1. Steven S Prevette ASQ Certified Quality Engineer 509-373-9371
Leading Indicators for Injury and Illness Prevention Hanford Performance Indicator Forum February 24, 2004
Steven S Prevette
ASQ Certified Quality Engineer
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2. Purpose Define the terms “outcome indicators” and “leading indicators”
Provide methodology to develop leading indicators
Connect these definitions with existing Fluor Hanford efforts
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3. What does Fluor Hanford expect from you?
Fluor Hanford Manager’s Meeting 2/12/04:
What does Fluor Hanford expect from you?
Strategies
Incorporate safety as part of your work –
not an add on
Recognize risk reduction and work elimination as successes
Key Metrics for 2004
OHSA Recordable Rate
Lost Days Away
Lock Out Tag Out Incidents
Leading Indicators
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4. Fluor Hanford Manager’s Meeting 2/12/04:
Trends
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5. Fluor Hanford Manager’s Meeting 2/12/04:
Performance and Process Assessments
Human Factors Analysis
Same Ergonomist and process utilized at SNF
Review of PTH physical qualification program began January 28, 2004
Review of waste drum retrieval to began February 2, 2004
Goals:
injury prevention
process efficiency improvements
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6. Title DOE Stretch DOE Base Goal FH Goal OSHA Case Rate 0.75 1.1 0.80
Performance Objectives, Measures and Commitments (POMC) - Safety & Health Illness and Injury
Title
DOE Stretch
DOE Base Goal
FH Goal
OSHA Case Rate
0.75
1.1
0.80
DART
(DAFW, Restricted, Terminated/ Transferred)
0.30
0.50
0.20
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7. Fluor Hanford Manager’s Meeting 2/12/04:
Performance Measurement
POMC current performance metrics will be reviewed:
Weekly – Senior Staff Meeting
Monthly – President’s Zero Accident Council
Leading Indicator Metrics
Process and metrics to be used are being identified
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8. Outcome Indicators Outcome indicators measure results.
Based upon high level missions and vision, and flow down to lower level organizations.
We cannot change the results without changing the processes that provide the results.
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9. Vietnam Lessons Learned.
Body Count – was it an effective outcome measure?
[President] Johnson had made the goal in Vietnam crystal clear. ‘Win the war!’ he told [us] in his first meeting as president. He never deviated from that objective. But we could never show him how to win at an acceptable cost or an acceptable risk.
- Robert McNamara
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10. Lessons
Stating a goal (“Win the war!”; “Cleanup the DOE Sites!”) has no relevance without the means to achieve the goal
Pressures to achieve numerical targets will lead to falsification of data and unintended consequences
Some things cannot be measured. Measure what you can, and be aware of the limitations of the data you have.
Combine experiences and gut feelings with the numerical data. Resolve differences between perceptions and what the data is telling you.
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11. Leading Indicators
Leading indicators support achievement of Outcomes at the grass roots level.
Injury Rates not meaningful when the working group is too small
Start looking at measures which correlate to the likelihood of having injuries, or measures taken to prevent injuries.
Tailored to the specific working groups involved, and will have little relevance when “rolled up” into higher levels of the organization.
Depends upon Theory of Management of the organizations
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12. Pyramids Outcome Indicators Leading Indicators Headquarters
Grass Roots
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13. Types of Leading Indicators
Correlation
Process
Opinion
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14. Correlation Indicators
Predictive
Offer prediction of future outcomes
Their success can be their own undoing
Parametric (Indirect Measurement)
Cause and Effect not known
Real time correlation
Hemlines and the stock market
Sick days and attitude
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15. Process Related Indicators
Cause and Effect
Based upon theory, such as Ergonomics
Preventive Actions
Training, Ergonomics
Hazard Prevention and Control
Housekeeping, Safety Work Packages, AJHA
Behavior Based
Observe work in progress
Worker Attitude ?
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16. Opinion Indicators Worker Expert Customer Public
Surveys, such as HGET Safety Survey
Expert
Checklists, Inspections, Assessments, Audits
Customer
Facility Representative Reports, CPOF
Public
Newspapers, Congressional Funding
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17. Closing Remarks at FH Manager’s Meeting – Ron Gallagher
How Can I make a Difference?
Lessons learned from the Columbia Space Shuttle Disaster
- Complacency will lead to failure
- “Isolated incidents” are sometimes not
Be diligent, demanding and highly focused
Encourage open dialogue
Proactively manage: remove hurdles and obstacles
Look for opportunities to celebrate excellence – both individual and team
PI Forum, SS Prevette