All rights reserved © B&W Pantex 2008 Janice N. Tolk, Ph.D., P.E. Richard S. Hartley, Ph.D., P.E....

All rights reserved © B&W Pantex 2008

Janice N. Tolk, Ph.D., P.E.

Richard S. Hartley, Ph.D., P.E.

This presentation was produced under contract number DE-AC04-00AL66620 with

Safety Culture Survey at the Pantex Plant


Goals and ObjectivesBackground and MotivationObjectivesMethodology and ProgressExpected OutcomeSummaryNext Steps

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Background & MotivationPantex Plant engages in high hazard operations

Explosives manufacture and testingNuclear weapon assembly and disassemblyProtective force operations

Pantex Plant began Highly Reliable Organization (HRO) journey in 2007

Heavy emphasis on organizational culture and leadership in HRO trainingAll managers at the Plant trained ( 500)

EFCOG Group on Safety CulturePantex Plant took a lead role in 2008Pantex Plant continues with new EFCOG group in 2010Pantex committed to be a lead Plant in safety culture assessments

Safety culture is a foundation of HROsProvides feedback as to effectiveness of HRO

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Pantex Plant Approach to HRO

• HRO Practice #3 Foster a strong culture of reliability

• HRO Practice #4 Learn and adapt as an organization

• HRO Practice #2 Reduce system variability

• HRO Practice #1 Manage the system, not the parts

Knowledge of

Systems

Knowledge of

Variation

Knowledge of

Psychology

Knowledge of

Knowledge

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What is Safety Culture?Deeply held attitudes and values of organization that drive safety-related behaviorsSimilar to personality in an individualSlow to change and difficult to measureMay vary across organizational levels and groups

Sub-Cultures

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Section level

Department level

Division level

Plant level


Balance and alignment between underlying

assumptions and espoused values indicates leaders

walking-the-talk

Balance and alignment between espoused values and artifacts or behaviors indicates

employees buying-into safety culture

Adapted from Schein, Organizational Culture and Leadership, 2004

Underlying Assumptions

Espoused Beliefs and

Values

Artifacts and Behaviors

Becoming an HRO

Desire to be an HRO

Healthy Organizational Culture


Objective of the Safety Culture SurveyDefine a safety culture model that fits the context of Pantex Plant operationsDevelop a Pantex-specific survey instrument to assess safety culturePilot test to verify instrument designAdminister in Applied Technology Division to all employeesAnalyze data to identify current performance levels, empirical relationships between culture dimensions, and gaps across employee groupsDevelop action plan with metricsOffer for plant-wide deployment

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Schein, Organizational Culture and Leadership, 2004

Underlying Assumptions

Espoused Beliefs and

Values

Artifacts and Behaviors

Below the surface

Determine by interviewing leadership

Determine by observing work

Misalignment hints at deeper underlying assumptions keeping the organization from attaining its desired balance between production and safety

Underlying assumptions must be understood to properly interpret artifacts and to create change

Assessing Organizational Culture


Assessing Safety CultureDeveloped class of culture lines of inquiry that would provide feedback on Pantex HROResearched numerous survey instruments and guides recommended by EFCOG

Determined outside experts in survey design and analysis would achieve a better response and more accurate results

Contracted with Texas Tech University to design and deliver a survey and conduct follow up interviews

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Assessment ApproachTTU performed literature review, observed multiple operations, interviewed employees to inform survey development

Interviewed bargaining unit employeesInterviewed exempt employeesInterviewed Applied Technology Safety Team

Will perform additional process observations, document review, and focus groups to further understand results and develop action plans for improvement

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Pilot Group for Pantex PlantApplied Technology Division

Approximately 160 people in 4 departmentsOperations

HE Engineering and PhysicsHE ManufacturingMaterials and Analytical ServicesFacility Management

Flat organization with four layersDivision ManagerDepartment ManagerSection ManagerEmployees

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Characteristics of a Healthy Safety CultureCommon themes (Singer et al,. 2002, p. 113)

Commitment to safety articulated at the highest levels of the organization and translated into shared values, beliefs, and behavioral norms at all levels.Necessary resources, incentives, and rewards provided by the organization to allow this commitment to occur.Safety is valued as the primary priority, even at the expense of “production” or “efficiency”; personnel are rewarded for erring on the side of safety even if they turn out to be wrong.Communication between workers and across organizational levels is frequent and candid.Unsafe acts are rare despite high levels of production.There is an openness about errors and problems, and they are reported when they do occur.Organizational learning is valued; the response to a problem focuses on improving system.

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Safety Culture Survey DimensionsManagement commitmentManagerial actionsEmployee commitmentEmployee involvementPerceived risksRequired work paceBeliefs about accident causation factors (systems thinking)Job-induced stressSafety communicationsQuality of safety procedures

Safety trainingQuality of physical work arrangementsEffectiveness of safety personnelFeedback and learning mechanismsSafety procedure adherence (behaviors)Safety outcomesDemographicsSpace for additional comments

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Pantex Plant Safety Culture ModelDeveloped based on

Literature review (SCART, IAEA guidelines for self assessment, safety culture models from other industries)Process observationsFeedback from Applied Technology safety team, scientists, and engineers

Cross-walked to Pantex HRO Practices Provides feedback on effectiveness of Pantex HRO

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Pantex Plant Safety Culture ModelInputs

Process

Outcomes

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Learning Process for

Safety

Shared Accountability

for Safety

Safety Outcomes

Management Commitment

to Safety

Job Design for Safety


Pantex Plant Safety Culture ModelInputs

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Management Commitment to Safety Job Design for Safety

Sufficient resources for safety Employee autonomy

Responsive leadership for safety Quality of process standardization

Personalized leadership for safety Job Motivation

Organizational respect for the individual Safety training adequacy

Environmental turbulence


Pantex Plant Safety Culture ModelProcess

Outcomes

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Shared Accountability for Safety Learning Processes for SafetyQuality of safety procedures Systems thinkingEmployee ownership of safety Openness toward mistakes

Overall Perceptions of Systems Safety Overall effectiveness of safety management system

Likelihood of accidents/eventsHistorical Data Event/incident and near-miss ratesEffectiveness of Safety Personnel Safety officer and union steward


Survey Design

Approximately 170 questions related to safety culture inputs and processesFive questions related to safety outcomesFour demographic questionsOne free response fieldEstimated time to complete = 20-40 minutes

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Administrative MethodsGroup administration in Applied Technology Division by Section and job functionTrained TTU personnel will administer to ensure anonymityPilot testing

TTU graduate studentsApplied Technology Safety TeamB&W Pantex senior staff

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Full Scale Data CollectionFull scale data collection May-JuneAnalysis and action plan formation June – September

Verify factor structure and psychometric propertiesAssess within-group agreement and between-group differencesEvaluate gaps across organizational groups and relationships between variablesMeetings, focus groups, process observations, and/or document review to understand findings and formulate action plans

Deliver to entire Plant population next fiscal year

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Expected OutcomesBetter understanding of the current safety culture within the Applied Technology Division and specific areas of strength and weakness across groupsIdentification of specific means of improving safety culture within and across groupsImproved safety culture both within and across groups (long-term)Improved organizational reliability (long-term)

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SummaryB&W Pantex continues on leading edge of safety improvements throughout DOE Integrated Management

BBSHPICFAHROSafety culture assessment and improvement feedback to effectiveness of Pantex HRO

B&W Pantex approach to HRO and safety culture consistent with DOE

HRO framework integrates HPI, BBS, VPPHRO Practices fully integrated with ISMSafety Culture assessment fully integrated with HRO Practices

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Next StepsShare safety culture methodology lessons learned with other sites and organizationsEstablish the expectations for healthy safety culture at PantexConduct safety culture assessment across the PlantPeriodically (every two years) re-evaluate safety culture to determine progress

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