Presentation is loading. Please wait.

Presentation is loading. Please wait.

BOTTOM-LINE RI K MANAGEMENT Transforming your safety program into a successful profit center $

Similar presentations


Presentation on theme: "BOTTOM-LINE RI K MANAGEMENT Transforming your safety program into a successful profit center $"— Presentation transcript:

1 BOTTOM-LINE RI K MANAGEMENT Transforming your safety program into a successful profit center $

2 © OSTN Bottom Line Risk Management 2 For Training Purposes Only

3 © OSTN Bottom Line Risk Management 3 For Training Purposes Only Welcome Most managers make workplace decisions to enhance profitability through greater productivity, efficiency, and quality. In many instances they are slow to commit resources to suggestions for corrective action unless they include quantifiable data, useful information that they understand: Information that quantifies the benefits and proves cost effectiveness Mark Hansen said it well, “The CEO’s and comptroller’s eyes glass over when talk turns to incident rates and experience modification rates for the same reason that a safety manger’s eyes glass over when talk turns to return on investment and equivalent uniform annual cost. The terms are not part of the same language. Therefore, to be understood the safety manager must speak a language that upper management understands - dollars and cents.” This workshop will help you speak the language of top management by introducing various engineering economy principles such as present worth, depreciation, rate of return, replacement, retirement and cost-benefit analysis. Goals Through your participation in guided discussion in Part One you’ll gain a better understanding of: The direct, indirect and unknown costs associated with workplace accidents The benefits of paying for safety proactively The tools and techniques to measure those costs and benefits In Part two, by participating in a case study exercise you’ll learn how to: Estimate direct and indirect costs of an accident Determine the potential risk: probability and severity of an accident Complete a cost/benefit analysis including return on investment, business volume and units required to cover costs, payback period, and costing-back. © 2000-2006 OSTN. All rights reserved. This material, or any other material used to inform employers of compliance requirements of OSHA standards through simplification of the regulations should not be considered a substitute for any provisions of the Occupational Safety and Health Act of 1970 or for any standards issued by OSHA. The information in this publication is intended for training purposes only.

4 © OSTN Bottom Line Risk Management 4 For Training Purposes Only Why does your employer “do” safety? Knowing what motivates lets you target and appeal to needs. Form Groups Introductions Elect a group leader__________________________ Select a spokesperson __________________________ Members__________________________ The Social Imperative Save lives Do whatever it takes What’s the message? What management needs do you appeal to. The Social Imperative Save lives Do whatever it takes What’s the message? What management needs do you appeal to. The Fiscal Imperative Saves the company money Do what we have to to save money What’s the message? What management needs do you appeal to. The Fiscal Imperative Saves the company money Do what we have to to save money What’s the message? What management needs do you appeal to. The Legal Imperative Stay out of trouble Do only what we have to What’s the message? What management needs do you appeal to. The Legal Imperative Stay out of trouble Do only what we have to What’s the message? What management needs do you appeal to. People do not care how much you know until they know how much you care. Least effective strategy Most effective strategy

5 © OSTN Bottom Line Risk Management 5 For Training Purposes Only XYZ Contractors MOD Rate = 1.02 Classification Description Code Base RatePayrollAdjusted Rate Premium Concrete - Floor/Driveway5221.1261 $450,000.1512 $68,040 Carpentry - Multiple Family Dwel.5651.3970$1,996,000.4764$950,090 $2,446,000 $1,018,130 Workers Compensation Basics How are rates determined? Manual Rating - Also called the “Pure Premium Rate,” this rate is applied to all industries of the same type or standard industrial classification (SIC). Expressed as: Dollars per $100 dollars of payroll Example: $3.15 per $100 dollars of payroll. Experience Rating - used to vary the company’s own rates, depending on its experience by comparing actual losses with expected losses. XYZ Contractors MOD Rate =.8 Classification Description Code Base RatePayrollAdjusted Rate Premium Concrete - Floor/Driveway5221.1261 $450,000.10088 $45,405 Carpentry - Multiple Family Dwel.5651.3970$1,996,000.31760$633,929 $2,446,000$679,334 Savings = $338,796 = 33% 3.75 3.50 3.00 2.75 2.50 2.00 1.75 1.50 Manual Rate MOD Rate 1.30 1.20 1.10 1.00.90.80.75.60 Below Average Accident Rate Average Accident Rate Above Average Accident Rate

6 © OSTN Bottom Line Risk Management 6 For Training Purposes Only Company background XYZ Manufacturing has been in business for about 15 years building components for and assembling high-end quality constant temperature humidifiers for sale to research and medical laboratories. It produces and ships approximately 20 humidifiers daily which represents an average of $120,000 in sales. Annual business volume is $24 million The company employs 173 personnel with the following breakdown by position and hourly wages. - 15 management ($35) - 6 warehouse workers ($17) - 20 fabricators ($21) - 3 maintenance workers ($25) - 122 production workers ($18) - 7 administrative/accounting employees ($15) Annual Costs. Payroll $4.7 million; Benefits $2.3 million; Capital investment and facilities $2.2 million; materials/supplies $3.7 million; other $2.7 million. Net annual profit $1.2 million (5%) The Experience Modification Rate (MOD) is 1.05 and its SIC code is 3539. Premium rates are $3.15 per $100 payroll. Annual workers compensation premium: XYZ’s standard plan premium would be approximately $155,000/year. However they have elected to participate in the Retrospective Rating Plan with the hope of saving substantial costs. Under this plan they pay only $43,000 (28%) at the beginning of the year. They will also pay all claim costs (medical, lost time, partial permanent disability) plus 20% for actual losses accrued during the year. Safety Costs at XYZ INC. In this case study exercise each group will analyze a scenario and use several financial tools and techniques to determine hazard(s) and their associated costs to the company, and develop, prioritize and justify corrective actions based on cost/benefit factors. Instructions 1. Become familiar with XYZ, Inc. background information and your group’s assigned scenario. 2. Complete each assignment and stop for class discussion before starting the next assignment. XYZ Inc.

7 © OSTN Bottom Line Risk Management 7 For Training Purposes Only Scenario #1: Worried in the warehouse Bob Smith, a forklift driver in the shipping department reported to you that early this morning he was loading 24 temperature control units on to a pallet in the upper storage area of the warehouse when he leaned up against the guardrail and almost fell to the floor 12 feet below. The guardrail was of homemade 2x4 construction and been in a weakened condition for about three months. Due to a lack of space in the warehouse, the platform is the only area currently available for storing control units. Bob, along with three other warehouse workers must work in the upper storage area loading/unloading parts approximately once a week. Scenario #2: Anxiety in Accounting Jill Jones, one of XYZ’s managers and only accountant, reported that she was carrying a box containing monthly checks and financial reports down the stairs from her office to the admin department when she just about tripped over a stack of books that had been placed on one of the uppermost steps. Luckily, she was able to grab a hold of the banister to stop the fall. Several co-workers have expressed concern about people placing items on the stairs in the past to their safety committee representative, but nothing has been done yet about the problem. Scenario #3: Help in the Hole Woody Badger, a new maintenance man informed you, the safety committee representative, that his last employer had an underground confined space similar to one at XYZ uses to store mixed waste chemicals. He reported that he had been directed to clean out the tank once the waste chemicals had been emptied by a disposal contractor. He wanted to know where the confined space permit was, and who was going to be the attendant. The maintenance supervisor informs you that he did not realize special procedures or test equipment was required, and since they’ve never had them before...why now, all of a sudden?

8 © OSTN Bottom Line Risk Management 8 For Training Purposes Only Scenario #4: Faint in fabrication Fox Scully, a custodian in the manufacturing facility reported feeling dizzy while working with Chemical-X, a highly toxic chemical when in concentrate. Fox dilutes the chemical concentrate, which is stored in five-gallon containers, daily with water in a 55-gallon drum near the location where it is used in the fabrication area. He is unfamiliar with this new chemical and as he was mixing it he suddenly became quite dizzy and nearly fell over and spilled the container of concentrate. The 23-person fabrication department is responsible for forming and assembling covers and doors for all humidifiers. Scenario #5: Pain in Production Billy Goetz, one of three production workers who work in production wiring and assembling circuit boards, is concerned about pain she is experiencing in both wrists. She has noticed more frequent and severe pain in her wrists. Within 20 minutes after beginning her normal task, the pain becomes noticeable. By the end of the morning she has to take frequent breaks due to the severity of the pain. She notified her supervisor on two separate occasions (three months and one month ago), but has not yet received any guidance. Your employer has assigned the safety committee to come up with recommendations with justification. Scenario #6: Feeling “Funny” in Framing Phyllis O’Delphia, a worker in the framing section of the fabrication department just found out she is 3 weeks pregnant and is worried about the chemicals she uses to clean and coat the metal humidifier frames. She has, on occasion felt light- headed and had to leave work, and once she got a nasty rash on her right arm (unreported). She states that she’s not really worried about it, but doesn’t really know anything about the chemicals, and just wants to make sure. Through questioning her supervisor you learn she is using Chemical-X, a solvent which is toxic to the liver, and Chemical-Y, a lacquer coating which can cause eye damage.

9 © OSTN Bottom Line Risk Management 9 For Training Purposes Only Hazardous Conditions Damage to ___ equipment ___ machinery ___ tools ____ materials Moving parts: ___ rotating ___ cutting ___ reciprocating ___ transverse ___ pinching ___ punching ___ shearing___ bending Chemicals___ toxic___ flammable___ explosive Atmospheres___ toxic___ flammable ___ explosive ___ oxygen deficient Electrical ___ cords___ grounding___ exposed circuits ___ other _____________ Temperature ___ cold___ hot___ variation___ other _____________ Lighting___ too little___ too much___ glare___ other _____________ Noise___ nuisance___ excessive ___ continuous___ intermittent Location___ at elevation___ confined space ___ vehicle___ water Design___ workstation___ equipment___ machinery___ materials ___ guards Other: _______________________________________________________________________________________ Exposure/Work Practices Number of employees exposed (may contact) hazards ____________ Frequency of exposure _____ continual ____/min ____/hr ____/shift _____/week _____/month _____/year Duration of exposure _____ continual _____ mins ______ hrs _____ days _____ weeks Work under stress _____ mental _____ physical Describe _____________________________________________ Nature of work: ___ piecework ___ prolonged standing/sitting ___ posture extremes ___ at elevation ___ confined space ___ other: Describe______________________________________________ Root Causes - Missing or Inadequate processes Accountability ___ Non-existent___ Inconsistent___ Consistent Training ___ Little - None___ General___ Comprehensive Supervision___ Little- none___ Occasional___ Continual Related Policies___ Not addressed___ Informal___ Formal Rules___ None___ Informal___ Formal Other: _________________________________________________________________________________________ Most probable outcome Accident type_________________________________________________________________________ Nature of Injury/Illness _________________________________________________________________________ Assignment One: Determine the nature of the Hazard

10 © OSTN Bottom Line Risk Management 10 For Training Purposes Only Determine Direct Costs - Budgeted Losses Additional workers compensation premium. (medical $ _________ + time loss $___________ + permanent partial disability $__________) x 1.2 Determine Indirect Costs - Unbudgeted Losses Damage to equipment, machinery, materials, facility etc. Total $ _________ Production downtime.Downtime ____ hrs. x Cost/hr $ ________ Total $ _________ (Due to emergency actions, damage, etc) Losses or costs from other sourcesTotal $ ________ (Fire, explosion, chemical, emergency response, disposal, weather, etc.) Loss of product/services (Spoilage, defects, damage etc.) Total $ _________ Demurrage.(Delays in shipment, filling orders). Total $ _________ Additional overtime # Empl’s ____ x Avg. OT wages $ ________ x # Hrs. ______ = Total $ _________ Supervisor lost time resulting from accident (inspections, accident investigation, meetings, admin, reports, etc.) Salary $ ________ x # Hrs. $ _______ = Total $ _________ Other managers’ lost time resulting from accident. (Inspections, meetings, admin, reports, etc.) # Mgrs. ____ x Avg Salary $ ________x # hrs. ______ = Total $ _________ Assignment Two: Determine the costs 1. Estimate (believable - best guess) direct and indirect costs for the resulting injury/illness if corrective actions are not taken. 2. Briefly list what factors you considered in arriving at your estimate in each area. Total Estimated Direct Accident Costs $ _______________ What are the total estimated direct costs?

11 © OSTN Bottom Line Risk Management 11 For Training Purposes Only Employees assisting with accident. (first aid, accident inv., clean-up, repairs) # Empls ____ x Avg. Wage $ ______ x # hrs. _____ = Total $ _________ Hiring and training replacement workersTotal $ _________ Wages of replacement workers# Empls. ______ x Avg. Wage $ ________ x # Hrs. ______ = Total $ _________ Other non-productive time incurred by victim(s) # Hrs. _____ x Avg. Wage $ ________ = Total $ _________ (Medical follow-up appointments etc.) Potential OR-OSHA penaltiesTotal $ _________ (Reference penalty schedule in appendix) Attorney fees# Hrs ____ x $200.00/hrTotal $ _________ Other ____________________________________________________________Total $ ________ What is the ratio between direct and indirect costs in your scenario? Indirect Costs = Direct Costs ____________ to 1 Direct Costs$ ________ + Indirect Costs $ __________ = $_________ Total Estimated Indirect Accident Costs: $ ________________ What are the total direct and indirect accident costs? What are the total estimated indirect costs?

12 © OSTN Bottom Line Risk Management 12 For Training Purposes Only Risk = Exposure x Probability X Consequences Exposure How frequently is an employee placed in the physical or environmental danger zone. (Multiply your rating by the number of employees exposed) The hazard-event occurs:Rating Continuously (or many times daily) 100 Frequently (approximately once daily) 50 Occasionally (from once per week to once per month) 10 Usually (from once per month to once per year) 5 Rarely (it has been known to occur) 2 Very rarely (not known of have occurred, but remotely possible) 1 Exposure How frequently is an employee placed in the physical or environmental danger zone. (Multiply your rating by the number of employees exposed) The hazard-event occurs:Rating Continuously (or many times daily) 100 Frequently (approximately once daily) 50 Occasionally (from once per week to once per month) 10 Usually (from once per month to once per year) 5 Rarely (it has been known to occur) 2 Very rarely (not known of have occurred, but remotely possible) 1 Assignment Three: Prioritize Hazards Probability The likelihood of injury or illness. Rating Is the most likely and expected result if employee enters danger zone. 100 Is quite possible, would not be unusual, has an even 50/50 chance. 10 Would be unusual sequence or coincidence 5 Would be remotely possible coincidence. It has been known to have happened 3 Extremely remote but conceivably possible. Has never happened after many years of exposure. 2 Practically impossible sequence or coincidence. A “one in a million” possibility. Has never happened in spite of exposure over many years. 1 Probability The likelihood of injury or illness. Rating Is the most likely and expected result if employee enters danger zone. 100 Is quite possible, would not be unusual, has an even 50/50 chance. 10 Would be unusual sequence or coincidence 5 Would be remotely possible coincidence. It has been known to have happened 3 Extremely remote but conceivably possible. Has never happened after many years of exposure. 2 Practically impossible sequence or coincidence. A “one in a million” possibility. Has never happened in spite of exposure over many years. 1 Number of employees exposed ______ x rating ______ = score _________

13 © OSTN Bottom Line Risk Management 13 For Training Purposes Only Risk Score = E _______ x P _______ x C _______ = ________ Risk Scores for scenarios Scenario #1 = __________________ Scenario #2 = __________________ Scenario #3 = __________________ Scenario #4 = __________________ Scenario #5 = __________________ Scenario #6 = __________________ Using the information from the three charts above and the risk score equation, determine the risk associated with your scenario. Consequences The most likely result - degree of Severity of ConsequencesRating Major Catastrophe: Numerous fatalities; extensive damage (over $1M); major disruption 1000 Several fatalities; damage $500K to $1M 600 Fatality; damage $100K to $500K 200 Extremely serious injury; (amputation, permanent disability); damage $1,000 to $100,000 40 Disabling injuries; damage up to $1,000 20 Minor cuts, bruises, bumps; minor damage 1 Consequences The most likely result - degree of Severity of ConsequencesRating Major Catastrophe: Numerous fatalities; extensive damage (over $1M); major disruption 1000 Several fatalities; damage $500K to $1M 600 Fatality; damage $100K to $500K 200 Extremely serious injury; (amputation, permanent disability); damage $1,000 to $100,000 40 Disabling injuries; damage up to $1,000 20 Minor cuts, bruises, bumps; minor damage 1

14 © OSTN Bottom Line Risk Management 14 For Training Purposes Only Engineering controls - redesign, replace, enclose... Immediate corrective actions. Accomplished by designing or replacing materials, chemicals, machinery, equipment, tools, or workstation. Describe corrective actions below: Option 1: ______________________________________________________________ ________________________________________________________________________ Estimated Costs: Down Time _________ Materials _________ Labor __________ Option 2 : ______________________________________________________________ ________________________________________________________________________ Estimated Costs: Down Time _________ Materials _________ Labor __________ Long-term corrective actions. Address root causes that have contributed to hazardous conditions. Accomplished by developing or improving procedures and policies for design, replacement, and purchasing. Option 1: ______________________________________________________________ ________________________________________________________________________ Estimated Costs: Down Time _________ Materials _________ Labor __________ Option 2 : ______________________________________________________________ ________________________________________________________________________ Estimated Costs: Down Time _________ Materials _________ Labor __________ Assignment Four: Develop corrective actions

15 © OSTN Bottom Line Risk Management 15 For Training Purposes Only Management controls - revise procedures, schedules... Immediate corrective actions. Accomplished by developing safe individual work practices, procedures, and schedules. Includes the use of personal protective equipment (PPE). Option 1: ______________________________________________________________ ________________________________________________________________________ Estimated Costs: Down Time _________ Materials _________ Labor __________ Option 2 : ______________________________________________________________ ________________________________________________________________________ Estimated Costs: Down Time _________ Materials _________ Labor __________ Long-term corrective actions. Address root causes. Accomplished by addressing related operating related programs, plans, directives, policies and rules that allow unsafe work practices. Option 1: ______________________________________________________________ ________________________________________________________________________ Estimated Costs: Down Time _________ Materials _________ Labor __________ Option 2 : ______________________________________________________________ ________________________________________________________________________ Estimated Costs: Down Time _________ Materials _________ Labor __________ Total Investment$__________________________ What is the total investment?

16 © OSTN Bottom Line Risk Management 16 For Training Purposes Only Business Volume = $ ___________ = $ __________.05* ROI = $ ___________ X 100 = __________ % $ ___________ What’s XYZ’s return on our investment going to be? Return on Investment Percent ROI = Total Estimated Direct/Indirect Accident Costs Total Investment Business volume required to cover cost Volume = Total Estimated Direct/Indirect Accident Costs Profit Margin Assignment Five: Determine the costs and benefits How much product or service will XYZ have to sell to pay for the accident costs? *XYZ’s profit margin is 5% or.05

17 © OSTN Bottom Line Risk Management 17 For Training Purposes Only Payback Period = $ __________ = _______ Years $ __________ How many humidifiers will XYZ have to manufacture to pay for the accident costs? Units required to cover costs Units Required = Business Volume Unit Selling Price Units Required = $ ____________ = _____________ $____________ How long will it take to get our money back from the investment? Payback Period Payback Period = Total Investment Total Estimated Accident Costs (x 12) (x 52) (x 365) = _______ Months = _______ Weeks = _______ Days

18 © OSTN Bottom Line Risk Management 18 For Training Purposes Only Assignment Six: Determine adjusted profit margin What will be the impact on XYZ’s profit margin if management does not take action on these hazards? Total estimated accident costs for all scenarios Scenario #1 = $ __________________ Scenario #2 = $ __________________ Scenario #3 = $ __________________ Scenario #4 = $ __________________ Scenario #5 = $ __________________ Scenario #6 = $ __________________ Total $ __________________ Annual net profit $ 1,200,000 Total accident costs - $ __________________ Adjusted net profit = $ __________________ Adjusted net profit margin Adjusted Net Profit (ANP) Annual Business Volume (ABV) $ ___________________ =.0____ $24,000,000 = ________ %


Download ppt "BOTTOM-LINE RI K MANAGEMENT Transforming your safety program into a successful profit center $"

Similar presentations


Ads by Google