2. Introduce the tools of the system In-depth Assessment Tool Review
Agenda
WSS Overview
Lean Safety Concept
Introduce the tools of the system
In-depth Assessment Tool Review
Practical Exercises
SFMEA
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

3. SAFETY MANAGEMENT SYSTEM IMPLEMENTATION FAILURE
What we learned
We never provided a clear vision of what a safety system was or what the value of the Safety System would be to GM
The system wasn’t integrated with current GM systems
There was a lack of input from the sites in design
The implementation process removed our Safety teams from the shop floor
The cadence of implementation caused confusion
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

4. SAFETY MANAGEMENT SYSTEM IMPLEMENTATION FAILURE
A safety system is the right thing to do to drive improvement in Health and Safety!
THE BIGGEST THING WE LEARNED
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

5. Current GS&IH Safety Management System
1 – Policy & Organization
2 – Planning
3 – Implementation & Operation
4 – Checking
5 – Leadership
GS&IH Safety Management System
1 – Policy & Organization
1.1 – Policy
1.2 – Roles & Responsibilities
1.3 – Safety Review Board
1.4 – Employee Safety Concerns Process
1.5 – Employee Involvement
2 – Planning
2.1 – Identification of S&IH Regulatory Requirements & GM Standards
2.2 – S&IH Hazards & Risks
2.3 – Critical Tasks
2.4 – Critical Equipment
2.5 – S&IH Improvement Plan
3 – Implementation & Operation
3.1 – Training
3.2 – Communication
3.3 – Document Control
3.4 – S&IH Operating Practices
3.5 – Management of Change
3.6 – Contractor Safety
3.7 – Emergency Preparedness
4 – Checking
4.1 – Monitoring & Measurement
4.2 – Evaluation of Regulatory Compliance
4.3 – Incident Investigation
4.4 – Planned Inspections
4.5 – Corrective Action Plans
4.6 – Self-Assessments
5 – Leadership
5.1 – Leadership Review
5.2 – Regional Leadership Review
5.3 – Global Leadership Review
5 Components
26 Elements

6. New Workplace Safety system
GS&IH Safety Management System
1 – Policy & Organization
1.1 – Policy
1.2 – Roles & Responsibilities
1.3 – Safety Review Board
1.4 – Employee Safety Concerns Process
1.5 – Employee Involvement
2 – Planning
2.1 – Identification of S&IH Regulatory Requirements & UAW/GM Standards
2.2 – S&IH Hazards & Risks
2.3 – Critical Tasks
2.4 – Critical Equipment
2.5 – S&IH Improvement Plan
3 – Implementation & Operation
3.1 – Training
3.2 – Communication
3.3 – Document Control
3.4 – S&IH Operating Practices
3.5 – Management of Change
3.6 – Contractor Safety
3.7 – Emergency Preparedness
4 – Checking
4.1 – Monitoring & Measurement
4.2 – Evaluation of Regulatory Compliance
4.3 – Incident Investigation
4.4 – Planned Inspections
4.5 – Corrective Action Plans
4.6 – Self-Assessments
5 – Leadership
5.1 – Leadership Review
5.2 – Regional Leadership Review
5.3 – Global Leadership Review
Workplace Safety System
1 – Policy
1.1 – Policy
2 – Risk Identification & Control
2.1 – Regulatory Requirements & UAW/GM Standards
2.2 – Hazards & Risk Identification, Assessment & Control
2.3 – Management of Change
3 –Operation
3.1 – Roles & Responsibilities
3.2 – Training
3.3 – Employee Engagement
3.4 – Communication Strategy
3.5 – Document Control
3.6 – Safe Operating Practices
3.7 – Emergency Response Plan
4 – Process Validation
4.1 – Monitoring & Measurement
4.2 – Annual Evaluations
4.3 – Incident Investigation
4.4 – Safety Tours
4.5 – Corrective Action Plans
4.6 – Safety Equipment Inspection & Preventive Maintenance
5 – Leadership Review
5.1 – Plant Safety Review Board
5 Components
18 Elements
(5 Core Elements)

7. WHAT IS THE GM WORKPLACE SAFETY SYSTEM?
Set of tools designed to drive Continuous Improvement through Plan, Do, Check and Act (PDCA)
Components – a group of similar tools that represent a specific phase of the PDCA cycle
1.0 - Policy
2.0 - Risk Identification and Control – Plan
3.0 - Operation – Do
4.0 - Process Validation – Check
5.0 - Leadership Review - Act
Elements – individual tools to be utilized by the site and the performance standards to drive continuous improvement into the Safety Process
Plan
2.1 – Regulatory Requirements & UAW/GM Standards
2.2 – Hazards & Risk Identification, Assessment & Control
2.3 – Management of Change Do
3.1 – Roles & Responsibilities
3.2 – Training
3.3 – Employee Engagement
3.4 – Communication Strategy
3.5 – Document Control
3.6 – Safe Operating Practices
3.7 – Emergency Response Plan
Check
4.1 – Monitoring & Measurement
4.2 – Annual Evaluations
4.3 – Incident Investigation
4.4 – Safety Tours
4.5 – Corrective Action Plans
4.6 – Safety Equipment Inspection & Preventive Maintenance
Act
5.1 – Plant Safety Review Board
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

8. WHAT IS THE PURPOSE OF THE GM WORKPLACE SAFETY SYSTEM?
Continuous Improvement
Process Validation
Leadership Review
Hazard and Risk Identification and Control
Operations
Plan
Act
Check Do
…TO NOT HURT PEOPLE!
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

9. IS SAFETY SOMETHING WE ARE DOING OR SOMETHING THAT IS DONE?
“Tell me what you want and I’ll get it done!”
Complete the Gap Assessment – Done!
Complete the Weekly Safety Tour – Done!
Complete the Incident Report – Done!
Have our monthly SRB meeting – Done!
We Must Change the Mindset
Not to focus on task completion
Drive PDCA into the Safety processes
What we are DOING to improve
We must think systematically!
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

10. WHAT IS THE ROLE OF THE ELEMENT CHAMPION?
Drive Continuous Improvement
Validate Performance
Annual Program Evaluation
Identify Gaps
Identify Improvement Opportunities
Leadership Review
Identify Deliverables
Identify Needed Resources
Clear Vision of Implementation
Execute the Plan
Regular Meetings
Drive Implementation
Plan
Act
Check Do
Element Champion
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

11. HOW TO IMPLEMENT THE BASIC STRUCTURE – LEVEL 1
Hazard & Risk Identification & Control Element Champion
Safety Tour
Element Champion
Regulatory requirements & UAW/GM Standards Element Champion
Monitoring & Measuring Element Champion
Employee Engagement Element Champion
Corrective Action Plans Element Champion
Training
Add a KPI
Improvement Opportunities
Training Plan
Demonstrate Compliance
Involvement
Risk Inventory
Validation
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

12. THE OUTPUT OF MATURITY LEVEL 1 = THE TOOLBOX
Provides the Tools for Continuous Improvement
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

13. UTILIZING THE TOOLS FOR SUCCESSFUL IMPLEMENTATION
“In order for my element to Improve, I need support from the other elements”
I need Safety Tours completed?..
I found a High Risk Safety Hazard
I can add to the R&R document
I can add it to the Hazard and Risk Inventory
Roles & Responsibilities
Element Champion
Safety Tour
Element Champion
Hazard & Risk Identification & Control Element Champion
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

14. UTILIZING THE TOOLS FOR SUCCESSFUL IMPLEMENTATION
“my element will support other element and performance standard implementation & continuous improvement”
CTA’s can feed into Safety Tours
Fall hazard eqpt can be validated
Safety tours can support process validation for other Champions
Incident Investigation
Element Champion
Fall Hazard Performance
Standard Champion
Safety Tour
Element Champion
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

15. PSRB LEADERSHIP REVIEW PROCESS
UTILIZING THE TOOLS FOR SUCCESSFUL IMPLEMENTATION
LEADERSHIP REVIEW PROCESS
Annual Program Evaluation
Element / Performance Standard Champion
Element / Performance Standard Champion
Annual Program Evaluation Summary
Identified weakness
Gaps in process
Improvement opportunities PD
APM
UAW Chairman HR
Safety
Env
GSC
Area Manager
Corrective Action Plan
Problem
Action
Priorities
Immediately
Tasks we need to control administratively
Ensure we have a robust SOP and we’ll audit it
PSRB
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

16. One-pager for each of the 18 Elements
Evaluation ratings
Incorporates GMS
System is scalable
Level 1: Basic structure
Level 2: Starting to work within system, actions are still reactive
Level 3: Proactively seeking out opportunities for improvement, focus on engaging employees
Level 4: System fully functional, site is in continuous improvement mode, small failures are seen as opportunities for improvement
Culture based characteristics in YELLOW

17. ROLE OF SAFETY WITHIN THE SYSTEM Facilitates Implementation
1.1
5.1
2.1
4.6
2.2
4.5
2.3
Partners with Element Champions
Markets the Value!
4.4
3.1
4.3
3.2
4.2
Facilitates Implementation
Coach, mentor, trainer
3.3
4.1
3.4
3.7
3.5
3.6
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

18. Performance Standards
Created to address specific categories of Hazards and Risks
Built to address UAW/GM and Regulatory Requirements
Contain specific technical requirements
Redesigned to clearly demonstrate PDCA through the use of the Elements of the system
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

19. THE ROLE OF THE PERFORMANCE STANDARD CHAMPION
SRB
BE THE SME
IMPLEMENT THE PS REQUIREMENTS
DRIVE CONTINUOUS IMPROVEMENT THROUGH PLAN, DO, CHECK, ACT
UTILIZE THE ELEMENTS AS TOOLS
PERFORMANCE STANDARD
SAFETY TOURS
RISK Assess
Performance Standard
Requirements implemented
TRAINING
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

20. UTILIZING THE TOOLS FOR SUCCESSFUL IMPLEMENTATION
“I use the elements as tools to drive implementation & continuous improvement”
Plant Safety Review Board Element Champion
Support Continuous Improvement
Process validation
Program Implementation
Provide tool for risk assessment
Safety Tour
Element Champion
Hazard & Risk
Element Champion
Haz Energy Control Performance
Standard Champion
Document Training Reqt’s
Training
Element Champion
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

21. THE WORKPLACE SAFETY SYSTEM
Common Processes
Improvement Opportunities
PLAN DO
CHECK
ACT
PLAN DO
CHECK
ACT
Improvement Opportunities 18
ELEMENTS
SITE
SITE
PERFORMANCE STANDARD
PERFORMANCE STANDARD
SITE
SITE
SITE
SITE
SITE
SITE
Performance Standard requirements cascaded
REDUCING INJURIES THROUGH CONTINUOUS IMPROVEMENT
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

22. Often we all want change but when it comes to changing many do not want to change.
When the process to change is difficult, inefficient and frustrating, change will not happen.

23. THE POWER OF SELLING THE VALUE OF SOMETHING
Buying new vacuum for a perfectly good vacuum that performs just as well.
If we have a product we want to sell and if it is good as or better than what we already have, then it lies upon us to sell it.
The analogy is that we tried to sell the new safety system but we did a poor job explaining the benefits, the ease of use or how to use it. As a result it did not sell.
The new system is designed to look at providing tools to drive a continuous improvement process in safety.
We should not be safety police but rather sellers of safety and the process of safety.

24. Efficiency Through Elimination of Waste
Are These Principles Core to Success In Our Business?
Customer Focus
Focus on Value
Efficiency Through Elimination of Waste
Problem Solving
Continuous Improvement
Safety needs to be similar to our focus in other areas of our business.
The rest is just waste.
Are They Core to How We Manage Safety?
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

25. TIME ….. HOW MUCH WILL IT TAKE?
GIVE % FOR SAFETY
Time is an important and finite resource. 
Hand out cards and ask individuals to identify the amount of time used in safety.
Determine how much time is involved for safety.
What is a Reasonable proportion of time that we Can dedicate to safety?
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

26. TIME ….. HOW MUCH WILL IT TAKE?
25 hours
10 hours
50%
20%
If we accept that there are actions that take time to drive safety at a site, then we must agree on what is a reasonable amount of our time to give to these actions
5 hours
1 hour
2.5 hours
10% 5% 2%
What is the realistic time to be applied for safety during an individuals work week.
Whatever time is allocated, then it must be spent on value added activities.
Realistic time allocation FOR “DO” Tasks Identified AS Needed by the WSS
*Hours based on average 50 hour working week
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

27. Does our current safety process give a TL/GL action type tasks to support Site Safety?
What other jobs have clear, action type tasks for safety that are built into their week?
Do we review if our time spent on safety is value added and drives improvements?
Do we currently consider time as a limited resource and what is a realistic expectation for various resources?
Support personnel do not spend time on safety.
Working within the framework of the WSS should drive us to get maximum value from the time we dedicate to improving safety

28. How Do I Identify the Value Added Actions That Are Needed
As sites implement the WSS, every element and every PS asks the question…..
“Is there an action I need someone to do to help my element or performance standard succeed?” If so use 3.1
Roles & Responsibilities
Leadership supports implementation
Provides adequate resources
Smiles & Loves safety
etc….
The old way
The site leaders lead SRB, ask challenging questions, and conducts ‘Go & See’ of presentations
SL/Shop Committee validates that lockout audit process is being followed and 100% completed.
GL completes lock out audit for all authorized employees
All salaried employees outside production conduct a weekly Targeted Safety Tour
Roles and responsibilities are fluffy.
How do you measure the responsibility.
The responsibilities need to be specific and support the safety process.
Safety Tours
Safety Tours will incorporate a number of different existing on floor tours, conversation tours, observation tours, etc.
The plant decides how they apply the different tours that exist and apply them according and have the appropriate individuals involved.
Education in doing safety tours should be part of the Safety Tour component. If there is a lack of understanding or if a new safety tour is being implemented then it needs to be communicated and individuals educated in the application.
Part of this may involve doing a tour with other individuals to gain understanding and skills.
Element champion of safety tours must also look at who reviews the ST and how do we get good info from the tours in order to analyze. The methodology and what to collect, and who reviews is up to the plant as individual plant requirements will vary.
TL/GL/Committee person conduct weekly ST
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

29. DEVELOP A SITE ROLES & RESPONSIBILITIES MATRIX
Every Element & Performance Standard identifies action items that need to be completed to support their piece of the WSS
Challenge the value of every action on the list
Consider how much time each task takes to do it correctly
Divide the work between available resources
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

30. ARE WE EFFECTIVELY USING 100% OF OUR RESOURCES?
Ensure the needed tasks are divided between ALL resources
Safety should not just belong to production and leadership.
As a starting point, every person in a position of joint leadership should have something tangible they do to drive the site WSS.
Are we dedicating our joint leaders time to engage people
or for checklist and meetings?
Do we focus on finding the best way we can use each resource?
The same people can’t keep adding tasks to their bucket and
be expected to perform at the high level needed!
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

31. Group Leaders = 125 * 1 Hour = 125 Hours
What Does 1 to 2% Look Like?
Group Leaders = 125 * 1 Hour = 125 Hours
Other = 175 * 30 minutes = 87 Hours
Team Leaders = 350 * 30 minutes = 175 Hours
387 Hours A Week For Standardized, Strategic, Do Activities
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

32. Change Your Thinking - How Good Are Your Safety Tours?
Safety Tours are our key tool to verify safety and protect the customer
Would the same set up be accepted as quality verification?
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

33. QUALITY VERIFICATION VS SAFETY VERIFICATION?
What if our Quality Verification used a similar approach as some safety tour processes?
A checklist is used that is the same for every area that may not be changed for years.
Care line defects, GCA audit findings, and external quality defects do not impact our checklist.
A defect is found and fixed or written on the ticket to repair later. No other actions occur.
No data is captured to identify trends and failures in the quality system.
No problem solving is initiated for defects that keep occurring.
Would we consider this a good quality verification process?
Do we consider it as a good safety verification process?
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

34. SAFETY TOURS, A SIMPLE EXAMPLE… We need to involve EVERYONE in Safety
Employee Engagement
We need to involve EVERYONE in Safety
Manager’s Scheduled Safety Tour
Let’s join our Manager’s Safety Tour
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

35. EXAMPLE: VALUE ADDED SAFETY INVOLVEMENT
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

36. How to Drive Continuous Improvement
Use the process validation elements to collect DATA
Safety Tours
Monitoring and Measuring
Incident Investigation
Annual Evaluations PM
Corrective Action Plans
Use the DATA to Improve the System
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

37. Signs Of WSS Success
During implementation, current safety processes are adjusted from the way you have been doing them because you identify a better way.
The system becomes stronger through incidents. Incident investigations identify system failures and adjustments are made to make the system more robust.
Annual program evaluations find opportunities to improve versus just validating compliance.
Your BPD is primarily composed of site specific initiatives versus almost solely items from Global Safety.
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

38. Morihei Ueshiba
In his 50’s he was at the peak of his physical ability and considered the premier martial artist in Japan.
Towards the end of his life his Aikido was so subtle that to the untrained eye it appeared that he was hardly touching anyone and they were falling over
(ooh – aay –she –bah)
Founded a Martial Art called Aikido (eye-key-doh)
He practiced every day and the older he got the less able he was to rely on physical strength, to overcome the attacks aimed at him.
Despite this he continued to train daily and through the course of time he actually found an easier way of perfecting his technique.
This is the Aikido that millions of people all over the World are practising to find. This is what continuous improvement looks like
Ueshiba wore a white belt his whole life.
When we set goals, most people stop what they are doing and do not carry on.
It is the same with the safety system, if we set a goal we achieve the goal and stop. We cannot stop, we need apply the same energy and commitment across the system and continuously raise the bar.
We have the skill set and the passion to get things done.
‘It is estimated that approximately 70-80% of people who gain a black belt….. Stop practicing!’
Live values that return people home safely
EVERY Person. EVERY Site. EVERY Day.

39. Workplace Safety System Certification
Assessment Tool

40. Assessment Tool

41. Progression through Maturity Levels

42. Font Color Coding
Black is the statement that the site needs to comply to
Red is a link to another requirement in another
Blue is a recommendation or guideline for implementation.
Black is the statement that the site needs to comply to
Red is a link to another requirement in another
Blue is a recommendation or guideline for implementation.
Yellow highlighted box is a statement that drives a true safety culture.
Training: all element champions require training as a basic level to understand how the system works and integrates with other elements
Every element has the requirement for baseline training in the Workplace Safety System
Yellow highlighted box is a statement that drives a true safety culture.

43. Scoring

44. Working through the Assessment Tool
Black is the statement that the site needs to comply to
Red is a link to another requirement in another
Blue is a recommendation or guideline for implementation.
Yellow highlighted box is a statement that drives a true safety culture.
Training: all element champions require training as a basic level to understand how the system works and integrates with other elements
Every element has the requirement for baseline training in the Workplace Safety System

45. Reference to 3.2 Training Component

46. Training Inventory Tool

47. Written Program Requirements

48. Written Program Tool

49. Document Control Inventory Tool