Human Factors

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Human Factors In the Control of Major Hazards
Business Excellence through SHE Excellence?
Hansjürgen Labudde, DuPont PRISM Seminar, Athens,
4th / 5th September 2003
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A little bit of history
E. I. du Pont de Nemours1802
Early DuPont powder mill, Wilmington, Delaware
1865
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What you might knowabout DuPont

• Worldwide benchmark for industrial SHE
• 24 Billion in revenue
• 79,000 employees operating in 70 countries on 6
  continents
• 5 core business segments including DuPont Safety
  Protection

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DuPont in Europe, Middle East Africa 2002

• Sales 6.31 billion
• ATOI 727 million
• Employees 18,200
• Approx 66 of European sales areproduced,
  refined or manufacturedin the region.

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DuPont locations in the region
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DuPonts core values
Ethics
Safety, Health and Environment(SHE)
Fair treatment of people
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Business Excellence through SHE Excellence?
A Shift in Beliefs
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Shifting a Belief
Safety performance can be managed.
Things go wrong, accidents happen.
Drive towards excellence!
Zero injuries Zero spills. Zero wrong financial
transactions. Zero ..
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Shifting a Belief
All accidents and incidents are investigated
because we want to learn.
Fatalities and serious injuries are investigated
because it is required by law.
Understand root causes!
Of accidents. Of productivity problems. Of
complaints. Of ..
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Shifting a Belief
Safety performance can be managed.
Safety performance is a question of luck.
From reaction to prevention!
Initiative Operational discipline Personal
responsibility ..
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Shifting a Belief
Employees must be educated and empowered so that
they perform.
Employees must be supervised so that they comply.
Focus on people!
Lean organization. Tap the capabilities of all
employees. Empower people. ..
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Developing an Organization
Natural Instincts

• Where do you want to be?
• How fast do you want to get there?

Injury Rates Errors Failures to perform
Supervision
Reactive
Self
Dependent
Teams
Independent
Interdependent

• Management
• Commitment
• Condition of
• Employment
• Fear/Discipline
• Rules/Procedures
• Supervisor
• Control, Emphasis,
• and Goals
• Value All People
• Training

• Personal Knowledge,
• Commitment, and
• Standards
• Internalization
• Personal Value
• Care for Self
• Practice, Habits
• Individual Recognition

• Help Others Conform
• Others Keeper
• Networking Contributor
• Care for Others
• Organizational Pride

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The employee is in the focus

• Active
• Informed
• Aware about company goals
• Responsible
• Decisive
• Self-confident
• Independent
• Team oriented

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Business Excellence through PSM Excellence?
A Shift in Structures Behaviors
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The goal is "ZERO"
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The DuPont Approachto Managing Process Safety

• Four Key Steps
• 1. Establishing a Safety Culture
• 2. Providing Management Leadership and Commitment
• 3. Implementing a comprehensive PSRMprogram
• 4. Achieving Operating Excellence through
  Operational Discipline

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WHAT GETS MEASUREDGETS DONE
ZERO PROCESS INCIDENTS LEADING INDICATOR METRICS
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ZERO PROCESS INCIDENTS LEADING INDICATOR METRICS

• Purpose
• Metrics are necessary to audit and continuously
  improve PSM
• Leading Indicators are beneficial in
  assessingthe effectiveness of existing PSM
  programs and identification of trends in
  performance
• Metrics in themselves will not achieve
  excellence, but do provide a window through
  which management can see the effectiveness of
  their systems

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Auditing

• PRINCIPLE
• Auditing provides a measurement of compliance
  with the established PSRM program. Field
  observations yield data for determining
  performance against established standards.

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Auditing

• Features
• All 15 elements of PSRM program periodically
  audited
• Checklists used and documents evaluated
• 1000 points are allocated in total to the
  elements (weighted)
• Each question in the checklist must be addressed
• The team must make a determination of the degree
  of compliance with the requirements of each
  question
• If a checklist question is scored less than 100,
  thena recommendation must be written to achieve
  100in future

Score
STD
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Global PSM 2nd Party Audit Scores (HHPs)
1992- 2002
The purpose of SHE 2nd party audits is to
determine whether appropriate management systems
and controls are in place to effect compliance
with corporate policies, standards, and
applicable laws and regulations to continually
improve SHE performance (S2Y)
March 2003
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PSM 2nd Party Audits - Average Scores 1992-2002
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Incident Investigation

• PRINCIPLE
• Serious and serious potential incidents are
  likelyto recur unless key factors are identified
  and corrected. Aggressive and persistent
  investigation of all serious and serious
  potential incidents is necessary to continuously
  improve safety performance.

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Why Spend Time Investigating?

• Prevent recurrence
• Share findings with others
• Identify related problems
• Guide development of standards

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Corporate Investigation Standards

• S 3Y Incident Investigation
• S 8Y Process, Fire, Distribution and
  Environmental Incident Classification
  and Reporting
• S 35G Managing Occupational Injuries and
  Illnesses

Incident
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To Prevent Recurrence ? Metrics ?

• Root cause contributing factors
• PSM elements which need strengthening
• Closure of recommendations
• Effectiveness verification of implemented
  recommendations
• Frequent analysis of contributing factors

Analysis
Incident
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Other PSM Metrics and Indicators

• PSM leading metrics must be a highly visible
  focal point on a continuous basis
• Strong systems and processes combined with
  information technology are a key means to sustain
  focus in times of change
• Incidents are also important inputs, but are not
  viable in terms of preventing low probability
  significant events to ensure we dont get
  complacent

Success and good performance (no incidents) are
the enemy of continuous improvement
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Recommendations Open /Overdue
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Life Example of a DuPont Site
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Safe Working Environment - June 2003
Safe Working Index by month
Elapsed Time between Incidents
Incidents by Severity
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Operational Disciplinerigour, focus in
upgrading systems - June 2003
System Audits and Reviews completed (SHE, PHR,
Incident Investigations, 2nd Party, What Ifs)
Recommendations Outstanding gt90 Days
Recommendations Outstanding gt365 Days
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PSM Metrics - June 2003
Target 2003 0
Target all currently overdue closed by June and
maximum of 10 thereafter
Target 6 months
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PSM Metrics

• Beyond significant PSM incidents and audit scores
  
• How is your site leadership using PSM metrics to
  drive performance and improvement - is it working
  if not, why ?
• What, if any, key PSM metrics are
  routinely reviewed at the SBU or regional level
  to evaluate performance and drive strategy ?
• How are you personally using metrics
  and audit results/ trendsto ensure effectiveness
  of PSM systems as a PSM Leader ?
• What should we do that is additive or different
  to sharpen our focus on performance (vs systems)
  ?

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CONCLUSION
Good Safety Good Business
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Last Thoughts

• DuPont Strategy - Sustainable growth through
  productivity, integrated science and knowledge
  intensity
• growth / change human beings transition

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• Danke schön
• Thank you

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