1 / 20

Changing Behaviors

Changing Behaviors. A Model for Creating a New Culture Brett Phillips, LEED AP®, Principal Consultant, EORM. Abstract.

uma
Télécharger la présentation

Changing Behaviors

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Changing Behaviors A Model for Creating a New Culture Brett Phillips, LEED AP®, Principal Consultant, EORM

  2. Abstract • It’s easy to make and enforce new rules, but many organizations never figure out how to make the new rules “stick”. This presentation will demonstrate a model of how organizational culture grows, evolving from focus on compliance to pride in continuous improvement, and finally to instinctual recognition of organizational values. The model gives valuable directions to leaders with cues for stimulating timely change. The discussion will include brief case studies of successful culture-building efforts in a local industry.

  3. Part 1: The Phases of Safety Excellence Model

  4. Phase 0 Danger Phase Avoidance1 Phase 2 Cost Phase 3 Priority Phase 4 Value Phase 5 Instinct No safety; Many accidents And injuries Avoid fines, work stoppages Accidents cost too much Safety is a priority Safety is a value Safety is Instinctual Culture Focus Self Assessment and Data Focus SAFETY SUCCESS Compliance Focus Phases of Safety Excellence A Model of Safety Development in Organizations

  5. First - Establish compliance Next - Transition from "compliance" focus to "safety as a value" focus by establishing these cultural elements: Personal commitment at every level of the organization Visible, unquestionable management support Clear and open communication about safety in the organization Finally - Develop partnership. Active Leadership forCultural Change

  6. Part 2: The Innovation Initiative: A Case Study in Changing Behaviors

  7. Problem Statement • Many organizations that purchase construction services assume that construction companies continuously improve their methods and processes.  Yet, recent Construction Industry Institute (CII) research indicates that “ a significant gap exists between an effective approach to innovation and the industry’s current approach…”, which attempts to repeat a model for success project-to-project. • This presentation will show tactics used by a few organizations in the Portland area to attempt to nudge the industry to embrace continuous improvement by encouraging and recognizing innovative practices.

  8. Background - CII • CII Research Team – Innovation • “Enhancing Innovation in the EPC Industry” • Research indicates that “ a significant gap exists between an effective approach to innovation and the industry’s current approach…” • 74% of largest EPC firms judged EPC industry innovation as neutral to highly non-innovative

  9. Analyzed Injury Data from 3 Large ConstructionProjects 10.5M total work hours Average 2250 Peak Crafts Average 13-14 months duration Three Categories of Data Evaluation Comparison of Injury Distribution: Recordable Injuries and OCIP Cost Data Precipitating Events Analysis Statistical Analysis of 9 Relationships Background: The 3-Fab Study

  10. 3-Fab Study Key Conclusions • Injury Analysis • Most Recordable Injuries are Cuts/Lacerations, but • Most frequent and serious injuries are strains and sprains • Precipitating Events • Manual Material Handling/Positioning • Walking in the Work Area • Data Analysis and Conclusions • Procedures and Policies won’t prevent injuries • Need to consider the nature of the work and develop alternatives

  11. Key Innovation Drivers in Portland • Intel • History of Strong Leadership in Safety, Environmental Stewardship and Employee Well-Being • Major Construction Consumer • SafeBuild Alliance (formerly Greater Portland Construction Partnership) • Construction Community Effort • Emanated from Intel Experience

  12. Greater Portland Construction Partnership • Founded by Intel alum companies • Vision: • A construction industry with zero injuries • Mission: • Provide Networking Opportunities • Share Best Practices • Provide Continuing Education • Drive Common Initiatives • Establish Construction Community Minimum Standards • May, 2013 – Becomes SafeBuild Alliance • Updated Image • Reflects expanding focus beyond PDX

  13. 2011 Project Innovation Initiative  Two Types of Innovative Ideas Sought: 1. Any creative, safer alternative to existing work practice. 2. Best ideas for eliminating common construction injuries If you have an idea you would like to submit, please contact your foreman so they can submit it to your project manager. If you are selected as a winner you will be rewarded with a week’s worth of lunch at the Food Pods. Hit List of Activities to Avoid or Revise Applying Force or Leverage Sanding and Grinding Manual Positioning Arms Overhead Kneeling Recoil Injuries from applying leverage with Burke/pry/crowbars, claw hammers, cheater bars, come-alongs, ratchet tie-downs Knee injuries can commonly be caused from kneeling. Shoulder Injuries from overhead work. Strains from manual positioning of material Activities that can cause debris in the eyes.

  14. What is the Risk: High Force (Installing and removing re-shoring) Waffle Dome Stripping Cost of Brackets $2.25 ea. Labor Savings/Reduction: 2-3 days per deck pour Approx. 40% for Waffle Deck Stripping Eliminated Install of Poles 6,000 Removal of Domes 8 at a time instead of 1

  15. ramp Aggregate Plant Previous clean-up area New clean-up area What is the Risk: High Force and awkward posture from manual material removal Labor Savings: Plant operation needs reduced 50%. Approximately 30 yards of Concrete per day no longer needs to be moved manually. Efficiency reduced truck filling cycle time – down to one minute for filling. Daily Chipping Operations Reduced approximately 60% Truck shower Settling pond

  16. Rebar Horses on Horizontal Decks Risk- High force and awkward posture from picking rebar from ground level Rebar bundles are deposited on horses by crane Individual bars are picked from horses near waist level, and laid onto deck Additional Benefits- Horses allow bars to be routed underneath without having to relocate rebar stacks. Eliminates extra handling risk.

  17. Power Hammer for Driving StakesDriving Stakes Eliminates risks associated with use of sledge to drive stakes. High Force Impacts from missed swing Repetitive motion from swinging sledge Additional Benefits Decreased cycle time approximately 60%. Currently 3-4 seconds per stake Has cup end, so can’t slip off of stake Eliminated Over 10,000 exposures

  18. Progress • 2013 GOSH Conference – GPCP Quarterly Meeting • 4 Executives from Local Subs • Innovations and Results • Encouragement to Others

  19. Some Wacky Ideas for Driving Innovation • Challenge or Ban Certain Tool Use?! • Hammers • Double-jacks • Knives • Rotating Tools Without Clutches or torque limiters • Ladders (One International GC: “Ladders Last” initiative)

  20. Backup Information

More Related