Transcript IAPA’s Journey to Business Excellence

8-ICIT
I
8th International Conference on ISO 9000 & TQM
Going for Gold
April 24, 2003
Ms. Maureen Shaw, President & CEO
Industrial Accident Prevention Association (IAPA)
Telephone: 1-800-406-IAPA (4272) www.iapa.ca
Formed 86 years ago by industrial leaders with the Canadian
Manufacturers Association, we have evolved as a nongovernmental not-for-profit corporation to 225 professional
staff with the following integrated menu of offerings:
 Consulting Services (High Impact Solutions, Integrated Management
System that imbeds Workplace Organizational Health & Quality)
 Technical Services (Ergonomists, Engineers, Occupational Hygienists)
 Training/Education Services (Public, Custom In-house, Specialized,
Internet, CD-Rom)
 Products (more than 100 products)
 Partnerships and alliances locally, nationally and
internationally (e.g.: Canadian Manufacturers and Exporters, Centre
Patronal De Sante Et Securite Du Travail Du Quebec, Canadian Foundry Assoc.,
Hong Kong Council, ILO, ISSA, WHO, PAHO, DGSST-Mexico, Radiation Safety
Institute)
 Community-based programs through a network of 900
industry volunteers
"A World where risks are controlled because
everyone believes suffering and loss are morally,
socially and economically unacceptable."
To improve the quality of life in workplaces and
communities we serve by being an internationally
recognized leader in providing effective programs,
products and services for the prevention of injury and
illness.
Care and respect for people
Trust and integrity
Continuous Improvement and
Innovation
Openness to ideas
Leading by example
Recognition
Life/work balance
IAPA is committed to achieving the highest standards
in providing programs, products and services that:

Serve the needs of our employees, customers and
stakeholders

Are effective for the prevention of injury and
illness

Provide value in terms of the services delivered
and outcomes achieved for the costs incurred
To achieve these goals, IAPA has established an
Excellence Program that adheres to the principles and
direction of the National Quality Institute’s Canadian
Quality Criteria and its companion Progressive
Excellence Program






Use NQI Criteria (1999)
Quality Fitness Test (1999)
Initial focus on Leadership
• Vision, Mission, Values
• Strategic and Business Planning
Business Excellence goals and action plans
integrated into annual Business Plans since 2000
Achieved Progressive Excellence Program (PEP)
level I in 2001
Achieved PEP Level 2 certification in 2002 and aim
to be in position to achieve Level 3 in 2003.
 In the ‘Quality’ universe, a ‘Defect’ is a
product or service that does not meet
the customers’ requirements.
 In the ‘Health and Safety’ universe, a
‘Defect’ results in injury, sickness or
death of a worker.
BOTH:
 Can be prevented
 Require a systematic approach integrated into
the management system
 Focus on continuous improvement in the work
process
 not a program
 Use similar (or the same) analytical and problem
solving tools
 Both are intertwined – ARE ONE
QUOTE FROM GUELPH HYDRO INC.
“As CEO I want to be sure that employees go home each
night to family and friends the same way they come to work
in the morning. Safe operations contribute to the bottom line.
Excellence in health and safety performance leads to
improved productivity and lower costs. Time is not lost to
injury, investigation processes and all the follow-up that
results from an accident. I also believe that an organization
that has a high level of health and safety awareness and
performance is also an organization that is known for quality
in its end products and customer service. That link is a
positive contributor to the company’s profit margin ”
Mr. J. A. MacKenzie, p.Eng.
President and CEO
No Surprise:
High ‘Quality’ companies have excellent
health and safety records and vice versa.
For example – Companies such as
Dofasco & Dupont that focus on one or
the other end up achieving both!
Companies Such as Dofasco, have broadened
their prevention efforts beyond traditional
workplace safety concerns, to include health and
lifestyle issues. These include promotion and
support programs for employee fitness, weight
control, nutrition, smoking cessation, stress
management etc. This focus on “wellness” has
produced tangible results for Dofasco. In five
years there has been: 54% reduction in lost time
injuries, a $6 million reduction in workers
compensation costs, and a 57% reduction in
absenteeism.
“Our product is steel our strength is people”
Bronco Jazvac, VP Manufacturing
Cost of
Quality
==== Cost of Health &
Safety
 World economic losses equal 4% of
world GNP (Source: ILO)
 In Ontario direct costs of LTI in 1999
were $2.6B (Source: WSIB)
 In IAPA’s member firms: Direct costs
to employers and employees equal
$850M annually
 Many indirect costs such as lost
production, productivity and product
quality(not included in figures) – this
represents four times the direct costs
or close to $12 billion
 The average LTI in Ontario costs over
$59,000
 Emotional and social losses are
incalculable
Source: Business Results Through Health & Safety – Canadian Manufacturers
and Exporters/Workplace Safety and Insurance Board
QUOTE FROM A BALDRIDGE WINNER
“Management realized that the most important assets at the
company were the employees. The decision was made to
prioritize safety – the most important concern of the
associates – as the first and most important measurement
category, followed by internal customer satisfaction, quality
and business performance. Since that time, accidents have
decreased by 72%; lost time due to accidents has decreased
by 85%; and lost work days have gone down by 87%.
Customer satisfaction ratings are at 95% and growing, profits
are up, and workers’ compensation costs have dropped from
$92,000 to $13,000.”
“How a Baldridge winner manages safety”
By S.L. Smith
IAPA’s Integrated Management System
 Focus is on prevention not on after-the-fact
fixes
 Integration into the management system
 ‘a way of doing business’
 CIMS: Continuous Improvement Management
System
 Emphasis on business results
 use many of the diagnostic, statistical and problem
solving tools associated with ‘Quality’ programs
IAPA SAFETY, HEALTH and ENVIRONMENT
MANAGING MODEL
Business
Excellence
In Controlling
Losses to People
Equipment, Property,
Processes, Materials,
Product and Environment.
Good Corporate Citizen and
Community Acceptance
Compliance to:
Legislation, Systems, Standards &
Procedural Requirements
Positive Behaviours
Outcomes
Mitigation Of
Contributing Causes
Best Practice Utilizations
INTEGRATED MANAGEMENT SYSTEM
CONTINUAL IMPROVEMENT MANAGEMENT SYSTEM:
• VISION
• MISSION
• COLLABORATIVE CARING CULTURE
• BUSINESS STRATEGY
• S.H. & E. FUNDAMENTAL VALUES, PRINCIPLES AND BELIEFS
Preventive Strategies
Integrated with the
Organization’s
Business Process
Managing
Process
Built on
Values
A Managing System that provides for ;
 A single integrated approach that meets and /
or exceeds the management system
requirements of recognized safety, health
and environment international standards
 Incorporates the characteristics & attributes
of highly successful organizations to enable
successful implementation
A Managing System that provides for ;
 The identification of organizational
and operational risks
 Managing the identified risks
 Managing change
 Building internal capacity towards selfreliance
 Improving and enhancing internal operations
 A regular cycle of client self-reflection and
evaluation
 Flexible (different levels of program
development in the core elements and the four
disciplines)
 Serves as an implementation model
One Companies
experience:
• Over $300 million in
capital improvements
• Improved community
relations
• Improved safety
statistics
• Reduced emissions
by 80% and counting
• Improved reliability
and safety of plant
• Received numerous
awards from the
business community
(local, provincial,
national) since 1999
• Recordable Frequency reduced by 35%
• Lost Time Accident Frequency reduced by
44%
• Lost Time Severity reduced by 60.4%
• Dept. of Labor directives reduced by 78%
• Stop Work Orders reduced by 75%
• Not stopping there!!
 LTI rates in IAPA member firms have decreased
44% in since 1995
 40% increase in revenues in three years
 50% increase in market penetration
 One of Canada’s top 100 employers for past
three years
 Zero LTI in IAPA
 30% reduction annually in absenteeism
 86% employee satisfaction rating
 Level 2 NQI PEP
 More than 5,000 people die every day because
of the work they do for a living
 2 million global work related fatalities every year
(estimated for year 2000)*
 250 million accidents per year worldwide
 160 million diseases are caused by people’s
jobs
 World economic losses are equal to 4% of
world’s GNP
*Source: ILO report, www.ilo.org/safework 2002)
“It seems that we would rather
look for after-the-fact solutions to
the difficult problems we face than
prevent our problems from
becoming so difficult in the first
place”
-Dr. Thomas Homer-Dixon, The Ingenuity Gap
“A World where risks are controlled because everyone believes suffering and loss
are morally, socially and economically unacceptable.”
Jennifer Quintal – Age 9
IAPA 207 Queens Quay West, Suite 550,Toronto, Ontario M5J 2Y3
www.iapa.on.ca
Tel: (416) 506-8888 Fax: (416) 506-8880