Review and comparison of core safety management system concepts and traditional safety programs. Presented using VPP model.

1. Process vs Tradition
VPP: Beginnings
Prepared and Presented By:
Ed Hanna, CSP, CIH
Colden Corporation
hanna@colden.com
Audience: Philadelphia AIHA
When: February 2008

2. Process vs Tradition
Training Commitment &
Partnership
Direct
Follow
Enact
Prevention
& Control Analysis
• Manage-Employee Driven • Manage by directive
• Metric based • Regulatory focus
• Incorporated business process • EHS Professional driven
• Champion based analysis • Stand alone analysis
• Proactive • Reactive
• Training: process and regulation • Training: regulation

3. Common Misperceptions
Process vs Tradition Ena
ct
 Well written safety programs influence implementation
 More “training” is the answer
 Compliance = injury prevention
 Everybody has “Common Sense”
 “Awareness” changes behavior
 “Process” = person responsible
 Safety Programs cannot be measured
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4. Management Systems
Ena
Process vs Tradition ct
How does Merriam-Webster define Process & System?
Process
“A series of actions, changes, or functions that
bring about an end or result. To put through the
steps of a prescribed procedure.”
System
“A group of interacting, interrelated or
interdependent elements forming or regarded as
forming a collective entity.”
NOT A “PROGRAM” 4

5. VPP Management Systems
Using the VPP Model
 Incident rates do not predict future incidents
 Compliance and compliance audits correlate to fewer
accidents
 Allows you to consistently identify hazards and controls
 Ensures that controls are systematic rather than random
 Ensures that there is a process to fix flaws in the system and
continuously improve
 Demonstrate the interrelatedness of all the people and
processes in the system – expectations and understood
 VPP process has a proven track record to reduce incident rates
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6. VPP Management Systems
Using the VPP Model
 Management System Processes (VPP, Z10, OHSAS,
Responsible Care, etc) have been used by many
companies over the years.
 The VPP specifically since 1982. Over 1927 sites have
experienced:
 Incident and Severity rates 60 - 80 % below industry averages
 Worker’s compensation savings well under 50 %, in some cases
to 90% (GE has experienced 20-25 % savings for 7 straight
years)
 Drastic reduction in grievances for Union locations
 Many other less tangible but no less important benefits
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7. Systematically Creating Buy-In
Evaluate
Summarize
Step 1 Last year’s Collect Other Data
Self-Evaluation
Gs&Os
Collect and Summarize by Collectively
Step 2 Analyze
Organize Data Department Establish “Goals”
Request From Each Dept Coordinate with
Step 3
Objectives and Committee Site Objectives
Step 4 Publish Track Publish
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8. 30 Elements OSHA’s Program Management
Guidelines - VPP Criteria
MANAGEMENT WORKSITE HAZARD SAFETY
LEADERSHIP HAZARD PREVENTION & HEALTH
ANALYSIS & CONTROL TRAINING
Management Employee
Commitment Involvement Baseline Certified Professional Managers
Assessments Resources Supervisors
 Policy Encouragement Routine Hazard Hazard Elimination and Employees
 Goals, Objectives Participation Analysis Control Methods Emergencies
 Planning (Committees) Change Hazard Engineering PPE
 Top Management Analysis Admin
Involvement Inspections PPE
 Responsibility and Authority Reporting System Rules, Procedures &
 Line Accountability IH Program Recognition
 Resources Investigations Process Safety
 Contract Worker s Trend Analysis Management
 Written S&H Management Occupational Health Care
System Preventive Maintenance
 Program Evaluations Hazard Correction
Tracking
System Emergency Preparedness
January 26 1989 – March 25, 2003
Process Drivers: Culture Tradition & Technical Processes 8

9. VPP
VPP Requirements
Time Dependent
Have in place at least one year:
 Management Commitment  Employee Involvement
 S&H Steering Committee
 Goals and Objectives
(measurable initiatives)  Worksite Analysis
 Written IH Program
 Performance Appraisals  Inspections
 JHA Process
 Annual Evaluation and  Accident Investigations
Narrative Report
 Tracking Systems
Effectiveness requires maturity Maturity requires measurement & modification
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10. System Assessment
Process vs. Tradition
Document Review Interviews
Records Workers
Process Owner/User Supervisors
Interviews Managers
Committee
Score Criteria & Verify - Observe
Narrative Report Records
Driver for next Interview
years G & O’s Examples of
High Risk
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11. Document List Preparation
 Develop a list of documents according the 30 elements discussed earlier.
 Include Management Leadership documents defined by to 30 elements
Traditional assessment weakness is narrow focus on technical and regulatory
programs.
 Determine applicable programs, associate records, their owner and locations.
 This will help guide your self-assessment.
Process: Leadership Docs Tradition: Technical & Regulatory Docs
30 Elements OSHA’s Program Management
Guidelines - VPP Criteria
MANAGEMENT WORKSITE HAZARD SAFETY
LEADERSHIP HAZARD PREVENTION & HEALTH
ANALYSIS & CONTROL TRAINING
Management Employee
Commitment Involvement
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12. Personnel Interviews
Initial Verification
 Perform after documentation review to determine if the
information is appropriate, communicated, understood
and practiced.
 Employee interviews are initial step in verifying system
implementation and effectiveness.
 It is helpful to know some of the answers or problem
areas before the interviews. Use the interviews to get
specific examples.
 Cross verify during visual observations
 Note: Interview Guides provided in TED 8.4
Management – Specific Function - Supervisors - Employees
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13. Visual Observation
Final Verification
 Select records (both accurate and suspect) and Field Verify.
 Accidents/Incidents
 Inspections
 Meeting Minutes
 JHA/Hazard Analysis/Industrial Hygiene Exposure Assessments
 Each Program Element
 Informally discuss process and closure with cognizant employees
and supervisors
 Visit areas and people: issues from doc review and/or interviews
 Confirm or deny system strengths and weaknesses.
 Compliance non-conformance indicative of system weakness. This
should correlate to recommendations
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14. Score Criteria & Narrative Report
Baseline for Continuous Improvement
 VPP requirements have matured and been refined
(http://www.osha.gov/dcsp/vpp/vpp_policy.html)
 Program Management Guidelines (1989, January 26)
 Revisions to VPP (2000, July 24)
 Policy and procedure manuals: TED: 8-0.3 & 8.4 (2002, January 4 and 2003,
March 25, respectively)
 Critical to understand prior to undertaking VPP efforts
 Develop auditing protocol with defined scoring matrix (separate class)
 Demonstrates improvement from baseline and subsequent years
 Provides evidence and ability to roadmap to success
 Document system strengths and weaknesses detailing findings and
corrective actions within and Narrative Report (submitted to OSHA as
applicant and thereafter)
 Use to develop Goals and Objective to Drive the Process Forward
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15. VPP Goals and Objectives
Action Plans
Nothing can stop the man with the right mental
attitude from achieving his goal; nothing on earth
can help the man with the wrong mental attitude.
- Thomas Jefferson
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16. VPP Policy, Goals & Objectives
 Thomas Jefferson on “Developing the U.S.
Constitution”
 Policy: A flexible, sustainable system of national
government, based on democratic principles
 Goals: A document describing the principles of
government and how it will be constituted
 Objective: Consensus that new government is
needed, establish a committee to develop the
document through debate, gain acceptance of the
principles, make the principles the law of the land.
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17. VPP
Goals & Objectives
Broadest possible statement of purpose
or function. It’s reason for being.
Policy
Statements that describe an improvement
in performance toward meeting a policy
Goals
 Specific, Measurable, Achievable,
Reasonable, Timely
 Statements about what is to be
Objectives – Action Plans accomplished by whom and when
 Often used as a basis for
Recognition Programs
Communication, Diligence,
Milestones, Celebration of
Successes
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18. VPP
GOALS
Sources: External and Internal
 Mandates/Directives
 Corporate driven, not site oriented
 Self Evaluations/Assessments (e.g, VPP Elements)
 Trend Analysis
 Injury/Illness
 Accident/Incident Casual Factors
 Inspection Findings
 Employee Concerns
 Safety Maintenance Work Orders
 Job Hazard Analysis - Hazards List
 IH Process – qualitative and quantitative
 Others?
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19. VPP
GOALS
Sources: External and Internal
 Goal: Improve our Hazard Identification & Hazard Reduction.
"Conduct weekly inspections with emphasis on good housekeeping,
proper use of protective equipment, condition of critical parts of
equipment, and preventive maintenance. "
 Goal: Improve our Accident Investigation Process. "Determine
the cause(s) of any accident within 24 hours. "
 Goal: Implement a Job Hazard Analysis Program.
"Complete one job hazard analysis each month in each department,
with follow-up revision of safe work procedures and employee
training by the following month."
 Goal: Improve our Emergency Preparedness Capability. "Hold
and evaluate emergency drills for tornadoes every six months and a
joint fire drill/evacuation with local emergency organizations every
year.”
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20. VPP
Effective Objectives
 The difference between a haphazard trip and a carefully
planned journey
 Effective Objectives:
 Starts with an action verb
 Specifies a single key result to be accomplished
 Is specific and quantitative; measurable and verifiable
 Specifies the what and when, who, how & why
 Relates directly to the accountable manager’s role in the
organization
 Is readily understandable by those who will be contributing to its
attainment
 Is realistic and attainable but represents a significant challenge
 Provides maximum payoff on the investment of time and
resources
 Is consistent with available or anticipated resources
 Is consistent with basic organizational policies and practices.
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21. VPP SMART Metrics
 Specific - metrics are specific and
targeted to the area you are measuring.
 Measurable - collect data that is accurate
and complete.
 Actionable - metrics are easy-to-
understand, and it is clear when you chart
your performance over time which direction
is "good" and which direction is "bad", so
that you know when to take action.
 Relevant - simply means don't measure
things that are not important.
 Time bound - you can get the data
when you need it.
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22. VPP
Employee Involvement
Good Leaders Help Maintain in Safety
 Watch your language.
 Listen before giving direction.
 Find facts rather than faults.
 Give more positive than negative
consequences.
 Teach theory and principles before teaching
procedures.
 Do more leading than managing.
 Get employees to actively care about safety.
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23. VPP
Employee Involvement
Team Building
 Design Safety Committees for success, i.e.,
 Write down the purpose (mission)
 Staff in proportion to the organization
 Assign coaches (similar skills)
 Assign Mentors (preferably from salaried rank)
 Establish goals, and more importantly, objectives
 Each member a champion
 Track assignments
 Celebrate success
 Assure adequate resources and train
 Document and Publish
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24. VPP
Worksite Analysis
Keys to Success
 Worksite analysis involves a variety of worksite
examinations, to identify not only
 existing hazards, but also
 conditions and operations in which changes might
occur to create hazards.
 Unawareness of a hazard which stems from failure to
examine the worksite is a sure sign that safety and
health policies and/or practices are ineffective.
 Effective management actively analyzes the work and
worksite, to anticipate and prevent harmful
occurrences.
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25. VPP
Hazard Prevention
& Control
Keys to Success
 Hazard prevention and controls are triggered by a
determination that a hazard or potential hazard
exists.
 Where feasible, hazards are prevented by effective
design of the jobsite or job.
 Where it is not feasible to eliminate them, they are
controlled to prevent unsafe and unhealthful
exposure.
 Elimination or control is accomplished in a timely
manner, once a hazard or potential hazard is
recognized.
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26. VPP
Training
Keys to Success
 Training addresses the safety and health
responsibilities of all personnel concerned with
the site, whether salaried or hourly.
 It is often most effective when incorporated into
other training about performance requirements
and job practices.
 Its complexity depends on the
 size and complexity of the worksite, and
 the nature of the hazards and potential hazards at the
site.
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27. VPP Typical VPP Star Sites
Communication of Expectations
Management Line Supervisors
 More focus on safety metrics: Weekly in  Tool Set/Accountability
meetings
 % of employees involved
 More prospective metrics
 Monthly meetings
 Goal and Objective setting
 Closure rates for findings/issues
 Take a ”line” accountability perspective
Employees/Union
 Monthly EHS Scorecard - Matched to  Encourage involvement
Responsibilities List - Part of Perf. Eval.  Report hazards
Maintenance  Participate
 ID Safety Critical Controls Engineering
 LOTO Audits/Enforcement  Ergonomics lead
 Safety Work Order Statistics  Safety in Design and Installation
 Safety signoff
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28. VPP Typical VPP Star Sites
Communication of Expectations
Safety Committees HS
 Develop a detailed Charter  Focus as more of a facilitator
 Rotation strategy  Focus more on consultative and
 Training coaching
 Focus more on QC
 Each member as Champion
 accident investigations
 Data collection and analysis
 generating metrics
 QC programs
 communication
 Solution driven  regulatory watch
HR and Training
 Performance appraisals
 Recordkeeping
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29. VPP References
 Management: Theory, Process and Practice, Third Ed., Richard M. Hodgetts,
1982, CBS College Publishing
 Benchmarking for Best Practices, Winning Through Innovative Adaptation,
Christopher E. Bogan and Michael J. English, 1994, McGraw-Hill, Inc.
 Malcolm Baldrige Criteria for Performance Excellence
 www.quality.nist.gov/Business_Criteria
 Organizational Recourse Council
 www.orc-dc.com
 OSHA VPP
 http://www.osha.gov/oshprogs/vpp/
 Department of Energy
 www.eh.doe.gov/EH_Strategic_Plan2003_2006.pdf
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