Safety Benchmarking - A Case Study
Summary
TLDRThe script from the 'Safety Benchmarking with Dyne McDermott' video highlights the company's exceptional safety record, achieved through a culture change that empowers employees. By integrating behavior-based safety, direct observation, and a no-punishment policy, McDermott reduced incidents dramatically without excessive costs. The video offers an in-depth look at their safety program, emphasizing the importance of employee involvement and management support in fostering a proactive safety culture.
Takeaways
- 📈 The US Bureau of Labor Statistics reported over four million workplace incidents in 2006, costing hundreds of billions of dollars, despite extensive safety measures.
- 🏆 Deine McDermott Petroleum has achieved exceptional safety records, winning the Robert W Campbell award, the Baldrige award, and OSHA VPP star status at all four of its facilities.
- 👷♂️ The company's safety program involves a combination of behavior-based safety, direct observation, employee empowerment, and a no punishment atmosphere.
- 🔧 Management at Deine McDermott supports employee ideas for safety improvements, ensuring they are vetted and implemented efficiently.
- 🤔 The program delves into the 'why' behind unsafe behaviors, aiming to understand and address the root causes of such actions.
- 🙅♂️ Punishing unsafe behaviors is avoided to prevent a culture of fear and to encourage open communication about safety concerns.
- 👥 Employee committees play a crucial role in identifying and resolving safety issues through various tools and techniques.
- 🛠️ Direct observation is used to keep safety at the forefront of every employee's mind, making them more safety-conscious and aware.
- 🔄 A culture change is emphasized as the key to achieving safety excellence, which is more easily spoken of than attained but is very reachable.
- 💡 Involvement of every level of employee is crucial for the cultural change to start and for seeing tangible results in safety improvements.
- 🏢 The success of Deine McDermott's safety program is a testament that safety excellence can be achieved through employee involvement and management support.
Q & A
What was the reported number of workplace-related incidents in private industry in 2006 according to the US Bureau of Labor Statistics?
-In 2006, over four million workplace-related incidents were reported in private industry.
What are some of the common safety efforts mentioned that are implemented in factories and offices?
-Common safety efforts include safety policies, rules, procedures, committees, signage, and other safety-related initiatives.
Despite extensive safety efforts, why do workplace incidents and accidents continue to occur?
-The script suggests that despite extensive safety efforts, incidents and accidents may continue because they could be seen as an unavoidable part of life, regardless of the efforts made.
Which company is highlighted in the script for achieving a high level of safety excellence?
-Dyne McDermott Petroleum is highlighted for achieving an unexpected level of safety excellence.
What prestigious safety awards has Dyne McDermott Petroleum received?
-Dyne McDermott Petroleum has received the Robert W. Campbell Award for Safety Excellence, the Baldrige Award, and achieved OSHA VPP Star status at each of its four facilities.
What approach did Dyne McDermott use to drastically reduce their safety incidents?
-Dyne McDermott used a combination of behavior-based safety, including direct observation, peer reinforcement, employee empowerment, and a no-punishment atmosphere, along with strong management support to reduce their safety incidents.
What was the result of Dyne McDermott's safety program in terms of incident reduction?
-The safety incidents at Dyne McDermott were reduced from over 50 a year to just 6 in a very short period of time.
How does Dyne McDermott's program ensure that safety remains a priority among employees?
-The program keeps safety in the forefront of employees' minds through continuous training, behavior-based safety processes, and direct observation, making safety a daily focus.
What role does management play in Dyne McDermott's safety program?
-Management plays a crucial role by avoiding punishment for unsafe behaviors, supporting employee ideas for safety improvements, and ensuring that safety-related suggestions are implemented quickly and effectively.
What is one of the key factors that contributed to the cultural change in safety at Dyne McDermott?
-A key factor was involving every level of employee in the safety process, which fostered a sense of ownership and responsibility among workers, leading to significant cultural change.
Outlines
🔍 Achieving Safety Excellence: A Case Study
The script discusses the alarming frequency of workplace incidents reported by the US Bureau of Labor Statistics, costing billions, despite the presence of safety policies and procedures. It highlights the exceptional safety record of McDermott Petroleum, a company that has won prestigious safety awards and achieved OSHA VPP Star status at all its facilities. The company's success is attributed to a culture change involving behavior-based safety, direct observation, employee empowerment, and a no-punishment atmosphere. Management's support for employee-generated safety ideas is emphasized, along with the use of committees and various tools to identify and address safety issues. The script suggests that involving every level of employee and keeping safety at the forefront of everyone's mind are key to achieving a significant reduction in incidents.
🛡️ Empowering Employees for Safety Excellence
This paragraph emphasizes the importance of employee involvement and empowerment in achieving safety excellence. It suggests that employees on the field have a better understanding of potential hazards and should take pride and ownership of safety programs. The script shares personal anecdotes from employees who have identified and addressed safety issues, highlighting the impact of a proactive approach to safety. The narrative encourages viewers to learn from McDermott's example and take the next step towards safety excellence in their own workplaces. It concludes with a personal note on the value of safety for the well-being of employees and their families.
Mindmap
Keywords
💡Workplace Safety
💡Incidents and Accidents
💡Safety Policies
💡Safety Excellence
💡Behavior-Based Safety
💡Employee Empowerment
💡No Punishment Atmosphere
💡Management Support
💡Safety Committees
💡Cultural Change
💡Safety Benchmarking
Highlights
In 2006, over four million workplace incidents were reported in private industry alone, costing hundreds of billions of dollars.
Despite numerous safety policies and efforts, workplace incidents continue to occur, raising questions about the effectiveness of current safety measures.
McDermott Petroleum has achieved an exceptional safety record, winning the Robert W Campbell award for safety excellence, the Baldrige award, and OSHA VPP star status at all four of its facilities.
The company reduced safety incidents from over 50 a year to 6 within a short period without excessive costs, demonstrating the feasibility of significant safety improvements.
McDermott's success is attributed to a culture change that emphasizes employee involvement and empowerment in safety practices.
Behavior-based safety, including direct observation and employee empowerment, plays a key role in McDermott's safety program.
A no punishment atmosphere encourages employees to report unsafe behaviors and conditions without fear of retribution.
Management's role is crucial in supporting employee ideas for safety improvements and ensuring they are implemented efficiently.
Employee committees at McDermott use various tools and techniques to identify and address safety issues proactively.
The program aims to involve every level of employee, fostering a collective sense of responsibility for safety.
Direct observation is used not just to identify unsafe behaviors, but to understand the underlying reasons behind them.
Management avoids punishing unsafe behaviors to maintain open communication and encourage employee feedback.
Employee ideas for safety improvements are vetted and implemented quickly, demonstrating management's commitment to employee engagement.
The success of McDermott's safety program is attributed to a combination of employee involvement, management support, and a culture of safety.
The program emphasizes the importance of safety consciousness and awareness among all employees on-site.
Employees are encouraged to look out for each other's safety, fostering a sense of pride and ownership in the safety program.
The video 'Safety Benchmarking with McDermott' provides an in-depth look at the company's safety program and offers insights into achieving safety excellence.
The ultimate goal is to create a workplace where every employee feels empowered and responsible for maintaining a safe environment.
Transcripts
the US Bureau of Labor Statistics
reports that in 2006 alone just in
private industry
there were over four million workplace
related incidents reported costing into
the hundreds of billions of dollars and
yet in our factories and offices there's
no shortage of safety policies rules
procedures committees signage and other
safety efforts we spare no expense in
the pursuit of safety excellence so why
does it continue to remain out of reach
why do we continue to have incidents and
accidents injuries and illness is it
just a part of life something we can't
really avoid no matter how hard we try
or how much we spend possibly and yet
one company out of tens of thousands of
others has reached a level of safety
excellence unexpected in the world of
modern business well I think our safety
record speaks for itself
deine McDermott Petroleum recipient of
the Robert W Campbell award for safety
excellence recipient of the Baldrige
award and the company that achieved OSHA
VPP star status at each of its four
facilities obviously excels at safety in
the 35 minute video safety benchmarking
with dine McDermott you'll get an
in-depth look at their safety program
how they did it how they use the
combination of behavior-based safety
including direct observation period
forcement and employee empowerment in
conjunction with employee based
committees a no punishment atmosphere
and true support from management to
implement the changes and ideas the
employees come up with to take their
safety incidents from over 50 a year
down to 6 in a very short period of time
without breaking the bank
their secret culture change a goal
that's easier spoken of than attained
but they did reach it and you'll learn
that it's not magic instead it's a very
reachable goal that any company can
achieve through putting the employees in
charge and through getting us to think
more about safety everybody's in
it's the whole site it's not just
certain individuals that's that's what I
think is like the best thing you know
that you're involving every level of
employee that's when you start seeing
the results that's when you start that's
when the cultural change starts and that
involvement happens by first getting all
the employees trained in the basics of
safety then using the process of
behavior-based safety and specifically
the act of direct observation to put
safety more in the forefront of every
employee's mind and keep safety in your
mind and makes you more more safety
conscious it keeps people aware on a
site and makes you think of safety more
often I mean that was one of the things
that convinced Bob Mayo is one of our
observers told him he was sitting in his
chair wrong when he was dis computer and
he said didn't matter whether I wanted
to remember that or not every time after
that but I sat down in that chair that's
what I thought about next employees
watch for critical behaviors those
behaviors that might lead to an accident
but unlike some unpopular forms of
behavioural safety died McDermott's
program digs a little deeper asking the
question why do we engage in unsafe
behaviors in the first place if they're
doing it they're doing it for some
reason so it causes you to ask the
employee and you may get answers as
diverses well this stupid piece of
machinery had the handle on the wrong
side so I have to lean all the way out
and get to the handle or they don't
reimburse me for hard hats so I didn't
feel like going out and buying a hard
hat and this is where management steps
in first management avoids punishing for
unsafe behaviors knowing that this kind
of punishment will shut off the flow of
information coming from employees
employees will be reluctant to provide
any other input to management if they
know that there's some form of
retribution that's gonna be taken what
we're trying to do is not retaliate what
we're trying to do is get you to use the
basic techniques properly to start with
so you don't hurt yourself or hurt
something 20 or towork but just as
importantly management supports the
employees making sure employee ideas for
better safety get vetted and implemented
in a fast efficient manner
if an employee identify something yes
you have to show management commitment
that we're going to repair or fix if
you're unable to provide that assurance
to employees and you're unable to
demonstrate that you can walk the walk
yes yeah they're not gonna feel as
comfortable in recommending or
implementing things in the future at
dine McDermott committees made up of
rank-and-file employees use tools like
peer reinforcement safety monitor
reports safety walkthroughs process
hazards analyses benchmarking and
information sharing to ferret out safety
problems and remove them
best of all you and your staff will
learn these concepts and the no-nonsense
what's in it for me reasons behind the
ideas straight from the mouths of the
passionate people who've put them into
action yeah you could say it goes way
beyond the words on a piece of paper
you're the one out in the field you're
the one that sees the danger areas and
you know they want you to have a good
eye because number one I mean a lot of
times your management's not out here
seeing what's going on
I guess they felt that you know they had
pride and ownership and in the programs
if you're not only looking out for
yourself but you're looking out for your
fellow worker you feel like you're
making a difference to not only for you
suffer for other workers on the side I
had a close call I guess you call it I
was passed at the intersection I stopped
before I hit the gate so I felt that it
was necessary that we do something
before somebody did hit the gate we
found a piping issue with one of our
storage tanks who noticed it I've got
you you noticed yeah so it wasn't like
management or OSHA came in and said this
is wrong right it wasn't even in my
expertise but it was something like this
kind of jumped out it are you ready to
take safety to the next level in your
workplace then take a lesson from
someone who stands at the top of the
field get inspired and take the next
step towards safety excellence with the
safety benchmarking with Dyne McDermott
DVD today I feel that I will go home
safe
afternoon you know to be with my child
and I wouldn't have it any other way
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