Continual Improvement & KPI's (Key Performance Indicators) - ISO 14001

[maxman]

Hi, I use the standard 'Improvement Plan' for continual progress which holds significant aspects, audit non-conformances, employee suggestions, incidents and preventative measures etc which is fine.

The thing is, I now have to develop KPI's for the 31 sites I am responsible for in the UK. Does anyone know of any quantifiable Inputs and Measures other than Training, audits results etc?.

I have so far put things like Legislation as an Input with the Measure being environmental compliance however, if a site has breached legislation for some reason i.e. sent a consignment of hazardous waste but haven't completed the associated paperwork correctly - the last thing they will do is admit it to me!.

I just don't know how to quantifiably measure KPI's that I know will be accurate and when I only get to audit each site on an 18 month cycle it is difficult to build relationships with all the employees. Any suggestions please??

 

[Neil V.]

Re: 14001 - Continual Improvement & KPI's

Does anyone know of any quantifiable Inputs and Measures other than Training, audits results etc?.

First thing I notice: have you identified your Aspects, their Impacts, and their overall Significance? I believe your objectives and metrics should be based off these.

 

[maxman]

Re: 14001 - Continual Improvement & KPI's

Thanks; I have identified my significant aspects which are mainly CO2 from fleet vehicles, Use of diesel, gas, electric, transportation and disposal of waste and waste incineration.

All of the above I find difficult to use as KPIs as they are all linked to productivity and the size of each site - therefore I cannot draw up a comparative between all 31 sites.

I gave training as a good example as I have issued CDs to each site with a follow up questionnaire - the higher the percentage score for each site would be a measure of their performance.

 

[Neil V.]

Re: 14001 - Continual Improvement & KPI's

Hopefully some of the more experienced members will weigh in on this and either clean up what i've said or give a more concise answer, but heres my take...

Thanks; I have identified my significant aspects which are mainly CO2 from fleet vehicles, Use of diesel, gas, electric, transportation and disposal of waste and waste incineration.

Since you know your significant aspects you should be able to set your objectives and targets. For example, fuel is a natural resource (oil). The less you use the better it is for the environment (less nat. resource depletion, less air pollution from refining process, less air pollution from transportation, etc.). You could look at increasing the km/liter average per vehicle by 10 km. You could achieve this by performing more frequent maintenance (checking things like tire pressure, air filters, etc.).

All of the above I find difficult to use as KPIs as they are all linked to productivity and the size of each site - therefore I cannot draw up a comparative between all 31 sites.

I can relate to the trouble in measuring something when related to productivity, however, there are ways to do it. Might have to get a little creative. Why do you suggest comparing each site to one another? I would think you are looking to improve as a whole, not just one site versus another. Is it feasible to benchmark each individually and set an improvement metric for each? Also, can't each site keep their own records. 18 months is a pretty long time to do a follow up...

I gave training as a good example as I have issued CDs to each site with a follow up questionnaire - the higher the percentage score for each site would be a measure of their performance.

Training, though good, doesn't translate into performance. What you've done here is addressed 4.4.2 Competence, Training, and Awareness to at least some extent.

 

[maxman]

Re: Continual Improvement & KPI's - ISO 14001

Hi,

Take fuel as you have mentioned, this significant aspect has been taken into consideration regarding resource depletion, VOC to air etc via the aspects register - it isn't one of our objectives and targets as we have already mitigated this by the introduction of trackers so that vehicles stick to the speed limit.

I have mitigated all significant aspects but they will always remain significant whatever we do.

I have to compare each site with one another as this is just one division of the company; we have 11 in total and to do this individually would stress me out completely!. If you say there are ways of doing it by being a little creative - I have pretty much exhausted all avenues and am at a loss

When I mentioned training, don't you think that an increase of 4.4.2 for employees would translate into some sort of respective increase in performance at all. It satisfies the standard as little training has been implemented yet so I thought is would have been of benefit.

At the end of the day, what I want is a traffic light system that adddress's as many of the core mandatory elements in order to show at management reviews, who needs to pull their weight and also to comment those who have done well.

 

[Neil V.]

Agreed, if you've really done all you can to reduce/eliminate the negative impact of a particular significant aspect then it's time to move on.

I'm still not convinced of the training/performance relationship, unless you are only talking about measuring performance of how they did on the questionaire? I'm not saying there is no relationship, but IMO you don't want to make that assumption based on a questionaire score. I'm not sure what the training video covered, but say it was chemical handling. I would look at the number of injuries from improper handling or dollars spent in cleanup. Maybe then i'd go back and see if there were any correlations between the two, scores vs. shortcomings. And I would do these things only if you and the other Management Review folks think it worthwhile.

..what I want is a traffic light system that adddress's as many of the core mandatory elements in order to show at management reviews..

Sounds good, not sure what you mean by 'core mandatory elements' though. This seems to stray from the KPI's you were looking for advice on initially. As a company you determine what KPI's to track based off your business and things like your env. policy and significant aspects. 'Elements' (if you are referring to the ISO 14001 guidebook) would be things like document control, corrective action, determination of aspects, etc. Based on your original post I think you understand this. Just mentioning for clarity's sake...

 

[ralphsulser]

Here are some things we do and track. This is a copy of the minutes from a monthly meeting by EHS Manager and team


Our Company Name
Joint Environmental, Health and Safety Committee Meeting
Wednesday, March 25th, 2009

Members:– EHS Manager/ EMS Coordinator
- Human Resources Manager
– QC Manager-
- Assembly-
– Heat Treat Team Leader
– Safety Coordinator
– Heat Treat sr. Manager

1. All scheduled 2008 audits were completed.
2. Missing emergency evacuation map has been replaced at dock door exit.
3. Drain holes were made in the Hot Forging slug carts in order to allow the lube to drain back into the forge pit and prevent the lube from being transferred to the steel recycling container.
4. There was one recordable in the first quarter of 2009. Although we are trying to reduce all accidents, this is still a major improvement from the first quarter in 2008.
5. Currently we have recycled approximately 900 gallons of coolant and water mixture from the automotive lathing area; this represents $495.00 savings in waste hauling charges thus far. There will also be a savings in the reduction of new product needed to maintain the quality of the coolant, but has not been determined yet.
6. Tool and Die will replace EDM 244 with Crystal Bright EDM fluid; a new environmentally friendly fluid which will also reduces cost by $568.21 per barrel.
7. Press #1 pit will be steam cleaned by the Hot Forging associates and Safety Kleen will be on site to vacuum out the waste.
8. The MSDS file in the front break room has been updated also there is a new electronic version of the MSDS sheets which includes the chemicals that are no longer used at MSC.
9. The first 2009 quarterly fire sprinkler inspection has been completed without any problems.
10. Environmental charts were updated with the February data and posted on the EHS communication board.
11. The vendor will send a truck in March to pick up the Used Oil for recycling.
12. The ISO 14001, Re-Certification audit was completed without receiving any non-conformances.
13. We currently recycle used oil, metal, wood pallets, batteries, light bulbs, cardboard, plastic, office paper, aluminum cans, printer cartridges and electronic equipment and we are still looking for more ways to continue improvements in environmental responsibility.

Agenda for Next Meeting scheduled for 04-24-09:
1. Review old business
2. New Business
3. Recommendations
4. Correspondence/

Thank You,

The man
Environmental, Health and Safety Manager

 

[Neil V.]

That's an impressive write up, especially for a monthly meeting. Thanks for sharing! I'd be interested to see what #10, environmental charts, look like or consist of.

 

[ralphsulser]

That's an impressive write up, especially for a monthly meeting. Thanks for sharing! I'd be interested to see what #10, environmental charts, look like or consist of.

They are just simple bar and line graphs showing the monthly recycling amounts or $ values. We also got an award from the state of SC for our Adopt-A-Highway program, and a Green award from Honda.

 

[meo786]

Dear Sir,

so nice guide line for me, please share the Environmental charts. What is this, i am also develop for our system.

Thanks & best regards.

Here are some things we do and track. This is a copy of the minutes from a monthly meeting by EHS Manager and team


Our Company Name
Joint Environmental, Health and Safety Committee Meeting
Wednesday, March 25th, 2009

Members:– EHS Manager/ EMS Coordinator
- Human Resources Manager
– QC Manager-
- Assembly-
– Heat Treat Team Leader
– Safety Coordinator
– Heat Treat sr. Manager

1. All scheduled 2008 audits were completed.
2. Missing emergency evacuation map has been replaced at dock door exit.
3. Drain holes were made in the Hot Forging slug carts in order to allow the lube to drain back into the forge pit and prevent the lube from being transferred to the steel recycling container.
4. There was one recordable in the first quarter of 2009. Although we are trying to reduce all accidents, this is still a major improvement from the first quarter in 2008.
5. Currently we have recycled approximately 900 gallons of coolant and water mixture from the automotive lathing area; this represents $495.00 savings in waste hauling charges thus far. There will also be a savings in the reduction of new product needed to maintain the quality of the coolant, but has not been determined yet.
6. Tool and Die will replace EDM 244 with Crystal Bright EDM fluid; a new environmentally friendly fluid which will also reduces cost by $568.21 per barrel.
7. Press #1 pit will be steam cleaned by the Hot Forging associates and Safety Kleen will be on site to vacuum out the waste.
8. The MSDS file in the front break room has been updated also there is a new electronic version of the MSDS sheets which includes the chemicals that are no longer used at MSC.
9. The first 2009 quarterly fire sprinkler inspection has been completed without any problems.
10. Environmental charts were updated with the February data and posted on the EHS communication board.
11. The vendor will send a truck in March to pick up the Used Oil for recycling.
12. The ISO 14001, Re-Certification audit was completed without receiving any non-conformances.
13. We currently recycle used oil, metal, wood pallets, batteries, light bulbs, cardboard, plastic, office paper, aluminum cans, printer cartridges and electronic equipment and we are still looking for more ways to continue improvements in environmental responsibility.

Agenda for Next Meeting scheduled for 04-24-09:
1. Review old business
2. New Business
3. Recommendations
4. Correspondence/

Thank You,

The man
Environmental, Health and Safety Manager