Shell Road Transport Forum Oct 06, 2015 Ft McMurray Fleet Safety - - PowerPoint PPT Presentation

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Shell Road Transport Forum Oct 06, 2015 Ft McMurray Fleet Safety - - PowerPoint PPT Presentation

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Shell Road Transport Forum Oct 06, 2015 Ft McMurray Fleet Safety Solutions for the Real World Stephen Evans VP of Safety Chairman Pacific Western is the parent company of Diversified. The PW Group of Companies is made up of over 25

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VP of Safety Chairman

Shell Road Transport Forum

Oct 06, 2015 Ft McMurray

“Fleet Safety Solutions for the Real World” Stephen Evans

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Pacific Western is the parent company of Diversified. The PW Group of Companies is made up of over 25 brands, 4,100 employees, and 3,400 buses & coaches organized into Employee Transportation, Transit, Student, and Motorcoach Lines of Business that operate throughout much

  • f Canada and into the USA.

All of our brands feature our “Safely Home” logo which serves as a consistent reminder of our commitment to our first Core Value.

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The PWT approach to Safety:

  • Keep it simple
  • Keep it practical
  • Keep it clear
  • Keep it positive
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We will not advance Safety at PWT by just quoting rules & regulations. Safety needs to connect with people and be promoted. Our success in Safety will come from:

  • matching our safety programs to our
  • rganization.
  • focusing on what we can prevent.
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To keep in the loop on current issues, and to ensure we have a voice, we belong to a number of industry associations.

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The ABA’s Bus Industry Safety Council is comprised of over 200 industry leaders who meet twice a year to review and discuss issues and innovations in areas of bus & motorcoach safety, regulatory compliance, technology, security, and human factors. The BISC provides advice, insights and feedback to members, the industry, government agencies, and other interested parties on the status and availability of bus & motorcoach safety practices, products, and services.

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BISC 2015 – 2016 EXECUTIVE COMMITTEE:

Chairman: Stephen Evans (PWT) Vice Chairman: Al Smith (Greyhound) Secretary: Dan Tomlinson (Indian Trails) Chair Govt Affairs: Mike Horak (Academy) Chair Human Perf: Mike Ferianc (Butler) Chair Security: Lynette McMillan (Greyhound) Chair VTOC: John Oakman (Coach USA) Chair Workplace HES: Pam Martinez (Dattco) Bus Manufacturer: Louis Hotard (ABC) Supplier Rep: Matt Daecher (Daecher Consulting) Insurance Rep: Bob Crescenzo (Lancer) At-Large Member: Chris Crean (Peter Pan) At-Large Member: Charles Corder (Coach USA) Govt Agency Rep: Loretta Bitner (FMCSA) SSC Chair: Alan Glickman (Starr Tours) VP Govt Affrs & Policy: Suzanne Te Beau Rohde (ABA) Executive Director: Brandon Buchanan (ABA) Past Chair: Mike McDonal (Eyre)

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A sampling of the topics covered at BISC meeting sessions

  • Driver qualification files
  • Vehicle maintenance records
  • HOS supporting documentation
  • Driver Safety Meetings
  • Drug and alcohol testing
  • Inspections
  • Electronic logging devices
  • Handling crisis communications
  • Training programs that produce results
  • Driver recruitment and retention
  • Due diligence
  • Conducting a security assessment
  • Better pre-trips
  • A guide to emerging technologies
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The Progression of Telematics & Technology = because our numbers are small, the bus industry tends to get technology last

16.5 million new cars & light trucks sold in 2014 220,405 new Class 8 trucks sold in 2014 75 NASCAR race cars (but only 43 per race) 500,000 new luxury performance car sold in 2014

1,710 new motorcoaches sold in 2014

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U.S. Department of Transportation Motorcoach Safety Action Plan

http://www.fmcsa.dot.gov/documents/safety-security/MotorcoachSafetyActionPlan_finalreport-508.pdf

2009

So technology comes to the bus and motorcoach industry primarily through government rule makings.

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Motorcoach Safety Technologies:

Crash Avoidance

Stability Control Systems Forward Collision Warning/Adaptive Cruise Control Blind Spot/Side Collision Warning Rear Collision Warning Lane Departure Warning Pedestrian Collision Warning Speed Limiters Accident Event Recorder (AER) Heavy Vehicle Event Data Recorder (HVEDR)

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Motorcoach Safety Technologies:

Vehicle Maintenance

Performance-Based Brake Tester (PBBT) Smart Infra-Red Inspection System Tire Pressure Monitoring System (TPMS) Electronic Vehicle Inspection Report

Fire Safety

Fire detection/warning systems Fire suppression equipment

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Motorcoach Safety Technologies:

Driver Fatigue

Electronic on-board recording devices (EOBR’s) Sleep apnea and sleep disorder testing/treatment equipment Driver fatigue monitoring/warning devices (eyelid, eye movement, yawning, facial cues, etc.)

Driver Performance

In Vehicle Management Systems Telematics (IVMS – real time monitoring/reporting on speeding, sharp turns, hard braking, etc)

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Crash Cause Factors

2.5 % Roadway Factors 2.4 % Vehicle Factors 2.0 % A Variety of Minor Misc. Factors

93.1 % Driver Factors

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It’s All About the Driver

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Air France A330-200; Flight 447; Atlantic Ocean: The aircraft was on a scheduled flight from Rio de Janeiro, Brazil to Paris, France. The aircraft crashed in the Atlantic Ocean in the early hours of 1 June 2009. There were no emergency or distress messages sent by the crew. The last contact between the airplane and Brazilian air traffic control happened around 35 minutes before the crash. Debris from the aircraft was found near the estimated position of its last radio

  • communication. There were 216 passengers and 12 crew members on board.
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Air France was started in 1933, currently has 344 planes, employs 64,000 staff, and moves 77,000,000 passengers per year between 168 destinations in 93 countries. Despite the significant resources and effort dedicated to safety, and an excellent prior track record…their organization was surprised and devastated when this crash occurred.

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“Air France Panel Cites Wide Safety Deficiencies”

The Wall Street Journal, Wed Jan 26/11

An independent study of Air France was conducted in 2009 and found:

  • “Safety First” was described as highest priority by management, but did not

appear to have penetrated to the work force

  • Lines of responsibility for safety blurred
  • Discipline and accountability lax
  • Training ineffective
  • Safety structure overly complex
  • Performance monitoring inadequate
  • Incident data not being used to learn and prevent reoccurrence
  • Staff who violated safety rules/procedures/etc. were not disciplined, instead

management tried to fix by adding more and more unduly complicated procedures

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***Caution***

Having no major crashes & few incidents …and… Successfully passing safety audits

Does not mean all is well!

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Safety in our industry can be compared to a cliff.

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How drivers get into trouble at the top of the cliff:

  • trying to pass
  • speeding
  • talking/texting on the cell phone
  • fussing with tunes
  • rain/snow/ice/strong winds
  • racing
  • not paying attention to the road
  • not properly trained
  • poor driving skills
  • in a hurry
  • just don’t care
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One approach to Safety is to focus on the bottom of the cliff >>>>>>>>

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Emergency Response

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Recovery

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Investigation

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Emergency Response – Recovery – Investigation

Bottom of the cliff approach is all about the post incident response. We wait for something bad to happen, and then the Safety Team can leap into action. It is also our opportunity to get noticed, so we do it up right with flashing lights, uniforms, shiny wheels, technical equipment, comprehensive procedures, well documented standards, certified experts, etc. In between incidents, we train and practice so that when the call comes, we are ready to respond.

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We own the bottom of the cliff !!

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The problem is that we have to wait for something bad to happen before we do anything. With a bottom of the cliff approach we never really fix anything. We just get better and better at responding. We need a steady stream of careless folks driving off the cliff to keep us busy and to ensure we can get budgets for new equipment, training, etc. We view careless drivers falling off the cliff as an inevitable part of life. It is just

  • ne of the risks of operating vehicles. Nothing much can be done as these are

random act of fate. But if we do a really good job of responding once they reach the bottom of the cliff, we can probably save quite a few and really feel like we are making a meaningful contribution.

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The other approach is to focus on the top of the cliff >>>>>>>>

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The top of the cliff approach is all about preventing drivers from falling off the cliff. Safety doesn’t need to wait for someone to drive off the cliff. We are on the top of the cliff in advance of any traffic looking for ways to make sure nothing happens. We use training, signs, lights, road design, lines

  • n the road, sanding/plowing, rumble strips,

etc. And we know that despite the best of intentions, people will still sometimes make mistakes…so we also construct strong fences as a last resort.

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Top of the cliff:

Prevent

Bottom of the cliff:

Respond

OR

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My observation is that we are spending way too much time and effort on the bottom of the cliff providing a great “after the fact” service… …and not enough at the top of the cliff building strong preventative fences.

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How we do our internal investigations is a good example. Collision Preventability Review Committees mostly just decide if the driver was “at fault” and whether the incident was “chargeable”. The outcome is nearly always either disciplinary action and/or training for the driver…and then the collision file is closed.

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But we already know that one of the drivers involved made a mistake. We shouldn’t really care much about who specifically caused an accident.

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We need to look beyond finding fault at the bottom of the cliff. And get up on top of the cliff finding ways to prevent it from reoccurring.

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Nearly all collisions, falls, trips, strains, etc. are not random acts of fate. They are predictable. They can be controlled. They can be prevented.

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Human error is:

  • normal
  • inevitable
  • almost never intentional
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Our noble intentions as safety specialists can get in the way of being effective.

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In one of his articles, Terry Mathis from ProAct Safety describes an assignment where he was asked to analyze the losses of a company that had experienced workers and an

  • rganized, caring safety program. The company had decided

to focus on PPE and housekeeping. But completing his analysis of the organization’s accident data, he found that even if they had 100% success in those 2 areas it would not have prevented any of their incidents from the previous year.

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Then he interviewed 100 workers and asked them what they thought was the most dangerous part of their job. He got 85 different answers. He shared his analysis with the group and identified the top 4 issues that were causing their losses. When the company’s safety efforts were refocused on those 4 issues, they reduced their incidents by 82% the next year.

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Both managers and workers who do not accurately perceive their greatest risks often waste their limited safety efforts on ineffective strategies. The problem is not lack of resources or effort, but lack of accurately focused effort. Yet many organizations continue to push safety energy at the wrong target(s). Our two biggest challenges are: 1.) picking the right goals 2.) ensuring we link our activities to accomplishing our goals

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Using another analogy I like to compare safety to -

The Sniper Rifle vs. Shotgun approach

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The Shotgun:

The force of the exploding gunpowder is spread over all of the pellets therefore none of them by themselves will do much The pellets begins to spread out as they leave the muzzle and continue to spread over distance Good only at relatively short distance Is not really aimed, just pointed/swung in the general direction and hope enough pellets hit the target to take it down

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The Sniper Rifle:

All of the force of the exploding gunpowder is directed at a single bullet Expectation is that one shot takes out target Good both short and long distance Quality rifle scope lets shooter identify specific target, accommodate variables, and accurately pin point exactly where the shot will go

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Are we taking a shotgun approach to safety and trying to do a lot of things all at the same time? Or are we targeting our time and effort like a sniper on one or two issues at a time?

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The main thing is to keep the main thing, the main thing

(Stephen R. Covey)

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“Fleet Safety Solutions for the Real World”

Picking up on a regular feature from David Letterman’s late night TV show

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On May 20, 2015 David Letterman delivered his final Top 10 list on his final show. Letterman's very first list—things that almost rhyme with peas—was presented on NBC's Late Night on Sept. 18, 1985. When it's all said and done, Letterman will have presented 4,605 Top 10 lists.

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Fleet Safety Solutions Top Ten List:

10. Monitor/manage your Carrier Profile

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Fleet Safety Solutions Top Ten List:

10. Monitor/manage your Carrier Profile 9. Keep meaningful safety metrics

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Key Performance Indicators (KPI):

  • Preventable Collisions
  • Non-Preventable Collisions
  • Driver Violations
  • Injury Incidents
  • WCB Claims
  • WCB Lost Days
  • Small Group Safety Meetings
  • Lates
  • Breakdowns
  • Complaints
  • Turnover Rate
  • TIF Rate
  • Preventable Collisions per Million Miles Rate
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PWT Cost of Safety:

(we want to know not only how we are doing, but how much it is costing us to do it)

  • insurance premiums
  • insurance deductibles
  • cost of collision repairs
  • passenger baggage/damage claims
  • workers compensation premiums
  • safety training
  • safety staff wages
  • safety supplies
  • safety administration
  • safety program expenses
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Safety Perception Survey Questions:

  • 1. I know how to report incidents
  • 2. My supervisor understands the safety challenges I face in my work
  • 3. I know that safety is important to the company
  • 4. If I see something unsafe, no matter where, I report it
  • 5. Safety always takes priority over moving passengers on time
  • 6. My supervisor talks to me about safety at least every month
  • 7. I have been told about the hazards in my job and how to avoid them
  • 8. The safety of other workers is my problem
  • 9. I know our KPI goals and how we are doing each month
  • 10. When I tell my supervisor about a safety concern, it gets fixed right away
  • 11. Safety policies, standards, and rules have been clearly explained to me
  • 12. I know about the Fleet Safety audit and why it is done each year
  • 13. I know about the Workplace Safety audit and why it is done each year
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Fleet Safety Solutions Top Ten List:

10. Monitor/manage your Carrier Profile 9. Keep meaningful safety metrics 8. Perform regular internal safety reviews

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Annual Internal Fleet Safety Review:

  • 1. Safety Program
  • 2. Policies and Procedures
  • 3. Driver Files
  • 4. Collisions
  • 5. Hours Of Service
  • 6. Vehicle Files
  • 7. Preventative Maintenance Program
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Annual Internal Workplace Safety Review:

  • 1. Leadership & Organizational Commitment
  • 2. Hazard Identification & Assessment
  • 3. Hazard Control
  • 4. Ongoing Work Site Inspections
  • 5. Worker Qualifications, Orientation, & Training
  • 6. Emergency Response
  • 7. Accident & Incident Investigation
  • 8. Program Administration
  • 9. Hazardous Waste/Recyclables Management
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Fleet Safety Solutions Top Ten List:

10. Monitor/manage your Carrier Profile 9. Keep meaningful safety metrics 8. Perform regular internal safety reviews 7. Connect with drivers

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Small Group Safety Meetings

A facility safety meeting where:

  • Safety is the main focus
  • There are no less than 3 and no more than

12 attendees consisting of drivers and/or shop staff

  • At least 15 minutes in length
  • Is led by a frontline Supervisor
  • Has documented minutes and attendance
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Fleet Safety Solutions Top Ten List:

10. Monitor/manage your Carrier Profile 9. Keep meaningful safety metrics 8. Perform regular internal safety reviews 7. Connect with drivers 6. Combat distraction and fatigue

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Sleeping 5 hrs. or less increases chance of a collision by 4 to 5 times (but 35% of population is getting less than 7 hrs. nightly) In any audience at any meeting at least 10% will admit to falling asleep while driving Text messaging while driving increases the risk

  • f crashing 23 times

Talking on a cellphone reduces the amount of brain activity used for driving by 37%

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If you are awake and looking at something… …it is very unlikely you will hit it !

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Fleet Safety Solutions Top Ten List:

10. Monitor/manage your Carrier Profile 9. Keep meaningful safety metrics 8. Perform regular internal safety reviews 7. Connect with drivers 6. Combat distraction and fatigue 5. Embrace technology

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Flow of Telematics Data

How use post-event data follow up to change driver behavior? How use in-cab event data feedback to change driver behavior?

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Fleet Safety Solutions Top Ten List:

10. Monitor/manage your Carrier Profile 9. Keep meaningful safety metrics 8. Perform regular internal safety reviews 7. Connect with drivers 6. Combat distraction and fatigue 5. Embrace technology 4. Integrate safety into day to day

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Fleet Safety Solutions Top Ten List:

10. Monitor/manage your Carrier Profile 9. Keep meaningful safety metrics 8. Perform regular internal safety reviews 7. Connect with drivers 6. Combat distraction and fatigue 5. Embrace technology 4. Integrate safety into day to day 3. Make it real

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“My wife test”

In all my work, at some point I try to take a step back and ask myself…if I showed this to my wife (or a stranger walking down the street), would they get it? Would they understand what I am trying to convey? What they understand what needs to get done to stay safe? If not, then it’s back to the drawing board until I can connect it to the real world.

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Fleet Safety Solutions Top Ten List:

10. Monitor/manage your Carrier Profile 9. Keep meaningful safety metrics 8. Perform regular internal safety reviews 7. Connect with drivers 6. Combat distraction and fatigue 5. Embrace technology 4. Integrate safety into day to day 3. Make it real 2. Make it fit

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Newsflash…There is no pot of gold at the end of the rainbow. There is no magic answer. You can learn and leverage from others experiences, but you still will have to build your own program to match your

  • wn company.

So continually chasing “Best Practices” is not a best practice

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Fleet Safety Solutions Top Ten List:

10. Monitor/manage your Carrier Profile 9. Keep meaningful safety metrics 8. Perform regular internal safety reviews 7. Connect with drivers 6. Combat distraction and fatigue 5. Embrace technology 4. Integrate safety into day to day 3. Make it real 2. Make it fit 1. Work at the top of the cliff

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“Fleet Safety Solutions for the Real World”

Take Away

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Although we like to feel we are better (way better) than average, it probably would be helpful to know what others in the road transport industry are struggling with.

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FMCSA Top Ten (nine) Bus and Large Truck Roadside Inspection Driver Violations in 2013 (as of Oct 2014)

  • 1. Log Book
  • 2. Speed
  • 3. Non-English Speaking
  • 4. Seat Belt
  • 5. Medical Certificate
  • 6. Disobey Traffic Device
  • 7. Cell Phone
  • 8. No CDL
  • 9. Lane Restriction
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FMCSA Top Ten Bus and Large Truck Roadside Inspection Vehicle Violations in 2013 (as of Oct 2014)

  • 1. Lighting
  • 2. Brakes
  • 3. Tires
  • 4. Misc. Defects
  • 5. Oil Leaks
  • 6. Fire Extinguisher
  • 7. Inspections
  • 8. Windshield Wipers
  • 9. Triangles
  • 10. Windshield
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Federal OSHA Top Ten Citations in 2014 (Oct 1/13 – Sep 30/14)

  • 1. Fall Protection
  • 2. Hazard Communication
  • 3. Scaffolding
  • 4. Respiratory Protection
  • 5. Powered Industrial Trucks (forklifts)
  • 6. Lockout/Tagout
  • 7. Ladders
  • 8. Electrical Wiring Methods
  • 9. Machine Guards
  • 10. Electrical System Design
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NTSB Most Wanted List 2014

  • 1. Address Unique Characteristics of Helicopter Operations
  • 2. Advance Passenger Vessel Safety
  • 3. Eliminate Distraction in Transportation
  • 4. Eliminate Substance-Impaired Driving
  • 5. Enhance Pipeline Safety
  • 6. Improve Fire Safety in Transportation
  • 7. For General Aviation Identify and Communicate Hazardous Weather
  • 8. Implement Positive Train Control Systems
  • 9. Promote Operational Safety in Rail Mass Transit
  • 10. Strengthen Occupant Protection in Transportation
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“Fleet Safety Solutions for the Real World” Take Away Assignment:

Some of these won’t apply to us, but select one safety issue from each of the four lists. Then get out to your real world and confirm that your company is following through on those four issues…that you are walking the talk.

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Take Away Assignment:

Some of you will be surprised to find that things are not being looked after as well as you thought. We all spend much of our time keeping the wheels rolling. Plus most of our staff are drivers who are away from the

  • ffice all day.

So it is not surprising that sometimes things fall between the cracks.

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Stephen Evans

VP of Safety, Pacific Western Group Calgary, AB Canada stephen@corp.pwt.ca (403) 248-4300

Thank You !

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VP of Safety Chairman

Shell Road Transport Forum

Oct 06, 2015 Ft McMurray

“Fleet Safety Solutions for the Real World” Stephen Evans