Click to edit Master title style Click to edit Master title 1 1 ISM Best Practices Workshop September 12, 2006 David Smith Office of Corporate Safety Analysis Voluntary Protection Program-Continuous Improvement Process

Click to edit Master title style Click to edit Master title 2 2 VPP’s Continuous Improvement Process – A Measure of ISMS Effectiveness Measures the effectiveness of DOE’s ISMS requirement at 26 locations each day DOE-VPP used as a measure and to sustain high quality performance for ISM program VPP requirement for annual self-evaluations of entire worksite is a continuous improvement process Improvement process includes involvement of management and labor Improvement Process includes formal reporting and feedback loop

Click to edit Master title style Click to edit Master title 3 3 VPP’s Continuous Improvement Process – A Measure of ISMS Effectiveness (contd.) For continuous improvement, VPP has separate elements, or tenets which also involve: Measurement or assessment Improvement or adjustment Training and feedback Ideally suited to “verify” effectiveness of a site’s ISMS due to: Meeting intent of “feedback and improvement” portion of ISM Any areas where VPP performance is weak, ISMS performance is also losing effectiveness

Click to edit Master title style Click to edit Master title 4 4 VPP Structure and Strengths Designed as a quality-measuring program to be self sustaining Certification of quality is achieved through a defined, criteria based, and physical onsite audit Based on a culture that continues to operate as a peer- ownership discipline Requires sustaining qualifications and competence Exercised by broad participation – visible management commitment and aggressive employee ownership

Click to edit Master title style Click to edit Master title 5 5 VPP Structure and Strengths (contd.) Requires formal self-assessment and annual formal performance report Requires three-year re-certifications by onsite audit Builds strong partnerships between DOE HQ and field staff Open to external participation and scrutiny (OSHA, DoD, etc.)

Click to edit Master title style Click to edit Master title 6 6 Key VPP Effectiveness Measures Manner in which ambiguous safety situations are addressed (near misses, new hazards, new equipment, etc.) Manner in which the safety of new employees, unqualified employees, subcontractors, and other ambiguous people issues are handled The comprehensiveness and continuity of training and qualification – the closed loop from actual work/hazard requirements, near misses, lessons learned, accidents, etc., to adjustments in training programs and communications systems

Click to edit Master title style Click to edit Master title 7 7 Key VPP Effectiveness Measures (contd.) Engineering walk-down effectiveness – how often, how comprehensive, tracking and follow-up, etc. Routine space inspections effectiveness – frequency, participation, issues management, follow-up, impact, adjustment and refocus Landlord interfaces – safety coordination issues Safety issues management – communication, feedback, and grievances

Click to edit Master title style Click to edit Master title 8 8 VPP Measurement Tools Hanford: Automated Job Hazard Analysis Program Union Safety Representative General Employee Training VPP Survey Idaho: DO It (Define, Observe, Intervene and Test) Safety Observations Achieve Results (SOAR) process Savannah River: Safe-T Construction Safety Program

Click to edit Master title style Click to edit Master title 9 9 Key Points for Measurement Effectiveness Need for constant and consistent measurement of safety and health performance Application of the measures Who utilizes the measures How will the measures be utilized

Click to edit Master title style Click to edit Master title 10 Key Points for Measurement Effectiveness (contd.) Direct measures within individual tasks should be used by first-line supervisors and their immediate managers Proper use of these direct measures prevents “over management” of every task at worksite No business or operation can be effective with micromanagement of every task Senior managers must never assume first-line management’s responsibility as it defeats responsibility and weakens accountability

Click to edit Master title style Click to edit Master title 11 Key Points for All Safety and Health Effectiveness Measurement (contd.) Senior management should confine themselves to managing the “big picture” for the “long-term” result “Over management” damages an employee involvement and empowerment – it kills a “safety culture” A damaged “safety culture,” results in a loss of employee involvement which leads to risky behavior Misuse and micromanagement of performance measures will result in everyone misusing the measures

Click to edit Master title style Click to edit Master title 12 Conclusion To be effective, performance in safety and health must be measured by acceptable standards to ensure performance at the highest possible level To achieve that level, ensure that measures are utilized in the most effective manner, ensuring accountability Empower the workforce to plan, execute and measure their safety and health programs Empowerment brings cultural change Properly planned and executed, safety always contributes to productivity