Transcript MIT’s EHS Program 2000-2005 Bill VanSchalkwyk Environmental Programs Office Massachusetts Institute of Technology.

MIT’s EHS Program 2000-2005
Bill VanSchalkwyk
Environmental Programs Office
Massachusetts Institute of Technology
Reported New Program to HERUG- 2001:
”EHS Management System Concept”
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Now 75%+ Complete
No Longer a “Concept”
Reporting Today on Progress & Outcomes
2004
Today’s Report:
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What is EHS?
Intent- Why a Management System?
How- The “EHS Development Process”
Concept in 2001 and Outcome in 2005
Technology (SAP and other) Support
Opportunity and Barriers
Expectations as We Complete Build Phases
2004
What EHS is:
(Environment, Health, Safety)
• Environment- Conserving Air, Water, Soil,
Plants, Animals, Wildlife, Our Community
(causing no damage)
• Health- Preserving Human Health both
Chronic and Acute (preventing illness)
• Safety- Preserving Human and Community
Safety/ Well Being (preventing injury)
2004
Intent: Why an EHS Management
System at MIT?
• Professional Management:
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Manage Cost (2nd and 3rd order)
Lower Risk
Avoid/ Mitigate Incidents
Address Local Culture and Issues
Enable- not Impede
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Scope of EHS Management System:
• 43 Departments Laboratories and Centers
• Facilities, Student Life, Athletics
• Cogeneration Facility, Research Nuclear Reactor,
Linear Accelerator
• Campus Community ~ 20,000 people
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3351 Lab Rooms (2481 Campus, 870 MIT LL)
575 Principal Investigators (incl. LL)
49 Departmental EHS Committees
40+/- Local (DLC) EHS Coordinators
18 Central (EHS Office) Lead Contacts
2004
The “EHS Development Process”
Sustainability: Involve Faculty, Researchers, Administration and Students in EHS-MS
Systems Design to Ensure Client Satisfaction, Utility, Widespread Ownership
Institute Direction
Leadership and
Oversight
Senior Officers
Provost
Chancellor
Institute Committee on
Environmental, Health, and
Safety
Executive Vice
President
Senior
Administration
Working
Committee
EHS Management
System Design
and
Implementation
Ad Hoc Subcommittee
Overseeing the EHS
Management System
Development
Faculty
Work
Production
“Heavy
Lifting”
Project
Team
Project
Manager
Students
Researchers
Rep. Faculty,
Researchers,
Administration
Projects
2004
Concept: 2001and Results: 2005
(* = Major Technology Support Indicated)
2001 Design Element
1. EHS Policy
2. Organization*
3. Inventory*
4. Training Program*
5. Auditing Program*
6. Incidents*
7. EHS Manual*
8. Pollution Prevention
9. Measurement*
10. Third Party Audit
2005 Outcome
Policy Complete 12/01
Installed 06/2002*
Alternative Implemented 12/2002*
Interim System 09/2002*
Began 04/2003*
Developing Now*
Went Live 06/2004*
Planned 10/2005
Mgmt Reports Planned 4/06*
Planned 06/2006
2004
2001 Inventory Proposal
MIT-EHS Management System Concept Components
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Controls/Preventative Measures/Compliance Oversight Linchpin -
Purchasing Automation and Integration:
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Chemical/Biological/Radioactives Inventory
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Automated tracking of purchase, destination and disposal
of chemicals/biologicals/radioactives (Later phase may
track internal consumption and transport.)
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Facilitated by vendor (bar coding/other electronic transfer
of information)
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Facilitated by e-commerce service
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Interface with regulatory briefing/training and auditing
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Interface with internal marketplace
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Interface with toxic use reduction opportunities
2004
Inventory Alternative
• Central and Departmental Objectives of Inventory
• Purchasing System Not Optimized for Inventory
• Inventory Not Providing EHS Second Order Data
Needed
• Positioning MIT to be Prepared for a Regulatory
Imposed Inventory
• Limit to Prospect of Internal Marketplace
2004
Alternative: “PI/Space Registration”,
• PI/Space: Modeled on Radiation &
Biological Programs
• Based Upon
– Who is in Charge,
– What Areas Under Control,
– Hazard Potentials in Area
• 3300+ Areas Registered
2004
Inventory Support,
Proactive P2 Program
• Local Inventories Popular
• Position MIT to Expand Institute-Wide
• Central Support to Keep Awareness High
• P2 Encourages Less Hazardous Use
– Student Studies
– Possible Integration w/ Procurement
2004
Training: Needs Determination
• Not Possible to Determine Needs by Job
Description
• Several Thousand Personnel Not
Classified Employees (Students)
• Needs Assessment Based Upon Activities
• Over 6,000 Persons (Users) of Program to
Date
2004
Training Implementation
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Needs Based Approach
Web Based Modules
Live Training Options
Central Record Keeping
Non SAP Now- But Conversion Planned
for Appropriate Components
• Subset of Institute-wide Training Initiative
2004
Findings• Results of
– Audits,
– Incidents
• Track Corrective Actions
• Notify Affected Parties
• Initiates Work Orders (Integration)
• Paper System In Conversion Now
2004
SAP Implementation Notes
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EHS Business Processes Not Mature
- Business Process Development is Concurrent DesignBuild Due to Regulatory Requirements
– Roll Out New Process Manually and Paper Based (Audit)
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Enforce and Re-Enforce Lock In of Business
Processes (Vote on Lock-in)
Make Hard Decisions on Enhancements and
BP Changes
2004
SAP Implementation Notes
• Academic Development Process Different
from Tech Development Process
• Central EHS Office New to Entire Business
Process Development and Modeling
– Nature Of Research Culture is One-off, Not Always
Systematic, and Change Oriented
– Technology Personnel Seek Stable, Mature, TriedTested Processes to Model and Support
• Need to Collaborate at All Levels for Groups
to Learn How Each Other Operates
• Need Small Success Early to Ignite Change
and Innovation
2004
SAP Implementation Notes
• Academic ‘DLCs’ Decentralized- Not a
Monolithic Client
• No Single Person Can Represent the ‘Client’
– SAP Implementation Methodology Suggests a
BP Expert Join Development Team
– EHS Office Unable to Satisfy This Need with an
Wide-Knowledge Resource
• Variation to this Process- IS&T Attend EHS
Meetings, EHS Attend IS&T Development
2004
SAP Implementation Notes
• PDA Support
– Desired by Clients especially for Inspections
– Determined Support in EHS Committee
– Planned for later Deployment
2004
Future Activity
• Future Business Processes
– Pollution Prevention
– Local Inventory Support
– TSCA and other Regulatory Programs
• Retirement of Local and EHS Office Systems
– Select Agents
– Bio and Rad Protocols
– Asbestos Sampling and Abatement Data
• Balanced Scorecard Approach
2004
Bill VanSchalkwyk
MIT Environmental
Programs Office
Hal Burchfield
MIT Information Services
and Technology
[email protected]
[email protected]
2004