Fini
Canada Post Collection and Delivery Presentation
Action Plan Month Three
Target: 15% Reduction
(Surpass target)
Take 5 Program and Workshop
- Address all hazard reports in a timely manner
- Perform depot wide job safety analysis of all classifications, ensure this is completed yearly
- Enforce employees to complete a daily safety checklist on their route with at least one safety observation and solution, management will provide prizes for the best observation and solution submitted monthly
- Establish a strong safety culture by implementing a yearly mandatory safety workshop to commence beginning of month three (media on past safety incidents at Canada Post and Purolator and the impact on their families)
- Have the workshop attendees (management and workers) sign a commitment to safety
Action Plan Month Two
Target: 17% Reduction
(13% above target)
Visible Felt Leadership
- Begin having Management or LJOSH perform safety walks on route with delivery employees on a regular basis (impact of management being visible, less chance of rushing or unsafe corner cutting on route)
- Recognize safe behavior when it is witnessed by a member of management and rewarding the employee (positive reinforcement of good behavior to establish good habits)
- Managers and Supervisors rotate participation in LJOSH meetings (visibility to workers on safety issues that matter to them)
Action Plan Month One
Target: 20% Reduction
(Match other depots in region)
Coaching Models
- Begin holding safety prize draws, employees that do not have any recordables (injury or medical aid) for the month or quarter are automatically entered to win ex. gift cards and day off with pay
- Begin distributing a monthly safety newsletter along with reinforcement of hot topic issues during daily meetings
- During daily morning meetings ensure everyone is motivated to report potential safety issues, safety gaps and prevent incidents before they happen
- Implement other ideas from other depots in the region
- Follow up on any near misses with a timely investigation and job safety analysis to identify if there is any immediate hazards that needs to be rectified before an actual incident occurs
- Effort has been made - In the past to convince the manager to implement a proactive strategy and has been unsuccessful
- Try a different approach - Focus on small triumphs and what is working for the manager currently
- Use positive coaching models - GROW Model and SMART Goals
GROW Model
SMART Goals
The model focuses on acting as a facilitator, helping the client select the best options to come to their own conclusions
- Goal - Reduce total injury rate by 20% each month till target is attained
- Current Reality - 30% above other depots in the region and 50% above target, reactive plans in place ex. following up claims but the reality is more needs to be done
- Options (or Obstacles) - What are the other depots doing that could be easy to implement? create a safety culture, visible felt leadership program, create incentive for employees to be safe
- Will (or Way Forward)- Establishing the 3 month action plan
- Specific - Lower total injury rate by 50%
- Measurable - Implement a 3 Month Action Plan broken down into weekly checkpoint goals
- Attainable - Start with the easy goals such as what other depots are doing and implement those ideas first, then move onto larger changes
- Realistic - Ideas have been successful in other corporations such as DuPont, Teck Resources and even other depots, we don't have to reinvent the wheel to be successful
- Time Bound - Expectation is a 50% reduction in 3 months in total injury rate, or a decrease of between 15% -20% per month, checkpoints on program and policy implementation will be weekly to provide coaching and support
Options
Discover how other depots in and out of region and other corporations in the industry are meeting their targets or closing the gap
- Visible Felt Leadership Methodology which has shown that when management is a visible safety leader in the work place and recognizes safe behavior it has a very positive effect on the total injury rate in the workplace
Management and LJOSH commitment to weekly safety walks on route as well as having a mandatory card workers fill out with any safety issues they come across during their route
When a safety rule is broken hold employees accountable and be accountable to timely investigation of any incidents or near misses
Scenario
- An Operations Manager (Delivery) is faced with a very high level total injury rate within his/her area of responsibility
- His depot is 30% above the other similar sized operations and 50% above target
- He has implemented a reactive strategy but there is no proactive strategy in place
design by Dóri Sirály for Prezi