EHS process intergration project review-final version by shane chen

Boeing Shanghai EHS Process Integration Project Review

EHS Process Integration Project Project Description Integrate the EHS process and resources with SMS requirements by 6 Sigma Methodology Goal Statement (CTQ) 1. Create a clear work scope and RAAs of EHS (first edition); 2. Identify the EHS resource requirements, assign resource; 3. Generate key EHS processes concerning the function relations and create a new organization chart; Problem Statement 1. Overlapping responsibilities between various functions (perception) 2. Lack of essential EHS skills. (Vital EHS function person is leaving.) 3. Many safety processes are not mature. (lack of some EHS elements and poor implementation) 4. Functional barriers. 5. Weak employee knowledge, awareness & engagement. 6. Lack of clear EHS RAAs. (Current EHS work scope is not clear.) 7. Lack of prioritization process. COPYRIGHT ÂŠ 2010 BOEING SHANGHAI AVIATION SERVICES CO., LTD.

Action Define -Workout the framework of EHS Process integration. Divide whole EHS project into some EHS elements (model). Measure -Prioritize the EHS/SMS elements by using risk metrics and Pareto to provide data necessary for analysis. Analyze - Analyze data to identify priorities and determine program gaps and requirement for each element of the framework. The gap analysis will provide us with the understanding of the resource requirement going forward. Improve - Identify element owners and needed resource. Establish a long term tier-1 implementation plan. Create element developed as example, implementation tool kit and standards for deliverables for each element owner. Control -Deliver the EHS org structure, RAAs and overall implementation plan on time. Service-ready. Benefits Standardize and deploy common processes and supporting infrastructure to ensure lean, effective and sustainable implementation of the safety processes across Boeing Shanghai.

Project DMAIC Roadmap define T1

May 25th ~ May 28th

Project Charter Team Makeup Problem Statement Goal Statement Project Plan EHS Framework Divide whole EHS project into some EHS elements (Model) Collect general EHS elements Work out BSAS EHS elements

measure T2

May 31st ~ June 1st

Prioritize the EHS/SMS elements by using risk metrics and Pareto diagram to provide data necessary for analysis. Make general introduce for each member to ensure the basic understanding of each element Vote for each element by every member to work out the element score Make metric diagram Make Pareto diagram Completed the prioritization

analyze T3

June 2nd –June 11th

Analyze data to identify priorities and determine program gaps and requirement for each element of the framework. The gap analysis will provide us with the understanding of the resource requirement going forward.

improve T4

June 14th - June 18th

Identify element owners and needed resource. Establish a long term tier-1 implementation plan. Create element developed as example, implementation tool kit and standards for deliverables for each element owner.

control

June 19th - June 25th

Deliver the EHS org structure, RAAs and overall implementation plan on time. Service-ready.

Boeing Shanghai EH&S-SMS Framework (preliminary)

Site Environment, Health and Safety Policy

High level

CEO

Environment, Health and Safety Specialist (key staffing) HR

Emergency Preparedness and Fire Prevention EHS

Hazard Analysis (incl. JSA) and Regulatory Compliance EHS

Accident reporting, investigation and follow-up EHS

Personal Protective Equipment logistic

Health, Safety, Housekeeping Inspections Facility

Hazardous Materials Management logistic

–

Low level

Ergonomics EHS

E, H & S Expectations & Performance Appraisals & Communication HR

Contractor Safety SM&P

High Risk Operations (incl. LOTO) Operation

PIT (Power Industrial Truck) Safety Operation

Blue front is the EHS element description. Red front is the owner of each element.

Program Evaluation EHS

Environment, Health and Safety Training Training

E, H & S Management of Change Facility

Industrial Hygiene (Occupational Health) & Medical Services (first aid, OHE, BBP, Disability Management, RTW) EHS

Element Prioritization Vote Matrix Elements

Mike Zhang

Randy

Site Health and Safety Policy CEO Health and Safety Specialist HR Hazard Analysis and Regulatory Compliance EHS H & S Expectations & Performance AppraisalsHR Employee involvementHR Program Evaluation EHS Accident reporting, investigation and follow-up EHS Personal Protective Equipment EHS

Jacqueline Rebecca

Michael

Sun Li Xianghua Zhaoben

Ji Yi

Chen Sheng

Vote Score 9 5 8 7 8 4 7 6

Contractor Safety SM&P

Health and Safety Training Training Health, Safety, Housekeeping Inspections Facility Emergency Preparedness and Fire Prevention EHS Job Safety Analysis Production High Risk Operations H & S Management of Change and Preventive Maintenance Facility Industrial Hygiene EHS Hazardous Materials Management (including MOC) logistic

Ergonomics EHS PIT (Power Industrial Truck) Safety Production Medical Services (first aid, OHE, BBP, Disability Management, RTW) EHS Lock out/Tag out (LOTO) Facility

1 3 4 5 4 1 5 1 0 4

Disability Management, RTW)

Medical Services (first aid, OHE, BBP,

Ergonomics

PIT (Power Industrial Truck) Safety

Industrial Hygiene

Health, Safety, Housekeeping Inspections

Emergency Preparedness and Fire Prevention

Contractor Safety

Lock out/Tag out (LOTO)

Maintenance

H & S Management of Change and Preventive

Job Safety Analysis

Program Evaluation

MOC)

Hazardous Materials Management (including

High Risk Operations

Health and Safety Training

Health and Safety Specialist

Personal Protective Equipment

Accident reporting, investigation and follow-up

H & S Expectations & Performance Appraisals

Employee involvement

Hazard Analysis and Regulatory Compliance

Site Health and Safety Policy

Element Prioritization Vote Pareto

9 10

8 9

7 8

6 7

5 6

4 5

3 4

1 2

0 1

Site Environment, Health and Safety Policy Gap analyze Requirement / Objective Existing Policy & Procedure

Further Action / Gap  Establish logical procedure framework. Establish improved accessibility of all procedures for affected departments and their employees. Establish goals and show to employees. Create a map of all EHS-SMS elements showing their relationship to various documentation including policies, procedures, curricula, manuals and online resources. Publish this map on Boeing Shanghai website.

Obstacle / EHS issues

CCAR145 Maintenance Management Manual Employee EHS Handbook 4-003 Safety Management System 4-005 Boeing Shanghai Safety Committee

Documentation Safety policy approved by the accountable executive 16% Accountable executive been assigned to be responsibility for ensuring that the safety management system is properly implemented and performing to requirements in all areas of the organization. 8% Completed the consolidated documentation that describes the EHS-SMS and the interrelationships between all its components. 8%

Completed

EHS Expectations & Performance Appraisals Employee Involvement & Communication Requirement / Objective

Existing Policy & Procedure

Further Action / Gap The procedures owner should be required to regulatory review and keep the procedure available. Establish and document an appropriate change management process that includes impact evaluation and mitigation for significant changes to staffing, organization structure, production process changes or changes to facilities.

Obstacle / EHS issues

3-307 Disciplinary Action Procedure 3-303 Administration of Emloyee Corrective Action 4-M13 Employee Concerns Report 3-107 Employee-team recognition award program 4-M05 Use of Warning Tags

A process to develop and maintain a set of safety performance indicators and markers. 0% A policy to ensure that employees are free to report safety deficiencies, hazards or occurrences without being subject to unjust discipline. 8% The reactive reporting process is simple, accessible and commensurate with the size of the organization. 16% A process in place to monitor and analyze trends. 0% Has self-evaluation processes, such as regularly scheduled reviews, evaluations, surveys, operational audits, assessments, etc. 0% Generate corrective and preventive actions in response to risk analysis. 0% The accountable executive promotes safety policy. 16% A feedback process to notify contributors that their reports have been received and to share the results of the analysis. 16% Communication processes in place within the organization that permit the safety management system to function effectively. 16% Information is established and maintained in a suitable medium that provides direction in related documents. 16% A process for the dissemination of safety information throughout the organization and a means of monitoring the effectiveness of this process. 8% Completion Status start

Completed

Accident reporting, investigation and follow-up Requirement / Objective

Existing Policy & Procedure

Further Action / Gap Establish risk analysis data and an analysis model/sms manual. Conduct the risk analysis graphs for monthly review during Quality/Safety meeting. Establish a schedule process for performing risk analyses that includes methods, data sources and action thresholds. Establish criteria for risk action threshold based on cost, morale, reputation, compliance and business impacts. Create connection between risk management process and MET. Establish metrics that provide visibility of the effectiveness of communication related to safety. COPYRIGHT © 2010 BOEING SHANGHAI AVIATION SERVICES CO., LTD.

Obstacle / EHS issues

4-002 Work Related Injury and Illness Reporting and Recordkeeping 4-M12 Incident Reporting Process 4-M13 Employee Concerns Report 10-M04 Significant Defect/Failure/Event Report 10-M10 Aviation Incident investigation procedures

A process in place to monitor and analyze trends Corrective and preventive actions generated in response to event analysis A structured process for the assessment of risk associated with identified hazards, expressed in terms of severity, and probability of occurrence Establish criteria for evaluating risk and the acceptable level of risk the organization is willing to accept Organization risk management strategies that include corrective/ preventive action plans to prevent recurrence of reported occurrences and deficiencies Corrective and preventative actions generated in response to event investigation and risk analysis A process to monitor and analyze trends A process in place for analyzing changes to operations or key personnel for risks Completion Status start

Completed

Moderate 34-67%

Contractor Safety Industrial Hygiene E, H & S MOC Ergonomics PIT (Power Industrial Truck) Safety

EHS Specialist (key staffing) PPE EHS Training High Risk Operations (incl. LOTO)

Hazard Analysis (incl. JSA) and Regulatory Compliance

EHS Housekeeping Inspections Preventive Maintenance

Program Evaluation Hazardous Materials Management (including MOC) Accident reporting EHS Expectations & Performance Appraisals & Involvement & Communication

Site Environment, Health and Safety Policy

Low 68-100%

Likelihood

High 0-33%

2010 Program Element EHS Risk Matrix

Low 1-3

Moderate 4-6

Magnitude

High 7-9

Resource Analysis-RAAs Champion

Process Owner

A senior leader that takes responsibility for the overall success of a given process and ensures that adequate resources are available to implement and sustain the process, and take actions necessary to eliminate roadblocks to progress and process improvement/excellence.

The leader that is primarily responsible for the planning and deployment of resources necessary for the implementation of the process. This person is not necessarily expert in the technical details of the process, but has adequate knowledge to provide oversight of the implementation at a detailed enough level to ensure compliance.

Elements Key Staffing

Subject Matter Expert (SME) An individual that supports the process owner by developing detailed business/technical information related to a specific process, and has technical expertise on the topic. Technical content within Procedures, Courseware, process Methods and audit criteria are generally provided by the subject matter expert. The SME would have a detailed understanding of the content of the procedures, manuals, technical documentation or training materials. SMEs are often required to sign off on the documents or training developed, checking it for accuracy. COPYRIGHT ÂŠ 2010 BOEING SHANGHAI AVIATION SERVICES CO., LTD.

Resource Analysis Analyze the requirement and the gap of each element. Identify element owners and needed resource. Make resource proposal (element owner) for each element. Champion Process Owner Subject Matter Expert (SME)

resource analysis

Organization proposal Proposal Action •

Merge EHS Staff with S&FP Staff and rename to Safety service.

•

Maintain headcount as is for now.

•

Select safety Services Leader. (leave this decision to CEO)

MRO accountable Mgr Safety committee

Safety service

Seattle Support

Security

Fire Prevention

26 Guards

1 Fire Prevention

1Security leader

supervisor (use guards for inspection)

Gate Guards, Camera surveillance, Monitor alarms, Lobby, Building Entrance, Badging, Hanger Security, Site Security, Rescue, Manage Security Contract

Fire Inspection Fire Prevention Emergency Mgmt Hot Work management

Environment & Health

Safety

1 Environmental health Eng. Nurse 1

1 Aviation Safety Eng 1 Occ. Safety Specialist 1.Safety specialist (in future)

Permits, Air, Community Noise, Waste Water, Hazardous Waste compliance, First Aid, Occ. Health Exam, Industrial Hygiene, Hazardous Material compliance,

SMS, High Risk Operations, PIT, Incident Investigation (SRB oversight,) Data Analysis, Machine Guarding, PPE program, Confined Space, Fall Protection, A/C Maintenance Safety,

Example—contract safety element preparation Resource (Hours )

Action

Gap

Sustaining

Pre-commissioning process (for facilities tools/ equipment).

50 h

100 h/year

Pre-work conference and checklist.

16 h

100 h/year

Orientation & training for contractor employees.

60 h

50 h/year

Detail implementation plan for this element.

16 h

0 h/year

Complete element internal audit protocol. (EHS& SMS).

16 h

8 h/year

Contractor surveillance

16 h

200 h/year

Gate review process—RFP,RFQ, Bid/spec design review.

100 h

400 h/year

Sourcing criteria and selection.

100 h

16 h/year

Contract safety handbook with templates.

80 h

8h/year

Establish contract terms & conditions.

20 h

8 h/year

Contract safety element master procedure.

40 h

8 h/year

Time Today

Example--Accident reporting, investigation and follow-up element preparation Resource (Hours ) Gap

Sustaining

Trend analysis and visibility (injury, property, error,.

50 h/year

Complete element internal audit protocol. (EHS& SMS)

16 h

0 h/year

16 h

0 h/year

60 h

60 h/year

40 h

8 h/year

Accident record file—32 h; 40 h/year

80 h 80 h 8h 32 h

160 h/year 160 h/year (10accident) 100 h/year 40 h/year

Learning experience form (Maintenance tip; safety bulletin)

16 h

40 h/year

Safety alert form (safety reminder)

16 h

80 h/year(20 accident)

Detail implementation plan for this element. Accident investigation curriculum. Accident report & investigation follow up master procedure.

Action

Accident reporting & investigation Accident report (Filled by reporter.) Accident investigation (Filled by accident investigation team.) Accident summary and closed up (Filled by EHS).

Time Today

Overall elements implementation plan

Safety Element Status Scorecard Process Consolidation Define

Measure

Analyze

Improve

Control

1. Establish Foundation

2. Define the Process

3.Establish Metrics to be standard

4. Determine Performance

5. Stabilize the Process

6. Set Improvement Goals

7. Develop Improvement Plans

8. Implement Improvements

Policy

Key Staff

11/4/08

7/6/09

High Risk Ops Incident Reporting PPE Ergo

Expected Cycle Time

03/27/09

5/19/09

11/4/08

7/09/09

W B

11/09

2 months

4 months

3 months

PST Approved Rev. 02-24-09

Step Definitions - Standardization  Establish team scope, RAA, deliverables, and membership. The measure of completion is development and approval of the standard team charter document.  Documentation of as-is process including customer, suppliers, inputs, outputs process activities, roles and tier zero process flow. Completion of this step is measured by development and approval of a process SIPOC and swim lane chart using the standard templates.  Identification and acknowledgement of key process portfolio elements including command media, process tools, systems, tools, forms, documents, training (curriculum) and other process specific items that are enablers for the deployment of the process. Proof of completion is the creation and approval of the process portfolio using the standard spreadsheet.  Inventory of all process portfolio and infrastructure items. Completion of the identification and count of portfolio items using the standard process spreadsheet will be used as documentation of this step.  Acknowledgement and documentation of the complete process portfolio. Completion of the process website will serve as documentation of completion of this step.  Identification of opportunities for consolidation and leaning out of the process portfolio elements. Completion of this step is documented through targeting of the specific portfolio items for consolidation, reduction and simplification with the number items being identified on the standard process spreadsheet.  Due dates, implementation plans, issues and roadblocks are identified for all key portfolio elements.  Portfolio standardization plans are tracked through completion. Documentation of completion of this step is actual completion, with completion dates identified, for all portfolio elements. COPYRIGHT © 2010 BOEING SHANGHAI AVIATION SERVICES CO., LTD.