Workshop R New to EHS /101 Basics Best Practices for Safety - - PDF document

Workshop R

New to EHS /101 Basics … Best Practices for Safety Professionals to Ensure Front-Line Supervisors Address Safety Issues Without Becoming Complacent, the Silent Killer in Today’s Workplace

Tuesday, March 24, 2020 2 p.m. to 3:15 p.m.

Biographical Information

Gregory A. Hemker, President EHS Technology Group, LLC 2912 Springboro Road West, Suite 101, Dayton, Ohio 45439 Office 937.865.3818 800.356.9039 Fax: 937.865.3611 ghemker@ehstech.com

• Mr. Hemker is one of the founders of EHS Technology Group, LLC located in

Moraine, Ohio. He has over 45 years of experience in environmental engineering and management. Mr. Hemker obtained a Master’s Degree in Environmental Engineering from the University of Cincinnati and is a Certified Hazardous Materials Manager (CHMM). His principle fields of expertise are air pollution, hazardous waste, and hazardous chemical management. He has conducted numerous environmental management training seminars throughout the U.S. and China. In recent years Mr. Hemker has focused on consulting with manufacturing industries to solve problems associated with air pollution, water pollution, hazardous waste, oil and chemical spill prevention, chemical safety, and industrial hygiene. He has also led the development and implementation of Energy management Systems at manufacturing facilities in Ohio and Kentucky.

• Mr. Hemker is a RAB/Exemplar Global trained lead auditor and has been

developing and implementing ISO 14001, 9001, 50001 and OHSAS 18001 management systems since the adoption of the Standards. David Arthur, Corporate Health and Safety Manager Environmental Quality Management, Inc. 1800 Carillon Boulevard, Cincinnati, Ohio 45240 513-742-7297 darthur@eqm.com

• Mr. Arthur has more than thirty years of both governmental and commercial

experience as an occupational safety and health manager. Mr. Arthur has built, managed, and trained on safety and health programs since 1988, and was heavily involved in shipping hazardous materials by air since 1982. Having been a member

• f both the Air Force and Air National Guard, he was instrumental in building and

managing the programs for the more than 2,000 personnel assigned to the units for which he was responsible. Mr. Arthur is an experienced mishap investigator and adult educator, at one point working as a university-level instructor and curriculum developer. He holds a BS in Environmental Health from Boise State University, ID, has three USAF Associate Degrees, and lives in Cincinnati with his beloved wife and dogs.

This presentation includes data that shall not be disclosed and shall not be duplicated, used, or disclosed—in whole or in part. This restriction does not limit the right to use information contained in the data if it is obtained from another source without restriction. The data subject to this restriction are contained on all slides of this presentation.

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The Front-Line Supervisor, A Safety Manager’s Friend or Foe

For the Manufacturers’ Education Council / March 2020

This presentation includes data that shall not be disclosed and shall not be duplicated, used, or disclosed—in whole or in part. This restriction does not limit the right to use information contained in the data if it is obtained from another source without restriction. The data subject to this restriction are contained on all slides of this presentation.

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Welcome

• Please turn off your cell phone
• The seminar is intended to be

interactive

• CEUs
• Schedule

Introduction

This presentation includes data that shall not be disclosed and shall not be duplicated, used, or disclosed—in whole or in part. This restriction does not limit the right to use information contained in the data if it is obtained from another source without restriction. The data subject to this restriction are contained on all slides of this presentation.

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Overview

• Real Safety
• The Impact of Supervision
• Recognizing the Problem
• Solutions to the Problem
• Keeping Good Things Going

Introduction

This presentation includes data that shall not be disclosed and shall not be duplicated, used, or disclosed—in whole or in part. This restriction does not limit the right to use information contained in the data if it is obtained from another source without restriction. The data subject to this restriction are contained on all slides of this presentation.

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Where does “real safety” take place?

• “Real safety” occurs when…
• The worker recognizes the hazard…
• Does something about it…
• Reports it to management & co-workers
• It’s the ultimate safety goal
• How do we reach that goal?
• Standards
• Training
• Enforcement
• Evaluation
• Competent and active supervision

is the vehicle to get there

Real Safety

This presentation includes data that shall not be disclosed and shall not be duplicated, used, or disclosed—in whole or in part. This restriction does not limit the right to use information contained in the data if it is obtained from another source without restriction. The data subject to this restriction are contained on all slides of this presentation.

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Supervision is the critical component

• Who has the greatest impact on safety?
• The CEO
• Upper Management
• Middle Management
• The Company “Safety Guy”
• First-Line Supervisors
• “All the above?”
• The worker’s greatest share of interaction is with the first-

line supervisor

• Called a: “Team Leader”, “Shift Leader”, “Floor Supervisor”, etc…etc…
• This gives them the most influence
• This also gives them the best perspective on what’s going on
• This makes them the MVP of your safety team!

The Impact of Supervision

This presentation includes data that shall not be disclosed and shall not be duplicated, used, or disclosed—in whole or in part. This restriction does not limit the right to use information contained in the data if it is obtained from another source without restriction. The data subject to this restriction are contained on all slides of this presentation.

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Upper management is not exempt, as all managers have their rolls

• Upper management usually “gets it”
• This is usually liability driven
• It doesn’t mean they necessarily understand, but they will at least give it

some attention

• They are familiar with being tasked with large responsibilities
• Upper management sets the pace and tone
• The first-line supervisor is the most difficult level to reach
• They may understand their part, but usually not the “big picture”
• They are usually production driven
• They may not be familiar with being tasked with large responsibilities
• They may be unfamiliar with all the programs in place
• They may never have been a “safety kinda’ guy/gal”
• Especially watch out for “cowboys”…!

The Impact of Supervision

This presentation includes data that shall not be disclosed and shall not be duplicated, used, or disclosed—in whole or in part. This restriction does not limit the right to use information contained in the data if it is obtained from another source without restriction. The data subject to this restriction are contained on all slides of this presentation.

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Most facilities claim “safety first”

• It’s a statement of total commitment…right?
• We tell our first-line supervisors to meet it!
• But what would happen if it were true?
• All work stops until finding every incident’s root cause
• Work begins only after every hazard is fully abated
• Process Equipment would only be procured with its

proper safety gear

• All safety training/meetings would have 100% attendance
• Safety programs & PPE would have no budget limits
• All employees would have at least a 30-hour card
• Managers would be evaluated on safety metrics
• Nobody comes to work to ensure there are no injuries on

the job

Recognizing the Problem

This presentation includes data that shall not be disclosed and shall not be duplicated, used, or disclosed—in whole or in part. This restriction does not limit the right to use information contained in the data if it is obtained from another source without restriction. The data subject to this restriction are contained on all slides of this presentation.

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Reality doesn’t support “safety first”

• In the real world, safety competes with other

essential factors

• Quality
• Production
• Logistics
• Personnel constraints
• Budget restrictions
• Profit/Loss
• The better practice is “Safety Always”
• Incorporate risk assessment in every decision
• Balance is the essential component
• “Options” provide flexibility and support innovation
• Push safety decisions to the lowest level possible

Recognizing the Problem

This presentation includes data that shall not be disclosed and shall not be duplicated, used, or disclosed—in whole or in part. This restriction does not limit the right to use information contained in the data if it is obtained from another source without restriction. The data subject to this restriction are contained on all slides of this presentation.

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The first-line supervisor’s dilemma

• Nobody wants injury to themselves or a co-worker…but...
• Their first concern is usually production
• They may be complacent after years of the same work
• Management sometimes presses to meet strict deadlines, production

goals, or cost constraints

• They recently may have been just “one-of-the-guys/gals”
• They usually only have rudimentary safety training
• Their previous boss may or may not have been a “safety champion”
• “Safety stuff” can seem petty and annoying
• Their direct manager may or may not support them
• They may not have the power to make safety decisions
• The first-line supervisor is essentially at “the end of the pipe”!

Recognizing the Problem

This presentation includes data that shall not be disclosed and shall not be duplicated, used, or disclosed—in whole or in part. This restriction does not limit the right to use information contained in the data if it is obtained from another source without restriction. The data subject to this restriction are contained on all slides of this presentation.

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Your safety program is partially a reflection of your company

• Questions that demand an answer…
• What dose your company value?
• How does management react to incidents?
• Are the upper managers “safety trained”?
• Is a full-time safety professional on staff?
• How long do safety issues linger?
• What sort of management style is in play?
• Authoritarian Top-Down
• Visionary Management
• Transactional
• Servant Leadership
• Pacesetting
• Democratic
• Laissez-Faire

Recognizing the Problem

This presentation includes data that shall not be disclosed and shall not be duplicated, used, or disclosed—in whole or in part. This restriction does not limit the right to use information contained in the data if it is obtained from another source without restriction. The data subject to this restriction are contained on all slides of this presentation.

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Develop your supervisors the same as any other valuable resource!

• Training, training, training…
• Safety Training
• Supervisory Training
• “Big Picture” Training
• Consider a mentorship program
• Empower supervisors to supervise
• Delegate authority
• Support and defend
• Provide the necessary (safety) “tools”
• Be a beneficial conduit to upper management
• Set & maintain specific safety standards

Solutions to the Problem

This presentation includes data that shall not be disclosed and shall not be duplicated, used, or disclosed—in whole or in part. This restriction does not limit the right to use information contained in the data if it is obtained from another source without restriction. The data subject to this restriction are contained on all slides of this presentation.

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Develop your supervisors the same as any other valuable resource!

• Involve them in the safety process
• Decision making
• Investigations, reports, inspections, plans, and

programs

• Identifying hazards and recommending abatement
• Shape your safety message
• Put the benefits in “production” terms
• Address direct needs/observations and keep

concepts simple

• Easy compliance = more compliance
• Always remember, safety is not their

primary function…that’s your job!

Solutions to the Problem

This presentation includes data that shall not be disclosed and shall not be duplicated, used, or disclosed—in whole or in part. This restriction does not limit the right to use information contained in the data if it is obtained from another source without restriction. The data subject to this restriction are contained on all slides of this presentation.

1/10/2020 13

There are things the safety pro can do

• A body in motion…
• Always remember your place
• Your job is to “advise” everyone, but not necessarily to “fix” everything
• You must be approachable and willing to assist
• Nobody knows everything, so always be willing to say, “I don’t know”
• Own your mistakes, then go another direction
• Always remember, respect is earned…
• Be approachable…(Yes, I meant to repeat that…!)
• The “Betari Box”
• Do unto others
• Inspect for success, not just failure
• Praise is a huge incentive

Keeping Things Going

This presentation includes data that shall not be disclosed and shall not be duplicated, used, or disclosed—in whole or in part. This restriction does not limit the right to use information contained in the data if it is obtained from another source without restriction. The data subject to this restriction are contained on all slides of this presentation.

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There are things the safety pro can do

• Recognize that supervisor will spend far more time with

the workers than will you

• Their relationship with the workers will be better than yours
• They will have a greater impact than you on a daily basis
• They also can be your best eyes & ears
• Develop a good set of metrics
• Without measurement, you won’t know how well they’re doing
• Emphasize the importance of leading indicators
• Share the responsibilities and the wealth
• Don’t hoard the safety functions
• Give praise where praise is due
• Develop Subject Matter Experts

Keeping Things Going

This presentation includes data that shall not be disclosed and shall not be duplicated, used, or disclosed—in whole or in part. This restriction does not limit the right to use information contained in the data if it is obtained from another source without restriction. The data subject to this restriction are contained on all slides of this presentation.

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There are things upper management can do

• Accountability, accountability,

accountability…!

• Portion to all management levels
• Support your words with resources
• Practice what you preach
• Never bypass safety for production, cost

savings, or expedience

• Senior leadership should demonstrate

the principles before their workers

• Support/Create a “Leadership Ladder”
• Changing the culture is the only way

to really make things stick

Keeping Things Going

This presentation includes data that shall not be disclosed and shall not be duplicated, used, or disclosed—in whole or in part. This restriction does not limit the right to use information contained in the data if it is obtained from another source without restriction. The data subject to this restriction are contained on all slides of this presentation.

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Summary

• Real Safety
• The Impact of Supervision
• Recognizing the Problem
• Fixing the Problem
• Keeping Good Things Going

Introduction