2. MillerCoors – Trenton, Ohio Culture Change Consultants
Joint Leadership A Union-Management Collaboration to an Improved Safety Culture
Dennis Combs
MillerCoors – Trenton, Ohio
Harvey Liss
Culture Change Consultants

3. Trenton Brewery
leah

4. Who are we?
Brewery began as a High Performing Work Team Greenfield Site in 1991 after being “mothballed” for 10 years Current Headcount 528 : 430 Technicians, 98 Salaried Employees Zero Waste to Landfill status in acres (1.425 million sq. ft under roof) Current capacity at 10.5 million barrels if evenly loaded all year Translates into 9.7million barrels factoring in peak
Leah

5. 63 Brands /572 SKUs 58% cans, 39 % bottles, 3% kegs
275+ Trucks per day
10 States 109 Distributors
Leah 575 SKU’s, 67 brands ship to 10 states 109 distributors

6. Claim to Fame Pioneered the team concept at Miller Coors
Technicians and Teams are largely autonomous in their daily work
Lowest cost producer of the MillerCoors’ major breweries
2nd largest volume producer for MillerCoors
Outstanding Union/Management relationships
Preferred employer in the Cincinnati/Dayton area

7. Trenton Safety Management
Health and Safety Techs UAW Safety Representatives Joint Labor Management Safety Committee Safety Councils Grassroots Teams Safety Program Champions and Teams Wellness Team
Health and Safety Techs
UAW Safety Representatives
Safety Councils
Grassroots Teams
Safety Program Champions and Teams
Wellness Team

9. Union – Management Relationship
Union Details
UAW Local 2308 Region 2B
UAW Health & Safety Department
Provides training opportunities free to UAW Companies
OSHA 30 hour, Ergonomics, Fall Protection, Machine guarding
Union Safety Reps
Jeff

10. Culture Change Journey: 4 Phases
Phase 1: Educate and Enlist Leaders
Phase 2: Assess the Culture
Phase 3: Drive Change from the Grassroots
Phase 4: Generate Culture-Based Projects
Suggested Script:
Say:
The culture change process has four phases.
In Phase I, you enlist and educate leaders. It is essential to get leaders from all levels of the organization to understand the safety culture change process. This helps to create buy-in and ownership. That’s why we are having this day of education.
In Phase II, you assess the baseline culture. It’s important to get an accurate snapshot of the current state of our culture. The Safety Culture Report told us about our strengths, our weaknesses and our areas of opportunity. Armed with this data, we know where we have to focus our energy and attention to improve our safety culture.
In Phase III, you drive change from the grassroots. We needed to have a structure where those who are most at risk have the opportunity to affect change. That’s why we have Grassroots Teams and a Guidance Team.
People will believe things are changing when they see the changes happening. In Phase IV, the Grassroots Teams and Guidance Team were taught the Culture-Based Project Planning Process™ so we could develop projects that tackle the cultural issues surfaced in the Safety Culture Report.
We will be using these four phases to structure our workshop today.

11. Trenton’s Safety Culture Journey
October 2016
NSC Presentation
December 2015
Reassessment
September 2011
Trenton Empowerment Team Formation
Grassroots Teams Improving Culture
May & October 2010
Formation and Training of Grassroots and Guidance Teams
June 2010
Assessment Feedback Day
December 2009 – March 2010
Survey and Focus Groups
November 2009
CCC Kick Off - Enlisting and Education Leaders

12. The Assessment
December 16, participants – electronic survey 78 participants in focus groups
Jeff to talk about assessment moderately positive culture

13. Key Issues Identified Production over Safety
Trust between Management and Employees
Responsiveness to Safety Concerns
My Supervisor puts safety concerns first
Safety discipline is fair and effective
Caring treatment after an accident
Jeff

14. Key Issues Identified 2009 Technician Results
Production over Safety………………………………33% positive
Trust between Management and Employees……21% positive
Responsiveness to Safety Concerns
My Supervisor puts safety concerns first
Safety discipline is fair and effective
Caring treatment after an accident ………………14% positive
Jeff

15. Union – Management Relationship 2009 Technician Results
The union leadership focuses people’s attention on important safety programs and goals…………………………………33% positive Union and Management work through safety issues for a positive outcome…………………………………………….52% positive Our safety council members substantially contribute to the safety of our workplace……………………………………..37% positive
Jeff

16. Comment from the Focus Groups
A Packaging Technician said,
“The policy here is that no matter how severe you have been injured or get cut, you are supposed to report. You have a problem when you use that against people. You cannot have it both ways. Reporting or using it against people.”
Jeff

17. Comment from the Focus Group
A Packaging Technician said,
“Under the old manager, safety recordable meetings were ugly, and nothing positive came out.”

18. We had the policies, the procedures, the programs in place.
The assessment told us, we needed to work on the underlying culture!!!

19. What is Culture?
Culture is our set of basic assumptions and beliefs about reality. They determine the way we make decisions, feel, think, and act.
What is culture? Let me give you a definition
It’s the way we really do things here.
Imagine this scene: A caveman walks into a hospital operating room during heart transplant surgery. What does he see?(Religious sacrifices - Murder - Lunch?)
Based on what he sees, what decision does he make?What does he feel?What does he think?How does he act?
What does the heart surgeon see? What is the heart surgeon’s belief about what is going on? Is it possible to change the caveman’s culture?

20. Why Study Culture? It Drives Behavior Leaders Shape Culture
Culture Management is a Leadership Responsibility

21. A Historical Path from Safety Engineering to Culture Change™1
(E1) Engineering E1 5
(CC)
Culture Change E2 E3 O C 3
(E3) Education 4
(O) Safety Observations 2
(E2) Enforcement

22. Culture is Not an Add-on or a Substitution
Engineering E
Enforcement
Education
Safety Observations O
Culture is the Foundation!

24. Stew & Broth Analogy™ Safety Program in a Positive Culture
Involvement
Trust
Caring
Values
Respect
Responsiveness
Dignity
Commitment
Ownership
Education
Leadership
Incident Investigation
Policies and Procedures
Industrial Hygiene
Job Safety Observations
Recognition
Job Hazards Analysis
Safety Meetings
PPE
Training
Contractor Safety
Health & Safety Assurance

25. Stew & Broth Analogy™ Safety Program in a Negative Culture
Lack of concern
Double Standards
Mistrust
Deadlines Not Safety
Numbers Over People
No Accountability
Not Keeping Commitments
Blame- fixing
No Involvement
No Mgmt Visibility
Slow Follow-up
Incident Investigation
Policies and Procedures
Industrial Hygiene
Job Safety Observations
Recognition
Job Hazards Analysis
Safety Meetings
PPE
Training
Contractor Safety
Health & Safety Assurance

26. The Culture Iceberg® Visible Culture 10% 90% Invisible Culture Titanic
Policies, Procedures,
Symbols, Leadership,
Rituals, Heroes
10%
Titanic
90%
Invisible Culture
Norms
Assumptions Beliefs
Visible or Invisible: Which is more important?
What does the visible culture tell you about how fast to drive on our nation’s highways? 55 mph
Mention the highway patrolman who speeds by at 90mph, their supervisor who encourages employee to speed, to violate even the visible policies.
Who here is a law abiding citizen? What laws are you following?
Policy ___sets minimum production output, quota - What is done? Work ___as a norm? Rush through the work.
Accident Prevention Manuals are 5 inches thick with the visible culture.
Have to learn to change the real culture, the norms, the assumptions, the beliefs.
NORMS-ASSUMPTIONS-BELIEFS - We “all” do it. No one cars about my safety. It won’t happen to me.
Which do you follow?Visible or invisible culture? Invisible culture.

27. The Culture Iceberg
NEAR MISS REPORTING - submitted and acted upon in a timely manner..
10%
It’s ok not to when:
Takes to much time
Don’t Understand what a near miss is.
Perception of possible discipline.
Issue is too minor to report.
It is the Starpoints responsibility..
If I have to take ownership of the issue
If I am not acknowledged for raising or fixing the issue.
90%
Invisible Culture
Norms
Assumptions
Beliefs
BECAUSE:
There is no value in reporting
Repercussions or fear of reporting.
No easy way to report the issues.
NOTHING WILL HAPPEN
Review the iceberg and the difference between the “Visible” culture ( policies, behavior, procedures etc) and the “Invisible culture below the line which is Norms, Assumptions and Beliefs

28. Union-Management Collaboration
Grassroots Team
Grassroots Team
Guidance Team
Grassroots Teams
– % technician members
Grassroots Team
Guidance Team
– Half union/Half Management including Plant Manager, Union President
Leah

29. The Brewery set up Teams Guidance Team and Grassroots Teams
Voting member of the GT.
Non-voting member of the GST.
Leah

30. What did the Grassroots Teams do?
Developed projects that improved the safety culture of the working environment
Provided leadership to the grassroots safety culture
Contracted with the Guidance Team for specific support (authority, resources, guidance) to accomplish the projects
Guide overall transition -- answer, what do we need to do to build safety culture at site?
Provide resources for multiple teams, coordinate
Very important to develop own projects -- 2 cultures in every location: GST culture and management culture
Didn’t always have two teams. Realized how to institutionalize Bernie. Structure works best when has management sponsor.

31. List of Projects Safety Glasses Evacuation Safe Catch LOTOTO Others
Guide overall transition -- answer, what do we need to do to build safety culture at site?
Provide resources for multiple teams, coordinate
Very important to develop own projects -- 2 cultures in every location: GST culture and management culture
Didn’t always have two teams. Realized how to institutionalize Bernie. Structure works best when has management sponsor.

32. Grass Roots Packaging Plus Safety Team
Changing the Culture One Safe Catch at a Time

33. The Problem
Lack of safe catch reporting creates lost opportunities to improve.
This situation decreases awareness and ultimately can cause hazards and injuries.
This reinforces a lack of shared learning in our culture.

34. Safe Catch Reporting CURRENT FUTURE ALMOST NON-EXISTENT
Increase awareness of existence and purpose
Nobody Cares/Nothing Happens
More participation & understanding something will be done.
Misconceptions of “What is a safe catch”
Clear understanding of what a safe catch is
Poor communication
Broaden vehicles of communicating updates of solutions/corrections
Rewards
Broaden incentives
Fear of repercussions
Everyone comfortable in reporting safe catches

35. Survey Results

36. Survey Results

37. Survey Results

38. Survey Results

39. Survey Results

40. Safe Catch Reporting Options
Safe Catch Hotline #(1111)
Electronic Form

42. Come up with Action plan utilizing all resources needed.
The Process
Safe Catch (Hot Line ) #1111 Or
Electronic Form is created
Safety Technician
Creates a Gap item and assigns the “A” to (Dept/Line) day shift Safety Council Member
Safety Council Member
Come up with Action plan utilizing all resources needed.
(3Days) to process
Monitoring team
Monitors all plans checking for resolution and sending F/u Communications if needed
(11 days) to process
Issue resolution
Safety Technician must F/U with Originator to ensure issue is resolved.
Closing the loop.
When Issue is deemed resolved Safety Technician “Resolves issue” in system & sends to plant.
Shared learning
Is created if needed by Safety Council Member with aid from Safety Technician

43. Grass Roots Packaging Plus Safety Team
Changing the Culture One Safe Catch at a Time

44. One example of a Positive Outcome
Drain Replacement Cover Project

45. Drain Cover Replacement Project – Trenton Brewery
Description:
Infrastructure drain covers were deteriorating due to age and heavy traffic. The current drain housings and covers are made of cast steel. Over time the casting wears down and falls below the grade of the floor causing unsafe conditions for pedestrians and moving vehicle traffic. Safe Catches were being created for a trip hazards and some covers would break when a forklift drove over them jarring the driver. To repair was lengthy and high cost due to excavation and assembly replacements.
Solution / Actions Taken: A team researched and developed a cover that is flush with the floor and would be more resistant to deterioration and wear better over time.
Results: 34 drain covers were replaced. Some were written up on safety inspection walkthroughs and some were identified through other proactive reviews. Repairs would have cost $221,000 at $6,500 each drain based on invoice history and current quotes. In addition long lead times were experienced for area availability to isolate areas for excavation and repair. Actual cost of the new covers were $485 each with a cost avoidance $204,510 and shorter time to restore.
Before
After .

46. Reassessment
December 7, participants – electronic survey 25 participants in focus groups
Jeff to talk about assessment moderately positive culture

47. Improvement on Key Issues 2009 Results vs. 2015
Production over Safety…………………………………....33% to 67% positive
Trust between Management and Employees……… % to 48% positive
Responsiveness to Safety Concerns
My Supervisor puts safety concerns first
Safety discipline is fair and effective
Caring treatment after an accident ……………………..14% to 50%positive

48. Improvement Union-Management Relations 2009 Technician Results vs
Improvement Union-Management Relations 2009 Technician Results vs Technician Results
The union leadership focuses people’s attention on important safety programs and goals………………………………………..33% to 67% positive Union and Management work through safety issues for a positive outcome……………………………………………………52% to 66% positive Our safety council members substantially contribute to the safety of our workplace …………………………………….37% to 60% positive

49. Trenton’s Safety Culture Journey
October 2016
NSC Presentation
December 2015
Reassessment
September 2011
Trenton Empowerment Team Formation
Grassroots Teams Improving Culture
May & October 2010
Formation and Training of Grassroots and Guidance Teams
June 2010
Assessment Feedback Day
December 2009 – March 2010
Survey and Focus Groups
November 2009
CCC Kick Off - Enlisting and Education Leaders

50. Questions ????