Measuring Safety PerformanceOhio BWC Division of Safety & Hygiene
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Table of ContentsWhy Measure Performance?Types of MeasuresAccountabilityStep 1:Define ExpectationsStep 2: Provide Tools & SkillsStep 3: Measure PerformanceStep 4: Provide FeedbackCase StudiesFollow-up Activities
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You will learn:A sound foundation for developing or improving safety performance measuring systems;Strategies and techniques for measuring safety performance, emphasizing process measures, accountability, systematic monitoring, and goal setting;An understanding of how you can proactively use measurement systems to guide future performance;Key elements of contemporary safety measurement tools
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Turn & TalkWhy measure performance?
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Reasons for Measuring PerformanceA navigational toolAn early warning signAlter behaviorTo implement strategies and policiesTrend MonitoringImprovement prioritizationImprovement project evaluationInput into bonus and incentive systemsA marketing toolBenchmarkingIncreased motivation
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Viewpoints of MeasurementOrganizationalA macro view how overall results are measured to determine whether safety efforts are paying off.PersonalA micro view do measures insure individual performance or foster nonperformance.
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Turn & TalkHow does your company currently measure safety performance?
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Types of measuresResults MeasuresTrailingDownstreamEnd of PipelineResultsAchievementActivity MeasuresLeadingUpstreamPerformancePredictors
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Results MeasuresLost-Time Injury RateIncidence RateSeverity RateAccident Costs
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DIRECTCOSTINDIRECTCOSTVSINDIRECT COST IS 4 TIMES THE DIRECT COST
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Results-measures are good when..They are broken down by unitThey give insight into the nature and causes of the accidentsThey are expressed eventually in terms of dollars per unitThey conform to any legal and insurance requirements
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Limitations of Results MeasuresSometimes they measure only luck.They do not discriminate between poor and good performers.They do not diagnose problems.They can be unfair if used to judge individual performance
Results measures do not tell you why an accident occurred or how to improve future performance.
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Activity MeasuresBehaviors/performance linked to accident prevention.These measures assess results of supervisor or workgroup, or organizational action taken before accidents occur.
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DiscussionWhat activities could prevent injuries from occurring at your company?
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BehaviorsFirst-Aid CaseRecordableLost TimeFatalitySafety ModelNearMissPropertyDamage
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How Do You Decide Which Activities to Measure?It depends on your goals and what you want to accomplish
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Some Things To Look At:Organizational vision, Goals, Strategic PlansPerception surveysStructured InterviewsSafety Audits/InspectionsAccident AnalysisAccident TrendsBehavior Observation Data
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What is Your Vision For The Future?Vision Serves Three PurposesClarifies DirectionMotivates PeopleAligns Individuals
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Characteristics of an Effective VisionImaginableDesirableFeasibleFocusedFlexibleCommunicable
Contemporary Approaches
EMBED PowerPoint.Slide.8
BWC Division of Safety & Hygiene
Safety for CEOs - Leading the Change to a Safety Culture
Tab 5 - 1
Revised: February, 2000
_1012995421.ppt
WORLD CLASS
HighInsuranceCosts
ExcessiveLosses
AdversarialEmployeeRelations
LitigationStatutoryIgnorance
SignificantFinancialCrisis
Line/StaffConflict
BloodCycles
Symptoms(Behaviors/Conditions)
Committees
Quick FixPrograms
Traditional
Progressive
Quiet
Transparent
Integrated
Equal
RadicalOrganizationalChange
SafetyManagement(R)evolution
ChangingOrganizationalCulture
Safety Without Any Management Process
Naturally Occurring Reactive Management
Safety Responsibility: Management Driven/Employee Owned
Perception: Good Business Investment
Management Characteristics
Safety a measure of management effectiveness
Decisions: time consuming and difficult
Planning: long-term; 3-5 years
Responsibilities/Expectations: clearly defined
No glitz or hype
Employee involvement: win/win
Communications: informal, open, encouraged
Accountability established, measured, recognized
Management Characteristics
Incidents: excusedCompliance is the goalLikes cookbook approachesLittle accountabilitylack of employee involvementHigh visibility and glitz
Hansen/Ingalls 1994
Valued
The NORM
SWAMP
Accidents: intolerable, no excuses
Safety Culture Assessment
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The Perception Survey
100 questionsSafety CategoriesPerceptions of all Employees
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The Ohio Division of Safety & Hygiene
PERCEPTION SURVEY
PART 1
A. Enter your work location:
B. Enter your shift: _____________
(Example: production, office, etc.)
___________________________
C. Circle your job function:
D. Enter years with company: ____
Line worker, supervisor, or manager
___________________________
PART 2
Y N
1. Do you feel you received adequate job training?
Y N
2. Do supervisors discuss
accidents and injuries with employees involved?
Y N
3. Is discipline usually assessed when operating procedures are violated?
Y N
4. Would a safety incentive program cause you to work more safely?
Y N
5. Do you perceive the major cause of accidents to be unsafe conditions?
Y N
6. Does your company actively encourage employees to work safely?
Y N
7. Is safety considered important by management?
Y N
8. Are supervisors more concerned about their safety record than about accident prevention?
Y N
9. Do you think penalties should be assessed for safety and health violations?
Y N
10. Have you used the safety involvement teams to get action on a complaint or hazard which concerned you?
Y N
11. Is high hazard equipment inspected more thoroughly than other equipment?
Y N
12. Is the amount of safety training given to supervisors adequate?
Y N
13. Have you been asked to perform any operations which you felt were unsafe?
Y N
14. Are records kept of potential hazards found during violations?
Y N
15. Are employees influenced by your companys efforts to promote safety?
Y N
16. Are employees provided information on such things as cost, frequency, type and cause of accidents?
Y N
17. Does your company deal effectively with problems caused by alcohol or drug abuse?
Y N
18. Are unscheduled inspections of operations made?
Y N
19. Is off-the-job safety a part of your companys safety program?
Y N
20. Does management insist upon proper medical attention for injured employees?
Y N
21. Are safe operating procedures regularly reviewed with employees?
Y N
22. Are you interested in how your companys safety record compares with other companies in your industry?
Y N
23. Does your company hire employees who do not have the physical ability to safely perform assigned duties?
Y N
24. Do your co-workers support the companys safety program?
Y N
25. Do supervisors pay adequate attention to safety matters?
Y N
26. Is safe work behavior recognized by supervisors?
Y N
27. Do employees participate in the development of safe work practices?
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Survey Results
ALL
ALLManagerSupervisorEmployee
Accident Investigation808878
Quality of Supervision538264
Alcohol/Drug Abuse647468
Attitude Toward Safety808070
Communication808375
New Employees588268
Goals for Safety Performance457469
Hazard Correction808169
Inspections676857
Involvement of Employees646863
Awareness Programs738271
Recognition for Performance746355
Discipline556467
Safety Concerns878680
Operating Procedures807271
Supervisor Training607560
Support for Safety738170
Employee Training778370
Safety Climate767870
Management Credibility808272
Stress757265
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Manager
Supervisor
Employee
% Positive Responses
Engineering
ENGINEERINGManagerSupervisorEmployee
Accident Investigation679580
Quality of Supervision409568
Alcohol/Drug Abuse408774
Attitude Toward Safety808377
Communication898677
New Employees10010066
Goals for Safety Performance508271
Hazard Correction839173
Inspections676954
Involvement of Employees546862
Awareness Programs839073
Recognition for Performance807960
Discipline1008069
Safety Concerns1009286
Operating Procedures337571
Supervisor Training259367
Support for Safety728774
Employee Training1009169
Safety Climate648877
Management Credibility679480
Stress807766
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Engineering
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% Positive Responses
CLERICAL
CLERICAL_ET_ALManagerSupervisorEmployee
Accident Investigation839287
Quality of Supervision588269
Alcohol/Drug Abuse707168
Attitude Toward Safety808678
Communication898877
New Employees677976
Goals for Safety Performance627979
Hazard Correction758478
Inspections757657
Involvement of Employees656663
Awareness Programs757977
Recognition for Performance756063
Discipline508866
Safety Concerns1008687
Operating Procedures837574
Supervisor Training627163
Support for Safety808479
Employee Training908574
Safety Climate757882
Management Credibility789283
Stress877465
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CLERICAL
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% Positive Responses
Line_Mech
LINE MECHANICManagerSupervisorEmployee
Accident Investigation08880
Quality of Supervision08165
Alcohol/Drug Abuse07470
Attitude Toward Safety07865
Communication08375
New Employees08070
Goals for Safety Performance07667
Hazard Correction08169
Inspections06763
Involvement of Employees06965
Awareness Programs08170
Recognition for Performance06350
Discipline05669
Safety Concerns08777
Operating Procedures07368
Supervisor Training07363
Support for Safety08169
Employee Training08173
Safety Climate07764
Management Credibility07867
Stress07367
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Line_Mech
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% Positive Responses
Meter_Elec
METER_ELECTRICIANManagerSupervisorEmployee
Accident Investigation07972
Quality of Supervision08769
Alcohol/Drug Abuse08862
Attitude Toward Safety08963
Communication09575
New Employees08771
Goals for Safety Performance08573
Hazard Correction09661
Inspections08564
Involvement of Employees07562
Awareness Programs08370
Recognition for Performance05750
Discipline07862
Safety Concerns09384
Operating Procedures08067
Supervisor Training08256
Support for Safety08970
Employee Training08870
Safety Climate08860
Management Credibility08866
Stress07267
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Meter_Elec
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% Positive Responses
Substation_Relay
SUBSTATION/RELAYManagerSupervisorEmployee
Accident Investigation08159
Quality of Supervision07947
Alcohol/Drug Abuse06560
Attitude Toward Safety08162
Communication07868
New Employees07746
Goals for Safety Performance05446
Hazard Correction05952
Inspections07149
Involvement of Employees06459
Awareness Programs08365
Recognition for Performance05237
Discipline05066
Safety Concerns09072
Operating Procedures07667
Supervisor Training05850
Support for Safety07658
Employee Training08057
Safety Climate06252
Management Credibility07558
Stress06360
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Substation_Relay
08159
07947
06560
08162
07868
07746
05446
05952
07149
06459
08365
05237
05066
09072
07667
05850
07658
08057
06252
07558
06360
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% Positive Responses
Marketing
MARKETINGManagerSupervisorEmployee
Accident Investigation838387
Quality of Supervision558872
Alcohol/Drug Abuse7010074
Attitude Toward Safety809383
Communication679479
New Employees307174
Goals for Safety Performance255068
Hazard Correction836282
Inspections587861
Involvement of Employees687767
Awareness Programs679280
Recognition for Performance7010072
Discipline385764
Safety Concerns6710082
Operating Procedures1008377
Supervisor Training7510070
Support for Safety669381
Employee Training5710071
Safety Climate828385
Management Credibility899383
Stress626971
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Marketing
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Manager
Supervisor
Employee
% Positive Responses
MeterRdg
METER READING/CSIManagerSupervisorEmployee
Accident Investigation09265
Quality of Supervision07551
Alcohol/Drug Abuse05356
Attitude Toward Safety08063
Communication08167
New Employees07554
Goals for Safety Performance06263
Hazard Correction07152
Inspections06543
Involvement of Employees06560
Awareness Programs07562
Recognition for Performance05048
Discipline05360
Safety Concerns07567
Operating Procedures05872
Supervisor Training06945
Support for Safety07555
Employee Training09655
Safety Climate07065
Management Credibility07759
Stress05161
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% Positive Responses
Stores
STORESManagerSupervisorEmployee
Accident Investigation010062
Quality of Supervision08453
Alcohol/Drug Abuse06757
Attitude Toward Safety06565
Communication08267
New Employees08665
Goals for Safety Performance09267
Hazard Correction08859
Inspections06141
Involvement of Employees06755
Awareness Programs08157
Recognition for Performance07154
Discipline09275
Safety Concerns08974
Operating Procedures05672
Supervisor Training09244
Support for Safety07957
Employee Training08162
Safety Climate08263
Management Credibility07660
Stress08052
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Stores
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% Positive Responses
InstrOper
INSTRUMENT OPERATORManagerSupervisorEmployee
Accident Investigation010079
Quality of Supervision08662
Alcohol/Drug Abuse010092
Attitude Toward Safety09269
Communication010069
New Employees010089
Goals for Safety Performance05067
Hazard Correction08077
Inspections02558
Involvement of Employees06961
Awareness Programs010073
Recognition for Performance02565
Discipline07583
Safety Concerns06776
Operating Procedures010088
Supervisor Training05061
Support for Safety07566
Employee Training07566
Safety Climate07575
Management Credibility010076
Stress05365
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InstrOper
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The Structured Interview
25% of EmployeesFacilitation of DiscussionMore detailed comments
AccountabilityThe Key to Managing Safety
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Rank the following:QualityCost ContainmentSafetyCustomer SatisfactionProductionEmployee Morale
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Video Safety AccountabilitySafety must be managed the same as productivity and quality
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The Key to Managing SafetyAccountability
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What gets measured.gets done
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Who Is Responsible for Safety?
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Line Management & StaffCEO
President
Vice President
Plant Manager
Supervisors
Employees
Safety
Human Resources
Purchasing
Accounting
Quality
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Exercise
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Steps to AccountabilityDefine expectations and explain rationale.Provide the tools and skills.Measure performance.Provide feedback.
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Performance FormulaMotivation x Ability x Job ClarityObstaclesPERFORMANCE =
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Turn & TalkHow do your employees know what is expected of them?
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1. Define Expectations2. Provide Tools & Skills3. Measure Performance4. Provide Feedback
PoliciesSafe Work PracticesJob Safety AnalysisPerformance GoalsJob Descriptions
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Safety policy criteriaExpress long-range purpose.Commit management at all levels to reaffirm and reinforce this purpose in daily decisions.Indicate the role lower-level management will have in the system.
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The Policy should Include:Managements intentScope of activity coveredResponsibilitiesAccountabilitySafety staff assistanceSafety committeesStandards
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Safe Work PracticesLeaders must communicate the need for all employees to understand the safety-related processes and procedures, and to actively participate in the organizations safety programs.
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Criteria for Safe Work PracticesReasonable and specificEnforceableEasily understoodPositiveRegularly reviewed and updated
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Job Safety Analysis Break the job down into component steps.1.Select a worker to observe.2. Observe the worker performing the job.3. Describe each step and number sequentially.4. Observe the worker several times to make sure all steps were noted.5. Check the listed steps with the worker for agreement.
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Job Safety AnalysisB. Identify the potential hazards.1. types of hazardsa. Contactb. Caughtc. Fallsd. Overexertione. Exposuref. Repetitive motion
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Job Safety AnalysisC. Safe work procedures1. Explains how to do the job safely and efficiently, step by step.2. Involves developing solutions to the potential hazards identified.
Performance GoalsStep 4 Performance Appraisals
Job Descriptions
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1. Define Expectations2. Provide Tools & Skills3. Measure Performance4. Provide Feedback
Needs assessmentMeasured ActivityTrainingToolsResources
Division of Safety & Hygiene Classes / WorkshopsOhio BWC
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Leading the ChangeTopics:How injuries affect profitabilityAccident CausationInjuries equal Management errorMotivationMeasurement and AccountabilityContemporary vs. Traditional Safety Programs
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Safety Involvement TeamsTopics:The benefits of teamsPhases of team developmentHow to deal with team conflictCommunication skillsTeam tools
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Facilitator TrainingTopics:Roles and responsibilities of the facilitatorTeam problem solving and decision makingRunning effective safety meetingsConflict resolution
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Behavior-Based SafetyTopics:Why behavior-based safety worksWhat to observeAt-risk behaviorsFeedbackPositive reinforcementCoachingManaging behavior data
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1. Define Expectations2. Provide Tools & Skills3. Measure Performance4. Provide Feedback
Measure the performance of a task (rather than an outcome).Constructed to affect rewards.Specific and MeasurableWithin the persons span of controlMeasure the presence of a safety activity (not its absence).
Criteria:
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Criteria for Performance Measures continuedProvide a means for swift and continuing feedback.Be flexible and allow for individual styles and strategies.Be simple and administratively feasible.Be self monitoring.
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Safety Performance Measurement SystemsSCRAPESBOMenu (DSH Model)Balanced Scorecard
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What Measures are Appropriate?Upper Management
Middle Management
Supervisors
Safety Director
Employees100% Results
50% Results50% Activities
100% Activities
100% Activities
100% Activities
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1. Define Expectations2. Provide Tools & Skills3. Measure Performance4. Provide Feedback
List types of feedback & recognition
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Criteria for Performance EvaluationsWhatWhoWhenWhyHowSystems SupportPersonal ImpactOrganizational ImpactRolesNumerical RatingFlexibilityEE InvolvementCentral CoordinationAddressing EE WeaknessesAdditional ItemsSystem Evaluation
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Positive ReinforcementFind someone doing something right, and reward them.Construct consequences to increase the probability that the behavior that precedes the consequence will occur more often in the future.
Case Studies
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ReviewSteps to AccountabilityDefine ExpectationsProvide Tools and SkillsMeasure PerformanceProvide Feedback
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Next StepsReview current measurement systems.Get management support/commitment.Develop a vision.Develop performance measures and activities for all levels of the organization.
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Next Steps5. Conduct a Needs Assessment for tools and training required.6. Determine how activities will be measured and reported.7. How will performance be recognized and rewarded?8. Re-evaluate the process.
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How Do You Know when You Get There?You never get there.
There is Always Room For Improvement
Groups-BrainstormClass DiscussionFlip-chart resultsManual Page 7Manual Page 9Worksheet page 10 GroupsDiscussion- Results vs. activitiesManual pages 13-19 Students fill out page 18, costs associated with injuries.7Review the Iceberg Direct / Indirect Theory.Ask for some examples from the class as to Uninsured or Indirect costs???Page 23, students fill out list of activity measures to prevent injuries.Reference full model on page 24Add side bar info:ConsequencesCauseFactors that influence behaviorSafety programValuesBack to page 10Classify on flip charts results & ActivitiesPage 27Page 27Vision to become World ClassA process available to employers from DSHPage 27-32Page 32Introduce case study #1Pick one area to improveManual page 34, discuss What about Safety First, Can safety be first?Page 36Page 39Page 41Page 42Examples of policies pages 44-49Page 50-53Examples pages 54-56Ask who has job descriptions- are they updated.Go to case study for step 1Page 57Page 60Manual pages 61-72Flip chart 6 steps to balanced scorecard processAll listed systems are designed to create and measure accountabilityRefer back to page 10, How does your company measure? Results or ActivitiesPage 75, Group discussion, list itemsCase study #1 review all sectionsManual pages 76-79 discuss each item.Page 80
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