BMW Manufacturing Company $ afety $ aves – implementing a safety policy

BMW MANUFACTURING COMPANY$AFETY $AVES – IMPLEMENTING A SAFETY POLICY ANDREW WALKER, CIH, CSP, MBA

South Carolina Workers’ Compensation Education Association – May 2013

BMW MANUFACTURING COMPANYWHO WE ARE

$5 BillionInvestment

7,500 Jobs Onsite

4.5 Million Square Feet

70% Exported to 130 Markets

BMW MANUFACTURING COMPANYWHAT WE DO

•Support worldwide demand for X3, X5, and X6 (and their variants).•Current Production Volume is ~315K units.

BMW MANUFACTURING COMPANYMANAGEMENT HOUSE

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ASSOCIATE INVOLVEMENTBENEFITS AND OPPORTUNITIES

• Associate Involvement/Engagement provides the “roof/protection” for the entire Management House.

• Opportunities include:• Safety

Walkthroughs/Inspections/Audits/Observations• Risk Assessments• Kaizan Events/Continuous Improvement Projects• Safety Representatives• Safety Committees/Focus Groups• Safety/Health Perception Surveys

• Empowering/engaging the hourly workforce is critical for long, term sustained improvements.

Associate Involvement Commitment

Associate Involvement/Engag

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PLANNINGSUSTAINABILITY MODEL

• BMW MC employs a cradle-to-grave approach with our associates:• Pre-placement activities• Increased Automation• Ergonomics/Safety Systems• Job Rotations• Early Intervention Process• Aggressive Claims

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PLANNINGHIERARCHY OF CONTROLS

1. Elimination of Hazard Preferred

2. Engineering

3. Personal Protective Equipment

4. Administrative Controls

5. Education

6. Enforcement Less Desired

•Product, Process, Logistics Improvements•Lift Assists, Tilt, Floor Conveyors

•Kevlar, Safety Glasses, Hearing Protection•Job Rotation

•EIP, MoveSmart, Annual Safety Training•Safety Expectations, Safety Absolutes


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PLANNINGPRE-PLACEMENT ACTIVITIES

• All personnel are required to satisfy pre-placement activities, including:• Physical evaluation• Essential Functions Testing• Drug Screening


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PLANNINGPRODUCT, PROCESS, PACKAGING

• Commit significant resources into planning activities with focus on:1. Product2. Process3. Packaging

• With each vehicle introduction/model change, opportunity to “learn” for experiences, identify issues, and eliminate/minimize risk of injury.

• Increased automation in all areas of the facility – reduces operating costs and ergonomics stressors.


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TRAININGSAFETY/HEALTH TRAINING

Training reinforces organization’s commitment and outlines expectations.

1. New Associate Orientationa) Communicates basic requirementsb) Establishes expectationsc) Reinforces organization’s culture/norms

2. Annual Refresher Traininga) Communicates changesb) Reinforces commitment, expectations, culture

3. Regulatory Training

Must include tracking, transparency, accountability for non-adherence (tie to a target).


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TRAININGEARLY INTERVENTION PROCESS

137993%

1027%

2012 Assembly Outcomes

# Total Resolved

# Recordable

17597%

63%

2012 Painted Body Outcomes

# Total Resolved

# Recordable -After EIP

•EIP process represents “paradigm shift from breakdown model to healthy associate model.•Overall, 94% success rate of the 1660 associates who participated in the process in 2012.•our primary focus remains on identification/resolution of ergonomics/safety issues.


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POLICY STATEMENTVISION AND MISSION

PA-63 2/6/13

Safety/Health Vision and MissionVisionBMW Manufacturing will be the industry leader in occupational safety and health. MissionTo sustainably build the ultimate driving machine in a healthy and safe environment with safe processes and safe behaviors.


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POLICY STATEMENTPOLICY STATEMENT

PA-63 2/6/13

Safety/Health Policy StatementWe at BMW Manufacturing strive to provide a healthy and safe working environment.In order to continually improve our performance:

a) All levels of management are responsible and accountable for providing the resources needed to ensure a safe workplace and safe work practice.

b) Management must ensure all associates are responsible and accountable for working safely.

c) Management will establish objectives and drive change through targets.

d) We will meet or exceed legal and internal requirements.e) We will regularly measure and communicate our progress to

all levels of the organization.

Serves as the key pillar of the management house.Establishes accountability and that everyone “owns” safety.


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POLICY STATEMENTSAFETY EXPECTATIONS/ABSOLUTES

PA-63 2/6/13


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Safety Expectations1. Reporting of injuries2. Following process sheets3. Working in designated process areas4. Wearing PPE5. Walking in designated pedestrian aisles and

looking before cross logistics aisle

Safety Absolutes

Must communicate expectations and consequences for failing to comply.

COMMUNICATIONSDAILY COMMUNICATIONS

PA-63 2/6/13

•All meetings start with “Safety”•Weekly Senior Management Meeting•Monthly Management Meeting•Safety Alerts for widespread issues

We are creatures of habit – the more we hear things, the more second nature they become, and more they become a

habit/value.


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TARGETSOSHA INCIDENT RATE – LONG RUN TREND

•What gets tracked and gets measured, gets accomplished.•BMW MC’s Primary Key Performance Indicators include :• Safety • Quality• Cost • Delivery

7.90

9.90

6.455.70 5.50

4.844.36 3.92

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2

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6

8

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12

2008 2009 2010 2011 2012 2013* 2014* 2015*

OSH

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TARGETSDEVELOPMENT OF TARGETS

Use a blend of leading/lagging indicators1. Plan to Actual Safety Walkthroughs Completed2. Time to Close Improvement Items3. Plant to Actual Kaizan/Improvement Activities

Completed4. Timely Closure of Accident Investigations5. Plant to Actual Risk Assessments Completed6. Identified Opportunity Areas from Associate

Surveys7. OSHA Incident Rate8. Lost Workday/Case Rate9. Workers’ Compensation Costs

• Use balanced scorecard or weighted scorecard to generate overall score

Must be reinforced with personal accountability – impact personal performance reviews and/or bonus.


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Leading Indicato

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LaggingIndicato

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MANAGEMENT COMMITMENT/INVOLVEMENTDEVELOPMENT OF ACTIVITIES

1. Safety Target Development/Breakdown2. Senior Management Reviews3. Participation in Safety Walkthroughs4. Inclusion in All Associate Meetings/Roundtables

Must move beyond the “talk-the-talk” to a “walk-the-walk” approach.

Visible Participatory Leadership is critical to the entire process.


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BMW MANUFACTURING COMPANYSUMMARY

QUALI

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COST

SAFETY/ERGONOMICS


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•There is a balance of resources (time, talent, treasures) within an organization.•The target represents the “sweet spot” between quality, cost, and safety.

This “sweet spot” provides the greatest profit potential for an

organization.

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BMW Manufacturing Company $ afety $ aves – implementing a safety policy