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Evidence Driven Management (Back to the Future)HHSEG Havant October 2016

Presented by Paul Bizzell RyderMarsh OCAID

Deming ReviewedRemixed and Improved? !

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Hardware/Engineering (Early legislation focus)

Software/Systems (Classic H&S)

People(Turn of Century)

Time

Incidents

Indifference

Continuous Improvement

History and The Safety Wave

Accidents, Behaviours and Causes

• 90% of all accidents are caused by Human Failure (Heinrich, 1950s)

True…. BUT• B = ƒ(P,E) - Behaviour is a Function

of Person & Environment (Lewin 1936)

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Safety System Progression• Classic Health & Safety (2nd half 20th Century)

– Procedures & Training – Audits & Compliance– Certificates & Awards

• Behavioural Safety (Around turn of Century) – Focus on People & Behaviours

• Cultural Safety® (Current Best Practice)– Focus on Drivers of Behaviour

Deming’s14 Principles of Management

As applied to Health & Safety

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Necessary, but not Sufficient!

6: Institute training on the job.

- Are the trainers trained?

13: Institute a vigorous programme of education and self-improvement.

Guiding Principles1. Adopt a new philosophy – we are in a new

economic age, management must awaken to the challenge, learn their responsibilities and take on leadership for change.

2. Create constancy of purpose towards improvement of products and services, with the aim to become competitive and to stay in business. Decide to whom top management is responsible.

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7: Institute clear leadership. The aim of supervision is to help people and machines and gadgets to do a better job.

Enabling & Supporting

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12: Remove barriers that rob the hourly worker of his right to pride of workmanship.

14: Put everybody in the company to work to accomplish the transformation. The transformation is everybody’s job.

Ownership

Ownership

3: Cease dependence on inspection to achieve quality, (Being Reactive) eliminate the need for inspection on a mass basis by building quality into the product in the first place.(Be Proactive)

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Generative Safety is how the company runs its business, possesses a healthy safety paranoia

ProactiveSafety managed with workforce involvement and lead indicators

CalculativeSafety is managed on the basis of procedures & documentation and uses trailing indicators

ReactiveSafety an issue once an accident has occurred

PathologicalSafety, something that prevents the company doing business. Do not get caught!

Classic Safety Culture Development Model

13

Measures and Indicators

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4: End the practice of awarding business on the basis of price tag. Is Safety seen as a cost or an investment?Whether Quality or Safety if you spend too little then everything you’ve spent is a waste!

8: Drive out fear so that everyone may work effectively and efficiently.

10: Eliminate slogans and targets for the workforce asking for zero defects and new levels of productivity. These only create adversarial relationships.

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8: Drive out fear so that everyone may work effectively and efficiently.

10: Eliminate slogans and targets for the workforce asking for zero defects and new levels of productivity. These only create adversarial relationships.

8: Drive out fear so that everyone may work effectively and efficiently.

10: Eliminate slogans and targets for the workforce asking for zero defects and new levels of productivity. These only create adversarial relationships.

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Heinrich’s Triangle Updated

Fatal

19

The Assent of Man(ager)?

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Theory X - The Path to Extinction?

The rise of the Dinosaurs?Doyouthinkhesaurus

Fatal

Minor

Medical Treatment cases

MajorLTI’s

Unsafe Behv’s

Near- Miss How Much Are

We Missing ?

Where are We Focused?

22

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Theory Y - Show the Path

9: Break down barriers between departments.

Sigmund Freud: “The Narcissism of Small Differences”

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11: Eliminate work quotas on the factory floor. Eliminate management by numbers and numerical goals.

Safety Culture Development Map

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The Trap in the System

The Trap in the System

Question: Is your system focussed onAvoiding Accidents or Creating Safety?

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5: Improve constantly and forever the system of production and service, to improve quality and productivity, and continuously decrease costs.

5: Improve constantly and forever the system of production and service, to improve Safety and productivity, and continuously decrease costs.

Make the safe way easy

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Safety Culture Development Map

Integrated Leadership & Culture

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Universal Model of Culture

Thank You