leadership and safety management for mhe operations

Chris Chaparro

April 22, 2015

Agenda• OSHA Requirements

• Safety Program Defects: Mishaps

• Admiral Ben “King Bee” Moreell

• Safety Leadership

• Safety Leadership Styles

• Safety Obligations

• Management Commitment

• Building a Safety Culture

• Workshop

• Tips for Managing MHE Operators

OSHA Requirements29 CFR 1910.178

• All employees must be trained before operating a MHE

• Each driver must be re-evaluated at least once every three years

• Refresher training must be conducted whenever:

o an employee is observed operating MHE unsafely.

o there is an accident or near-miss.

o an employee fails his or her evaluation.

o the employee is assigned to operate a different type of MHE.

o there are changes in the workplace that affect safe industrial truck operation.

Safety Program Defects: Mishaps

Result

Mishap

Operating Error

System Defects

Management Error

Safety Program Defect

Safety Management Error

Mishap

Contributing

Causes

Unsafe

Condition

Direct Causes

Unsafe

Act

Safety Program Defects: Mishaps

Admiral Ben “King Bee” Moreell

September 14, 1892 – July 30, 1978

“Although safe and healthful working conditions can be

justified on a cold dollars and cent basis, I prefer to justify them on the basic principle that it is the

right thing to do”

Ben Moreell, President

Jones and Laughlin Steel Corp

1948

Safety Leadership

Normal Safety Program

77%

• Effective Safety Programs.

• Believes injuries are the cost of doing business.

• Safety is a burden to production.

SWAMP

16%

• Safety without a management plan.

World-Class Safety Program

7%

• Safety is fully integrated into line

management function and

accountability.

• Not a program or manual.

• Is a way the organization thinks and

reacts.

OSHA VPP Education Course – Oklahoma Safety Council

Safety Leadership


• Commitment

▫ Public commitment to safety.

▫ We say “Safety First”

• Leadership

▫ Message lost between Senior Management and 1st line supervision.

• Ownership

▫ Safety professional take the lead/initiative for safety performance.

• Concern for Employees

▫ Involvement depends on the seriousness of the mishaps.


• Commitment

– Commitment shown through action.

• Leadership

– Immediate supervisor’s number one

accountability is safety.

• Ownership

– Supervisors take the lead/initiative and

motivate other leaders and staff.

• Concern for Employees

– Shuts down operations until cause of

accident investigation and corrective

action is taken. Monitors the well-being of

their employee involved in the mishap.


Safety Leadership


• Training

▫ Training driven by procedures or mandated by safety office.

• Orientation

▫ Receives “New Hire” orientation training which includes safety information.

• Objectives

▫ Incident rates are primary method used to measure performance.


• Training

– Participates in training; quality of training

driven by involvement of leadership.

• Orientation

– Responsible for orientation, provides

clear expectations, and assigns a mentor.

• Objectives

– All injuries and near misses are

intolerable; influences safety meeting

participation and observes work areas.


Safety LeadershipNormal Safety Program

• Recognition

▫ Employees sometimes receive special pay or compensation for working safely.

Note: Compensating for working safely seldom improves performance.

• Self Assessment

▫ Leaders/employees are sensitive to criticism and tend to avoid it.

• Corrective Action

▫ Corrective action are typically easy to implement.

Note: Tend to avoid hard or difficult fixes, do not typically address personal accountability, and rarely solve the true root cause.


• Recognition

– Immediate and visible recognition for

safety performance.

Note: Especially effective when given by

senior management in presence of peers.

• Self Assessment

– Criticism is received and given openly

and used to improve performance.

• Corrective Action

– Leadership is the key.

– Always hold personnel accountable for

substandard safety performance.

– Address the difficult issues.


Safety LeadershipCorrective Action

Are your employees aware of the corrective action that can be taken against them?

Informal Disciplinary Action

A. Oral Counseling

B. Oral Admonishment

C. Letters of Instruction

D. Letter of Warning

Formal Disciplinary Action

A. Letters of Disciplinary Action

B. Reprimand

C. Suspension

Table of Offenses and Recommended Penalties.

Offense (Cause of Action) 1st 2nd 3rd

Offense

Insubordination, defiance of or contemptuous behavior toward constituted authority, refusal to carry out proper orders, disregard of regulation or directive.

Reprimandto Removal

1-day Suspension to Removal


Careless workmanship, negligence, concealing defective work, concealing, losing, or destroying work documents

Reprimandto 10-day Suspension

1- to 10-day Suspension


Breach of safety regulations and practice, failure to use protective clothing or equipment.

Reprimandto Removal



Loss of, damage to, misuse of, unauthorized use of, destruction of Government property.

Reprimandto 10-day Suspension



Safety Leadership Styles

Tough-coercive Leadership – Fear driven▫ Punishment “If you violate this safety rule, you will be fired.”

▫ Negative reinforcement “If you work accident free, you won’t be fired.”

Tough-controlling Leadership – Control to influence▫ Negative reinforcement “If you have an accident, you’ll be disciplined.”

▫ Positive reinforcement “If you comply with safety rules, you will be recognized.”

Tough-caring Leadership – Self-reflection before discipline▫ Positive reinforcement “If you comply with safety rules, report injuries

and hazards, I will personally recognize you.”

▫ Positive reinforcement “If you suggest and help make improvements, I will personally recognize and reward you.”

Safety Leadership Styles

Leaders get what they give!Managers get what they design!

We need to know who we are to be more effective at what we do.

Real commitment is an expression of tough-caring leadership by example.

Integrity, character, and discipline.

Lead by example and your employees will fallow.

Great leaders truly care about those they lead.

Safety Obligations

Determining if negative consequences are appropriate does not have to be difficult, just ask yourself these 5 questions.

T.R.E.S.LTraining: Has the employee received quality safety training?

Resources: Have I provided a safe and healthy workplace?

Enforcement: Have I applied safety accountability fairly and consistently in the past?

Supervision: Did I catch them violating safety rules before they got hurt?

Leadership: Am I setting the right example for my employees?

Safety Obligations

If you answered “YES” to each of the above five questions, it may be appropriate to administer negative consequences (discipline, reprimand).

If you answered “No” to any of the five questions, now is the time to make a personal commitment to

make improvements.

Management Commitment

Do you clearly understand the positive benefits of being committed to safety?

• Creates a strong desire to improve the safety culture.

• Displayed through your actions and behaviors.

5-P’sPrograms, Policies, Plans, Processes, Procedures



• Building Safety Goals and Objectives: SMART

Specific, Measurable, Actionable, Realistic, Time Oriented

Management Leadership

• In what way does management show commitment to Safety and Health?

▫ Setting the example

▫ Correcting hazards in a timely manner

▫ Providing all workers with equal high quality protection

Building a Safety CultureAccording to OSHA

“Safety cultures consist of shared beliefs, practices, and attitudes that exist at an establishment. Culture is the atmosphere created by those beliefs, attitudes, etc., which shape

our behavior.”

Do we have a Safety Culture?

Is there visible leadership commitment at all levels of the agency?

Do employees throughout the agency exhibit a working knowledge of health and safety topics?

Is there a clear safety culture definition and direction that the agency is trying to achieve?

Building a Safety Culture

What is a safety culture?

A program has a start and end date.

A culture is an environment that has a way of life that saturates the daily activities of agency.

What a safety culture is not

It’s not a mere collection of policies and programs.

The Voluntary Protection Programs (VPP) is a component of a safety culture; it can help reduce mishaps and ensure regulatory compliance.

VPP is a tool that is vital in building and sustaining a safety culture; but tools alone do not make a safety culture.

Building a Safety Culture

Tips to building a safety culture:

1. Commitment at all levels.

2. Safety is an investment, not a cost.

3. Integration into continuous process improvement.

4. Training and information for all.

5. System for hazard prevention and control.

6. Blame-free work environment.

7. Celebrating successes.

Workshop

• In what ways do you currently see management commitment?

• In your opinion, how could management commitment be improved?

• In what ways do you currently see employee involvement?

• In your opinion, how could employee involvement be improved.

Tips for Managing MHE Operators

• Ensure that the employee is properly trained.

• Ensure the employee has the correct equipment and PPE for the job.

• Ensure the employee is properly using the correct PPE for the job.

• Ensure the employee is completing all Preventive Maintenance checks.

• Identifying employee expertise and encourage teamwork.

• Coach and mentor to improve and employees performance before you use progressive discipline.

• Remember the 5-R’s

The more regularly you recognize and reward, the more rarelyyou’ll have to reprimand.

leadership and safety management for mhe operations

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