EMPLOYEE’S EMPLOYEE’S INVOLVEMENT –INVOLVEMENT

KEY TO THE SUCCESS OF VPP IMPLEMENTATION

VPP & Employee Involvement

•Accomplishing Voluntary Protection p g yProgram (VPP) status is a challenge, which is only possible with employee’s involvement employee s involvement.

Elements of Voluntary Protection ProgramProgram

•MIOSHA VPP comprises of following seven elements:1) Hazard Anticipation & Detection1) Hazard Anticipation & Detection2) Hazard Prevention & Control3) Planning & Evaluation) g4) Administration & Supervision5) Health & Safety Training6) Management & Leadership &7) Employee Participation

VPP - Not So Focusedon Documentationon DocumentationMost other standards (ISO-14001/ OHSAS-18001/ API-1000 etc ) have OHSAS 18001/ API 1000 etc.) have evolved from Quality Management Systems (ISO-9000) and are heavily focused on documentationfocused on documentation.

While VPP program requires necessary While VPP program requires necessary documentation, emphasis is on performance improvement and

l ti i tiemployee participation.

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VPP Vs Other Management Standards

•A study conducted on 37 pulp and paper plants between 1997 and 2003 paper plants between 1997 and 2003 indicated that ISO-14001 certification does not lead to performance improvementimprovement.

•Recent statistics published for VPP Recent statistics published for VPP certified facilities in Vermont showed that their average Total Recordable I j R t 64% l th Injury Rate was 64% lower than industry average for 2009.

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That being said lets look at our That being said, lets look at our experience with VPP program at

Wixom, MI,

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Wastewater Treatment Plant OperationsWixom, MI,

Secondary

CoarseScreen

Comminutor w/ Bar Screen

Aerated Grit Chamber with Bypass

FlowMeter

Septage

Sludge

InfluentInfluentPumps

ScreenPrimaryClarifiers

SecondaryClarifiers

Grit & Screenings to Landfill

RotatingBiological Contactors

AnaerobicAnaerobic

Primary and Secondary Sludge Final

Passumpsic Sludge

Digester 1

Digester 2Supernatant

Disinfection Process

assu ps cRiver

SludgeStorage

Tank

Wixom Wastewater Treatment & Water Distribution Systemy

BACKGROUND:

-Owned by city of Wixom, MI and operated by United Water.

-Over 2 decade old facilities; not built to the modern H&S standards.

-09 Full Time United Water employeesemployees.

-Wixom was considered to be a high risk project due to physical hazards & risk project due to physical hazards & high Recordable Injury Rate (RIR).

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High Risk Project

•Wixom WWTP had been inspected by MIOSHA every 2-3 yearsby MIOSHA every 2 3 years.

•MIOSHA inspections resulted in citations for various violations and fines.

•Presented risk profile and options for managing risk thru VPP for managing risk thru VPP implementation to the employees.

Starting Point

•We presented the overview of VPP to Wixom WWTP employeesWixom WWTP employees.

•Employees accepted the challenge and p y p gcommitted to pursuing VPP with vigor.

10

Components of Management System

Management Provides Provides

leadership & resources

EH&S EH&S Excellence

EH&S StaffDevelops system

EmployeesFollow

established Develops system & provide coaching

established procedures

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Employee Empowerment

•Employee empowerment makes them a part of the solutionthem a part of the solution.

•This is accomplished by integrating EH&S activities with day to day EH&S activities with day to day tasks.

•Some examples of these activities •Some examples of these activities are offered in following slides:

Safety Activity Metrics

•Einstein's definition of insanity:

“doing the same thing over and over again and expecting different results”results .

Therefore, if we want different results we must do different results, we must do different “Activities”.

•W d fi d i S f •We defined appropriate Safety activities for all levels and tied these with annual bonus program.p g

Safety Activity Metrics

•Examples of Safety Activities:− Plant inspections− Plant inspections− Safe work plans/Job Safety Analysis− Identify & correct an unsafe act/behaviorIdentify & correct an unsafe act/behavior− Catch and recognize someone doing the right thing

14

Safety Training

•In conventional model, required trainings by an employee are trainings by an employee are determined by the supervisor with little or no input from the employees.

•Our model is based on identifying training needs in a collaborative training needs in a collaborative manner between employee & supervisor using a comprehensive h kli t (T i i N d checklist (Training Needs

Assessment).

Training Needs Assessment

•Since these training needs are identified by the employees themselves they have a desire to learn employees themselves, they have a desire to learn instead of sitting through the classroom.

•Progress against required training is tracked and reported on monthly basis.

•Since these training needs are identified by the employees, they have a desire to learn instead of itti th h th lsitting through the classroom.

•Progress against required training is tracked and reported on monthly basis.

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reported on monthly basis.

Injury Prevention Strategies -Near miss IncidentsNear miss Incidents

1SeriousWhere would we get the best Serious

Injury

10Recordable

gbank for our buck?

How do we engage employees? Recordable Injuries

30

How do we engage employees?

ReportMinor Injuries

600

Report

Incidents (Near miss)Investigate

C ti

Feedback

Accident Pyramid by Bird

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Corrective Action

Near-miss Reporting

Employees are encouraged to report near-miss incidents & unsafe conditions

Employees took ownership of the process and managed it using closed loop system g g p yfor tracking corrective & preventive actions

4 Compliance Updated3 Safety Wixom Wastewater 4/23/082 Contractual Action Item Log1 Housekeeping10 Highest Priority10 Highest Priority

No Source InitiatorDate

Identified Pr

iorit

y

Location Corrective Action Assigend To

Target Date Status

Date Complete

dComments

1 Inspection JB 11/01/07 3 Oxidation Ditches Steps need yellow paint JB 5/30/2008 Closed 5/28/2008 From Nov. Inspection2 Inspection Bill 11/01/07 3 Clarifiers Steps need yellow paint JB 5/30/2008 Closed 5/25/2008 From Nov. Inspection3 Inspection JB 11/01/07 10 Clarifiers Need higher railing Rick 5/30/2008 Closed 5/30/2008 From Nov Inspection

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3 Inspection JB 11/01/07 10 Clarifiers Need higher railing Rick 5/30/2008 Closed 5/30/2008 From Nov. Inspection4 Inspection Rick 11/01/07 3 Grit room Lights broken JB/City 7/7/2008 Closed 7/4/2008 From Nov. inspection5 Inspection Bill 02/01/08 4 Diesel Storage Tank 1/4 full of ice Bill 4/30/2008 Closed 5/10/2008 From Feb. Inspestion

Housekeeping

•Employees made assignments for periodic inspectionsinspections.

•Inspection findings were assigned to different employees and were tracked thru different employees and were tracked thru the closed loop system.

•Improved housekeeping resulted in •Improved housekeeping resulted in improved morale

4 Compliance Updated3 Safety Wixom Wastewater 4/23/082 Contractual Action Item Log1 Housekeeping10 Highest Priority

No Source InitiatorDate

Identifi iorit

y

Location Corrective Action Assigend T

Target D t Status

Date Complete Comments

07/09/2010 19

ed Pri To Date p

d1 Inspection JB 11/01/07 3 Oxidation Ditches Steps need yellow paint JB 5/30/2008 Closed 5/28/2008 From Nov. Inspection2 Inspection Bill 11/01/07 3 Clarifiers Steps need yellow paint JB 5/30/2008 Closed 5/25/2008 From Nov. Inspection3 Inspection JB 11/01/07 10 Clarifiers Need higher railing Rick 5/30/2008 Closed 5/30/2008 From Nov. Inspection4 Inspection Rick 11/01/07 3 Grit room Lights broken JB/City 7/7/2008 Closed 7/4/2008 From Nov. inspection5 Inspection Bill 02/01/08 4 Diesel Storage Tank 1/4 full of ice Bill 4/30/2008 Closed 5/10/2008 From Feb. Inspestion

Employees Engagement Changed This

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To This

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Questions ?