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Management CommitmentCondition of EmploymentFear/DisciplineRules/ProceduresSupervisor Control,Emphasis, and GoalsValue All PeopleTraining
Personal Knowledge, Commitment, & StandardsInternalizationPersonal ValueCare for SelfPractice, HabitsIndividual Recognition
Help Others ConformOthers’ KeeperNetworking ContributorCare for OthersOrganizational Pride
DependentDependent IndependentIndependentReactiveReactiveSafety by Natural InstinctCompliance is the GoalDelegated to Safety ManagerLack of Management Involvement
Natural Instincts
Supervision
Self
Teams
Inju
r y R
ate
s
InterdependentInterdependent
High Level Summary – Midwest Generation’s (MWG) Safety Journey to World-Class…Since 2007, MWG has transformed from a “reactive/dependent” culture to a “dependent/independent” culture
The journey is both a collective and individual movement down the curve!
MWG is an independent power producer – Operates 6 electric power generating plants in Illinois and supervises generation plant in PA.
Sells electricity in competitive wholesale markets and competes in a 13-state region that extends from Atlantic coast westward to Illinois
In 2006, MWG experienced increase in severity of injuries and realized that changing the safety culture of all employees was necessary. This included contractor culture
MWG contracted DuPont to assist in moving toward world-class safety performance - A journey to transform the safety culture from one of compliance-driven and reactionary to proactive and “our work done safely.”
1. Evaluated MWG safety management system against world-class systems
2. Identified opportunities for improvement in management of workplace safety
3. Provided recommendations for the development and maintenance of a world-class safety system at MWG
1. Reduce employee injuries and ultimately create an injury free workplace
2. Transform the safety culture from a reactive, compliance-focused one to an interdependent one that is proactively focused
3. Develop skills and capabilities of the line organization to more effectively manage all aspects of the operation by establishing and maintaining high standards of performance
7 Essential Steps in the MWG Improvement Strategy1. Establish a strategic safety management structure
2. Develop and introduce safety process systems in the areas of observation, incident investigation, rules & procedures, and communications-activities-involvement
3. Develop performance standards and metrics to monitor performance
4. Build safety leadership competencies at all levels
5. Expand workplace safety systems to include contractors
6. Establish process safety reviews to identify and mitigate risks from high hazard operations
7. Train employees and contractors on the new safety systems and processes
Involvement of everyone. This was not a management process; this was an “everyone who works here” process.
Adopting the notion of “all employees.” This includes contractors, visitors, etc… anyone on our property must abide by our rules, or more importantly follow our values.
Implementing a proactive safety observation process. These are a “must” in our principles. These include observations of contractors and vice versa.
Avoiding boiler downtime is the primary concern-megawatts versus safety
Safety at least equal with production and quality—good safety is good business
From (2007 Assessment) To (World Class)
Safety goals have little station input and encourage only incremental improvement
Stations are integrated into the process for setting challenging goals and defining action plans to achieve these goals
Limited organizational structures for management teams to lead safety effort
Expanded safety leadership organization - all levels involved
No or little known safety policySafety policy the driving force behind systems & processes for managing safety
Management lives with existing hazardsAll potential hazards are identified, analyzed and safe guarded
Limited systems for safety observationComprehensive, structured observation system that involves all levels, collects data and uses this data as a key change agent
“Culture shift” where treatment for and prevention of injuries takes priority over financial incentives
There is potential for hiding injuries; reporting time is inconsistent
Instill a sense of Station proprietorship: anyone on site follows the same set of consistent, safety policies.
Contractors are treated “at an arms length” and follow their own safety policies
Challenge to Attain and Sustain a World Class Safety Process