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THSAO Fleet Safety Council Educational Conference, 2009

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Title: THSAO Fleet Safety Council Educational Conference, 2009


1
THSAO Fleet Safety Council Educational
Conference, 2009
  • Session 1
  • Policies, Practices, and Procedures
  • Rick Gladman CRM CDS (CIP)
  • Safety Services Representative
  • Old Republic Insurance Co of Canada

2
What We have Always Thought
  • Safety has traditionally relied on the three
    Es
  • -Engineering
  • -Education
  • -Enforcement

3
Our Current Strategy
  • Focuses solely on training the driver
  • Does nothing to fix the problem
  • Wastes our resources

4
Our Current Strategy
  • We need a driver training component just let
    us realize it is not a magic bullet
  • If we truly believe that management is the only
    way to achieve lasting safety performance, why
    do we continue to throw driver training at the
    wall, hoping it will give us different results

5
Our Current Strategy
  • We continue to use trailing indicators to tell us
    if we are doing the right things

6
But The Problems With Trailing Indicators
  • Luck
  • Can be manipulated
  • Lack of precision
  • Limited impact on employees
  • Provides no insight on efforts
  • They measure our failures

7
(No Transcript)
8
Impact Of Losses
  • Loss Loss
  • 1- Operating Ratio
  • Operating Ratio 100 10,000 20,000
    100,000
  • 96 2,500 250,000 500,000 2,500,000
  • 95 2,000 200,000 400,000 1,000,000
  • 94 1,667 166,667 333,334 1,666,667
  • 90 1,000 100,000 200,000 1,000,000

9
Impact Of Losses
  • Sooooo…
  • Say Operating Profit is 5
  • AND
  • A loss of 20,000 occurred
  • It will take 400,000 of NEW
  • revenue to recover the 20,000
  • loss

10
Impact Of Losses
  • Or….. Put another way
  • 5 profit ratio, same 20,000 loss and say a
    truck generates 100,000 of revenue a year
  • It would take the truck 4 YEARS to become
    profitable!!!!

11
Impact Of Losses
  • Or…yet another perspective
  • Same 5 profit ratio, same 20,000 loss and with
    a driver earning say 50,000 in wages and
    benefits, then
  • It would take that driver 8 YEARS to
  • make a profit

12
What Carriers Say Are Important to Safety
Performance
  • Executive commitment 90
  • Driver Hiring 80
  • Driver Retention 73
  • Integration of Safety 65
  • Safety Meetings 60
  • Incident Review 55
  • InHouse Training/Orient 50
  • Safety Bonus/Awards 35

13
Transportation Research Board
  • Management drives the ship
  • The decisions you make directly impact your
    ability to make a profit
  • The decisions you DONT make directly
  • impact your ability to make a profit

14
  • The guiding principle of business economics …is
    not the maximization of profits, it is the
    avoidance of loss

  • Peter Drucker

15
Transportation Research Board
  • Culture and safety have a clear connection
  • Safety culture is best defined and indexed by an
    organizations norms, attitudes, values, and
    beliefs regarding safety
  • Driver experience enhances a safety culture
  • Driver retention problems have the
  • potential for degrading a safety
  • culture

16
  • Policies, procedures, employee safety
  • responsibilities and safety messages
  • must be clear and simple
  • Hiring practices, safety training and education,
    company orientation, and safety management are
    all key components of a safety culture
  • Measuring safety performance of drivers and the
    organization as a whole are key
  • components of a safety culture

17
National Safety Council Effective Safety
Approaches
  • Activity Rank
  • Sending material to employees homes 69
  • Instructing supervisors in first aid
    70
  • Investigating all accidents
    71
  • Reporting safety performance to stock
  • holders annually 72
  • Keeping employee safety records 73

18
National Safety Council
  • Activity Rank
  • Using poster to promote safety 74
  • Setting up employee safety committees 75
  • Offering incentives for good safety
  • records by department
    76
  • Offering prizes to individual employees
  • through safety contests
    77
  • Enforcing safety regulations
    78

19
National Safety Council
  • Activity Rank
  • Advising management in the
  • the formulation of safety policy 10
  • Top mgmt publishing a policy expressing
  • their attitude regarding safety 9
  • Including safety in supervisory training 8
  • Top mgmt assigning someone to
  • co-ordinate safety on full/part time 7
  • Top mgmt setting example by behaviour
  • in accordance with regulations 6

20
National Safety Council
  • Activity Rank
  • Making safety a part of every
  • employees orientation 5
  • Training new or transferred employees
  • in safe job procedures 4
  • Middle management setting an example by
  • behaviour in accord with safety
    3
  • requirements
  • Line management setting an example by
  • safe behaviour
    2
  • Enforcing safe job procedures 1

21
Myths Of Safety
  • Safety is zero accidents(?) and injuries
  • Correcting unsafe conditions will eliminate
    injuries
  • Rules, policies, and procedures keep people from
    being hurt
  • 100 compliance 100 safe
  • Audits reliably indicate how safe jobs are

22
Safety Myths, contd
  • Declining injury/accident(?) rates mean
    improvement
  • Stopping unsafe acts causes safe acts too occur
    more frequently
  • Discipline increases safe behaviour
  • Trained properly, people will work safely
  • Safety incentive programs reinforce safe
    behaviours

23
What Is Safety
  • The quality or condition of being safe freedom
    from danger, injury or damage security
  • The condition of being safe from undergoing or
    causing hurt, injury or loss

24
The Premise
  • Drivers drive to the scene of a collision
  • We hire our drivers
  • Executive management drives the management
    systems of an organization

25
The Premise contd
  • Management has a direct influence on the number,
    type, and severity of the losses experienced by
    that organization, through their manipulation of
    the various systems within that organization.

26
What Does A Culture Of Safety Look Like?
  • Leaders must focus on specific behaviours to
    strengthen the culture
  • Leaders need both Want-to as well
    as Know-how to establish excellence in the
    safety culture
  • Leaders must influence the right people to
    take the right actions

27
What Does It Look Like?
  • The concept of safety culture must be defined to
    be of value
  • Safety culture must be part of the larger
    organization
  • Safety culture can be measured
  • Leadership must share a vision for establishing
    safety excellence

28
Building a Vision and Culture
  • Companies with vision-led cultures significantly
    out performed companies without a vision.

29
Influencing Culture
  • Develop an intolerance of poor performance
  • No one dies on my watch
  • Define what agood driver really means
  • Executive Sales
  • Operations Maintenance
  • Drivers Safety

30
Influencing Culture
  • How do you do it?
  • Realize that government has not, cannot, will
    not solve the issue of safety performance. It
    can only assign accountability.
  • Event statistics are usually a poor measure of
    safety effectiveness.
  • Upstream as well as downstream measures are
    necessary to validate system effectiveness.
  • (behaviour sampling) as well as help
  • determine process breakdown.

31
Influencing Culture
  • What gets reviewed (First step in developing
    policies and procedures)
  • Operational processes
  • Procedures following a loss
  • Review by management team/safety committee
  • Record-keeping
  • Actions for prevention
  • Follow-up
  • Communications to fleet

32
Safety Process Elements
  • Active senior leadership involvement
  • Employee involvement recognition
  • Communication systems
  • Timely notification of claims
  • OHSA Process co-ordination
  • Written orientation training plan
  • Written communicated safe work
  • processes

33
Safety Process Elements
  • Written Safety Policy
  • Recordkeeping Data Analysis
  • Written Early and Safe Return to Work program

34
Establishing Leading Indicators
  • Prioritize
  • Determine level of organization to measure
  • Verify controls and ID obstacles
  • Determine simple list of measures
  • Identify means of engagement
  • Develop methods and tools

35
Establishing Leading Indicators
  • Develop delivery strategies
  • Set performance goals
  • Monitor safety progress
  • Adjust and modify for continuous improvement

36
DuPont 10 Principles of Safety
  • All injuries illnesses can be prevented
  • Management is directly responsible for prevention
  • Safety is a condition of employment
  • Training is essential
  • Safety Audits are a must

37
Dupont Top 10 contd
  • All deficiencies must be corrected promptly
  • All unsafe practices, incidents, and injuries
    must be investigated
  • Good afety is good buine
  • People are the most important element
  • Safety off-the-job- is as
  • important as safety on-the-job

38
Role Of Safety Director
  • Create and implement safety policy
  • Member of safety management team
  • Oversee (not do) safety inspection/audit team
  • Design/evaluate revise safety program
  • Develop investigation and record keeping program
  • Continually monitor regulatory requirements
  • Identify/analyze/procedures on workplace hazards

39
  • Work with other departments to ensure safety
    policy and practices are part of SOPs.
  • Work with and train safety and line staff
  • Serve as an advisor on training issues
  • Develop measurement criteria and ensure
    accountability
  • Identify trends
  • Use measurement standards to quantify hidden and
    ignored costs of not operating safely
  • Quantify the ROI for operating safely
  • Advise on equipment standards

40
Policy Manuals
  • Are developed to help staff and management teams
    run the organization
  • Play a strategic role in the organization
  • Developed in light of the mission and objectives
    of the company and become the media to
    communicate to all staff
  • Are a means to protect the legal interests of the
    company
  • Are an expression of the rules governing
  • the employment relationship

41
What Is A Policy
  • A vision is formulated, business processes are
    analyzed, and policy and procedure systems to
    support the vision are born.
  • As policies and procedures are written, approved,
    published, and implemented, the companys vision
    is articulated.
  • Stephen Page

42
Mission Statement vs Policies vs Procedures
  • A mission statement should be a clear statement
    about who your company is trying to serve. It
    demonstrates the values, beliefs and philosophy
    of the organization
  • A policy lays out what management wants staff to
    do
  • A procedure describes how it should be
  • done

43
Policies Are Developed
Strategic Objectives Set
Mission Is written
Procedures To Carry Out Policies
44
How To Start Policy Manual
  • Content creation takes some research involving a
    great deal of information gathering
  • Policies are initially derived from an
    understanding of core business practices
  • Good understanding of how the organization
    functions is necessary
  • Ensure a valid need exists for each policy
  • Policy creation is a form of research
  • Research is an ongoing aspect of keeping
  • policies up to date

45
Policies VS Procedures
  • A policy is a predetermined course of action
    established as a guide toward accepted objectives
    and strategies of the organization
  • Procedures are methods- ways of carrying out a
    policy

46
  • Policy development needs to be co-ordinated with
    procedures and forms management.
  • New policies or revisions to old policies may
    require new procedures log, ISO process
  • New procedures may require new forms.

47
Steps
  • Write, edit, rewrite, edit, rewrite
  • Clarity, conciseness, and coherence
  • Write for your reader
  • 4) Professional writing style
  • 5) Make it look good

48
(No Transcript)
49
Some Suggested Policies and Procedures In the
Trucking Industry
  • Catastrophic response protocol
  • Minor and Major Event policy
  • Monitoring of driver license expiry dates
  • Presence and updating of transportation
    legislation
  • Obtaining Carrier profile (a minimum yearly)
  • Passenger policy
  • Updated first aid training for ?

50
  • Training in weights/dimensions laws
  • Training in Cargo securement
  • Maintenance interval policy and procedure
  • Policy for driver reporting of all violations
  • Policy for designated safety person to have
    authority for hiring/termination
  • Policy for reviewing of driver violations
  • Policy for attendance at safety meetings
  • Statement that policies apply to all staff
    authorized to operate company
  • vehicles

51
  • Policies for the safe operation of the company
    vehicles speed, space management, seat belt,
    drug and alcohol use, defensive driving, load
    security, fuelling, coupling
  • Instruction in the preparation and completion of
    required records (Logs, inspections, BOLs)
  • Compliance with the law
  • Procedures for use of safety equipment
    (triangles, PPEs, fire extinguishers)
  • Driver conduct

52
  • Policy for record retention
  • Copies of policies available and published
  • Who is to maintain records (designated person,
    ie is their one)
  • Policy for maintaining driver files, and the
    required documentation
  • Policy for recording losses and supporting
    documentation
  • Documentation of training records

53
Quality Management Approach to Safety Programs
  • Collect data
  • Identify root causes of problems
  • Develop appropriate solutions
  • Plan and make changes

54
Collecting Data
  • Data can help identify the existence of problems
  • Data analysis can help identify the underlying
    cause of a problem
  • Data can help pin down the most appropriate
    solution
  • Do not assume you know what is really causing a
    problem
  • Various statistical methods are used for
  • analyzing data to make the data useful

55
Process Control Charts
  • Used to determine where policies/procedures need
    to be developed/improved
  • Involves the graphing of each activity/event to
    assist in discovering the root causes
  • All components of an organization are part of a
    system
  • Policies, procedures etc cannot be implemented
    without all components of the system
  • being part of it.

56
Risk Matrix
  • High Low
    Severity High Severity
    (Consequences)

  • High Frequency High Frequency
  • Frequency
  • Low Severity
    High Severity

  • Low Frequency Low Frequency
  • Low

  • Low
    High


  • Severity

57
Developing Policies, Where To Start
  • The Risk Matrix
  • Probability of Occurrence Catastrophic
    Serious Moderate Minor
  • or harm
  • Very Likely
  • Likely
  • Unlikely
  • Remote

58
Sample Control Chart
  • Hours Of Service Violations
  • Upper Limit
  • 10
  • Mean Average
  • 5
  • Lower Limit

59
Importance Of Teamwork
  • People will support what they help to create
  • John Wooden
  • Its amazing what a group of people can
    accomplish when no one cares who gets credit
  • John Wooden

60
The System View
  • Safety Programs cut across departmental
    boundaries
  • Safety programs affect infinite numbers of
    sequential and independent processes

61
Cycle Of Improvement
62
Cycle Of Improvement
  • Plan develop a plan to meet your goals, based
    on ID of root cause
  • Do execute the plan, preferably on a small
    scale or trial basis
  • Check measure and analyze the results
  • Act act on the results new plan, make
    adjustments, implement in full

63
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64
Another Tool Pareto Charts
  • Pareto charts allow you to take a rifle rather
    than a shotgun approach to safety issues
  • Able to see at a glance which areas require the
    most focus
  • Displays causes of problem in order of magnitude
  • The Pareto principle the 80/20 rule
  • Useful to track data on WSIB claims,
  • types of losses, incidents and injuries

65
Drivers Activities Causing WSIB Claims

66
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67
(No Transcript)
68
Data Summary
  • DOT Register Highway type
  • Day Weather
  • Month etc
  • Time Of Day
  • Age Produces charts
  • Type Of Collision graphs useful
  • Speed Limit in identifying root
  • cause

69
The Bottom Line
  • Are you wrecking trucks? Are you hurting people?
  • If so, how do you plan to stop?
  • If not, DO YOU KNOW WHY?
  • How do you get better?
  • What documentation do you maintain?
  • DO YOU STICK TO WHAT YOU SAY
  • YOU DO?

70
  • Enjoy the Rest Of The Conference
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