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Developing Key Performance Indicators

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Developing Key Performance Indicators. Tony Smith Executive Director, International Department National Safety Council (USA). Measurement Drives Performance. If you don’t measure performance you will not maximize efficiency & productivity

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Developing Key Performance Indicators

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  1. Developing Key Performance Indicators Tony Smith Executive Director, International Department National Safety Council (USA)

  2. Measurement Drives Performance • If you don’t measure performance you will not maximize efficiency & productivity • People perform well when they know their performance is being measured • You cannot effectively manage anything unless you measure results - Peter Drucker

  3. Dynamic Changes in the New Millennium • Global competition • New technologies • Downsizing / re-engineering • Mergers / acquisitions • More comprehensive legislation • More stringent enforcement • More severe penalties Major Challenges to Competitiveness & Profitability

  4. Management in the Modern World • Dealing with competitive pressures • Changes in business practices & methods • Change in Boss / Worker relationships • Workers facing new stresses in their lives • More work (and in some cases less pay) • Business going through evolutionary processes • Workers have increased focus on S&H

  5. Performance Measurement • Multiple points of measurement • Leading indicators • Lagging indicators • Qualitative & quantitative measurements • Systematic processes to identify root causes • Covers all organizational levels • Focus on the management system - not the outcome How did we let this happen?

  6. Reactive Measurement Systems • Failure-based measurements • Number of injuries / deaths • Number of cases of workplace-related illness • Number of spills • Number of lost work days • Cost of accidents

  7. Proactive Measurement Systems • Proactive measures which indicate the well-being or otherwise of our SH&E Management Programs • Examples • Numbers of inspections, audits, assessments carried out • How much SH&E training has been done

  8. Management commitment & involvement Employee involvement Integration of SH&E into business Health performance indicators Safety performance indicators Environmental performance indicators Psycho-social indicators Workplace condition indicators Business performance indicators Management system indicators Key Measurement Areas

  9. Management Commitment & Involvement • Policy • Existence & adequacy • Roles & responsibilities defined • Accountability • Resources • Financial, physical, human • Champion / role model • Conducting assessments to support improvements & change

  10. Employee Involvement • Empowerment & ownership of SH&E programs • Joint safety & health committees • Labor relations • Employee attitudes & perceptions • Regular meetings & toolbox talks

  11. Who Owns the Safety Program? PERSONAL CONTROL “I’m in control” SELF-BELIEF “I can do it” OPTIMISM “I expect the best” EMPOWERMENT “I can make a difference” SELF-ESTEEM “I’m a valuable person” BELONGING “I’m an important team member”

  12. Integration of SH&E into the Business • SH&E considered in all business decisions • SH&E included on the agenda of management meetings • Common documentation & systems • Included in company Annual Reports

  13. Integrated Business System Common Goals & Integrated Strategies Production Distribution SH&E Quality Accounting Human Resources Other

  14. Physical Resources Products & Services Human Resources By-products Information Information Performance Standard Setting • 3rd STAGE CONTROLS • Control of Outputs • Minimize hazards outside org, arising from work activities, products & services • 1st STAGE CONTROLS • Control of Inputs • Minimize hazards entering org Organization People Co-op -eration Control Commu-nication Competence Procedures THE JOB Plant & Substances Premises (Place of work) • 2nd STAGE CONTROLS • Control of Work Activities • Minimize/eliminate risks inside org • Create supportive culture

  15. Health Performance Indicators • Medical surveillance • Industrial hygiene surveys • Access to medical facilities • First aid and CPR • Ergonomics • Sanitation & food hygiene • Back-to-work programs • Off-the job and wellness programs

  16. Safety Performance Indicators • Regular safety inspections • Job/task analysis • Hazard identification & risk assessments • Emergency plans • Accident investigation • Contractor management • External/ 3rd party audits

  17. Environmental Performance Indicators • Emissions to air, water & ground • Energy usage • Water usage • Waste management, disposal & reduction • Recycling of wastes • Sustainable business • Handling spillage & emergency planning

  18. Stress Unhealthy lifestyles Alcohol & drugs Obesity Tobacco HIV /AIDS Violence in the workplace Mental illness Suicide Aging populations Employee support Psycho-Social Issues

  19. Workplace Conditions • Clean & hygienic • Tidy & orderly • Safe & healthy • Well maintained • Comfortable • Ergonomically friendly

  20. Business Performance Indicators • Productivity • Quality • Loss control • Labor relations • Bottomline profits • Workers’ comp & insurance premiums • Company reputation • Absenteeism

  21. Effective Safety Management • Appropriate Safety Management System • Fits into the other functions of your business • Improves productivity • Reduces costs Look for Continuous Improvement

  22. NSC: 9 Elements of a Successful SH&E Management System • Administrative and Management • Management leadership and commitment • Organizational communications and system documentation • Assessments, audits, evaluations, and continuous improvement • Operational and Technical • Hazard recognition, evaluation, and control • Workplace design and engineering • Operational SH&E programs • Cultural and Behavioral • Employee empowerment and involvement • Motivation, behavior, and attitude • Employee competency-building (training and orientation)

  23. Main Elements of the ILO OSH Management System Policy Continuous Improvement Action for Improvement Organizing Evaluation Planning & Implementation

  24. BS 8800 Management Model Continuous Improvement Initial Status Review OHS Policy Management Review Planning Checking & Corrective Action Implementation & Operation

  25. Continuous Improvement Process Model Phase 1 Management Leadership and Commitment Phase 5 Review and Adjust “Could be” Phase 2 Establish a Baseline “As is” 9 Elements Phase 4 Develop and Implement Plans “Close the gap” Phase 3 Set Goals “Should be”

  26. Improving the Safety Process • Reduced injuries • Reduced costs from accidents & illness • Improved employee morale • Improved public image • Increased production • Better quality Increased Bottomline Profits

  27. Continuous Improvement • Process improvement • Task methodology improvements • Innovation • Sustainability • Reducing risks • Improving productivity • Improving quality

  28. SH&E Excellence Key Elements: • Management Leadership • Employee Involvement • Performance Measurement • SH&E Improvement Processes

  29. Safety Performance Measurements • Mixture of reactive and proactive measures • Variety of different benchmarks • Compliance, industry benchmarks, or best practice • Cover all levels of the organization • Management, supervisors, workers • Cover different parts of the organization • Plant, department, section, workgroup

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