SAFETY COMMITTEE PROBLEM SOLVING. © Geigle Communications - Safety Team Problem Solving For...

SAFETY COMMITTEE PROBLEM SOLVING

© Geigle Communications - Safety Team Problem Solving

For Training Purposes Only

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Welcome!

The purpose of this workshop is to provide an opportunity for you to participate with other safety and health professionals in problem solving activities. This presentation will increase your awareness and ability to effectively use problem solving techniques to overcome challenges to safety committee success.

To get the most out of the workshop, please participate fully in all the activities. We hope you have fun and learn something of value today.

1. Describe various problem solving techniques.2. Identify and analyze safety committee problems.3. Develop solutions to safety committee problems. 4. Know the elements of an effective recommendation.

Goals

Form problem solving teams

Elect Team Leader ________________________

Select Spokesperson ________________________

Name your team. ________________________

Introductions

© 2000-2006 Geigle Communications. All rights reserved.This material, or any other material used to inform employers of compliance requirements of OSHA standards through simplification of the regulations should not be considered a substitute for any provisions of the Occupational Safety and Health Act of 1970 or for any standards issued by OSHA. The information in this publication is intended for training purposes only.



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Step 1: Understand the problem

Describe the observable/measurable “signs and symptoms”

* Behaviors - process * Performance - results

What is the nature of the problem?

* Leadership - people * Management - things* Relationship - formal/informal * Process - methods* Environment - healthful * Equipment - reliable* Material - safe * Product - quality

What is the scope of the problem?

* Affects/within yourself* Affects/within another or between two persons?* Affects/within a group or between groups?* Affects/within the company?* Affects/within another company (supplier, distributor)?

Write a descriptive problem statement.

* Examples:

Condition. “Most of the ladders in the warehouse are defective.”

Behavior. “Employees at the worksite are not reporting injuries to supervisors.”

System. “The safety training plan does not include lockout/tagout training.”

Is this really a problem? Is the problem statement accurate? If people don’t agree on the problem, they will never agree on the solution.

* Get agreement - is everyone sold?

If more than one problem exists, which one should we solve first?

* Instant Priorities * Priority Matrix

The Problem Solving Process



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Perceiving the problem

Read the following scenario and complete each assignment.

Minutes from last months safety committee meeting. The safety committee chair informed members that two employees were caught stuffing a tuna sandwich into the safety suggestion box in the maintenance shop. Injuries are down 10% from the year before, but have reversed and actually increased 7% during each of the last two months. Injury reports jumped the week after the safety contest for the quarter was complete. Bob mentioned that he had to coax Billie to report her cut hand to the supervisor. When asked why she did not want to report the injury, she explained that she didn’t want to hurt the department’s chance to win the quarterly safety award. Gloria expressed her concern that morale is low because the general attitude about management is that it doesn’t really care about employee safety. No one is really interested in the company’s incentive program so once again, we need to do something exciting to increase involvement. She recommended “Safety Bingo.”

What observable/measurable symptoms (conditions and behaviors) lead you to believe there is a problem?

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

What is the nature of the problem?

_______________________________________________________________________

What is the scope of the problem?

_______________________________________________________________________

Write the problem statement.

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________



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Step 2: Determining the causes

Analyze the problem. Break the problem down into component parts. Some simple techniques:

* Circle key words.

Example: Employees in Plant #3 are reluctant to get involved in our safety suggestion program.

* Accident investigation - Event analysis. Develop a sequence of steps. Example:

1. Bob took the guard off the machine.

2. He then put a pair of fabric gloves on.

3. Bob reached his right hand into the danger zone.

4. Bob’s hand got caught in the machine gears, drawing his hand into the gear mechanisms.

Ask who, what, where, why, when, and how, to get to the source or root cause of the problem.

Where did they get that idea?

Who is involved in the process?

What were the instructions or parameters?

When did they first notice the results?

Why were they arguing?

How did they arrive at that conclusion?

FindFacts

*ForgetFault

FindFacts

*ForgetFault



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Uncovering Surface and Root Causes

Injury or Illness

Direct Cause of Injury• Harmful Energy Transfer• Kinetic, thermal, chemical, etc.

Primary Surface Causes• Directly cause of the injury event• Unique hazardous condition(s)• Individual unsafe behavior(s)• Controllable or uncontrollable factors• Events occur close to the injury event• Failure to perform safety practices,

procedures, processes• Involves the victim, others

Secondary Surface Causes• Indirect - contribute to the injury event• Specific hazardous condition(s)• Individual unsafe behavior(s)• Controllable and uncontrollable factors• Events occur distant from the injury event• Failure to perform safety practices,

procedures, processes• Co-workers, supervisors, anytime, anywhere

Implementation Root Causes• Common conditions and behaviors• Inadequate implementation of safety policies,

programs, plans• Inadequate design of processes, procedures• Pre-exist surface causes• Controllable• Middle management, anytime, anywhere

System Design Root Causes• Inadequate design of safety system policies,

programs, plans• Pre-exist all other causes• Controllable• CEO, top management, anytime, anywhere

External Environmental Causes• Government regulation• Physical resources• Human resources• Capital• Society

Fails to inspect

No recognition planInadequate training plan

No accountability policy No inspection policy

No discipline procedures

Outdated hazcom programNo orientation process

Unguarded machine Horseplay

Fails to trainTo much work

Defective PPE Fails to report injury

Inadequate training

Create a hazard

Fails to enforce

Untrained worker

Broken tools

Ignore a hazard

Lack of time

Inadequate labeling

No recognition

CutsBurns

La

ck

of

vis

ion

Strains

No

mis

sio

n s

tate

me

nt

Chemical spill



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Getting caught up in your work...

Read the following scenario. Group: Discuss and answer each of the questions below.

Bob was a new hire employee working as a clean up person in the finish department of a particle board plant. On his first day of work, he received an initial orientation on company policies from the personnel department and a walkaround tour of the plant by his supervisor. He was busy cleaning up around the floor under the return belt. He removed a guard covering the chain and sprocket and pinch points on the conveyor, and reached into the area to remove the piece of wood. Bob’s glove became caught in the return drum nip point, and he was drawn into the machinery. Luckily, Bob was eventually able to pull himself out of the machinery, but suffered a bone chip in his left arm at the wrist, and multiple contusions to the left arm and face from contact with the drive chain. After freeing himself, Bob somehow made his way to the foreman's office where he collapsed. He was transported to a local hospital by ambulance where he was admitted.

1. What are possible surface causes for the accident?

___________________________________________________________________________________

___________________________________________________________________________________

___________________________________________________________________________________

___________________________________________________________________________________

___________________________________________________________________________________

___________________________________________________________________________________

2. What are possible root causes for the accident?

___________________________________________________________________________________

___________________________________________________________________________________

___________________________________________________________________________________

___________________________________________________________________________________

___________________________________________________________________________________

___________________________________________________________________________________

___________________________________________________________________________________



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“No idea is more dangerous than the only one you have.” Chartier

Step 3: Targeting Solution(s)!

Develop specific primary and alternative solution strategies.

* Engineering Controls

* Administrative Controls

* Personal protective equipment

Determine resources and responsibilities.

* Use experts

* Who will do what

Design specific primary and alternative solutions.

* Primary solutions to eliminate the problem

* Alternatives to reduce the problem

Decide on appropriate time lines.

* The more serious the problem, the sooner the fix

ImmediateAs soon as possibleWithin 30 days

What recommendations would you make to make sure the accident described in the previous scenario never happened again?

Engineering controls ______________________________________________________

_________________________________________________________________________

Management controls ______________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________



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Step 4: Selling the solution

What is an effective recommendation?

When recommendations are not acted upon it may be because the supervisor does not have enough information to make a decision and therefore doesn’t act right away. To speed up the process and to improve the approval rate, the presenter of the recommendation must learn to anticipate the questions that the supervisor must answer in order to sign off on the requested change. The more pertinent information included, the higher the odds are for approval.

First, answer five key questions

Once you have decided to present a recommendation for some kind of change, you should research and have answers to the following five questions:

1. What exactly is the problem (surface and root)?

* Hazardous condition, unsafe practice

* Inadequate policies, programs, plans, processes, procedures, pronouncements.

2. What is the history of the problem. Any similar accidents in the past?

* What were the direct costs?

* What were the unbudgeted costs, and what caused them?

3. What are the options that would correct the problem? Include at least three. These options must address the hazards and the exposures.

* Low/high cost solutions that eliminate the problem now/soon

* Low/high cost solutions that reduce the problem now/soon

* What are the advantages and disadvantages of each solution?

The more successful you are in selling management on the problem, the more successful you will be in selling management on the solution.



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4. Who is the decision maker. Who can approve, authorize, and act on the corrective measure and when can it be carried out once approved?

* What are possible objections the decision maker might raise?

* What arguments are most likely to be successful against those objections?

5. What will be gained (the benefits) by approving the recommendation and what is the predictable result (costs) if not approved? (More in Course 109)

* Estimate costs of corrective action.

* Review employer obligations under administrative law.

* Address probability and severity

* Estimate insured and uninsured costs if corrective action not taken.

* Discuss the “message” sent to the workforce as a result of action or inaction.

Write solutions as objectives

Objectives take a little more thought. Well written objectives should have the following elements present:

• Starts with an action verb. (Decrease, increase, improve, etc.)• Specifies a single key result to be accomplished.• Is quantifiable. Uses numbers to measure a desired change. (i.e., 50% increase)• Specifies a target date for accomplishment.

For example, operational safety objectives might be written like this:

• Increase the number of safety suggestions by 25% by July 31st.• Train all new employees in out hazard communication program before they begin work.• Show a 35% reduction in back injuries by the end of 2004.• Develop and implement an effective supervisor safety training program by Tuesday.

In the



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Your work in problem solving is not done once you have gained agreement on the solution. In fact, you problem(s) may just be starting. Implementing the solution to problems that require reorganization, and changes in processes, procedures, policies, and corporate culture requires an understanding of the dynamics of change and transition.

Change

* Is external

* Is usually threatening

* New boss, new procedures, new products

* Will not succeed without successful transition

Transition

* Is internal

* Psychological process to adapt to change

* Involves changes in behavior, performance

Phases of Transition (Bridges)

Phase One. Letting go. Ending the old order. Unfreeze old behavior. Acceptance.

Phase Two. Adapting. Searching for new identity. Limbo. Neutral zone. Learning new behaviors, performance.

Phase Three. Grabbing hold. A new beginning. Refreeze new behavior. Acceptance.

Step Five: Implementing the Solution



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The safety committee: A problem solving team

The safety committee has a definite role, purpose, and function in the corporate safety and health management system. If members of the safety committee do not have a clear understanding of the role they play, and the purpose of the safety committee they belong to, the safety committee can actually function to create more problems than it eliminates in the workplace.

What role does the safety committee play?

The safety committee plays the role of a ___________________________________________________________________________________

What is the purpose of the safety committee?

The purpose of the safety committee is to ______________________________________________________________________________________________________________________________________________________________________________________________________

What may the safety committee function to do?

Increased/decreased employee trust. Increased/decreased effective communications channels.

Improved product quality/customer satisfaction.Increased/decreased support from employees/management.

Role -

Part played. Expected behaviors, actions associated

with that role.

Purpose -

Intended goal, result, effect, object, action for which one strives. Should always be

positive.

Independent variable

Function -

Unintended or unforeseen results, consequences, or

effects which result from carrying out a purpose. May be

positive or negative.

Dependent variable.

APPLYING THE PROBLEM SOLVING PROCESS



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Focusis on theproblem

A valuable tool: The perception survey

1. Gather a team. Best if led by trained employees.

2. Determine who you’re going to sample.

* All departments should be represented.

* Select randomly.

* Sample three groups: mangers, supervisors, employees.

3. Decide how you’re going to do the survey. Keep it simple and confidential. Use computer software or manual system. Subject areas to survey include:

* Manager, supervisor, employee safety performance

* Management and employee commitment

* Responsibility and accountability

* Safety training

* Hazard and accident investigation

4. Tell everyone why you’re going to have a survey. This is a critical step. Explain clearly.

* Express importance of the survey.

* Explain who, what, where, how, and especially why.

5. Conduct the survey. The key to high participation is quickness.

* Honor confidentiality.

* Reward participation.

6. Summarize the results. What are the perceptions of each of the three groups: managers, supervisors, employees?

7. Meet directly with the CEO to discuss the results. Get buy in to use problem-solving groups to work on problems identified.

Group Size

255075

100200500

1,0002,0005,000

10,000

SampleSize

100%90%85%80%70%45%28%16%7%4%



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Sample perception survey Subject Area: Supervisor Safety Leadership

____ 1. My supervisor/I personally train safety procedures for specific tasks.

____ 2. My supervisor/I conduct regular safety meetings.

____ 3. My supervisor/I displays safety leadership by what is said and done?

____ 4. My supervisor/I regularly recognize(s) safety performance?

____ 5. My supervisor/I conduct regularly safety inspections?

____ 6. My supervisor/I provide(s) on-the-spot correction for unsafe work procedures?

____ 7. My supervisor/I reward(s) or recognize(s) for reporting hazards?

____ 8. My supervisor/I enforce safety rules and policies appropriately?

____ 9. My supervisor/I encourage(s) safe work practices?

____10. My supervisor/I encourage(s) and recognize(s) reporting injuries?

Total score: ________

Average score of all employees: _________ Average score of all supervisors: _______

Focusis on theproblem

Use Yes/No Questions

that begin with:

“Are” “Can” “Do” “Does” “Has” “Have” “Is” “Would”

Perception

is

Reality

1. Rate your agreement by scoring each statement below as follows:

Strongly disagree =-5, Disagree = -3, Not observable= 0, Agree=3, Strongly agree =5

2. If you are an employee, start each statement with “My supervisor”. If you are a supervisor or manager, begin each statement with “I”.

1. Rate your agreement by scoring each statement below as follows:

Strongly disagree =-5, Disagree = -3, Not observable= 0, Agree=3, Strongly agree =5

2. If you are an employee, start each statement with “My supervisor”. If you are a supervisor or manager, begin each statement with “I”.



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Mind Mapping

Instantaneous Non-linear cognitive deduction utilizing spatial forms in a two-dimensional plane. (huh?)

In other words... mind mapping is merely drawing circles and lines to help you quickly think about and categorize ideas, problems, concepts, subjects, and just about anything else. Mind mapping is successful because takes advantage of the brain’s natural ability to categorize ideas in a rapid, but rather unorganized manner. Using this technique, you’ll be able to take any topic, project, or problem and quickly determine related categories of , processes, procedures, etc. Once the mind map is complete, it is merely a matter of reorganizing the information into the more common “outline” format.

Ineffective

HazCom

Program

Containers not labeled properly

Can’t find the M

SDS file

Don’t know procedures

No one cares about it

Doe

s not

exi

st

No procedure for filing

No written plan

No one as signed

Lack of tr

aining

No feedback givenLabels deteriorate quickly

No inspection process

Lack of education

It’s not enforcedC

hems dissolve them

Non

e fo

r man

ager

sN

o tra

iner

s

No

prog

ram



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What are obstacles to

safety committee success?

Mind Map this one:

Use the mind map technique to answer the following question:

What are obstacles to safety committee success?



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Prioritizing problems - The Priority Matrix

Instructions:

1. Team. In the left hand column, list six of the problem statements from the “Mind Map” exercise.

2. Each team member. Determine the importance of each problem statement by giving it a value (score). The total of all individual scores (down) should equal 100.

3. Team. Complete the matrix by listing and adding up (across) all team members’ scores for each problem statement to arrive at the total team score. The highest score(s) represent the team’s consensus on the relative value or importance of each problem.

Prioritizing personal opinion helps the team arrive at more objective , quantifiable results and greater consensus.

One person… one vote

Problem Statements You Other Other Other Other Other Total 1 2 3 4 5 6 Team Scores

Total Individual Scores 100 100 100 100 100 100



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Brainstorming

There are six basic and unalterable rules to the group process of brainstorming that set it apart from other problem-solving procedures. They are:

1. Define the issue. Make sure everyone is clear on the problem you are going to brainstorm.

2. Critical non-judgment. Defer judgment on any idea that is expressed.

This even includes encouraging comments to others or qualifying phrases attached to your own suggestions.

3. Organized chaos. The session should be as freewheeling as possible, with each person voicing whatever ideas come to mind - - no holds barred. Ideas may be expressed in rapid, machine-gun, fashion. Don’t limit the creativity.

4. Similar originality. Participants are encouraged to hitchhike or piggyback on the ideas of others. When one person’s suggestion sparks an idea by another, it should be instantly expressed. Lots of “ah-ha’s”

5. Quantity, not quality. The more ideas the better. The goal of brainstorming is to get as many ideas as possible. Evaluation and elimination can be accomplished later.

6. Brief summary statements. Don’t go into great detailed explanations of your idea. You want the recorder to be able to have time to write down all ideas as team members think of them.

“Imagination is more

important than knowledge.”

Albert Einstein

Focusis on thesolution



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Brainstorm this!

From the previous exercise, write the problem statement your group determined as the highest priority.

___________________________________________



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1. On a piece of scratch paper, write a problem statement that describes what you consider to be a major weakness in your company’s safety and health management system or culture.

2. Once you have completed writing the problem statement, pass it to the person on your right.

3. Read the problem statement you have received from the person to your left. As quickly as you can, write out what you think might be one solution to the problem, and then pass the paper to the person on your right.

4. Repeat step three as many times as necessary until you have once again received your problem statement with possible solutions listed.

5. Ask yourself these questions:

Were you surprised by the number of possible solutions to you company’s problem?

Did anyone offer a recommendation that you had not considered before?

How about a “Mind Meld” Focus

is on thesolution

“A logical conclusion,

Captain”

Mr. Spock



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Problem Statement:

Solutions:

1.

2.

3.

4.

5.



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The final exam…

2. List three effective problem solving techniques.

1. _________________________________________________

2. _________________________________________________

3. _________________________________________________

3. Which cause category describes factors that allow hazardous conditions and unsafe practices to exist?

a. Surface Causes

b. Root Causes

c. Personal Causes

4. Why are engineering controls preferred over administrative controls?

5. If everyone likes or can live with a decision, the group has reached…

a. Unanimity

b. Agreement

c. Consensus

1. When problem solving for safety, what is probably the least important consideration: (circle one)

a. what

c. who

c. why

d. where

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