Colonel Art Kaminski

1
Perspectives on Management Systems
Colonel Art Kaminski Assistant for Safety, Health
Fire Office of the Deputy Under Secretary of
Defense (Installations Environment) September
20, 2005
2
Presidents Management Agenda

• Improved Financial Performance
• Budget Performance Integration
• Competitive Sourcing
• Expanded Electronic Government
• Strategic Management of Human Capital

3
SOH Imperative to Support the Presidents
Management Agenda

• Preserve Human Capital
• Reduce Liability
• Improve Efficiency / Effectiveness
• Comply
• Continuous Improvement
• Presidents SHARE program
• Risk Management

4
SOH Focus

• Eliminate Injury Illness / Eliminate mishaps

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Dissecting a Mishap
?
6
Dissecting a Mishap(Potential Mission Impact)
?
7
Dissecting a Mishap
?
8
Dissecting a Mishap
?
9
Dissecting a Mishap
Investigate
?
10
Dissecting a Mishap
Investigate
?
Consequence Management
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Dissecting a Mishap
Investigate
?
Compliance
Consequence Management
12
Dissecting a Mishap
Investigate
?
DoDI 6055.7
Compliance
Consequence Management
13
Dissecting a Mishap
Investigate
?
DoDI 6055.7
Compliance
Consequence Management
14
Dissecting a Mishap
Investigate
Evaluate
?
DoDI 6055.7
Compliance
Consequence Management
15
Dissecting a Mishap
Investigate
Evaluate
?
DoDI 6055.7
Compliance
Consequence Management
Improvement
16
Dissecting a Mishap
Investigate
Evaluate
?
DoDI 6055.7
Compliance
Asset Management
Consequence Management
Improvement
17
Dissecting a Mishap
Investigate
Evaluate
?
DoDI 6055.7
DoDD 4715.1E
Compliance
Asset Management
Consequence Management
Improvement
18
Dissecting a Mishap
Investigate
Evaluate
?
DoDI 6055.7
DoDD 4715.1E
Compliance
Asset Management
Consequence Management
Improvement
19
Dissecting a Mishap
As Is ?
Investigate
Evaluate
?
DoDI 6055.7
DoDD 4715.1E
Compliance
Asset Management
Consequence Management
Improvement
To Be ?
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Achieving Balance - Continual Improvement
DO
PLAN
CHECK
ACT
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Management System
DO
PLAN
Mission
CHECK
ACT
A set of interrelated elements that establish
and/or support (SHE) policy and objectives, and
mechanisms to achieve those objectives in order
to continually improve performance.
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SOH Management System Models

• ANSI Z.10
• OHSAS 18000
• ISO 14000 like
• VPP
• Challenge Program

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Point of Emphasis

• A management system
• is not a computer system

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Management System Expanded View
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Point of Emphasis

• A management system
• is not a computer system

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Management Systems

• DoD Policy (DoDD 4715.1E)
• SOH Integration (a gear not a speed bump)
• With Mission
• Within SOH ESOH
• A path to level 4
• The right thing to do

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Point of Emphasis

• A management system
• is not a computer system

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Implementation Milestones/Metrics

• Expect sign-out Nov-Dec 2005
• Current DRAFT
• ID appropriate installations (denominator)
• Policy Statement ( of Appropriate
  Installations)
• Self Assessment ( of Appropriate Installations)
• Written Plan Self ( of Appropriate
  Installations)
• Training ( )
• Management Review ( of Appropriate
  Installations)
• OR
• ID appropriate installations (denominator)
• Enrolled in Challenge Program
• Progress in Challenge stages

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ESOH Management SystemsBuilding a Foundation
for Excellence
Fatality
LWDC
Consequence Programs exist in organizations with
reactive SOH cultures
OSHA Recordable
First Aid Case
Near Miss
Property Damage
Cause Programs exist in organizations with
maturing SOH cultures yet fail to fully manage
Human Behavior Management, Supervisors Employees
Management System Continuous Improvement Process
Control Programs exist in organizations that have
embraced SOH as a key contributor to corporate
success
Values Basis by which all members of the
organization judge the intent and outcome of SOH

• Nothing we do is worth getting hurt
• SOH is a managed process
• Every injury/illness could and should have been
  prevented
• SOH is a shared responsibility

? 2002 National Safety Council
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Perspectives on Management Systems
Colonel Art Kaminski Assistant for Safety, Health
Fire Office of the Deputy Under Secretary of
Defense (Installations Environment) September
20, 2005