Workshop LL Passionate about Safety Winning in Safety: Process for - - PDF document

Workshop LL

Passionate about Safety … Winning in Safety: Process for Improved Performance

Wednesday, March 27, 2019 11:15 a.m. to 12:30 p.m.

Biographical Information

James W. Lane, Global PEC (EHS&S) Operations Leader The Goodyear Tire & Rubber Company james_lane@goodyear.com Jim Lane Global PEC (EHS&S) Operations Leader (formally Regional Safety & Health Manager for North America Commercial Tire) for The Goodyear Tire & Rubber Company. He is a leader in environmental health and safety with more than 23 years of proven experience in developing and driving efficient, aligned and effective safety programs. Throughout his career, Jim has consistently delivered results through innovative approaches to improve workplace environments, grow employee capabilities, and build systems for occupational safety and health improving injury rate performance and reducing workers’ compensation costs. Jim joined Goodyear in 2009 and in his current role as Global PEC (EHS&S) Operations Leader, Jim is responsible for leading the team developing Goodyears processes, systems and tools to improve operational efficiency of EHS&S teams globally. Jim has leveraged the experience gained in his previous role designing and implementing safety management and

• wnership processes (helping the organization

achieve a 74% reduction in recordable injury rates since 2009) to establish a strategy that positions the organization for successfully reducing and eliminating serious injuries by

• 2023. He played a key role in influencing national

health and safety policy and consensus standards as both chair of the U.S. Tire Manufactures Association’s Health and Safety Committee and as a member of ANSI’s Z244 Committee on Control of Hazardous Energy-Lockout Tagout and Alternative

• Methods. He has capitalized on processes for risk assessment to evaluate the impact
• f health and safety improvement projects that enable the company to align nearly $5m

annually in capital investments focused on reducing serious injury risk while continuing to mitigate high-frequency injury causes. Goodyear is one of the world’s largest tire

• companies. It employs about 65,000 people and manufactures its products in 47 facilities

in 21 countries around the world.

While at Goodyear, Jim has provided leadership coaching to professionals inside and outside of the Company including representatives from Note Printing Australia, and subsequent speaking invitations with professional leadership groups including the Manufacturers Education Council. Prior to joining Goodyear, Jim worked with Chrysler at offices in Michigan and Ohio as Corporate Occupational Safety & Health Program Manager and Plant Safety and Health Manager. There, he spearheaded efforts to achieve a 53% reduction in incident rates in the Small and Premium Car Division. Jim began his career with Phelps Dodge Magnet Wire as a Safety and Industrial Hygiene Leader in Ft. Wayne Indiana where he coordinated a behavior-based safety process for multiple facilities and was instrumental in instituting a proactive injury prevention program through the development of safety and health He and his wife Leslie reside in Tallmadge Ohio with their children Amber, Ashley, Acacia and Aleah. He earned a master’s degree in occupational hygiene & occupational safety from West Virginia University and a bachelor’s degree in mechanical engineering technology from Fairmont State College in West Virginia. He earned his Certified Safety Professional in 1999, is an active Registered Professional Safety Engineer and served as a medic in the U.S. Army.

Jim Lane, Global PEC (EHS&S) Operations Leader

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Why You’re Here

To influence change. We influence best through our actions.

 Defining a strategy  Aligning actions to strategy  Influencing support  Owning and executing the strategy  Governing the process  Recognizing & celebrating successes What We’ll Discuss

Define Align Execute

Govern

This Is A Journey

Involving everyone drives ownership.

Defining Your Strategy

Safety As A Culture: Safety is a core value that enables business success. Safety As A Priority: Important, but not seen as an enabler for the business. Safety As Compliance: Seen as meeting regulations. Safety As A Barrier: Production and cost focus.

Create a safe environment where people can talk openly about current state.

Review Performance Set New Goals? Develop Initiatives Execute? Maybe?

Shift Perspective

Defining Your Strategy

• Leverage the team’s collective knowledge
• Don’t let your ego get in the way
• Base decisions on data
• Attack process, not people
• Drive on principles vs. rules
• Make decisions and move forward

Right now are you improving…or avoiding failure?

Defining Your Strategy

• Challenge others not to “look backwards:”

– “There is not enough time / money!” – “We’re too big / too small to make that work!” – “We’ve tried that before and it didn’t work.” – “THEY would never approve / allow that!” – “I understand exactly what they’re going through.”

Determine why the work is important to you…then engage the team.

Results!

First Step Is Understanding Your Business

Be humble - understand what “good” looks like Learn your team and customer needs Partner to develop process & build trust Achieve wins that can be built on Grow capability to create urgency for change

Strengths Weaknesses Opportunities Threats Positive Negative Internal External

S W O T

Conduct A S.W.O.T. Analysis

Bring Clarity, Not Noise, To The Team

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Good Leaders Add Clarity

1 2 3 4 5 6 7 8 9

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1 8 2 3 1 9

Adding Clarity

• Specific
• Measurable
• Attainable
• Relevant
• Time-bound

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• Reduce serious

injuries rate from X to Y by 2020

• Improve near miss

identification from X to Y by 2020

• Grow safety

maturity from X to Y by 2020

Define the behaviors you want to change.

• What behaviors do you want to change?
• Conducting pre-job briefings & after action reviews
• Reporting of near-misses
• Timely correction of physical hazards
• Use of lockout & energy control
• Good root cause analysis focused on process

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Adding Clarity To Actions

Influencing Actions

• Change Motivation
• Change Abilities

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• Personal Motivation & Ability

– Is it enjoyable? – Do people have the capability?

• Social Motivation & Ability

– Are the right behaviors recognized? – Do peers provide positive influence?

• Structural Motivation & Ability

– Do systems support working safely? – Are you focused on process metrics?

Who’s Behavior To Influence First?

Opinion leaders have to be aligned

• n the strategy. Without alignment

failure is imminent. Opinion leaders influence execution because of the creditability they bring to the process. STRATEGY EXECUTION Opinion leaders provide authentic support.

STRATEGY EXECUTION POSITIVE RESULTS

OWNERSHIP

Opinion Leaders Generate Ownership

Without ownership, blame takes over and destroys trust.

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4 8 4

Team NEEDS Authentic support

Ownership At The Right Levels

2 2 2 1 1 1 1 1 1 1 1

Look for opinion leaders in every level of the organization.

Measure What Matters 10 Feet & 10 Seconds

Keep it simple & visual to drive ownership at all levels.

Influence Behavior

Helps drive the right behaviors by:

– Engaging at each level of the

• rganization

– Delegating decision making to where the work gets done and to people working in the process Regularly Review Progress

Director Regional ESH Plant Manager Plant ESH Department Department ESH

Function Tier

The Process

Align Tiers & Functions to deliver winning performance.

Director Regional ESH Plant Manager Plant ESH Department Department ESH

Function Tier

Governing Execution

Process highlights successes and opportunities…leverage the data.

Plant ESH Department ESH Department ESH

Daily Management System & Standard Work

• Create a structure that

motivates and enables you to adjust performance

• Keep it simple and focus on a

few key drivers

• Create dialogue and

expectations about performance, process, and behaviors

• Develop a discipline to your

process

Daily Management Daily Management Daily Management

Recognize People & Work To The Process

Make your people visible and they will make you Valuable!

• Manage the process not the outcome
• The experts are the people working in the process
• Create a safe environment were we hold ourselves

accountable

• Establish clear priorities
• Trust the process and stick with it

Key Take-Aways

Questions?

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