1. Establishing safety as a core value-Leadership’s changing roles and responsibilities November 16, 2017
Wayne Punch
President & CEO WPUNCH LLC Director Emeritus Milliken Safety/Health Security
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2. Cultural Change that must occur?
What is the
Cultural Change that must occur?
CURRENT
V I S I ON

3. The Power of Employee Engagement Culture Change

4. Organizationally This is Culture Change
What Has to Change:
To Achieve an injury-free workplace one must change the practices…
Organizationally
and Individually
This is Culture Change

5. Culture Change: Organizational:
Commitment at all Levels (Vision, Modeling, Time, Structure)
Measure and Review (Inputs & Outputs)
Communications (Recognition/Accountability)
Education (Leading Change, Subject Matter)
Activities (Meetings, Projects)
Audits & Analysis (Standardizing, Improvement)
- How do you organizationally structure to enable the changing of the individual…

6. Safety Operational Excellence Elements How to Sustain and Continuously Improve

7. Leadership Expectations and Communication
Number 1
Leadership Expectations and Communication
$afety

8. ROLE in the Safety Process RESPONSIBILITY of each Role
Establish Safety as a Value, Demonstrate commitment to the Journey
Leadership
Management
Provide the ‘Tools to Improve’, Sustain the Gains
Employees
Empowered and Engaged

9. ROLE in the Safety Process
Leadership
The safety transformation required disciplined changes in all areas of the company
Management
Employees

10. A New Way to Approach Safety
ROLE in the Safety Process
Leadership
Awareness
Desire
Knowledge
Ability
Reinforcement
Change Management Approach A
New Way to
Approach
Safety
Management
Employees
Reference: ADKAR
by: Hiatt

11. Summary of Safety Principles
ROLE in the Safety Process
Summary of Safety Principles
Safety must be the Organization's First
and Uncompromised Value.
Leadership
ZERO is the only acceptable goal.
100% Engagement of all Associates is an Absolute Requirement
Management
Safety is about People. Not Numbers
or Money.
Roles and Responsibilities must change.
An Investment of Time and Resources is
required to create “A Culture of Safety”
Employees

12. Measurements and Review
Number 2
Measurements and Review
Identify Lagging and Leading Indicators to be Measured
Input Metrics (Employee involvement)
Output Metrics (TIIR)
Financial Measures
Review Schedules
Proof of Concept (Scorecards)

13. Metrics / Measure Tree Consequences Cause Control Behavior
Lagging Indicators:
TIIR, DART, First Aids, Near Misses
Cause
Leading Indicators: Paretos, Why-Why, Incident investigation and profiling
Control
Leading: Compliance, LOTO, ERGO
Behavior
Leading: Actual positions of people doing work

14. Organizational Structure
Number 3
Organizational Structure
Subject Matter Expertise, Code/Compliance/Auditing Capability
Who ‘owns’ Safety? ?

15. Corporate Oversight Committee Steering Committee (cross-functional)
Safety Journey Structure
Corporate Oversight Committee
Location Leadership
Steering Committee (cross-functional)
Steering Committee
Sponsor/Coach
Location Champion/Owner
Milliken Practitioners
Rules & Procedures
Safety Activities
Process Hazards
PPE
Off-the-Job Awareness
Environmental
Fire & Emergency
Associate Practices
Material Handling/Ergo
Safety Subcommittees (categories based on analysis)
Subcommittee Sponsors/Coaches

16. Drive and Own the Process
Company’s Operational Definition for:
Involvement
Empowerment
Committee Member
Audits
Projects
Risk Assessments
Education
Part of Process
Tools Provided
Engaged Employees
Drive and Own the Process

17. Engage the Individual Expansion Questioning Engagement Identification
Focus
Measurement
Success
Awareness
Discovery
Education
Activities
Learning
You have to identify what you want them engaged in – what if I said, “I want you engaged you with me today!”
I need you to engage with me today in solving world hunger
At least we have narrowed this down
Provide focus
In our process comes from Continuous Improvement methodologies
How about we work on feeding one person in our neighborhood who is unemployed
These are LEADERSHIP components
We have to establish measurement
Why do you measure?
Education / Activities / Learning
How do I train you to deliver food to someone in our neighborhood without destroying their self confidence?
3 components to learning – eyes, ears, touching – remember these three thing!
Whenever you do education, it has to immediately be tied to a hands-on activity and then you can LEARN
Once there’s learning, you can have discovery – the a’ha moment
Seatbelt – like this story
It’s the discovery moment that changes the awareness level…and it’s this increased awareness level that allows INDIVIDUALS to make decisions about their safety and the safety of others
The right side is the PUSH component – this is the organization’s role
The left side is the PULL component – this is the individual’s role 17

18. Reporting Safety on the Corporate Calendar
Number 4
Reporting Safety on the Corporate Calendar
Agenda
I. Sales
II. EBIT
III. Productivity
Agenda
I. Safety
II. Sales
III. EBIT
IV. Productivity

19. Standardization Common Language, Common Process
Number 5
Standardization Common Language, Common Process
Prescriptive
Autonomy

20. Time and $ Commitment Where Do You Spend the Most Time and Money
Number 6
Time and $ Commitment Where Do You Spend the Most Time and Money
Before the Incident
After the Incident
When an incident occurs and someone is injured…what happens?

21. Education Training Modules (Topic specific)
Number 7
Education
Training Modules (Topic specific)
Code and Compliance Guidelines
Etc.

22. Requirements for Total Engagement for Safety
Associate
Driven
Safety
Performance Challenge
&
Metrics
Problem Solving Skills
Technical Skills Enhanced
Peer Accountability
Building Trust
Team Dynamics
Accepting Responsibility
Structured & Disciplined Standard Work
& Audits
Leadership
Changing Roles
Communications
Recognition
Earning Trust
Responsibilities
Requirements for Total Engagement for Safety
Hard
Skills
Soft
Skills
Safety Metrics
JSA
HRA
Site engagement plan
Site Charter
Y Chart
Behavior Based Safety
Index System
Awareness Programs
Incident Investigation
FMEA
SSC Organization
Sub-Committee Organization
Site Safety Audit
The Leader - Manager
Listening to learn
Communicating to my peers
Working in teams
Managing Conflict- 1,2,3
Motivating - 1,2,3
Injury Reporting
Respect
Your New Role
Handling a Crisis
Delegating
Receiving Feedback
Giving Feedback
Coaching

23. Care Management From the moment that an injury occurs…
Number 8
Care Management
From the moment that an injury occurs…
What is the average time to manage the case? All Industry average is 13 months.

24. Awareness Activities Number 9
Everyone is expected to be involved in some type of safety activity
It is not optional
It is a condition of employment

25. Oldcastle Opportunities
Safety leadership teams – problem solving teams
Employee audit teams
Behavior observations
Risk assessments
Safety committees
Near miss reporting
“Safety is caring”

26. Must be delivered Consistently and Repeatedly
Summary
1. Leadership Expectations and Communication
2. Measurements/Review
3. Organizational Structure
4. Reporting
5. Standardization
6. Time and $ Commitment
7. Education
8. Case Management
9. Awareness Activities
Must be delivered Consistently and Repeatedly
The Infrastructure that allows the Production Associates to take ‘Ownership’ of the Safety Process

27. Organizational and Individual CHANGE
Culture Change:
It IS about a
CONTINUOUS IMPROVEMENT SYSTEM that concurrently achieves
Organizational and Individual
CHANGE
in the uncompromising pursuit of zero.