Every Move Must Have A Purpose

“Every Move Must Have A Purpose”Implementing the Job Hazard Analysis : “Every Move Must Have A Purpose”Implementing the Job Hazard Analysis Insights by Bruce Pandolfini, Chess Master Prepared by Crutchfield Consulting, LLC 2008

Slide 2 : “Every Move Must Have a Purpose” Bruce Pandolfini, Hyperion 2003 “Job Hazardous Analysis - A Guide to Voluntary Compliance and Beyond” Butterworth- Heinemann October 2007 James Roughton –jr@gotsafety.net Nathan Crutchfield –n_crutch@comcast.net

Slide 3 : “We learn by Chess the habit of not being discouraged by present bad appearances in the state of our affairs, the habit of hoping for a favorable chance, and that of persevering in the secrets of resources." Ben Franklin

Slide 4 : “Life is filled with opportunities for practicing the inexorable, unhurried rhythm of Mastery, which focuses on Process rather than Product, Yet which paradoxically often ends up creating better and more products in a shorter time than does the hurried, excessively goal-oriented rhythm that has become standard in our Society.” From “Mastery” by George Leonard

Chess as a Model : Chess as a Model Strategy and Tactics move towards a Goal Protect the Organization (King) Environment (Board ) sets the Agenda Each Job/Task (Unit/Piece) has a Purpose & a Specialty Each Piece has a Strength Principles (Rules) apply at all times

Chess and Organizational Risk : Chess and Organizational Risk A Chess Board has 64 squares After 3 opening moves, 9,000,000 variations are possible!!! How many variations of Risks and Hazards are within your operations? Outcomes (Severity) can vary depending on time, location, strengths, strategy, tactics, etc.

Chess and Organizational Risk : Chess and Organizational Risk In Chess, opponent tries to capture your King Risk tries to harm you, your personnel, damage resources, profits and brand Wrong moves and someone or thing gets hurt Chess has various specialty pieces Your operation has a variety of types, strengths, timing and location Chess is a game of movement Your operations are in constant movement

ANSI Z10 - OHSMS Cycle : ANSI Z10 - OHSMS Cycle Continual Improvement 3.0 Policy Management Leadership & Employee participation 4.0 Planning 5.0 Implementation & Operation 6.0 Checking & Corrective Action 7.0 Management Review ACT PLAN DO CHECK REDUCE Hazards Risks Incidents Comp costs Lost time IMPROVE Employee H&S, Productivity satisfaction image

“Don’t Apply Principles Mechanically” : “Don’t Apply Principles Mechanically” Specific moves always prevail over general rules - principle tells where to look not what to see To win, integrate time, position, material gain Keep eye on goal Opportunity knocks as often as you have an ear trained to hear it, eye trained to see it, a hand trained to grasp it and a head trained to use it

DEVELOPING A SYSTEM TO IDENTIFY AND REPORT HAZARDS : DEVELOPING A SYSTEM TO IDENTIFY AND REPORT HAZARDS Company Safety Policy Involving Employees in the JHA Process Protecting Employees from Harassment Identifying Workplace Hazards Timely and appropriate corrective action plan Track corrective actions Follow-up!!

Slide 11 : Appendix B – Roles and Responsibilities… Develop a process to perform risk assessments… Incorporate OHSMA requirements and responsibilities into each appropriate job description…

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“Play the Board, Not the Player” : “Play the Board, Not the Player” Respect your opponent – Risks and Hazards Don’t slight your opponent Rely on the Facts Use Accurate Information Sound Judgement

Management Perception vs Employee Perception : Management Perception vs Employee Perception

Fundamental Attribution Error : Fundamental Attribution Error “The tendency to blame the person rather than the system …..” “In complex systems, different people placed in the same structure tend to behave in the similar ways.” “When we attribute behavior to personality, we lose sight of how the structure of the system shaped our choices.”

Slide 16 : HAZARD TYPES Chemical – Fire, health, reactive, etc. Electrical – Amps, volts, arc flash Kinetic - Movement Acoustic - Noise Thermal -Temperature Extreme Biological – Animals, insects, plants, etc Radiation – Ionizing and Non-Ionizing Versus Human body, structures, etc.

“Don’t Ignore A Good Hunch” : “Don’t Ignore A Good Hunch” Ability to perceive blueprints on the Board Too many variables Deductive and inductive reasoning - logic isn't everything Develop experience and comprehensive understanding of the game

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“Play with A Plan” : “Play with A Plan” Manageable and Flexible Any plan better than no plan KISS (Keep it simple and streamlined) Watch for rigid preconceptions

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Paredo Principle : Paredo Principle 80% of effects are due to 20% of the Causes – Visible data! What about rare events from hidden or unseen of unknown risks, related hazards, behaviors? How do we bring these into view? How do we rank order finding and establish a plan to reduce the risks?

High Performance versus Typical Organizations : High Performance versus Typical Organizations Urgent Not Urgent Not Important Important From: “First Things First”, Steven Covey, 1996

“Look At Your Opponent's Moves” : “Look At Your Opponent's Moves” Consider what opponent has just done Moves foil opponent’s aims while fostering yours Watch changing relationships Be able to defend your course of action Nothing should be done unless you can see why Nothing can be seen if you haven’t looked

Job Hazard Analysis : Job Hazard Analysis Pros Essential Safety Management Tool Inventory of hazards and risks Identifies essential priorities Better understanding of how things get done Cons Requires commitment Time and Budget Needs Patience Not a product – may appear unneeded May find out things you really didn’t want to find!!

“Size the Initiative” : “Size the Initiative” Attack first - don’t wait and wonder Initiative provides opportunity to pursue plans Time and space “Are you playing to win or just not to lose?

Job Hazard Analysis as a Process : Job Hazard Analysis as a Process Develop A Toolkit For Identifying Workplace Hazards Develop A System That Supports Hazard Recognition Developing An Effective Job Hazard Analysis Use All Available Tools That Can Be Used To Develop A Successful JHA 6 Sigma, TQM, etc.

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“Seek Small Advantages” : “Seek Small Advantages” Every chance to gain the smallest superiority should be considered Accumulate small advantages Swing for hits, not home runs

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Slide 30 : Personnel Tools/Equipment/Materials Task Policies and Procedures Environment Job Under Review *Add lines as needed

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Slide 32 : Steps

“Play for the Center” : “Play for the Center” Advance your plans Take the center - balance your efforts Be mindful of the risks Don’t risk a lot for a little

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Slide 35 :

HIERARCHY OF CONTROLS : HIERARCHY OF CONTROLS 1. Eliminate hazards – Totally avoid the risk! 2. Abating hazard - limit or reduce exposure to hazards/risks by substituting less hazardous material, methods, etc. 3. Engineering - Control hazard by redesigning and engineering the hazard out of process - hazard still exists but mechanisms are in place to contain it. 4. Administrative - methods to advise, warn, train, alert, etc. that hazard exists and safety controls are to be used. 5. Personal Protective Equipment - as a last resort to shield against hazards.

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“Don’t Sacrifice without Good Reason” : “Don’t Sacrifice without Good Reason” Sacrifices (discipline) should be made only if they promise a clear advantage Look for material in service of a plan

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“Convert Weaknesses into Strength” : “Convert Weaknesses into Strength” Attitude of mind Never give up Never underestimate your opponent

ACTION PLAN : ACTION PLAN

“Don’t Overextend” : “Don’t Overextend” Promising moves can fail if played too soon or without support Watch over resources, intellectual/mental

WHO SHOULD REVIEW THE WORKPLACE? : WHO SHOULD REVIEW THE WORKPLACE? Management and Supervisors Training on hazard recognition Observations JHA Employees Expands “eyes” Increases awareness Safety Professionals Mentor “Forest for Trees”

Slide 44 :

“Develop the Pieces” : “Develop the Pieces” Develop all your units and pieces Don’t rely just on the powerful Find the right place for each piece Gain time by developing your pieces Activate all pieces harmoniously Pieces need Purpose

“Don’t Waste Material” : “Don’t Waste Material” Treat material with respect according to its existing and potential value Know the value of each piece Don’t underestimate the “Pawns” Pawns can get promoted! Resources matter

Slide 47 : Lecture – 5% Reading – 10% Audio-visual – 20% Demonstration – 30% Discussion Group – 50% Practice by Doing – 75% Teach Others Immediate Use of Learning – 90% Passive Observers Active Participants Learning philosophy & strategies must push/pull learners toward the bottom to truly create a learning culture and to maximize the effectiveness of the training we do. Retention is linked to application and must be high to drive business results! Adults spend most of their time at the top of the pyramid Low Collaboration High Collaboration Learning Pyramid

“Strive for More Than You Need” : “Strive for More Than You Need” Play at full throttle Never assume game is won Don’t surrender when down or losing Never get more than you settle for (“Risk Never Sleeps”)

SIX SIGMA AS A TOOL BOX : SIX SIGMA AS A TOOL BOX

Where the JHA assists the SOP process : Where the JHA assists the SOP process Job orientation criteria. Training criteria. Aligns Steps/tasks, tools/equipment/materials, job environment, current policies/procedures, people Identifies gaps in efficient job completion. Updates inspection forms, checklist, guidelines and job observation criteria.

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“Learn from Your Mistakes” : “Learn from Your Mistakes” Admit blunders and understand losses (At least to yourself or Spouse….) Use disciplined approach Ignore a mistake and you’ll make it again

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Slide 54 : “Are you “playing to win” or “playing not to lose” “Don’t dwell in your communication on what you don’t want to happen. Instead focus your communication on what incredible things you want to happen.” Major Tony Burgess, “Taking the Guidon” West Point Leadership

Discussion : Discussion “Every Move Must Have a Purpose” Bruce Pandolfini, Hyperion 2003 “Job Hazardous Analysis - A Guide to Voluntary Compliance and Beyond” Butterworth- Heinemann October 2007 James Roughton –jr@gotsafety.net Nathan Crutchfield –n_crutch@comcast.net