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Process vs Tradition
VPP: Beginnings
Prepared and Presented By:
Ed Hanna, CSP, CIH
Colden Corporation
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
8
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
11
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
12
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
14
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
15
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
16
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
17
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
18
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
19
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
20
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
21
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
22
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
23
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
24
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
25
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
26
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
27
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
28
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
29
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