Changing the Safety Culture

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Changing the Safety CultureHOW ONE COMPANY EVOLVED INTO A SAFETY AWARD WINNER


Culture 2005

Foundry: 98 Injuries & IR Rate of 40.3

Manufacturing: 60 Injuries & IR Rate of 25.6

◦ “It’s a Foundry, People get hurt”

◦ “Our guys are tough. They can take it”

◦ Over 150 union grievances annually


Culture 2005


Evolution of a Safety Culture

2005 Production Driven. Minimal safety presence. Injuries

Expected and Accepted

2006-2007 Transition to Local Management Involvement

No centralized policy/No Safety Management System

2008-2009 Generic Safety Initiatives

Injury rates improve but safety not part of the culture

“Statistically OK but plenty to improve”

2010 Defining Moment/Watershed Event Occurs


Changing the CultureIt usually starts with a watershed event:

New CEO (Paul O’Neil – Alcoa)

External Event

Internal Event

Without Executive Level Support“The value added does not justify the resource expenditure……”

“It is expensive….”

“Won’t make us any safer…..”

“Will need more people….”

“The union won’t buy in to it….”

“Don’t really need it…..”

Executive Leadership DrivenHow to prevent a recurrence

Strategy developed

Resources allocated

Entire organization rallies behind change

Hits ‘close to home’

Traumatic and devastating

Public awareness

More questions than answers

Outside agencies involved

Investigations/law suits


The ‘Journey’

“The Ledger”

Cons Pros

No Safety Leadership or Management Rep Safety conscious Plant Manager

Negative Rapport with the local OSHA Safety conscious Director of Operations

Ineffective S&H MS Company Ownership Support

No Safety Culture Senior Executive Support

Safety not a Core Competency Resource availability

No global standardization Facilities Excellence Program (FEM)

Lack of Safety Discipline

Double Standard (management & employees)

No safety personnel resources

Safety reported to Corporate Human Resources


Process Mapping Baseline

Cu

sto

me

r S

ati

sfa

cti

on

Employee Involvement

Standard Work 5S QCPC Visual Workplace Cellular Flow

Safety Quality Lead Time Inventory Productivity

VICTAULIC SUCCESS

DMAIC SUR TPM Kanban / Pull Method Sheets Training / Awareness Mistake Proofing

FEMPROCESS

HIGH 5 METRICS

VPDS TOOLS

Facilities Excellence Mapping (FEM)


Levels Excellence Certification

• Team Work (67)

• Standard Work (42)

• Equipment (35)

• Kanban (42)

• Quality (47)

• Supply Chain (35)

Improved Performance(62)

Step-change in Business Performance(53)

Baseline(108)• Customer expectations quantified

• Performance base lined and gaps identified

• Employees reach level of understanding/competence on each area of focus

• Measurable improvements in key customer/Operational deliverables achieved

• Business results positively impacted

• Significant business performance improvement targets set for Silver

• Business performance targets for Silver sustained

• Stretch business performance goals set for Gold

Delighted Stakeholders(45)• Best-in-class customer

satisfaction and operational

performance

Silver

Gold

Bronze

Qualifying


Personal Protective Equipment and Safety Programs-Safety Shoe Program-Foundry outer garments

Establish the S&H Management System

Established Monthly Global Conference Meetings -Communicate safety goals and objectives-Emphasized and enforced policy

Created an annual safety audit program-Performed by the Corporate Safety Manager

Facilities Excellence Program (FEM)

Established a Master Safety Training Program-Tool box Talks weekly (Supervisors)- Monthly Safety Program Training (Safety Specialists)

Goal # 1: CEO: Global Standardization


Communicate Strategy• Daily Safety Fact of the Day (The law of intended consequences)• CCTV and Streaming video• Communication Boards (FEM)

Road Warrior• Spreading the word of the Gospel according to Bill• Detailed Incident Investigations (near miss, first aid and recordable)• Clearly articulated objectives and expectations• Dedicated Safety Resources• Continuous Improvement• Personal Accountability

Change Expectations• Every meeting starts with Safety • Departmental safety metrics• Get Supervision on board• Corrective Action for every incident

Publicize the Employee Benefits• ART Program• Safety Shoe Program• $3 Million in Safety Enhancements

Goal #2: “Drive Safety Awareness &

Change Behaviors


-What is VPP?

-Unexpected boost from OSHA

-No VPP knowledge or experience

-Employee Safety Surveys

-Company/Union Teamwork

-Increased Hazard Recognition

-Trending of Hazards Identified

-Best Practices

-Increased Supervisor Safety Training

-Began Feb 2012, certified Merit Dec 2013 Star in May 2015

-Benefits:

-Demonstrate a strong commitment to workplace safety

-Increase employee involvement and engagement

-Improve our Safety and Health MS to include the VPP standards

-Step closer to world class safety excellence

-Link our safety and FEM strategies

Goal #3: CEO: “Get VPP Certified”


Performance Trend

Tangible Results

-Lower incident rates

-Lower workers compensation costs

-Improved housekeeping

-Enhanced safety discipline

-Superb focus factory

-Improved Communications

Intangible Results

-Higher employee moral

-Better employee engagement & empowerment

-Safer work environment

-Stronger workforce/management relationship

-Pride

-”Management Cares”

-Improvement in awareness and behaviors


2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Number Injuries 98 89 61 57 18 13 9 6 8 7 2

Incident Rate 40.30 37.60 26.80 27.00 20.60 13.40 9.53 5.47 7.57 6.00 2.42

Improvement 6.7% 28.7% -0.7% 23.7% 35.0% 28.9% 42.6% -38.5% 20.7% 59.7%

98

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6157

1813

96 8 7

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37.60

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5.477.57

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2.42

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Forks Foundry Yearly Injury NumbersOSHA Recordables and Incident Rate - Through 9/11/15

2015 IR Goal = 5.67


2005 2007 2008 2009 2010 2011 2012 2013 2014 2015

Number Injuries 60 38 31 13 7 12 6 4 3 1

Incident Rate 25.6 16.4 14.8 7.80 5.30 9.05 4.64 3.26 2.48 1.20

Improvement 35.9% 9.8% 47.3% 32.1% -70.8% 48.8% 29.7% 23.9% 51.4%

60

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Forks Manufacturing Yearly Injury NumbersOSHA Recordables and Incident Rate - Through 9/11/15

2015 IR Goal = 2.48


Evolution of the Safety Process

2010 Defining moment at the Alburtis facility

Executive Leadership commitment…. = Resources

Working relationship with OSHA

2011 Formal Strategy implemented; Safety Awareness, Global

Safety Standardization and Employee Behavior

2013 VPP Merit Certification

2015 VPP Star Certification

Future: Achieve world class safety excellence


The ‘Journey’Goal #4: CEO: “Achieve World Class Safety Excellence”

Can’t say No!

-What’s world class safety excellence look like?

Resources:

-Milliken Company -Graham Company -MAPI

How measure?

-Lagging and leading Indicators

-Benefits-Complete Employee Engagement-Zero Incident Workplace Mindset-Reduce Risk Taking (Behavior Based Safety)-Desire to continuously improve

• -Appreciative Workforce


How did we achieve the improvements?1. Strong leadership up and down the entire organizational chain supporting, emphasizing

and demonstrating their commitment to safety.

2. Plant management and employees made safety a number one priority in all facets of

operation.

3. Union support and employee involvement/engagement in all safety programs, plans and

policies.

4. A purposeful effort to increase employee awareness about working safe at work as well as

at home.

6. The FEM programs that emphasize safety and the aggressive identification and

elimination of hazards.

7. Feedback from our employees via annual surveys to further improve our training and

program effectiveness.

8. Employees who understand that their obligation to working safely is for the sake of their

loved ones.

9. Annual facility goals and the requirement to continuously improve our safety culture.

10. Safety professionals at each of our major activities who drive purposeful change.

11. Leveraged technology

12. Over-communicated


Fundamentals of World Class Safety Excellence1. All Incidents have multiple root causes but are preventable.

2. Strong employee involvement and engagement

3. Safety managed equally with production, quality, cost control and employee relations.

4. Employees looking out for the safety of their fellow employees.

5. Behaviors must be managed to prevent injuries/incidents

6. At-Risk Behavior, Unsafe Conditions & Incidents are symptoms of the culture of the

organization.

7. Home safety is equally important as work safety

8. Strong focus on Safety Awareness for reducing the risk of injury

9. Behavior Based Safety to reduce the unsafe acts that increase the chances of an injury.

10. Continuous improvement

11. Make safety positive and all about the employees

12. Celebrate successes

13. Law of unintended consequences (FEM/BEM, Daily Safety Facts, Employee surveys)

14. Over communicate


Journey to World Class Safety Excellence

People

Process

Culture

World

Class

People• Drive Responsibility

• Employee Ownership

• Drive Accountability

• Employee Engagement

• No risk is worth the

consequent of getting

hurt

Process• Metrics

• Hazard ID & Eliminate

• Goal Setting

• Continuous Improve

• Over communicate

• Employee Surveys

Culture• Follow up

• Safety First

• Zero risk

• Personal accountability

• Uncompromising Adherence

• Safety engagement at all levels

• “Everything starts with safety”

• Management is responsible

World Class• Empowered and Engaged

workforce

• Safety is a Core Value

• Eliminate, don’t mitigate


LEADERSHIP INFLUENCE

Character traits of effective managers and supervisors

• An uncompromising commitment to excellence.

• Strong work ethic/integrity. They meet their commitments

• Possess a high degree of personal accountability and hold themselves accountable for the actions of their subordinates

• Don’t pass blame. When expectations are met, they ‘look out the window’ and give praise. When expectations are not met, they ‘look in the mirror’ and ask what they should have done differently.

• View obstacles as opportunities to excel and not crutches for failure

• Handle adversity as a normal occurrence

• Never wear their emotions on their sleeves or allow emotions to dictate actions

• Carry out the boss’ direction with a high degree of passion, whether they agree with the boss’ decision or not.

• Make decisions based on the best interests of the organization and not their personal best interests

• A sense of teamwork and loyalty to the organization

• Communicates and over-communicates – volunteers for everything!


LEADERSHIP INFLUENCE

Character traits of effective managers and supervisors. What is not acceptable

• ‘Surface congeniality’. Pleasant and agreeable with the boss face to face and then undermining him to your friends and peers when out of site.

• Putting your best interests above the interests of the organization

• Lack of passion or just working here to collect a paycheck

• Blaming others when things go wrong. Focus on where the process failed instead of looking to place blame.

• Doing what is right when someone is watching and then going back to unsafe habits when you think no one is watching.

• Not training subordinates to strengthen the organization.

• Placing productivity ahead of quality or safety

• Placing people in a position to fail because you don’t like them• Hourly employees: are you their friend or their supervisor. Cannot

always be both.


You got to care and you got to mean it!

-Only you can choose to care for your personal safety and safety of your employees

-Help your fellow worker

-Injury intolerant mindset

-Consider your family before choosing risky behavior

-NO RISK IS WORTH THE CONSEQUENCE OF AN INJURY

Core Values and Culture

-Not about statistics, numbers or programs. It is about caring.

-Obvious commitment to the employees

-Employees understanding of the potential impact to their family when

they make poor choices?

-How are you winning the hearts and minds of your employees to help

them make the right choices?

-11 deaths per 100,000 workers every day. What would happen to

their loved ones if they were one of those 11?

-Help employees make the conscious decision to be safe

-What do you accept versus what is acceptable?

All incidents are avoidable and management is accountable….not the employee

Challenges to World Class Safety Excellence


Human Error

On The Job

Frustration

Complacency

Production

pressure

Fatigue

Rushing

Stress

Outside

Distracters

home

Problems at

Behaviors that create a higher risk for injury

Eyes not on Task

Mind not on Task

In the Line of

Fire

Loss of Balance,

Traction or Grip

…which increases the

risk of an injury/incident!


Testing your footing or grip before you commit your weight

Looking carefully at anything you will be sticking your hand into or resting on your hand on.

Moving your eyes first before you move your hands, feet, body

Getting your eyes back on the road quickly when distracted

Looking for the line-of-fire potential before moving

Look for things that could cause you to lose your balance or grip

Glancing up before standing up (banging your head)

Use the three point contact rule when on ladders and keeping your belt buckle between the vertical rungs

Holding onto the handrails while traversing stairways

Examples of good safety behavior:


“But I have not been hurt taking these risks”

UNSAFE BEHAVIORS DON’T ALWAYS RESULT IN ACCIDENTS

NEAR MISSES ARE GOLDEN OPPORTUNITIES TO PREVENT FUTURE ISSUES

DON’T IGNORE UNSAFE BEHAVIOR

WE DO A LOT OF UNSAFE THINGS & GET AWAY WITH IT. DOES THAT

MAKE IT OK?

EVENTUALLY IT WILL CATCH UP TO US

Recognition & Awards


Morning Call Top Workplace 2015 Award

• 573 Companies invited

• Companies must have

more than 35 employees

• Based upon Employee

Survey results

• Victaulic won Top

Workplace for Large

Employer (500+)

• Also won “Senior

Leadership” award


Plant Engineering 2014 Top Plant Award


International Business Silver Award for Best New Industrial Product

Brokk Remote Controlled

Demolition Robot

Changing the Safety Culture

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