CII: Making Zero Accidents a Reality
|
|
John Mathis,
Jimmie Hinze
Beginning in 1999 [John] Mathis and others at CII began taking detailed
looks at 38 projects with construction values of $50 million to $600 million.
They found the fewest accidents on projects where top management insisted
on listing safety training as a budget item, participated in investigations
of recordable injuries and encouraged anonymous disclosures of unsafe
behaviors. On the safest projects, every worker on site received at least
four hours per month of safety training, each safety professional served
no more than 50 workers and subcontractors submitted site-specific safety
plans. Mathis urged wider adoption of such safety practices, in an industry
in which work-related accidents kill approximately 1,000 construction
workers annually.
David B. Rosenbaum, Craft Labor Shortage Provokes More Studies
of Pay and Safety, ENR, August 20, 2001
"CII: Making Zero Accidentsa Reality"
- Construction Industry
Institute (CII)
- Take a safety
journey
- Review the research
methodology
- Reveal best practices
identified
- Review and discuss
key findings
- Summary and questions
Project Team160 - Committee
Members
Bill Alfera
FPL Energy, Inc.
Alan R. Burton
Cianbro Corporation
Mike Cain
Lockwood Greene
Dennis Cobb
E.I. du Pont de Nemours & Co., Inc.
Pual DeForge
Ontario Power Generation
John A. Gambatese
Oregon State University
Tom hardesty
Celanese Acetate
Jimmie W. Hinze
University of Florida
Scott Johnson
Tyco/Grinnel Fire Protection
Randy Marconnet
Watkins Engineering & Constructors, Inc,
Bill W. Poppell
Florida Power & Light Company
Mike F. Schwimmer
Chevron U.S.A., Inc.
Gary L. Wilson
NCCER
P.D. Frey
Austin Industries
Construction Industry
Institute
A consortium of leading owners, contractors, suppliers, and academia who
are interested in improving the constructed project and the capital investment
process.
CII Mission
To improve the safety, quality, schedule, and cost effectiveness of its
members through research and implementation support for the purpose of providing
a competitive advantage to its members in the global marketplace.
Owner Members
- Exxon
- Chevron
- Shell
- BP/Amoco
- Dupont
- Conoco
- Citgo
- Texaco
- Phillips
- Celanese
- Intel
- General Motors
- Alcoa
- Reliant Energy
- Nasa
- TVA
- Ontario Power
- U.S. Steel
CII Contractor Members
- ABB Lummus Global
- Bechtel Group
- BE&K
- Black & Veatch
- Chicago Bridge
& Iron
- Burns and Roe
- The Parsons Corp.
- Rust Contractors
- Fluor Daniel
- Foster Wheeler
USA
- Jacobs Engineering
- Kellogg Brown
& Root
- Kiewit Construction
- Morrison Knudsen
- H. B. Zachry
- Stone & Webster
Engineering
- S&B Engineers
and Constructors
Participating Universities
- Arizona
State
- Auburn
- Cal-Berkeley
- Carnegie
Mellon
- Cincinnati
- Clemson
- Colorado
- Columbia
- Drexel
- Florida
- Georgia
Tech
- Houston
- Illinois
- Iowa State
- Kentucky
- Lehigh
- MIT
|
- New Mexico
- North Carolina
State
- North Dakota
State
- Oklahoma
State
- Oregon State
- Penn State
- Polytechnic
University NY
- Purdue
- Stanford
- SUNY-Buffalo
- Texas
- Texas A&M
- Virginia
Tech
- Washington
- Wisconsin
- Worcester
Polytechnic
- Xavier
|
CII Knowledge Structure
Identifies CII:
- Best Practices
- Pending Best Practices
- Informational
products
Industry input critical
to Best Practice selection.
All Best Practices
validated.
First CII Zero Accidents
Study Findings - 1993
High-impact zero accident techniques
- Pre-project/pre-task
planning for safety
- Safety orientation
and training
- Written safety
incentive programs
- Alcohol and substance
abuse programs
- Accident/incident
investigations
CII Lost Work Case
Performance - 1993-1999
CII OSHA RecordablePerformance - 1993-1999
Zero Accidents - Revisited
What safety best practices have supported this improvement and are at the
forefront of safety management today?
"Making Zero Accidents a Reality"
Nov. 1999 Project Team -160
Zero Accidents Study 2000/2001
Methodology two studies
- Large construction
firms
- Large construction
projects
Survey of 400 largest
construction firms in the US
- Based on ENR 400
for 1999
- 400 surveys sent
102 responses
Detailed interviews
on construction projects
- 38 Projects
- Types
- Petrochemical
- Industrial
- Public works
- Transportation
- Hotel-Casino
- Commercial
buildings
- Locations: US
wide geographic area
- Sizes: $50-$600
million
Nine Zero Accident
Best Practices
- Demonstrated management
commitment
- Staffing for safety
- Safety planning
- Safety training
and education
- Worker participation
and involvement
- Subcontractor
management
- Recognition and
rewards
- Accident/Incident
reporting and investigations
- Drug and alcohol
testing
Best Practice Results
Over 30 key findings revealed significant lower recordable injury rates
with companies utilizing these best practices.
Demonstrated Management Commitment
- Safety mission
statements
- Project-specific
newsletters
- Top Management
involved in accident/incident investigations of recordable and lost
time injuries
- Top Management
personally involved in reviewing safety performance reports
- Senior field management
- Participation
in field safety inspections
- Participation
in orientation
Demonstrated Management
Commitment
Top management participated in investigation of recordable injuries
Top management participated in investigation of lost time injuries
Company president/senior management reviews safety performance report
Home office safety inspections on the project
Corporate accident report summary provided to all the jobs?
Safety Staffing
People, methods, resources, and key impacts
- Adequate staffing
- Safety involved
in project meetings
- Safety included
in cost,scheduling, and quality reports
Safety professionals
per 50 workers
View of safety personnel by other workers on the site
Who does the safety representative report to?
Safety Planning
Pre-project and pre-task planning-key impacts
- Job hazard analysis
- Constructability
reviews
- Pre-task planning
- Site-specific
safety programs
Does the project have
a site-specific safety program?
Pre-task meetings held?
Safety Training and Education
- New worker safety
orientation
- Follow-up safety
training
- Tool box safety
meetings
Is Safety Training a
line item within the budget?
Every Worker on site receive a formal standard orientation
Additional monthly training for employees
What day toolbox safety meetings held
Worker Involvement and Participation
- Employee/Involvement
Safety Teams
- Worker-to-worker
observation process
- Worker perception
surveys
Are safety observers
used on the projects?
Workers trained and utilized for worker-to-worker observation?
Do management and supervisory personnel receive behavior overview training?
Total amount of safety observation reports filed on the project
Are safety perception surveys conducted on the project?
Recognition and Rewards
Effect of worker safety incentives
- Individual versus
crew incentives
- Based on injuries
or safe behavior
- Frequency of awards
- Career progression
Does a formal worker
incentive/ recognition and reward program exist?
How often are incentives given to workers?
Incentive based on zero injury objective?
Do family members attend safety dinners?
Field supervisors evaluated on safety?
Subcontractor Management
- Site-specific
safety plans
- Site orientation
- Sanctions for
sub-standard performance
- Frequency of safety
meetings
Subs submit site-specific
safety plans?
Subs attend a formal standard safety orientation?
Sanctions are imposed for non-compliance?
Frequency that subs hold safety meetings
Accident/Incident Reportingand Investigation
- Documented near
misses
- Top management
involvement
Amount of near misses
recorded on the project
Recordable injuries investigated by top management
Work in Progress
- Implementation
Data Sheets
- Education Modules
- Outage/Turnaround
Research
- Overtime Research
Best Practices
Getting to Zero Accidents
- Demonstrated management
commitment
- Staffing for safety
- Safety planning
pre-project/pre-task
- Safety training
and education
- Worker involvement
and participation
- Recognition and
rewards
- Subcontractor
management
- Accident/incident
reporting and investigation
- Drug and alcohol
testing
Types of Contract
Is Safety managed as a value?
Concluding Remarks
- Establish a Formal
Safety Education Process for management, and the workers
- Evaluate and measure
the safety management system
- Reward management,
workers, and subcontractors for safe behavior
- Make safety a
evaluation criteria for Management and supervision
- Engage substandard
safety management, practices & conditions at all levels
- Demonstrated management
commitment is essential
- Employee involvement
is essential
- Integrate safety
early into the project development and planning process
- Build your project
safety plans based on specific scope and risk;
- Pre-Task analysis
is critical
"Even if you're
on the right track, you'll get run over if you just sit there. "
Will Rogers
This paper appears in the eLCOSH website with the permission of the author
and/or copyright holder and may not be reproduced without their consent.
eLCOSH is an information clearinghouse. eLCOSH and its sponsors are not
responsible for the accuracy of information provided on this web site, nor
for its use or misuse.
eLCOSH
| CDC | NIOSH
| Site Map | Search
| Links | Help
| Contact Us | Privacy Policy |