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Introduction to Total Loss Control

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Introduction to Total Loss

Introduction to Total Loss

Control

Control

S MUCHEMEDZI

(2)

Training objectives

Training objectives

w

w Define total loss controlDefine total loss control

w

w Explain the evolution of loss controlExplain the evolution of loss control

w

w Explain the domino sequence theoryExplain the domino sequence theory

w

w Accident ratiosAccident ratios

w

w Analyse loss producing events- IcebergAnalyse loss producing events- Iceberg

theory

theory

w

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Total loss control defined

w The application of professional management

techniques through programmed activities directed at the prevention / reduction of   pure risks of business

w Systems for dealing with all business losses

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Evolution of loss control

w Injury prevention

w Total accident control w Total loss control

(5)

1. Injury prevention

w Concerned with the humanitarian aspects of 

employee safety and compensation

w legislation on health and safety and

compensation

w The care for one another baring in mind the

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Total damage control

w Developed after the injury prevention had

failed to prevent all accidents in the 1950s

w Increased awareness of losses not only

arising from injuries but from damage to materials/ equipment and machinery

w Programme covered all accidents,

 personnel injury, damage to facilities, & materials

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Total loss control

w Accident control failed to reduce business

costs as it only concentrated on accidents and not operational systems deficiencies.

w There was then need to develop programmes

that were responsive to all areas where losses could be realised and provide

mitigatory systems

w New business initiatives by Loss Gurus gave

the birth of TOTAL LOSS CONTROL

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Total loss control

cont---- Concepts covered under TLC include

w

w Off the job safety...why off the job ??

w Shrinkage , theft, burglary, vandalism... How, how much??? w Fire related losses,.. How many , @ what costs??

w General liability claims... What are they , what impacts ??? w Absenteeism costs... How is business affected, how much? w On the job illness... How many, what are causes & impacts? w Family injuries/illness.. . Do they affect business, how , much? w Drug and alcohol abuse... Is it business risks, how much??

w Environmental liabilities... Impacts, future costs???

w Product liabilities... What are risks, how much , impacts?? w Reputational liabilities... Is it real, @what cost???

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Domino sequence in accident

causation

B a sic c a u se s L a c k o f m a n a g e m e n t c o n tr o l Im m e d ia te c a u se s In c id e n t/a c c id e n t I n j u r y / d a m a g e / b u s i n e s s i n t e r r u p t i o n L o ss

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Domino 1. Lack of management

control

w lack of policies

w Lack of / or goals not clear 

w Lack of effective delegation of authority,

responsibility and accountability

w Lack of programmes/systems w No rules and regulations

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Domino 2.Basic causes

Personal

factors-w Inadequate physical/ mental capabilities w Occupational hazards

w Lack of skill, knowledge, and attitudes w Improper development

Job factors

w Inadequate leadership w Inadequate engineering

w Inadequate work standards w Inadequate purchasing

w Wear and tear 

How much do we know th How much do we spend o

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Unsafe Conditions 4%

96%

Unsafe Acts

“All things are hidden,remain obscure, and debatable if the

cause of the phenomena be unknown, but everything is clear if  this cause be known”- Louis Pastuer

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Domino 3. Immediate causes

Cont...

w Substandard Acts- violation of an accepted

safe procedure which may lead to an accident

 E.g. Failure to follow procedure etc

w Substandard Condition- hazardous

environments which could directly permit the occurrence of an accident

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Domino 4. Incidents/accidents

w Substandard practices add substandard

conditions will always they result in incidents and accidents

w The resultant outcome is substandard acts x

substandard acts = injury

 = death

 = property damage/

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30

300

Fatality

Lost Time, Restricted Duty Medical Treatment

First Aid Near misses

R e-a ct iv e In ci d en t in v es ti gati o n 1 3,000 Unsafe Conditions

Unsafe Acts Hazards Risks P ro -act iv e 30,000

ACCIDENT RATIOS

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Domino 6. Loss Iceberg theory

SEA LEVEL

DIRECT COST [$ 1-5][ INSURED]

•Medical cost •Compensation costs INDIRECT COSTS [$5-50] [UNINSURED] •Building damage •Damaged tools/equipment/products •Production delays/interruptions •Training of replacements

•Fines and other costs etc

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BUILDING A TLC CULTURE MISSION /VISION PROCESS VALUES

BEHAVIOUR 

RESULTS Business Excellency

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 P   R O F   I  T 

COMPANY

VISION

&MISSION

Vision Vision Mission Mission rategic objectives rategic objectives Values Values Tasks Tasks & & FATALITIESATALITIES INJURIESNJURIES EXCELLENCEXCELLENCE ACCIDENTS ACCIDENTS INCIDENTS INCIDENTS SUBSTANDARD PERFORMANCE SUBSTANDARD PERFORMANCE

Behaviour

Behaviour

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WAY TO GOAL ATTAINMENT

A “zero mindset” culture

takes a step change in beliefs

 

 We cant solve a problem

by using the same

mentality we used for creating it. (Albert Einstein)

OTHERWISE- “If you do what you’ve always done, you’ll always get what you always got!” (W Edwards Deming)

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Paradigm Shift in Belief systems

Drive towards excellence!

Zero injuries Zero spills.

Zero wrong financial transactions. Zero …..

When we do not

manage , things are bound to go wrong and accidents

happen.

Accidents are caused. Safety performance can

be managed.

(25)

Paradigm Shift in Belief systems

Understand root causes!

Of accidents.

Of productivity problems. Of complaints

Of motivation & commitment Fatalities and

serious injuries are investigated

because it is

required by law.

All accidents and

incidents are

investigated because we want to learn from them.

(26)

Paradigm Shift in Belief systems

Focus on people!

 Learning organizations.

 Tap the capabilities of all employees.  Empower people

 Competitive urge is built on human

capital…….. Employees must be supervised so that they comply. Employees must be educated and empowered so that they perform effectively & efficiently.

(27)

Paradigm Shift in Belief systems

From reaction to prevention!

Initiative, innovative Operational discipline

Personal responsibility and commitment……….

SHE performance is a question of luck.

Safety performance can be managed

and results are attainable

(28)

Total Loss Control Programmes

fundamentals

Based on

n  business commitment to succeed (POLICIES) n effective sustainable teamwork 

n Equipment and human capital value

n quality of working life for staff members n sustainable business growth

 Mosaic leadership philosophy and business

(29)

Advantages of TLC

w Uses the dollar to motivate decisions

w Instils equipment and human resources value

awareness

w Better machine, equipment, and human resource

utilisation

w Reduced labour cost, absenteeism and turnover  w Increased profits

References

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