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Leadership for Safety Culture Change
Presented by John Holub UAW Union Chair Local 2308 Harvey Liss, PhD Culture Change Consultants, Inc.
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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
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Trenton Brewery leah
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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
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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
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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
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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
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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.
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Critical Success Factor to Change Culture
Leadership
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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.
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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!
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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
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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
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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
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Perception is Reality What are the perceptions, assumptions and belief in your safety culture?
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The Culture Iceberg® 10% 90% Invisible Culture Titanic Visible Culture
Policies, Procedures, Symbols, Leadership, Rituals, Heroes 10% Titanic 90% Invisible Culture Norms Assumptions Beliefs
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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
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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.
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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
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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
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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
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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
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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
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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
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Site Level Teams Grassroots Team Guidance Team Employee-led.
Company leadership. Hourly leadership.
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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
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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
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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
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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.
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Why does it work—when it works
OWNERSHIP !!!!!!
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Questions?????
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Culture Change Consultants
Contact Information Harvey J. Liss Culture Change Consultants Office phone
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