keeping employees and management focused on an ems after implementation john b. cook, p.e. rick...
TRANSCRIPT
Keeping Employees and Management Focused on an EMS After Implementation
John B. Cook, P.E.
Rick Bickerstaff
• Regional water & wastewater provider• 400,000 Served
The management system implemented under the EMS has had a significant effect on bond ratings.
2001• Moody’s• A1 to Aa3• Savings:
* $100,000 per yr.
2006• Standard & Poor’s• Fitch Ratings• AA- to AA• Savings:
* $170,000 per yr.
How do you keep your employees plugged into your EMS?
There exists an intrinsic employee connection to the environment.
Keeping employees involved in environmental improvements provides a “direct connect” to the EMS program.
• Pollution prevention (P2) team• Sub-committees• Departmental EMS committees• Special project teams
Pollution Prevention (P2) Team
Administration
Design & Construction
Facilities Fleet Maintenance
Wastewater Collection
Water Distribution
Environmental Resources
Hanahan Water Treatment Plant
Regulatory Management Committee
Policy, Audit & Management Review
Committee
Planning Committee
Implementation & Operation Committee
Checking and Corrective Action Committee
Documentation Committee
Communication Committee
Sub-committees
Departments
Establishing a culture of environmental stewardship fosters program commitment.
• Communication• Awareness training• Encouragement to contribute • Involvement by top
management
Keeping “continual improvement” as a central business focus keeps employees engaged.
• Objectives & targets that “s t r e t c h”• Benchmarking• Correction action plans• Recognition of continual improvement
* Incentive pay* “On the Spot” awards* Crew of the month
Frequent monitoring of the EMS keeps employees & management aware of overall progress.• Levels of monitoring
* Self-monitoring* Team* Departmental* Executive management
• Productivity measurement• Performance management• Regulatory compliance
Periodic reviews promote continual improvement by employees.• Standard Operating Procedure
reviews• Emergency drill reviews• Post incident reviews• Monthly Operating Reports• Audits
* Internal* External
Communication provides an important link between the community and employees.
• Surveys• Web sites• Bill inserts• Newsletters• Speaker’s
bureau• Plant tours• Transparency
Using the EMS as a platform for other management systems magnifies the significance of the EMS.
• Project management• Strategic planning • Asset management• Risk management
Database
Work Order(Initiate toClose)
Plan Work
Schedule Work
InventoryPurchasing
Reports/Queries
EquipmentHistory
Costs
GIS
CIS
La
b
Fina
nce
Since the inception of our EMS, hundreds of Improvement Programs have been established.
Geographical Information System
Preventive Maintenance* WWCD: $52,000 per yr.
PM:CM Ratio
Improvement Programs (continued)
Emergency Preparedness
* Emergency plans* Periodic drills
Homeland Security* Vulnerability
assessment* Improvement programs
Category 4 Hurricane Hugo made landfall in Charleston on September 21, 1989.
Improvement Programs (continued)
Fuel Reduction* 29% reduction in one
department* $48,000 / yr. savings
2005 Fuel Reduction Team* Water Plant: $8,500 / yr.* WW Plant: $19,500 / yr. * Route-Smart software* Hauling: $19,000 / yr.
Improvement Programs (continued)
New Technologies* Klorigen System* Process savings:
$75,000 / yr.
Data Mining as Aid to Decision-Making
2000 Strategic Plan
0 50 100
Goals
GoalsAchieved
Number of Major Goals in 2000 Strategic Plan
95% of goals achieved!
Improvement Programs (continued)
In conclusion, implementation of an EMS has improved our organization in many ways.
• Improved business management• Preventive vs. reactive• Focus on continual improvement
We are now a:• Thinking organization• Planning organization
Thank you for your time and attention!
For more information, please
contact John Cook at [email protected]
or
Rick Bickerstaff at