The Bradley Curve A New EH&S Culture Model

Transcription

1 he Bradley Curve A ew H&S Culture Model nternational elecommunications Safety Conference 2006 September 2006 he Bradley Curve - A ew H&S Culture Model 1

2 oday s Outline Journey to H&S xcellence BASF H&S Continuous mprovement Process Bradley Curve Concept raditional H&S Program Model Bradley Curve H&S Cultural Model mplementing H&S Culture Change Using the Bradley Curve Concept H&S Culture Survey Action Planning to Change H&S Culture State September 2006 he Bradley Curve - A ew H&S Culture Model 2

3 Journey to H&S xcellence What t s Continuous mprovement Process for H&S o nd Point A Living Process We Can Always Get Better What t s ot A Program or Procedure A Fixed Design Finishable September 2006 he Bradley Curve - A ew H&S Culture Model 3

4 Journey to H&S xcellence lements of the Journey ntroduction and stablishment of Commitment Culture Assessment Roadmap (Action Plan) mplementation and racking Follow-up Re-assessments of Culture and Roadmap Revisions H&S Culture Change o Achieve the ext Level of Performance Focused on Actions and Outcomes Measured in Part with Perceptions eam ffort Required From All September 2006 he Bradley Curve - A ew H&S Culture Model 4

5 H&S Culture Like an ceberg 10 % of actions and events are visible and approved 90% of actions and events are invisible and guided by culture Can Sink ven the Unsinkable Safety Program Policies, Procedures, Leadership Assumptions, orms, Beliefs September 2006 he Bradley Curve - A ew H&S Culture Model 5

6 Bradley Curve Concept raditional H&S Program Model C D R A njuries o Controls Random Performance ime September 2006 he Bradley Curve - A ew H&S Culture Model 6

7 Bradley Curve Concept raditional H&S Program Model C D R A njuries echnical Controls o Controls Random Performance ime echnical Controls in Place Performance mprovement September 2006 he Bradley Curve - A ew H&S Culture Model 7

8 Bradley Curve Concept Achieving Step Change C D R A njuries echnical Controls o Controls Random Performance How Do We Approach Zero Consistently? ime echnical Controls in Place Performance mprovement September 2006 he Bradley Curve - A ew H&S Culture Model 8

9 Bradley Curve Concept How Do We Approach Zero? How Do We Achieve the Step Change Required to Approach Zero ncidents Consistently? Maintain Critical echnical Control Processes Add an H&S Culture mprovement Process A Culture of H&S Values Must Become the orm for Both ndividual and eam Performance at All imes Without Sacrificing Critical echnical Control Processes September 2006 he Bradley Curve - A ew H&S Culture Model 9

10 Bradley Curve Concept Using H&S Culture mprovement C D R A njuries echnical Controls o Controls o Culture mprovement ime Culture mprovement echnical Controls in Place Culture mprovement On-going September 2006 he Bradley Curve - A ew H&S Culture Model 10

11 Bradley Curve H&S Culture Model Driving oward Zero ncidents C D R A njuries ime September 2006 he Bradley Curve - A ew H&S Culture Model 11

12 Bradley Curve H&S Culture Model Stage One Supervisor Driven C D R A njuries Supervisor Management Commitment Condition of mployment Rules Compliance is focus Fear/Discipline ime September 2006 he Bradley Curve - A ew H&S Culture Model 12

13 Bradley Curve H&S Culture Model Stage One Dependent Phase C D R A njuries Supervisor Management Commitment Condition of mployment Rules Compliance is focus Fear/Discipline Dependent Zero is Unrealistic ime September 2006 he Bradley Curve - A ew H&S Culture Model 13

14 Bradley Curve H&S Culture Model Stage wo Self-nterest Driven C D R A njuries Supervisor Management Commitment Condition of mployment Rules Compliance is focus Fear/Discipline Dependent Zero is Unrealistic Self Personal Commitment Self-Managing Self-Discipline Self-Responsibility Personal Goals ime September 2006 he Bradley Curve - A ew H&S Culture Model 14

15 Bradley Curve H&S Culture Model Stage wo ndependent Phase C D njuries Supervisor Management Commitment Condition of mployment Rules Compliance is focus Fear/Discipline Self Personal Commitment Self-Managing Self-Discipline Self-Responsibility Personal Goals R A 1 Dependent Zero is Unrealistic ime ndependent Zero by Chance September 2006 he Bradley Curve - A ew H&S Culture Model 15

16 Bradley Curve H&S Culture Model Stage hree eam Driven C D njuries Supervisor Management Commitment Condition of mployment Rules Compliance is focus Fear/Discipline Self Personal Commitment Self-Managing Self-Discipline Self-Responsibility Personal Goals eam H&S is a Value eam Commitment Help Others Conform Concern for all eam Goals R A 1 Dependent Zero is Unrealistic ime ndependent Zero by Chance September 2006 he Bradley Curve - A ew H&S Culture Model 16

17 Bradley Curve H&S Culture Model Stage hree nterdependent Phase C D njuries Supervisor Management Commitment Condition of mployment Rules Compliance is focus Fear/Discipline Self Personal Commitment Self-Managing Self-Discipline Self-Responsibility Personal Goals eam H&S is a Value eam Commitment Help Others Conform Concern for all eam Goals R A 1 Dependent Zero is Unrealistic ime ndependent Zero by Chance nterdependent Zero by Choice September 2006 he Bradley Curve - A ew H&S Culture Model 17

18 Bradley Curve H&S Culture Model Characteristics of ach Phase C D R A Safety Meetings Run by Management Mandatory Compliance Safety raining Management Driven ncident nvestigations Site and Unit Focus on Rules and Procedures Compliance nspections and Audits Fear of Discipline is the Motivator Management Defined Goals and Reviews Dependent Zero is Unrealistic mployees Facilitate Safety Meetings raining on Best Practices mployees in ncident nvestigations Behavior Based Safety Programs mployees Complete Area Self-nspections Reward and Recognition Programs H&S Component in All Goals and Reviews ime ndependent Zero by Chance eams Run Safety Meeting Process eams Define raining Required eams Lead nvestigations eam Defines and Runs BBS Programs eams Define and Complete nspections eam Reward and Recognition Focus eams Define H&S Goals, 360 Feedback nterdependent Zero by Choice September 2006 he Bradley Curve - A ew H&S Culture Model 18

19 Bradley Curve H&S Culture Model A ool in the Drive to Zero! C D R A njuries echnical Controls o Controls o Culture Activity Supervisor Self ime eam Culture mprovement echnical Controls in Place Dependent ndependent nterdependent September 2006 he Bradley Curve - A ew H&S Culture Model 19

20 mplementing H&S Culture Change Using the Bradley Curve nitial Culture Survey Discover Bradley Curve Workplace Phase xamine ndividual H&S Program lements Develop an Action Plan for Culture Change Cross-functional nput from Affected Stakeholders Follow-up Re-survey in 1+ Years Adjust Action Plan as eeded September 2006 he Bradley Curve - A ew H&S Culture Model 20

21 H&S Culture Survey Bradley Curve Style Customize the Survey ool for Your Workplace Language and ames of Processes or Programs should be Recognizable lements can be Added or Removed Based on Your eeds Writing ew Survey Questions is Fairly asy if You Keep the Model in Mind Surveys can be Completed in Differing Ways Survey All mployees at a Site Survey a Random Sample Facilitated Group(s) can Complete the Survey Be Aware of any Group Bias Make it Cross-functional OR Do Multiple Groups and Compare Differences in Responses September 2006 he Bradley Curve - A ew H&S Culture Model 21

22 H&S Culture Survey BASF Bradley Curve Survey BASF Currently Uses wo Different Survey ools 10 Question Version is the Basic Survey 17 Question Version 2 Adds Systems and lements not Covered in the Basic Survey You Can Create Your Own Version asily Survey Format Multiple Choice Respondents Choose the Statement that Best Fits their Viewpoint ach Question is Scored and hen the Scores are otaled Be Sure to Adjust Your Score Key if You Modify the Survey! September 2006 he Bradley Curve - A ew H&S Culture Model 22

23 H&S Culture Survey BASF Bradley Curve Survey lements Addressed by the Survey H&S raining Supervisor / eam Lead raining H&S Meetings H&S Committees / eam ncident Analysis Job Audits and nspections Compliance Assessment Personal Protective quipment Hazard / Risk Analysis and Management of Change Behavior Based Safety xtended Version Adds: Corrective Action Follow-up H&S Leadership Awareness and Communication Programs, Policies, and Procedures lectronic H&S ools KPs Key Process ndicators Workplace nvironmental Conditions September 2006 he Bradley Curve - A ew H&S Culture Model 23

24 H&S Culture Survey xample Questions H&S raining for mployees (includes compliance as well as knowledge/skill development) a) H&S or Supervisor does most of the training. raining may be accomplished by reading the procedure and signing off or through completion of computer based systems. b) mployee input to training is regularly requested and accepted, employees volunteer to do some H&S training and feedback is encouraged to improve quality and value of training. c) A cross-functional training team comprised of employees does needs analysis for H&S training. raining team determines when someone is qualified. Volunteers regularly perform H&S training. d) raining is often not completed on time or at all. September 2006 he Bradley Curve - A ew H&S Culture Model 24

25 H&S Culture Survey xample Questions H&S Meetings (H&S Participation) a) Meetings are controlled by management or H&S agenda topics, presentations, schedules, etc. Meetings are held only monthly; attendance is mandatory and participation is encouraged. b) Meetings are scheduled by management or H&S, employees are polled for topics and issues, volunteers present relevant topics to fellow employees and are recognized for their efforts. oolbox discussions are called periodically. c) Meetings are determined by employee teams based on issues and need. hey can be led by anyone; tool box discussions can be called by anyone at anytime. Positive recognition for volunteers remains important. d) Meetings are not regularly held. September 2006 he Bradley Curve - A ew H&S Culture Model 25

26 H&S Culture Survey xample Questions Job Audits and nspections (Hazard Recognition) a) Management schedules, selects participants and leads the inspection/audit which focuses on conditions. Management owns corrective actions. raining is provided to better identify hazards and non-compliance. b) Management schedules inspection/audit but there is extensive worker participation which focuses more on behaviors. Corrective actions can be assigned to workers or H&S committees. mployees are expected to inspect their own work areas and the results are often used as a metric. c) mployee team determines schedule and rotates assignments among members. he team invites management to participate but they own the results and corrective action tracking. d) Audits and inspections are not regularly performed. September 2006 he Bradley Curve - A ew H&S Culture Model 26

27 H&S Culture Survey Scoring the Results: 10 Questions his Page is Valid for a 10 Question Version of the Survey Convert ach Question Answer to ts Point Value A = 1 Point B = 5 Points C = 10 Points D = 0 Points Add Up the Points Points < State Reactive Dependent Dependent moving toward ndependent ndependent ndependent moving toward nterdependent nterdependent September 2006 he Bradley Curve - A ew H&S Culture Model 27

28 H&S Culture Survey Scoring the Results: 17 Questions his Page is Valid for a 17 Question Version of the Survey Convert ach Question Answer to ts Point Value A = 1 Point B = 5 Points C = 10 Points D = 0 Points Add Up the Points Points < >140 State Reactive Dependent Dependent moving toward ndependent ndependent ndependent moving toward nterdependent nterdependent September 2006 he Bradley Curve - A ew H&S Culture Model 28

29 Action Planning to Change H&S Culture State Culture Survey Analysis xamine Both Overall Result and ndividual Question Results Helps dentify Specific Areas for argeted mprovement f Distinct mployee Group Data is Available, xamine Differences Between Groups he Largest Gaps (Differences in the Ratings) are the Most nteresting Areas Action Planning dentify the op Areas for Culture mprovement Areas where Culture State is Lowest (Dependent) Areas where Culture State can be mproved Quickly with Lower ffort Areas where fforts ntegrate well with other nitiatives Areas where Culture State is in Seen Differently by Management and Workforce (Gaps in Ratings) September 2006 he Bradley Curve - A ew H&S Culture Model 29

30 Action Planning to Change H&S Culture State Action Planning dentify the Goal for the Affected Area xample Move Culture State from Dependent to nterdependent in hree Years dentify the Major Action Steps Required for Success stimate How ach Step Will Affect Culture State Change xample ransfer Facilitation of Safety Meetings from Supervision to Workforce eam Members Assign iming and Responsibility to ach Action Step September 2006 he Bradley Curve - A ew H&S Culture Model 30

31 Action Planning to Change H&S Culture State xample Plan Program lement Summary Major Components iming arget Culture State September 2006 he Bradley Curve - A ew H&S Culture Model 31

32 Action Planning to Change H&S Culture State xample Plan Program lement Summary Major Components iming arget Culture State September 2006 he Bradley Curve - A ew H&S Culture Model 32

33 Action Planning to Change H&S Culture State Points to Remember in Action Planning Leave nough ime for Workgroup and eam Members to Assimilate to a Culture State Before Attempting the ext ransition Limit the Action Plan to Four or Five Areas to Concentrate On Define Key Performance ndicators (KPs) for racking of Progress Ahead of ime Get Buy-n from Key Stakeholders September 2006 he Bradley Curve - A ew H&S Culture Model 33

34 Bradley Curve H&S Culture Model A ool in the Drive to Zero! C D R A njuries echnical Controls o Controls o Culture Activity Supervisor Self ime eam Culture mprovement echnical Controls in Place Dependent ndependent nterdependent September 2006 he Bradley Curve - A ew H&S Culture Model 34

35 Questions? hanks! September 2006 he Bradley Curve - A ew H&S Culture Model 35