tmhe and eu-osha reflect on health and safety culture
Post on 12-Sep-2014
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Toyota Material Handling Europe (TMHE) and EU-OSHA recently explored the meaning of an organisational health and safety culture together during a benchmark event on 5th and 6th June 2013. Peter Carlsson, Vice President Production Powered Trucks at TMHE, and Dave Mason, Head of Global Health and Safety at Electrocomponents, define the main points that make a company’s culture and the roles that the Toyota Production System (TPS) and employee engagement play in it. Visit our website to find out more about our efforts to improve health and safety: http://www.toyota-forklifts.eu/en/company/osha/Pages/default.aspxTRANSCRIPT
Safety and health at work is everyone’s concern. It’s good for you. It’s good for business.
Workshop 4
The Health and Safety Culture of an Organisation
A Joint Exploration of Safety Culture with Electrocomponents and Toyota
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Purpose of the Session
What is the definition of culture?
What makes a culture good or bad?
What can you measure?
What does this tell you?
Case Studies
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Who are we?
Dave Mason Electrocomponents
Head of Global Health and Safety
Peter Carlsson Toyota Material Handling Europe
Vice President Production Powered Trucks
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Dave Mason
My Background:
18 years in the British Nuclear Industry – Variety of roles, before I left,
I was the Head of Assurance for a Category 1 Nuclear Facility.
5 years running my own consultancy – corporate clients both
nationally and internationally.
Currently with RS Components as Global Head of Health and Safety,
responsible for the H&S of 7500 employees located in 32 countries over
four regions.
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Who is Electrocomponents?
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1. DEFINITIONS
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Culture Definition
Group exercise:
Define: “what is culture?”
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Culture Definition
Some common definitions:
The way we do things around here
A collective vision applied as a group
A shared set of values being applied in a consistent
way
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2. WHAT MAKES UP A CULTURE?
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What Makes up a Culture?
Some Generic Examples:
• Vision Statements
• Visible leadership
• Values and Behavioural Initiatives
• Employee competency
• Performance measurements and KPIs
• History – where have you come from
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Examples
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Cultural Influences
Group Exercise:
List signs that might suggest :
A Positive Culture....
A Negative Culture....
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3. WHAT CAN YOU MEASURE?
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Some Examples:
• Employee surveys – How do our employees feel• Pro-active measures – Dual Assurance• External benchmarking - Performance• Leadership behaviours – Visible and tangible• The ‘X’ Factor – What we see and feel/instinct• How H&S is managed – Professional networks• H&S Communication - Evidence and age
Cultural Indicators
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4. CASE STUDY:
‘The importance of continuous employee
engagement to improve health and safety
culture and business performance’
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Why does employee engagement matter to us?
Shareholder returns Profits / Operating Margins
Customer Loyalty Employee Productivity
High engagement organisations generate 22% above average returns for shareholders (Source: Aon Hewitt)
High engagement businesses have operating margin up to three times better than low engagement businesses (Source: Towers Watson)
High engagement teams have a very positive measure of customer loyalty – low engagement teams had a negative measure (Source: Serco Plc / Aon Hewitt)
Business units with engaged employees are an average 18% more productive (Source: Gallup)
Health and Safety Employee Wellbeing Retaining Key Employees Continuous Improvement
62% more accidents in low engagement businesses compared to others (Source: Gallup)
A major retailer reported 33% fewer days off sick among employees in stores with high levels of engagement (Source: Aon Hewitt)
Turnover in low engagement teams at a Fortune 100 company was three times higher compared to high engagement teams (Source: Wellin et al 2005)
Encouraging shop floor input at BAE and creating a more engaged workforce has reduced the time taken to build fighter planes by 25%. (Source: BAE)
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My voice is designed to answer two key questions for Electrocomponents
1. How engaged are employees?
Engagement Behaviours
2. What factors are driving levels of engagement ?
Culture & Environment
Leadership & Vision
People Management
Employee Growth &
Development
Co
mm
un
ication
SAY
STAY
STRIVE
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Employee Engagement
It’s having employees who are intellectually and
emotionally involved in their work.
Engaged employees have a strong and loyal desire for their organisation to
be successful.
One of many similar definitions…
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Why Engagement and not Satisfaction?
Employee Research Over Time
Po
siti
ve
Co
rrel
atio
n
Wit
h B
usi
nes
s P
erfo
rman
ce
Lower
Higher
Commitment
Engagement
Business Results
How much people WANT to contribute to business success
How much people like it here
How much people WANT and actually DO to improve business results
Satisfaction
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5. CASE STUDY:
‘How the implementation of TPS - Toyota
Production System- has strengthened the health
and safety culture in one of Toyota’s factories’
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Peter Carlsson
My Background:
Master of Science in Mechanical Engineering, Linköping University
Joined the company in 2000
2002-2008: Production Manager
2009-Present: Vice President Production Powered Trucks Division, BT
Products AB
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Mjölby factory Sweden
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History
• 1926 Toyota Industries Corporation (TICO) was founded by Japan’s
“master of invention” Sakichi Toyoda.
• 1946 BT founded (BT = Construction & Transport Economy Inc)
• 1968 BT factory opens in Mjölby, Sweden
• 2000 BT joins the Toyota family
• 2002 TPS Implementation (TPS = Toyota Production System)
• 2010 Safety Dojo
• 2012 Certification OHSAS 18001
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Printed document is an unregistered copy. Verify the validity in the management system.
Name of meeting Manager’s organisation Staff
Safety and Health Committee,Company
(twice a year)
Plant Safety & Health Committee
(twice a year)
Dept. S&H CommitteeMeeting
(twice a year)
S&H Meeting(twice a year)
General S&H Supervisor, Company, President
Senior S&H delegateS&H delegateS&H Engineer
Senior S&H delegateS&H delegateS&H Engineer
Senior S&H delegateS&H Engineer, Occupational
S&H services, Union representatives,
HR Manager
General S&H Supervisor, PlantPlant General Manager
S&H Promotion member, Manager of each workplace
Dept. S&H Supervisor Manager
Safety and Health Promotion Organization and Structure
S&H Administration
S&H Meeting(once a month)
S&H Department, (Plant General Manager)
Senior S&H delegateS&H Engineer, Dept. S&H
Supervisor ManagerUnion representatives,
HR Manager
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Continuous Improvement Respect for People
THE TOYOTA WAY - Our Philosophy and values
Genchi Genbutsu
Kaizen
Challenge
Respect
Teamwork
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Aim for ”Zero Accident” Workplaces
Challenge• Safe Work
• Reliable Work
• Skilled Work
• Safe Work is “the door” to all work (By Eiji Toyoda,
Honorary Advisor, who was the General Safety and Health
Supervisor in 1957, constitute Toyota´s basic philosophy)
• Let us always pass through this door first
• All work must be performed under safe conditions
• The resolutions and actions not only of those directly
involved in work operations but also of supervisors are of
paramount importance
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Risk assessments
Continuous improvements• Risk assessments
• Countermeasures
• Supervisor and S&H delegate
• Kaizen Board at the Shopfloor
Kaizen
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Daily management
Daily check-ups
• Daily regularly meeting
• Daily management in the workplace
Agenda:
• Accidents – incidents
• Quality
• Delivery
• Productivity
Genchi Genbutsu
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Safety Dojo
• One of TMHE’s safety initiatives is the unique Safety Dojo concept. This is a dedicated area where employees receive mandatory safety training and learn the best practice to prevent risks.
• Policy, rules and regulations
• Induction training
• Every two years
• 10 stations
Respect
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Safety Inspection
Teamwork
Safety Inspection
• Supervisors
• Safety Engineer
• Senior Safety Delegate
• Safety Delegate
• Risk assessments
• Action plans
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Positives
• The movie “Safer together”
• Staff engagement survey
• Improvements of the safety figures
Positives / Our Challenge
Our Challenge
Personal protective equipment• Increased understanding• Importance of using protective equipment• Welding helmet – shoes – jacket - gloves
Technical protective equipment
• Integrated welding extraction
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Conclusions
• Some measures can be copied but not easily
benchmarked
• Results are generally unique to the organisation
• Used for indicators – not always as black and
white measures
• Essential for organisations truly wanting to
change
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THANK YOU FOR YOUR ATTENTION !
Q&A