OSHA Complaint Process Kaizen Event Report Out cycle time of complaint handling process. 3. Standardize the process and establish takt time. 4. Reduce non-value added work, balance

OSHA Complaint Process

Kaizen Event Report Out

By: O’mission Possible

March 17, 2006

Background Mary Bryant

Over 2500 Complaints a year

Over 500 Workplace Complaints are investigated either by inspection or investigation a year

Lack of resources and a desire to find ways to provide more protection with same or fewer resources

The event addressed the mapping of processing of work place complaints. Pre-inspection complaint handling

Inspection processing procedures

Post-inspection procedures

Team Members Team Leader: Randy R. Edwards, Iowa DNR

• Team Leader: Randy R. Edwards, Iowa DNR

• Sub Team Leaders: Mary Bryant, IOSH Administrator

• Jens Nissen, IOSH Executive Officer

• Members: Anne Jackson, Management Information Bureau

• Ken Clausen, CSHO Lead Worker

• Deb Babb, CSHO

• Dan Duus, CSHO

• Richard Anderson, Sr. IH

• Jeff Ellis, Sr. IH

• Kathy Foster, Secy. 2

• Gail Sheridan-Lucht, Attorney

• Barb Theriot, Area Director, Federal OSHA

• Kathie Stussie, Office Manager, Federal OSHA

• Dan Varner, AFSCME International

• Facilitator: John Helbling, Alliant Energy/Iowa Council

for Innovation and Growth

Objectives Jens Nissen

1. Improve screening of initial complaints to

reduce the number of false claims.

2. Reduce cycle time of complaint handling

process.

3. Standardize the process and establish takt

time.

4. Reduce non-value added work, balance work

loads and document resource requirements.

Goals Jeff Ellis

1. Revise complaint check sheet.

2. Reduce cycle times from 9.72 working days to 1 working days for investigations and from 7.56 working days to the Federal measure of 5 working days for inspections.

3. Reduce waste (process steps, hand-offs, delays, decisions, rework) by 50%.

4. Reduce time frame for finalizing forms (Federal) by 50%.

Kaizen Methodology Ken Clausen

• Clear objectives

• Team process

• Tight focus on time

• Quick & simple

• Necessary resources immediately available

• Immediate results (new process functioning by end of week)

• 5S “mindset”, use the steps to support the event activities

Old Process Richard Anderson

New Process Dan Duus

Pre-Inspection Process

IOS

HA

Secre

tary

2

Cu

sto

me

r

Se

rvic

e/L

abor

Rece

ptionis

t

Du

ty O

ffic

er

IOS

H E

xecu

tive

Offic

er

Co

mpla

inta

nt

Duty Officer

recieves contact

with Complaint

Create Notes

During Call

Wait for Time to

ResearchAction

Signed 7? Enter into

Computer and

gets complaint

number

Send Blank OSHA

7 or written signed

complaint

Research

End Process

Send 7

Phone & Fax

Yes

End Process

Contact

Complaintant?

Contacts

Complaintant

Contacts Empoyer

to inform of hazard

and to obtain

missing info

Print OSHA 7 and

non-formal and fax

coversheet

Wait for Employer

Response

Fax Coversheet

and printed OSHA

7 to employer

Formal Or

Informal

Informal

Enters hazards on

OSHA 7 and

assignment sheet

Delivers

paperwork to EO

Assigns

Inspections

End Complaint

Process

Wait for initiation

of Inspection

Process

Employer

Response

Takes call and

transfers to liver

voice

Duty Officer Pulls

non-formal files

and matches to

abatement

Abatement

OK?

Recontact

Employer

Employer

Response OK?

Yes

No

No

No

Close NonformalYes

Create Index Card

if new file or Post

Phone/Fax on

index card

Files in folder for

month

End Process

Kathy recieves

abatement info

and transfers to

DO

Fiel Closed Phone/

Fax monthl

folderin File Bank

Transfer to Boxes

for archives

Assign File

Number and make

folder. File in

Formal and make

index card if new

Yes

Reduced Handoffs and Leaned out Tasks

“Pre-Inspection” Results Deb Babb

Old New % Change

# of Steps 47 20 -58%

# of Handoffs 14+ 6 -57.1%

# of Decisions 9+ 7 -22.2%

# Rework Loops 3+ 1 -66.7%

Value Added Steps 2 2 0%

Functions In Process 7 6 -14%

Delays 6+ 3 -50%

Implemented Barb Theriot

Dedicated Duty Officer

Development of Standard Training Program

Better Use of Electronic Reports

More effective Screening of Calls

65 process improvements/60 are being implemented

Benefits Improve Efficiency

Improve Consistency

Reduction in complaint response time

Better Customer Service

More Workers Protected

Homework Anne Jackson

Kaizen Newspaper

OSHA COMPLAINT PROCESS

Item Suggestion

9 Implement “tickler” system on computer

10 Encourage Employer to go to internet to get

forms to file complaint. Never send out OSHA-

7 and reduce cover letter (to be sent only if no

access to internet) from 4 pages to pages.

11

12 Update OSHA opening and closing

conference guide sheets

13 CSHO/IH review only safety programs

associated with complaint items during

inspection

14 Don’t print all photos. Save to disk.

15 Enter inspection # before going out

Item Suggestion

1 Laptops for inspectors

2 Core hours for support staff

3 Define/determine what reports must be run

and on what frequency

4 Develop a more effective vehicle

procurement process

5 Reduce instances of “hand writing”. Use

more computer.

6 Have person who opens mail enter check

into NRC

7 Sign informal conference agreements

during the informal conference

8 Eliminate handwritten 167I (Inspection

Record Update)

Parking Lot Kathy Foster

Address/review appeals process

Redefine use of card file

Stop posting non-formal investigation information on cards in card file

Vehicle procurement process

Warrants

Resolve the extent of program review for limited scope inspections

Inspection process

Post Inspection process

Team Member’s Experience Kathie Stussie

Gail Sheridan-Lucht

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