ehs leading indicators
TRANSCRIPT
Enterprise EHS Software Solutions
HOW WILL BIG DATA CHANGE EHS?
Enterprise EHS Software Solutions
INTROS
David Poole, Product Marketing Manager
Medgate
Joy Inouye, Research Associate
Campbell Institute
John Dony, Director Campbell Institute
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USING THE CONSOLE
Minimize / maximize window at any time
Resources – whitepapers, connect with presenters
Q&A
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Elevating EHS Leading Indicators:From Defining to Designing
John DonyDirector, Campbell Institute
Director, EHS&S
Joy InouyeResearch Associate, Campbell Institute
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Save lives by preventing injuries and deaths at
work, in homes and communities, and on
the roads, through leadership, research,
education and advocacy.
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The Campbell Institute, at the
National Safety Council, is the
EHS center of excellence.
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Participants
As of 2/15/2016
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Leading Indicators Framework
1. Define- Characteristics- Taxonomy
2. Align- Enablers &
Barriers- Current state
3. Refine- Categories
- Metrics
4. Design- Implementation &
improvement plans
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Mixed-Method Approach
Expert Panel Survey Workgroups Interviews
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Leading indicator = proactive + preventive + predictive
A Definition
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The Critical Characteristics
Robust Leading Indicators:• Actionable• Achievable• Explainable• Meaningful• Timely• Transparent• Useful• Valid
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Enablers to Implementation
Executive buy-in (not
technical knowledge)
Corporate-level roll-up and tracking
Predictive value
communicated & understood
Targeted collection toward specific outcomes
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Barriers to Implementation
Inability to develop consistently
actionable metrics
Continued C-suite reliance on
lagging indicators
Lack of reliable, consistent
relationship
Sporadic, infrequent, non-
standard benchmarking
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Taxonomy
Behavior based
Operations based
Systems based
• Activities• Thoughts• Perceptions
• Work processes
• Equipment
• Functions of system
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Leading Indicator Matrix
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Leading Indicator Program Design
Choosing, tracking, & analyzing leading indicators
What is already being tracked?
The “bottom up” approach
Start simply and small
Does the indicator provide
meaningful information?
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Leading Indicator Program Design
Gaining support; roles & responsibilities
Obtain leadership buy-in
Find the right pitch; hone the
language
Involve multiple departments &
functions
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Leading Indicator Program Design
Connection to safety management system
Integrate leading indicators into
overall SMS
Balance leading indicators with
lagging metrics to measure success
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Leading Indicator Program Implementation
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Case Study: Cummins
Research & benchmarking to
develop plan
Began with S&H assessments and
preventive actions
Added S&H training hours,
hours worked, % new employees
Evaluate leading indicators through
correlation analyses
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Case Study: Schneider Electric
Started leading indicators at the
site level
Began tracking training hours
Started tracking effectiveness of
training
Celebrates leading indicator
milestones to gain support
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Case Study: Owens Corning
Started with system of “yellow flags” for soft risk
Began correlating yellow flags with lagging metrics
“Yellow flag” system basis for
corporate leading indicators
Involves several functional areas to
build support
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Key Takeaways
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How can I use this research?
1. Lead with framework & taxonomy to start discussions
2. Pull real-life examples from Campbell Institute white papers
3. Find resources on the Campbell Library
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Find the Institute’s Research
www.thecampbellinstitute.org/research
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QUESTIONS AND ANSWERS