Suppose you had only six months to improve performance at the facility you ran. If you succeed, the facility can remain open; if you fail, it has to close down. What would you do?

This is a hypothetical question somebody put to me the other day. Here was my answer. I think you might find it interesting.

Step 1: Understand the Problem

You have to understand the problem before you can fix it. So the first thing I would do is assign a team of about five of my best people and get them trained in the best root cause analysis process: TapRooT® . How? I'd send them to the next public TapRooT® Course. If it was more than two weeks away, I'd call the SI folks and beg them to provide on-site training ASAP. While this training was in progress, I would look for the right set of performance measures to tell us if performance improved.

Step 2: Chart the Process

Next, I would identify the process that was causing the most negative impact on performance and focus the team's efforts there. I would instruct team members to flow chart the process using the TapRooT® E&CF Charting Software. I'd get two TapRooT® trained facilitators from SI to help them with the initial evaluation. This would get the team up and running quicker and help them avoid making beginner mistakes.

Step 3: Root Cause Analysis

Once the process was flow charted, the team would identify the problems embedded in the process. Team members would analyze the problem's root causes using the TapRooT® Root Cause Tree® & TapRooT®  for Windows® Software. They would quickly and accurately identify fixable root causes with help from the TapRooT® facilitators.

Step 4: Corrective Actions

As long as I had ensured that the team members had the right mix of skills, I would be able to count on the team to develop (and have the authority to implement) effective corrective actions. They would be assisted by the TapRooT® facilitators and the Corrective Action Helper? that's part of the TapRooT® for Windows® Software.

The team would be responsible for following the corrective actions all the way to implementation. Corrective actions would be chosen for their immediate impact. If there were long term projects required to institutionalize the fixes, so be it. But the main emphasis would be on quick fixes with demonstrable impact using the performance measures developed in Step 1.

Step 5: Prayer

From the very start of this life or death improvement process, I would pray. I would pray that the good people I assigned would stay through the uncertainty and long hours. I would pray that the problems are fixable and that the corrective actions get implemented quickly. However, I would "put legs on my prayers" by making sure that the team had the resources they needed. And I would praise their efforts as they progressed toward success.

Step 6: Do It Again

As soon as the first corrective actions were implemented, I'd do it again. If I could afford the people, I'd actually start another team on the second problem when the first problem is at step 4. Go! Go! Go! Improve or die! There's no time to waste!

Conclusion

My job includes ensuring that the "powers that be" know about our success and see the positive change. What Would You Do? Would you follow my advice? Do you have better ideas?

A WORD ABOUT TapRooT®

Root cause analysis

By Glenn Demby

When I read the draft of Mark's article, my immediate thought was this: What the heck is TapRooT®? So I did a little research. In case any of you are wondering the same thing, let me explain what TapRooT® is all about.

TapRooT® is a system and software for analyzing the root cause of problems. The idea is to pinpoint what's going wrong with business processes and root out the problem to prevent it from recurring.

Apparently, many companies use TapRooT®. In the safety context, TapRooT® can help safety directors investigate and correct the root causes of major and minor incidents, near misses and other problems.

And, in case you're wondering, Mark Hansen is not affiliated with TapRooT®. We wouldn't have published the article if he was or if we considered the article to be an advertisement of any kind. Mark's perspective is that of a safety director, not a vendor. If you're interested in learning more about the product, see, www.taproot.com.

TELL US ABOUT YOUR SOFTWARE SUCCESSES

If you've had success using software to improve safety performance at your organization, please tell us about it. Send me a note at glennd@bongarde.com. Please, this invitation is meant for SafetyXChange members who are not vendors or affiliated with vendors.

SAXCIES: HONORABLE MENTIONS
Trihydro Corporation

SafetyXChange continues its profile of worthy Saxcies nominees who fell just short of becoming finalists.

Safety is of paramount importance to Trihydro, its employees and their families. Trihydro's commitment to health and safety is perhaps best exemplified by the fact that our Health and Safety Director reports directly to the company's vice president of Operational and Service Excellence, who in turn reports directly to the president.

Safety Processes

Prior to the start of any project work, Trihydro requires that a detailed site-specific Health and Safety Plan (HASP) be developed which site workers play a role in creating. Information provided in the HASP includes: physical qualifications, personnel responsibilities, hazard evaluations, safe work practices, emergency response, monitoring procedures, recordkeeping, and safety equipment requirements. The Trihydro Project Manager is required to develop job safety analyses (JSAs) for each project task, which will be reviewed with project personnel and included in the HASP.

Behavior Based Safety

Trihydro's proactive approach to injury prevention drives our mission to evaluate the behavior of each of its employees. Behavior Based Safety is a process that helps employees recognize, identify, and implement safe behaviors. Trihydro's Behavior Based Safety Program is based on four key components: (1) a behavioral observation and feedback process, (2) a formal review of observation data, (3) improvement goals, and (4) reinforcement for improvement and goal attainment.

Monitoring

To manage the observation reporting process, Trihydro uses an internet-based behavioral safety data management program. Using this tool for analysis and reporting, Trihydro's Health and Safety Department uses the information from behavioral observations, near-misses, and incident data to continually train employees in safe work practices.

Education & Training

Trihydro prepares its employees with the knowledge to incorporate safety into their personal and professional lives. Utilizing the following tools has helped us achieve a corporate-wide philosophy that values safety above all else: weekly safety quizzes, tailgate safety meetings, email safety alerts, Health and Safety Hotline, and Interactive Discussion Boards. Many of our safety alerts not only provide work related safety, but also hame and family related safety information.

Accountability

Trihydro believes that everyone within the organization is on the safety team and is held accountable for the safety and health of the individuals they work with, supervise, and manage, including him or herself. Personal accountability is why all field employees are required to take the OSHA 8 Hour Site Supervisor Course. This is achieved by making this part of every employee's job performance. In addition, every employee has the responsibility to insure all work is conducted safely and is authorized to shut down a project site if significant safety issues arise.

Achievements & Recognition

Trihydro's commitment to safety, which is embodied in our behavior-based safety program, has led to numerous safety awards from our clients and Safety Councils across the country. The most recent recognition of Trihydro's excellent safety performance was received in February 2007, when the ConocoPhillips Oil Company (COP) recognized Trihydro as a 2006 Outstanding Safety Performer. Trihydro was recognized by COP for working one full year without an OSHA-recordable injury or illness, and for never having an OSHA-recordable injury or significant notice of violation since first commencing work for ConocoPhillips in 1998. As of May 1, 2007, Trihydro's employees have worked well over 870,000 hours without an OSHA-recordable incident. On May 2, 2007, Trihydro was awarded a Buisness Leadership award for "Outstanding Efforts to Prevent Imapred Driving" from the State of Wyoming.

Philosophy

Trihydro is dedicated to conducting our business in a manner that protects the safety, health, and well being of our employees, contractors, the community, and our clients. It is the company's philosophy that all accidents are preventable. Therefore, Trihydro's vision with respect to health and safety is zero accidents. We believe that if proactive instruction and training is provided to its employees, they will be prepared to perform their duties safely. Trihydro expects its employees to adopt the same philosophy and help maintain a safe work place by educating themselves and following the policy established. Trihydro provides each of its site workers with OSHA 40 Hour HAZWOPER training and OSHA 8 Hour Site Supervisor training and any additional site or job specific training needed.

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