Felt Leadership - Lancaster SHRM

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Transcript Felt Leadership - Lancaster SHRM

Behavior Based Safety & Safety Observations

Bob Krzywicki

North America Operations Director DuPont Safety Resources [email protected]

DuPont - A 200 Year History of Safety

 Powder mill operation began in 1802  First safety rules established in 1811

Safety is a line management responsibility.

No employee may enter a new or rebuilt mill until a member of top management has personally operated it

– E. I. du Pont  Safety statistics began in 1912  Belief that all injuries are preventable developed in the 1940s  Off-the-job safety program began in the 1950s Copyright © 2007 DuPont. All rights reserved. The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates.

Injuries and Incidents Do Not Have to Happen . . .

A new on-the-job injury or illness case every

SEVEN

seconds

Only Zero Tolerance is Acceptable

 Each day 16 people will

not

die in a work-related accident.  Each year over 4 million people will

not

be hurt or made ill in US private industry.  Families and communities will prosper.

No physical pain, no deep emotional anguish for the worker’s family, no negative talk about your organization in the community.

Do you have the fundamentals in place that will form a solid foundation for any safety program?

Safety Values & Principles

Core values are the cornerstone of who you are and what you stand for.

 Safety and Health   Environmental stewardship Highest ethical behavior  Respect for people

Principles are the ways you live your values day by day.

 Line managers are accountable for the safety performance of their employees.

  Working safely is a condition of employment.

Employees must receive appropriate training.

An Integrated Safety Management System

Safety Management System Leadership Structure Process & Action     Visible, demonstrated commitment Clear, meaningful policies and principles Challenging goals and plans High standards of performance     Line management accountability Supportive safety staff Integrated committee structure Performance measurement and progressive motivation     Thorough investigations and follow-up Effective audits and re-evaluation Effective communication processes Safety management skills Copyright © 2007 DuPont. All rights reserved. The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates.

Safety Excellence Requires A Culture Shift

Involvement / Ownership by All Employees

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 Supervisor Control, Emphasis, and Goals Value All People Training

Independent

• • • • • • Personal Knowledge, Commitment, & Standards Internalization Personal Value Care for Self Practice, Habits Individual Recognition Copyright © 2007 DuPont. All rights reserved. The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates.

Interdependent

• • • • • Help Others Conform Others’ Keeper Networking Contributor Care for Others Organizational Pride

Behavior Based Audits

Cause of Injuries

…Where do our injuries come from?

Unsafe Conditions Unsafe Acts 4% 96%

Injuries: A Matter of Probabilities FATAL MAJORS RECORDABLE INJURIES NEAR-MISSES OR FIRST AID HAZARDS Unsafe Acts Employee Created Unsafe Conditions

Auditing for Safety

 Focuses attention on safety.

 Shows how well safety is understood and applied.

 Shows where systems are working well.

 Helps identify weaknesses in systems.

 Helps clarify your safety standards.

 Raises awareness of safety issues.

 Identifies where people take risks.

 Prevents injuries.

But - does NOT try to catch people doing something wrong!

Skills Required ...for conducting effective Safety Audits

Noticing: Talking about:  Unsafe acts  Safe practices  Safe work practices  Unsafe acts  Unsafe situations  Unsafe conditions  Unsafe situations  Other safety issues

Gaining Commitment

Observation Categories …help sharpen & sort observations



Reactions of people



Positions of people



Personal protective equipment



Tools and equipment



Procedures



Orderliness standards

Why are people reluctant to approach another person around safe and unsafe behavior?

Contacting Someone Working Safely



Start with a positive comment.



Engage the employee in conversation.



End with thanks .

When Someone Is Working Unsafely ... a framework for the Audit Discussion

Observe; then contact.

2. Comment on safe behavior.

3. Discuss  Consequences of unsafe act.

 Safer ways to do the job.

If you comment...

– – Express your concern.

Focus on effects, not acts.

If you question...

– Question to explore.

– Question to learn, not to teach.

When Someone Is Working Unsafely ... a framework for the Audit Discussion

1. Observe; then contact.

2. Comment on safe behavior.

3. Discuss  Consequences of unsafe act.

 Safer ways to do the job.

5. Discuss other safety issues.

6. Thank the employee .

The Benefits of Safety Excellence

 Improves business performance while protecting the lives of employees and contract workers  Enhances existing business practices, including environmental and health processes  Increases productivity while decreasing operating costs  Helps protect brand and public image  Leverages current strengths of your organization Copyright © 2007 DuPont. All rights reserved. The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates.

Safety Perception Survey – Useful Tool

2006

Managers Supervisors Professionals Hourly Workers Leadership Structure Processes & Actions Key Strength Satisfactory Weakness

2007

Managers Supervisors Professionals Hourly Workers Leadership Structure Processes & Actions

Sustainable culture improvement can not be achieved overnight.

Sustaining a safety culture involves improving your competency & execution in all of the cultural elements.

21 World Class

Excellence

Skill

III

Awareness

Fundamentals

Mg t C om mit me Sa Sa nt fet fet y P olic y G oa y ls & Pe Pl rfo Lin an rm e O s an rg ce Re St sp Su ds & pp Ac ort co ive Int un Sa eg t rat fet ed Eff y S Or Pro ec taf g f f or gre tive Sa ssi Tw ve fet o W M ay y oti Co via Co tion mm ntin uo Co un inc s S mp ati afe reh on ty en Tra siv inin e I nv g & Re Sa po fet rts y A Co ud ntr itin ac g tor Sa fet y Copyright © 2007 DuPont. All rights reserved. The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates.