2. Leadership for Safety Culture Change
Presented by
John Holub
UAW Union Chair Local 2308
Harvey Liss, PhD
Culture Change Consultants, Inc.

3. Objectives
Learn to apply the fundamental principles of safety culture change
Understand the key role of leadership to shape the workforce culture
Learn the essentials of culture assessment
Hear the successful leadership examples in a UAW facility – the MillerCoors facility in Trenton, Ohio

4. Trenton Brewery
leah

5. Who are we? Brewery began as a High Performing Work Team
Current Headcount 528: Technicians, 98 Salaried Employees
Zero Waste to Landfill status in 2009
33 acres (1.425 million sq. ft under roof)
Current capacity at 10.5 million barrels if evenly loaded all year translates into 9.7million barrels factoring in peak
Leah

6. 63 brands /572 SKUs 58% cans, 39 % bottles, 3% kegs
275+ trucks per day
10 states 109 distributors
Leah 575 SKU’s, 67 brands ship to 10 states 109 distributors

7. Trenton Safety Management
Health and Safety Techs UAW Safety Representatives Joint Labor Management Safety Committee Safety Councils Grassroots Teams Safety Program Champions and Teams Wellness Team
Health and Safety Techs
UAW Safety Representatives
Safety Councils
Grassroots Teams
Safety Program Champions and Teams
Wellness Team

8. Union – Management Relationship
Union Details
UAW Local 2308 Region 2B
UAW Health & Safety Department
Provides training opportunities free to UAW Companies
OSHA 30 hour, Ergonomics, Fall Protection, Machine guarding
Union Safety Reps
Jeff

9. Culture Change Journey: 4 Phases
Phase 1: Educate and Enlist Leaders
Phase 2: Assess the Culture
Phase 3: Drive Change from the Grassroots
Phase 4: Generate Culture-Based Projects
Suggested Script:
Say:
The culture change process has four phases.
In Phase I, you enlist and educate leaders. It is essential to get leaders from all levels of the organization to understand the safety culture change process. This helps to create buy-in and ownership. That’s why we are having this day of education.
In Phase II, you assess the baseline culture. It’s important to get an accurate snapshot of the current state of our culture. The Safety Culture Report told us about our strengths, our weaknesses and our areas of opportunity. Armed with this data, we know where we have to focus our energy and attention to improve our safety culture.
In Phase III, you drive change from the grassroots. We needed to have a structure where those who are most at risk have the opportunity to affect change. That’s why we have Grassroots Teams and a Guidance Team.
People will believe things are changing when they see the changes happening. In Phase IV, the Grassroots Teams and Guidance Team were taught the Culture-Based Project Planning Process™ so we could develop projects that tackle the cultural issues surfaced in the Safety Culture Report.
We will be using these four phases to structure our workshop today.

10. Critical Success Factor to Change Culture
Leadership

11. A Historical Path from Safety Engineering to Culture Change™1
(E1) Engineering E1 3
(E3) Education E3 E1 E2 5
(CC)
Culture Change E2 E3 O C E1 2
(E2) Enforcement E1 E2 4
(O) Safety Observations E2 E1 O E3
Key concepts leaders need to understand:
Change way people think about safety. Few talk about trust and responsiveness.
Framework. Before worker’s comp laws, 50,000 fatalities. In 15 years, cut in half.
Union movement -- Rough River battles -- fought about safety
Stack of procedures
Drive safety with discipline, need safety cops.
Safety block training. Education great for lack of knowledge. If someone is doing something unsafe, it’s usually not lack of knowledge.
Most people talk about safety in 3 categories -- 3 Es
Culture -- system is at work. Neglect one part, gonna neglect another part.

12. Culture is Not an Add-on or a Substitution
Culture Change
Engineering E
Enforcement
Education
Safety Observations O
A good place to start our discuss ion is with a historical path. How is it that culture became a way that safety is managed?
It’s Foundational!

14. Stew & Broth Analogy™ Safety Program in a Positive Culture
Involvement
Trust
Caring
Values
Respect
Responsiveness
Dignity
Commitment
Ownership
Education
Leadership
Incident Investigation
Policies and Procedures
Industrial Hygiene
Job Safety Observations
Recognition
Job Hazards Analysis
Safety Meetings
PPE
Training
Contractor Safety
Health & Safety Assurance

15. Stew & Broth Analogy™ Safety Program in a Negative Culture
Lack of concern
Double Standards
Mistrust
Deadlines Not Safety
Numbers Over People
No Accountability
Not Keeping Commitments
Blame- fixing
No Involvement
No Mgmt Visibility
Slow Follow-up
Incident Investigation
Policies and Procedures
Industrial Hygiene
Job Safety Observations
Recognition
Job Hazards Analysis
Safety Meetings
PPE
Training
Contractor Safety
Health & Safety Assurance

16. Definition of Organizational Culture
Culture is our set of basic assumptions and beliefs about reality. They determine the way we make decisions, feel, think and act. 4

17. Perception is Reality
What are the perceptions, assumptions and belief in your safety culture?

18. The Culture Iceberg® 10% 90% Invisible Culture Titanic Visible Culture
Policies, Procedures,
Symbols, Leadership,
Rituals, Heroes
10%
Titanic
90%
Invisible Culture
Norms
Assumptions
Beliefs

19. Culture Iceberg® Analysis
Policy: Use Hoist Provided for the Flywheel
Norms:
It’s okay not to if …
Need to keep the line going
Want more time for breaks
Supervisors gives a wink/nod
Not manly to use the hoist
No one (union or management) says anything
Assumptions
Because…
Production is most important
I’ve done this job a hundred times and haven’t gotten hurt
Peer pressure
I am not responsible for your safety or anyone else’s 19

20. Culture Change Journey: 4 Phases
Phase 1: Educate and Enlist Leaders
Phase 2: Assess the Culture
Phase 3: Drive Change from the Grassroots
Phase 4: Generate Culture-Based Projects
Suggested Script:
Say:
The culture change process has four phases.
In Phase I, you enlist and educate leaders. It is essential to get leaders from all levels of the organization to understand the safety culture change process. This helps to create buy-in and ownership. That’s why we are having this day of education.
In Phase II, you assess the baseline culture. It’s important to get an accurate snapshot of the current state of our culture. The Safety Culture Report told us about our strengths, our weaknesses and our areas of opportunity. Armed with this data, we know where we have to focus our energy and attention to improve our safety culture.
In Phase III, you drive change from the grassroots. We needed to have a structure where those who are most at risk have the opportunity to affect change. That’s why we have Grassroots Teams and a Guidance Team.
People will believe things are changing when they see the changes happening. In Phase IV, the Grassroots Teams and Guidance Team were taught the Culture-Based Project Planning Process™ so we could develop projects that tackle the cultural issues surfaced in the Safety Culture Report.
We will be using these four phases to structure our workshop today.

21. Why Assess Culture? To yield:
A description of the organization’s prevailing culture
An evaluation of cultural readiness for change
A determination of appropriate areas for intervention

22. The Transformative Culture Assessment is:
A change intervention process
Based on quantitative data
Based on qualitative data
A management and leadership tool
Face-to-face communication

23. 381 participants – electronic survey 78 participants in focus groups
The Assessment
December 16, 2009
381 participants – electronic survey
78 participants in focus groups
Jeff to talk about assessment moderately positive culture

24. Key Issues Identified 2009 Technician Results
Production over Safety………………………………33% positive
Trust between Management and Employees……21% positive
Responsiveness to Safety Concerns
My Supervisor puts safety concerns first
Safety discipline is fair and effective
Caring treatment after an accident ………………14% positive
Jeff

25. Union – Management Relationship 2009 Technician Results
The union leadership focuses
people’s attention on important
safety programs and goals…………………………………33% positive
Union and Management work
through safety issues for a
positive outcome…………………………………………….52% positive
Our safety council members
substantially contribute to the
safety of our workplace……………………………………..37% positive
Jeff

26. Key Issues Identified Production over Safety
Trust between Management and Employees
Responsiveness to Safety Concerns
My Supervisor puts safety concerns first
Safety discipline is fair and effective
Caring treatment after an accident
Jeff

27. Site Level Teams Grassroots Team Guidance Team Employee-led.
Company leadership.
Hourly leadership.

28. Improvement on Key Issues 2009 Results vs. 2015
Production over Safety…………………………………....33% to 67% positive
Trust between Management and Employees……… % to 48% positive
Responsiveness to Safety Concerns
My Supervisor puts safety concerns first
Safety discipline is fair and effective
Caring treatment after an accident ……………………..14% to 50%positive

29. Improvement Union-Management Relations 2009 Technician Results vs
Improvement Union-Management Relations 2009 Technician Results vs Technician Results
The union leadership focuses people’s attention on important safety programs and goals………………………………33% to 67% positive
Union and Management work through safety issues for a positive outcome…………………………………………52% to 66% positive
Our safety council members substantially contribute to the safety of our workplace …………………………37% to 60% positive

30. The Sharp End of the Spear – Dekker The Field Guide to Understanding Human Error
High
Risk
Risk
Low
Risk
Low
Influence
High
Influence
What are you here for? We are going to take you through the safety culture change journey and your role as change agent over the next three days. Our goal is to teach you how to be an internal leader for the process. What this means for us is that you are comfortable in all 4 phases and that you can communicate to all levels of the organization. This is very challenging.
It takes all levels of the organization working together. As the agent of change, you don’t have to do everything. However, you do need to be able to communicate tools and principles to people at all levels of the organization.
Need to get all groups fully engaged. If not, safety culture train can’t leave station.
Influence

31. Culture Change Journey: 4 Phases
Phase 1: Educate and Enlist Leaders
Phase 2: Assess the Culture
Phase 3: Drive Change from the Grassroots
Phase 4: Generate Culture-Based Projects
Suggested Script:
Say:
The culture change process has four phases.
In Phase I, you enlist and educate leaders. It is essential to get leaders from all levels of the organization to understand the safety culture change process. This helps to create buy-in and ownership. That’s why we are having this day of education.
In Phase II, you assess the baseline culture. It’s important to get an accurate snapshot of the current state of our culture. The Safety Culture Report told us about our strengths, our weaknesses and our areas of opportunity. Armed with this data, we know where we have to focus our energy and attention to improve our safety culture.
In Phase III, you drive change from the grassroots. We needed to have a structure where those who are most at risk have the opportunity to affect change. That’s why we have Grassroots Teams and a Guidance Team.
People will believe things are changing when they see the changes happening. In Phase IV, the Grassroots Teams and Guidance Team were taught the Culture-Based Project Planning Process™ so we could develop projects that tackle the cultural issues surfaced in the Safety Culture Report.
We will be using these four phases to structure our workshop today.

32. Why does it work—when it works
OWNERSHIP !!!!!!

33. Questions?????

34. Culture Change Consultants
Contact Information
Harvey J. Liss
Culture Change Consultants
Office phone