NXT 2019: The Future of EHS | Day 2

Transcript

1. OCTOBER 3 — 4 | SAN DIEGO, CA The Future of EHS
2. Opening Remarks
3. W I L L G A D D C H A M P I O N I C E C L I M B E R & P A R A G L I D E P I L O T Safety First - Mitigating Risk in the World's Most Dangerous Environments
4. Networking Break
5. L A N C E R O B I N S O N , D I R E C T O R O F S A F E T Y , 1 S T M A R I N E D I V I S I O N E N V I R O N M E N T A L C O M P L I A N C E L I A I S O N One Team, One Fight - How to Approach Risk and Strengthen Your Safety Culture
6. 1st Marine Division Safety
7. Speaker Introduction • Mr. Lance Robinson • 1st Marine Division, Director of Safety and Environmental • Married with a son and two daughters • Enlisted in the Marine Corps as a Combat Engineer in 1995 • 11 ½ year active duty • 1999, Operation Southern Watch • Deployed in 2003, 2004 and 2005 to Operation Iraqi Freedom (OIF) 1
8. Speaker Introduction • 2006, left active duty to join Reserves. • 2006, hired as a Civilian Safety Specialist with 1st Marine Expeditionary Forces. • Deployed in support of OIF. • 2008, Deputy Director 1st Marine Logistics Group. • 2008, deployed in support of OIF. • 2009 and 2010 deployed in support of Operation Enduring Freedom, Afghanistan. • 2010 to present, Director of 1st Marine Division Safety and Environmental. • 2017, Retired from Marine Corps Reserves with combined 22 years. 2
9. 1st Marine Division History The 1st Marine Division was activated aboard the battleship USS Texas on 1 February 1941. It is the oldest, largest, and most decorated division in the United States Marine Corps, with nine Presidential Unit Citations (PUCs). 3
10. 1st Marine Division History The 1st Marine Division comprises a Headquarters Battalion, the 1st, 5th, 7th, and 11th Marine Regiments, 1st Reconnaissance Battalion, 1st Combat Engineer Battalion, 1st and 3d Light Armored Reconnaissance Battalions, 1st Tank Battalion, and 3d Assault Amphibian Battalion. Korea Vietnam Desert Storm Operation Iraqi Freedom Operation Enduring Freedom 3
11. 1st Marine Division History These units represent a combat-ready force of more than 22,000 Marines and Sailors, over 5500 vehicles and more than 400 armored vehicles. Largest unit in the Marine Corps. 3
12. Successes as the OSH Program Director • Division Safety’s main goal is, to provide direct support to commands and their Safety Program • Provide solutions not just discrepancies • Coach, mentor, teach • Communication with Executive Officers (VP) • Meet in person • discuss concerns or recommendation for improvement • Campaigns • Back in the Saddle Training, January • “Critical Days of Summer”, May – September 4
13. Successes as the OSH Program Director • Campaigns • Back in the Saddle Training, January • “Critical Days of Summer” • Memorial Day – Labor Day • Policies addressing specific trends or high-risk concerns • Live Fire and Maneuver Training • Drills and rehearsals • Crawl, walk, run approach to safety 5
14. Challenges • Commander buy in • Having the Unit Commander buy in that safety will not interfere with mission accomplishment • Safety=Readiness=Mission Accomplishment! • "The Old Ways“ • The way we have always done it! • Breaking the generational barrier • Learning to communicate with younger generations. • Wisdom may not be the way and changing it may or • may not be the solution 6
15. How the Marine Corps strong safety culture • Unit level Safety Officer (Manager) • Safety Officer administer the program and the Executive Officer (Vice President) has over all responsibility • Manages subprograms • Radiation and LASER Safety • Traffic/Motorcycle • 12 additional programs • Safety Program’s are inspected every 12 – 18 months • Administered by the Inspector General’s Office • Actual inspection is conducted by Director or Deputy Director 0101-Did the commander publish a command safety policy and mission statement? Reference: MCO 5100.29B, par 4.b.(13)(a) and encl (1), chap 2, par 3.a. 7
16. High Risk Situation and Solutions • 1st Marine Division is trained to fight in any climate or place in the world • Every new area of operation presents its own hazards • Marine Corps Center for Lessons Learned is huge asset for pre-deployment research • Teamwork and experience are the key in planning ahead and implementing new policies and procedures • Having safety as part of the “Boots on the Ground” advance Pre-Deployment Site Survey 8
17. High Risk Situation and Solutions 9
18. High Risk Situation and Solutions • Drowning in rollovers • Infrastructure of Iraqi and Afghan roads unable to support heavy vehicles • Mine Resistant Ambush Protected (MRAP), causing shoulders of roads near canals, irrigation ditches and rivers to collapse 10
19. High Risk Situation and Solutions • The doors of these vehicles weighed hundreds of pounds and proving very difficult to open while on their side • Occupants where trapped inside as vehicle was filling/full of water • Lack of the ability to remove individual ballistic vest was a contributing factor to the drownings 11
20. Solutions • Rollover Simulators • Full size cabs of vehicles which simulated a roll over scenario as the entire until could roll over 180 degrees • Marines required to attending training before deploying or upon arrival 12
21. Solutions • Modifications to the vehicles • Later variants had escape hatches add into the design • Very small as not to affect the the vehicles ballistic capabilities • Same training required for water survival with option egress route • Escape hatches were least preferred means of egress in dry land rollovers as they were small and hard to egress 13
22. Solutions • Body Armor • Designed quick releases into new generation of body armor vest • The newer body armor has a pull cord release system which assist with shedding the vest • Adding releases to the shoulder straps of the vest to assist with quick removal Shoulder Release Pull Cord 14
23. Solutions/Training, Tactics and Procedures • Vehicle drills when approaching water hazards • Driver, Vehicle Commander (passenger seat), or turret gunner announces water hazard • This gives passengers a heads up (wake up)! • Passengers prepare • Clearing loose gear • Unbuckling shoulder clasp • Find vest quick release • Every seat has a specific duty • Begin mental preparation for water egress • A crucial part as panic only slows the process 15
24. Crawl, Walk, Run Time!!!! Water Rollover Drill 16
25. Water Rollover Drill 4 2 1 3 Door Turret Vehicle Cmdr Driver • Repeat announcement “Water, Water, Water” • Listen for commands! • Move any loose gear to clear egress route • Unbuckle shoulder strap • Locate quick release pull cord • Simulate a quick harness release and put hand on bellybutton • Passenger 1 and 2 locate combat lock and prepare to unlock • Passenger 3 and 4, prepare to pull turret gunner in • Start mental or verbal rehearsal of actions Slow is Smooth and Smooth is Fast!!! Four volunteers from the audience? 17
26. Rollover Onto Right-side 4 2 1 3 Turret Vehicle Cmdr Driver • Vehicle stops rolling • All passenger release harness/seatbelt • All passengers pull • Pull quick release cord and undo shoulder strap • Remove vest • Passengers 3 and 4 pull turret gunner in if not already freed • Assist as needed • Passengers 1 and 2 remove combat lock and open door • Passengers 1 and 2 exit vehicle • Passengers 3, 4 and turret gunner exit vehicle • Driver and Vehicle Commander exit vehicle 18
27. After Action Report • Everyone survives!!!!! • This was a very basic scenario and is not always the case • Which door will be the easiest to open? • Knowing the route ahead of time will dictate rehearsals • Teamwork is the most important part of every situation!!!! 19
28. Conclusion • Besides running an OSH Program, we facing new challenges everyday • My goal is to be “Boots on the Ground” when ever possible and interacting with the Marines • The youngest and most wet behind the ears Marine may have the best idea • LISTEN TO EVERYONE!!! • The Marine Corps mission is, to win our nations battles with as little loss as possible • Losing personnel to preventable mishaps is unacceptable! • Equipment is expensive but is replaceable - OUR MARINES ARE NOT! 20
29. Questions Special Thanks, 1stLt Hayward Gordon Jr. Sgt Joshua Morgan Cpl Dakotah Espinoza 21
30. Using Data as a Competitive Advantage M A T T J O H N S O N , S A F E T Y M A N A G E R R E Y N O L D S P O L Y M E R T E C H N O L O G Y
31. USING DATA AS A COMPETITIVE ADVANTAGE
32. MATT JOHNSON • General Industry Safety and Health Specialist • Authorized OSHA Outreach Trainer • CPR, First Aid, and AED Instructor for the American Heart Association • President of the Mesa County Safety Council
33. THE VISION, BUILDING THE IMPOSSIBLE Reynolds Polymer Technology Inc., has expertise in a wide range of fields when it comes to what can be done with our R-Cast® Acrylic. Here is a small snap shot of our extensive portfolio. You will see: Aquaria & Zoos • Mega Panels, Tunnels, Dome Rooms, Cylinders, Curved Panels & Zoological Pool & Spas • Water Slides, Hospitality & Private Residence Architectural Interiors & Exteriors • Retail, Education, Hospitality & Sculpture Water Features Architectural Signage Projection Screens Scientific & Medical Acrylic Care Commercial
34. Currently employs 119 employees in our Grand Junction facilities NAICS Code 326113 (Manufacturer of Unlaminated acrylic sheet) • Chemical hazards • 6 gantry style cranes (30T Capacity each) • 7 powered industrial trucks • On-site welding shop • 4 CNCs, and 2 gantry style sanding machines FACILITIES
35. TIMELINE - SAFETY MANAGEMENT SYSTEM 2010 Reynolds Polymer was asked to participate in OSHA Data Initiative 2012 Reynolds Polymer added Safety Manager Position Catastrophic Incident lead to an OSHA inspection 2008 2012 High incident rates from the OSHA Data Initiative lead to a second OSHA inspection Site specific auditing
36. FIRST STEPS: • OSHA 2012 violation abatements achieved • Call made to On-Site Consultation Services • Inspection planned and scheduled
37. SHARP Audit Results February 2013 2013 Inspection Results • Several violations were found • Incident rates too high to be eligible for the program • Low scores on form 33 showed safety management system to be based on compliance/ lagging indicators
38. WHAT IS FORM 33? Safety and Health Program Assessment • Hazard Anticipation and Detection • Hazard Prevention and Control • Planning and Evaluation • Safety and Health Training • Management Leadership Scored rated from 0 to 3 Rates your safety management system
39. • Abate hazards found during audit • Submit reports and detailed hazard abatement documentation to OSHA on-site consultation services WHAT TO DO
40. FIRST STEP IN RECOVERY IS ADMITTING YOU HAVE A PROBLEM 1. Reynolds Polymer’s safety management system was based on lagging indicators and was reactive 2. Although accidents were investigated to ensure they never happened again, no risk assessments were conducted 3. Injured employees were seen as careless 4. Previous safety manager did not get at the true root cause of accidents
41. You can’t drive to the future using rearview mirrors • Two full time safety positions were added • Training- OSHA Training Centers and Lean Six Sigma principles • Safety team tasked with creating an incentive program based on leading indicators
42. WHAT IS A “LEADING INDICATOR”
43. The Campbell institute defined characteristics of a successful leading indicator. • Executive buy-in • Use of leading indicators at the corporate level • Understanding of the predictive value of leading indicators The Campbell Institute:
44. • Look at what is already being measured • Just get started • Make sure indicators communicate meaningful information • Obtain leadership support • Integrate leading indicators into the overall safety management system The Campbell Institute:
45. • All indicators are measured, and reported out at the end of each month • Supervisors leading departments that show poor participation levels in the safety management system are held accountable • Departmental safety management system participation is posted on the shop floor for all to see • Leading indicators are aligned with the Annual Operating Plan. HOW LEADING INDICATORS ARE USED AT RPT
46. WHAT LEADING INDICATORS ARE USED • Toolbox Talks • JSA participation • Formal safety observation participation • Monthly safety audits • Near miss reporting • Safety committee notes • All indicators are measured, and reported out at the end of each month • Leading indicators are aligned with the Annual Operating Plan
47. HOW LEADING INDICATORS ARE USED • Education & empowerment • All employees undergo 8 weeks of safety training including • OSHA 10 hour training • STOP Safety Training • 6S Introduction • This is on top of OSHA required training including: • Respiratory protection • Hazard Communication • LOTO • Powered Industrial Trucks • Employees participate in accident investigations, and are asked for their input on hazard abatement • Hazard abatement efforts are communicated with the employees who identified the hazards immediately • Employees are recognized for outstanding safety efforts • Employees are encouraged to report near misses, and unsafe conditions. • All employees are taught stop work authority, and all parties involved participate in hazard abatement
48. HOW LEADING INDICATORS ARE USED How to use the “Plan-Do-Check-Act” Cycle Step 1 – Plan: Establish all the necessary objectives and processes to deliver results in accordance to the expected output. Step 2 – Do: Implement the new processes, if possible on a small scale. Step 3 – Check: Measure the results of the new processes and hold them against the expected results in order to determine the differences. Step 4 – Act: Analyze the differences generated in the checking stage to determine their cause and decide where to apply changes for further improvement.
49. METRICS A GOOD UPWARD TRENDING LEADING INDICATOR… WILL LEAD TO A DOWNWARD TRENDING LAGGING INDICATOR. …AND MANY OTHER BENEFITS!
50. LEADING INDICATOR METRICS
51. LEADING INDICATOR METRICS
52. LEADING INDICATOR METRICS
53. TRENDING LAGGING INDICATORS
54. TRENDING BENEFITS Lowered Workman’s Comp Premiums
55. VOLUNTARY PROTECTION PROGRAM (VVP) SHARP – COLORADO
56. SHARP PROGRAM WHAT DOES SHARP DO? • Recognizes small employers who operate an exemplary safety and health management system • Safety Management System audits for performance and compliance • Singles out organizations as a model for worksite safety and health • Exempt from programed inspections during the period that SHARP certification is valid • Currently there are 41 SHARP facilities in Colorado with 2 of them in Grand Junction WHAT ARE THE BENEFITS OF SHARP CERTIFICATION? • Lowered Injury and Illness Rates • Lowered Worker’s Compensation Premiums • Compliance Assistance • Prevent loss on your worksite • Reduction of lost work days • Improved employee moral • It’s FREE!!!
57. SHARP PROGRAM WHAT THAT ACTUALLY MEANS... • Exemption from programmed inspections during valid SHARP certification • Does not mean facility exemption from OSHA inspections • Programmed inspections are 4th, and lowest, priority of OSHA
58. SHARP PROGRAM Audited in 2015 for SHARP Certification (2nd attempt) • Hazards were found and quickly abated • Reynolds Polymer’s Safety Management System (SMS) was assessed using form 33, and received a passing grade (93.1%). • Incident rates were too high for Reporting Year (RY) 2014, to be accepted into the program, • As a result of the implementation of our Safety Management System Reynolds Polymer had no recordable injuries for RY 2015 Audited in 2016 for SHARP Certification (3rd Attempt) • 2 hazards were found in our facilities and abated • Reynolds Polymer’s Safety Management System was assessed using form 33, and received a passing grade (97.1%). • Incident rates were accepted and Reynolds Polymer became a SHARP certified company on August 3rd, 2016, after acceptance from the Denver Regional Administrator of the Occupational Safety and Health Administration (OSHA) REYNOLDS POLYMER WAS ACCEPTED FOR A 1 YEAR CERTIFICATION CYCLE
59. Audited inspected our facilities again in 2017 No hazards were found in either of our facilities. Reynolds Polymer’s safety management system was assessed using form 33, and received a passing grade (98.3%). Reynolds Polymer was accepted for a 3 year cycle SHARP PROGRAM REYNOLDS POLYMER TECHNOLOGY
60. 5.14.19 | REYNOLD’S CAPABILITIES Thank you.
61. Lunch Break
62. S T A R H O F E R , V P O F C U S T O M E R S U C C E S S E C O M P L I A N C E Learning in A New Era
71. DIGITAL NATIVE Born during or after the digital age
77. CLASSROOM OF TODAY
78. WHAT CHANGED IN HOW WE LEARN?
81. How do you prefer to learn?
82. How do you prefer to learn? q My own space but through an instructor with a virtual classroom setting q In-person classroom setting led by an instructor q At my own pace through reading/watching helpful materials/videos q Through practical exercises, homework, and assessment
83. PREFERRED LEARNING METHODS 0 5 10 15 20 25 30 35 40 45 50 21-29 30-39 40-49 50-59 Practical exercises, homework, and assessment In-person classroom setting led by an instructor Learn at my own pace through reading / watching helpful materials / videos. An instructor with a virtual classroom setting.
84. WHAT IS THE FUTURE OF EDUCATION IN THE WORKPLACE?
85. The Four + c’s 1. Critical Thinking 2. Communication Skills 3. Collaboration 4. Creativity 5. Choice
86. Self-Pace and Blended Learning •Convenient/Flexible •Higher Knowledge Retention •Cost-effective •Quick information distribution •Relevant
87. Building eLearning Content 1. Set a clear learning objective 2. Specify how the course will help them in their job 3. Focus on micro-learning (short sessions) 4. Consider problem-base learning 5. Add an element of fun or interaction to the session to allow creativity to occur 6. Build the content to the audience (font size) 7. Ensure learning self directed
88. QUESTIONS? Star Hofer Vice President of Customer Success Star.Hofer@ecompliance.com 416-855-7438
89. Executive Panel
90. Executive Panel R I C H A R D J A C K S O N , P R E S I D E N T & C O O S P A R K P O W E R C O R P . J E R E M Y H A N D , C E O A V E N G E E N E R G Y S E R V I C E S C H R I S P A Y S O N , C E O R E A C H W I R E L I N E A N D H Y B R I D C O M P L E T I O N T O O L S
91. A D R I A N B A R T H A , F O U N D E R E C O M P L I A N C E The Future Of EHS
92. | Technology shaping the future of Safety Adrian Bartha Founder, eCompliance October 4 2019
93. ”the internet on your phone?”
94. Past 2004
95. Past 2008
96. Recent History 2017
97. Present 2019
98. Future 2021
99. The pace of change is accelerating
100. Simple advances open up big possibilities
101. Big possibilities are usually the tip of the iceberg
102. Connected Devices…
103. Sharing Universe
104. 1. Pace of change is accelerating 2. Simple advances à big possibilities 3. Big possibilities are the tip of the iceberg
105. What else is on the horizon?
106. How are our every day behaviours changing as a result? We trust the algorithm
107. What will be different for businesses? Transparency ^ 2
108. Taking Safety to the Next Level
109. Because I have to Because I want to Taking Safety to the Next Level
110. Taking Safety to the Next Level
111. How can we learn from social networks?
112. 90% of the future workforce is already shaped by social networks
113. A source of news for ½ of us…
114. This stuff, what is it really?
115. An Advertising Channel that Shapes Behaviour
116. What is it really doing? 1.Collecting data on you 2.Feeding an algorithm 3.Real time auction for an ad 4.Winning bid for the ad 5.Presenting you with the ad 6.Learns your behavior 7.Prepares for next ad
117. ?
118. Are our people different than those who use social media?
119. Do we have common tasks?
120. Do we have common hazards?
121. Do we have common controls?
122. Does positive recognition work?
123. How does this matter to this fellow?
124. What can we be doing in safety? 1.Collects data on you 2.Feeding an algorithm 3.Real time auction for an ad 4.Winning bid for the ad 5.Shows you an advertisement 6.Learns your behavior 7.Prepares for next ad 1.Collects data on tasks, people 2.Feeding an algorithm 3.Real time decision engine 4.Considers your env., role etc. 5.Suggests hazards, controls 6.Learns your behavior 7.Prepares for next task
125. How can we use these innovations for safer worksites?
126. Not just existing safety made easier… but better safety made natural
127. Why?
128. What are the Barriers? Privacy No smartphone Cost of smartphone
129. Ø Let’s use existing innovations to fuel a “safety because I want to” world Ø We don’t have to reinvent the wheel to open up big possibilities Ø Tech innovations are speeding up (cultural changes not that far behind)
130. Thank you
131. • Crowd source hazards • Smart alerts • Positive peer recognition
133. Closing Remarks