MIT’s EHS Program 2000-2005

Bill VanSchalkwyk

Environmental Programs Office

Massachusetts Institute of Technology

2004

Reported New Program to HERUG- 2001: ”EHS Management System Concept”

• Now 75%+ Complete• No Longer a “Concept”• Reporting Today on Progress & Outcomes

2004

Today’s Report:

• What is EHS?

• Intent- Why a Management System?

• How- The “EHS Development Process”

• Concept in 2001 and Outcome in 2005

• Technology (SAP and other) Support

• Opportunity and Barriers

• Expectations as We Complete Build Phases

2004

What EHS is: (Environment, Health, Safety)• Environment- Conserving Air, Water, Soil,

Plants, Animals, Wildlife, Our Community (causing no damage)

• Health- Preserving Human Health both Chronic and Acute (preventing illness)

• Safety- Preserving Human and Community Safety/ Well Being (preventing injury)

2004

Intent: Why an EHS Management System at MIT?

• Professional Management:– Manage Cost (2nd and 3rd order)

– Lower Risk

– Avoid/ Mitigate Incidents

– Address Local Culture and Issues

– Enable- not Impede

2004

Scope of EHS Management System:

• 43 Departments Laboratories and Centers• Facilities, Student Life, Athletics• Cogeneration Facility, Research Nuclear Reactor,

Linear Accelerator• Campus Community ~ 20,000 people

• 3351 Lab Rooms (2481 Campus, 870 MIT LL)

• 575 Principal Investigators (incl. LL)• 49 Departmental EHS Committees• 40+/- Local (DLC) EHS Coordinators• 18 Central (EHS Office) Lead Contacts

2004

The “EHS Development Process” Sustainability: Involve Faculty, Researchers, Administration and Students in EHS-MS Systems Design to Ensure Client Satisfaction, Utility, Widespread Ownership

Working Committee

EHS Management System Design

and Implementation

Work Production

Senior Officers

Provost

Chancellor

Executive Vice President

Institute Direction

Institute Committee on Environmental, Health, and

Safety

Ad Hoc Subcommittee Overseeing the EHS Management System

Development

Leadership and Oversight

FacultyResearchers

Senior Administration

Students

Rep. Faculty, Researchers,

Administration

Project Team

“Heavy Lifting”

Projects

Project Manager

2004

Concept: 2001and Results: 2005(* = Major Technology Support Indicated)

2001 Design Element1. EHS Policy

2. Organization*

3. Inventory*

4. Training Program*

5. Auditing Program*

6. Incidents*

7. EHS Manual*

8. Pollution Prevention

9. Measurement*

10. Third Party Audit

2005 OutcomePolicy Complete 12/01

Installed 06/2002*

Alternative Implemented 12/2002*

Interim System 09/2002*

Began 04/2003*

Developing Now*

Went Live 06/2004*

Planned 10/2005

Mgmt Reports Planned 4/06*

Planned 06/2006

2004

1. Controls/Preventative Measures/Compliance Oversight Linchpin -

Purchasing Automation and Integration:

Chemical/Biological/Radioactives Inventory

Automated tracking of purchase, destination and disposal of chemicals/biologicals/radioactives (Later phase may track internal consumption and transport.)

Facilitated by vendor (bar coding/other electronic transfer of information)

Facilitated by e-commerce service

Interface with regulatory briefing/training and auditing

Interface with internal marketplace

Interface with toxic use reduction opportunities

MIT-EHS Management System Concept ComponentsMIT-EHS Management System Concept Components2001 Inventory Proposal

2004

Inventory Alternative

• Central and Departmental Objectives of Inventory

• Purchasing System Not Optimized for Inventory

• Inventory Not Providing EHS Second Order Data Needed

• Positioning MIT to be Prepared for a Regulatory Imposed Inventory

• Limit to Prospect of Internal Marketplace

2004

Alternative: “PI/Space Registration”,

• PI/Space: Modeled on Radiation & Biological Programs

• Based Upon – Who is in Charge,

– What Areas Under Control,

– Hazard Potentials in Area

• 3300+ Areas Registered

2004

Inventory Support, Proactive P2 Program

• Local Inventories Popular

• Position MIT to Expand Institute-Wide

• Central Support to Keep Awareness High

• P2 Encourages Less Hazardous Use– Student Studies

– Possible Integration w/ Procurement

2004

Training: Needs Determination

• Not Possible to Determine Needs by Job Description

• Several Thousand Personnel Not Classified Employees (Students)

• Needs Assessment Based Upon Activities

• Over 6,000 Persons (Users) of Program to Date

2004

Training Implementation• Needs Based Approach

• Web Based Modules

• Live Training Options

• Central Record Keeping

• Non SAP Now- But Conversion Planned for Appropriate Components

• Subset of Institute-wide Training Initiative

2004

Findings-

• Results of– Audits,

– Incidents

• Track Corrective Actions

• Notify Affected Parties

• Initiates Work Orders (Integration)

• Paper System In Conversion Now

2004

SAP Implementation Notes

• EHS Business Processes Not Mature- Business Process Development is Concurrent Design-

Build Due to Regulatory Requirements

– Roll Out New Process Manually and Paper Based (Audit)

• Enforce and Re-Enforce Lock In of Business Processes (Vote on Lock-in)

• Make Hard Decisions on Enhancements and BP Changes

2004

SAP Implementation Notes• Academic Development Process Different from

Tech Development Process• Central EHS Office New to Entire Business

Process Development and Modeling– Nature Of Research Culture is One-off, Not Always

Systematic, and Change Oriented– Technology Personnel Seek Stable, Mature, Tried-Tested

Processes to Model and Support

• Need to Collaborate at All Levels for Groups to Learn How Each Other Operates

• Need Small Success Early to Ignite Change and Innovation

2004

SAP Implementation Notes

• Academic ‘DLCs’ Decentralized- Not a Monolithic Client

• No Single Person Can Represent the ‘Client’– SAP Implementation Methodology Suggests a

BP Expert Join Development Team– EHS Office Unable to Satisfy This Need with an

Wide-Knowledge Resource

• Variation to this Process- IS&T Attend EHS Meetings, EHS Attend IS&T Development

2004

SAP Implementation Notes

• PDA Support– Desired by Clients especially for Inspections

– Determined Support in EHS Committee

– Planned for later Deployment

2004

Future Activity

• Future Business Processes – Pollution Prevention

– Local Inventory Support

– TSCA and other Regulatory Programs

• Retirement of Local and EHS Office Systems– Select Agents

– Bio and Rad Protocols

– Asbestos Sampling and Abatement Data

• Balanced Scorecard Approach

2004

Bill VanSchalkwyk

MIT Environmental Programs Office

Billv@mit.edu

Hal Burchfield

MIT Information Services and Technology

Hburch@mit.edu