dupont de nemours
DESCRIPTION
Présentation en anglais reprenant certains principes du management de la sécurité suivant Dupont de Nemours.TRANSCRIPT
1Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.
Report outReport outPDOPDO
STOP Progress STOP Progress AssessmentAssessment
May 4 & 5 May 4 & 5
May 7 2002Wil Kolk
Sen. Consultant
2Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.
Scope of the AssessmentScope of the Assessment
To make a quick assessment of the progress made by PDO with the STOP program, since the introduction in 1999
To offer recommendations to support PDO’s efforts to obtain the full benefits of the STOP program
3Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.
MeetingsMeetings
Fahud
- Cross section of the PDO organization, (Operators through Site manager)
- HSE manager Galfar
Main office in Muscat - PDO HSE managers/professionals (5)
- HSE manager BEC
4Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.
Gratitude Gratitude
I like to express my gratitude for the hospitality,
co-operation and openess experienced during my
visit and in the meetings
5Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.
Objective of STOP for Objective of STOP for SupervisionSupervisionTo train each member of line management to eliminate injuries from his or her area of responsibility by: Skillfully observing people while
they work Reinforcing safe work practices Correcting and preventing
recurrence of unsafe acts
6Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.
•
• Unsafe acts & Unsafe conditions
• 96% / 4 %
Fatalities
Lost Time Injuries
Medical Treatment
First-aid Cases
The causes of injuriesThe causes of injuries
Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.
Injuries
The Dynamics of Safety Culture
Dependent Independent Interdependent
Management CommitmentCondition of EmploymentDisciplineRulesSupervisory ControlValue for People
Personal CommitmentSelf-ManagingSelf-DisciplineSelf-ResponsibilityPersonal GoalsCare for Self
Team BuildingTeam CommitmentDevelopment in TeamHelp Others ConformValue for Each OtherTeam Goals
Time
8Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.
How did the STOP training go How did the STOP training go in PDO ?in PDO ?
Fahud OFO & OFE
- Recommended cascade steps were strictly followed, with exception that the focal point remained the leader
- Goal group was expanded with senior technicians and technicians
9Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.
How did the training go How did the training go (cont’d) ?(cont’d) ?
HES and Drilling Department
- Not all members of goal groups were trained (availability, turn over)
- Short cuts were taken in the recommended steps (STOP program came together with other initiatives)
10Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.
Recommendations for STOP Recommendations for STOP trainingtraining
Identify who need “fresh” STOP training or who need to complete their STOP training
Provide STOP training as identified to be required
Use leaders of the original multiplier team
11Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.
On going phase in STOP On going phase in STOP programprogram
Scheduled safety observation tours (STOP audits) - always reported
Ad Hoc observations - reported/not reported
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Successes in on going phaseSuccesses in on going phase
Fahud
- safety awareness increased - line management takes more action - more insight into what is going on - friendship increased - good quality observations and actions - operators & technicians participate - site manager plays an active role, reviews quality and quantity of cards (awards)
13Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.
Successes in on going phase Successes in on going phase (cont’d)(cont’d) At several other operations, the site manager or the HSE manager push the system , resulting in a high number of reported observations
The corporate HSE group has energy for the program (demonstrates to have value for it)
Contractors have active STOP programs, and their data are shared
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Known PitfallsKnown Pitfalls
Lack of demonstrated commitment from
Top management Line management
Not using the STOP Safety Observation Cycle
Failure to Decide To insist on immediate action
15Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.
DuPont Safety PrinciplesDuPont Safety Principles
All injuries and occupational illnesses can and must be prevented.
Safety is everyone’s responsibility.
MANAGEMENT IS DIRECTLY ACCOUNTABLE FOR PREVENTING INJURIES & OCCUPATIONAL ILLNESSES
Safety is a condition of employment.
Safety AUDITS must be conducted.
16Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.
OrganizationOrganizationPolicyPolicy
Responsibility & Accountability
Responsibility & Accountability
Goals & ObjectivesGoals &
Objectives
StandardsStandards
MotivationMotivation
CommunicationCommunication
TrainingTrainingAuditsAudits
SupportiveSafety
Personnel
SupportiveSafety
Personnel
IncidentInvestigations
IncidentInvestigations Visible
ManagementCommitment
VisibleManagementCommitment
People Safety Management People Safety Management
17Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.
Known PitfallsKnown Pitfalls
Lack of demonstrated commitment from
Top management Line management
Not using the STOP Safety Observation Cycle
Failure to Decide To insist on immediate action
18Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.
DECIDE
STOP
OBSERVE
ACT
REPORT
The Safety Observation Cycle The Safety Observation Cycle
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Known Pitfalls (cont’d)Known Pitfalls (cont’d)
Setting up unhealthy competitions and card quotas
Viewing STOP as punitive
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Identified obstacles Identified obstacles (challenges)(challenges)
Language problems
Cultural differences
Difficult to find people at certain locations
Short term contractors
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Recommendations for on Recommendations for on going phasegoing phase
Move from quota for number of cards to
number of scheduled observation tours
Determine safety statistics per location, celebrate successes
Share best practices - link with contractor programs - audit results as leading indicator
22Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.
Recommendations for on Recommendations for on going phase (cont’d)going phase (cont’d)
Review STOP administration
Review observation tours in accident/incident investigations as one of the possible key factors (why did we not see this before?)
Repeat a progress assessment after some time
23Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.
Scheduled safety observation Scheduled safety observation tourstours
Develop schedule - ~ 30-45 minutes- cross boundaries
Follow-up that schedule is adhered to Restrict delegates Dedicate audits to safety Decide on reporting ad hoc
observations
24Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.
Concluding Concluding
The STOP program requires time and effort from the entire organization, and in particular from Management
But this pro active tool also yields a lot - less pain and suffering - less costs, time and effort associated with injuries
Shukran and much success with STOP
25Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.
How to contact us How to contact us
Dubai:
The Netherlands