Workshop LL Passionate about Safety … Winning in Safety: Process for Improved Performance Wednesday, March 27, 2019 11:15 a.m. to 12:30 p.m.
Biographical Information James W. Lane, Global PEC (EHS&S) Operations Leader The Goodyear Tire & Rubber Company james_lane@goodyear.com Jim Lane Global PEC (EHS&S) Operations Leader (formally Regional Safety & Health Manager for North America Commercial Tire) for The Goodyear Tire & Rubber Company. He is a leader in environmental health and safety with more than 23 years of proven experience in developing and driving efficient, aligned and effective safety programs. Throughout his career, Jim has consistently delivered results through innovative approaches to improve workplace environments, grow employee capabilities, and build systems for occupational safety and health improving injury rate performance and reducing workers’ compensation costs. Jim joined Goodyear in 2009 and in his current role as Global PEC (EHS&S) Operations Leader, Jim is responsible for leading the team developing Goodyears processes, systems and tools to improve operational efficiency of EHS&S teams globally. Jim has leveraged the experience gained in his previous role designing and implementing safety management and ownership processes (helping the organization achieve a 74% reduction in recordable injury rates since 2009) to establish a strategy that positions the organization for successfully reducing and eliminating serious injuries by 2023. He played a key role in influencing national health and safety policy and consensus standards as both chair of the U.S. Tire Manufactures Association’s Health and Safety Committee and as a member of ANSI’s Z244 Committee on Control of Hazardous Energy-Lockout Tagout and Alternative Methods. He has capitalized on processes for risk assessment to evaluate the impact of health and safety improvement projects that enable the company to align nearly $5m annually in capital investments focused on reducing serious injury risk while continuing to mitigate high-frequency injury causes. Goodyear is one of the world’s largest tire companies. It employs about 65,000 people and manufactures its products in 47 facilities in 21 countries around the world.
While at Goodyear, Jim has provided leadership coaching to professionals inside and outside of the Company including representatives from Note Printing Australia, and subsequent speaking invitations with professional leadership groups including the Manufacturers Education Council. Prior to joining Goodyear, Jim worked with Chrysler at offices in Michigan and Ohio as Corporate Occupational Safety & Health Program Manager and Plant Safety and Health Manager. There, he spearheaded efforts to achieve a 53% reduction in incident rates in the Small and Premium Car Division. Jim began his career with Phelps Dodge Magnet Wire as a Safety and Industrial Hygiene Leader in Ft. Wayne Indiana where he coordinated a behavior-based safety process for multiple facilities and was instrumental in instituting a proactive injury prevention program through the development of safety and health He and his wife Leslie reside in Tallmadge Ohio with their children Amber, Ashley, Acacia and Aleah. He earned a master’s degree in occupational hygiene & occupational safety from West Virginia University and a bachelor’s degree in mechanical engineering technology from Fairmont State College in West Virginia. He earned his Certified Safety Professional in 1999, is an active Registered Professional Safety Engineer and served as a medic in the U.S. Army.
Jim Lane, Global PEC (EHS&S) Operations Leader
Why You’re Here To influence change. We influence best through our actions. 2
What We’ll Discuss Defining a strategy Aligning actions to strategy Influencing support Owning and executing the strategy Governing the process Recognizing & celebrating successes
This Is A Journey Govern Execute Align Define Involving everyone drives ownership.
Defining Your Strategy Safety As A Culture: Safety As A Safety is a core Priority: Safety As value that Compliance: enables business Important, but success. not seen as an Safety As A Seen as enabler for the Barrier: meeting business. regulations. Production and cost focus. Create a safe environment where people can talk openly about current state.
Defining Your Strategy Review Performance • Leverage the team’s collective knowledge • Don’t let your ego get in the way • Base decisions on data Execute? Set New Shift Perspective Maybe? Goals? • Attack process, not people • Drive on principles vs. rules • Make decisions and move forward Develop Initiatives Right now are you improving…or avoiding failure?
Defining Your Strategy • Challenge others not to “look backwards:” – “There is not enough time / money!” – “We’re too big / too small to make that work!” – “We’ve tried that before and it didn’t work.” – “THEY would never approve / allow that!” – “I understand exactly what they’re going through.” Determine why the work is important to you…then engage the team.
First Step Is Understanding Your Business Grow Results! capability to create Achieve urgency wins that for change Partner to can be develop built on Learn your process & build trust team and Be humble - customer understand needs what “good” looks like
Conduct A S.W.O.T. Analysis Positive Negative S W Internal Strengths Weaknesses O T External Opportunities Threats
Bring Clarity, Not Noise, To The Team 10
Good Leaders Add Clarity 1 2 3 1 2 3 4 5 6 7 8 9 8 1 9 11
Adding Clarity • Specific • Reduce serious injuries rate from X to Y by 2020 • Measurable • Improve near miss • Attainable identification from X to Y by 2020 • Relevant • Grow safety maturity from X to • Time-bound Y by 2020 Define the behaviors you want to change. 12
Adding Clarity To Actions • What behaviors do you want to change? • Conducting pre-job briefings & after action reviews • Reporting of near-misses • Timely correction of physical hazards • Use of lockout & energy control • Good root cause analysis focused on process 13
Influencing Actions • Personal Motivation & Ability – Is it enjoyable? • Change Motivation – Do people have the capability? • Social Motivation & Ability – Are the right behaviors recognized? • Change Abilities – Do peers provide positive influence? • Structural Motivation & Ability – Do systems support working safely? – Are you focused on process metrics? 14
Who’s Behavior To Influence First? Opinion leaders influence execution Opinion leaders have to be aligned on the strategy. Without alignment because of the creditability they bring to failure is imminent. the process. STRATEGY EXECUTION Opinion leaders provide authentic support.
Opinion Leaders Generate Ownership POSITIVE STRATEGY EXECUTION RESULTS OWNERSHIP Without ownership, blame takes over and destroys trust.
Ownership At The Right Levels 1 1 1 1 1 1 1 1 2 2 2 2 Team NEEDS Authentic support 4 4 8 Look for opinion leaders in every level of the organization.
Influence Behavior Measure What Matters 10 Feet & 10 Seconds Keep it simple & visual to drive ownership at all levels.
Regularly Review Progress Helps drive the right behaviors by: – Engaging at each level of the organization – Delegating decision making to where the work gets done and to people working in the process
The Process Function Regional Director ESH Plant Plant Manager ESH Department Department ESH Tier Align Tiers & Functions to deliver winning performance.
Governing Execution Function Regional Director ESH Plant Plant Plant Manager ESH ESH Department Department Department Department ESH ESH ESH Tier Process highlights successes and opportunities…leverage the data.
Daily Management System & Standard Work • Create a structure that motivates and enables you to adjust performance Daily Management • Keep it simple and focus on a few key drivers • Create dialogue and expectations about Daily Management performance, process, and behaviors • Develop a discipline to your Daily Management process
Recognize People & Work To The Process Make your people visible and they will make you Valuable!
Key Take-Aways • Manage the process not the outcome • The experts are the people working in the process • Create a safe environment were we hold ourselves accountable • Establish clear priorities • Trust the process and stick with it
Questions? 25
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