It might seem that developing a process approach within a company has little to do with ensuring worker safety. However, upon closer inspection, such a connection exists.
In this publication, I will discuss the experience of JSCo "Russian Railways" (RZD) in expanding the application of the process approach and its impact on the level of safety culture.
JSCo "RZD" has a multi-level management system in its structure, consisting of linear, territorial, and central levels.
Given its diversified activities, the company has implemented functional and situational management approaches, while actively expanding the introduction of the process approach. Its development is primarily aimed at forming a system for continuous improvement of the company's operations.
At the first stage, JSCo "RZD" organized the modeling of business processes describing all areas of activity. When developing business processes, the following are taken into account: the list of tasks, performers, responsible persons, resources used, regulatory documentation, and automated systems.
Today, the company has described more than 2 million process models using specialized software. About 550 business processes are directly related to HSE. What are the advantages of this approach?
First, visibility. Business processes are displayed in graphical form, similar to flowcharts; thus, we can track the entire interconnected chain of processes and procedures and evaluate it in terms of hazards and risks. Most importantly, we can take measures to localize them. Of course, such an analysis must be combined with the study of data obtained during standard HSE management system (HSEMS) procedures, such as risk assessment, audits, and others. In this case, business process models serve as an additional tool for visualization and analysis.
Second, technological efficiency. With staff turnover — among middle management, engineering and technical workers, as well as senior management — studying process models allows for a quick understanding of the technological process, its step-by-step execution, and the safety measures applied for workers.
Third, identification of duplicating functions and inefficient procedures. Analyzing business process models allows for the identification of redundant operations and inefficient actions, including those in the sphere of ensuring safe working conditions for employees.
Fourth, a clear display of the persons responsible for the implementation of each procedure, a list of regulatory and local acts, as well as the automated control systems used.
Fifth, the process approach facilitates the task of developing and updating local regulations, including HSE documents and process flowcharts.
The company has established a requirement that all regulatory documents must be approved with updated business processes attached.
At the initial stage, business modeling met with resistance in company departments because there was no clear understanding of why it was needed, and describing business processes and building models required additional resources. Attitudes changed after this approach was widely adopted and its benefits became apparent.
The experience of creating models at our department level allowed us to more clearly define the stages of the HSE management system's functioning and its individual elements, and to make the necessary adjustments and clarifications.
By formalizing and automating business processes, we reduce the time spent on analyzing production activities and identifying risks, and we ensure the possibility of rapid process adjustment when necessary due to the transparency of all procedures. Another advantage is that the owner of each process is identified, and the responsibility of managers for ensuring occupational safety is specified.
The synergy between the process approach and the HSEMS allows for an increase in the level of safety culture, as well as an improvement in production and economic indicators.
Thus, building and fine-tuning end-to-end cross-functional processes ensures effective interaction between department employees, with clear boundaries of responsibility and regulated vertical and horizontal interaction. This reduces the level of occupational injuries, accidents, and defects, while bringing the safety culture to a higher level of development.