Safety at TMUK · 2018-07-15 · What is KYT ? • KYT = Kiken Yoshi Training = hazard observation training • KYT is one of our key training tools to raise hazard awareness. TMUK

TOYOTA MOTOR MANUFACTURING (UK) LTDTOYOTA MOTOR MANUFACTURING (UK) LTD

Gavin Armstrong – Head of Health & Safety

Safety Commitment – “Follow the rules and STOP any unsafe situation”

Safety at TMUK

TOYOTA MOTOR MANUFACTURING (UK) LTD

Health & Safety

Toyota Manufacturing UK overview

Burnaston, Derbyshirevehicle manufacturing

Start of production Dec 1992

2,430 employees (incl. 124 agency)

Deeside, North Walesengine manufacturing

Start of production Sept 1992

601 employees (incl. 153 agency)

Both plants represent a £2.5 billion Investment


TMUK Safety Culture Development

Background

TMUK's H&S Management System has developed in line with the recognised “Safety management maturity model".

“Change focus over time, to continue improving safety performance”.

At the same time we must continue to maintain and improve are existing systems.



Background

Engineering - Many activities over the last 20 years to make safe equipment and safe environment.

Systems - Structured H&S Management System- H&S Procedures addressing our key risks

e.g - work an height- contractor management

- Simple Guide cards

Engineering



Background

Systems - H&S Training

H&S training for supervisors

H&S procedures training

Licensed work training – for specific risks (e.g. crane use, FLT)

Risk assessment / hazard awareness training

Classroom based

Site based – KYT activity – led by Team Leaders

Systems


What is KYT ?

• KYT = Kiken Yoshi Training = hazard observation training• KYT is one of our key training tools to raise hazard awareness.


It is a structured team training session, done 2/month.

Encourages Members to identify hazards.

Empower Members to fix the problems themselves.

And by focussing on eliminating hazards, we reduce the risks of incidents occurring.



Background

Systems - Reporting and Yokoten (sharing)

Clear systems for reporting incidents

Investigation and countermeasure prevent reoccurrence

Quick Near Miss Report developed to improve level of reporting,

by reducing the paperwork burden on supervisors.

Yokoten

By sharing the learning between Toyota affiliates and contractors

we can prevent incidents occurring in other areas

Simple, key point report

Systems


0

10

20

30

40

50

60

All Accident FR



Background - Behaviour

Despite the continued level of focus on health & safety we have seen a plateau in our H&S performance

Unsafe Situations

Unsafe Behaviour

The results demonstrate good progress in terms of “engineering” and “systems”. Focus going forward must be on “safe behaviours”

Behaviour



Current Activity

Safety culture development activity started in 2008 We have used the DuPont – Bradley Curve as a model to measure against

External MotivationCOMPLIANCERules, Procedures, Protocols

Internal MotivationCOMMITMENTFelt Leadership, Role ModelingInfluencing, Engagment

“I follow the rules because I have to” “I follow the rules because I want to”

Natual Instincts Supervision Self Teams

Reactive- Safety by natural instinct- Compliance is the goal- Delegated to safety manager- Lack of management

involvement

Dependent- Management commitment- Condition of employment- Fear / discipline- Rules / procedures / training- Supervisor control- Value all people

Independent- Personal knowledge,

commitment and standards- Personal value- Care for self- Practice and habits- Individual recognition

Interdependent- Help others conform- Being others' keeper- Networking contributor- Care for others- Organisational pride

Inju

ry r

ate

sBehaviour



Current Activity

First step to understand where we are on the curve. Climate survey / external audit

Natual Instincts Supervision Self Teams

Reactive- Safety by natural instinct- Compliance is the goal- Delegated to safety manager- Lack of management

involvement

Dependent- Management commitment- Condition of employment- Fear / discipline- Rules / procedures / training- Supervisor control- Value all people

Independent- Personal knowledge,

commitment and standards- Personal value- Care for self- Practice and habits- Individual recognition

Interdependent- Help others conform- Being others' keeper- Networking contributor- Care for others- Organisational pride

Inju

ry r

ate

s

TMUK Status

Behaviour



Current ActivityBehaviour

Toyota’s Philosophy - “The Toyota Way” – provides a solid foundation



Current Activity

How to achieve?

What is an interdependent Safety Culture? What does it practically look like? Where are we now / what is the gap? What do we need to do next?

Interdependent Safety Culture

Fully Engaged Members Belief / Will

Clear Practical H&S ProceduresJust / Trust / Respect

Leadership CommitmentVisibility / Participation / Monitoring

Knowledge

Understanding

Skill

P

D

C

A

EffectiveCommunication

RecognitionFeedback

Challenge/CoachingListeningBriefingTraining

Resources

PrioritisationTime

FinanceMonitoring

Action

Our visionTo establish TMUK as the benchmark for Safety Culture



Current Activity

Developed the key principles for a TMUK Interdependent Safety Culture

with clear key points describing each key principle



Example activities

Developed the key principles of an Interdependent Safety Culture

Set an example which is easily observable by Members Make (and personally communicate) passion and vision for

health and safety

Daily Safety ½ Hour Directors join once per week Includes members

5 Walking Rules, eg. Point and cross Hold the handrail

Behaviour



Example activities


Take direct and rapid action to identify and resolve concerns Share learning to prevent reoccurrence - never allow a similar

accident to reoccur

Quick Near Miss Reporting System Significant Incident Reports Shared across Toyota

Behaviour



Example activities


Consistently recognise and praise safe behaviours Utilise recognition systems to reward safe behaviour

Individual H&S Recognition System Director Presentation

Behaviour



Example activities


Relevant, straightforward and sincere communication

Annual Directors Safety Presentation All Supervisors attend

Safety calendar New safety message each day

Behaviour



Refresh & Re-energise KYT• Reformatted document• Set KYT day• Leadership commitment, ownership by demonstration

Roll-Out MethodDIR

GMs

Snr. Mgrs.

Section Mgrs.

Group Leaders

Team Leaders

Team Members

KYT activity carried out with Directors & GMs, then cascaded through Snr Managers & SMs to Group Leaders, Team Leaders and Team Members.



Example activities


Members take initiative to work safely

STAR book Quick simple risk assessment

Behaviour

STOPCALLWAIT

SCW / Andon Give members the authority to

stop the line



Example activities


Learning is shared with others

Near miss / SAP reporting Simple and quick form developed Including safety awareness points

Behaviour

KYT Involves all members of the team Focuses on risks to their team



Example activities


Members actively contribute ideas for safety improvements.

TMAB / Manager safety tours Monthly safety tours by Union &

Managers together 8 tours a month – each

manufacturing shop

Safety working Group Engage with supervisors and

union safety representatives

Behaviour



Summary

What now

Continue to maintain and strengthen our H&S systems. Embed our leadership behaviours. Focus on developing our Member behaviours.

We still have a long journey ahead ………………………………



Thank you for listening!

Enjoy the rest of your day

Documents

Safety at TMUK · 2018-07-15 · What is KYT ? • KYT = Kiken Yoshi Training = hazard observation training • KYT is one of our key training tools to raise hazard awareness. TMUK