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The Value of Safety

The Value of Safety. PRESENTER: Dan Dolata, OSHA Compliance Assistance Specialist. Resources. OSHA web site: www.osha.gov eTools Idaho S&H Consultation: (208) 426-3283 www2.boisestate.edu/oshconsult Boise Area OSHA Office: (208) 321-2960 Duty Officers

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The Value of Safety

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  1. The Value of Safety PRESENTER: Dan Dolata, OSHA Compliance Assistance Specialist

  2. Resources • OSHA web site: www.osha.gov • eTools • Idaho S&H Consultation: (208) 426-3283 • www2.boisestate.edu/oshconsult • Boise Area OSHA Office: (208) 321-2960 • Duty Officers • Compliance Assistance Specialist

  3. Communications test • ^URS • 143 • AAK • BCNU • CYM • DAMHIKT • GAL • N-A-Y-L • P2C2E • TCOY • Up Yours • I Love You • Asleep At Keyboard • Be Seeing You • Check Your Mail • Don’t Ask Me How I Know That • Get A Life • In A While • Process Too Complicated to Explain • Take Care of Yourself

  4. Poor communication • Is the same as lack of communication • Is the root cause of the majority of problems in the workplace • Fog of Communication - in transmission and reception: • Email • Tweeter • Texting • Industry jargon • Preconceived thoughts and assumptions • Unclear thoughts • Lack of knowledge of policies and processes • Dialects • English as a second language

  5. Tips for good communication • State your request/objective/case clearly • Assume nothing • Use concise phrases • Actively listen to response • Ask questions • Restate the situation • Agree on the action

  6. A communication problem?

  7. Quality Procedures and Procedure Adherence

  8. Webster’s definition of quality: • Essential character • An inherent or distinguishing attribute • A character trait • Superiority of kind • Degree or grade of excellence

  9. Layman’s definition of quality • Able to meet the customers needs and his business objectives • Vehicle for success and repeat business • Adds value • Project execution

  10. Concepts of quality • Meet the customer’s needs: • Customer satisfaction • Employee involvement: • Seek employee input on the best way to do the job • Develops an employee’s sense of worth and value to the company • Teamwork: • Can produce better results • Continuous Process Improvement: • Become as efficient as possible • “If it’s not broke, let’s improve it.”

  11. Quality policy factors • Being forthright with customers, employees, and the community • Developing values, rules, and policies that are the cornerstone of the company – not options in decision making • Decency when dealing with others • Doing what is right when it is easier, quicker, and cost less not to

  12. The quality policy begins with focused attention on the four areas most crucial to our continued growth and prosperity: Our Customers, Our People, The Environment and Our Shareholders! • Our People Our Customers FAIRNESS HONESTY INTEGRITY Our Shareholders The Environment Where quality begins • TRUST These building block pillars are fortified and integrated into our corporate structure by the following characteristics which each of us must consistently use in our work life: Fairness Honesty Integrity and Trust

  13. US Army core values (LDRSHIP) • Loyalty • Duty • Respect • Selfless Service • Honor • Integrity • Personal Courage

  14. How Does a Company Achieve Quality? • Management commitment • Active communications • Adherence to company values • Follow regulations and implement best practices • Follow the Four Concepts of Quality: • Meet the customer’s needs • Employee involvement • Teamwork • Continuous process improvement • Train and retrain employees • Check, double check, and then re-check

  15. Leadership is like a dog sled team… Unless you’re the lead dog, the scenery never changes

  16. Techniques for managers to achieve quality • Active management commitment and engagement: • Lead by example • Communications: • Mean what you say • When you say employees are your most valuable asset prove it daily • Listen • Ask questions and be able to “handle the truth” • Don’t put head in the sand nor turn a blind eye • Establish and use written Standard Operating Procedures (SOPs) • Demand quality: • In all the company does • Adhere to best safety practices

  17. Resources for quality assurance • Best practices • Consensus standards: • American National Standards Institute (ANSI) • National Fire Protection Association (NFPA) • Organizations/Associations: • American Society of Safety Engineers • Manufacturers: • Owners/Operators manuals • Insurance carriers • Lessons learned through After Action Reviews and Near Miss Investigations • Review previous Job Hazard Analysis • Checklists

  18. Quality pays

  19. Quality pays • Money is best spent in preventing problems and errors • Active Prevention: • Establish and implement effective procedures and processes that prevent problems (SOPs, checklist, etc.) • Effective Appraisal: • Internal checks • Improvements: • Corrective action taken • Value Added: • Activities of persons or things that make the service more desirable to the customer • Produces cost savings to both the company and the customer

  20. Quality cycle

  21. Quality improvement process • The approach to improvement is very simple. Evaluate the work tasks and eliminate the steps that do not add value. Then, determine the best way to perform the total work process.

  22. Quality improvement process • Effective: doing the right thing • Efficient : doing the thing right • Effective + Efficient = Doing the right thing right

  23. Benefits of using standard operating procedures • Customers benefit from a project executed in a consistent manner by qualified personnel using proven best practices • Checks and balances reduce the chance for error • Repetition leads to higher efficiency • Employees understand roles and responsibilities • Personnel retraining is minimized • New team members can contribute quicker • People can move between projects easier • Project requirements learning curve is lowered

  24. Breaches in Quality

  25. Famous last words

  26. Think again!

  27. roof Photo of Fall Hazard

  28. $afety pays

  29. Safety economics • Workplace safety delivers a return: • A Liberty Mutual survey shows 61 percent of executives say $3 or more are saved for each $1 invested in workplace safety.

  30. Safety economics Indirect Cost : • Clean up time • Investigation costs • Legal fees • Production delays • Delivery delays • Increase insurance cost • Training/Orientating new employees • Unhappy customers • Citations Direct Cost: • Medical costs • Treatment • Hospitalization • Prescription drugs • Ambulance service • Equipment damage

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