1	"FEBRUARY 15" FEBRUARY 15, 2007
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3	Defense Logistics Agency Fort Belvoir, VA. Susan Herbert VPP Program Manager February 15, 2007
4	Defense Logistics Agency (DLA) DOD’s largest combat support agency, supporting military and civilian agencies, and foreign countries Provide food, fuel, clothing, medical, weapons systems spare parts. World wide transportation of supplies and parts FY 06 sales and service = $ 35.5 billion # 58 Fortune 500
5	Why We’re Here
6	Accident History
7	Why a Safety Management System? Former Secretary Rumsfeld: “World class organizations do not tolerate preventable accidents.” Accident Prevention increases operational readiness. Consistent Safety Message Across Agency Supervisors/Employees Accident Prevention Hazard Elimination
8	Why VPP Challenge? Structured steps at 3 stages to achieve outcome. Roadmap, with guidance and support from OSHA and Challenge Administrators. Provide Advocate/Networking. Gradually changes culture and practices. Prepares sites to apply for VPP. It works.
9	Benefits and Lessons Learned Lessons Learned: Recruit a champion. Add to Strategic Plan. Get union on board. Work in partnership. It takes time. Learn from others. Benefits: Fewer accidents. Increased productivity. Cost savings. Improved morale.
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11	VOLUNTARY PROTECTION PROGRAM HIGHLIGHTS Nancy J. McWilliams, CSP, ARM Director, Installation and Industrial Safety Naval Safety Center
12	AGENDA VPP starts at the top Successes Navy & Marine Corps sites in VPP program Challenges Tracking progress Benefits
13	FROM THE DEPUTY ASSISTANT SECRETARY OF THE NAVY FOR SAFETY The Naval Safety Strategy has a need for employee accountability mechanisms to foster a more vibrant safety climate centered on readiness, mission accomplishment, and mishap prevention. One mechanism is to promote command and workforce participation in VPP.
14	DON OBJECTIVES One of the objectives is ‘Safety,’ which includes a metric on VPP VPP participation is highly recommended, not mandated
15	SUCCESS STORIES Five DON sites recognized Portsmouth Naval Shipyard - STAR 2005 Norfolk Naval Shipyard - STAR 2006 Puget Sound Naval Shipyard and Intermediate Maint. Facility - STAR 2006 NSB Kings Bay Kings Bay - STAR 2007 Weapons Station Charleston - MERIT 2007
16	DON SITES IN VPP 47 major Navy and Marine Corps Sites 1 STAR application in process 3 Sites enrolled in VPP “Challenge”
17	CHALLENGES Coordinating implementation and tracking progress DoD created DoD VPP Center of Excellence Providing internal mentors DON VPP Working Group identifying mentors
18	TRACKING PROGRESS
19	4th QTR FY06 VPP RESULTS FOR 17 DON SITES WITH HIGHEST RATES 47% implemented at least one VPP element 71% reduced their Lost Day Rate 41% reduced their Lost Day Rate over each of the preceding three quarters of FY06 29% increased their Lost Day Rate; yet all five increased by less than 3%
20	BENEFITS OF VPP Documented mishap rate reductions Expanded employee involvement Increased awareness of mishap data Focus on OSHA 300 Log mishap data Overall increased visibility for safety
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22	UNITED STATES MINT - PHILADELPHIA
23	From “Worst to First, Safety Stand Down to VPP STAR . United States Mint Philadelphia
24	Plant Overview One of four Manufacturing facilities in the United States Mint and the largest. Approximately 600 Employees 24 hour X 5 day/week operation Produce Coin Designs/Master Tooling, Dies, Circulating Coins, Numismatic Coins and Medals VPP Star Site ISO 14001 Environmental Certification
25	Starting Point Safety Climate characterized by: Lack of knowledge outside Safety Division. “Silo’d” approach to Safety within the organization. High injury rates and an acceptance that they are “inevitable” in a government organization.(1 injury/day and 1 LTA per week). No injury tracking at all. Safety basics not in place (programs and procedures) Housekeeping habits poor. Union using safety as a “stick” in Labor-Management disputes.
26	Initial Efforts - Pre-Citations Started breaking down barriers and incorporating safety focus into Line Management’s responsibilities. Established basic programs and education. Instituted Injury Tracking and Daily Accident Calls (chaired by Plant Manager). Housekeeping emphasis with order and cleanliness “inspected” in. Addressed individual OSHA Complaints. Efforts initiated and paced internally.
27	Citations and Stand Down Fast paced, lot of external involvement. Quick, thorough and broad impact on facility (physically transformed entire facility). Everyone involved in one aspect or another. Also included Headquarters, Contractors and OSHA. Citations issued and resolutions tracked closely. Efforts extended well beyond the citations though. Check Sheet for each Division’s activities, joint review and release to production when safety basics established and confirmed. Developed and implemented many Safety Programs, required education and coordination to implement.
28	Post Stand Down Focus on sustaining progress made and continuous improvement. Efforts paced internally, but by the divisions and employees. Continued emphasis on education and injury reduction. (i.e. Injury Notices and SOP’s). Housekeeping evolved to where it was maintained by the employees. Focused on causes and eliminating them. Systematic implementation of 5S Program. Refined safety policies and procedures. Separated safety from any Labor Relations issues.
29	Improved Emergency Preparedness Extensive employee training Improved Fire Alarm System and Communication – multiple audio alarms and intercom capability. Increased employee sensitivity and awareness of threats. Evacuation drills and Shelter-in-place walkthroughs conducted. Embedded Decon capability
30	Evolution Over the course of the transformation, the dynamics and circumstances changed. Initially paced internally, top down. After OSHA Wall-to-Wall, was paced externally, top down, but more managers involved. Following successful completion of Stand Down, pace was driven internally, leadership shifted down through the organization. Final stage, driven by employees.
31	Excel and Prep for VPP Efforts paced internally, but lead taken by the Safety Committee and employee culture teams. Addition of Safety Culture Teams was the key ingredient needed for full employee involvement. Continued reduction of injuries. Housekeeping emphasis high, but focused for those who work there, result “Tour Ready” all the time. Mobilize workforce for VPP Audit.
32	Results Physically transformed the facility, Housekeeping and Order consistently high all the time. Went from no safety program to one in compliance then to an exemplary one. Significant reduction in Injuries (over 90%) All Injuries 340 in 2000 to 50 in 2004 Lost Time Injuries 86 in 2000 to 5 in 2004 Sustained low injury rates for 2005 and 2006 Achieved ISO 14000 Environmental Certification Clearly demonstrated the capability of the employees Safety Institutionalized now, employee driven vs. top driven Foundation laid for future successes !!!
33	Safety BEFORE AFTER * In 2000, 62 people lost work due to * In 2005, 4 people lost work due to accidents accidents, 2006 5 LTA’s * In 2002, was cited for 81 OSHA * In 2005, was awarded OSHA’s STAR safety and health violations Status in their prestigious Voluntary Protection Program
34	Questions ?
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36	Safety and Health Programs SHARE and beyond
37	SHARE
38	SHARE Progress
39	How we got here Management buy-in at all levels Quarterly “report-card” reporting at the highest level—simple red/yellow/green-light overviews Systems that support goals—SHIMS, and its users, directly impacted timeliness
40	Next Steps Focus on the front end: Identifying Hazards Hazard Abatement Proactive Safety Management COAST Ergo Room Focus on Return to Work
41	Return to Work Effort Benefits of returning partially disabled injured workers to the workplace Productivity Worker health/satisfaction Workers’ Compensation Cost Reduction
42	Workers’ Compensation Costs
43	RTW Program OASAM’s OWSH will provide assistance in facilitating RTW with agencies/OWCP Letters sent to DOL employees on the long-term roll advising that RTW would be sought and of retirement rights Agency should be active participant—finding positions, making them suitable
44	Future of Safety and Health Protection Prevention Prompt Response Proactive Intervention Proper Job Offers Progress
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46	Department of Defense Initiatives for Injury Compensation
47	Injury Compensation Initiatives Pipeline Initiative Approved by DSOC in 2004 400 employees have returned to work Lifetime cost avoidance of $364 million Reduction in Lost Production Day Rate January, 2004 Presidential memo set 1% reduction goal in FY 05 and FY 06 DoD reduction in FY 05 = 8.6% DoD reduction in FY 06 = 2.6%
48	Injury Compensation Initiatives Increase in Timely Filing Presidential memo set goal of a 5% increase in FY 05 and FY 06 DoD increase in FY 05, as documented by DOL = 9.1% DoD increase in FY 06, as documented by DOL = 6.2% DoD increase in FY 07 for first quarter on target for FY 07 goal Incident Reporting to DoD Safety Personnel Safety First Event Reporting (SaFER) protocol deployed in December of 2004 Allows initial notice of recordability (OSHA-301) to be sent electronically to safety officials in a .pdf document Safety offices may also extract incident information from CPMS data base on a daily basis
49	Injury Compensation Initiatives NSPS Includes Safety Elements for DoD Managers Virtual Library Deployment Reference materials for injury compensation and safety - OWCP, OSHA and DoD sources DefPAC - cost and injury summary data since 1994 Distance Learning On-Line Classes for Injury Compensation personnel are under development DefPAC offers tutorials for managers and other agency personnel
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