Knowledge Management : information sharing in risk culture creation, a matter of change management.

1. Knowledge Management : information sharing in risk culture creation, a matter of change management. Pitfalls to avoid, results to expect Jean Francois DAVID Consultant, Expert près la Cour d’Appel de Versailles

2. Why such a project ?Context • An uncertain context were new critical stake appear and develop for meat packing industry: • Food safety • BSE and animal by-products collection and elimination • Results of an assessment of corporate liability in animal by-products • Crisis are preceded by forerunners events • Incidents (operation, management), gaps however small, from rules may have a key role in development of corporate crisis • A strong conviction : • Need for information sharing La nécessité d’un partage d’informations • Need for an elaborate knowledge management system

3. Objective : Act upon a specific domain though a community of practitioners • Project content • List an register incidents and minor gaps • Analyse those events • Set action plant aimed to prevention • Objectives : • Avert mis functions and minor events which are fore runners of a major crisis (cf. next scheme)

4. Crisis Critical event Risk control is applied along the whole scale of gaps and mis fucntionning Suppression or shrinkage of crisis Objective :Prevention and weak signals management Petty gaps Numerous occurence

5. Scope and approach

6. The steps Understand As-is situation Analyze compare Fix Feed back

7. As-is situation Understand As-is situation Analyze compare Fix Feed back • Ten plants scattered in France : • Wide span of methods in environmental management Une grande diversité dans les méthodes de recensement et de description • Wide span in ranking incidents and in complying with corporate values

8. Method : gathering information – questionnaire based inquiry Understand As-is situation Analyze compare Fix Feed back • An inquiry launched among plant managers disclosed : • Practices : • Several opinions on sources of occupational casualties • Several ways and means of collecting information and deciding reactions • Accidents reporting : • Different modes of ranking • An under estimations of risks associated to disregarding regulations • Corporate culture : • Estimation of direct & indirect costs and hindrance for corporate performance • Uneven ranking of incidents • Human & financial stakes

9. A common tool to collect and review Understand As-is situation Analyze compare Fix Feed back • Common Template for event analysis • Scope of analysis : key words • Mode of analysis : linked with plant processes (common processes across the whole corporation) • Concatenation in a common document

10. Analyse and compare : Prepare Understand As-is situation Analyze compare Fix Feed back

11. Analyze and compare : execute Understand As-is situation Analyze compare Fix Feed back

12. Behavioural challenge Understand As-is situation Analyze compare Fix Feed back • Drop worst practices and adopt best ones • Draft a genuine hazards prevention program • Erase “will never happen to me” • Correction is neither criticism nor a penalty

13. Results : Understand As-is situation Analyze compare Fix Feed back • Behave compliantly with corporate rules and public regulations • Get watchful employees • Improve dialog about corporate performance : quality versus rough quantity • Initiate a rating approach concerning health and environmental hazards • Link with strategic goals • Identify common corporate objectives : shared through a common knowledge base

14. Common convictions Understand As-is situation Analyze compare Fix Feed back • Progress : • Share solutions and bests practices : • Success factors : • Measure & analyse • Feed back • Hindrance to overcome • Historic practices • Human relations and tacit corporate criteria

15. Hindrance appeared : Understand As-is situation Analyze compare Fix Feed back • Look & feel of questionaire • Questions asked • Ways of treatment and concatenation

16. Gain from information sharing Understand As-is situation Analyze compare Fix Feed back • Building a community of interest : a good partner is not a dumb partner • Those who have nothing to declare evolution of community opinion : • From « all right » • To « Have no progress in perspective »

17. ANNEX - Method : Cause & effect diagram (Ishikawa Tree or fish bone diagram) 1 • Step 1 : I note, I declare • Record accidents (as usual) • Record gaps, near misses, non compliances • Step 2 : • I declare what I know • Who (employee, individual) • What : task La tâche • How : Organisation (team, shift) • When : shift, step in the process • Front to each of those items, I write down identified cause or relations

18. ANNEX - Method : Cause & effect diagram (Ishikawa Tree or fish bone diagram) 2 • Step 3 : • I organise information & data (events, situations) : • To draw up the logical chain of incident or accident pour reconstituer la logique de l’incident ou l’accident • To find out causes, not obvious at first glance