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Safety to help improve business

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Handito aji Saroso
Handito aji Saroso

Paul O'Neill, the new CEO of Alcoa, focused his first speech to investors on improving workplace safety instead of discussing typical business topics like profits and growth. Investors were confused by this unusual focus and one advised clients to sell their stock, predicting it would hurt the company's performance. However, within a year profits hit a record high under O'Neill's leadership. By prioritizing safety, O'Neill improved Alcoa's culture and operational performance, leading to significantly higher profits and market value over his tenure. This story shows how focusing on safety can improve business outcomes.

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PROSPEX-5 Improving Your Business Through Safety Handito Aji Saroso PROSPEX-5 Product Manager
A Brief Story Alcoa Experience A few minutes before noon, the new chief executive, Paul O'Neill, took the stage. He looked dignified, solid, confident. Like a chief executive. Then he opened his mouth. "I want to talk to you about worker safety," he said. "Every year, numerous Alcoa workers are injured so badly that they miss a day of work."I intend to make Alcoa the safest company in America. I intend to go for zero injuries." The audience was confused. Usually, new CEOs talked about profit margins, new markets and 'synergy' or 'co-opetition.' But O'Neill hadn't said anything about profits. He didn't mention any business buzzwords. Eventually, someone raised a hand and asked about inventories in the aerospace division. Another asked about the company's capital ratios. "I'm not certain you heard me," O'Neill said. "If you want to understand how Alcoa is doing, you need to look at our workplace safety figures." Profits, he said, didn't matter as much as safety. Sources : Huffington Post, 27 Feb 2012
A Brief Story Alcoa Experience(contd) The investors in the room almost stampeded out the doors when the presentation ended. One jogged to the lobby, found a pay phone, and called his 20 largest clients. "I said, 'The board put a crazy hippie in charge and he's going to kill the company,'" that investor told me. "I ordered them to sell their stock immediately, before everyone else in the room started calling their clients and telling them the same thing. "It was literally the worst piece of advice I gave in my entire career," he said. Within a year of O'Neill's speech, Alcoa's profits would hit a record high. By the time O'Neill retired in 2000 to become Treasury Secretary, the company's annual net income was five times larger than before he arrived, and its market capitalization had risen by $27 billion. Someone who invested a million dollars in Alcoa on the day O'Neill was hired would have earned another million dollars in dividends while he headed the company, and the value of their stock would be five times bigger when he left. Sources : Huffington Post, 27 Feb 2012
What have you learned from the story?
Research Say That .... Good Safety= Good Business
But How? Creating and Improving safety culture is the foundation of Operational Excellence for Sustainable Business
Creating and improving Safety Culture WHAT,WHY and HOW? 1. Culture What is it? How to measure? 2. Why is it important? 3. Can You Change the culture?
What is Culture? Culture : Enough people doing same thing long enough (Critical mass & sustainability) Safety Culture, is about how people think, believe, mean and intention & behavior in relation of safety. is how to change people motivation of safety, from they scare with the rule to be they love to work safely, they care others, they love their future and families etc By developing Safety Culture, we can sustain people safety behavior because people want it, they believe in it and the highest intention in their life, and of course we need to help them with high standard OH&S system in place.
Why Culture is Important? Jusk ask oil and gas off shore Why do fires continue to occur on offshore platform? Why do major lossess of containment occur? What causes management to forget the lesson from the past?
Causes of Injuries The experience tell that... The majority of process and personal incidents, injuries are caused by unsafe act and behavior NOT unsafe condition 4% 96% Unsafe Act Short cut Rushing Rule violation Procedure deviation Attitude Use of PPE etcUnsafe condition
Safety Culture and Operational Discipline (GE Experience) In 2001, GE initiated a Six Sigma project to assess causes for significant Process Safety Incidents in 2000. OD (Operational Discipline) was identified as a dominant factor in 53% of the incidents FAILURE TO HAVE AND FOLLOW GOOD PROCEDURES IS A MAJOR CAUSE TO INCIDENT
Can you change the culture? Yes you can. By using appropriate system and methodology you can shift your safety culture Weaker Culture Stronger Culture
SoHowWeDoIt? Implementation of PROSPEX-5 help you to measure and improve your safety culture
Safety Culture is developedand improved through integrated4 pillar approach Technical Capability Management Infrastructure People Mindset Leadership How the asset and resource configure to create value add Elemens of this are Management Commitment, Hazard and Risk Management, Working System, Inspection and Monitoring, Reporting and Communication, Audit System Formal structure, process and system that support in achieving optimization of Technical Capability Pillar Elements of ths pillar are : Organization Design, Performance Management, Support Function, Capability Building Process, Contractor Management, Continuous Improvement Perception of the people toward system and management approach has implemented This process consist of several element that are Attitude, Competency, Communication, Team Work, Working Environment Process of defining the desired state, setting up the team to succeed, and engaging in the discretionary efforts that drive the safety values Element in this pillar such as : Vision, Inspirational Communication, Supportive Leadership, Personal Recognition, Role Model, Performance Focus
Gathering the data Data Analysis & Identify the opportunity Setup Initiatives Situation Assessment Conduct diagnostic with focused to 4 pillar of safe operational excellence to understand current condition, develop action plan and initiatives Launch program Training / Workshop Field Coaching Monitoring Result Plan Realization Initiatives realization and capturing improvement opportunity SUSTAINABILITY PROCESS After Action Review Lesson Learned Stand alone Make It Stick Program Evaluation, review the change, lesson summary, and handover to stand alone Establish Team Team conditioning Communication & Condition Leadership Decide & select Unit Areas Preparation Team preparation ( team selection, project planning, setup milestone) PROSPEX-5MethodologyforCulturalChangeconsistof4main stages
IllustrationduringimplementProSPEx-5Way : Coaches together with Line Leaders safety do assessment the unit area for improvement Implement the improvement initiatives on the job Intensive coaching at the field Coach observe the progress and influence the focus to achieve result Achieve the performance improvement and enjoyable work climate
By using PROSPEX-5 concept, all parameters of OH&S Implementation were clustered into 4 parts and assessed 1. Technical Capability (Management Commitment, Hazard Risk Management, Working System, Inspection and Monitoring, Audit System, Accident and hazard investigation and reporting) 2. Management System (Organization Design, KPI and Visual Management, Performance Management, Contractor Management, Capability Building, Continuous Improvement) : 3. People Mindset : Attitude, Competency, Communication, Team Work, Working Environment, Value and Belief 4. Safety Leadership : Vision , Inspirational Communication, Personal Recognition, Role Model, Supportive Leadership, Performance Focus Were using 4 combine method to assess the safety culture 1. Interview 2. Survey 3. Observation 4. Document Revie How to assess the culture?
Some of Tools we used to measure culture Nama : Posisi : No Tidak Pernah Jarang Sering Selalu 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Safety Leadership Assessment Apakah pimpinan menaruh perhatian untuk penggunaan peralatan yang sesuai? Apakah pimpinan menyediakan penghargaan untuk kinerja safety? Apakah pimpinan mengapresiasi safety improvement/good practice yang sudah dilakukan? Apakah pimpinan mempromosikan safety di setiap situasi? Apakah issue safety dikomunikasikan ke seluruh lapisan karyawan? Apakah pimpinan mengadakan bincang-bincang safety dengan karyawan? Apakah pimpinan memberikan KPI safety yang jelas? Apakah pimpinan terlibat dalam aktivitas safety? (investagasi, audit, inspeksi) Apakah pimpinan menanamkan nilai-nilai safety ke karyawan? Apakah pimpinan melakukan follow up terhadap nilai safety? Apakah pimpinan mengikuti aturan safety? Apakah pimpinan melakukan tindakan jika menemukan penyimpangan safety? Pertanyaan Apakah pimpinan memberikan visi safety yang jelas? Apakah pimpinan menempatkan safety sebagai yang paling utama? Nama : Posisi : No Tidak Setuju Kurang Setuju Setuju Sangat Setuju 1 2 3 4 5 6 7 8 Masih banyak hal yang bisa dilakukan untuk memperbaiki kondisi safety yang ada 9 Atasan saya mengecek pekerjaan saya secara reguler 10 Atasan saya memberikan support yang saya perlukan untuk menyelesaikan pekerjaan 11 Atasan saya memberikan panduan yang jelas untuk mencapai tujuan 12 Saya tidak merasa disalahkan jika ada masalah di tempat kerja 13 Atasan saya terbuka untuk menerima feedback dari karyawan 14 15 Saya merasa keberhasilan saat ini karena dukungan dari rekan/atasan Safety Mindset Survey Saya tidak merasa sakit hati apabila atasan/rekan memberikan feedback Action Log safety yang ada sudah difollow up dengan baik Meeting yang saya ikuti berjalan efektif dan tidak banyak membuang waktu Pertanyaan Saya tahu apa kontribusi saya untuk menjaga keselamatan kerja Saya bangga dengan pencapaian safety di tempat kerja Saya merasa terlibat untuk ambil bagian di bidang safety Masalah yang ada sudah diselesaikan dengan metode yang tepat Setiap karyawan mempunyai tanggung jawab dan pekerjaan yang jelas tentang safety Element 1 2 3 4 Kebijakan untuk safety belum tersedia Kebijakan ada tapi hanya bersifat lisan Kebijakan sudah ada dalam bentuk tertulis tapi tidak semua karyawan tahu Kebijakan sudah ada secara tertulis, sudah dikomunikasikan ke seluruh karyawan dan mereka mengerti Kebijakan safety belum dituangkan ke dalam bisnis proses yang ada Beberapa kebijakan safety sudah dituangkan ke dalam business process tapi belum terdokumentasi Sebagian kebijakan sudah dituangkan ke dalam business process dan terdokumentasi Seluruh kebijakan safety sudah dituangkan ke dalam business process dan terdokumentasi Business Process yang ada tidak pernah dilakukan audit untuk mengetahui konsistensi penerapannya Audit dilakukan tapi tidak secara regular Audit dilakukan secara reguler tapi hasilnya kurang difollow up Audit dilakukan secara regular dan hasilnya difollow up sehingga ada peningkatan yang dihasilkan Standard untuk penerapan FPE belum tersedia Hanya 2dari 8Standard FPE yang tersedia dan didokumentasikan 5dari 8Standard FPE tersedia dan didokumentasikan Seluruh standard FPE tersedia dan didokumentasikan < 30% standard dipatuhi 30%-60% standard dipatuhi 60%-85% standard dipatuhi >85% Standard dipatuhi Kepatuhan terhadap standard tidak pernah dinilai Kepatuhan terhadap standard dinilai tapi tidak secara reguler dan tidak ada dokumentasi Kepatuhan terhadap standard dinilai secara reguler tapi hasilnya kurang difollow up Kepatuhan terhadap standard dinilai secara reguler dan hasilnya difollow up sehingga ada peningkatan Safety Technical Capability Assessment Grid Policy & Process Standard and Procedure Element Aspect 1 2 3 4 Hak untuk pengambilan keputusan tidak didefinisikan Hak pengambilan keputusan hanya didefinisikan untuk level manajer ke atas Hak pengambilan keputusan sudah didefinisikan untuk semua level Hak pengambilan keputusan sudah didefinisikan secara jelas dan tersistem untuk semua tingkatan level Hak pengambilan keputusan dilakukan oleh tingkat jabatan tertinggi Hak pengambilan keputusan diasosiasikan dengan posisi atau jabatan Tingkat jabatan terendah merasa diberdayakan haknya untuk mengambil keputusan yg terkait dengan keahliannya saja Pengambilan keputusan cenderung diberikan kepada tingkat jabatan terendah yg memungkinkan Job tidak didefinisikan jelas pada semua level Job didefinisikan jelas untuk top level Job didefisikan secara jelas untuk semua level Job Desc yang komprehensif ada untuk menjabarkan tugas dan tanggung jawabnya Tidak ada struktur organisasi yang jelas Struktur organisasi ada tapi hanya sebatas mencantumkan posisi Struktur organisasi ada dan menggambarkan hubungan yang jelas tiap posisi (straight or dot) dan jumlah headcount tapi tidak update Struktur organisasi ada, lengkap, dan diupdate secara reguler. Struktur tersebut dikomunikasikan ke seluruh lapisan karyawan Aligned structure Struktur yang ada disusun berdasarkan fungsi yang harus dapat bekerja secara optimal sendiri Organisasi terorganisir lewat fungsi tapi hubungannya tidak jelas terjabarkan dan berdiri sendiri Organisasi terorganisir lewat fungsi dan hubungannya terjabarkan secara jelas tapi tidak dijalankan sepenuhnya Organisasi terorganisir di dalam value stream Safety Management System Assessment Grid Decision Process Job Design Organization Design
Which dimension we need to focus?
0 0.5 1 1.5 2 2.5 3 3.5 4 Pride Execution Support 0 0.5 1 1.5 2 2.5 3 3.5 4 Vision Engagement Role Model Rewards and Recognition Communication Technical Capability Management Infrastucture People Mindset Visible Leadership -1,09 -0,93 -0,75 -0,45 -1,10 -0,46 -0,80 -0,10 -0,33 -0,53 -0,40 0 0.5 1 1.5 2 2.5 3 3.5 4 Policy and Business Process Standard and Procedures Skill and Knowledge Quality System 0 0.5 1 1.5 2 2.5 3 3.5 4 Organization Design KPI and Visual Management Performance Management Contractor Management 0,10 -0,80 -0,80 0,00 -0,10
Take away A strong safety culture is the foundation to achieve operational excellence. Safety culture can be measured, compared, and correlated with injury performance as well as business performance.. Measurement techniques allow us to target improvement efforts To sustain safety performance We need Aligned strategy with your values and principles Visible leadership commitment Operational Discipline
The Ice Berg
You will achieve the level of safety that you demonstrate you want to achieve
Safety to help improve business
Handito Aji Saroso,ST, Lean Six Sigma Black Belt PROSPEX-5 Product Manager Building and Plant Safety Institute Mobile (+62) 81230301552 Office (+62) 80873270 Email : handito.saroso@bpsi-safetyinstitute.com www.bpsi-safetyinstitute.com

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Safety to help improve business

  • 1. PROSPEX-5 Improving Your Business Through Safety Handito Aji Saroso PROSPEX-5 Product Manager
  • 2. A Brief Story Alcoa Experience A few minutes before noon, the new chief executive, Paul O'Neill, took the stage. He looked dignified, solid, confident. Like a chief executive. Then he opened his mouth. "I want to talk to you about worker safety," he said. "Every year, numerous Alcoa workers are injured so badly that they miss a day of work."I intend to make Alcoa the safest company in America. I intend to go for zero injuries." The audience was confused. Usually, new CEOs talked about profit margins, new markets and 'synergy' or 'co-opetition.' But O'Neill hadn't said anything about profits. He didn't mention any business buzzwords. Eventually, someone raised a hand and asked about inventories in the aerospace division. Another asked about the company's capital ratios. "I'm not certain you heard me," O'Neill said. "If you want to understand how Alcoa is doing, you need to look at our workplace safety figures." Profits, he said, didn't matter as much as safety. Sources : Huffington Post, 27 Feb 2012
  • 3. A Brief Story Alcoa Experience(contd) The investors in the room almost stampeded out the doors when the presentation ended. One jogged to the lobby, found a pay phone, and called his 20 largest clients. "I said, 'The board put a crazy hippie in charge and he's going to kill the company,'" that investor told me. "I ordered them to sell their stock immediately, before everyone else in the room started calling their clients and telling them the same thing. "It was literally the worst piece of advice I gave in my entire career," he said. Within a year of O'Neill's speech, Alcoa's profits would hit a record high. By the time O'Neill retired in 2000 to become Treasury Secretary, the company's annual net income was five times larger than before he arrived, and its market capitalization had risen by $27 billion. Someone who invested a million dollars in Alcoa on the day O'Neill was hired would have earned another million dollars in dividends while he headed the company, and the value of their stock would be five times bigger when he left. Sources : Huffington Post, 27 Feb 2012
  • 4. What have you learned from the story?
  • 5. Research Say That .... Good Safety= Good Business
  • 6. But How? Creating and Improving safety culture is the foundation of Operational Excellence for Sustainable Business
  • 7. Creating and improving Safety Culture WHAT,WHY and HOW? 1. Culture What is it? How to measure? 2. Why is it important? 3. Can You Change the culture?
  • 8. What is Culture? Culture : Enough people doing same thing long enough (Critical mass & sustainability) Safety Culture, is about how people think, believe, mean and intention & behavior in relation of safety. is how to change people motivation of safety, from they scare with the rule to be they love to work safely, they care others, they love their future and families etc By developing Safety Culture, we can sustain people safety behavior because people want it, they believe in it and the highest intention in their life, and of course we need to help them with high standard OH&S system in place.
  • 9. Why Culture is Important? Jusk ask oil and gas off shore Why do fires continue to occur on offshore platform? Why do major lossess of containment occur? What causes management to forget the lesson from the past?
  • 10. Causes of Injuries The experience tell that... The majority of process and personal incidents, injuries are caused by unsafe act and behavior NOT unsafe condition 4% 96% Unsafe Act Short cut Rushing Rule violation Procedure deviation Attitude Use of PPE etcUnsafe condition
  • 11. Safety Culture and Operational Discipline (GE Experience) In 2001, GE initiated a Six Sigma project to assess causes for significant Process Safety Incidents in 2000. OD (Operational Discipline) was identified as a dominant factor in 53% of the incidents FAILURE TO HAVE AND FOLLOW GOOD PROCEDURES IS A MAJOR CAUSE TO INCIDENT
  • 12. Can you change the culture? Yes you can. By using appropriate system and methodology you can shift your safety culture Weaker Culture Stronger Culture
  • 13. SoHowWeDoIt? Implementation of PROSPEX-5 help you to measure and improve your safety culture
  • 14. Safety Culture is developedand improved through integrated4 pillar approach Technical Capability Management Infrastructure People Mindset Leadership How the asset and resource configure to create value add Elemens of this are Management Commitment, Hazard and Risk Management, Working System, Inspection and Monitoring, Reporting and Communication, Audit System Formal structure, process and system that support in achieving optimization of Technical Capability Pillar Elements of ths pillar are : Organization Design, Performance Management, Support Function, Capability Building Process, Contractor Management, Continuous Improvement Perception of the people toward system and management approach has implemented This process consist of several element that are Attitude, Competency, Communication, Team Work, Working Environment Process of defining the desired state, setting up the team to succeed, and engaging in the discretionary efforts that drive the safety values Element in this pillar such as : Vision, Inspirational Communication, Supportive Leadership, Personal Recognition, Role Model, Performance Focus
  • 15. Gathering the data Data Analysis & Identify the opportunity Setup Initiatives Situation Assessment Conduct diagnostic with focused to 4 pillar of safe operational excellence to understand current condition, develop action plan and initiatives Launch program Training / Workshop Field Coaching Monitoring Result Plan Realization Initiatives realization and capturing improvement opportunity SUSTAINABILITY PROCESS After Action Review Lesson Learned Stand alone Make It Stick Program Evaluation, review the change, lesson summary, and handover to stand alone Establish Team Team conditioning Communication & Condition Leadership Decide & select Unit Areas Preparation Team preparation ( team selection, project planning, setup milestone) PROSPEX-5MethodologyforCulturalChangeconsistof4main stages
  • 16. IllustrationduringimplementProSPEx-5Way : Coaches together with Line Leaders safety do assessment the unit area for improvement Implement the improvement initiatives on the job Intensive coaching at the field Coach observe the progress and influence the focus to achieve result Achieve the performance improvement and enjoyable work climate
  • 17. By using PROSPEX-5 concept, all parameters of OH&S Implementation were clustered into 4 parts and assessed 1. Technical Capability (Management Commitment, Hazard Risk Management, Working System, Inspection and Monitoring, Audit System, Accident and hazard investigation and reporting) 2. Management System (Organization Design, KPI and Visual Management, Performance Management, Contractor Management, Capability Building, Continuous Improvement) : 3. People Mindset : Attitude, Competency, Communication, Team Work, Working Environment, Value and Belief 4. Safety Leadership : Vision , Inspirational Communication, Personal Recognition, Role Model, Supportive Leadership, Performance Focus Were using 4 combine method to assess the safety culture 1. Interview 2. Survey 3. Observation 4. Document Revie How to assess the culture?
  • 18. Some of Tools we used to measure culture Nama : Posisi : No Tidak Pernah Jarang Sering Selalu 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Safety Leadership Assessment Apakah pimpinan menaruh perhatian untuk penggunaan peralatan yang sesuai? Apakah pimpinan menyediakan penghargaan untuk kinerja safety? Apakah pimpinan mengapresiasi safety improvement/good practice yang sudah dilakukan? Apakah pimpinan mempromosikan safety di setiap situasi? Apakah issue safety dikomunikasikan ke seluruh lapisan karyawan? Apakah pimpinan mengadakan bincang-bincang safety dengan karyawan? Apakah pimpinan memberikan KPI safety yang jelas? Apakah pimpinan terlibat dalam aktivitas safety? (investagasi, audit, inspeksi) Apakah pimpinan menanamkan nilai-nilai safety ke karyawan? Apakah pimpinan melakukan follow up terhadap nilai safety? Apakah pimpinan mengikuti aturan safety? Apakah pimpinan melakukan tindakan jika menemukan penyimpangan safety? Pertanyaan Apakah pimpinan memberikan visi safety yang jelas? Apakah pimpinan menempatkan safety sebagai yang paling utama? Nama : Posisi : No Tidak Setuju Kurang Setuju Setuju Sangat Setuju 1 2 3 4 5 6 7 8 Masih banyak hal yang bisa dilakukan untuk memperbaiki kondisi safety yang ada 9 Atasan saya mengecek pekerjaan saya secara reguler 10 Atasan saya memberikan support yang saya perlukan untuk menyelesaikan pekerjaan 11 Atasan saya memberikan panduan yang jelas untuk mencapai tujuan 12 Saya tidak merasa disalahkan jika ada masalah di tempat kerja 13 Atasan saya terbuka untuk menerima feedback dari karyawan 14 15 Saya merasa keberhasilan saat ini karena dukungan dari rekan/atasan Safety Mindset Survey Saya tidak merasa sakit hati apabila atasan/rekan memberikan feedback Action Log safety yang ada sudah difollow up dengan baik Meeting yang saya ikuti berjalan efektif dan tidak banyak membuang waktu Pertanyaan Saya tahu apa kontribusi saya untuk menjaga keselamatan kerja Saya bangga dengan pencapaian safety di tempat kerja Saya merasa terlibat untuk ambil bagian di bidang safety Masalah yang ada sudah diselesaikan dengan metode yang tepat Setiap karyawan mempunyai tanggung jawab dan pekerjaan yang jelas tentang safety Element 1 2 3 4 Kebijakan untuk safety belum tersedia Kebijakan ada tapi hanya bersifat lisan Kebijakan sudah ada dalam bentuk tertulis tapi tidak semua karyawan tahu Kebijakan sudah ada secara tertulis, sudah dikomunikasikan ke seluruh karyawan dan mereka mengerti Kebijakan safety belum dituangkan ke dalam bisnis proses yang ada Beberapa kebijakan safety sudah dituangkan ke dalam business process tapi belum terdokumentasi Sebagian kebijakan sudah dituangkan ke dalam business process dan terdokumentasi Seluruh kebijakan safety sudah dituangkan ke dalam business process dan terdokumentasi Business Process yang ada tidak pernah dilakukan audit untuk mengetahui konsistensi penerapannya Audit dilakukan tapi tidak secara regular Audit dilakukan secara reguler tapi hasilnya kurang difollow up Audit dilakukan secara regular dan hasilnya difollow up sehingga ada peningkatan yang dihasilkan Standard untuk penerapan FPE belum tersedia Hanya 2dari 8Standard FPE yang tersedia dan didokumentasikan 5dari 8Standard FPE tersedia dan didokumentasikan Seluruh standard FPE tersedia dan didokumentasikan < 30% standard dipatuhi 30%-60% standard dipatuhi 60%-85% standard dipatuhi >85% Standard dipatuhi Kepatuhan terhadap standard tidak pernah dinilai Kepatuhan terhadap standard dinilai tapi tidak secara reguler dan tidak ada dokumentasi Kepatuhan terhadap standard dinilai secara reguler tapi hasilnya kurang difollow up Kepatuhan terhadap standard dinilai secara reguler dan hasilnya difollow up sehingga ada peningkatan Safety Technical Capability Assessment Grid Policy & Process Standard and Procedure Element Aspect 1 2 3 4 Hak untuk pengambilan keputusan tidak didefinisikan Hak pengambilan keputusan hanya didefinisikan untuk level manajer ke atas Hak pengambilan keputusan sudah didefinisikan untuk semua level Hak pengambilan keputusan sudah didefinisikan secara jelas dan tersistem untuk semua tingkatan level Hak pengambilan keputusan dilakukan oleh tingkat jabatan tertinggi Hak pengambilan keputusan diasosiasikan dengan posisi atau jabatan Tingkat jabatan terendah merasa diberdayakan haknya untuk mengambil keputusan yg terkait dengan keahliannya saja Pengambilan keputusan cenderung diberikan kepada tingkat jabatan terendah yg memungkinkan Job tidak didefinisikan jelas pada semua level Job didefinisikan jelas untuk top level Job didefisikan secara jelas untuk semua level Job Desc yang komprehensif ada untuk menjabarkan tugas dan tanggung jawabnya Tidak ada struktur organisasi yang jelas Struktur organisasi ada tapi hanya sebatas mencantumkan posisi Struktur organisasi ada dan menggambarkan hubungan yang jelas tiap posisi (straight or dot) dan jumlah headcount tapi tidak update Struktur organisasi ada, lengkap, dan diupdate secara reguler. Struktur tersebut dikomunikasikan ke seluruh lapisan karyawan Aligned structure Struktur yang ada disusun berdasarkan fungsi yang harus dapat bekerja secara optimal sendiri Organisasi terorganisir lewat fungsi tapi hubungannya tidak jelas terjabarkan dan berdiri sendiri Organisasi terorganisir lewat fungsi dan hubungannya terjabarkan secara jelas tapi tidak dijalankan sepenuhnya Organisasi terorganisir di dalam value stream Safety Management System Assessment Grid Decision Process Job Design Organization Design
  • 19. Which dimension we need to focus?
  • 20. 0 0.5 1 1.5 2 2.5 3 3.5 4 Pride Execution Support 0 0.5 1 1.5 2 2.5 3 3.5 4 Vision Engagement Role Model Rewards and Recognition Communication Technical Capability Management Infrastucture People Mindset Visible Leadership -1,09 -0,93 -0,75 -0,45 -1,10 -0,46 -0,80 -0,10 -0,33 -0,53 -0,40 0 0.5 1 1.5 2 2.5 3 3.5 4 Policy and Business Process Standard and Procedures Skill and Knowledge Quality System 0 0.5 1 1.5 2 2.5 3 3.5 4 Organization Design KPI and Visual Management Performance Management Contractor Management 0,10 -0,80 -0,80 0,00 -0,10
  • 21. Take away A strong safety culture is the foundation to achieve operational excellence. Safety culture can be measured, compared, and correlated with injury performance as well as business performance.. Measurement techniques allow us to target improvement efforts To sustain safety performance We need Aligned strategy with your values and principles Visible leadership commitment Operational Discipline
  • 23. You will achieve the level of safety that you demonstrate you want to achieve
  • 25. Handito Aji Saroso,ST, Lean Six Sigma Black Belt PROSPEX-5 Product Manager Building and Plant Safety Institute Mobile (+62) 81230301552 Office (+62) 80873270 Email : handito.saroso@bpsi-safetyinstitute.com www.bpsi-safetyinstitute.com