Making Safety Part of your Corporate Culture

Presented By Chris Budzich

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What is Safety?
Identification and control of hazards to obtain an acceptable level of risk Specific attitudes and behavior

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What is Culture?
Shared values, beliefs, attitudes and knowledge of a group that define and shape the way individuals in the group feel, act and make decisions Can be positive or negative

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Safety Management System
3 main components Administrative Operational Cultural All 3 sides must receive equal time and effort

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Administrative
Most commonly contains Management activities Building strategic plans and setting objectives Performance management Compliance with regulatory bodies Record keeping
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Operational
Inspections Job Hazard Analysis Workplace design Incident reporting and investigation Emergency Planning PPE Etc.

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Cultural
Making safety a value Communication Training Orientations Safety meetings Employee involvement Rewarding behavior
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Phases of Safety Excellence
Phase 1
What is Safety?

Phase 2
Don’t shut us down

Phase 3
Costs are too high

Phase 4
Safety is a top priority

Phase 5
Safety is a shared value

Phase 6
Safety excellence is instinctive

Inju ry

Rate

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Safety Culture Model
Culture Stories, Legends, Myths Priorities, Decisions, Actions Policies, Practices, Procedures Beliefs, Attitudes, Values, Principles

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Safety Culture Model
It is essential that leaders believe in safety as a priority Their actions must consistent with the stated values Policies and procedures must back up the safety values
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Safety Culture Model
Policies and procedures must be backed up with resources, training, accountability and follow through Failing to do so will result in a negative culture Employees must see the new policies and procedures in action
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Is Safety Part of your Strategy?
What does your organization value? Is it related to safety? What are your leaders’ attitudes towards safety? Do you have consistent safety practices?

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Is Safety Part of your Strategy?
When a decision has to be made between safety and production, which one wins? What stories or myths about safety exist at your facility? Are they positive or negative? What is your Culture?
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Key Requirements
1. 2. 3. 4.

Management commitment and leadership Employee involvement Measurement Continuous improvement
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Management Commitment and Leadership
Create the safety vision Communicate it to everyone in the organization Create policies, procedures and practices that support it Keep priorities consistent with it Allocate resources Make decisions that are consistent with the vision
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Create the Vision
Leaders must sincerely believe in the importance of safety The safety vision must be in writing Safety must be equal to production and quality Senior manager must have the ultimate responsibility for providing a safe and healthy workplace

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Communicate the Vision
Distribute written vision to all employees Leaders should talk with employees about it regularly Keep safety in written communications consistently Train Managers and Supervisors on how to communicate the vision Publish regular health and safety reports for all to see
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Create Policies, Procedures and Practices
Policies MUST support the vision Have regular safety meetings Leaders must track safety performance Leaders must have safety contact to learn about issues and concerns Involve employees when creating procedures Perform JHA’s Perform Inspections Perform investigations
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Set Priorities
Make safety responsibilities part of job descriptions Hold everyone accountable Analyze data gathered Set goals for all levels Require action plans from departments Redesign workplace to minimize risk
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Allocate Resources
Have a safety budget Include training costs Give time to complete JHA’s, inspections, etc. Require minimum safety training for employees annually Allow Supervisors time for regular safety meetings
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Decisions
When production schedules are tight, safety activities must still be required Redesign work areas rather than compromise safety Safety must be the highest priority in emergency situations Employees must be taught that safety is more important than getting the product out the door.

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Employee Involvement
Have employees assist in the work planning, problem solving and decision making Use them when performing JHA’s and writing procedures Set goals for involvement Encourage employees to voice opinions Leaders must act on employee suggestions
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Measurement
The process of assessing an organization’s activities and assigning them a value Helps to focus efforts and set priorities Allows you to track the progress of your safety management system Must be done at all levels
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Proactive Measures
Proactive measures can give information about the quality, efficiency and/or effectiveness of your activities Could include: Inspections Training Safety meetings JHA’s completed

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Reactive Measures
After the fact measurements that focus on past failures and incidents Could include: Near misses First Aids Lost time accidents Costs
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Proactive vs. Reactive
Both measures should be used They should be inversely proportional If the number of safety activities for a particular group goes up, the incident rate should go down
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SMART Measurement
Measurements should be: Specific Measurable Aligned with your vision Reliable Time bound

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Continuous Improvement
PLAN ACT CHECK DO

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Plan
Effective safety management will not happen by chance It must be built into all other business plans Set goals and identify strategies

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Do
This is making the plan happen Everyone needs to know that safety is just as important as production and quality Keep the employees involved

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Check
Learn what works and what doesn’t Use the measurements previously established

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Act
Discard what didn’t work Come up with a new plan Continue the cycle

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Questions?

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