Process vs Tradition

VPP: Beginnings

Prepared and Presented By:

Ed Hanna, CSP, CIH

Colden Corporation

hanna@colden.com

Audience: Philadelphia AIHA

When: February 2008

Process vs TraditionCommitment & Partnership

AnalysisPrevention & Control

Training

Direct

EnactFollow

• Manage-Employee Driven

• Metric based

• Incorporated business process

• Champion based analysis

• Proactive

• Training: process and regulation

• Manage by directive

• Regulatory focus

• EHS Professional driven

• Stand alone analysis

• Reactive

• Training: regulation

3

Common MisperceptionsProcess vs Tradition

Well written safety programs influence implementation

More “training” is the answer

Compliance = injury prevention

Everybody has “Common Sense”

“Awareness” changes behavior

“Process” = person responsible

Safety Programs cannot be measured

Enact

4

Management SystemsProcess vs Tradition

Process“A series of actions, changes, or functions that bring about an end or result. To put through the

steps of a prescribed procedure.”

System“A group of interacting, interrelated or

interdependent elements forming or regarded as forming a collective entity.”

NOT A “PROGRAM”

How does Merriam-Webster define Process & System?

Enact

5

Management SystemsUsing the VPP Model

Incident rates do not predict future incidents

Compliance and compliance audits correlate to fewer accidents

Allows you to consistently identify hazards and controls

Ensures that controls are systematic rather than random

Ensures that there is a process to fix flaws in the system and continuously improve

Demonstrate the interrelatedness of all the people and processes in the system – expectations and understood

VPP process has a proven track record to reduce incident rates

VPP

6

Management SystemsUsing the VPP Model

VPP

Management System Processes (VPP, Z10, OHSAS, Responsible Care, etc) have been used by many companies over the years.

The VPP specifically since 1982. Over 1927 sites have experienced: Incident and Severity rates 60 - 80 % below industry averages Worker’s compensation savings well under 50 %, in some cases

to 90% (GE has experienced 20-25 % savings for 7 straight years)

Drastic reduction in grievances for Union locations Many other less tangible but no less important benefits

7

Systematically Creating Buy-InEvaluate

Last year’s Gs&Os

SummarizeSelf-Evaluation Collect Other DataStep 1

Step 2

Step 3

Step 4

Collect and Organize Data

Summarize byDepartment

Request Objectives

From Each Dept and Committee

Coordinate with Site Objectives

Collectively Establish “Goals”Analyze

Publish Track Publish

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WORKSITEHAZARD

ANALYSIS

HAZARDPREVENTION& CONTROL

SAFETY& HEALTHTRAINING

Policy Goals, Objectives Planning Top Management

Involvement Responsibility and Authority Line Accountability Resources Contract Worker sWritten S&H Management

System Program Evaluations

Baseline AssessmentsRoutine Hazard

AnalysisChange Hazard

AnalysisInspectionsReporting SystemIH ProgramInvestigationsTrend Analysis

ManagersSupervisorsEmployeesEmergenciesPPE

30 Elements OSHA’s Program Management Guidelines - VPP Criteria

Management Commitment

EmployeeInvolvement

EncouragementParticipation(Committees)

January 26 1989 – March 25, 2003

MANAGEMENTLEADERSHIP

Process Drivers: Culture Tradition & Technical Processes

System

Certified Professional ResourcesHazard Elimination and

Control MethodsEngineeringAdminPPE

Rules, Procedures & RecognitionProcess Safety

Management Occupational Health Care Preventive MaintenanceHazard Correction

Tracking Emergency Preparedness

9

VPP RequirementsTime Dependent

Have in place at least one year:

Management Commitment

Goals and Objectives (measurable initiatives)

Performance Appraisals

Annual Evaluation and Narrative Report

Effectiveness requires maturity Maturity requires measurement & modification

Employee Involvement S&H Steering Committee

Worksite Analysis Written IH Program Inspections JHA Process Accident Investigations

Tracking Systems

VPP

10

System AssessmentProcess vs. Tradition

Document ReviewRecords

Process Owner/User Interviews

InterviewsWorkers

SupervisorsManagersCommittee

Verify - ObserveRecordsInterview

Examples ofHigh Risk

Score Criteria & Narrative ReportDriver for next years G & O’s

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Document List Preparation Develop a list of documents according the 30 elements discussed earlier. Include Management Leadership documents defined by to 30 elements Traditional assessment weakness is narrow focus on technical and regulatory programs.

Determine applicable programs, associate records, their owner and locations. This will help guide your self-assessment.

HAZARDPREVENTION& CONTROL

SAFETY& HEALTHTRAINING

30 Elements OSHA’s Program Management Guidelines - VPP Criteria

Management Commitment

EmployeeInvolvement

MANAGEMENTLEADERSHIP

WORKSITEHAZARD

ANALYSIS

Tradition: Technical & Regulatory DocsProcess: Leadership Docs

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Personnel Interviews Initial Verification

Perform after documentation review to determine if the information is appropriate, communicated, understood and practiced.

Employee interviews are initial step in verifying system implementation and effectiveness.

It is helpful to know some of the answers or problem areas before the interviews. Use the interviews to get specific examples.

Cross verify during visual observations Note: Interview Guides provided in TED 8.4

Management – Specific Function - Supervisors - Employees

13

Visual Observation Final Verification

Select records (both accurate and suspect) and Field Verify. Accidents/Incidents Inspections Meeting Minutes JHA/Hazard Analysis/Industrial Hygiene Exposure Assessments Each Program Element

Informally discuss process and closure with cognizant employees and supervisors

Visit areas and people: issues from doc review and/or interviews

Confirm or deny system strengths and weaknesses. Compliance non-conformance indicative of system weakness. This

should correlate to recommendations

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Score Criteria & Narrative Report Baseline for Continuous Improvement

VPP requirements have matured and been refined (http://www.osha.gov/dcsp/vpp/vpp_policy.html) Program Management Guidelines (1989, January 26) Revisions to VPP (2000, July 24) Policy and procedure manuals: TED: 8-0.3 & 8.4 (2002, January 4 and 2003,

March 25, respectively)

Critical to understand prior to undertaking VPP efforts

Develop auditing protocol with defined scoring matrix (separate class) Demonstrates improvement from baseline and subsequent years Provides evidence and ability to roadmap to success

Document system strengths and weaknesses detailing findings and corrective actions within and Narrative Report (submitted to OSHA as applicant and thereafter)

Use to develop Goals and Objective to Drive the Process Forward

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Goals and Objectives Action Plans

Nothing can stop the man with the right mental attitude from achieving his goal; nothing on earth can help the man with the wrong mental attitude.

- Thomas Jefferson

VPP

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Policy, Goals & Objectives

Thomas Jefferson on “Developing the U.S. Constitution”

Policy: A flexible, sustainable system of national government, based on democratic principles

Goals: A document describing the principles of government and how it will be constituted

Objective: Consensus that new government is needed, establish a committee to develop the document through debate, gain acceptance of the principles, make the principles the law of the land.

VPP

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Broadest possible statement of purpose or function. It’s reason for being.

Goals & Objectives

Policy

Goals

Objectives – Action Plans

Communication, Diligence, Milestones, Celebration of

Successes

Statements that describe an improvement in performance toward meeting a policy

Specific, Measurable, Achievable, Reasonable, Timely

Statements about what is to be accomplished by whom and when

Often used as a basis for Recognition Programs

VPP

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GOALSSources: External and Internal

Mandates/Directives Corporate driven, not site oriented

Self Evaluations/Assessments (e.g, VPP Elements) Trend Analysis

Injury/Illness Accident/Incident Casual Factors Inspection Findings Employee Concerns Safety Maintenance Work Orders Job Hazard Analysis - Hazards List IH Process – qualitative and quantitative Others?

VPP

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Goal: Improve our Hazard Identification & Hazard Reduction."Conduct weekly inspections with emphasis on good housekeeping, proper use of protective equipment, condition of critical parts of equipment, and preventive maintenance. "

Goal: Improve our Accident Investigation Process. "Determine the cause(s) of any accident within 24 hours. "

Goal: Implement a Job Hazard Analysis Program. "Complete one job hazard analysis each month in each department, with follow-up revision of safe work procedures and employee training by the following month."

Goal: Improve our Emergency Preparedness Capability. "Hold and evaluate emergency drills for tornadoes every six months and a joint fire drill/evacuation with local emergency organizations every year.”

GOALSSources: External and InternalVPP

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Effective Objectives

The difference between a haphazard trip and a carefully planned journey

Effective Objectives: Starts with an action verb Specifies a single key result to be accomplished Is specific and quantitative; measurable and verifiable Specifies the what and when, who, how & why Relates directly to the accountable manager’s role in the

organization Is readily understandable by those who will be contributing to its

attainment Is realistic and attainable but represents a significant challenge Provides maximum payoff on the investment of time and

resources Is consistent with available or anticipated resources Is consistent with basic organizational policies and practices.

VPP

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SMART Metrics

Specific - metrics are specific and targeted to the area you are measuring.

Measurable - collect data that is accurate and complete.

Actionable - metrics are easy-to-understand, and it is clear when you chart your performance over time which direction is "good" and which direction is "bad", so that you know when to take action.

Relevant - simply means don't measure things that are not important.

Time bound - you can get the data when you need it.

VPP

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Employee InvolvementGood Leaders Help Maintain in Safety

Watch your language. Listen before giving direction. Find facts rather than faults. Give more positive than negative

consequences. Teach theory and principles before teaching

procedures. Do more leading than managing. Get employees to actively care about safety.

VPP

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Design Safety Committees for success, i.e., Write down the purpose (mission) Staff in proportion to the organization Assign coaches (similar skills) Assign Mentors (preferably from salaried rank) Establish goals, and more importantly, objectives Each member a champion Track assignments Celebrate success Assure adequate resources and train Document and Publish

Employee InvolvementTeam Building

VPP

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Worksite AnalysisKeys to Success

Worksite analysis involves a variety of worksite examinations, to identify not only existing hazards, but also conditions and operations in which changes might

occur to create hazards. Unawareness of a hazard which stems from failure to

examine the worksite is a sure sign that safety and health policies and/or practices are ineffective.

Effective management actively analyzes the work and worksite, to anticipate and prevent harmful occurrences.

VPP

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Hazard Prevention & Control

Keys to Success

Hazard prevention and controls are triggered by a determination that a hazard or potential hazard exists.

Where feasible, hazards are prevented by effective design of the jobsite or job.

Where it is not feasible to eliminate them, they are controlled to prevent unsafe and unhealthful exposure.

Elimination or control is accomplished in a timely manner, once a hazard or potential hazard is recognized.

VPP

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TrainingKeys to Success

Training addresses the safety and health responsibilities of all personnel concerned with the site, whether salaried or hourly. It is often most effective when incorporated into

other training about performance requirements and job practices. Its complexity depends on the size and complexity of the worksite, and the nature of the hazards and potential hazards at the

site.

VPP

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Typical VPP Star Sites

Management More focus on safety metrics: Weekly in

meetings More prospective metrics Goal and Objective setting Take a ”line” accountability perspective Monthly EHS Scorecard - Matched to

Responsibilities List - Part of Perf. Eval.Maintenance ID Safety Critical Controls LOTO Audits/Enforcement Safety Work Order Statistics

Line Supervisors Tool Set/Accountability % of employees involved Monthly meetings Closure rates for findings/issues

Employees/Union Encourage involvement Report hazards Participate

Engineering Ergonomics lead Safety in Design and Installation Safety signoff

Communication of ExpectationsVPP

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Safety CommitteesDevelop a detailed CharterRotation strategyTrainingEach member as ChampionData collection and analysisQC programsSolution driven

HR and TrainingPerformance appraisalsRecordkeeping

HS Focus as more of a facilitator Focus more on consultative and

coaching Focus more on QC accident investigations

generating metrics communication regulatory watch

Typical VPP Star SitesCommunication of Expectations

VPP

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References

Management: Theory, Process and Practice, Third Ed., Richard M. Hodgetts, 1982, CBS College Publishing

Benchmarking for Best Practices, Winning Through Innovative Adaptation, Christopher E. Bogan and Michael J. English, 1994, McGraw-Hill, Inc.

Malcolm Baldrige Criteria for Performance Excellence www.quality.nist.gov/Business_Criteria

Organizational Recourse Council www.orc-dc.com

OSHA VPP http://www.osha.gov/oshprogs/vpp/

Department of Energy www.eh.doe.gov/EH_Strategic_Plan2003_2006.pdf

VPP