Zero Accidents

8/10/2019 Zero Accidents

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ZERO INCIDENTSACHIEVING A NEW SAFETY CULTURE

Presented by.

Gopal Dutt Pandey

Directorate of Factories U.P


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SAFETY TOPIC


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ZERO INCIDENT

AND

CULTURE CHANGE


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ZERO INCIDENTS

What is all the talk about ZERO Incidents?

Is there any truth to the concept?

Can it be achieved?

What is a safety culture?

Why is it important?


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ZERO INCIDENTSDEFINED

Loss producing events that results: In an injury.

Property damage/loss.

Lost workday.

Restricted workday.


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OBJECTIVE FOR ZERO

Provide management with resources, funding, and training.

Identify and implement policies and procedures.

Eliminate incidents by providing guidelines and techniques

for observing and correcting unsafe acts and conditions.


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OVERVIEW

A mind set

An attitude.

Safety controls must be designed into every aspect of an

organization.

Must be a company vision - a value.


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OVERVIEW (cont inued)

Safety goals must be. Communicated.

Realistic.

Reflect the safety culture of the organization.


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OVERVIEW (cont inued)

Safety must be a # 1 priority.

Integral part of business.

Safety is everyones responsibility.


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SAFETY CULTURE


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SAFETY REQUIRES

STRONG COMMITMENTFROM THE TOP


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YOU WILL ACHIEVE

THE LEVEL OF SAFETY

THAT YOU DEMONSTRATE

YOU WANT TO ACHIEVE


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CULTURE-BASED APPROACH

A world class safety program. A management system.

A set of assumptions, benefits, and beliefs about reality.

The way we make decisions, feel, think, and act.

An attitude developed over time

Based upon learning

Personal experiences

Beliefs

Upbringing


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WHAT IS CULTURE CHANGE?

Culture change is evolution and revolution.

Changing a basic perception of reality.


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WHAT DOES THIS MEAN FOR SAFETY?

Paradigm Shift.

Old Way.

Improving Safety Performance by Focusing on operator error.


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WHAT DOES THIS MEAN FOR SAFETY?(continued)

New Way. Improving Safety Performance by Focusing on the cultural and

management system that influence safety behavior.

Using the position of leadership to empower employees at all levels

to take responsibility for safety.


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BASIC SAFETY PHILOSOPHY

Every incident can be avoided. No job is worth getting hurt for.

Every job will be done safely.

Incidents can be managed.

Most importantly safety is everyones responsibility.


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PHILOSOPHY (cont inued)

Safety/Best Management Practices. Line management function.

Safety standards.

Define various safe procedures and management practices.

Training. Everyone understands and meets requirements.


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PHILOSOPHY (cont inued)

Audits - Conformance Appraisals. Evaluates implementation of the programs.

Investigations.

Used detect to problems in the implementation of responsibilities,

standards, training, and auditing.

Involvement.

Builds ownership.


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BENEFITS

Safety standards are communicated to all employees. Responsibilities for implementing standards are

understood and accepted.

Records document how standards/BMP are met.

Internal management control.


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BENEFITS (cont inued)

Cost avoidance. Improved quality.

Better productivity.

Team building.


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BENEFITS(cont inued)

Unsafe behavior stands out. Unsafe behavior is unacceptable.

Safe work is influenced through peer pressure.

Consistent planning and task execution.


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HOW CAN WE CHANGE CULTURE?

Grassroots up - Empower the Team. Top-Down Leadership Actions with Support Systems.


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KEY SAFETY PRINCIPLES

Working safety is a condition of employment. Each employee is expected to give consideration to the

prevention of injury to self and to coworkers.

Involvement and thinking of all people in the safety

process is valued and expected.

Continual improvement is the goal.

Individual and teams must be recognized for their

adherence to and advancement of safety.


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NORMS

Part of the safety program. The things that we do every day without thinking - become the

accepted way we do our business.


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CHANGING NORMS(cont inued)

Understand why unsafe norms exist. Plan system changes to reinforce new norms,

communicate the way you want the program to work.

Define the unstated norms (unwritten rules) behind those

actions.


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ACCOUNTABILITY

An action taken to develop self-control, character,orderliness, and efficiency.

Exercise strict control to enforce a system of

rules/procedures.

Goal is to invoke desired change.

Intervention.

Positive Reinforcement.

Action.


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ACCOUNTABILITY INTERVENTION

Accomplishes several objectives: Stops unsafe acts before they lead to an incident.

Replaces unsafe behavior with safe habits.

Helps employees make better choices about working

safely.


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ACCOUNTABILITY INTERVENTION (cont inued)

Employees: Acknowledge unsafe behaviors.

Point out unsafe behaviors.

Understands the risks.

Understands benefits of working safely.


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ACCOUNTABILITY INTERVENTION (cont inued)

Agrees that unsafe behaviors are not worth theconsequences.

Suggest proper safe behaviors.

Agree to a formal contract for improvement.

ACCOUNTABILITY


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ACCOUNTABILITY

POSITIVE REINFORCEMENT

Reinforcing safe work habits. Employees repeat behaviors that result in positive

consequences.

ACCOUNTABILITY


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ACCOUNTABILITY

POSITIVE REINFORCEMENT (cont inued)

Reward of safe behavior. Verbal Acknowledgment.

Public Praise.

Material Awards.

ACCOUNTABILITY


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ACCOUNTABILITY

ACTION

Keys to success. Consistentancy.

Approach with best interests of employees.

Remind employees of external effects of incidents.


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HOW CAN WE GET THERE?

Long term achievement/commitment is a product of day today efforts.


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PREREQUISITES

Strong commitment from top management. Good safety program.

Established safety culture.

Safety accountability in place.


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INCIDENTFREE CULTURE

A shared vision. Cultural alignment.

Common goals.

Focus on incidents control.

Upstream systems in place. Feedback.


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ACHIEVING A CULTURE

DEFINING AND COMMUNICATING


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DEFINING AND COMMUNICATING

THE NEED FOR CHANGE

What are the internal and external drivers for the change? Why must this change take place?

How will the organization benefit from this change?


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WHAT ARE THE KEY DRIVERS?


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CULTURE CHANGE

Defining and communicating the need for change. Employee Participation.

Envisioning a Desired Result.

Assessment and Feedback.

Strategic Planning.


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CULTURE CHANGE (cont inued)

Implementation. Evaluation, Control, and Measurement.

Worksite Analysis.

Training.


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EMPLOYEE PARTICIPATION

Provides input to management. Shared vision.


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ENVISIONING A DESIRED RESULT

Top Management provides direction, purpose, and goals. Demonstrated commitment from all levels of management.

Must be capable of inspiring commitment.

SYSTEMS NEEDED TO SUPPORT


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S S S O SU O

NEW CULTURE

Technology. Is safety engineered to the full potential?

Structure.

Is the structure of the H&S department designed to support desired

behaviors?

Are the policies and procedures packaged in a manner thatsupports the new safety culture?



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NEW CULTURE(cont inued)

Social Processes. Develop trust, open communication, and employee participation.

Rewards.

Are desired behaviors rewarded?

Do employees understand how to earn the rewards?



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NEW CULTURE (cont inued)

Measurement System. Are you measuring the safety process or just the end results?

Are your measurements tied to the reward system?


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MANAGER IN THE NEW SAFETY CULTURE

Task Planning. Education of direct reports.

Enforcement.

Leadership by example.

A clear communicator.


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EMPLOYEES IN THE NEW CULTURE

Participate in program. Report unsafe conditions/acts.

Shared vision.


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CONTRACTOR IN A SAFETY CULTURE

Screened and selected. Viewed as partners.

Performance is measured.

Established accountabilities.

Must fit/accept the culture requirements.


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A SAFETY CULTURE WHAT IT ISNT

Exclusive. Created by mandate.

A regulatory requirement.

Created in a short time.

Created with little effort. Maintenance free.

FOUR As FOR SAFETY


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Attitude. Awareness.

Action.

Accountability.


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SIGNS OF CULTURE CHANGE

True management commitment. Reduced injury rates.

Changes in employees attitudes to safety.

Heightened participation by employees.

Near miss reporting increase.

More conversations regarding safety.

C B


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COMMON BELIEFS

Every incident can be avoided. Every job will be done safely.

Incidents can be managed.

C C


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CULTURE CHANGE

Management must define and communicate the need forchange.

Why the change must occur.

Benefits from the change in safety culture.


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COMMITMENT


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COMMITMENT (cont inued)

The first duty of business is to survive and the guidingprinciple of business economics is not the maximization of

profit but the avoidance of loss.

Peter Drucker.

Management Consultant.

SUMMARY


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SUMMARY

Any management system will work if top management andemployees work together toward a common vision of zero

incidents.

In a zero incident safety culture, one focuses on real time

issues.

SUMMARY


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SUMMARY (cont inued)

Ultimate satisfaction can be reached when the desired goalis the vision of zero incidents that one should strive for.

Zero incidents concept is achievable and can work when

properly communicated.

Everyone has their own way of solving problems.

SUMMARY


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Create a safety culture that drives each employeesthoughts and actions in their personal and professional

lives.

More than a regulation.

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Creates an environment where employees are responsiblefor their safety and the safety of their fellow employees.

A safety culture is built through the establishment of a

fundamentally sound safety program.

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Employee Owned. Management Driven.

Operationally Consistent.

Maximize Creativity and Innovation.

Learn by trial and error.

SUMMARY ( )


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Essential Components.

Management Commitment.

Policy Statement - Vision.

Program Goals.

Employee Recognition.

Employee Training. Hazard Analysis/Correction.

SUMMARY ( t i d)


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Key to success of any SAFETY ENDEAVOR.

P.E.P.


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PRIORITY - ENTHUSIASM - PRIDE

Zero Accidents

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