what leaders do to achieve safety excellence
TRANSCRIPT
Key Models and Methodologies to Achieve Safety Excellence
WHAT LEADERS DO TO ACHIEVE SAFETY EXCELLENCE
• Kevin EllisonSenior Safety Consultant
Caterpillar Inc.
MBA, Six Sigma Black Belt Certified
– Expose participants to a number of models of excellence for leadership and accountability.
– Provide tools for leaders to create and sustain a culture of safety excellence
– Understand the “Six Criteria” required to achieve safety excellence.
– Understand why “Accountability” at every level is critical to achieve safety excellence.
– Identify the characteristics of a world-class safety culture– Share examples of culture change success– Equip participants to walk away with specific actions they
can take to help their organizations achieve safety excellence.
Objectives
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Doug Oberhelman | Chairman & CEO | Caterpillar Inc.
INTRODUCTION VIDEO
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Caterpillar Safety Journey
6.22
5.01
3.94
3.07
2.20
1.66
1.17 1.181.03 1.02
0.78 0.710.59 0.6
0
1
2
3
4
5
6
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2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2020
Safety SIP
37%
Vision Zero
44%
Ergo SIP & CPS
54%
Cultural Transformation
42%
Target
Recordable Injury Frequency
Caterpillar Safety Journey
2003-2015
128,000 Workforce Employees65,612 Prevented Injuries
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Lao-Tzu — Great Chinese Philosopher
“As for the best leaders, the people do not notice their existence.
The next best, the people honor and praise. The next, the people
fear. And the next, the people hate. When the best leader‟s work is
done, the people say, „We did it ourselves.‟”
LEADERSHIP
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LEADERSHIP
• How would you complete this sentence?
• “Leadership is a
____________”
•
relationship
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1. Character2. Charisma3. Commitment4. Communication5. Competence6. Courage7. Discernment8. Focus9. Generosity10.Initiative11.Listening
12.Passion13.Positive Attitude14.Problem Solving15.Relationships16.Responsibility17.Security18.Self-Discipline19.Servant hood20.Teach ability21.Vision
“The 21 Indispensable Qualities Of A Leader” by John C. Maxwell
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LEADERSHIP & CULTURE
WHAT IS A SAFETY CULTURE?
– How we do things here
– What we do without thinking
– What we do when the boss isn’t around
– Result of our backgrounds, experience, industry
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Exploring leadership and how it impacts the safety culture.
What did you hear?
HOW WE LEAD — VIDEO
1. Safety goals are clear and shared.2. Culture manages safety behavior without over-
reliance on safety policies.3. People are trusted to make decisions according to
the information they know rather than their role in the hierarchy.
4. Rewards are balanced between production, safety and quality.
5. Mistakes are seen as an opportunity to learn.6. Important information is communicated face-to-
face.7. Everyone in the organization has the right to refuse
or stop an unsafe job.8. Safety is seen as a strategic business objective by
all.
Characteristics of World Class Safety Culture
– We all cast a shadow – the key is the choice to cast the best shadow we can
– We are accountable for the effect we have on others
– Set the scene for the culture
– Provide direction
– Inspire and motivate people to follow
– Know that leadership comes from all levels of the organization
The Leader’s Role
– What we pay attention to
– How we react to critical incidents
– Setting the example, role modeling and teaching
– Setting criteria for rewards, status, promotion, recruitment
– Making the case for change and communicating
– Visible commitment, involvement and participation
How Leaders Shape Culture
– Making the Case for Change – Communicating the consequences of success or failure in terms of safety, human and business costs
– Shared Vision – Developing and translating a plan for the desired culture
– Building Trust – Practicing respect and re-examining negative assumptions
– Developing Capability – Acquiring the skills and means to solve problems
– Recognition – Focus on positive recognition (specific, timely, frequent, sincere and confirmed).
Key Leadership Practices
• There are certain leadership attributes that, when present in an individual, will enable that person to effectively lead and sustain a culture of safety excellence.
• For an organization to achieve world class safety performance, its leaders need to live-out these attributes so there is alignment throughout the organization from senior leaders to front-line supervisors.
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Foundational Premise
CATERPILLAR: CONFIDENTIAL YELLOW
Why Incidents Occur:Conditions or Behaviors?
Risky Behaviors
90%
What percentage of incidents occur based on conditions vs. behaviors?
AT-RISKBEHAVIOR
INCIDENT
Leadership Shapes the Culture
CULTURE
NORMSATTITUDES
BELIEFSIDEAS
AT-RISKBEHAVIOR
INCIDENT
Root Causes
Leadership shapes culture!
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• Leadership (lēd΄ər ship΄), n. the ability to lead others; to lead means to show the way or direct the course of by going before or along with.
• “A leader is anyone who has a follower.”
Leadership – The Core Ingredient
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Three skills that enable Emergent Leadership
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The Leader-Ship:Which Ship Are You On?
Hardship
Friendship
Battleship
Relationship
Peo
ple
Ori
enta
tio
n
Task Orientation
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BUILD TRUST
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Safety As A Value — Trust Video
TRUST
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Stephen M.R. Covey — “The Speed of Trust”
“It‟s the one thing that changes everything!”
BUILD TRUST
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The Five Dysfunctions of a Team
by Patrick Lencioni© 2002 The Table Group
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Inattention to Results
Absence of Trust
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TRUST REFLECTION
• Think of someone you highly trust
– Why do you trust them?
– What behaviors do they demonstrate that build your trust?
– What behaviors can you demonstrate that will build trust with others?
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– Keep commitments
– Talk straight
– Do what they say
– Dependable
– Behave with integrity
– Live your values
– Open & honest
– Get results
– Listen
– Communicate well
– Extend trust to others
– Passion for the cause
– Transparent
– Competent
– Respect others
– Real & genuine
– Make things right
– Show loyalty
– Value improvement
– Confront reality
– Practice accountability
Behaviors that build high trust
BUILD TRUST
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CREATE ACCOUNTABILITY
ACCOUNTABILITY
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• What is accountability?
– Accepting responsibility for and providing satisfactory explanations of one’s own actions and deeds
– Opposite of blaming
Basic Beliefs
Keys to Effective Safety Culture
Accountability
InvolvementCommitment
Four Steps of Accountability
Accountability:World Class vs. Traditional
ACCOUNTABILITY DEFINE TRAIN MEASURE RECOGNIZE
•Compliance•Rules•Technical only•Supervisor’s don’t
need training.
•No. of accidents•Negative•Failures•What is not
intended
•Maybe; long term•Perceived as unfair•De-motivating•Not within one’s
control
•Actions taken to prevent incidents
•Quantity/quality of effort is positively perceived.
•Frequent•Sincere•Motivating – want
to do it again
•Results• Lagging indicators• Invalid
•Actions to take proactively
•By individual or workgroup
•Enables success•Soft skills• Leadership•Problem solving
W O R L D C L A S S
T R A D I T I O N A L
– An effective safety culture has accountability interwoventhroughout the organization
– Everyone engages in the system, helps build it
– Define each person’s role• Safety Actions: In my
position, what can I do to ensure your and my safety?
– Train: Each person
Accountability across all Levels
Implementing Change:Focus Expectations on Activities
ACCOUNTABILITY IN PRACTICE
– Everyone on the team knows what is expected and how it is measured.
– High quality training is provided to ensure competence.
– Appropriate feedback is provided to ensure accuracy of execution.
– All employees have the resources they need to do their work.
• How would you rate the leadership group in your organization on its current ability to drive accountability among all levels in your organization?
Very strong
Strong
Average
Weak
vote
Which take you from Good to Great
ADDITIONAL MODELS & METHODOLOGIES
— Jim Stuart
“To achieve a goal you have never achieved before, you must
start doing things you have never done before.”
– 45 years ago: Eliminate fatalities
– 25 years ago: Eliminate Lost Time Injuries
– 10 years ago: Globally excellent companies try to zero out all medical injuries
– A relentless pursuit of ZERO
• Each Month
• Each Week
• Each Day
• Forever
Is zero really possible?
– Top management is visibly committed
– Middle management is actively involved
– Front-line supervision is performance-focused
– Employees are actively participating
– System is flexible to accommodate the culture
– Safety system is positively perceived by the workforce
Six Criteria for Safety Excellence
— Dan Petersen Ed.D.
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Speak Up – Listen Up – CEO Carlson Intro Video
VISIBLE LEADERSHIP
• How would you rate the top management group in your organization on its visible commitment to safety excellence?
Very strong
Strong
Average
Weak
vote
Safety excellence > Comprehensive approach
Excellence
• A process to achieve safety culture excellence.
– ENGAGE – Leadership
– ASSESS – Current State
– BUILD – A Strategic Plan
– DEVELOP – Tactical gains using CI Teams
– IMPLEMENT – Error Proof Processes
– CHECK – Progress
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ZIP™: Zero-IncidentPerformance Process
Where are you?
• How would you rate the engagement level in your organization, specifically the use of effective data-driven safety teams ?
Very strong
Strong
Average
Weak
vote
SCE Safety Culture Journey Roadmap
MGE Overview
• Generates and distributes
electricity to 143,000
customers in Dane County.
• Purchases & distributes
natural gas to 149,000
customers in seven south-
central & western Wisconsin
counties.
• MGE's roots in the Madison
area date back more than
150 years.
• 700+ employees
Madison Gas & Electric (MGE) Safety Journey
2009 – Safety Executive Team (SET) and Safety Management Team (SMT) created
2009 – Requested Outside safety review
2009-2012 – Compliance Focus (Rewrite of MGE Safety Manual)
2012-2013 – Corporate Safety Initiative, evaluate options to move from good to great – CAT Safety Services chosen
2014 – SET/SMT management training
Safety Perception Survey (SPS) and Focus Group Interviews (June/July) 86% participation rate
SPS Management Report out/ Employee Report out (Sept/Oct)
Safety Steering Team Formed and Trained (Nov)
Continuous Improvement Team #1 Rapid Improvement Workshop (Dec) “Quality Safety Meetings (QSM)”
MGE Safety Journey
2015 – Pilot QSM’s and mini SCEW’s (Jan)
All Supervisory staff SCEW’s (Mar)
Operations SCEW and QSM Rollout - All Operations employee’s (June/July)
Action Items Database Created (Oct)
CI Team #1 Report out to SST/SET (Dec)
2016 – Safe Start Team (CI Team #2) Job Briefings (Jan)
Pilot (Mar)
Second SPS in fall 2016
Training/Education focus at all levels
Summary
Basic Beliefs
Accountability
Involvement
Commitment
We’re all accountable for safety
We’re ‘Better Together’
Set a personal example
Facilitate meaningful safety conversations
Encourage active involvement
Define safety actions
Train Measure (check)
Recognize
S.T.A.R.T.
Module 3: How to Engage and Involve Employees
© 2016 Caterpillar All Rights Reserved
CAT, CATERPILLAR, ZIP, S.T.A.R.T., their respective logos, ―Caterpillar Yellow‖ and the POWER EDGE trade dress, as well as corporate and product identity used herein, are trademarks of Caterpillar and may not be used without permission.
Email us at [email protected] Kevin Ellison at [email protected]
QUESTIONS &ADDITIONAL INFORMATION
• Tools available to foster increased leadership engagement and safety culture influencing conversations at all levels of your organization . . .– Safety Perception Survey
– Leadership Roundtable
– S.T.A.R.T.™ – Supervisor Training in Accountability and Recognition Techniques
– Speak Up! / Listen Up!
– Recognize It
CAT Safety Services Tools