Friday, May 24, 2024

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After a review two different accidents. Both of these accidents occurred on a well known US Rail system suffering fatal major losses and loss costs at railroad crossings. They were caused by critical tasks that were normally thought to be routine tasks and never identified as critical until after the accident.

All occupations, operational tasks, and maintenance tasks must have a Task and Critical Task Breakdown Analysis and Observation System. This must be accomplished to support and benefit the financial stability of the entity, for the safety of the individual performing the task and those affected who may be in the area of it's performance, within the process, up and down the supply chain, system, and the safety of the existing local community and beyond.

ORGANIZATIONAL MANAGEMENT

CAN YOU LET CRITICAL ITEMS TO CHANCE???

Regardless of the business, organization, entity, if we're discussing Critical Tasks, Critical Parts, Critical Equipment, Critical Process, Critical Standards, etc., when they fail, there can be major loss. So, if they are not identified, listed, inspected, observed, evaluated, analyzed, maintained and controlled in your business or organization, on a pre-planned schedule; there is good indication and chance that a major event will occur with major loss and loss cost. So time is Ticking... Will, and can you afford to take that chance?

Global Loss Control can assist you with this professional loss control management program element. Do to system complexity Job, Task, Critical Task Analysis is different than Job Safety Analysis

nickb@globallosscontrol.com

CRITICAL AND MOC

ARE SYNONYMOUS

©Dominic J. Brignola, Jr. GLC, Inc.

EXPERT CONSULTING AND OPINION Dominic J. Brignola, Jr. F.A.C.F.E., C.S.E., A.S.A.

https://globallosscontrol.com

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EXPERT OPINION AND CONSULTING

IMPORTANCE OF LOSS CONTROL MANAGEMENT AFFECTING LOSS COSTS AND PROFITABILITY

https://globallosscontrol.com

djbrignola@rcn.com

1-484-239-4436

Here is a great example by the President of a major oil company who has a profound respect for Loss Control Management working to affect injury and illness prevention of employees, as well as all other loss cost that can affect the organizations bottom line profitability.

THE DIFFERENCE MAY BE IN LOSS CONTROL MANAGEMENT

Nick Brignola 484-239-4436

Virtual or on site Consulting

https://globallosscontrol.com

AS I HAVE QUOTED AT VARIOUS TIMES "QUALITY WAS DEVELOPED FOR PRODUCT INTEGRITY - WHILE LOSS CONTROL WAS DEVELOPED FOR ALL LOSS PREVENTION AND LOSS COST REDUCTION INCLUDING PRODUCT QUALITY ASSURANCE."

I have read recently that some Quality Associations are advising against training in Six Sigma, are not supporting the use of Six Sigma as an improvement methodology and are saying in their opinion, straight Six Sigma training programs today suffer from too many of the errors and are excessively complex. (That may not be the underlying cause of the program or system failure.

Their view is, Six Sigma was a Continuous Improvement (CI) program developed by engineer Bill Smith of Motorola in the 1980′s. He took the Quality and CI approaches of the day Deming and Crosby and adapted them for the particular conditions and circumstances in which Motorola found itself. Bill Smith’s original intention in creating Six Sigma was to simplify existing CI approaches. This will strike anyone familiar with what is now called Six Sigma, with all its structured complexity, as more than a little ironic.
As conceived by Bill Smith, Six Sigma did not have various belts nor a preoccupation with cost reduction as it does today. These were later additions provided by Mikel Harry, a Motorola Vice -President responsible for deploying Six Sigma across Motorola, and who later founded the Six Sigma Academy — a consulting practice dedicated to promoting Six Sigma. The almost singular focus on cost savings promoted by Six Sigma practitioners today, is nothing less than a perversion of Bill Smith’s original conception of Six Sigma.
The point here, is that what was supposed to be a simplified approach to CI, has evolved into a technically complex and confusing monster designed as much for generating consulting fees as anything else. Worse, this evolution has seen fundamental errors in statistical method arise in the Six Sigma programs as promoted by a number of vendors. This is an intolerable situation for a methodology supposedly built on a foundation of sound statistical practice. Unfortunately, most organizations using Six Sigma are finding themselves engaging in statistical nonsense that masquerades as science or sound CI. Personally, I believe it may be a lack of leadership, improper emphasis, and lack of continued commitment.

I would agree with this logic. When managing a (PC&S) Property Conservation, Safety, Health, Security and Environmental Department at a major Division for Grand Metropolitan, LLP. Organizational Loss Control Management was the base for managing loss in utilization of the Int'l Safety Rating System (ISRS) auditing methodology and 22 system elements and sub-elements. Management realized that loss and loss cost management required a balanced approach in protecting the human asset and the physical assets , which were equally important. That is why they chose to use ISRS Organizational Loss Control Management Auditing System on a quarterly basis internally, along with the use of (QFIT© DJBrignolaTeams as I call them today), then called Quality Circles, of the Crosby Quality Era. Later, ©loss control quality improvement teams ©LCQIT looked at process control using SPC and other real time production Statistical Process Control Methodology, by brain storming, monitoring charts within each operating department on each shift, reporting on Operating Loss Control Incidents: (Physical Asset Loss) Reporting Downtime, Process, Equipment, Structure Damage, Materials and Product Damage and Spoilage, Customer Complaints, etc., as well as Injury Accidents that may have occurred with these incidents. Several Capital Projects were thought out by the teams, incubated, and presented to plant and executive management. Short term items were completed immediately, while larger improvement projects having a three year payback were worked on and made part of the capital budget. Also, as with every capital engineering and maintenance project over $5,000, they all had to be reviewed by supporting specialists, engineering, operations, maintenance, safety, health, environmental and quality professionals, as mandated by the CEO and by the PC& S Department, and quarterly, the ISRS Engineering Controls Element Coordinator was required to audit all project engineering and maintenance records to verify that each project was reviewed for hazards and exposures, as they related to; Product Quality, Fire Protection Suppression and Engineering, Boiler Machinery and Energy Impact, Engineering (to FM Standards),Employee Health and Safety and Ergonomics and Industrial Hygiene exposures, as related to occupations, tasks and critical tasks during and after the project as the project was completed and on line.

Incidents /Accidents reports were sent to the Property Conservation and Safety Manager (PCS Mgr.) who also was the Coordinator of the Quality Improvement Teams, as a requirement by the VP of Operations, and General Manager of all Plant Managers. Those reports and charts were analyzed for trends, and findings were reported at weekly staff meetings, unless a significant change was identified, where as the General Manager was notified immediately. The GM would then contact the appropriate staff individual for controlled managed resolution, prevention of recurrence, and a scheduled follow up to be reported to the GM within the next business day or staff meeting whichever came first.

It has been written that in 2005 a company having had one of the largest fire and explosion losses of human and physical assets to date in the US... after their many evaluations, selected the Six Sigma program to assist in their re-organizational management effort. However, what they and the many experts and professionals may have failed to realize with that selection, is that profit improvement without built in professional, top down leadership supported Loss Control Management at it's core, is flawed, especially with systems using lean, as the jargon of choice. That same company a few years later had another incident, which was called the largest human, physical, and environmental disaster of modern times in the US. That loss to date is approaching $40 Billion. Thus, if they are a 10% profit margin company they will need to boost their gross sales and profitability substantially to make up for the net raw bottom line loss. You get the picture. I would think by now they have. As the saying goes "The Devil is in the Detail."

The ISRS like Six Sigma, and others are great systems... However, without continuous unbiased leadership, required ongoing management, employee training from the top down, the ongoing budgeting, personnel for systems support, and without scheduled periodic unbiased auditing of each element of the system and process, that must include, continued recommendations for improvement, continuous feedback, communication, training to include effected employees and management at all levels... This system must be ingrained without interruption, regardless of management changes from the CEO on down throughout the ranks of management, union or nonunion workers... If not! The system is destined to fail.

I have learned through many years of management ISRS systems management unbiased program systems auditing of the ISRS in working with Unions and Nonunion environments that it not about the profit, efficiency, quality, standards, it's about the people who work with your product or service regardless of for profit or nonprofit. If they who work for you fully understand your real objectives and goals of the system your business, product, or service your people will reward your enterprise with excellence in good and bad economic times.

A CLOSER LOOK AT CRITICAL TASK AND HIGH POTENTIAL INCIDENT

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Nick Brignola 1-484-239-4436 Virtual or on site Consulting

THE IMPORTANCE OF TASK - CRITICAL TASK ANALSYS

WHAT HAS HAPPENED CAN HAPPEN

The importance of Critical and Non-Routine Tasks when not developed through a task and critical task analysis, these tasks may lack specific skills training and a formal job or task observation and re-training system, as needed. Thus, not able to uncover necessary PPE, inefficiency, poor quality, health, safety, environmental, as well as missed identification of property damage versus normal wear of operating equipment, materials, wastes, etc. Also, operating procedures for a specific occupation may not contain necessary identified risks, hazards, and or exposures for various tasks to the employee, operating area, the occupational-specific operating process, equipment, and supply chain area.

A solution is the list of occupations within an operating organization the tasks, critical tasks, and non-routine tasks must be developed within a team approach to include those that may specifically impact the occupation and the tasks that are performed. These individuals may include foremen, crew lead, control room operator, maintenance, specific engineers, and key process engineers.

Formal task analysis when developed as listed above, occupational procedures within an operating area are more efficient, and the steps developed within the task analysis lends itself to a formal Task Observation system to be utilized by a foreman, crew chief, or lead to verify if the tasks are being performed as intended for the efficiency, quality, health, and safety, etc.

LOSS CONTROL SYSTEMS MANAGEMENT AND AUDITING

LOSS CONTROL SYSTEMS MANAGEMENT AND AUDITING

WHY YOUR BUSINESS MUST "CONTROL LOSS“ -

Losses occur because of a broad spectrum of causes and root causes. When a loss does occur people, property, profits and the overall business or entity suffers direct and indirect loss, causing a domino effect of poor efficiency, quality, reliability, unplanned costs and problems with morale, leaving fertile ground for future incidents and accidents. We assist business and organizations with the reduction of losses and the potential for loss so they reach and exceed their objectives/goals in running the business more consistently, efficiently and effectively, With each loss an organization or business must increase sales or revenue and increase costs to make up for the loss and set up in-house Operational Controls to reduce loss so they do not severely impact planned profit margins. In product manufacturing, research and development, construction projects, most project margins are tight. Thus, each accidental loss regarding people, property, equipment, materials, product. environment and customer or regulatory compliance issues, impacts the company or project bottom line profitability expectation.

It's time for your Organization or Company Management and Employees to decide how to capitalize on the experience, knowledge of Global Loss Control in assisting in identifying risks, controlling losses, reducing the potential for loss and adding value and profitability to your business. Like anything in business and life, knowledge, experience and results count and this is especially true in the complex field of Loss Control and performance measurement of program implementation. We have the professional loss control management tools necessary to control the variety of predictive loss scenarios and accidental losses that most companies encounter in business everyday and this is where Loss Control Management Auditing can assist.

" Each and every loss a business sustains decreases profitability, its profit margins, and can have a finical impact on insurance premiums. The various Loss Control Services and Audit Systems we offer are in areas that can assist your business organization in reducing loss through identification of hazards and exposures, maintaining or exceeding compliance, and show you how to decrease your (EMR) Experience Modification Rate...