PKOSHA COURSE CONTINUOUS SAFETY IMPROVEMENT
Continuous improvement plan
Trainer Name
Position
Company
Phone
Email
(Revise as needed)
Workshop Goals:
Continuous improvement plan
1. Be familiar with the origins of the
Total Quality Management movement and W. Edwards Deming’s contributions.
2. Be able to apply Deming’s 14 Points to
workplace safety.
Form Safety
Improvement Teams!
Introductions
. Elect a Team Leader
Select a spokesperson
Name your Team
Deming on Safety
“Currently, management works under the
assumption that people and not the systems they work in are responsible
for safety. We therefore, reward and
punish people but the system they work in remains unchanged…” (W.E.
Deming, July 11, 1992)
Deming's key points:
•
Appreciate
systems -
fix the system not the blame. Structure
- inputs - processes - outputs
•
Understand
variation - special
and common cause
•
Understand
human psychology - what
motivates
•
Obtain
profound knowledge - based
on facts, not feelings
•
Transform
the individual - the
worker is more than a "unit of labor"
Management Systems:
•
Structure
– Inputs – Processes - Outputs
•
Use
the organization charts below to contrast the characteristics of traditional
management with that of total quality management.
Traditional TQM
Customer Supplier Management
Management
Traditional Management
TQM Customer-Supplier
Management
Undestand Safety Management Systems
Every system has structure, inputs,
processes and outputs
Where
do we look for clues that safety system design and/or implementation are
flawed?
Every system contains structure, inputs,
processes and outputs
Safety is an attribute of process quality
Two Important Characteristics of a
process
Complexity
Unnecessary work -- anything that
makes a process more complicated. Does
not add value to a product or service.
What can
occur that complicates the production or service process?
Variation
Inherent in all inputs, processes, and
outputs. Any system that relies on human
behavior is inherently unreliable.
Continuous improvement plan
Two types of variation
Common Causes - reside in the system or process
General Predictable Typical
Special Causes - reside in an individual, materials, specific
machinery, tools, or equipment
Unique Unpredictable Atypical
Draw a line from the concept on the
left to it's matching concept to the right.
Surface cause Common Cause
Root cause Special Cause
Applying Deming’s 14 Points
applied to safety
1. Create constancy of purpose for the improvement of product and service, with the aim to become
competitive and to stay in business, and to provide jobs.
What is the traditional purpose of business?
According to Deming, what is the purpose of business?
How can management create a constant sense of purpose?
2. Adopt a new philosophy.
What are
the programs, policies, procedures emphasized in a trational (reactive) vs. the
total quality (proactive) safety philosophy?
DOING THE RIGHT THINGS RIGHT: Meeting
customer's needs
Work efforts can generally fall into
one (or more) of the following categories:
•
Right
Things Right
- Things
we should do and we do well (+Leadership, +Management)
•
Right
Things Done Wrong
- Things
we should do but don't do well (+Leadership, -Management)
•
Wrong
Things Done Right
- Things
we shouldn't do but do well anyway (-Leadership, +Management)
•
Wrong
Things Done Wrong
- Things
we shouldn't do and do poorly (-Leadership, -Management)
Why is reliance on
walkaround safety inspections not an effective strategy?
•
What can a company do to improve safety without
relying on walk-around inspections?
•
List and describe your ideas:
4. End the practice of awarding
business on the basis of price tag.
Where does
the safety process begin?
Why does
quality suffer when companies do business with a large number of suppliers?
What
policies regarding the purchase of safe materials, equipment, and tools might a
company adopt to improve safety?
5. Improve constantly and
forever the system of production and
service, to
improve quality and productivity, and thus constantly decrease costs.
What
approach to safety must a company take to ensure continuous improvement?
What must a
company do to make sure safety problems are solved permanently?
6. Institute training and
retraining on the job.
What is the
danger in too little safety training or training not conducted by a competent
person?
Who should
do the training?
Continuous improvement plan
FIVE PILLARS: Key elements of a
Quality organization
1. Customer Focus - Aligning all your processes to meet customer
needs
2. Total Involvement - Getting everyone involved in improving
processes
3. Systematic Support - Aligning organizational systems with Quality
principles and practices (i.e. budget, evaluations)
4. Measurement - Establishing performance requirements and
monitoring
5. Continuous Improvement - Never settling for "good enough"
7. Adopt and institute
leadership.
2. What are
the qualities of good leadership?
3. How can
managers and supervisors display safety leadership?
4. SAFETY STRATEGIC QUALITY GOAL
5. We will deliver the highest quality
service to all employees by continuously improving our safety management
processes to effectively meet their ever-changing needs.
6. 8. Drive out fear, so that
everyone may work effectively for the company.
7.Deming
wrote that the “The economic loss from fear is appalling.”
Cooperation and
competition. There’s a place for
both. But, why may it be harmful for
employers to create a climate of competition among departments?
In regard to
safety, why is it important for various departments to communicate and
cooperate?
What workplace
group is specifically responsible to help break down safety barriers?
Is it
within the power of employees, alone, to achieve zero accidents in the
workplace? Why?
Is a “Zero
Accidents” policy unrealistic? Why?
Why might
the commonly seen “Safety First” poster be ineffective in some instances?
11. Eliminate numerical quotas for workers
and people in management. Substitute
leadership.
What’s
wrong with focusing primarily on numerical goals like accident rates or MOD rates to measure the success of a safety
program?
If,
according to Deming, we shouldn’t measure the safety success of a manager
purely on numerical results, what should we measure?
What is
“pride of workmanship”?
How can
supervisors help increase pride of workmanship?
According
to Deming, why might annual performance appraisals that rate or rank employee
performance be ineffective?
What would
a vigorous program in safety education and self-improvement look like?
How can you
get everyone to participate in the transformation to total safety improvement?
Deming/Shewhart Cycle
That’s it
0 comments:
Post a Comment