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Making Safety Part

of your Corporate
Presented By Chris Budzich
What is Safety?
Î Identification and control of hazards
to obtain an acceptable level of risk
Î Specific attitudes and behavior 2
What is Culture?
ÎShared values, beliefs, attitudes
and knowledge of a group that
define and shape the way
individuals in the group feel, act
and make decisions
ÎCan be positive or negative 3
Safety Management System

Î3 main components
Î Administrative
Î Operational
Î Cultural
Î All 3 sides must receive equal time
and effort 4
Î Most commonly contains
Management activities
Î Building strategic plans and setting
Î Performance management
Î Compliance with regulatory bodies
Î Record keeping 5
Î Inspections
Î Job Hazard Analysis
Î Workplace design
Î Incident reporting and investigation
Î Emergency Planning
Î Etc. 6
Î Making safety a value
Î Communication
Î Training
Î Orientations
Î Safety meetings
Î Employee involvement
Î Rewarding behavior 7
Phases of Safety Excellence
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6
What is Don’t shut Costs are Safety is a Safety is a Safety
Safety? us down too high top priority shared excellence
value is

ry Rate
s 8
Safety Culture Model

Stories, Legends, Myths
Priorities, Decisions, Actions
Policies, Practices, Procedures

Beliefs, Attitudes, Values, Principles 9
Safety Culture Model
Î Itis essential that leaders believe in
safety as a priority
Î Their actions must consistent with
the stated values
Î Policies and procedures must back
up the safety values 10
Safety Culture Model
Î Policies and procedures must be
backed up with resources, training,
accountability and follow through
Î Failing to do so will result in a
negative culture
Î Employees must see the new
policies and procedures in action 11
Is Safety Part of your
Î What does your organization value?
Î Is it related to safety?
Î What are your leaders’ attitudes
towards safety?
Î Do you have consistent safety
practices? 12
Is Safety Part of your
Î When a decision has to be made
between safety and production,
which one wins?
Î What stories or myths about safety
exist at your facility?
Î Are they positive or negative?
Î What is your Culture? 13
Key Requirements
1. Management commitment
and leadership
2. Employee involvement
3. Measurement
4. Continuous improvement 14
Management Commitment
and Leadership
Î Create the safety vision
Î Communicate it to everyone in the
Î Create policies, procedures and practices
that support it
Î Keep priorities consistent with it
Î Allocate resources
Î Make decisions that are consistent with
the vision 15
Create the Vision
Î Leaders must sincerely believe in the
importance of safety
Î The safety vision must be in writing
Î Safety must be equal to production and
Î Senior manager must have the ultimate
responsibility for providing a safe and
healthy workplace 16
Communicate the
Î Distribute written vision to all employees
Î Leaders should talk with employees about
it regularly
Î Keep safety in written communications
Î Train Managers and Supervisors on how
to communicate the vision
Î Publish regular health and safety reports
for all to see 17
Create Policies, Procedures
and Practices
Î Policies MUST support the vision
Î Have regular safety meetings
Î Leaders must track safety performance
Î Leaders must have safety contact to learn
about issues and concerns
Î Involve employees when creating
Î Perform JHA’s
Î Perform Inspections
Î Perform investigations 18
Set Priorities
Î Make safety responsibilities part of
job descriptions
Î Hold everyone accountable
Î Analyze data gathered
Î Set goals for all levels
Î Require action plans from
Î Redesign workplace to minimize risk 19
Allocate Resources
Î Have a safety budget
Î Include training costs
Î Give time to complete JHA’s,
inspections, etc.
Î Require minimum safety training for
employees annually
Î Allow Supervisors time for regular
safety meetings 20
Î When production schedules are tight,
safety activities must still be required
Î Redesign work areas rather than
compromise safety
Î Safety must be the highest priority in
emergency situations
Î Employees must be taught that safety is
more important than getting the product
out the door. 21
Employee Involvement
Î Have employees assist in the work
planning, problem solving and
decision making
Î Use them when performing JHA’s
and writing procedures
Î Set goals for involvement
Î Encourage employees to voice
Î Leaders must act on employee
suggestions 22
Î The process of assessing an
organization’s activities and
assigning them a value
Î Helps to focus efforts and set
Î Allows you to track the progress of
your safety management system
Î Must be done at all levels 23
Proactive Measures
Î Proactive measures can give information
about the quality, efficiency and/or
effectiveness of your activities
Î Could include:
¾ Inspections

¾ Training

¾ Safety meetings

¾ JHA’s completed 24
Reactive Measures
Î After the fact measurements that
focus on past failures and incidents
Î Could include:
¾ Near misses

¾ First Aids

¾ Lost time accidents

¾ Costs 25
Proactive vs. Reactive
ÎBoth measures should be used
ÎThey should be inversely
ÎIf the number of safety activities
for a particular group goes up,
the incident rate should go down 26
SMART Measurement
Î Measurements should be:
¾ Specific
¾ Measurable

¾ Aligned with your vision

¾ Reliable

¾ Time bound 27
Continuous Improvement


Î Effective safety management will not
happen by chance
Î It must be built into all other
business plans
Î Set goals and identify strategies 29
ÎThis is making the plan happen
ÎEveryone needs to know that
safety is just as important as
production and quality
ÎKeep the employees involved 30

Î Learn what works and what doesn’t

Î Use the measurements previously
established 31
Î Discardwhat didn’t work
Î Come up with a new plan
Î Continue the cycle 32
Questions? 33