Fundamentals of Safety Management OSHE 111, Spring 2016 Instructor: Mr. Chris Kuiper, CSP Email: august.kuiper@selu.edu Phone: 985-549-3751

Review: Computers and Information Management Safety analysis results presentation Database management systems Material Safety Data Sheet (MSDS) Computer modeling Examples of other applications

Safety Management and Culture Shuttle Challenger – Causes Reductions in safety, reliability and quality OHSE reported to the organizations they were there to monitor Problem reporting not concise and did not get proper information to the right people Little or no documented O-Ring failure trend analysis

Safety Management and Culture Shuttle Challenger – Causes Flight frequency increased while work force decreased 5 weeks after the explosion the Solid Rocket Motor field joint was not properly documented in the management system “Press on” mentality prevailed Senior NASA management required subordinates and contractors to “prove” something was unsafe

Management Elements Goals require a strategy Remember Specific A strategy can’t work without objectives Remember Specific Measurable Achievable Relevant Timely

Management Elements Objectives need: Activities People Facilities Work environment Social environment Rules Time Cost

Management Elements Management’s job is to plan, obtain, organize and coordinate resources to achieve the goals Assign responsibility, authority and accountability

Management Elements Two major parts of an organization Line Staff Line gets the work done Staff take care of the business OSHE interacts with line and staff

OSHE in the Organization Support line to ensure work done safely Provide internal consulting support to management Report to senior management Would it be problematic to report to Operations?

OSHE in the Organization Report to a boss with influence Report to a boss who wants safety Report to a boss who is a channel to the top Report to the senior executive in charge of the major activity (1) (1) Peterson, D. Techniques of Safety Management, 2nd ed., McGraw-Hill, 1978

OSHE in the Organization In any case OSHE has to have credibility and be able to influence the organization. That means be an integral part – not just a “program”

Management Styles Personalities and styles Authoritative Encouraging Democratic Paternalistic Teamwork Laizzes-faire Chaotic

Management Styles

Management Styles How could these personality types affect safety? Study(1) found supervisors with good safety records also had high productivity. Controlled anger Kept worker stress low Integrated safety into production Maintained close contact with workers (1) Samuelson,NM “Effect of Foremen on Safety in Construction”, Stanford Univ., 1977

“What gets measured gets done” Accountability “What gets measured gets done” Tie OHSE performance to compensation Require managers to do detailed safety planning – Safety by Objectives Leading performance indicators that measure leadership (training percent, Behavior Observations, JSAs, audits, etc.)

Enforcing HSE Not just rules and enforcers Requires: Planning Communication Clear understanding what is expected Clear understanding of boundaries Motivating employees to achieve desired results

Both have a role in leading to accidents Behavior Based Safety Accident causation included unsafe acts and unsafe conditions Both have a role in leading to accidents

Behavior Based Safety BBS Feedback Observation and Checklist Behavior-Based_Safety_Process_Observation__Feedback_Checklist (Autosaved).xls Good Catch Report Form.docx

Safety Climate

Organizational Climate Reactive organizations think that there is nothing better and anyone who claims better performance is probably lying Bureaucratic organizations are hard to move because they are comfortable, even if they know that improvement is possible

Organizational Climate Safety culture is the most significant influencing factor on safety performance Key to affecting culture in the organization is a generative state Individuals can impact the culture Top management to the housekeeping staff

Organizational Climate Generative organizations continuously strive to achieve alignment between management and employees in terms of shared: Beliefs Trust Values Credibility Norms Commitment Attitudes Leadership

Assessing Climate Organizational readiness survey Safety Climate Surveys Must analyze and report back to the organization Rinse and repeat Surveymonkey Google Sheets

Conducting the Survey Skepticism Suspicions of employer intention and use Complete on their own time Seen as a waste of time – issues already been presented and nothing done In order to overcome resistance consider:

Conducting the Survey Allow employees to help design, administer and analyze data Provide incentives for completing the survey (donate to charity for department with highest response rate) Use external resources

Conducting the Survey Top management write a letter supporting the survey Timing is critical – plant shutdowns, union negotiations, major organizational changes, etc. is a bad time to survey Be clear on objective of the survey

Conducting the Survey Completion time – no more than 25-30 min Distribution method Survey size Feedback mechanism and timing

Conducting the Survey Feedback is critical Immediate raw data results via letter In-house newsletter updates Cascade results through line management Post summaries on bulletin boards Face-to-face debrief meetings Corrective action plan and SMART objectives

Survey Focus Areas Management commitment Management actions Personal commitment to safety Perceived risk Effects of the work pace

Survey Focus Areas Beliefs about accident causation Effects of job induced stress Safety communication effectiveness Emergency procedures effectiveness and planning Importance of safety training Perceptions of OHSE staff and programs

Survey Sample safety climate survey.pdf