This session is
designed to help managers and supervisors of self-insured organizations
understand the financial aspects of an effective safety and injury management
process, and see the critical relationship to the bottom line results for which
they are held accountable. The
session employs a number of examples and participant exercises, which
demonstrate the financial, operational, and legal impacts of failing to
effectively manage organizational L.O.S.S.
Participants work through an industry specific Profit and Loss statement
which clarifies the difference between top money and bottom money, and
identifies the difference between expenses (dollars expended to attain value)
and costs (dollars expended to LOSS, no value returned).
The exercise demonstrates how effective safety and loss mitigation
efforts can move top dollars directly to the bottom line significantly impacting
margin and adding substantial shareholder worth to the organization via the
magic of the multiple (P/E ratio). This
session provides the often missing link between the value of safety to the
productivity equation i.e. why it makes good financial (dollars) and sense to
build safety into operational processes.
This facilitation
and assessment identifies the current level of loss management capability in an
organization and identifies discords in important risk management philosophies.
The session explores key loss management concepts, and employs the
Organizational IQ Test published in the November, 1999 Occupational
Hazards cover article of the same name.
This session tests the organization’s knowledge, perceptions and
beliefs about four issues critical to an effective risk management program:
managing loss cost, regulatory compliance, accident prevention strategies and
injury management policies and practices. The Loss Management IQ Test can be
administered by organizational level or by functional specialty, thereby
quantifying an organization’s loss management strengths and weaknesses, and
identifying its opportunities for improved results. How do you think your
organization would score?
R.O.E. has taken on
new meaning to the insurance industry in general, and the underwriting function
in specific. It’s no longer just
a cold impersonal number that defines an outcome---it’s now an up close and
personal reality that decides our future! To
achieve success under this new metric, Underwriting and Loss Control must
embrace a new understanding of the true drivers of loss potential in a business…the
elements of risk that exist beyond safety programs.
They must partner to more effectively employ the last remaining
underwriting tool of success… (Hint: it’s not coverage; and it’s not
pricing). This presentation
explores this last remaining key to success…(guessed it yet?)
The session starts
out with a round of Risk Management Jeopardy, which frames the realities of
today’s heightened buyer expectations. It then highlights current industry trends and responses,
which underscore a need to act, now…in new and different ways.
As Einstein once said: “The thinking that gets one out of trouble, must
be far different than that which got them into it in the first place.”
Hmmm…advice ignored in the industry for decades!
We continue to duped by the myth-conceptions (assumptions of traditional
safety) which perpetuate mediocrity cycle after cycle.
As the Quality field, for decades, ignored the insights of Dr. Deming, so
to has the safety discipline ignored the solution put forth by D. A. Weaver over
forty years ago. A solution based
on this premise: “Safety is nothing more than a by-product of doing things
right!” The key to excellence in
safety is excellence of management. If
we need a better set of predictors for assessing loss potential, we need to look
beyond programs (what safety is), to values-practices- organization and process-
(what managers do).
The core of this
session explores these issues and constructs a Safety Excellence Model, which
identifies the seven critical elements of operational excellence and visualizes
how these align to impact performance and drive results.
Thirty questions and site probes are introduced as qualifiers and
quantifiers, which may be used as a predictive tool.
A new… (OK, ready to be discovered) criteria for underwriting success.
“When it comes
to accident costs, there’s no accounting for them!”
Unfortunately, this
is an all to true reality in many organizations. Significant expenses get buried in overhead, don’t
get measured, never get managed, and as a consequence, become substantial drains
on corporate profitability. In
spite of Peter Drucker’s, contention that management’s one responsibility is
not the maximization of profits, but rather the minimization loss, most managers
remain uninformed and uninvolved in managing the workers compensation loss drain
in their organizations.
Huge
opportunities to add value to the business are being missed! To line managers, workers compensation costs are often
seen as magic bucks; a gift from the friendly folks in the finance department!
This session addresses the cause and effect relationship between an
organization’s ability to manage its workers compensation injury losses…and
the impact on productivity and profitability.
The presentation explains the common types of insurance plans, the
loss-cost relationships upon which they’re structured, and the loss responsive
pricing principles that a manager must understand to effectively minimize costs.
A workshop entitled As I See it, aids participants in quantifying the
financial impact that operational SNAFUS (including accidents and injuries) have
on their productivity. Exploration
of an industry P&L statement takes participants on a journey from top money
to bottom money, with stops along the way to see how managing middle money (loss
costs) can significantly add margin and create new value for the organization.
An organization’s
leadership skills and management practices offer tremendous opportunity for
shaping positive employee attitudes and behaviors, which can lead to
significantly lower workers, compensation costs.
Unfortunately, positive human resource practices are frequently usedless
by supervisors and front line managers in the workplace.
Instead autocratic, I say; you do policies and practices prevail, which
fuel them Vs us relationships, fear, distrust, and the emergence of an
adversarial workers compensation system i.e. The Legal Way of managing workers
compensation costs. This
presentation proposes a more cost-effective way to manage injuries and minimize
loss costs in the workplace. The
session presents twelve proactive leadership practices, which form the Unlegal
Way to strengthen workplace relationships and slash workers compensation costs. This presentation is based on the June 1997 Professional
Safety article by the same name.
This facilitation
employs a custom designed business process model to identify the various
operational risks facing an organization. This process diagram helps participants visualize how
the Operations process (manufacturing or service), Management process (policies,
roles and responsibilities), and Safety process (physical controls and
safeguards) must be aligned and integrated to minimize loss, and optimize
operational efficiencies and margin opportunities in a business.
A comprehensive set of multi-functional risk/exposure questions is
presented to help participants identify, quantify and appraise exposures in
their operations, and build an integrated risk management process to minimize
risk of loss.
This presentation
discusses the positive impact that progressive injury management policies and
practices have on minimizing workers compensation lost time and disability
costs, and thereby improving operational results.
This session
explores the need to move from accident investigation which emphasizes proximate
cause- (fault based) to incident analysis which emphasizes discovery of root
cause (fact based).
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