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CONTACT INFORMATION
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email [email protected] 900001825 ©2012 national safety council
A transformative force in EHS
this leading-edge knowledge is brought to you by the campbell institute
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© 2011 National Safety Council
2011 Executive Edge Workshop B:
Sustaining Change
Presented by:
Tracy Dillinger, NASA
Bill Horsford, Toyota North America
Mark Milliken, Southern Union
Moderated by:
Joe Stough, IHS
© 2011 National Safety Council
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This workshop, building on NASA’s lessons learned,
focuses on the pragmatic actions, tools and techniques
NASA utilized to ensure sustainable change.
Introduction
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Joe Stough IHS Moderator
Mike Henderek NSC Co-Facilitator
Jim Johnson NSC Co-Facilitator
Tracy Dillinger NASA Presenter
Bill Horsford Toyota Panelist
Mark Milliken Southern Panelist
Union
Workshop Leaders
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Item Time Description Responsible
1 5 min Session Opening & Introductions Joe Stough
2 30 min NASA Safety Culture Presentation
Safety culture model
Program elements
Implementation and sustainability
Tracy Dillinger
3 5 min Interactive Response System
Question #1: Safety Culture Model
Question #2: Assessing Safety Culture
Question #3: Influencing Safety Culture
Question #4: Sustaining Safety Culture
Facilitators
4 30 min Interactive Workshop Session
Culture model foundation (5 elements)
Workshop Participants &
Facilitators
5 5 min Wrap up and Preparation for panel discussion All
6 40 min Questions to panel Panelists:
Tracy Dillinger
Bill Horsford
Mark Milliken
7 5 min Closing Joe Stough
Workshop Agenda
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© 2011 National Safety Council
Presented by:
Tracy Dillinger, PsyD
Office of Safety and Mission Assurance
NASA HQ
NASA’s Safety Culture Program
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• Relevant History Comments
• Safety Culture Program
• Safety Culture Working Group
• Safety Culture Vision
• Safety Culture Model
• Safety Culture Survey
• Survey Results
• Next Steps
• Summary
Agenda
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• Engineering, science and exploration focused organization
– Evolved into an “acquisition” focused organization as well
• Engaged in organizational “looks” throughout it’s history
– Formal and informal, Internal and external
• Enjoyed great successes….and 3 catastrophic failures
• Challenged by oversight groups after Columbia mishap to
implement a safety culture assessment tool
• Several decentralized efforts occurred between 2004-2008
• HQ Office of Safety and Mission Assurance created a manager
position to address safety culture in July 2008.
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NASA’s Safety Culture History
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– A Comprehensive Program
• Survey Does NOT = Safety
Culture Change
– Safety Culture Working Group
(SCWG)
• POCS from each of the 10
Centers
– SCP Charter
• Defines purpose, goals,
procedures, products, and
SCWG membership
– Includes Safety Culture
Assessments
• Need for Agency-wide Safety
Culture Survey (SCS)
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NASA Safety Culture Program [SCP]
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An environment characterized
by safe attitudes and behaviors,
modeled by leaders,
and embraced by all,
that fosters an atmosphere of open
communication, mutual trust,
shared safety values and lessons,
and confidence that we will balance
challenges and risks consistent with
our core value of safety to
successfully accomplish our mission
NASA Safety Culture Vision [SCWG]
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• We communicate without fear (Reporting Culture)
• We treat each other fairly (Just Culture)
• We adapt to meet challenges (Flexible Culture)
• We learn from our successes and mistakes
(Learning Culture)
• We all do our part (Engaged Culture)
• Important evolution of the model from ‘Informed to
Engaged’
• Consistently scored as most important factor of the
model
NASA 5-Factor Safety Culture Model
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Based on Reason’s model
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● Review of theories, surveys,
and options
• NASA 5-Factor Model
• 2-5 Center Specific
questions
• Quick
• Easy access
• Open ended feedback
• This is where the real
“meat” appears
9525 Respondents to date
NASA Safety Culture Survey [SCS]
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Web Based
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SCS Demographics
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Quick and easy to take
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A SCS Profile
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SCS Comparisons
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• Hi-value
• Unknown’s
• Trend analysis
• Can sort
– E.g. engineers
– E.g. very satisfied
• Center Directors get hard
copy of all comments
– Verbatim - sanitized if
needed
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The comments are where we learn the most
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SCS Comment Trend Analysis
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• 9 of 10 Centers benchmarked
– Favorable feedback from Center Directors
• Tool
• Process
– All working to “close the loop” and implement
recommendations
– The remaining Centers scheduled for 2011-2012
– Anticipate a 2-year cycle
• The survey is one part of the SCP
– Education for new hires and managers (2nd priority)
– Knowledge sharing (3rd priority)
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NASA SCS Status and Next Steps
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Questions?
• Tracy Dillinger, PsyD
• (202) 358-1680
★9/19/2012
Thanks for Listening
®
© 2011 National Safety Council
Audience Response Questions
®
© 2011 National Safety Council
A set of questions introduced to workshop participants for individual reflection and
response. Broad themes are linked to previous presentation content:
[1] Culture Model
[2] Culture Assessment
[3] Culture Influence
[4] Sustaining Culture
Answers displayed in “real time” and data is used to prompt a “deeper” dialogue in
facilitated, smaller work group discussions.
Participants will identify and share best practices and/or challenges in local culture
initiatives.
General content will be shared with all workshop participants and specific questions
identified in the interactive session will be shared with (3) panelists for additional
review and comment.
Audience Response: Purpose
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© 2011 National Safety Council
Group Reports
and Panel Questions
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© 2011 National Safety Council
Group Reports & Panel Questions
Activity Overview - Participants assemble into smaller tables consisting of 6-8 members.
- Each table assigned an Audience Response System (ARS) question for
additional review and discussion.
- Identify table recorder and spokesperson.
- Facilitators will guide tables through interactive discussion including:
* Sharing individual experiences and organization practices
* Relating current challenges
* Developing questions for panel discussion and workshop
- Table spokesperson briefly summarizes table discussion and presents panel
member question.
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© 2011 National Safety Council
Bill Horsford
Toyota Motor Manufacturing North America, Inc.
Mark Milliken
Southern Union
Panel Member Presentations
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Continuous
Improvement
Respect
For People
Challenge
Kaizen
Genchi Genbutsu
Respect
Teamwork
“Safe work is the door to all work. Let us pass through this door.”
“Safety is management itself. It is everyone’s responsibility from
top management to individual workers, to place safety first.”
Eiiji Toyoda
History of Toyota Way in Safety
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Establish the relationship of
Mutual Trust & Respect
Company Employees Two-Way Communication
Mutual Trust
• Stability of employment
• Improve working
conditions
• Maximum cooperation
and effort
Both management & employees share the value
“Prosperity of the Company = Happiness of Employees”
Culture Built on Mutual Trust & Respect
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[A] Pilot Teams [B] Task Force [C] Safety Kaizen
[D] Safety KYT [E] Hazard ID [F] Culture/Promotion
NSC Green Cross
T/M Engagement and Participation [Examples]
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Panhandle Energy – Southern Union’s
Natural Gas Transmission Systems
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• Our Culture – promotes an open environment for discovering,
resolving and sharing safety challenges in a POSITIVE manner.
• Four essential ingredients for an effective safety culture
– Informed culture
• Collect and analyze “right kind” of safety data
– Reporting culture
• Employees are open to report safety challenges
– Learning culture
• Organization is able to learn and change from prior mistakes
– Just culture
• Employees realize they will be treated fairly
- Source: James Reason PhD
An Effective Safety Culture
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• Unwavering leadership that understands the importance
of “culture” and the value of loss prevention
• A process and application that promotes efficient
management of unwanted events
• Understanding of the risk reduction cycle and the
measurable “touch points” that are indicators of leadership
and culture
Critical Components
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Measuring the “right” kind of data
Informed Culture
Reporting Culture
Employees recognize and report events.
771 were reported in 2010.
Leadership Characteristic
Events are reviewed and progressed in a timely
manner, average days in draft = 5.
Learning Culture
Events are investigated (71%) and action items (1825) are
generated and completed on time (83%).
Just Culture
Employee participation and trust
in process has increased.
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• Basic
– Events reported
– % investigated
– Action items
generated
– % action items
closed on time
– Days in draft
• Advanced
– Event reporting rate
– Near miss reporting
rate
– Action items
generation rate
– % action items closed
on time
– Days in draft
– Days until AI
generated
Risk Reduction Cycle KPIs
Reporting
Culture
Action Item
Execution
Leadership &
Process
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• Senior Leadership
– Executive Steering Committee
• Leadership Understanding
– Leadership Training
• Employee Understanding
– Division / Field Leadership Training
• Application Support Resources and Training
– IT / BU support
• Collaboration and Patients – change is not easy!
Critical Success Factors
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© 2011 National Safety Council
Questions to the Panel
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Made Possible with the Generous Support of:
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Robert
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