The SRI Group Incorporated www'thesrigroup'com

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The SRI Group Incorporatedwww.thesrigroup.com
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Think Your Way to Best in Class
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• Safety Consulting Firm based in Conroe, Texas
• 30 years of experience
• 40 major companies
• Over 450 facilities throughout the world
• 36 different industries
• Numerous Best in Class and Top Quartile Clients

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Client List
Duke Energy Ethyl Exxon-Mobil Fermenta GenCorp Ge
neral Chemical Goodyear Hughes Christensen Huntsma
n Chemical Honeywell Kronos Inc. Louisiana
Pacific Lyondell Citgo Marathon Ashland
Petroleum Merisol Motiva Murphy Oil
ASCO Air Products Chemicals Air
Liquide Albemarle Amerada Hess American
Ref-Fuel BASF Baker Hughes Bayer BP
Amoco Champion Technologies Chevron
Texaco Chevron Phillips Conoco Phillips Degussa Do
w
NACCO NAPCO National Steel Nova
Chemical Ohmstede Olin Brass OMNOVA
Solution Orion Refining Phillips
66 Plastipack Schenectady International Shell
Oil United Space Alliance USS Steel Valspar Westla
ke Group
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Services and Products

• Structured Safety Process (SSP)
• Complete Behavioral Safety Process (CBSP)
• Safety Leadership Training (SLT)
• Accident Projection Techniques (APT)
• TIPPS Software
• DVD Interactive Training
• Safety Audits and Assessments
• Executive Coaching

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2004 - Benchmarking Study 2005 - Performance
Barrier - Maturity Curve
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Think Your Way to Best in Class
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Our Agenda

• Similarities Between the Best and the Rest
• What they Think / Believe
• Development of Required Skills
• How to Create a Thinking Culture

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Similarities

• EHS Management System
• Some degree of involvement
• Sound compliance efforts
• Some form of behavioral effort
• Highly developed procedures
• Substantial training programs

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Common Beliefs
Fundamental Principles

• Principle of Prevention
• All Accidents are preventable.
• Principle of Economic Impact
• Effective safety management is cost
  effective.
• Principle of Proper Prioritization
• Safety must be prioritized as an
  equal and integral
• part of every job, task and business
  decision.

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Best in Class Beliefs
Fundamental Principles

• Principle of Management Leadership
• To be successful, a safety management
  initiative
• must have the full support and active
  involvement
• of senior management.
• Principle of Involvement
• The unique contribution of each
  employee must
• be maximized to ensure a safe work
  environment.
• Principle of Incident Causation
• All incidents are caused by failures
  in the safety
• management system.

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Best in Class Beliefs
Fundamental Principles

• Principle of Line Management
• Successful safety processes must be
  managed by
• the line organization, not select
  groups, persons,
• or committees.
• Principle of True Accountability
• Accountability in safety should be
  based upon
• execution of assigned duties and
  responsibilities, not
• statistical results.

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Safety is an indicator of proper work
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Outcomes are a result of Process
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The Variable Nature of Work
Because of the Variable Nature of Work

• Procedures and Programs Alone are not Sufficient
• Employees must Possess Various Mental Skills to
  Accomplish Safe Work
• Each Employee must Continuously Challenge and
  Test Work and the Work Environment

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Development of Skills
To Develop Safety Related Skills

• These Skills must be Practiced on a Regular Basis
• They must be Imbedded in a Process or Process
  Activity
• Frequency of Skill Utilization must be Prescribed

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Thinking Your Way to Best in Class
The Goals of this Approach are

• Develop a Deliberate and Conscious Approach to
  Work
• Develop Safety Skills that are Valuable in Other
  Aspects of Work
• Continuous Improvement of Work Processes
• Quality Execution of Work

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Thinking Your Way to Best In Class
Fundamental Skills
Planning
Enforcement
Observation
Goal Setting
Training
Projection
Measurement
Awareness
Systematic Thinking
APS / RCA
Hazard Recognition
Data Analysis
Process Knowledge
Safety Coaching
Safety Stewardship
Auditing
Incident Investigation
Task Discipline
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The Error Base Triangle
RECORDABLES ()
1
FIRST-AIDS
10
NEAR-MISSES
300
ERRORS
15,000
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Other Manifestations of Error

• Damage
• Off Specification Product
• Missed Deliveries
• Poor Reliability
• Environmental Incidents
• Excessive Costs

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Where Most Go Wrong

• View the Process as a Series of Programs or
• Initiatives
• Failure to Understand the Integrated
• Nature of Work
• Excessive Focus on Paperwork
• Focus on Volume vs. Quality Execution

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Understanding the Big Picture
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Thinking Your Way to Best in Class
Managements Role

• Context Setting
• Establishing Vision and Values
• Coach / Mentor
• Planning
• Establishing Requirements
• Measure
• Be Broad Shouldered
• Lead by Example

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Thinking Your Way to Best in Class
Selling the Value

• Focus on Benefits
• Engage Everyone to Full Capacity
• Empower Employees with the Ability to Challenge
  and Respond
• Link to Performance Evaluation

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Proper Measurement

• Activities / Inputs
• Process Measurements
• Results

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Thinking Your Way to Best in Class
Moving Forward

• Start at the Top
• Require 100 Participation
• Develop Tools with Skills in Mind
• Assign Tasks as Work Requirements
• Ensure Consistent and Continuous Execution

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Thinking Your Way to Best in Class
Moving Forward

• Track and Verify Execution
• Field Audits to Ensure Intent
• Provide a Forum for Planning and Analysis
• Measure Activities, Process and Results

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Questions and Answers