ELI_LILLY_presentazione per convegno 10

SGSL –Eli Lilly Italia SPA
10 Giugno 2014
Ing. Ferruccio Migliorini
6/4/2014
1
Company Confidential
Copyright © 2009 Eli Lilly and Company
Company Confidential
Copyright © 2010 Eli Lilly and Company
Agenda
• Back ground
• Principali driver per l’adozione del SGLS
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2
Company Confidential
Copyright © 2010 Eli Lilly and Company
Agenda
• Back ground
• Principali driver per l’adozione del SGLS
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3
Company Confidential
Copyright © 2010 Eli Lilly and Company
Eli Lilly Italia
Lo stabilimento produttivo di Eli Lilly Italia è presente a Sesto
Fiorentino dal 1961
1990
Nasce come stabilimento di produzione per il mercato italiano
2000
Negli anni la missione dello stabilimento si è evoluta allargandosi
gradualmente a mercati internazionali.
Nel 2003 è stato deciso di cambiare la “mission” passando dalla
manifattura di prodotti Cephalosporinici a prodotti Insulinici
Il cambio di mission ha comportato il 31 dicembre 2005 la
cessazione totale delle attività produttive legate alle cefalosporine
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Company Confidential
Copyright © 2010 Eli Lilly and Company
Eli Lilly Italia – oggi
•Produzione di 5 formulazioni di Insulina ed analoghi
•Confezionamento in blister e penne pre-riempite
•85% destinato all’export (mercati europei ed Intercontinentali)
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Company Confidential
Copyright © 2010 Eli Lilly and Company
HSE la trasformazione dalla compliance alla
cultura della sicurezza
• 2008, nuova revisione del HSE mng system e della HSE policy,
vs i Lilly std
• Dal 2008, profonda revisione del DVR
• Lancio di nuovi programmi di compliance (LOTO/ESI, stress
lavoro correlato, rischi catastrofici e gestione emergenze)
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Company Confidential
Copyright © 2010 Eli Lilly and Company
HSE la trasformazione dalla compliance alla
cultura della sicurezza
• Progetti di impiego sostenibile delle risorse (progetto de ceph.,
fotovoltaico, co generatore, acqua etc..)
• 2010 inizio del programma di cultura
della sicurezza, (DuPont)
•
•
•
•
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Company Confidential
Copyright © 2010 Eli Lilly and Company
Leadership
Coaching
Failure Rates
Instructive
Reactiv
e
Legal Compliance
Delegated to safety
professionals
Lack of Management
Involvement
Injuries as statistical
event
Dependent
•
Management
Commitment
• Focus on unsafe conditions
• Golden rules
• Legal persecution of unsafe
behaviours
Independent
•
Personal Knowledge,
Commitment, and
Standards
•
Personal Value
•
Coaching trough B
obs
•
Individual Recognition
Interdependent
• Coaching to B obs from the team
• Care for each other
• Pride in the organisation
• Team contribution
• Strong communication
• Continuous improvement
HSE mappa di trasformazione
I&I 12 months rolling
2
Trend degli infortuni (12 mesi rolling, per 100 dipendenti)
Site change
mission
1,94
Start safety culture
journey
New foundation of
HSE mng system
1,5
1,14
1,1
1
OHSAS18001
certification
1,23
1,08
1,08
0,92
0,55
0,5
0,5
0,25
0,24
0
2003
2004
2005
2006
2007
2008
2009
2010
2011
0,5
2012
2013
2014
2015
2016
ISO14001
certification
Environmental
projects
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Env. Mng system
revision
Company Confidential
Copyright © 2010 Eli Lilly and Company
Continuos
improvement
Agenda
• Back ground
• Principali driver per l’adozione del SGLS
6/4/2014
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Company Confidential
Copyright © 2010 Eli Lilly and Company
Principali driver per l’adozione del SGLS
• GMP e Compliance (Lilly std e legge italiana)
• SGSL (e ambiente) come pilastro nel raggiungimento
dell’eccellenza operativa del sito in un ambito di crescita
produttiva
• SGSL (e ambiente) e modello di organizzazione e gestione ai
sensi del Dlgs 231/01
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Company Confidential
Copyright © 2010 Eli Lilly and Company
HSE management system -costruzione
HSE management
system – linee guida
adottate
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• Compliance
• GMP e quality system
• Lilly standard
Company Confidential
Copyright © 2010 Eli Lilly and Company
POLICY
PLAN
DO
CHECK
ACT
6/4/2014
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Company Confidential
Copyright © 2010 Eli Lilly and Company
Eccellenza operativa nell’ambito dell’HSE
– in preparazione per il futuro
Lilly Italia si troverà ad affrontare diverse sfide nei
prossimi anni, tra cui:
•
•
•
•
Lo start up di nuove linee produttive
Aumento di volumi di produzione
Aumento di persone
Nuovi prodotti
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Company Confidential
Copyright © 2010 Eli Lilly and Company
Modello per l’eccellenza operativa in ambito HS
Vision
Why ?
An organization focused on process and personal
safety as a source of competitive advantage for Lilly
Strong HSE Create
management
a culture where employees make safety a top
priority in their
lives – “I choose zero injuries”
system to support
Site
expansions and Site
flexibility
Outcomes
& Principles(OHSAS 18001
Nobody gets hurt
and ISO 14001)
How?
We are all leaders of safety culture
We positively influence whom we contact
We look out for one another
Organizational Memory/Knowledge Management
Foundation
Risk Identification,
characterization, assessment
and mitigation plans
Safety is a top priority for everyone, everywhere
Strong HSE management system
to support Site expansions and
Site flexibility (OHSAS 18001 and
ISO 14001)
All incidents are preventable
Organizational vision translated
into instrumental values (BBS,
DOCG, safety Teams and SOR)
What?
Learning programs to develop
skills and competences for
leadership and employees
Mission
Leadership Accountability & Commitment
Actively engaged people who know how to prevent
incidents and injuries
Who?
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Capability
Company Confidential Character
Copyright © 2010 Eli Lilly and Company
Confident
Courage
• Riferimento per il settore, linee guida di
farmindustria
• Nasce con focus su 5 aree critiche
(specifiche del settore):
• Donazioni
• Informazioni medico-scientifica
• Convegni e congressi
• Premi
• Consulenze medico scientifiche
• L’analisi dei rischi reato, progressivamente
integrata in seguito alle modifiche del Dlgs
231/01
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Company Confidential
Copyright © 2010 Eli Lilly and Company
Modello
organizzativo
Rischi reato
presupposto
ai sensi
del dlgs
231/01
OHSAS 18001 e
ISO 14001
Il vantaggio dell’adozione del SGLS è costituito da un sostanziale
irrobustimento del modello 231
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Company Confidential
Copyright © 2010 Eli Lilly and Company
Bradley curve e una possibile
integrazione
Il concetto di PDCA può favorire la partecipazione
attiva e le iniziative di cultura della sicurezza ?
Sinergia tra compliance e cultura
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Company Confidential
Copyright © 2010 Eli Lilly and Company
6/4/2014
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Company Confidential
Copyright © 2010 Eli Lilly and Company
Leadership role modeling
Instructive
Failure Rates
Leadership
Coaching
Interdependent
Reactive
Dependent
• Legal Compliance
• Delegated to safety
professionals
• Lack of Management
Involvement
• Injuries as statistical
event
6/4/2014
• Management
Commitment
• Focus on unsafe conditions
• Golden rules
• Legal persecution of unsafe
behaviours
19
Independent
• Personal Knowledge,
Commitment, and
Standards
• Personal Value
• Coaching trough B obs
• Individual Recognition
Company Confidential
Copyright © 2010 Eli Lilly and Company
Interdependent
• Coaching to B obs from the
team
• Care for each other
• Pride in the organisation
• Team contribution
• Strong communication
• Continuous improvement
OHSAS18001 certification
SYSTEMS
Zero HSE Backlog, Emergency mng,
LOTO/ESI, Work related stress and
SISTRI compliance
Complete revision on eu risk
assessmnt, Electronic DVR
Catastrophic risk assessment,
machine safeguarding, Emergency
communications, changes mng
Improve action plan
management/CAPA/DVR
Completion of DVR analysis,
CAPA implementation
Leaders HSE coaching
opportunities
Training on safety
communications, Italian
regulation
Safe start module 4, 5
Safe start module 2, 3
BBS for employees step IIII
BBS program and SMOT,
Training on Italian applicable
legislation
LEADERSHIP
MANAGEMENT
HS transformation map
Leaders golden roles
New engagement initiatives for Safety
Teams, BBS program for B5 and
process teams
Behavioural Base safety training program/felt
leadership
Learning path
developed for all the
different role scored
with Rise
questionnaire
Safe start module 1
Safety Teams next steps,
2015
Safe start integrated in all
communications
Learning patths for
process team leders
and managemnet
roles
Safety Alert for B obs, breaking
news, for events,
2016
B obs trend analysis and action plans
Behavioural Base safety Senior leadership
involvement, high level plan definition
2014
Safety Alert,
HSE update, new virtually page
for bottom up communications
Expand the HSE
Recognition process
Safety Teams working with HSE mentorship
HSE communication events,
Safety culture
training specifc for
leaders and
employees included
in HSE tarining
pyramiid
HSE update
Safety stand down, safety members selection
Sustain the
Recognition process for
positive behaviours
Increase number of SOR/Virtually and visual
management (VBB, posters)
EMPLOYEE
INVOLVEMENT
HSE awareness in
HSE lead team,
safety topics in
meetings agenda,
safety culture
metrics linked with
PM objectieves
Safety culture survey,
HSE lead team
Develop a
HSE communication plan strategy with the support
of Internal communication team, Virtually
Recognition process for positive
behaviours
TWO-WAY COMMUNICATION
RECOGNITION
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Company Confidential
Copyright © 2010 Eli Lilly and Company
Share HSE metrics and goals
Education program for MLT
members
LEARNING CULTURE
2013
2012
2011
2010
2009