AuDN4T

I’m struggling a bit. Why did the org say I’m a key employee in the contract? That feels like a strong word or term to use?

Reflecting on org structures – you realize how inefficient they are when people game processes. Are they truly using them how they were built or just trying to add a notch on their belt? Are they truly good Kaizen leaders or people who managed to get enough Kaizen projects? I’m not sure but from experience it felt like people were just trying to get that notch on their belt.

It is a bit ironic that an org will try to implement lean, GEMBA, RCA, Kaizen but not really know how to implement or utilize them.

• GEMBA walks being used interchangeably as monthly inspections; GEMBA being completely misinterpreted;
• 5S is a quick online training but not actually followed;
• RCA – again no thorough process in training – many will not know how to utilize RCA completely. PEMEP is a best practice to add onto RCA;
• Kaizen – there have been a couple of projects where the necessary stakeholders were never included and compliance issues were potentially missed;
• CIPs – topics that stakeholders need to be looped into are not; managers don’t know and don’t think to steer workers to the necessary stakeholders – the idea of CIPs can be missed and waste of time
• Lean is talked about but at times it feels like leaders use it as an excuse to get out of tasks or duties they should be performing – thinking about a QC RC leader

It feels like someone decided to slap on these different processes but never really structured them properly and their implementation became a Frankenstein of sorts.

Bringing in a HSE consultant is smart, but I think it’s also important to have people with HSE backgrounds to try to lead further. The unstructured complex vision gets messy. Having no global voice talking about safety send a message that it’s not there. Trying to implement safety committees gets confusing because of local legislation on JHSC. I’d prefer to have JHSCs for those different departments in each country but have a structured global format on HSE with stats and programs that then get further reported to each regional GM. But it is on the GM to talk about HSE with their workers. They, along with their leadership are responsible to report to their workers on HSE in their region… with transparency. If PPE purchases are taking forever to get through, they respond why. They make the shots they should have to respond to this. They talk about incidents that have occurred (keeping the worker anonymous). Incident shares would have to be shared globally ensuring all can learn from them… even if there were differences in processes… there’s something to learn from them.