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Construction Safety

Construction Safety. Michael Scharfenstein Project ES&H Coordinator. Subcontracted Work Goals. GC managed Injury rate concern 120 days of field work remaining The goal is Zero future incidents CF & Technical Systems Installation Maintaining exemplary safety record

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Construction Safety

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  1. Construction Safety Michael Scharfenstein Project ES&H Coordinator

  2. Subcontracted Work Goals • GC managed • Injury rate concern • 120 days of field work remaining • The goal is Zero future incidents • CF & Technical Systems Installation • Maintaining exemplary safety record • Direct subcontractor management • Detailed work planning

  3. Project-specific ISEMS Implementation • LCLS Directorate Integrated Safety Management Plan • LCLS Work Authorization Procedure • LCLS Project ES&H Plan • Job Safety Analysis • Daily Tailgate Safety Meetings • PM/UTR manages each subcontract • Leads to success • TCCO Project Health and Safety Plan • Job Safety Analysis • Daily Pre-Task Planning Meeting • Pre-Task Checklist • Superintendents assigned geographically

  4. PROJECT SAFETY EXPERIENCEThrough April 2008 DART Rate • Total Project Hours • 1.8 M Hours worked • SubContractors • 484 K Hours worked • DART Rate 3.7 (9 Incidents) • TRC Rate 4.6 (2 Incidents) • LCLS Collaboration • 1,300 K Hours worked • DART Rate 0.3 (2 Incidents) Injury rates based on 200 K hours (100 man years) of effort. DOE/SC Goal is a Reportable Case (TRC) rate of < 0.25 and a Days Away, Restricted, or Transferred (DART) rate < 0.65 per 100 FTEs.

  5. Project Safety(Contractor/Technical Systems/Collaboration)

  6. TCCo Incident Distribution

  7. TCCo Stewardship • October ’06 thru April ’07 Ramp Up to Full Production : Procedural Violations • Stand Down of Construction Activities : All Hands Meeting • Review of Work Planning Process for field work – JSA process inadequate • Check/correction of existing documentation • PMT changes • Deficiency Notices • May ’07 thru November ’07 Full Production : Injuries • Multi-day Stand Down of Construction Activities : Corrective Action Plan • Procedural violations transition to injures • Paperwork ineffectively utilized by CM/GC and trade contractors • PE changes • Deficiency Notices & Fines • Communication with Corporate TCCo • Safety Stewardship Committee Established • Full time on-site medic (+30hr OSHA) • UTRs added

  8. TCCo Stewardship cont’d • December ’07 thru April ’08 : Injuries continue • Two serious injuries associated with one sub • PM removed • Work stopped • 120 Days (to the end of field work) • Focus on effective work planning & execution sought • Plan for joint observation developed • Attendance at daily morning work planning meetings • JSA review with workers throughout the day • Identification / monitoring of specific trades or tasks for safe work practices • Must communicate with the worker • The goal is Zero!

  9. CF & Technical Systems Stewardship • Excellent Safety Record • 100K+ hours w/o injury • S20, MMF, Injector, BC 1 & 2 • Issues addressed immediately • Positive Results • Project Managers / UTRs / Installation Managers • Direct management of subcontractors • Communicate ES&H Expectations • Guide them to success • Enforcement when needed • Thorough Work Planning and Control • Aggressive ISM management • Ownership of safety a condition of employment • The goal is to maintain Zero!

  10. Conclusion • Current TCCo safety performance is not acceptable • LCLS providing more prescriptive direction • Maintain CF & Technical System direct managed work performance • The goal is Zero!

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  12. Analyze safety data to look for indicators of future injuries Data Sources Safe Performance Observation – derivative of the a DuPont observation system TCCo DB02 Safety inspection data base 6 Week Look-Ahead Schedule Analysis of accident reports Forums to Communicate Information Weekly OAC Meeting & Weekly Safety Stewardship Meeting Bi-Weekly Subcontractor Safety Committee Meeting Provide visible Senior Management leadership in the safety program implementation to demonstrate management commitment Scheduled Senior Project Management Team Safety Walks Bi-Weekly Executive Conference Call Increase the frequency of the “All-Hands Meetings” Met with resistance – work in progress Previous Reviews Recommendations

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