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ISM Best Practices Aurora, CO Dave Jackson September 2006

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ISM Best Practices Aurora, CO Dave Jackson September 2006

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    1. ISM Best Practices Aurora, CO Dave Jackson September 2006

    2. Dashboards and Control Charts 2 The Hanford Site

    3. Dashboards and Control Charts 3 Introduction Fluor is making use of Leading Indicators in conjunction with Human Performance to perform work safely at the Department of Energy Hanford site Fluor is a leader in DOE’s Voluntary Protection Program Fluor has achieved significant safety improvements – 84% reduction in OSHA case rate from 1996 to 2005 Use of leading indicators started in May 2004, since then we have achieved a 28% reduction of injuries

    4. Dashboards and Control Charts 4 Introduction A conjunction of “Hard Side” and “Soft Side” at Fluor

    5. Dashboards and Control Charts 5 Voluntary Protection Program Fluor is the leader in DOE’s VPP Program 8 STAR Sites Simply complying with regulations is not sufficient for continual improvement VPP has helped to focus management and union efforts and teaming Leading Indicators fit in with worksite analysis

    6. Dashboards and Control Charts 6 Results

    7. Dashboards and Control Charts 7 Numerical Tools Use of Leading Indicators and Statistical Process Control has had a profound effect at Fluor Increases visibility to safety and production processes Helps to point the leaders in the correct direction to find improvement The Workers do understand the data – they live the data! Integration of data and numbers with people

    8. Dashboards and Control Charts 8

    9. Dashboards and Control Charts 9

    10. Dashboards and Control Charts 10 A moving average simply compares the new datum point to the oldest. If the new point is higher, the moving average moves up; if lower, the moving average moves down. There is no criteria for when to declare a trend, when to sound the alarm

    11. Dashboards and Control Charts 11

    12. Dashboards and Control Charts 12 The traditional color coded charts against numerical targets adds to the reaction to random noise Although we now have an alarm threshold, there are a high rate of false alarms against arbitrary thresholds

    13. Dashboards and Control Charts 13 Common Trending Errors

    14. Dashboards and Control Charts 14

    15. Dashboards and Control Charts 15 SPC Description Data are plotted in time sequence Baseline average (center line) is added Upper and Lower Control Limits are added, 3 standard deviations above and below the average UCL and LCL represent the expected range of variation in the data. Variation outside this range is circled (other rules are used in addition) See the “Hanford Trending Primer” at http://www.hanford.gov/safety/vpp/trend.htm.

    16. Dashboards and Control Charts 16 Technology and Psychology Even the most elegant charts and analysis will not cause something to happen Decisions and implementation made without data are likely to fail We must integrate Technology and Psychology Integrate the alphabet soup of programs and the data with the people

    17. Dashboards and Control Charts 17 Systems Thinking Concepts Pay attention to interactions more so than components (People to People, People to Machine) Knowledge of statistical variation more so than discrete numbers Long term focus more so than short term Cooperation more so than fear, blame and internal competition

    18. Dashboards and Control Charts 18 Jump Start with Leading Indicators Just what are leading indicators, anyway? Predictions of future? or A means to create a better future?

    19. Dashboards and Control Charts 19 Creating a Better Future We have gotten distracted by calls to predict future, delaying development of leading indicators At a low injury rate, little information exists in the outcome indicators Trending response time long at these low rates Use leading indicators to measure lower threshold data and activities Quickens trend response, reduces injuries and improves outcomes

    20. Dashboards and Control Charts 20 Leadership is Needed The control chart will help characterize the data. Many times the data “will cry out” for action to be taken. Leaders at all levels in the corporation must be willing to hear the cry, formulate the appropriate action, take the action, and determine the effect of the action.

    21. Dashboards and Control Charts 21 Our Current Leading Indicators Events - First Aid Cases, Occurrences, Near Misses Safety Inspections - Number and Score Employee Input – Safety Concerns and Survey Responses Senior Management reviews weekly, and published by Project in Fluorboard

    22. Dashboards and Control Charts 22 Events

    23. Dashboards and Control Charts 23 Safety Inspections

    24. Dashboards and Control Charts 24 Employee Sentiment

    25. Dashboards and Control Charts 25 Results There have been recent trends that allowed management to stay ahead of issues OSHA Recordable Case Rate has dropped 28% since start of use (May 03 – Apr 04 compared to Feb 05 – Jan 06) Finished 2005 with lowest OSHA Recordable Case Rate yet Allows focus on doing the right things right

    26. Dashboards and Control Charts 26 Correlations

    27. Dashboards and Control Charts 27 Correlations

    28. Dashboards and Control Charts 28 A Color-Coded Dashboard Integrated presentation for Leading and Lagging Indicators Combines the best of “balanced scorecard” with the best of SPC Better than rolling all data into one index Allows a Systems Approach – looking across several indicators

    29. Dashboards and Control Charts 29 Red Yellow and Green

    30. Dashboards and Control Charts 30 Use of “White” Addition of White to the dashboard can be advantageous: Use White (or Yellow) for one month away from a trend Use for stable at an okay level, but not superior Minimizes some of the push to be “All Green” while allowing for opportunities for improvement

    31. Dashboards and Control Charts 31

    32. Dashboards and Control Charts 32

    33. Dashboards and Control Charts 33

    34. Dashboards and Control Charts 34

    35. Dashboards and Control Charts 35

    36. Dashboards and Control Charts 36

    37. Dashboards and Control Charts 37

    38. Dashboards and Control Charts 38 Taking the Data to the People Senior Management receives weekly update of injuries and leading indicators President’s Zero Accident Council includes presentation on the statistics Project and Facility level charts are provided at least monthly Annual Employee training includes a safety culture survey

    39. Dashboards and Control Charts 39 Improvement Model Identify Trends and take appropriate actions When stable, determine if results need improvement Involve all Employees in improvement Use Pareto Charts and Histograms to help with improvement initiatives Publicize the results

    40. Dashboards and Control Charts 40 Conclusion Integrating tools and methodologies such as Statistical Process Control Systems Thinking Hazards Control and Leading indicators With the People and Human Performance Will lead to success.

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