Innovation within the organisation finished

ILM Level 5 Leading Innovation and Change

Eastman Chemical Company

Candidate No

BCN7926

Emergency P lanning

Stuart RogersonAn investigation into innovation within my organization and finding and developing an innovative need and how manage to lead that innovation within the working environment, to completion.

Contents

Introduction

Innovation within the organisation

Section 1

1.1 Why innovation is important 1.2 managing change, and environmental scanning page

Section 2

2.1 an opportunity for innovation and change 2.2 justification for improvement 2.3 assessing and generating options 2.4 evaluation of options moving forward

Section 3

3.1 a change management plan and stake holder analysis Detail plans moving forward and time frame 3.2 implementation evidence

Appendices

Bibliography

Candidate Number BCN7926 Page 1

Innovation within the organisation

Eastman chemical company was founded in Kingsport Tennessee in 1920, by George Eastman, it was formally known as Eastman Kodak, Eastman Chemical Company was spun off in 1994 and became a public traded company the company now own and operate sites throughout the world employing approximately 13500 personnel over 43 manufacturing sites and serving over 100 countries

Eastman Chemicals Company’s business is divided into five segments,

Additives and functional products

Adhesives and Plasticizers

Advanced materials

Specialty Fluids and intermediates

Fibers

The Manufacturing Site at Workington falls into the company’s fibres business the site produces Cellulose Acetate Tow, in a continues 365 day 24 hour process, our final product is used in the construction of filter tips for cigarettes.

Eastman chemicals is a market leader within the manufacturing of cellulose acetate tow, but it does not stand alone as the only company that has the capability to produce the product, with rival chemical corporation’s such as Rhodia and Cellonise, keeping ahead of the completion requires forward thinking and innovation.

1.1Why is innovation important?

Innovation puts organisations on the offensive; a company that innovates is on the path to growth. The company that fails to innovate is on the road to obsolescence.

(Laflety A.G the Game Changer. Crown Business April 2008)

Innovation is essential within the organisation, agreeing with A .G Laflety, organisations that fail to innovate can ultimately fail, one of the most famous of these is Kodak whom were industry leaders but, they failed to innovate and missed the opportunity to seize the innovative emerging digital market, that arrived with the advent of the digital camera, they were according to Everett M Rogers (1962) innovation adoption curve, Laggards, not changing until they were forced to do so. Whereas Fuji film where the visionaries and at the very least early adopters, making the most of the change in market situations, there are countless other examples such as fast food giant McDonald’s which has been striving to keep up with more demanding customers, healthier menus, cost reduction, along with fierce competition.


Innovation, can be divided into two distinct category’s,

The first of which is known as incremental innovations that are in fact brought about by numerous incremental advances, in processes and technology, these innovations tend to be an progression, resulting in a change to the product or service as opposed to a new product, examples of incremental innovations, are G.P.S navigation developed for one purpose and then used in another, mobile phones, is another examples with Tablet Pc’s which were originally the development of the smart phone,

The second type of innovation is known as radical innovation, (sometimes known as breakthrough innovations or disruptive innovations) provide something brand new to the world by uprooting conventions, and changing customer expectations in a positive way, ultimately they often end up replacing existing methods or technology, examples of which are Amazon, which changed the amount of books available online compared with the traditional book store, and in fact is the single cause of a decline in high street book stores and of course Digital photography, which radicalized photography as we knew it.

To Eastman Chemical Company, innovation is extremely important, as a company it is essential for the sustainability of the our site and the extended lucrativeness of the fibres business, innovations at the Eastman site in Workington are mostly incremental advances, by developing the present technology and methods. Over the years there has been many innovations within the organisation some of which have had economic and social benefits to the company such as Eastman’s green sustainability project to be an environmentally aware company and reduce the site at Workington’s carbon footprint, in 2004 two 136 meter wind turbines where erected cable of generating 4 megawatts of electricity, reducing costs and the carbon footprint of the site by at least a third.

The site at Workington it has been producing Acetate Tow since 1968, the physical process of operations has changed gradually overtime, with small incremental innovations such as the introduction of computer controlled DCS centres replacing old Analogue switch rooms, and auto valves replacing manual valves, all these innovations over time lead to less man power requirement in those areas, allowing other tasks to be completed, with the additional time saved.

Other incremental innovations have also impacted running cost clearly, with replacement of equipment and machinery with much more power efficient units resulting in up to as much as 20% reduction in energy costs, those cost reductions result in a lower production costs and therefore higher margins on the product, and that what can give the company a competitive edge over its rivals.

innovation is not all about new products, of course new products are important, but products do not give the full picture, an established site like ours new products are not


always practical or even possible, but they do arise with the likes of reusable packaging, replacing traditional cardboard packaging, it is important to have innovation at the centre of a company’s way of doing things as the company can finds ways to innovate in not just products but also in the likes of functions, and processes and planning, pre-empting the customer’s needs and surpassing expectations

1.2 Managing change

With all aspects of organisations, change is an inevitable constant feature, be it innovations, policy or product and machinery or in our organisational life or even in our social life, change often requires active and effective management.

Any organisation can only perform effectively through interactions with the external environment of which it is a part, the structure of the organisation must reflect the environment it is established within and change accordingly, Eastman is no different from this and a SWOT and Pestle analysis are simple tools to establish external factors that may contribute to the need to change within our organisation

These can include, for example

Uncertain economic conditions Fierce competitor competition Government interventions such as tax EU influences Social legislation Political interest both local and national/international

There are also internal factors that drive the need for change, these can usually be derived from a SWOT analysis but could include the following.

Increased customer awareness Internal quality control Quality focus Zero accident mind-set

To better understand how Eastman Chemicals works I have conducted my own scanning using a SWOT analysis, to highlight some of the internal and external factors effecting the company they can be seen below.


Eastman Chemical Company SWOT analysis

From the SWOT analysis based on the company, a lot of issues can be seen they are both internal and external issues, some of the largest threats in recent years are our costs with the increase in the cost of utility’s, such as gas, electric and the ever increasing UK and global price of petrol, it has a higher impact on our manufacturing and transportation costs,


Strengths

international company high cash turn over secure employment established skilled workforce low labour turnover established systems community work fortune 500 company Pay and benefits Share price Safe working practise Ability to invest Good public perception

Opportunity’s

Planning and organisational Moral Communication Policy’s Safety culture Streamline process Re-structure Safety of personnel Operator buy inns Systems and machinery Feedback and development Productivity Emergency planning

Weaknesses

No employee progression Lack of discipline Poor attitudes Mistrust management/unions Slow moving Excessive meetings Poor planning Poor preparation No staff engagement Top heavy with staff Blame culture Poor policy’s Poor feedback and support

Threats

Costs Social issues Government taxation European union Joint ventures (CHINA Tobacco) Legal policy’s Union strike action Wages Old Vs. Young attitudes Smoking Laws Environmental i.e. floods Unplanned shutdowns HSE E-cigarette

that in turn, has to be recouped by the customer or margins could get squeezed, reducing the overall sustainability of the site, other factors that pose risk to the company but can be, or could be managed are our internal policy’s, (many are out of date or now irrelevant in today’s company) better planning and organisation also factor as is how the company communicates with its employees when making decisions that could affect them personally and especially during pay or benefit negotiations with the site trade unions.

It is important for the company to deal with its internal issues than can be managed, however there will always be factors out there (i.e. environmental disasters such as flooding or social disasters like war) that the company has no control over, but with the right planning and strategies in place if or when those factor arise they can be effectively managed allowing the company to progress and survive.

To better understand the other factors that can affect the Eastman Chemical Company, I also conducted a PESTLE analysis, which looks more at the external factors that can affect the company, Which can lead to incremental changes or even extreme changes required to remain completive within the global marketplace.

The PESTLE analysis can be used to make decisions and to plan for future events, as organizations need to understand the wider factors that can influence the business.

An organization on its own cannot usually effect these factors listed in a PESTLE and usually those factors does not affect the profitability of an organization directly, but by understanding the external environments, it is possible to take the advantage and maximize the opportunities and minimise the threats to the organization. Conducting a strategic analysis entails scanning these environments to detect and understand the broad, long term trends’.

Taking learnings from the PESTLE that I carried out based on the Eastman Chemical Company globally, I found many crossovers with my SWOT analysis relating to Policy’s, for example government legislation on smoking laws, the global recession, fuel prices and cost of living, these factors are very real and Eastman needs to understand and be aware of those whilst developing any future plans

The full PESTLE results are listed over the following pages.

PESTLE analysis Eastman Chemicals

Political


European union and the U.K future within it Government taxation policy’s and laws Employment laws, including work and pensions Government and worldwide smoking Policy’s War – Customers based in the middle east and the Ukraine

Economic

Recession, the world wide Global economy Interest rates Uk utility’s cost in comparison to the global competitors Waste disposal cost Customer revenue from cigarette sales Transportation costs and fuel duty Exchange rates the pound versus the Dollar etc.

Social

Attitudes to the work life balance Life style choices promoting people living a better and longer life Health and social well being Cost of living, pay rises in line with CPI Global attitude shift towards smokers Filtered cigarettes becoming more popular in poor country’s

Technological

Government and EU investments New products Speed of change against competitors Adaption of new technology’s Expenditure over rival firms New ventures – Factory’s in China and the Asian market

Legal

Environmental penalty’s for chemical discharges Health and safety at work act


Employer duty of care for all employees The Blame Claim Culture Union recognising and legal strike action Smoking in public place Act Uk smoking displays, future of packaging and branding in question

Environmental

Renewable energy Green policy’s Rubbish and waste to landfill The carbon footprint Discharges Chemical spills Asbestos

To keep competitive and meet Changes required to remain at the forefront of our business it is important to manage the internal and external factors which has caused the change to come about, there is of course the human factor in change and it is this what need effective handling and management.

All change must be effectively managed, our site is currently following John Kotters work from the book “leading change” in which we will follow a 8 step model which can fully prepare an employee before the vision or change is even created, which means managing a change will be easier in the long run.

Currently The Eastman Chemical Company is currently going through some restructure and redeployment of several members of staff with a reduction on some benefits/pay (pension plans) of which will be companywide, these have been brought on by the external global markets and other external factors such as better healthcare which in turn has led to an increased longevity of life and therefore more people drawing on pensions for a longer period of time, the company is following Kotters 8 step change model, the business is currently at step 4 looking to move forward to step 5 before the financial year 2013/14 ends.

Here is how Kotters model is currently playing out.

STEP 1

Increase urgency


Inspire people to move, make objectives real and relevant

In the case of the pension the current benefits are unsustainable for the company, and could pose a future threat to the sustainability of the site, this has been communicated, via letters and pension statements, and information meetings

STEP 2

Build the guiding team –

Get the right people in place with the right emotional commitment, and the right mix of skills and levels.

Working Groups have been formed to look at all pension options for the employees, looking for better alternatives, the pension teams that have been formed are from all areas of operations, staff and plant with external guidance from 3rd parties

STEP 3

Get the vision right –

Get the team to establish a simple vision and strategy focus on emotional and creative aspects necessary to drive service and efficiency.

From all the working group meetings, each idea has been adjusted to fit business needs, before the most beneficial aspects or the strongest financially robust ideas are forward.

STEP 4

Communicate for buy-in

Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to people's needs. De-clutter communications - make technology work for you rather than against.

Creating The vision, as the new contributory will be a financial burden, strong and decisive leadership is required one on one meets to answer concerns, a door open policy, but no waffling just the plain facts, the change is essential

STEP 5

Empower action


Remove obstacles, enable constructive feedback and lots of support from leaders - reward and recognize progress and achievements.

Empowering the department figure heads to lead the change, be vision ambassadors reinforcing the change, but accepting and giving constructive feedback.

STEP 6

Create short-term wins

Set aims that are easy to achieve - in bite-size chunks. Manageable numbers of initiatives. Finish current stages before starting new ones.

Show how the new pension is performing, how the site is performing in relation to other Eastman sites, without the significant finical burden of the pension, create visions for the sustainability of the site

STEP 7

Don't let up

Foster and encourage determination and persistence - ongoing change - encourage ongoing progress reporting - highlight achieved and future milestones.

Because the old pension system was in trouble, keep the employees up to date with the new system and inform how it is performing, for their futures, this should be done via regular information meetings, so if change is required again, the employee will be more prepared

STEP 8

Make change stick

Reinforce the value of successful change via recruitment, promotion, and new change leaders. Weave change into culture

The final step is, make it permanent, the new scheme will be used in recruitment in the future, and the sustainability of the site, the short term it may have looked bleak but the long term goals are what counts

The company needs these changes to happen for continued success and to safeguard the future of the site, staff and employees.

Most individuals will look at how the change effects them on a personal level and not at how it effects the organisation as a whole for example looking for short term solutions or personal wins such as a bonus or larger than average pay rises versus smaller incremental rises, with sustainable rewards.


During any transition periods where the employees feel a change will have a negative impact will fall into the one of the following phases, sorrow anger resistance acceptance and help Known as SARAH or follow the Coping Cycle (Carnall 1999) within the organisation most members of the team are on the defence phase of Carnalls coping cycle (see Below)

EASTMAN Employees,

Without effective constructive management moral could become eroded which would result in a negative effect on production, and ultimately a backward step for the site.

2.1 An Opportunity for innovation and improvement


FIRE & EMERGENCY PLANS

Background and the Now situation

Eastman chemicals Workington had for a long time a static work force, most of which, were recruited in the late 60s and early 70s, the plant was in its infancy and everyone had a specific job role to play in any emergency situations those roles have never really changed.

In the late 1990s and to present day that original work force has been eroded through retirement. From mid-2002, there was an increased focus for new employees, to replace the aging and retiring workforce, those operators back filled the existing and the fast becoming outdated emergency roles, with the advent of a plant expansion in 2008, which increased the work force by a further 30%, existing plans became almost obsolete and extremely ineffective.

Recently the lack of focus on our fire/emergency plans became even more apparent, with several issues occurring with disarray and general chaos occurring during fire alarms and plant evacuations, Many team members are unaware of what emergency role they should be carrying out in the event of a fire/evacuation alarm, and therefore failing to evacuate to the assembly point, potentially endangering lives of themselves other colleges and the 3rd party’s emergency services.

As it stands now if the Emergency alarm sounds, the shift crew of 15 men is instructed to stay on site in their current role (effectively becoming an emergency crew)

All other personnel approximately 100 to 150 depending on current contractors, the day shifts admin staff and all other personnel on site during days are to evacuate, to a single assembly point for roll call and await the fire/emergency services.

On the shift crew, Which stays in situation all 15 members of the crew are expected to complete specific tasks, unfortunately those roles can and do change (depending on shift swaps, overtime and sickness,) the shift crew must then await instructions from the team manager of when to evacuate, the team manager will also be investigating the incident and account for missing persons, this is made more difficult by the geography of the plant with operators working in many different areas and those areas change shift by shift, some work alone or out of quick communication reach.

During our regular health and safety team meeting we discussed the situation of our evacuation and emergency plans, and the recent failures, it was agreed during this meeting that we cannot go with this current situation and something must change.

A site initiative of a zero accident mind set and a 100% safety record is in place with a companywide “all inn for safety” policy, also the current system does not offer a duty of care to


Strengths

Established Teams No Manpower Variant Set working roles New fire alarm system New Communication System Company support

Opportunity’s

Robust Structure Safety mind-set Fast response Medical response Fresh team Better utilisation of team New thinking Team commitment Environmental teams Broad restructuring

Weaknesses

No fire drills Production Risks Poor structure Lack of engagement Too much talking not enough doing Outdated thinking None production influences Slow and inefficient H&S Team Too quick to congratulate Blame culture

Threats

Costs Paperwork Lack of support Confusion Operator buy in Lack of ownership HSE Environment agency Local media Government policy

all employees, and is also putting the company both locally and globally at risk, from external body’s such as the HSE and Environment agency.

To establish what was needed I carried a series of exercises starting with a SWOT analysis based on our emergency planning and evacuation situation in its current form, see below

Fire Evacuation and emergency situation planning SWOT analysis

analysing the SWOT we can see, the main strengths that we can build on are our established teams this is important as all shift crews know the areas in which they are working and could be utilized accordingly the other strength is we have no man power variant as all shift crews have 14 men and 1 team manager this never changes any solution will fit all six shift crews, and with


the advent of a new fire and communication system, (personal Radios) could give firm foundations to a new start.

the weakness and opportunity quadrant of the SWOT give ideas for development, with introduction of new emergency plans it could potentially allow for secondary teams that can respond more effectively to other emergencies such as chemical spills, and first aid response, which would in turn give the organization a better duty of care, the largest weakness to overcome are outdated thinking from a “discuss not do department” which goes hand in hand with the ability that, the H&S team and some members of the staff team at the Workington site seem to congratulate a failing policy and firmly point blame at the shift crews for any failure during evacuations.

Taking those points onboard we built on those issues and carried out a pinpointing session to drill down to what the issues are, I conducted this with members of staff and production operators.

The pinpointing session brought up a surprising issue of a staff/ production split, the staff however, do not have to deal with the emergency situation, and therefor just have to evacuate, however the production operators do have to deal issues and it in turn is reflected by the low scores

Our evacuation/emergency plans where we are now?

1 2 3 4 5 6 7 8 9 10

STAFF PRODUCTION/Ops

Asking for an idea per person from the pinpointing session, it became apparent that top three areas for improvement fell under the following main categories, the top three are as follows

Our Policy’s

Currently our policy does not fit the needs of the plant or meets the needs of company, within its Objective of “safe hands & All in For Safety”

Our Attitudes & Expectations

Giving ownership and obtaining operator buy inn is essential for the site going forward, to win the hearts and minds of the production team acting as the emergency crew, they must know what is expected of them on any given day


PerfectNow where near

Training and communication of the new procedures

All operators will require retrain either refresher or full package depending on how much the improvement plan deviates from what is currently in place

2.2 Justification of the improvement

The site at Workington, is Old by chemical manufacturing site standards, (40 + years) but the processes in place still work, and works effectively (the Workington site is recognized as a company leader for quality), but the market is competitive both internally with cheaper manufacturing plants in Asia and externally by squeezing margins from fierce competitor rivalry, therefor any lost time from production down periods due to avoidable actions, such as fire alarms or even false alarms, could compromise the site and is long term sustainability.

There are many reasons to justify the change; both internal and external justifications are a factor in the planning of a change.

the internal justifications comes from within myself, as I as the Team manager am responsible for the People and the Plant, whilst I am on duty, it’s that duty of care I have internally centers my own need to justify a change within the emergency procedures, but not only that I feel a plan is justified by the operators will to change and the want to feel safe within the working environment.

Internally within the company, the need to change is justified; see SWOT in section 2.1 we can see internal factors such as lack of fire drills, poor planning, and the internal policy’s all point to a justification for a change.

External justifications that also apply and can also be taken from the SWOT analysis, they are the likes of the government body’s such as the HSE, and the Environment agency, all of which have a vested interest in the plant (see stake holder analysis in section 3.1) to further understand the path forward it’s important to understand the implications of an inefficient emergency plan, those factors that I have derived are as follows

Moral implications.

How does the company justify not having efficient emergency team, which could put the Site, People and the environment at risk, bearing in mind the chemicals used in the process, there are many people who would suffer greatly in the event of a catastrophic event that was not addressed correctly.

Financial implications


If there was a catastrophic event (such as fire) at the site, it could without control or proper response result in total loss of the production buildings, resulting in millions of pounds of lost production and ultimately potential closure for the site,

But this must also be balanced against false alarms (7 last year) as production can be stopped almost instantly, it cannot be started the same way, as requires a minimum of 48 hours to reach full operational strength but it can take as long as a week.

Social implications

The site at Workington is relatively close to two villages and a large town in a relatively small area a loss of the plant or an emergency situation could have huge repercussions for the surrounding areas, be it environmental or economic impact.

Legal implications

It is essential we provide a duty of care for our operator’s staff and contractors, and adhere to the HSE and the environment agency rules and regulations and laws. With effective dealing of situations that could arise at any-time as the plant is a 24 hours 346 day production facility.

Eastman Chemical Company, corporate message is about working in “safe hand” and “all in for safety” which essentially means that in working for the company, we will be provided with a safe working environment, and the all in for safety is about encouraging an environment that encourages each and every one of its employees to be responsible ambassadors for safety, both theirs and their collogues and be able to stand up and be accounted for.

With the corporate message in mind if we look at those implications of getting it wrong or having a poor system again, it is easy to justify the need for change on those factors and those needs are.

Moral implications. The moral implications, mean that in the event of an emergency we know the company has done its upmost to protect the people the environment and the chemical plant, if a plan is right then there would be little if any moral implication.

Financial implications The Company’s finical investment is better protected; a strong plan could be followed in the event of emergency situations such as spills and medical emergency could be dealt with more efficiently, with the structure that if a false alarm occurs production could be protected resulting in no risk of down time due to evacuation plans, or in the event of chemical spills they can be dealt with effectively without risk to the environment and subsequent fines that would likely follow such an incident.


Legal implications The Company’s legal standpoint would be fulfilled compiling fully to the HSE and environment agency laws.

2.3 investigation and developing options

The first step in developing any sort of plan is to establish some form of foundation to build on, and develop from there, they are many essential elements to consider whilst formulating an options and developing ideas.

I have liaised with various departments and with the site leadership team to first come up with key points that must be incorporated into any plans before any final options could be considered or piloted.

The Site leadership team (SLT) has insisted these following objectives are met.

o The Shift Crew Must also act as Emergency Crew with existing roles which are

Emergency Crew Leader – responsible for the full site Appointed person for roll call x2 – carry out roll call and report missing persons Lift person x2 – check both lifts for personal Runner x2 – liaise with security control for current role call list Fire pump person – man the pumps ensure water pressure First aiders – await instructions

o Any new plans must also take into account production risks and protection

o The plans should be used across all 6 shift crews

o Any plans should be passed by our H&S team

o Must be robust enough to cover shift swaps, overtime and sickness

These factors had to form the back bone of any plans put forward, but to generate options we had to build on what we knew was the consensus from the pinpointing session.

The first step was to facilitate a brainstorming session using Ishikawa fishbone model, to find why our evacuation plans don’t really work right now, this was an excellent way to gather primary data, and gauge opinions of group members.

Ishikawa’s Model worked well in generating conversation and ideas that could be built up on, most of it focused on people, the policy’s and methods in place (see appendix 1 for details) to get a different aspect of why we didn’t work well.


From the evidence established in the pinpointing session of a gulf between the staff and the operators with regards to the emergency planning and evacuations, I thought it would be best to carry out two separate sessions, one for production operators whom will make up an emergency crew, and the other for staff that just have to evacuate or not deal with the emergency’s, because in a staff opinion the current system is a system that seems to work, their session was carried out in the reverse brainstorming fashion, asking how to make an our systems worse and then flipping it round.

Gathering more primary Data, I contacted the Cumbria fire service to see what there policy is when dealing with a call to our site, they stated their main focus was protection of life, so the first factor they would always want is to know if everyone is accounted for, everything else is secondary to that.

I have also spoken to my counterparts in our sister factory’s in North America and in South Korea, about their emergency plans, there plans are very different to ours and so is their plant layout, using various alarm for various buildings. The system would not work within our site purely because of the topography of the Workington plant.

Gathering secondary data, I visited the HSE website although we are unique in what we do in the UK, the fundamentals of a chemical plant apply, the HSE had a study into chemical plant incidents that had resulted in losses in excess of 50million pounds, one factor that arisen from the study was a lack of adequate control and evacuation systems. I also gathered information from local manufacturing and process plants in the area, to establish what safe systems those companys use.

With all the primary and secondary data established options could be generated to move the innovation forward.


OPTION 1

Zoned evacuations

A new alarm system is currently being fitted a solution could be to have a multiple alarm system in place, across all floors and in all areas of the plant, the alarm system could be configured to sound a “two tone” or intermittent alarm, allowing operators working just in that area to take up the emergency role required, and either investigate or evacuate to the various assembly points, until further instructions are received.

This system would allow the team manager to investigate and then contact the security control room to order a full evacuation and contact the fire services if required or silence the alarms and announce an all clear tone or false alarm tone

In a full plant evacuation a single tone alarm would sound and the entire plant would have to evacuate to the relevant assembly point, a 3rd alarm could sound for potential spills as a warning.

The emergency crew roles, would be unchangeable and, would become as essential as operators own specific job skillset, in which a shift swap or over time could only occur if someone had the same skill sets, for example a, Roll call leader could only swap with someone with the same job role and emergency role.

The shift first aider must carry a radio, at all times

Pros

Production would likely not be effected badly as the alarms would be area specific and not all operators would need to evacuate, the emergency roles that the company require would be fully covered by only allowing swaps and overtime with the same skill set people

Cons

With a plan like this in place there is a real risk of confusion with various alarms sounding, what happens if something happens to the team manager, who tells the plant to evacuate, and although there is no direct risk to production, there is a secondary effect, as the system will not allow, different emergency crew members to cover overtime, which could mean sometimes shifts may be short on manpower


Option 2

Situational planning

A single one tone evacuation alarm, in the event of an alarm the full site evacuates to the assembly points for roll call the shift crew would still fall into the emergency rolls but, they are not defined by the operators job title, but buy the role they are playing on site on that day, effectively situational fire evacuation plan,

The plan will have LARGE poster size “know your Role” (see example appendix 2) in multiple locations and in habited plant areas, this will detail who does what in the event of an emergency evacuation, at the time of evacuation operators can quickly glance at the poster, establish what their roll is and carry it out efficiently these posters are to go up in canteen and control room areas,

On the poster it should state clearly what each role entails and what is expected of that operator within that role, this could incorporate spill and medical teams as required

The first aider is to liaise with the team manager for incident investigation; the guard will contact the fire services, regardless as the alarms will not be intermittent.

First aiders must be visually be easier to identify due to number of overseas drivers

PROS

This system allows for shift swaps and overtime, to be effectively covered it is also very straight forward without the risk of confusion, it would lead to a quick and effective evacuation, the cost would be minimum, as the new alarm systems would not need modification, the team manager would not be alone during incident investigation.

Cons

This system has little protection for the plant and machinery, as the all-out policy is in place no one could see any potential risks to equipment, there is a risk of shutting machines down vs. leaving them running, un monitored, there is also potential for extra issues with the all-out system as the assembly points would be hugely over crowed, and difficult to manage, on day shifts while staff are present.


Option 3

In and out plan

In this system single alarm sounds everyone including the shift crew and the team manager will leave the plant, as normal the Operation Shift Crew becomes the Emergency Crew. The expectation is that if you hear the alarm on shift you will all immediately go to the assembly point so that you can be accounted for, the difference being the assembly point will be split into six service areas (see appendix 3) once the operators are accounted for the operators with a designated role are to liaise with the Shift Team Manager to determine if it is safe to go back onto the plant to carry out the emergency role, anyone carrying out a designated role must carry a radio at all times.

The designated roles from the Emergency Procedure are unchanged

o Emergency Crew Leader – responsible for the full siteo Appointed person for roll call x2 – carry out roll call and report missing personso Lift person x2 – check both lifts for personal o Runner x2 – liaise with security control for current role call listo Fire pump person – man the pumps ensure water pressureo First aiders – await instructions

But additional role has to be added “production safety” – x 2 operators whose role it is to ensure the moving machinery does not become a risk to the returning work force.

PROS

No confusing signals, or alarms, minimum risk to all personnel the team manager does not investigate ideally allowing him to assess safety risks before investigation and talking a lager team with him if required, a larger assembly point is beneficial with reporting lines through department heads in the pens, will allow for quicker establishment or who isn’t present

CONS

Operators are expected to leave the plant, for accountability before carrying out emergency tasks, this could lead to operators trapped in lifts and fire pumps not running as they are unmonitored, it still relies on a judgement call by a team manager, to send people back into a building that could potentially be a huge risk, there is a reliance on radio communication, and no defined roles.


Option 4

Combo

A taking elements from option 2 and 3, a single fire alarm sound with site wide evacuations, to the split assembly point, all personnel are to go immediately to their area for roll call, apart from the shift crew, who will follow the situational poster(appendix 2) and evacuate, safely checking all systems as they leave the team manager accompanied by one of two first aiders will investigate the incident, the team manager will be carrying personnel radio, the shift crew as it evacuates, it will check lifts and lone working areas, arriving at assembly point for roll call,

The team manager can establish if it is safe to reenter building, sending in an emergency crew, to avoid machinery breakage or to emergency stop all lines to stop potential fuel for a fire,

The situational roles can be used to fulfill spill teams and medical teams all team members must carry radios

Pros

Taking the best elements from various plans, the system is robust to stand shift swaps, and easy to follow for new and set in their way operators, the system allows the team manager to concentrate on the task of establishing a cause, whilst a roll call is carried out, as the team evacuate, there will be no risk of personnel trapped in lifts or unmanned areas, as they will be checked as the operators pull out

Cons

This system will require a double outlay, for new assembly point signage, and an outlay for posters, there is a reliance on radios for communications, which would have to be put into the UPS power supply


2.4 Evaluation of options going forward

To evaluate which option was the most likely suit, I carried out a feasibility study on which option would be preferential to operators and staff alike.

To assess the feasibility and to comply with the SLT directive, the 4 systems developed where brought up at the monthly H&S team meeting, with a brief of how each system would or could work, costs where not discussed in detail, at these meeting just a theoretical discussion on the any plans going forward

The health and safety team meeting consists of the following people –

2 health and safety managers All 7 members of the Site leadership team A minimum of 2 team managers 2 union safety representatives A minimum of 3 operators

These represented a broad spectrum of the work force, and is equally balanced with production versus staff,

The results of a vote where as follows

OPTION – 1 –

Received 2 votes, general concern was raised for the following reason, was confusion and an over reliance on team managers

OPTION -2-

Received 4 votes, the general consensus was this was the best option, as it was clean and robust enough, and also very simple, some negative came about due to the lack of protection for the plant during false alarms, as operators would be out of the plant

OPTION -3-

Received 5 votes , this system was also popular due to the fact it was simple and offered plant protection, it had no set emergency roles and the reliance seemed to point to the shift team manager to determine those roles after evacuation


OPTION -4-

Received 6 votes , this was a popular choice, but had the expense of two elements, which were not discussed, but were a underlying issue

to affirm the options going forward, I also issued a basic questionnaire, detailing the 4 options going forward, this was communicated site wide via email, the system allowed the operators and staff alike to digest each option and vote for the option (via the outlook vote button) that they thought was most viable, (see copy of email in appendix 4)

The voting had a return rate of approx. 40% accounting for 66 personnel of 167 with the results as follows

The questionnaire results confirmed that 32% where behind option 4 and felt it was the most feasible, going forward; I confirmed this by carrying out my own ranking and rating matrix seen below

Ranking Matrix to help decide which option most appropriate emergency plan is for

Option

Has Minimum cost to the company

Fulfills obligations to SLT and

HSE

Protection for

equipmentOr

production

Buy-in from site

leadership and

operators

Robust enough to withstand swaps and

OT

Total score

1Zoned areas evacuations

2 5 2 3 2 14

2Situational planning

4 4 1 3 5 17

3In and out

3 4 4 3 2 16

4Combo

2 4 5 4 5 20


OBJECTIVES SCORE 1 to 5

OPTION 1

OPTION 2

OPTION 3

OPTION 4

To manage the risk in this option I conducted a risk analysis on the most viable option see what risks are likely to be faced by this new more feasible option the risk plan looks at several factors and is graded High medium and low, depending on the perceived risk to the project, the potential benefits must outweigh the risks

Risk IdentifiedRISK

H-M-LRisk mitigation plan

Human Risks – confusion, and change to working practice

H Training required to eliminate the risk of human error

Change in procedure, and policy time to adapt as required

MTime will be required, for new systems to take place, must be

expected to have a rough start

Technical challenges of getting the roles right on posters, so no overlap on roles and

responsibilitiesM

Careful planning of roles expected so essential roles such roll call have contingency if crossover with appointed first aider

Behaviors, operators and first aiders must all carry personal radios

MRadios must be treat as PPE, and relevant actions taken with

personnel whom, don’t carry them, random radio checks to be introduced

Communication from senior management LIssues to be raised in the morning production meeting, feedback

on how role calls and evacuations are carried out to be communicated via new review system

Equipment – false alarms H No systems to be shut down without TM confirmation

Time delay from slow moving departments L Steering team in place, to help transition into new systems

Overt Criticism from other departmentsM Opportunity for discussion, and evolution of systems as required

The Blame CultureM

Allow time for system to adapt, do not blame, but coach if mistakes happen in the short and long term

A new fad, getting the belief back,L

All shift managers, to buy in and deliver message that new systems are here to stay, but take any feedback and use it.

The Cost of option 4 has its own financial burden, the new radio systems were purchased for a role out in future projects, the connection to the uninterruptable power supply, the cost of signage,posters and new assembly point areas all need to be factored against the possibility of this system not working, to give a risk value of failure, a breakdown and risk costing are.

Radio System – £61000 Connection to UPS – system - £2100 New assembly point signage x 6/posters and concrete pad - £4900 Total Cost £68000, verse the risk of failure, which could be estimated at 25%, this is due

to number of factors found in the force field analysis (Kurt Lewin 1951) detailed below, giving risk value of £17000

Lewin’s 1951 – Force field analysis


Forces opposing change Forces supporting change

As you can see both sides are equal, giving a static situation but by highlighting what the problems are we can reduce the opposing factors, such as highlighting the threat to the organization of doing nothing and that could lower the opposing force dramatically which will lead to an improving situation as opposed to a static situation.

Option 4 is the final solution going forward for pilot and test.

3.1 – Change management and stakeholder analysis


A SITE SAFETY

SYSTEM FOR SAFE

EMERGENCY RESPONSE

Cost of the change

Unable to see the threat

Slow reactions from H&S

team

Not my idea “don’t care”

Existing standards

Legal

Environmental risks

Operators will to change

Site leadership

Social – “duty of care”

Protection of equipment

Production vs. false alarms

Always a compromise

5

3

4

3

2

5

3

5

4

5

5

3

3

To develop a change management plan it is first essential to carry out a stake holder analysis on the organization and map out the relationships between each stakeholder and the company.

stakeholders fall into two distinct category’s, Primary and secondary, the primary stakeholders are people or groups or organizations, that have direct first party interested in the company and the secondary stakeholders are indirect, there is no magic list of stake holders, for each organization they will be different.

Below is an account of the stakeholders identified for Eastman Chemicals Workington,

Primary – Stake holders

The Employees – have direct effect on any changes within the company, every change will physically affect them

The Leadership Team – commissioned any work and ultimately steer the company in the right direction, they are the decision makers.

On Site H&S team – responsible for all actions on site to do with Health safety and security, they are ultimately responsible for everyone’s well being

HR. - Department- all polices relating to the plant and the wellbeing of its employees must be past of through the HR. department before policy’s can be amended

The Government & Laws– taxation, energy bills and employment figures for the area all effect the government statistics, having large Multinational Corporation, in an area with higher than average unemployment offering potential long term employment will always be a win for the government,

Environment Agency – will always have a vested interest in chemical plants as what they discharge could potential damage the environment and the wider environmental ecosystems

H.S.E-the health and safety executive, interest lies in the wellbeing and the safe operation of the plant, and ensuring specific H&S laws are upheld and adhered too

UNIONS- have vested interest in the safety and security of its members within the plant, and the long term employment at the site

Customers – the customers demand quality and reliability, in an environment where the demand for the product out strips supply, any downtime could be catastrophic for business relations and the sustainability of the site.


Contractors – external contractors, from electricians to small engineering firms relies on the site for income and employment, going hand in hand with the government employment statistics,

Suppliers – external materials which require processing, all come from local business, supplying a large percentage of cash flow

Transport – local firms, distribute goods all over Europe, many have built up businesses solely on the demand of the company to supply Europe.

Competitors – in competitive market competitors become stake holders in the company, watching and analyzing the organization for opportunity’s to seize, and capitalize on the company’s weakness, or mistakes

Shareholders- all shareholders look for a return on their investment with the fibers business so lucrative for the company, it is essential it performs well,

Secondary Stake Holders,

Family’s - although not directly involved with the organization, the families of employees can also feel the effects of change.

Local Shops/businesses /pubs/social clubs – the general economic environment relies on money earned being used within the local area, thus supporting the local economey,

Highways agency Power Company’s – new bridges, roads and clean power supplies have all been set in place and maintained purely because, HGVs require good access to the factory at all times, without the factory infrastructure could suffer.

The local community – local factory supported by 5 towns within the area, all employees from the factory are based at or are originally from these communities, without the factory “honey pot” the chances are employees would have to move away to find equally paid work.

Housing developers – house prices in the area are relatively high, without the infrastructure and the originations offering good long term prospects these prices would surely suffer

Local Media – always has some interest within the plant, from pay discussions to recruitment drives all reported in the local media

Schools- relies on the community and social security of employment in the area, the future of the company could be within those schools, Eastman also supplies local schools with older model PC, Laptops and science equipment usually for no fee


Local Residents - noise, light pollution, and environmental discharges all could factor for local residents,

It is possible to map out how stake holders relate to the company and to each other this can be used to establish any possibilities for conflict, Mapping out who the stake holders are and how they can interact with each other is a useful tool to see where potential conflicts could arise, for example looking at the map, local media could cause potential for conflict as it will report on environmental concerns and emergency situations all of which could give a bad impression for customers and shareholders, other conflicts can arise from competitors contacting suppliers or customers

Stake Holder interaction map


Eastman Chemical Company

Employee Environment agency

HSE

Contractors

Government

Suppliers

UNIONS

Customers

Emergency services

Competitors

Share holders

Families

Local shops

Highways agency

Local community

Local media

SchoolsLocal residents

High – LOW – Satisfy

Production employees-the needs must be met and communicated at all times, to keep in the loop

Emergency services –must be communicated with for roll out of any plans, feedback to be taken, but not essentaily acted upon

Environment agency – new systems must satisfy environmental laws, communication essential

Local Government – needs to be kept up-to-date on any changes to the plant

HIGH – HIGH – Requires engagement

Site Health and Safety team –knowledge and influence in this area are essential for the project to move forward and include additional tasks

Site leadership team – the final decision lays with them, all plans to meet their approval

The HSE – all plans must fulfil legal obligation to the HSE rules and regulations and offer a duty of care

HR. department –new policy’s to be put in place, communication will be minimal as final approval will come from SLT, who will instruct policy change

The Union- new polices to be passed and systems in place as a courtesy it is essential to keep the union informed as they have high influence of the employees,

LOW – LOW - Monitor

Contractors – has little influence on site, has to obeyed by Eastman rules and regulations

Local community’s – monitor for complaints from fire drills etc., avoid the risk of moving up the importance chart

Local Media – only becomes a concern if anything newsworthy happens

Shareholders- no direct influence on the systems in place right now, share price could be affected in an emergency/plant loss

Identifying the key stake holders

From the map and analysis of the stakeholders it is possible to establish who the key stake holders are and what expectations are to be achieved this can be carried out using the stake holder analysis tool, some secondary stakeholders do not need to be taken into account (in this case) for the preparation, of the planned option, I have taken this into account

The key stake holders, and the expectations that fall into the High influence and High importance quadrant, of the map, require the most focus and communication, the H&S and site leadership team have laid out their expectations, summarised


FIRE AND EMERGENCY PLANNING

Low influence HIGH

LOW importance HIGHHIGH

“The site emergency plans are to be developed by using established teams, for a safe response to emergency situations, without compromising production, and to fully meet the SLTs detailed expectations, and must be rolled out across all shift crews, any system will be piloted by Shift Crew E, in conjunction with the site H&S team, and the emergency services, before the green light for roll out is finalised all plans must fully meet or exceed HSE guidelines, and ensure a duty of care is maintained for the operators and the staff alike, with plant and environmental protection as a key to ensuring success”

Change management plan

To move the project forward a change management plant must be formulated and adhered to, to ensure any changes run as smooth as possible, and obstacles can be overcome a change management plan requires SMART objectives to ensure success a detailed change plan is accounted below.

Fire and Emergency Planning,

Change management plan

Objectives

To introduce changes to the fire and emergency response plans, to ensure a smooth transition from the existing plans to the new roles, the system must fully meet the following specific objectives

o The Shift Crew Must act as Emergency Crew with existing roles which are

Emergency Crew Leader – responsible for the full site Appointed person for roll call x2 – carry out roll call and report missing persons Lift person x2 – check both lifts for personal Runner x2 – liaise with security control for current role call list Fire pump person – man the pumps ensure water pressure First aiders – await instructions

o Drills regularly be assessed and risks to production managed

o The plans should be rolled across all 6 shift crews

o Any plans to be passed and assessed by Site leadership, HR., H&S team, and unions

o Must be robust enough to cover shift swaps, overtime and sickness

o Must meet HSE standard and be implemented before 30/4/14


o Must be used in conjunction with fire services exercises and fire drill. Medical drill and spill assessment.

Core Resources required

Change team, roles of specific members are as follows and to be assembled and position 12/12/13

Change Initiator/manager

Stuart Rogerson – Shift Manager Crew E –

Role, assess the need for change, regarding potential impact, required resources and pre implementation cost estimates, assess the risk involved in the change and possible back up plans/ if the change fails, build a team for change

Change Advisory Team

Site Leadership Team - & Site Health and Safety Team

Role, to assess and give authorisation for expenditure, and organise relevant works, to assess the post change potential and feedback concerns to Change initiator/Manager for review,

Change Testers

All Shift Crews - 84 Operators + 6 shift managers

Role – Follow new System from start to finish simulation of 3 types of emergency, Medical, Spill, and Fire Evacuation. The system is too watched by 3rd party to assess benefits and possible changes going forward.

Change Review

Health and Safety team – Proctor & Jackson, along with union safety representatives

Role- To review in conjunction with the change initiator/manager the impact of the change and assess the possibility of entire plant role out and or future modifications

Change area assistance – Tunstall – Medical – Thornthwaite - Spills Role – to manage two other key roles in the emergency planning, responsible for monitoring and implementation of the 2 additional roles, specified by the SLT, of having specific Spill team and medical response team


Stakeholder Management plan

KEY

Constant communication via meetings, email, daily, weekly by project lead

Keep informed bi – weekly communication and accept feedback via project lead

3rd party communication via relevant cascading of information to keep project lead free


Stuart Rogerson project lead

Health and Safety team HSE

Site Leadership team/Change advisory team

HR. department

Unions

Environment agency

Emergency services

Production operators

Contractors Local mediaShare HoldersLocal community

Low influence/low importance Low importance/High influence

High importance/low influence High influence/High importance

Area assistance

The 4 stage planning and implementation of key emergency roles, Is broken up into 4 specific sections the idea being a bite sized portion minimises risk of a huge site role out of all new plans causing confusion, this can this way be Rolled out and assessed individually

Stage 1 Fire and Evacuation Roles “situational” – 2 month role out – 01/02/14 – 4/03/14

Objective

The role out of the first stage of the system, new assembly point signage and new fire alarm systems to be installed and tested mid-January 2014, situational roles developed by change manager and implemented on a temporary basis on , pending successful completion of tasks

Roles to be reviewed with the operators by manager by way of a questioning operators on what specific role they would play if an emergency was to happen “today” feedback must be given to the operators so they know the importance of their “role”

Concerns

Time will be need for this routine checking, and allowance for human error, this will need to be accounted for in assessment of operators understanding of their specific roles

Risks

Initial costs are involved, regardless of success, new signage for the spilt assembly point is already in place at the cost of £4900, additional costing of large posters are required, the possibility of teething trouble with the new fire alarm system may result in false alarms,

Success criteria

Before moving forward the following benchmarks must have been achieved

Successful bench mark test, of full evacuation and accountability in under 15mins All posters implemented in habitable areas – (temporary) Spot training procedure on all emergency crew operators No unaccounted personnel on test days Each crew able to respond to scheduled fire drills No production loss or damage to equipment and machinery


Stage 2 First Aiders and medical Response – 1 month Role Out – 5/03/14 – 4/04/14

Objective

The second stage will be to build on the situation roles with the introduction of first aid response teams, that utilise our specialist Defib trained operators and the introduction of all first aiders to be readily identifiable from the other operators and have, their own personal radios.

Concerns

New systems to be implemented that have not been tried before, changing habits is often hard to do and will require additional reinforcement, only two first aiders per crew

Risks

Operator buy inn is a factor in the risk, new uniforms have been made and passed over to the first aiders, adding to the cost, and the new system will require a drastic change from the perspective of the operators due to the nature, of the previous task.

Successes criteria

Before moving to stage 3 the following must have been attained

All situational posters reviewed and roles “firmed up” All personnel that have radios carry radios, checked via radio check sheet New first aider uniform role out and full compliance First aiders to respond to a scheduled emergency drill, response times recorded Shift crew must now be able to respond to “blind fire drills”


Stage 3 Spill Team 1 month roles out – 25/03/14 – 25/04/14

Objective

Defined emergency crew spill team to asses and deal with environmental spills, made up of shift team members and fitting into the situational emergency crew model

Concerns

The final of the 3 stage plan adds one final tier to the situational plan, the eye may be taken of the ball, from the early roles that will have been developed and established

Risks

Operator buy inn becomes a risk factor once again, spills are often messy and difficult to clean up, again this is a drastic chance from normal operations and will require monitoring, as spills are very rare, this may not be tested in a real world environment very often.

Success Criteria

Before moving to the final stage the following criteria must be achieved

100% compliance from fire evacuation alarms 100% Compliance on radio checks first aiders Able to respond to both medical and fire evacuations without hesitation Spill team able to respond to “planned emergency’s”

Stage 4 – continus Review – and improvements – 14/04/14 - onwards

Objective

All systems required to be in place by 30/04/14 all the shift crews from that date will have a scheduled test drill for all three areas, (Medical, Fire, Spill) and unscheduled simulations, involving emergency services, all shift crews to be involved, and evaluation results recorded

Concerns

The blame culture could come to the for front once again, this needs addressed and turned into a constructive, balanced review both objective and subjective


Risks

The largest risk is each shift crew, playing each other of, rivalry can be healthy to a extending but too much so could lead to deliberate sabotage of another shift crew, reviews must take into account the human factor and look at the bigger picture,

Success Criteria

In this final stage

100% compliance in all areas of emergency response including personal radios One emergency in conjunction with emergency services to take place All crews must respond to unplanned emergency drills in under 7mins All “situational roles” to be set after operator and SLT assessment

The Detailed proposal

To introduce a more robust situational fire evacuation plan, the plan will have LARGE poster size “know your Role” in multiple locations and in habited plant areas, this will detail who does what in the event of an emergency evacuation.

The emergency crew task will be defined by what production job roll an operator is currently on, (see a proposed example poster appendix 2)

The idea being that if the evacuation alarm sounds everyone should evacuate, this should also be communicated with a press of the red emergency button on the radio by the team manager and order an evacuation of the facilities

At the time of evacuation operators can quickly glance at the poster, establish what their designated emergency role is and carry out the role efficiently these situational posters are to go up in canteen and all control room areas, the posters can be area specific once confirmed and must be minimum A2 in size.

On each poster it should state clearly what each emergency role entails and what is expected of that operator within that role, the following is the roles and duty’s I envisage to make a safe plant evacuation, but these can be adapted to suit following testing.


For example

Baler area roles

DOFF SHEET – Roll Call Leader

The roll call leader will evacuate to the relevant assembly point (TOW), as the roll call leader will be the Baler Doff sheet man, he will also on evacuation take the baler radio (347) and have exclusive contact with the Team manager

EXPANSION SHEET– Roll call Deputy

The roll call deputy will also head to assembly point tow and begin preparation for roll call, he will also be able to account for who was on what task, within the baler area such as who the runners are and relief men,

PUT-A-WAY – Runner

On hearing evacuation alarm, head to guard room, via assembly point and retrieve roll call list of all people on site and return to assembly point , giving all paper work to roll call leader.

SCALES – Runner 2

The 2nd runner will head to guard room via assembly point and liaise with fire services direct fire services to incident, maps will be available in the guard room, return to guard room and await further instructions and or appliances

LAB OPS – first aid relief

Relive any first aiders that may be caught up in other emergency tasks to concentrate on their first aid duty’s (first aid list will be next to the “know your role” poster

FIRST AIDER – Team manager Support

First aider to lease with team manager, he must have his radio and medical bag for investigation purpose to the source of alarm, and take over from team manager in event of an injured or incapacitated Team manager,

FIRST AIDER 2- assembly point first aider treatment

First aider should take medical equipment to assembly point with the view of treating walking wounded should be identified by hi vies green jacket and new uniform(supplied in personal medical bag detailed later)


Spinning operators

TOP DECK, - north lift check

Summon lift to 2nd floor/open lift doors and secure by locking off if the lift doesn’t respond, try to locate which floor it’s on, and determine whether there is anybody trapped inside. Evacuate via stairs nearest to current location and head to assembly point.Inform roll call lead if unable to secure lift.

MID Deck Operators – Relief as required for first aiders

Relive any first aiders that may be caught up in other emergency tasks to concentrate on their first aid duty’s (first aid list will be next to the “know your role” poster)

BOTTOM DECK – Plant protection

exit to assembly point for roll call, must have bottom deck radio on his person at all times, must be prepared to enter production building for plant protection, once shift-manager confirms it is safe to do so, the bottom deck operator is only to protect moving equipment from becoming a hazard and causing injury’s to returning operators,

Crimper Dryer operator (CDO)

DUTY CDO – Retrieve hard copy of clock cards

Collect clock-cards from ‘clocked in’ side of rack Evacuate via nearest exit and take cards to the roll call operator at the assembly point. This is to back up in the event of any possible computer outages

BACK UP CDO – Plant Protection

exit to assembly point for roll call, must have CDO on his person at all times, must be prepared to enter production building for plant protection, once shift-manager confirms it is safe to do so, the CDO must be paired with the bottom deck spinner and maintain radio contact the only duty is to protect moving equipment from becoming a hazard and causing injury’s to returning operators,

Dope Support team

Delta control systems operator – SOUTH LIFT CHECK

Summon lift to 3rd floor/open lift doors and secure by locking off if the lift doesn’t respond, try to locate which floor it’s on and determine whether there is anybody trapped inside. Evacuate


via stairs + nearest building exit to assembly point, Inform Shift Coach if unable to secure lift Evacuate via stairs nearest to current location and head to assembly point.Utility’s operator– Man fire pumps

Collect radio from Utilities control room Go to fire pump house and check that fire pumps are running, if required. If there is no electrical power, be prepared to start the diesel pump from batteries/hand-start Inform the Shift Coach via radio that firewater is available.

PATROL MAN – relive first aider if required

Relieve First Aider from fire pump house if REQUIRED evacuate to assembly point and Shutdown distillation at E-Stop near acetone tank bund or Utilities D.C.S graphic, if deemed appropriate (e.g. visible flames or smoke or instructions from Shift Manager or Dope Area Engineer).

This system is robust enough to withstand shift swaps and overtime cover, while remaining very simple in its execution,

Keeping communication simple and effective will be the key; during any plant evacuation or incident it will be essential for the radios not to become jammed, as people communicate with the emergency crew leader.

To exercise this all operators that have tasks to complete must on reaching the assembly point tell the assembly point roll call operator if there are any issues such as persons trapped in lifts etc., and of course if people are missing,

To save the possibility of jamming the team manager’s radio, only the assembly point role call operator will exclusively report to the Team manager whilst he is out in the field investigating the source

Additionally all fire doors will have closest exit to assembly point marked with the escape routes highlighted operators will be expected to leave through the nearest escape route and not the nearest to the assembly point.

Fire system alarms to be tested every MONDAY and FRIDAY to give less time between tests (due to our shift system) so operators are used to what the evacuation alarm sounds like.


First Aiders

All production first aiders must carry a radio, should be treated like our safety equipment, and required on a first aider at all times

The First aider radio to be reprogramed to 999 or 911,

All first aiders must be clearly identifiable (NEW UNIFORM ROLE OUT)

New first aiders required for Crew D, Crew B, and Crew F to allow better accessibility, as utility’s/dope operators will require relief before they can attend a casualty delaying what could be valuable response time.

Small medical Lockers to be installed in production areas, first aiders and only first aiders to have a key, all personal or generic first aid kits kept in lockers in production areas in also each bag to contain a hi visibility first aid green bibs to be worn on plant evacuations, and also contain a plant map for evacuations and team manager liaison,

In the event of a medical emergency, such as a collapsed person, the red emergency channel button on the radio should be pressed and announce the emergency incident as “MAN DOWN” then the location of the casualty, the first aiders should responded with a “RECEIVED” after which the emergency channel should be “killed” and contact first aiders via 999 on radio should be established, with more information etc. the first aider can then attend/with or without shift manager and or call ambulance via guard etc. as required.

The first aider will be expected when on a “MAN DOWN” call to attend with oxygen bottle and Defibrillator as well as first aid bag.

The ensure a system like this is Implemented well and runs smooth a first aid “drill” will be required this will ensure all first aiders follow the same routine, where as they attend any incident they are called to with oxygen and a defibrillator kit, give first aiders regular site orientation training, (as not all of them are not familiar with the site) hence small site maps in their personal kit

THIS SHOULD ONLY BE USED IN THE EVENT OF AN EMERGENCY AND NOT FOR MINOR INJURY’S!

Overtime Cover should be provided if insufficient man power is available to relieve first aiders for required refresher training on 8 hour days.

Medical inventory and essential equipment Check sheets, should be moved onto a shift task every Monday, with operations running quietly it shouldn’t be an issue to incorporate a 15 -20 min check every week.


Spill teams

We can form an effective four man team that will also fit into the situational model

They would consist of,

Team leader – Shift Coach

Spill team members taken from,

Balers – Straps & Polly’s Spinners – Mid deck man Dope – Patrol Man

The system should work in much the same way as the first aid system, although the spill team would not have to have a dedicated radio communications system (the DCS patrol man all ways has his) all their respective work group members do, such as the Top Dec/Bottom Deck Spinners

In the case of a spill Depending on how bad/rates of flow etc., Emergency Button should to be pressed and stated “SPILL” and location, Guard then to announce SPILL TEAM TO……over Tannoy system.

Spill Teams will require an emergency drill system which can be easily executed on site and again additional checks could be added for people in the spill team role such as a check of the spill kits and drainage protection in the various locations.

Timeframe

The realistic time frame from ware we are now to full compliance, is set at 19weeks, see Gnat chart overleaf,

How do we know if it is successful?

To gauge the success of the plan, we can assess several physical factors,

We know we had poor compliance, in all emergency situations, this can now be reviewed by way of our drills we can then gauge response rate and times and judge it against our old standards, and we can also build a data base to track the performance of each shift

A new radio checks system will be introduced with results recorded against individuals who do not carry the radio, this could be deemed as not obeying safety compliance, and could be a performance management issue.

3.2 Where we are and how we will measure performance


It is important to measure how we are performing and continually review how and where we currently are; we can monitor this in several ways.

The first factor we can currently monitor and review is which stage we currently are working towards and what factors are holding us up be it first party internal factors or external factors such as contractors.

We have established a check sheet for each of the implementation steps before moving forward toward completion an example of the check sheet is detailed in Appendix 5, the list is not set in stone and does allow for some flexibility, i.e. introduce other areas out of sequence, to keep the project moving forward and maintain momentum.

From these check sheets and our forecasted position we can ascertain where we are and what tasks need to be carried out before moving on it will also give opportunities for a work around as required if an external or internal factor is holding us up.

The details of which can be plotted on the Gantt chart which was developed by Henry Gantt between 1910 and 1914, which allows the ability to plot the start and finish times of projects stage by stage, on the Gantt chart detailed below and it can be clearly seen we are behind where we need to be in the introduction of the new system.

In this case we are being held up at stage 2 of the introduction of the medical response team, due to sickness of the first aid coordinator, and a unwillingness of any other to step into that role, in response to this the spill team introduction role could be brought forward but, after discussion with the site leadership team they were happy to wait for the return of the first aid coordinator and allow stage one plans to digest a little longer which has in turn allowed extra Fire evacuation practice.

For the implementation to be successful other key areas require monitoring in the “stage one” phase it requires the implementation of the know your role posters and the split assembly point areas, temporary posters are now in place and split assembly areas are now completed (see Photos in appendix 3) and successfully tested for roll call and evacuations.

The details of which are being collated by the H&S department, via spread sheet, do ascertain an average time for plant evacuations, since the introduction of the new “all out” alarm system and the split assembly point area from the 7th February 2014 there have been 4 recordable fire evacuation alarms/events with the following information recorded

21-2-14 – Fire Alarm – response time – 8Mins – Crew D


28-2-14 – Fire Alarm – Response time – 6mins – Crew E 14-3-14 – Fire Alarm – Response time – 7mins – Crew C 21-3-14 – Fire Alarm – Response time – 7mins – Crew A

Giving an average response to assembly point of 7 minutes, this is based on the raw data from the Health and safety department, all drills where scheduled, so does not give the full picture of true response times, unscheduled drills will be introduced in the coming months.

We have also formulated a radio check sheet and a data log of essential roles that should be carrying radios we can effectively measure the compliance of those roles, the radio check works very simply, as all radios have a specific number assotatied with the area the operators should be working inn, the guard simply at some point over the working day will make a call to one of the 14 essential radios and record if they had or had not carried a radio, they can record that data, it has seen an increase from 31% to 73% compliance

As a routine we will now ask operators do they know situational role today?, again a simple recording of the data (yes or no) can be used top used by each shift manager allowed us to track the response rate, the data actually changed overnight with a 94% rate of operators knowing their role in an emergency, simply on the back of the situational posters.

We are currently waiting to start stage two of the project by adding in the medical response, and that in turn will be followed by the spill team.


Gantt chart for roll out of emergency planning

NOTE – Red band – indicates where we are now Green Indicates where we should be

Time Frame for emergency role planningWeek 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

Meet with H&S and discuss final plan

Develop “posters” & assembly point

Lockers and equipment ordered and installed

All ops including first aiders carry radio

new training plan writtenspot training

Start training across all crews

Go live on posters and equipment

Stage 1 role out

Stage 2 role out

Stage 3 role out

Stage 4 review and monitor


Proposed emergency crew role out

Appendices

Appendix 1

RCA into why our plans do not work

Appendix 2

Example of a proposed situational emergency plan poster

Appendix 3

Split assembly point and new assembly point photograph

Appendix 4

Plant wide communication for voting of system

Appendix 5

Implementation check sheet

Appendix 6

Feedback from Julie Bell consulting LTD on final presentation on implementation


Appendix 1 - RCA into why our plans don’t work so well


Appendix 2 - Example of a proposed situational emergency plan poster


TowOperational

Support Services

Maintenance

ContractorsDevelopment & Quality

Services

Site Functions

& All Visitors

Reporting line

through Richard Connell

Reporting line

through Brian

Rushforth

Reporting line through John Walker

All Contractors

including canteen, guards,

cleaners

Reporting line through

Steve Roberts

Reporting Line

through Peter

Roberts. HR, HSE, IT & Accounts. All visitors,

wagon drivers & external Eastman

employeesAppendix 3 – Split assembly point

New Signage in position 02/02/14

Appendix 4 – email sent site wide


Team manager

Appendix 5 Task check sheet as of 3/03/14


Task Completed CommentsDevelop “posters” & assembly

pointY

All operators briefed on radio usage and expectation

Y

Spot training plans action on crew

Y

Area specific Posters up in all areas

Y

Full evacuation carried out <12 mins

Y 2 x Scheduled Drills completed

No unaccounted personnel N 1 x operator missed alarm – sat in canteen area

No production loss or equipment damage

Y Send back inn system worked well, with no losses

Full Multi shift compliance N Crews E & D completed scheduled drill

Situational roles discussed and feedback given

N

Radio Check sheets issued to Guards

Y

Roll out of radio checks, feedback to shift manager

Y

New medical personnel trained and assessed

N On hold due to sickness

New First aider Uniform y All first aiders now have id uniform available but not fully issued

Stage one Complete Roll out y

Stage two complete roll out N

Stage three Complete roll out N

Full plant Roll out N

Appendix 6 feedback from presentation


Bibliography


BOOKS

Johnson, Spencer/1995/Who moved my cheese/US/G.P.Putnam’s Sons

Kotter, John/2006/Our iceberg is melting/GB/Pan Macmillan Ltd

Pink, Daniel/2009/Drive/GB/Clays Ltd

Heath, Chip & Dan/2010/Switch/US/Broadway books

Covey, Stephen R/2004/The 7 habits of highly effective people/New York/Simon & Schuster NY

Hutchings/David/1998/Shadows of the Neaderthal/ Pegasus Communications; 1 edition

Mullins L, 2013Management & organizational Behavior Pearson educational

WEBSITES

www.buissnessballs.com

www.mindtools.com

www.change-managment.com

JOURNALS

Laflety A.G/the Game Changer/Crown Business April 2008

HANDOUTS

Bell,J/2013/Hersey & Blanchard situational leadership Questionaire

Bell,J/2013/Kurt Lewins force field anyalisis

Bell,J/2013/

Bell,J/2013/John P.Kotters 8 step model


http://www.change-managment.com/

http://www.mindtools.com/

http://www.buissnessballs.com/

Innovation within the organisation finished

Documents

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