Changing BehaviorsA Model for Creating a New CultureBrett Phillips, LEED AP®, Principal Consultant, EORM

Abstract

It’s easy to make and enforce new rules, but many organizations never figure out how to make the new rules “stick”. This presentation will demonstrate a model of how organizational culture grows, evolving from focus on compliance to pride in continuous improvement, and finally to instinctual recognition of organizational values. The model gives valuable directions to leaders with cues for stimulating timely change. The discussion will include brief case studies of successful culture-building efforts in a local industry.

Part 1: The Phases of Safety Excellence Model

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Phases of Safety Excellence

Phase 0Danger

Phase Avoidance1

Phase 2Cost

Phase 3Priority

Phase 4Value

Phase 5Instinct

Culture Focus

Self Assessment and Data Focus

Compliance Focus

No safety; Many accidentsAnd injuries

Avoid fines, work stoppages

Accidents cost too much

Safety is a value

Safety is Instinctual

SAFETYSUCCESS

Safety is a priority

A Model of Safety Development in Organizations

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Active Leadership forCultural Change

1. First - Establish compliance

2. Next - Transition from "compliance" focus to "safety as a value" focus by establishing these cultural elements:

a. Personal commitment at every level of the organization

b. Visible, unquestionable management support

c. Clear and open communication about safety in the organization

3. Finally - Develop partnership. 

Part 2: The Innovation Initiative: A Case Study in Changing Behaviors

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Problem Statement

Many organizations that purchase construction services assume that construction companies continuously improve their methods and processes.  Yet, recent Construction Industry Institute (CII) research indicates that “ a significant gap exists between an effective approach to innovation and the industry’s current approach…”, which attempts to repeat a model for success project-to-project.

 This presentation will show tactics used by a few organizations in the Portland area to attempt to nudge the industry to embrace continuous improvement by encouraging and recognizing innovative practices.

Background - CII

CII Research Team – Innovation

“Enhancing Innovation in the EPC Industry”

Research indicates that “ a significant gap exists between an effective approach to innovation and the industry’s current approach…”

74% of largest EPC firms judged EPC industry innovation as neutral to highly non-innovative

Background: The 3-Fab Study

Analyzed Injury Data from 3 Large Construction Projects– 10.5M total work hours

– Average 2250 Peak Crafts

– Average 13-14 months duration

Three Categories of Data Evaluation– Comparison of Injury Distribution: Recordable Injuries

and OCIP Cost Data– Precipitating Events Analysis– Statistical Analysis of 9 Relationships

3-Fab Study Key Conclusions

Injury Analysis– Most Recordable Injuries are Cuts/Lacerations, but

– Most frequent and serious injuries are strains and sprains

Precipitating Events– Manual Material Handling/Positioning

– Walking in the Work Area

Data Analysis and Conclusions– Procedures and Policies won’t prevent injuries

– Need to consider the nature of the work and develop alternatives

Key Innovation Drivers in Portland

Intel– History of Strong Leadership in Safety, Environmental

Stewardship and Employee Well-Being

– Major Construction Consumer

SafeBuild Alliance (formerly Greater Portland Construction Partnership)– Construction Community Effort

– Emanated from Intel Experience

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Greater Portland Construction Partnership Founded by Intel alum companies

Vision:

– A construction industry with zero injuries

Mission:

– Provide Networking Opportunities

– Share Best Practices

– Provide Continuing Education

– Drive Common Initiatives

– Establish Construction Community Minimum Standards

May, 2013 – Becomes SafeBuild Alliance– Updated Image

– Reflects expanding focus beyond PDX

2011 Project Innovation Initiative Two Types of Innovative Ideas Sought:

1. Any creative, safer alternative to existing work practice.

2. Best ideas for eliminating common construction injuriesIf you have an idea you would like to submit, please contact your foreman so they can submit it to your project manager.

If you are selected as a winner you will be rewarded with a week’s worth of lunch at the Food Pods.

Hit List of Activities to Avoid or Revise

Activities that can cause debris in the eyes.

Sanding and Grinding

Strains from manual positioning of material

Manual Positioning

Recoil Injuries from applying leverage with Burke/pry/crowbars, claw hammers, cheater bars, come-alongs, ratchet tie-downs

Applying Force or Leverage

Shoulder Injuries from overhead work.

Arms Overhead

Knee injuries can commonly be caused from kneeling.

Kneeling

14 Intel Confidential

Cost of Brackets $2.25 ea.

Labor Savings/Reduction: 2-3 days per deck pour Approx. 40% for Waffle Deck Stripping

Eliminated Install of Poles 6,000

Removal of Domes 8 at a time instead of 1

Waffle Dome Stripping

What is the Risk: High Force (Installing and removing re-shoring)

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Aggregate Plant

Settling pond

Truck shower

ramp

Previous clean-up area

New clean-up area

What is the Risk: High Force and awkward posture from manual

material removal

Labor Savings: Plant operation needs reduced 50%. Approximately 30 yards of Concrete per day no

longer needs to be moved manually.

Efficiency reduced truck filling cycle time – down to one

minute for filling.

Daily Chipping Operations Reduced approximately 60%

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Rebar Horses on Horizontal Decks

Risk- – High force and awkward posture from picking

rebar from ground level

Rebar bundles are deposited on horses by crane

Individual bars are picked from horses near waist level, and laid onto deck

Additional Benefits-– Horses allow bars to be routed underneath

without having to relocate rebar stacks. Eliminates extra handling risk.

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Power Hammer for Driving StakesDriving Stakes

Eliminates risks associated with use of sledge to drive stakes. – High Force– Impacts from missed swing– Repetitive motion from swinging

sledge

Additional Benefits– Decreased cycle time approximately

60%. Currently 3-4 seconds per stake

– Has cup end, so can’t slip off of stake Eliminated Over 10,000 exposures

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Progress

2013 GOSH Conference – GPCP Quarterly Meeting

4 Executives from Local Subs– Innovations and Results

– Encouragement to Others

Some Wacky Ideas for Driving Innovation

Challenge or Ban Certain Tool Use?!– Hammers

– Double-jacks

– Knives

– Rotating Tools Without Clutches or torque limiters

– Ladders (One International GC: “Ladders Last” initiative)

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