This presentation was made by Phil La Duke at the Canadian Society of Safety Engineering in Quebec City, QC in September 2008, For more information on this topic contact Phil La Duke (Pladuke@oe.com) or visit www.safety-impact.com
3. Provide Information Not Data
Collect data that is meaningful to
operations
Analyze data and turn it into information
Understand what Operations will do
with the information
Integrate safety data into process data
Provide solutions and recommendations
not questions
4. Advise Don’t Preach
Help Operations to own safety by helping
them to better understand safety
Focus on prevention rather than correction.
Don’t use scare tactics.
Provide advice not lectures
Understand that while safety may be most
important, it’s not always urgent
5. Be Proactive
Balanced Scorecard Approach
Monthly Strategy Sessions
Leading Indicators
Analyze and Understand Safety Trends
and Take Appropriate Action
11. Understand Operations and Speak its Language
Know Operations “hot buttons”
Understand how injuries impact
your organization’s key
measurables
Understand your organization’s
business model
Know---and be able to explain---
the costs of worker injuries
Develop a Safety Business Plan
13. Determining Your Safety Philosophy
Systems Oriented
Behavior Oriented
IndividualAccountability
CorporateAccountability
14. Be A Change Agent
Understand that resistance to change is
biologically hard-wired.
Make simple and incremental change
Understand that organizations that are best
able to adapt are most likely to survive and
thrive
Use safety to drive process improvements that
positively impact your organization’s bottom
line
Focus on problem solving and process
improvement
15. Be A Strategic Business Thinker
Injuries are inefficient and cost money and
productivity.
Understanding the true cost of injuries.
• Obvious costs
• Hidden costs
Guide the review and change of Policies to
reflect changes in the business environment.
Worker Safety Insurance Board (WSIB) Costs
17. Hidden Costs of Safety
Legal Fees
Public Relations Fallout
Disruption of Productivity
Work Stoppages
Turnover
Lower Quality
Property Damage
Scrap
18. Conclusion
The best way to take control of workplace
safety is to understand your organization’s
business model
Modify your style to mesh with how
Operations does business
Be proactive
Focusing on Problem Solving is a way to
enhance both your reputation and value to the
organization
You must align your values with those of the
company
Questions?
Collect data that is meaningful to operations. There’s a lot of data that is really interesting to safety professionals that is completely lost on Operations personnel. To be a credible resource you must stick to the topics that are most important to Operations. If you’re not sure what that information is, provide a list of the kinds of data you can collect and ask Operations leadership which is most important and why. From there you can provide a more impactful information package and in most cases save yourself a lot of work. If you expect to get leadership/operations support, you need to collectively establish what measurable will be meaningful to operations and then report trend data at regular intervals.
Analyze data and turn it into information. Too often safety professionals mistake “data” with “information”. Data isn’t, in itself, useful and for us to be a resource to Operations we need to analyze the data and provide information in the form of conclusions and recommendations. Many safety professionals don’t feel comfortable drawing conclusions and making recommendations, but unless you do so, you will never be an effective manager.
Understand what Operations Will Do with the information. Deal with the “how”s and “why”s rather than the “who”s and “what”s. To take control of your workplace safety you will have to let go of your role of policeman and tattle-tale.
Integrate safety data into process data
Provide solutions and recommendations not questions
leadership/operations support,
and collectively establish what measurable will be meaningful to operations and then report trend data at regular intervals?
What I would like you to do now is go back to your organization and take a look at your info.