Establishing a Kaizen Safety Culture Supported by a System of Accountability
A Culture Primer: How Culture Influence Safe and Unsafe Attitudes and Behaviors
Leveraging Executive Safety Leadership for Elevating Safety Culture and Performance
Coaching and Mentoring Stakeholders to Sustain a Postitive Safety Culture
The Lessons and Realities of Changing the Safety Culture at Coors
Leadership Lessons Learned from the Boardroom to the Shop Floor
Following in the Footsteps of Leaders: A Method to Successfully Change a Safety Culture
Benchmarking Your Organization's Safety Culture using a Profile Survey
Creating a Strong Safety Culture Through Leadership at All Levels
Lessons from the Implementation of an Enterprise-Wide Safety Culture Initiative
Behavior is the Key to a Positive Safety Culture at Woodside Energy, Ltd. Australia
Prior to the symposium ASSE will be offering:
These seminars are scheduled January 18-21, 2009 at the Hilton Orange County/Costa Mesa. For more information, please call ASSE Customer Service at 847.699.2929 or visit our web site at www.asse.org.
To receive education credit, attendees must attend the entire education portion of the symposium and participate in all activity requested by presenters.
Your first step to truly making a difference in the performance of your safety program is finding out where you are now – the current climate of your organization. With a better understanding of the climate, specifically the culture and leadership style of your organization, you can create change strategies for a successful organizational culture.
Dr. Buckner will provide you with tools to guide you through the development of an organizational culture assessment to determine:
Dr. Marilyn Buckner, President, NTS, Inc. is a leadership and change expert. Dr. Buckner specializes in assessments to help target culture change plans. She teaches leadership at the University of Central Florida, Engineering and IT School and has worked extensively with the International Nuclear Power Organization, Siemens Power and Generation, CDC and other organizations on safety and leadership.
Marilyn Buckner, Ph.D. - President, NTS, Inc. - Atlanta, GA
When it comes to designing the kind of long-term, sustainable change process that will transform a safety culture, one size emphatically does not fit all. Dr. Steven Simon draws on twenty-five years of partnering with organizations as different as General Electric, General Motors, and Southern California Edison to create safety culture change. Dr. Simon will address the ‘different strokes’ imperative of tuning in to the working dynamics of the existing culture and its subcultures before imposing interventions. That means assessing the safety culture qualitatively, examining the role of trust between workers and supervisors, union and management, for example, as well as quantitatively by administering perception surveys.
Dr. Simon will share his conclusion that durable change happens from the top down and the bottom up at the same time. He will share case stories that confirm that the challenge is best met by operating system-wide at the upper management level but village-by-village in the plants. Creating that dual infrastructure defines the dual commitment – to enlist company and union leadership in championing a proud and lasting safety culture while engaging and empowering front-line employees from the beginning to provide genuine grassroots leadership. Dr. Simon will provide you with his critical success factors so that you can plan how to make this happen in your organization.
Steven I. Simon, Ph.D. - Consultant in Organizational Culture and Behavior President, Culture Change Consultants, Inc. - Larchmont, NY
A key factor in the characteristics of your organization’s culture is the influence of its leaders. Your success in effecting change in your organization may depend on your ability to leverage your connection with senior management – your skill in coaching and collaborating with your organization’s executives to develop a culture that will improve safety performance. A panel of senior executives from several corporations will discuss the role of the safety professional in changing culture and provide insight on how you can be instrumental in making culture change happen.
You will receive many strategies and ideas to take back to your organization. The roundtable case studies will help you sort through all the information delivered at this symposium to determine what approach may be the best for your organizations’ needs. At this facilitated roundtable session, attendees will examine the realities of the information received in relation to the culture of their organization. Each roundtable will be asked to make a presentation on one strategy and the climate it serves.
Safety is not something management does to or for employees. Management commitment to safety is necessary, but true safety excellence requires engagement from personnel throughout the organization. In fact, studies recognize that by focusing effort in creating a culture of organization-wide involvement and participation, zero injuries is achievable. In this session, you will learn the strategies and techniques to cultivate the appropriate culture and sustain the level of employee engagement needed to reach world-class safety performance.
Anne R. French, Ph.D. - Senior Partner, Safety Performance Solutions, Blacksburg, VA
When applied to the workplace, Kaizen activities continually improve all functions of a business, from manufacturing to management and from the CEO to the front line workers. By improving standardized activities and processes, Kaizen aims to eliminate waste. In this session, you will learn how to apply Kaizen principles to overcome the obstacles of culture change and achieve sustainable safety excellence. You will take away tactics to foster involvement and establish internally led Continuous Improvement Teams. Return to your organization fully equipped with a toolkit that ensures objectives are focused and milestones are met.
Mike Williamsen, Ph.D. - Sr. Consultant, CoreMedia, Portland, OR
Is it culture that determines how people act or are there other key factors? This topic is controversial as there are many views on what shapes safe and unsafe attitudes and behaviors. This is a practical session on how organizational culture can impact safety and you will explore the role it plays in determining how people at all levels, both management and labor, think and behave in regard to safety, health and environmental performance. You will take away ideas on how to overcome barriers that interfere with changing the organization’s climate and effect culture change to move your organization’s safety performance forward.
Michael Topf - President and CEO, Topf Initiatives, Wayne, PA
Anyone who wants to improve the safety culture of their organization will benefit from a review of the principles and theories behind successful culture change. In this session, you will learn principles and approaches from traditional safety theory, cognitive psychology, behavioral psychology, expectancy theory, empowerment theory and successful transformation theory and the applicability of each to safety culture improvement.
David Lumby, CSP, CIH - Manager, Division Safety and Health, Abbott Diagnostics, Kenosha, WI
Textron, Inc. is a major, multinational conglomerate working to develop a positive safety culture on it's path to premier safety performance. Their solution, the implementation of a robust EHS management system that not only drives performance improvement, but also results in a positive safety culture for their organization. Join us in this session to learn about this large-scale effort and how the underlying elements of this process may be applicable to your organization.
James "Skipper" Kendrick, CSP - Director, EHS Training, Textron Inc., Hurst, TX
Learn proven, practical leadership strategies and methods for activating your organization’s executives to better leverage safety in their efforts to achieve organizational cultural strength. We will explore strategies for elevating safety culture, changing behavior and high-grading performance, and discuss motivating executives towards the hidden organizational benefits of safety, reducing resistance, identifying and directing high-level safety culture, and executive safety leadership do's/don'ts for cultural progression.
Robert Pater, MA - Managing Director, SSA/MoveSMART, Portland, OR
Following a mishap, it can be difficult to learn and improve safety performance when there is fear of blame and punishment. When trust is wavering, people may operate on the mantra “CYA” or worse yet, horde knowledge in developing a code of silence. From a human resources perspective, dealing appropriately with failure requires an understanding of how positive social exchanges develop into positive cultural norms. In this session, you will learn why people value fair treatment. You will also be presented with practical tools to help you and your organization move forward by reaching accounts of failure that satisfy calls for accountability and learning without jeopardizing trust.
Joseph Cohen, CPE - Human Factors & Safety Consultants, Error Analysis, Inc., La Mesa, CA
While safety professionals want organizational cultures that foster safety excellence and support cross-functional collaboration, often their actions and focus do not build and sustain these efforts. As culture change agents, the work of safety professionals needs to focus on enabling others to be engaged, active, and own safety, as well as working strategically to influence the organizational direction of safety. In this session, you will practice using a model for getting aligned and focused on the "right" actions that will build and sustain your organization’s safety culture. You will receive some take-away tools and interactive activities that will help you reframe your approach to affecting culture change.
Katherine Hart, EdD, CSP - Owner and Principal Consultant, K.A. Hart & Associates, Alameda, CA
Safety culture is the outcome of what management does, not just what they say. A proactive safety culture must be lived and demonstrated everyday by your management team and every person in your organization. In this session, you will learn how to coach and mentor your management and other stakeholders to create and sustain a proactive safety culture. You will review examples demonstrating how coaching and mentoring can accomplish this outcome and practice skills for detecting and correcting typical safety culture problems.
Tom Rancour, CSP, CIH - President, ExecutiveSafetyCoach.com, LLC / Rancour & Associates, LLC, Northville, Michigan
At Coors, the engagement of our employees defines us as a company. A positive safety culture enables trust, which enables engagement. We believe this is foundational to achieving world-class performance. Join this session to learn the principles applied by Coors in its five-year journey to change its safety culture. You will hear a candid recounting of the lessons and realities, warts and all, of several different facilities applying the systematic safety culture change process used by Coors.
Jere Zimmerman - Corp Safety Manager, MillerCoors LLC, Golden, CO
BST has worked with over 600 companies over the past few years focusing on culture and leadership’s role in safety performance. They have done a tremendous amount of research on culture and the climate factors that have influenced safety performance and the lessons learned from this work are many. In this session, Dr. Tom Krause will summarize the lessons learned and address leadership and culture factors that make a difference from the boardroom to the shop floor.
Tom Krause, Ph.D. - Chairman of the Board and Founder, BST, Ojai, CA
Stephen Covey, John Kotter, Jim Collins and Jack Welch are well known for their successful leadership concepts and change models. In this session, you will learn a process, based on their successes, to change an existing safety culture to a sustainable superior safety culture. You will take away a detailed roadmap including: techniques for selling a new culture to your leadership, management and employees; tools, training and education to prepare your organization for this change in culture; a strategy for deployment; and leading indicators to help recognize successes and milestones.
Cathy Hansell, MS, JD - President, Breakthrough Results, LLC, North Venice, FL
Improving safety performance can be a fight against human tendencies to perform a task without regards to the risks and consequences. These tendencies are reinforced by a perceived short-term gain in areas like time, comfort, or approval and develop into risky habits through repetition over time. In this session, you will learn a method to challenge and change the beliefs behind our at-risk behaviors and habits. This belief-based approach focuses the entire organization on establishing safe work habits as a means to increase consciousness, teamwork and ongoing commitment required to sustain a high-level of safety performance. From this session, you will take away the basic principles, methods and tools used to drive sustainable belief changes required to improve performance in many areas of your business.
Robert M Chvatal - Sr. Consulting Partner and Trainer, The Galileo Initiative, Eagan, MN
Achieving a positive workplace safety culture is a major accomplishment for any organization and then the challenge begins with the effort to sustain a positive culture. As a first step in monitoring a safety culture, a profile can be developed for use as a benchmark for periodic culture measurement. In this session, you will receive and learn to use a tool for rating the performance of your organization’s safety culture over time.
Daniel S. Cote, MS, MBA - Sr. VP Safety, MEMIC, Portland, ME
Changing safety culture in a highly autonomous manufacturing environment, like the one that exists at the Harley-Davidson Motor Company, requires a leadership group at the corporate level willing to be receptive to new ways of functioning. Bringing together union and management, Harley-Davidson formed a Safety Culture Transition Team to develop and guide a unique approach to culture change that compliments their existing safety programs. Along the journey, the Safety Culture Transition Team developed and implemented tools and techniques with varying degrees of success to aid in shaping their process and culture. Join this session to learn the principles within this approach that you can apply to your organization.
Paul Antonneau, CSP - Corporate Safety Manager, Harley-Davidson Motor Company, Milwaukee, WI
The General Mills Research and Development facilities initiated a safety culture change process in 2001. During the past seven years the facility has seen a spectacular success in reducing injuries and improving collaboration. Though there were significant changes to safety programs, procedures and equipment, most everyone agrees that the principal cause for the change was the proactive, consistent actions and alignment of the leadership at all levels of the organization. Join this session to learn the techniques they used and how these approaches may be applicable in your organization.
Instructors:
Charlotte Bertling-Erland - Technology Manager, Safety, Environmental and Wellness, General Mills, Inc, ITQ, Minneapolis, MN
Mike Rogers - Operations Manager, Pilot Plant, General Mills, Inc, ITQ, Minneapolis, MN
A healthy safety culture performs like a well-tuned human body: all parts work together to produce optimum results. Following this analogy, a healthy safety culture requires many parts working in connection with one another to achieve the desired goal of zero incidents. In this session, you will learn culture improvement strategies for a well-functioning workforce body through the use of comparative elements, the systems of the human body.
Edward I. (Eddie) Hill, CSP, CHMM - President - Senior Safety Consultant, Heartland Safety Solutions, LLC - Smyrna, TN
Edison International, comprised of both Edison Mission Group (EMG) and the Southern California Edison (SCE) companies, began an enterprise-wide safety culture initiative in 2007. The safety culture initiative had a structured multi-phase approach to strengthening the safety culture including: development of goal and vision; safety culture assessment; safety culture feedback days and communication; implementation of safety culture initiatives; and continue culture work and reassess.
The assessment results were used to identify and select 2008 corporate safety goals for the Enterprise, Business Unit and safety team levels. In addition, grass-roots safety teams were introduced and provided safety culture communication and training for the work force ranging across executive, senior management, supervision, craft, and entry-level positions. While this is a continuing effort, the first and second years have provided a variety of important lessons and the principles from these lessons will be discussed so that you can determine applicability to your own organization.
Jack Sahl, Ph.D. - Director, Environment and Resource Sustainability, Southern California Edison Company, Rosemead, CA
Many organizations have embraced the need for a strong safety culture, and recognize that excellent safety leadership, effective supervision, and high levels of workforce involvement are essential ingredients. However, many safety culture models and tools do not clearly specify the role of the workforce in developing the organization’s safety culture and these models are seldom integrated into the organization’s safety management and human resource systems – both of which are critical to a successul safety culture change.
Woodside Energy in Perth, Western Australia was concerned that a range of “weak signals” from within their business indicated that their safety culture needed strengthening. They consulted with over 600 employees at various levels and developed an internal Safety Behavior Standard which has been successfully implemented and integrated into their safety management and HR systems. Join this session to learn how they conducted the process that lead to this transformation.
Aidan Hayes -
Vice President, Health and Safety, Woodside Energy Ltd, Australia
Perth, Western Australia, Australia
We may all want to have a positive safety culture, but might be uncertain about what it really takes to get there. There is no magic wand to wave and simply jump from your current safety performance level to having a culture in your organization that elevates the functioning of your safety program. It takes time and some work to achieve this goal. In this session, you will learn an important step toward making this happen – your first action is to create a climate where the safety effort can grow before you can effect a culture change. In this session, you will learn how to establish a safety climate that will be the basis for establishing a positive safety culture.
Gary Higbee, CSP, MBA - President & CEO, Higbee & Associates, Johnston, IA