TSD Podcast Episode 05

 

Check out the Frontline / NPR story “Coal’s Deadly Dust” here: https://www.pbs.org/wgbh/frontline/film/coals-deadly-dust/

 

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When I say safety culture, what comes to mind?

When you think of your organization approach to safety, what picture comes to mind? As a safety professional or someone who is committed to safety, take your personal opinions away. Take the 50,000 foot view of the culture. If your safety climate had a mascot what would it be? What would it look like? Was it good? Was it bad? Was it funny? Was it sad?

 

Your organization is a series of micro cultures of the pockets personal experience. The individuals working each day are a key determination of how that culture functions and its motivation. Here is another vision question: On any given day, how you categorize or picture the typical leader in your organization? What is their mascot? What is their theme music?

 

These are strange questions, but they create an interesting outcome of what your safety climate is telling you and how that culture is affecting key results.

 

I love the lean process. Here are a few quotes from W. Edwards Deming that will help illustrate the point that I have not yet made. 🙂

“A bad system will beat a good person every time.”

“Your system is perfectly designed to give you the results you’re getting”

 

In my experience, there are really four key organization that are present based on the people that are leading those pockets of influence.

SuccessPIc

The Superstar

The Evader

The Accepter

The Burnout

 

I hope that we can all agree that a safety person or even a safety team cannot be the key safety cultural influencers in the organization. It is the leadership and the front line supervisors that make those decisions and drive the safety climate of a site, company, or organization. Each day with each decision, the safety culture is shaped and molded into the presentation and personality of those leaders.

 

Now think of which of these four categories your supervisors fall into. What about the company? What about the organization? How does each feed into the other? How do these traits affect the overall safety system that is in place? What does it mean for the future of the safety system?

 

I have lots of questions. These are the same questions that I ponder each day. It is through understanding that we as safety people can start to make adjustments in how we manage. This drives the evolution of the safety systems.

 

For the next few months, I will focus more on these drivers of success and/or accepters of failure, some of the tools I have used, and some of the adjustments that can be made to help adjust, improve, or accelerate the culture of the team.

Our data is speaking. Are we listening?

I distinctly remember combing through near miss data one day and having an “a-ha” moment. I could see that trouble was on the horizon. I was for sure thinking that the site was choosing not to report safety issues that really mattered because they felt it was not getting fixed. I had the data to show this was occurring. I had safety committee minutes that seemed to also indicate the same. I had the opportunity to run with my theory and make some dramatic proclamations and changes.

 

Then I took a few deep breaths . . .

 

I asked a friend and co-worker his thoughts. Together, we decided that we would go out and ask a few simple safety questions to see if interviews had the same conclusion as the data. To my absolute surprise, there was not an issue. There was not a deeper underlying organizational issue. The employees were not angry or dissatisfied with level of attention to safety. Sure, there were things they wanted fixed. It was not, though, the level of safety climate failure that I was projecting. I was so close to making a very large leap of faith and being completely wrong. First, I thanked my co-worker for his input. Second, I learned to validate and verify my data.

 

We in the safety profession have a great luxury at our finger tips that we sometimes forget is there. The data we look at every day is living, breathing, people who we can interact and ask questions of on a daily basis. Data is good. It helps in finding opportunities and making recommendations. Validated data is better, and we have that ability at an instant.

 

Each day there is a real chance to better understand the aspect of our data. Building on the SQDC process of business metrics, safety is the only one that can actually talk and explain the real issues that occurring at that moment. Quality, Delivery, and Cost metrics do not tell a story every day nor do they have the ability to literally tell you what is creating their positive and negative experiences.

 

There are many times that I have to remind myself to stop, think, and go interact. I know that sounds terrible, but think of all the times in your safety career that you are asked for metrics. What’s our OSHA Rate? How many lost time injuries? What does the trends in the behavioral observations say? How many people are trained in that process? How must waste did we generate? My guess is that you are aggregating this data daily, weekly, monthly, quarterly, and yearly. Along with any time there is an issue or problem solving event. It is easy to get lost in creating, communicating, revising, and managing numbers. The truth is that each number we crunch is a person that can help us understand it better.

 

Our safety data (aka our people) is talking to us almost constantly, are we really listening?

Measuring SQDC in Safety

For a safety department to be its most effective, it requires the evaluation of the group along similar metrics as others. I have been fortunate to have had some really good mentors in my career that have helped me to craft the way I look at running a safety department and measuring success.

 

In most major industries there are four key metrics that they are responsible for. I have seen this same method/metrics in automotive, food, and chemical. It is a positive process as it shows the balance that must to struck to have a successful business. These metrics are Safety, Quality, Delivery, and Cost or simplified as SQDC. A business can run without these metrics in harmony, but they are rarely highly successful.

 

So, what does it mean to measure to SQDC in a safety department? Here are some of the ways I have found make it the most meaningful for the team and larger organization.

 

Safety:

This is what we do, so it should be simple, right? Yes and no. I have always thought about what is the safety metric for a safety team. First and foremost, a safety team should not get hurt. They should be cautious and aware.

 

Beyond injuries, this metric for me has always been more about the message that I am carrying with me every day. What is the thirty second elevator talk that I would give that day to communicate safety to anyone. One lesson that I have always found to be true in safety is that you cannot overcommunicate a message. People need to hear a safety message as much as we can get in front of them.

 

Examples could include:

“Did you hear about the near miss yesterday? Here is how to stay safe”

“I read in the news of an injury happening. We have that hazard. Here is how to stay safe”

“Did you know we have not had ‘insert event here’ in a long time? Here is what we have been doing right.”

“Some bad weather is moving in today, remember our evacuation plans for bad weather.”

 

It is important that communication is a big part of how we define success in safety every day.

 

Quality:

Quality for a safety professional is based on our policies and procedures. Are they up-to-date? Are they relevant? Do they help those who they are meant to service? Have they been reviewed on some basis?

 

Where we help to maintain the high standard of quality is through assuring our processes and procedures are in good condition and help set the basis for accuracy, precision, and consistency.

 

Delivery:

Delivery is the service we provide to our customer. These can be in the form of audits that help find ways of improvement. It is the time that it takes to answer questions about the policies. It is also the metrics that we report out as part of the standard work. Each day the safety professional is called upon to deliver any number of these styles of items to the organization.

 

Cost:

There are a few ways to look at cost in the safety department. The first is helping to create and maintain a working budget. Be accountable to predicting big projects and special needs. Communicate early and often when there will be misses. Help the organization see where you need funding to help sustain and create strong processes to make the site safer.

 

Some organization also measure workers’ compensation costs. These can vary from state to state and are very reactive. They still, though, can heavily affect a company’s bottom line. It is important to measure and manage this process.

 

Overall, running a safety department with key metrics that match and mirror other departments helps to build transparency and trust into the system. These processes are valuable as they can help the internal team and the organization to see that there are processes that can be measured, implemented, and improved.