6.2c Safety and Emergency Preparedness

Case Study

Note: This Case Study refers to specific OE21 surveys and tools (spreadsheets or docs). Please try the link(s) below to learn more about these surveys and tools:

 

6.2c Safety and Emergency Preparedness

 

Assumption: Assume that the (Elafino Sports Center) organization has implemented OE21 6.2c Safety and Emergency Preparedness process steps, with the following dialog, results, and outcomes:

The Elafino Operations Focus Team (OFT) conducted a meeting attended by the other focus team members. Mr. Iville Work (VP Operations) presented the meeting agenda.

The VP Operations Meeting Agenda included discussion of:

  • Legal/regulatory safety requirements (e.g., OSHA)

  • Commitment to safety-first

  • Prevention of accidents

  • Safety inspections

  • Safety issue root-cause analysis of failures

  • Recovery from accidents or other safety problems

 

The VP Operations opened the meeting with reasons to implement OE21 Guideline 6.2c Safety and Emergency Preparedness. He listed the following reasons:

 

  1. Elafino must meet OSHA requirements (it's the law)

  2. Our Risk Management implementation came up with a good starting list of serious risks:

    1. Visitors are falling on slippery floors

    2. Child offenders are getting into the Center

    3. Utilities are failing too often; melting the ice

    4. Crime is happening in the parking lots

    5. A Sports Center competitor has appeared

    6. The competitor is recruiting our key hockey and figure skating instructors

 

The VP Operations explained, "These risks are already being addressed, however after studying this OE21 Guideline, we see that we have more risks to add to our current risk management process."

 

The VP Operations showed this slide about additional risks not yet addressed:

  1. What if we have a serious hurricane or tornado that hits our Sports Center?

  2. What if we have a flood?

  3. What if we have a serious fire?

  4. What if we have an active shooter incident?

  5. What if we have a bomb threat?

 

The VP Operations then asked the CFO (Mr. Ben Magic) to stand up and present his slide about possible financial impacts of risks.

The CFO slide was created using the Business Impact Analysis Worksheet that was created by the Department of Homeland Security and downloaded from www.ready.gov/business.

Ben (CFO) pointed out that serious risks must be identified and managed (eliminated or mitigated) before any of the following negative impacts occur:

 

  1. Lost sales and income

  2. Negative cash flow resulting from delayed sales or income

  3. Increased expenses (e.g., overtime labor, outsourcing, expediting costs)

  4. Regulatory Fines

  5. Contractual penalties or loss of contractual bonuses

 

Next, the CFO presented a slide of the Business Impact Analysis Worksheet (Figure 6.2c-1)

Figure 6.2c-1 Business Impact Analysis Worksheet

Pointing to Figure 6.2c-1, the CFO explained, "The Business Impact Analysis Worksheet became more valuable the longer that I studied it."

 

The CFO continued, "I learned that it is important to identify the point in time when a risk leads to a business interruption. It is also important to consider that interruptions can have a greater impact at times when the Elafino Sports Center is very busy, and the stands are loaded with lots of people. The duration of the business interruption is also a key. How long will the business interruption continue?"

 

All the other focus team members seemed to understand what the CFO had to say, so Ben Magic took his seat, and Mr. Iville Work (VP Operations) took the floor again.

 

Mr. Work began, "I want you to know that Ann Happy, (VP Sales/Marketing) noticed that the Business Impact Analysis Workshop included customer dissatisfaction or defection, and she is strong on avoiding that risk."

 

Ann Happy gave a thumbs-up on that last remark.

Mr. Work continued, "Ann mentioned that our implementation of OE21 6.2b Cybersecurity practices was important after we had some hacker download our customer and prospect database."

 

Next, the VP Operations made a key point, "We should integrate these Business Impact Risks into our ACI-Risk Management tool, and just add them to the risks that we addressed in OE21 guideline 6.2d Innovation and Risk Management."

 

Without arguments, the focus teams agreed to add the risks listed as serious hurricanes or tornados, floods, fires, active shooters and bomb threats to the ACI-Risk Manager spreadsheet tool, and use that risk management tool to help manage, eliminate or mitigate these additional business interruption risks. The OFT agreed to take the lead on this effort. The LFT mentioned that the key tasks for this effort should be integrated into the Operations Excellence Action Plan. The OFT accepted this assignment.

 

Next, the VP Operations introduced the need for a good Safety Manual, "This OE21 Guideline 6.2c requires us to create a Safety Manual and the slide you see lists the suggested contents of this document."

The OE21 Guideline 6.2c suggests that before writing the Safety Manual, it is a good idea to seek and collect input from people directly involved in the work and work processes.

 

After that, a detailed review of historical safety incidents and assessment of current safety practices should be done. Then an analysis of all applicable legal and regulatory requirements for safety should be conducted.  

 

As a minimum, the Safety Manual includes these contents:

  • Corporate Safety Policy

  • Company Policies and Procedures related to safety

  • OSHA Inspection requirements and procedures

  • Housekeeping Program (keep the Center clean)

  • Hazard Communication Program

  • Personal Protective Equipment (PPE) Program

  • Stairway and Ladder Safety Program

  • Fall Protection Program

  • Equipment, Tools and Ground Fault Safety Program

  • Lockout/Tagout Program

  • Procedures for response to Fires and Floods

  • Procedures for Active Shooters (using Department of Homeland Security practices and documents)

  • Procedures for Storms (including hurricanes and tornados, and other major storms)

 

Next, Ms. Dee Benefito, (HR Manager) has something to say.

Ms. Benefito begins, "What impact will this new Safety Manual have on our workforce?"

 

Mr. Iville Work (VP Operations) responds, "Once the Safety Manual is completed and approved by the LFT, we plan to deploy the document to all workforce members directly involved in the work and work processes as well as those who may benefit from the general safety policies and procedures in the Safety Manual (e.g., stairways, fall protection, equipment (electrical and mechanical), hazardous facilities and materials or chemicals, etc.

 

Ms. Benefito asks, "Will there be a need for Safety Program Training?"

 

The CEO responds to Ms. Benefito, "Yes, we will ask both HR and the OFT to create the new Safety Training Program and conduct regular workforce member training workshops based on the Safety Manual."

 

The HR Manager answers the challenge, "So I think there will be a need for tests of workforce knowledge of the new Safety Manual, as well as the involvement of the workforce members directly involved in the safety-related procedures and instructions, right?"

 

The CEO answers, "Yes and that will be your job, Ms. Benefito, so please begin your planning and let me know what you think you will need regarding resources and budgets."

 

The HR Manager nodded her understanding and agreement.

 

The VP Operations took the floor again, "Our final effort will be Safety Inspections, which means our OFT will conduct regular inspections of all workspaces for detection of safety issues. Then we must take rapid and effective action to prevent safety-related accidents before they occur.

 

The CEO responded to the VP Operations, "If safety-related accidents do occur what should we do?"

 

The VP Operations responded, "We will initiate root-cause analysis of the accidents and the failures of equipment, facilities, vehicles or people that were involved. Then, based on the root-cause analysis, we may need to implement changes to the Safety Manual, following by additional workforce training.

 

The CEO wraps up the meeting, "Good work everyone, I think we are going to be a better organization and a lot more sustainable and less subject to risks after doing all this work."

 

At this point, the Elafino Sports Center focus teams went back to their jobs with a better attitude and a desire to stay engaged in this Organizational Excellence initiative.

Update Operations Excellence Action Plan - The Elafino OFT updated the Operations Excellence Action Plan to include additional projects tasks or other information necessary to meet the Security and Cybersecurity requirements and criteria specified in this OE21 6.2c Guideline  and in OE21 6.2b Management of Information Systems.The Leadership Focus Team (LFT) reviewed and approved these changes to the Operations Excellence Action Plan, and used the outputs of this Guideline to update the Strategy Plan.

Input Safety and Emergency Preparedness Metrics into Performance Measurement System (PMS) - The Elafino OFT used the PMS Operations Excellence Metrics and Trend Charts to select, input and track key measures for Safety and Emergency Preparedness including:

 

  • Extent of Safety Manual Completion and Deployment

  • Extent of Safety Program Implementation

  • Number of Safety Problems or Issues Detected 

  • Extent of Business Continuity Program Implementation

  • Cycle time of Safety or Emergency Incident (detection to recovery)

 

On a quarterly basis, the Elafino OFT continues to use the PMS to monitor trends in cybersecurity initiatives versus goals. The OFT implementes appropriate action to drive measures towards their goals. When goals are met, the OFT raises the goals higher, as appropriate.

Figure 6.2c-3 is an example Trend Chart and Action Plan for Number of Safety Problems Detected

Figure 6.2c-3 Trend Chart and Action Plan for Number of Safety Problems Detected (example) 

Figure 6.2c-3 Trend Chart and Action Plan for Number of Safety Problems Detected

The Elafino LFT (IT Manager) published the 6.2a Process Efficiency and Effectiveness output results on the Elafino INTRANET, and notified all focus teams and managers of these updates.