using an ehs management system as a … an ehs management system as a leading indicator james...

USING AN EHS MANAGEMENT SYSTEM AS A LEADING INDICATOR

James “Skipper” Kendrick, CSP

“EVERYTHING THAT EXISTS EXISTS IN A CERTAIN AMOUNT AND

CAN BE MEASURED.”

December 2-3, 2014

Human Performance

Environmental Factors

Business

Systems

INJURY

ILLNESS

December 2-3, 2014

Presenter

Presentation Notes

Injuries and illness have been a key focus for many years. However in order to move to the next level we need to address the company safety culture and look at issues of human and business performance within the working environment. Changing these will result in longer lasting success and sustainability.

December 2-3, 2014

Is safety in our organization currently measured by lost time and accident frequency numbers.

Adapted from Dan Petersen’s Safety Accountability - Catsafety December 2-3, 2014

Presenter

Presentation Notes

These slides assert that managing safety with accountability, will produce positive results. Measurements based on accident frequency and lost time are lagging indicators, negative in nature and are based on matters of luck and chance They also have no statistical validity for small groups or organizations

An accident is an unintended result – supposedly something you have no control over.


Presenter

Presentation Notes

Our employees did not come to work today with the expectation of getting hurt. It is neither our or their intent to get hurt today.

Measuring safety by something we don’t intend is a meaningless measurement.


Presenter

Presentation Notes

If we believe that employees don’t intend to get hurt and we don’t intend to hurt them then it is illogical to base our metrics on things we didn’t “INTEND” on happening.

Safety needs to be measured by what we do intend – the presence or absence of safe activities.


Presenter

Presentation Notes

We need to measure those things we are doing to prevent injuries and eliminate hazards.

Measure safety like production and quality.


Presenter

Presentation Notes

The Solution: Measure safety like we measure any other aspect of the business, cost, schedule, quality, delivery, etc. Are we doing what we said we would do – are we meeting our commitments – are we conducting activities on schedule and according to plan? Review how safety can be measured just like production and quality. Our program shows you how to measure safe activities, the actions that will lead to the results you want. By measuring the right things on a daily basis, just as production and quality are measured, then safe behaviors will be recognized as just as important.

Where are we now?

Where do we want to be?

How will we get there?

December 2-3, 2014

December 2-3, 2014

MEASUREMENT RATIONALE OF THE LAYMAN

“If You Don’t Know Where You Are Going, Chances Are You Will End

Up Somewhere Else.” Yogi Berra

And ANY road will get you there! 11

December 2-3, 2014

December 2-3, 2014

THE CHALLENGE

“If you always do what you’ve always done, you’ll get what you’ve

always got” T. Brigmon

THERE IS HELP OUT THERE!

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YOU GET THE LEVEL OF SAFETY PERFORMANCE

THAT YOU VISABLY DEMONSTRATE YOU WANT

December 2-3, 2014

Presenter

Presentation Notes

A quote from Larry Bossidy, former CEO of Allied.

15 December 2-3, 2014

TLT Vision Goals

EHS Council Operating Principles Policies & Standards Management System Criteria Metrics & Reporting Tools & Training

Business Unit BU Specific Vision, Principles, Management System Policies & Standards Metrics & Reporting Tools & Training

EHS Council Composed of Sr. BU EHS

representatives, select BU operations leaders and

corporate staff.

17 December 2-3, 2014

Presenter

Presentation Notes

This is our EHS vision statement. This vision was first articulated by senior management in 1996 and has been the basis of our overall policies and programs to manage EHS. Senior executives have consistently reaffirmed their support for this vision.

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• Protect community & employees

• Assure compliance

• Accommodate Textron’s global expansion

• Handle Textron’s organizational complexity

• Align with international standards

• Driver for continuous improvement

• Integration with the business

• Reduce injury and illness

December 2-3, 2014

19 December 2-3, 2014

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• ’97 CORE Team Formed • ’97/’98 Brainstorming & Benchmarking

– Allied Signal – Dupont – Alcoa – UTC – TRW

• Week long lock in • Presentation to Council & Operations Managers

December 2-3, 2014

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• ’99 Corporate Rollout • 2000-2004 Self-Evaluations – soft goals • 2005 – EHS Council focus and Enterprise objective • 2005 - Added to LBC Corp objectives • 2005-2007 - Scheduled/Targeted improvement goals • 2006 – Major look and revision • 2007 – Introduction of Office & Low Risk Versions • 2008-2009 - 2010 – The Next Level ??????

December 2-3, 2014

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• No job or activity is worth risking injury • All injuries & illnesses & environmental incidents are preventable • Working safely & in an environmentally responsible manner is a

condition of employment • Each of us is responsible for the safe behavior of ourselves & others • EHS is a process led by senior management, implemented by line

management, with each level accountable to the one above and responsible for the one below

• We will design & integrate EH&S into our facilities & into our management processes

• All employees will be provided the necessary knowledge, skills & abilities to work safely

• Strong Environmental, Healthy & Safety performance is good business

EHS is a process led by senior management, implemented by line management, with each level accountable to the one above and responsible for the one below

December 2-3, 2014

Presenter

Presentation Notes

These are our EHS operating principles. Every Textron employee should understand these principles. Every manager should ensure that they foster a work environment that lives these principles.

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1. EHS Policy & Mgmt. Commitment 2. Leadership & Employee

Involvement 3. EHS Hazard Recognition 4. Awareness of Legal Requirements 5. Objectives & Targets 6. EHS Mgmt. Program 7. Organization & Responsibility

8. Training & Education

9. Communication

10. EHSMS Documentation

11. Operational Control

12. Emergency Preparedness & Incident Response

13. Monitoring, Assessment & Measurement

14. Review, Improvement & Recognition

Parallels ISO 14001, OHSAS 18001, ANSI Z10 December 2-3, 2014

Presenter

Presentation Notes

We modeled our EHSMS after ISO 14000 and OSHA VPP. We took the ISO approach a step farther to address H&S. Since that time, OSHAS 18000 has been developed. We have evaluated this emerging international H&S standard and find that Textron’s EHSMS conforms with it as well. These are the elements of our management system. Each element is rated on a 1-5 scale. A (1) indicates that the minimal effort is being put forth. A (5) indicates a management system that would conform with ISO 14001/OSHAS 18001for that element. Textron facilities that achieve formal ISO 14001/OSHAS 18001/OSHA VPP certification have a (5) in each of these elements for environmental.

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• Each Element contains 5 levels of performance • Level 1 = no or minimal process in place • Level 5 = Premier EHS Performance • Must meet requirements of lower score before

obtaining higher score – i.e. must meet level 1 & 2 requirements before

reaching level 3

• Must update changes monthly in TRON

December 2-3, 2014

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1. Plan

3. Check

4. Act

2. Do

December 2-3, 2014

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Plan Do Check Act

Elements 1. EHS Policy & Mgmt

Commitment 2. Leadership and Employee

Involvement 3. EHS Hazard Recognition 4. Awareness of Legal

Requirements 5. Objectives & Targets 6. EHS Management

Program 7. Organization &

Responsibility

Elements 8. Training & Education 9. Communication 10. EHSMS Documentation 11. Operational Control 12. Emergency

Preparedness & Incident Response

Element 13. Monitoring,

Assessment & Measurement

Element 14. Review, Improvement

& Recognition

December 2-3, 2014

27 Last Revised: 10/31/07

2008 Environmental, Health & Safety Enterprise Objectives

2. Implement 100% of 2008 EHS Training Plan

3. Implement “Safety Begins with Me” Campaign

4. Develop and implement a plan at each BU to achieve and sustain an EHS Management System-Health and Safety score of 4.6-5.0

5. Develop and recommend a model incident investigation process for use enterprise-wide

6. Study the impact of drug and alcohol use on incidents by May 1, and if appropriate develop a model testing program for enterprise-wide use by Sept. 1

7. Develop a 3-year plan by 6/1 to enhance enterprise EHS/DM data management systems to meet future needs

8. Reduce enterprise RMITP issue (except LP physical element) average days open by 20%

1. Establish EHSMS improvement team and recommend improvements by June 30

December 2-3, 2014

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AOP

2008 EHSMS = 4.7

TRIR = 1.5

December 2-3, 2014

Presenter

Presentation Notes

Our vision is to achieve zero injuries. This is a lofty goal and it will take a strong effort to get there. It may take years, even decades. So it’s important to measure our performance and project milestones so that we continue to improve toward our vision. The green columns represent our actual year end performance as an enterprise from 1998 through 2003. The blue columns are the projected enterprise performance based on the rollup of Annual Operating Plan (AOP) data submitted by each business unit. The red column is our milestone to achieve Premier performance. Premier performance is based on the current safety performance already being achieved by our peers. This is important to remember. The best of our peers are already achieving this level of performance. They continue to improve just as we continue to improve. And they all point to their safety culture as being primarily responsible for their performance. The good news in this chart is that we’ve improved by 64% since 1998. We used the Post Accident and Accident Prevention Tools to help drive these improvements. They served us well to this point. But they are not enough to get us to where we want to go. We want to get to Premier state. The challenge is that we have to improve by 68% from our current state in order to achieve Premier state. The only way to get there is to improve our safety culture.

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All Industry Averages LWCIR 1.3; TRIR 4.4

* U.S. Bureau of Labor Statistics, 2007

’09 Textron TRIR = 1.2 LWCIR = 0.28

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• Consistent drumbeat across enterprise • Ability to flow down from CEO to plant

level • Diverted focus from injury/illness numbers • Good linkage to SHINGO/TBSA • Positive tool for our culture

December 2-3, 2014

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• More training needed before deployment • Created another ‘numbers’ game • Checklist vs system • Lack of consistent definitions of terms • Auditors view varied • Kind to ourselves • Global linkage to certifications/standards • Seen as an end, not a system

December 2-3, 2014

2006 Example

SMS Light

Sample Scoring Matrix

[email protected] December 2-3, 2014

December 2-3, 2014

34 December 2-3, 2014

James “Skipper” Kendrick. CSP

[email protected] (817) 428-3270

www.safetybyskipper.com December 2-3, 2014

using an ehs management system as a … an ehs management system as a leading indicator james...

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