Zero Accidents
Transcript of Zero Accidents
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ZERO INCIDENTSACHIEVING A NEW SAFETY CULTURE
Presented by.
Gopal Dutt Pandey
Directorate of Factories U.P
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SAFETY TOPIC
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ZERO INCIDENT
AND
CULTURE CHANGE
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ZERO INCIDENTS
What is all the talk about ZERO Incidents?
Is there any truth to the concept?
Can it be achieved?
What is a safety culture?
Why is it important?
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ZERO INCIDENTSDEFINED
Loss producing events that results: In an injury.
Property damage/loss.
Lost workday.
Restricted workday.
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OBJECTIVE FOR ZERO
Provide management with resources, funding, and training.
Identify and implement policies and procedures.
Eliminate incidents by providing guidelines and techniques
for observing and correcting unsafe acts and conditions.
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OVERVIEW
A mind set
An attitude.
Safety controls must be designed into every aspect of an
organization.
Must be a company vision - a value.
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OVERVIEW (cont inued)
Safety goals must be. Communicated.
Realistic.
Reflect the safety culture of the organization.
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OVERVIEW (cont inued)
Safety must be a # 1 priority.
Integral part of business.
Safety is everyones responsibility.
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SAFETY CULTURE
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SAFETY REQUIRES
STRONG COMMITMENTFROM THE TOP
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YOU WILL ACHIEVE
THE LEVEL OF SAFETY
THAT YOU DEMONSTRATE
YOU WANT TO ACHIEVE
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CULTURE-BASED APPROACH
A world class safety program. A management system.
A set of assumptions, benefits, and beliefs about reality.
The way we make decisions, feel, think, and act.
An attitude developed over time
Based upon learning
Personal experiences
Beliefs
Upbringing
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WHAT IS CULTURE CHANGE?
Culture change is evolution and revolution.
Changing a basic perception of reality.
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WHAT DOES THIS MEAN FOR SAFETY?
Paradigm Shift.
Old Way.
Improving Safety Performance by Focusing on operator error.
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WHAT DOES THIS MEAN FOR SAFETY?(continued)
New Way. Improving Safety Performance by Focusing on the cultural and
management system that influence safety behavior.
Using the position of leadership to empower employees at all levels
to take responsibility for safety.
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BASIC SAFETY PHILOSOPHY
Every incident can be avoided. No job is worth getting hurt for.
Every job will be done safely.
Incidents can be managed.
Most importantly safety is everyones responsibility.
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PHILOSOPHY (cont inued)
Safety/Best Management Practices. Line management function.
Safety standards.
Define various safe procedures and management practices.
Training. Everyone understands and meets requirements.
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PHILOSOPHY (cont inued)
Audits - Conformance Appraisals. Evaluates implementation of the programs.
Investigations.
Used detect to problems in the implementation of responsibilities,
standards, training, and auditing.
Involvement.
Builds ownership.
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BENEFITS
Safety standards are communicated to all employees. Responsibilities for implementing standards are
understood and accepted.
Records document how standards/BMP are met.
Internal management control.
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BENEFITS (cont inued)
Cost avoidance. Improved quality.
Better productivity.
Team building.
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BENEFITS(cont inued)
Unsafe behavior stands out. Unsafe behavior is unacceptable.
Safe work is influenced through peer pressure.
Consistent planning and task execution.
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HOW CAN WE CHANGE CULTURE?
Grassroots up - Empower the Team. Top-Down Leadership Actions with Support Systems.
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KEY SAFETY PRINCIPLES
Working safety is a condition of employment. Each employee is expected to give consideration to the
prevention of injury to self and to coworkers.
Involvement and thinking of all people in the safety
process is valued and expected.
Continual improvement is the goal.
Individual and teams must be recognized for their
adherence to and advancement of safety.
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NORMS
Part of the safety program. The things that we do every day without thinking - become the
accepted way we do our business.
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CHANGING NORMS(cont inued)
Understand why unsafe norms exist. Plan system changes to reinforce new norms,
communicate the way you want the program to work.
Define the unstated norms (unwritten rules) behind those
actions.
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ACCOUNTABILITY
An action taken to develop self-control, character,orderliness, and efficiency.
Exercise strict control to enforce a system of
rules/procedures.
Goal is to invoke desired change.
Intervention.
Positive Reinforcement.
Action.
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ACCOUNTABILITY INTERVENTION
Accomplishes several objectives: Stops unsafe acts before they lead to an incident.
Replaces unsafe behavior with safe habits.
Helps employees make better choices about working
safely.
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ACCOUNTABILITY INTERVENTION (cont inued)
Employees: Acknowledge unsafe behaviors.
Point out unsafe behaviors.
Understands the risks.
Understands benefits of working safely.
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ACCOUNTABILITY INTERVENTION (cont inued)
Agrees that unsafe behaviors are not worth theconsequences.
Suggest proper safe behaviors.
Agree to a formal contract for improvement.
ACCOUNTABILITY
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ACCOUNTABILITY
POSITIVE REINFORCEMENT
Reinforcing safe work habits. Employees repeat behaviors that result in positive
consequences.
ACCOUNTABILITY
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ACCOUNTABILITY
POSITIVE REINFORCEMENT (cont inued)
Reward of safe behavior. Verbal Acknowledgment.
Public Praise.
Material Awards.
ACCOUNTABILITY
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ACCOUNTABILITY
ACTION
Keys to success. Consistentancy.
Approach with best interests of employees.
Remind employees of external effects of incidents.
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HOW CAN WE GET THERE?
Long term achievement/commitment is a product of day today efforts.
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PREREQUISITES
Strong commitment from top management. Good safety program.
Established safety culture.
Safety accountability in place.
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INCIDENTFREE CULTURE
A shared vision. Cultural alignment.
Common goals.
Focus on incidents control.
Upstream systems in place. Feedback.
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ACHIEVING A CULTURE
DEFINING AND COMMUNICATING
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DEFINING AND COMMUNICATING
THE NEED FOR CHANGE
What are the internal and external drivers for the change? Why must this change take place?
How will the organization benefit from this change?
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WHAT ARE THE KEY DRIVERS?
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CULTURE CHANGE
Defining and communicating the need for change. Employee Participation.
Envisioning a Desired Result.
Assessment and Feedback.
Strategic Planning.
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CULTURE CHANGE (cont inued)
Implementation. Evaluation, Control, and Measurement.
Worksite Analysis.
Training.
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EMPLOYEE PARTICIPATION
Provides input to management. Shared vision.
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ENVISIONING A DESIRED RESULT
Top Management provides direction, purpose, and goals. Demonstrated commitment from all levels of management.
Must be capable of inspiring commitment.
SYSTEMS NEEDED TO SUPPORT
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S S S O SU O
NEW CULTURE
Technology. Is safety engineered to the full potential?
Structure.
Is the structure of the H&S department designed to support desired
behaviors?
Are the policies and procedures packaged in a manner thatsupports the new safety culture?
SYSTEMS NEEDED TO SUPPORT
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NEW CULTURE(cont inued)
Social Processes. Develop trust, open communication, and employee participation.
Rewards.
Are desired behaviors rewarded?
Do employees understand how to earn the rewards?
SYSTEMS NEEDED TO SUPPORT
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NEW CULTURE (cont inued)
Measurement System. Are you measuring the safety process or just the end results?
Are your measurements tied to the reward system?
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MANAGER IN THE NEW SAFETY CULTURE
Task Planning. Education of direct reports.
Enforcement.
Leadership by example.
A clear communicator.
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EMPLOYEES IN THE NEW CULTURE
Participate in program. Report unsafe conditions/acts.
Shared vision.
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CONTRACTOR IN A SAFETY CULTURE
Screened and selected. Viewed as partners.
Performance is measured.
Established accountabilities.
Must fit/accept the culture requirements.
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A SAFETY CULTURE WHAT IT ISNT
Exclusive. Created by mandate.
A regulatory requirement.
Created in a short time.
Created with little effort. Maintenance free.
FOUR As FOR SAFETY
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Attitude. Awareness.
Action.
Accountability.
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SIGNS OF CULTURE CHANGE
True management commitment. Reduced injury rates.
Changes in employees attitudes to safety.
Heightened participation by employees.
Near miss reporting increase.
More conversations regarding safety.
C B
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COMMON BELIEFS
Every incident can be avoided. Every job will be done safely.
Incidents can be managed.
C C
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CULTURE CHANGE
Management must define and communicate the need forchange.
Why the change must occur.
Benefits from the change in safety culture.
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COMMITMENT
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COMMITMENT (cont inued)
The first duty of business is to survive and the guidingprinciple of business economics is not the maximization of
profit but the avoidance of loss.
Peter Drucker.
Management Consultant.
SUMMARY
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SUMMARY
Any management system will work if top management andemployees work together toward a common vision of zero
incidents.
In a zero incident safety culture, one focuses on real time
issues.
SUMMARY
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SUMMARY (cont inued)
Ultimate satisfaction can be reached when the desired goalis the vision of zero incidents that one should strive for.
Zero incidents concept is achievable and can work when
properly communicated.
Everyone has their own way of solving problems.
SUMMARY
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SUMMARY (cont inued)
Create a safety culture that drives each employeesthoughts and actions in their personal and professional
lives.
More than a regulation.
SUMMARY
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SUMMARY (cont inued)
Creates an environment where employees are responsiblefor their safety and the safety of their fellow employees.
A safety culture is built through the establishment of a
fundamentally sound safety program.
SUMMARY
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SUMMARY (cont inued)
Employee Owned. Management Driven.
Operationally Consistent.
Maximize Creativity and Innovation.
Learn by trial and error.
SUMMARY ( )
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SUMMARY (cont inued)
Essential Components.
Management Commitment.
Policy Statement - Vision.
Program Goals.
Employee Recognition.
Employee Training. Hazard Analysis/Correction.
SUMMARY ( t i d)
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SUMMARY (cont inued)
Key to success of any SAFETY ENDEAVOR.
P.E.P.
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PRIORITY - ENTHUSIASM - PRIDE