Communicate
Concept
Business
Processes
Business
Needs
TU
Aspirations
Managers
Safety
Representatives
EHS
Co-ordinators Employees
Environment
Health & Safety
Department
Processes,
Procedures
&
Behaviours
STAGE 1
STAGES OF CHANGE
Ridicule
STAGE 2
STAGE 3
Violent opposition
Acceptance – self evident that this is the way
INVOLVEMENT
EH&S action plan monitoring
H & S level 1, 2, 3 audits
Objectives and Targets setting & monitoring
Risk assessment/SHE MS
EH&S Performance indicator
development
Accident / Near Miss investigation
PPE trials/rationalisation
Training/Induction development & delivery
BENEFITS
BENEFITS
Promotes trust & professional approach to SHE
Pro-active v Re-active
Facilitates cross fertilisation of best practice
Engages membership point of view at all levels
Bespoke training
Commonality, Quality, Consistency
Best use of resource
Understand/Agree common objectives
ROUTE TO SUCCESS
Review capabilities/resources
Develop implementation strategy (phased)
Secure buy-in from key stakeholders
Set realistic timescales & targets
Communicate
Define review mechanisms & structures
Implement training plans
Continually critique phased implementation
Develop team relationships
Willingness to succeed
ROUTE TO SUCCESS
Open to alternative practices & processes
Honesty & Openness
Professional integrity
Flexibility to change culture
Communicate
Don’t be distracted from goals
Don’t allow personalities to intercede
Don’t allow other issues to cloud the vision
Realism
RECOGNITION
VISION
“To develop the safety culture of the organisation by
embedding ownership of SHE processes into the day
to day behaviours of the business.”