I8-ICIT8-ICIT 8th International Conference on ISO 9000 & TQM

Going for Gold

April 24, 2003

Ms. Maureen Shaw, President & CEOIndustrial Accident Prevention Association

(IAPA)Telephone: 1-800-406-IAPA (4272)

www.iapa.ca

Consulting Services (High Impact Solutions, Integrated Management System that imbeds Workplace Organizational Health & Quality)

Technical Services (Ergonomists, Engineers, Occupational Hygienists)

Training/Education Services (Public, Custom In-house, Specialized, Internet, CD-Rom)

Products (more than 100 products)

Partnerships and alliances locally, nationally and internationally (e.g.: Canadian Manufacturers and Exporters, Centre Patronal De Sante Et Securite Du Travail Du Quebec, Canadian Foundry Assoc., Hong Kong Council, ILO, ISSA, WHO, PAHO, DGSST-Mexico, Radiation Safety Institute)

Community-based programs through a network of 900 industry volunteers

Formed 86 years ago by industrial leaders with the Canadian Manufacturers Association, we have evolved as a non-governmental not-for-profit corporation to 225 professional staff with the following integrated menu of offerings:

To improve the quality of life in workplaces and communities we serve by being an internationally recognized leader in providing effective programs, products and services for the prevention of injury and illness.

"A World where risks are controlled because everyone believes suffering and loss are morally, socially and economically unacceptable."

Care and respect for people

Trust and integrity

Continuous Improvement and Innovation

Openness to ideas

Leading by example

Recognition

Life/work balance

Serve the needs of our employees, customers and stakeholders

Are effective for the prevention of injury and illness

Provide value in terms of the services delivered and outcomes achieved for the costs incurred

IAPA is committed to achieving the highest standards in providing programs, products and services that:

To achieve these goals, IAPA has established an Excellence Program that adheres to the principles and direction of the National Quality Institute’s Canadian Quality Criteria and its companion Progressive Excellence Program

Use NQI Criteria (1999) Quality Fitness Test (1999) Initial focus on Leadership

• Vision, Mission, Values• Strategic and Business Planning

Business Excellence goals and action plans integrated into annual Business Plans since 2000

Achieved Progressive Excellence Program (PEP) level I in 2001

Achieved PEP Level 2 certification in 2002 and aim to be in position to achieve Level 3 in 2003.

In the ‘Quality’ universe, a ‘Defect’ is a product or service that does not meet the customers’ requirements.

In the ‘Health and Safety’ universe, a ‘Defect’ results in injury, sickness or death of a worker.

BOTH:BOTH: Can be prevented Require a systematic approach integrated into the

management system Focus on continuous improvement in the work

process not a program

Use similar (or the same) analytical and problem solving tools

Both are intertwined – ARE ONE

QUOTE FROM GUELPH HYDRO INC.QUOTE FROM GUELPH HYDRO INC.

“As CEO I want to be sure that employees go home each night to family and friends the same way they come to work in the morning. Safe operations contribute to the bottom line. Excellence in health and safety performance leads to improved productivity and lower costs. Time is not lost to injury, investigation processes and all the follow-up that results from an accident. I also believe that an organization that has a high level of health and safety awareness and performance is also an organization that is known for quality in its end products and customer service. That link is a positive contributor to the company’s profit margin ”

Mr. J. A. MacKenzie, p.Eng.

President and CEO

No Surprise:No Surprise:

High ‘Quality’ companies have excellent health and safety records and vice versa.

For example – Companies such as Dofasco & Dupont that focus on one or the other end up achieving both!

Companies Such as Dofasco, have broadened their prevention efforts beyond traditional workplace safety concerns, to include health and lifestyle issues. These include promotion and support programs for employee fitness, weight control, nutrition, smoking cessation, stress management etc. This focus on “wellness” has produced tangible results for Dofasco. In five years there has been: 54% reduction in lost time injuries, a $6 million reduction in workers compensation costs, and a 57% reduction in absenteeism.

“Our product is steel our strength is people”

Bronco Jazvac, VP Manufacturing

Cost of Quality

==== Cost of Health & Safety

World economic losses equal 4% of world GNP (Source: ILO)

In Ontario direct costs of LTI in 1999 were $2.6B (Source: WSIB)

In IAPA’s member firms: Direct costs to employers and employees equal $850M annually

Many indirect costs such as lost production, productivity and product quality(not included in figures) – this represents four times the direct costs or close to $12 billion

The average LTI in Ontario costs over $59,000

Emotional and social losses are incalculable

Source: Business Results Through Health & Safety – Canadian Manufacturers and Exporters/Workplace Safety and Insurance Board

QUOTE FROM A BALDRIDGE WINNERQUOTE FROM A BALDRIDGE WINNER

“Management realized that the most important assets at the company were the employees. The decision was made to prioritize safety – the most important concern of the associates – as the first and most important measurement category, followed by internal customer satisfaction, quality and business performance. Since that time, accidents have decreased by 72%; lost time due to accidents has decreased by 85%; and lost work days have gone down by 87%. Customer satisfaction ratings are at 95% and growing, profits are up, and workers’ compensation costs have dropped from $92,000 to $13,000.”

“How a Baldridge winner manages safety”By S.L. Smith

Focus is on prevention not on after-the-fact fixes

Integration into the management system ‘a way of doing business’ CIMS: Continuous Improvement Management

System

Emphasis on business results use many of the diagnostic, statistical and problem

solving tools associated with ‘Quality’ programs

IAPA’s Integrated Management SystemIAPA’s Integrated Management System

ManagingProcess Built on Values

IAPA SAFETY, HEALTH and ENVIRONMENTMANAGING MODEL

Preventive StrategiesIntegrated with the

Organization’s Business Process

Mitigation Of Contributing Causes

Outcomes

Compliance to:

Legislation, Systems, Standards &

Procedural Requirements

Positive Behaviours

Best Practice Utilizations

INTEGRATED MANAGEMENT SYSTEM

CONTINUAL IMPROVEMENT MANAGEMENT SYSTEM:• VISION• COLLABORATIVE CARING CULTURE• S.H. & E. FUNDAMENTAL VALUES, PRINCIPLES AND BELIEFS

• MISSION• BUSINESS STRATEGY

Business

Excellence

In Controlling

Losses to People

Equipment, Property,

Processes, Materials,

Product and Environment.

Good Corporate Citizen and

Community Acceptance

Discipline 3

Environmental ManagementElements

Discipline 2

Health ManagementElements

Discipline 1

Safety ManagementElements

Discipline 4

Process Safety ManagementElements

• Process Hazard Information & Knowledge• Process Hazard Analysis (Hazard Evaluation)• Process Equipment Integrity• Process Design Considerations

& Facility Siting• Pre-Start-Up S.H.&E. Reviews &

Compliance Audits• Sharing of Process

Safety Information &Incident Learnings

• General Rules• Work Permits• Behaviour Based Performance• General Promotion• Product Safety• Security

• Occupational Hygiene• Medical Services• Ergonomics• Wellness• Psychosocial Risk

Management

• Pollution Prevention(air, water, soil, ground water)

• Waste Management(hazardous, non-hazardous

• Community Involvement(flora, fauna, humans)

Core Elements

`

IAPA’s IMS SYSTEMTM

(Integrated Management System for Safety, Health and Environment)IAPA’s IMS SYSTEMTM

(Integrated Management System for Safety, Health and Environment)

1. Hiring & Placement2. Engineering3. Regulatory Management4. Operating Procedures5. Maintenance6. Inspections7. Purchasing Management8. Contractor Management9. Management of Change10. Information Management11. Personal Protective Equipment12. Emergency Planning,

Preparedness & Response13. Accident / Incident Investigation

& Analysis14. Claims Management

Procedures,Guidelines &

Practices

FIGURE 3

• Fleet Safety• Off-the Job Safety• Workplace Violence

l

IAPA’s IMS System

A Managing System that provides for ;

A single integrated approach that meets and / or exceeds the management system requirements of recognized safety, health and environment international standards

Incorporates the characteristics & attributes of highly successful organizations to enable successful implementation

A Managing System that provides for ;

The identification of organizational

and operational risks Managing the identified risks Managing change Building internal capacity towards self-

reliance Improving and enhancing internal operations A regular cycle of client self-reflection and

evaluation Flexible (different levels of program

development in the core elements and the four disciplines)

Serves as an implementation model

One Companies experience:

• Over $300 million in capital improvements

• Improved community relations

• Improved safety statistics

• Reduced emissions by 80% and counting

• Improved reliability and safety of plant

• Received numerous awards from the business community (local, provincial, national) since 1999

• Recordable Frequency reduced by 35%

• Lost Time Accident Frequency reduced by 44%

• Lost Time Severity reduced by 60.4%

• Dept. of Labor directives reduced by 78%

• Stop Work Orders reduced by 75%

• Not stopping there!!

LTI rates in IAPA member firms have decreased 44% in since 1995

40% increase in revenues in three years 50% increase in market penetration One of Canada’s top 100 employers for past

three years Zero LTI in IAPA 30% reduction annually in absenteeism 86% employee satisfaction rating Level 2 NQI PEP

More than 5,000 people die every day because of the work they do for a living

2 million global work related fatalities every year (estimated for year 2000)*

250 million accidents per year worldwide 160 million diseases are caused by people’s

jobs World economic losses are equal to 4% of

world’s GNP*Source: ILO report, www.ilo.org/safework 2002)

“It seems that we would rather look for after-the-fact solutions to

the difficult problems we face than prevent our problems from

becoming so difficult in the first place”

-Dr. Thomas Homer-Dixon, The Ingenuity Gap

“A World where risks are controlled because everyone believes suffering and loss are morally, socially and economically unacceptable.”

Jennifer Quintal – Age 9

IAPA 207 Queens Quay West, Suite 550,Toronto, Ontario M5J 2Y3Tel: (416) 506-8888 Fax: (416) 506-8880 www.iapa.on.ca