Zero Injury State Does It Matter? SESSION 774 JUNE 10, 2015 1 Talking Points Panel member introduction Rene Hilgemann, Aon Elbert Sorrell, University of Wisconsin-Stout John Mollere, Cardno Kevin Beaty, TE Connectivity
Human beings Zero injury debate Application real life stories Questions Why the Topic? Seeing frustrated safety professionals with competing agendas Save lives Minimal budgets Corporate directive to have zero injuries Keep job In a literal sense is it possible to have zero injuries? How do employees and safety professionals address workplace injury occurrence with zero injury goals? How do you implement something like a zero injury initiative Assembled distinguished panel before you
Lets Start with People Can deal with facts easier than emotions Facts rules, deadlines, etc. Emotions relationships, beliefs, etc. Skeptical when words and actions dont align Personal telling your teen driver not to speed, yet you do Corporate level safety is #1 priority yet hole in parking lot remains Operational initiatives Goals alignment Closing the gap to align words, actions and goals Use all tools, techniques and available knowledge Goals Measure progress Calibrate along the way Resources Game plan
Too many goals for business objective Gaps in measurement Lack of coordinated effort Timeline mismatch Redundant, overlapping work People Focus Techniques LOVE L = listen O = overlook V = voice approval E = evolve Engage SCARF S = status C = certainty A = autonomy R = relatedness F = fairness
Zero Injury Debate E L B E RT S O R R E L L Zero Injury Debate Zero Injury philosophy Promote workplace safety initiatives Concept presents a lively debate amongst safety professionals Proponents of the initiative present a legitimate argument to support this philosophy. Others argue obtaining a zero injury goal is . Zero! Zero Injury and Statistical Probability Probability defined Extent to which something is probable Likelihood of an event Probability is a statistical method Statistical methods can be used to quantify process improvements
To accomplish this we must be able to model events using mathematical formulas Statistical method that can be use to gauge process improvement is Poisson Probability Statistical Probability Poisson Probability Formula for Poisson Probability Distribution e = Base of natural logarithm N = Exposure period p = Probability of a mishap X = Number of mishaps M = Expected number of mishaps during exposure period ! = Factorial of the value (for example 3! = 3*2*1) P(x) = ((e-M)*(Mx))/X! Poisson Probability - Applied to Safety Assume 100,000 exposure in 100 work days Assume there are 7 undesired events in 100 work days Probability of one event is 7/100,000 If management decides to improve the process by
reducing the exposure over the 100 days from 100,000 to 70,000 P(x) = ((e-M)*(Mx))/X! M = N*P = (70000/1)*(7/100000) = 4.9 P(X = 0) = e-m = 0.007447 Zero Harm CARDNO, INC. Cardno Inc. Cardno Australian based ~8,000 staff globally ~4,000 US based staff Professional services firm Engineering Consulting Testing Zero Harm Timeline Early 2012 Cardno initiated a Zero Harm initiative Late 2012
I began with Cardno as a result of a merger First time in career the organization I worked for had a formal, zero initiative 2012 State Tasked with development of a Journey Plan to implement Zero Harm 12 months to get to zero Company added safety as a core value First time TRIR was over 1.0 LTIR was 0.6 Leading Actions 1. Take responsibility Everyone must take personal responsibility for safety in all our daily activities. Stop and check your work. Fix or report hazards and safety concerns. Tell your supervisor if you cannot do your work safely. 2. Always be risk aware A risk assessment must be done for every
potentially hazardous activity. Task and job hazards must be controlled, and solutions to prevent injury must be planned and put into action. 3. Everyone is involved Every Cardno employee must have opportunities to be involved in making their jobs and tasks safer. Be mindful of the actions of your work mates, step in straight away if you spot something unsafe, and look out for each other. 4. Communicate We must share information that could make somebodys job safer. This could be as simple as holding a safety moment at the start of a meeting, or conducting regular toolbox talks within your work teams. 5. Report incidents and concerns All Cardno employees must embrace a reporting culture
where all hazards, incidents, injuries and near misses are reported - no matter how minor Were We Successful? Depends . . . Achieved one year without a LTI Is that Success? Lowered TRIR to 0.56 Is that Success? What about a sustained Zero State? Cardno Recap What is going well? Every minor incident get managements attention More focus on behavioral based safety Enhancements in training
Actively caring What isnt going well? Anything other than zero is looked on as a failure Goal establishment Can we say we want a 20% decrease in TRIR? Potential under-reporting Is Zero Possible? One companys problems with going down this pathand some ways out TE CONNECTIVITY Risks of Injury-Free Numbers-driven leaders expect injury data to respond like other financial or productivity numbers Quarter-to-quarter thinking may drive the wrong safety behavior Injury-Free or Zero Injuries as a goal line to be
crossed and a race to be won We should reset the goal every day Everyone fails if there is an injury, and no one wants to be the source of that failure Senior leaders can understand the TRIR but stay with it too long and it becomes engrained 1.50 1.00 0.50 0.00 FY07 FY08 FY09
FY10 FY11 FY12 FY13 FY14 page 20 Tying the TRIR to Performance Metrics Plant size by population 1 recordable 2 recordable
s 3 recordable s 4 recordable s 5000 0.02 0.04 0.06 0.08 1000 0.10
2.00 100 1.00 2.00 3.00 4.00 Star Level 1 none 2 none 3 0.75 4 0.50 5 0.25 no zero Small plants cant have a half of an injury so they are forced to zero in order to advance
page 21 Move from Zero Emphasis to Systems Focus TEOA SL 3 S.A.F.E. Quadrant II: Good metrics Avg. system Quadrant IV: Weak metrics Avg. to weak system 50 55 60 65
70 75 80 85 4 90 95 Quadrant I: Good metrics Strong system TE YTD April TRIR Quadrant III: Avg. to Weak metrics
Strong system Many small sites with 1 RI but high TRIR 4.25 4.00 3.75 3.50 3.25 3.00 2.75 2.50 2.25 2.00
1.75 1.50 1.25 1.00 0.75 0.50 0.25 100 0.00 5 Focus on rewarding mature systems and not absolute zero
SL3: Development SL4: Reaching Maturity SL5: Achieving Excellence Behavioural Behavioural Safety Safety (BBS) (BBS) introduced introduced BBS BBS active active + + program program review review
BBS BBS everywhere everywhere // everyday everyday Ergonomics Ergonomics risk risk reduced reduced 20% 20% 85% 85% of of ergonomic ergonomic risk risk assessed assessed 98% 98% of of ergonomic
ergonomic risk assessed risk assessed Machine Machine guarding guarding at at 95% 95% Machine Machine guarding guarding at at 95% 95% Machine Machine guarding guarding at at 95%
95% S.A.F.E. S.A.F.E. score score 60 60 S.A.F.E. S.A.F.E. score score 80 80 Sites Sites at at SL3: SL3: 26 26 Sites Sites at at SL4: SL4: 69
69 S.A.F.E. S.A.F.E. score score 90 90 Employee Employee engagement engagement in in safety is a KPI safety is a KPI Sites Sites at at SL5: SL5: 2 2 and the wheels wont fall off when you have the next injury
Bottom Line Wean senior management off dependence on TRIR below corporate level Hard to do As you cascade down from the corporate level to the worker focus should transition and ramp up from metrics to action Zero is a daily goal Injury-Free is the culture Safety systems should be designed to drive consistency, control, and repeatability; and of coursedoing it correctly The wheels dont come off when we have faith that the system is the right one 24 For Copies of the Presentation Visit: www.aon.com/2015ASSEpresen tations W W W. A O N . C O M / 2 0 1 5 A S S E P R E S E N TAT I O NS 25
Disclaimer All Aon Risk Solutions services are purely advisory and for the purpose of assisting clients in risk control and safety procedures. This presentation is the result of information available to us at the time and does not purport to refer to or guarantee compliance with local, state or federal regulations which may be applicable to such practice and conditions. This presentation should not be considered a definitive listing of all hazards nor an absolute solution to all hazards. No responsibility for the implementation, management and operation of risk control and safety procedures is assumed by Aon. 26 Copyright Copyright 2015 by Aon All rights reserved. No part of this presentations may be reproduced, sold, distributed, or presented, without the prior written permission of Aon. 27
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