1. Fundamentals of Safety Management OSHE 111, Spring 2016
Instructor: Mr. Chris Kuiper, CSP
Phone:

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

3. 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

4. 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

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

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

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

8. 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

9. 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?

10. 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

11. 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”

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

13. Management Styles

14. 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

15. “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.)

16. 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

17. 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

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

19. Safety Climate

20. 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

21. 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

22. 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

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

24. 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:

25. 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

26. 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

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

28. 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

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

30. 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

31. Survey Sample
safety climate survey.pdf