Requisites for Achieving Organisational Safety Culture Transformation through Design and Implementation of Operational Tools. A Case Study 28 April 2016.

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Presentation transcript:

Requisites for Achieving Organisational Safety Culture Transformation through Design and Implementation of Operational Tools. A Case Study 28 April 2016 Stephen Pehm

Context of this Work Stage 1: Case Study* Stage 2: Interviews with OHS Professionals Stage 3: Semi Structured Survey of OHS Professionals PhD Title: Developing OHS Professional Practice: Understanding the strategic and operational implications.

From a safety perspective performance = reliability Containment of Unexpected Events A Just Culture which supports reporting Willingness to react Eagerness to learn, implement change System understanding Leadership from top to bottom (inc. resource allocation)

CEO safety related objectives Implementation of common approach Stop Think Plan Act Training to enable clearer understanding of common risks Any person can call a halt to work or challenge an unsafe practice Supervisors lead the safety discussion and managers support supervisors in this Quick turn around for requests to improve safety

Cycle 1 – Redesign of pre start Job Sheet Observation – Current Job Sheet tick and flick. Completed after job. Plan - Redesign Job Sheet. List hazard and control. All workers sign off. Monitor quality of completed sheets and number of sheets completed. Act – Implement Sheet with associated training Reflect – Increased rate of completion of sheets, More safety conversation happening. Better capture of hazards experienced and controls implemented Cycle 2 –Manual Handling (MH) Focus Observation –High rate of MH Injuries. MH discussions not taking place. Plan –Group MH by common task to complement Job Sheet. Develop training. Monitor decisions made on job through job sheets and reported incidents. Act – Roll out training. Reinforce through Job Sheet. Include inspection sheet points specific for MH. Reflect – More team based discussions in relation to MH. Reduction in MH reported incidents. Cycle 3 – Driving Focus (in progress) Observation – No capacity for team based driving risk mitigation… Action Research Approach

Research Outcomes Cycle 1 – ‘Safety Conversation’ and improved reporting Cycle 2 – Team Approach to Managing Manual Handling + Stop Think Plan Act Cycle 3 – Implementation of Support for Drivers ?

Safety Culture Survey outcomes Survey Response Leikert Scale; 1 – strongly disagree through to 5 – strongly agree

Changing Safety Culture? New Job Inspection Sheet / Safety Conversation Participatory Action Research Associated Training Stop Think Plan Act + Reflection with implementation of learnings is critical Commitment / clear vision from CEO Establishment of Trust Support from Managers Clear facilitated Change Process Dialectic Conversations Reliance on data