Organizational Assessment Content
I. Assessment Overview and Scope
- The process and purpose
- The scope
- The “rules of engagement”
- Interview Chart (number and types of employees interviewed)
II. Organizational Information
What we learned about your challenges, culture and how you operate
III. Positive Features
Features/elements of the approach that can stand on their own
IV. Factory Hazards/Risks (primarily safety focused) – photos if allowed
These are presented to illustrate the result of operational and systemic issues and are not meant to represent a full assessment of compliance or risk. They include:
- Significant Hazards/Risks
- Ineffective or nonexistent controls
- General condition of the operation/area
- Actions of people
V. Programmatic Gaps (where safety programs are not in place or not effectively functioning)
These are presented to illustrate the result of operational and systemic issues and are not meant to represent a full assessment of compliance or risk. Issues are prioritized by risk and may include:
- Energy control, electrical hazards, confined spaces, fall exposure and machine hazards, etc. Conditions and behaviors around these controls and why they exist.
VI. H&S Management System Findings
Broken out by system elements. Examples of areas where issues are typical found:
- Where safety fits in the decision-making process
- How H&S performance is measured
- Where H&S ownership lies
- Level of employee engagement and ownership in H&S
- Role of the H&S Professional – where/how they fit in the business
- Role of Functional Leaders
- Role of Line Managers and Supervisors
- Predictive capacity vs. responding to events
- Overall use and effectiveness of the Management System
- Hazard/Risk assessment and risk management
- Effectiveness of audits
- Effectiveness of causal analysis
- Effectiveness of training
VII. Operational Factors
Focused on the operational (e.g., plant, construction site, service area) dynamic. Typical examples include:
- Leader style and effectiveness
- Business decision-making
- Supervisory capacity (quantity, decision-making, knowledge, experience, etc.)
- Level of functional integration and teaming
- Facility planning/layout – space constraints
- Old/outdated equipment, run to failure and preventive/predictive maintenance
- No formal or poor respect for Standard Work – e.g., employee “freelancing” (Operational Discipline)
- Present operational mode – Reactive vs. Proactive
- Process efficiency and reliability
- Maintenance approach and effectiveness
- Quality issues/causes
- Customer satisfaction issues/causes
- Employee engagement and involvement
- Union/Management relationship
VIII. Organizational Factors
The attributes of the organization that impact decision-making – from Corporate, Business Unit and down through the operation.
- Corporate culture and values expressed and inferred
- Expressed and inferred priorities
- Corporate goals and imperatives
- How the Corporation measures and manages H&S
- How leaders are measured and held accountable
- The process and results of Corporate and Business Unit leader decisions
- History of the operation/business
- Impact of external factors (regulators, customers, neighbors, Wall Street, etc.)
- Functional coordination at the Corporate and Business Unit level and its impact on operation management (especially first line supervisors)
IX. Recommendations
Broken out by the areas outlined above. Focused on holistic business solutions rather than H&S-specific fixes.
- Examples include process improvements that eliminate hazards, creating employee engagement, building the capacity of managers and supervisors, repairing Union/management impasses using safety as a common ground and using common risk ranking/communication tools to eliminate incorrect perceptions regarding safety value.
X. Q&A
- Questions are welcome through the presentation.
- Time will be left at the end to assist with understanding the major points and action planning.