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From the very start, CoreMedia helped a very engaged Shaw Group leadership team at a Cleco, Louisiana jobsite initiate its current streak of 3.1 million hours without a single lost-time incident. How? It began by spending three days a week onsite over the course of seven months to drive home the benefits of an effective near-miss reporting system. Beginning in January 2007, CoreMedia safety-culture specialists facilitated a series of onsite near-miss reporting training workshops that not only described the basics of “leading indicator” accountabilities, but also drove home the importance of viewing each near miss as an opportunity rather than a problem. The initiative viewed near miss reporting process through the prism of safety culture and safety accountability. The Cleco jobsite’s near-miss reporting soon removed fault-finding and other related barriers to replace them with an emphasis on gathering fact-based insight and transforming these insights into preventive action items. A near miss occurs and Shaw personnel are now rewarded for reporting it — crewmembers and management jump into action. Their responsibility is to investigate what happened and take actions to prevent it from happening again. As one manager explains: “Our employees are identifying potential hazards we never dreamed existed — things we were totally unaware of.” Today, Shaw puts everyone “in charge of safety” through a series of well-defined and measurable safety actions integrated with on-time delivery, quality and overall job performance, and there’s no turning back. The revolution is being met with enthusiastic involvement to the point of being rolled out to additional jobsites and the embrace is palpable. No matter where you find yourself in the chain of command, there is a clear sense of how reporting errors and failures that happen every day — and had previously gone unreported — are enabling changes that make dramatic improvements and prevent injury and property damage. Current Shaw Accountabilities Behavior Observations. All managers and supervisors are required to complete at least two per week. Near-Miss Reporting. The facility gets at least 60 near miss incidents per months, a goal which has been consistently met for nine consecutive months. Job Safety Analysis. Shaw requires each supervisor to complete a JSA every day and requires crew participation. The quality of these JSA’s are audited and scored monthly. Work Area Safety Performance Audits (WASPs). These audits are conducted and monitored weekly by Site Area Managers in seven clearly identified and accountable areas. Crew of the Month Rewards. Visible completion of the items is measured by crew and individual and then rewarded; Shaw had created a “crew of the month program” that rewards the top-performing crew with several items they value (e.g., getting to punch out five minutes early which translates to getting home 30 minutes early). Results of Accountability System(through 2007)
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