SGSL Eli Lilly Italia SPAstore.regione.toscana.it/filedownload/sgsl/ELI_LILLY... · 2014-06-11 · • SGSL (e ambiente) come pilastro nel raggiungimento dell’eccellenza operativa

6/4/2014 Company Confidential Copyright © 2009 Eli Lilly and Company

6/4/2014 Company Confidential Copyright © 2010 Eli Lilly and Company

1

SGSL –Eli Lilly Italia SPA 10 Giugno 2014

Ing. Ferruccio Migliorini

6/4/2014 2 Company Confidential Copyright © 2010 Eli Lilly and Company

Agenda

• Back ground

• Principali driver per l’adozione del SGLS


Agenda

• Back ground



Eli Lilly Italia

1990 2000

Lo stabilimento produttivo di Eli Lilly Italia è presente a Sesto Fiorentino dal 1961

Nasce come stabilimento di produzione per il mercato italiano

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


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)

F:/../../../../../Documents and Settings/xf03278/My Documents/PRESENTAZIONI/2006/Visita Ambasciatore/Video Eli Lilly 3 - Microsoft DV.avi


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)


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)

Reactive

• Legal Compliance • Delegated to safety

professionals • Lack of Management

Involvement • Injuries as statistical

event

• Management Commitment • Focus on unsafe conditions • Golden rules • Legal persecution of unsafe

behaviours

Dependent

• Personal Knowledge, Commitment, and Standards • Personal Value • Coaching trough B

obs • Individual Recognition

Independent

Failu

re

Rate

s

Instructive Coaching Leadership

• Coaching to B obs from the team • Care for each other • Pride in the organisation • Team contribution • Strong communication • Continuous improvement

Interdependent


HSE mappa di trasformazione

1,94

1,1

0,92

1,141,08

1,23

1,08

0,55

0,24

0,5

0,25

0,5

0

0,5

1

1,5

2

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

I&I 1

2 m

onth

s ro

lling

Trend degli infortuni (12 mesi rolling, per 100 dipendenti)

Site change mission

Start safety culture journey

Environmental projects

New foundation of HSE mng system

Env. Mng system revision

ISO14001 certification

OHSAS18001 certification

Continuos improvement


Agenda

• Back ground



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


HSE management system -costruzione

• Compliance

• GMP e quality system

• Lilly standard

HSE management

system – linee guida

adottate


POLICY

PLAN

DO

ACT

CHECK


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


Nobody gets hurt

All incidents are preventable

We are all leaders of safety culture

We positively influence whom we contact

We look out for one another

Safety is a top priority for everyone, everywhere

Leadership Accountability & Commitment

Actively engaged people who know how to prevent incidents and injuries

Vision

Outcomes & Principles

Capability Character Confident Courage

An organization focused on process and personal safety as a source of competitive advantage for Lilly

Mission Create a culture where employees make safety a top

priority in their lives – “I choose zero injuries”

Why ?

What?

How?

Who?

Foundation

Organizational Memory/Knowledge Management Org

aniz

atio

nal

vis

ion

tra

nsl

ated

in

to in

stru

men

tal v

alu

es (

BB

S,

DO

CG

, saf

ety

Team

s an

d S

OR

)

Stro

ng

HSE

ma

na

gem

en

t sy

ste

m

to s

up

po

rt S

ite

exp

an

sio

ns

an

d

Site

fle

xib

ility

(O

HSA

S 1

80

01

an

d

ISO

14

00

1)

Ris

k Id

enti

fica

tio

n,

char

acte

riza

tio

n, a

sse

ssm

ent

and

mit

igat

ion

pla

ns

Lear

nin

g p

rogr

ams

to d

evel

op

sk

ills

and

co

mp

eten

ces

for

lead

ersh

ip a

nd

em

plo

yees

Modello per l’eccellenza operativa in ambito HS

Strong HSE management system to support Site expansions and Site

flexibility (OHSAS 18001 and ISO 14001)

http://www.bio.org/sites/default/files/Eli_Lilly_Logo.bmp


• 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


Modello organizzativo

OHSAS 18001 e ISO 14001

Rischi reato presupposto

ai sensi del dlgs 231/01

Il vantaggio dell’adozione del SGLS è costituito da un sostanziale irrobustimento del modello 231


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



Reactive

• Legal Compliance • Delegated to safety

professionals • Lack of Management

Involvement • Injuries as statistical

event

• Management Commitment • Focus on unsafe conditions • Golden rules • Legal persecution of unsafe behaviours

Dependent

• Personal Knowledge, Commitment, and Standards • Personal Value • Coaching trough B obs • Individual Recognition

Independent

Fail

ure

R

ate

s

Instructive Coaching Leadership

Leadership role modeling

• Coaching to B obs from the team • Care for each other • Pride in the organisation • Team contribution • Strong communication • Continuous improvement

Interdependent

Interdependent


HS transformation map L

EA

DE

RS

HIP

EMPLOYEE INVOLVEMENT

TWO-WAY COMMUNICATION RECOGNITION

LEARNING CULTURE

2010

2011

2009

2012

Catastrophic risk assessment, machine safeguarding, Emergency

communications, changes mng

Training on safety communications, Italian

regulation

New engagement initiatives for Safety Teams, BBS program for B5 and

process teams

Safety Alert,

HSE update, new virtually page for bottom up communications

Expand the HSE

Recognition process

HSE awareness in HSE lead team, safety topics in

meetings agenda, safety culture

metrics linked with PM objectieves

Zero HSE Backlog, Emergency mng, LOTO/ESI, Work related stress and

SISTRI compliance

BBS program and SMOT,

Training on Italian applicable legislation

Safety Teams next steps,

B obs trend analysis and action plans

HSE communication events,

HSE update

Sustain the

Recognition process for positive behaviours

Safety culture survey, HSE lead team

Improve action plan management/CAPA/DVR

Behavioural Base safety training program/felt leadership

Safety Teams working with HSE mentorship

Develop a

Recognition process for positive behaviours

Increase number of SOR/Virtually and visual management (VBB, posters)

Share HSE metrics and goals

Completion of DVR analysis, CAPA implementation

Behavioural Base safety Senior leadership involvement, high level plan definition

Safety stand down, safety members selection

HSE communication plan strategy with the support of Internal communication team, Virtually

Education program for MLT members

MA

NA

GE

ME

NT

SY

ST

EM

S

Learning patths for process team leders

and managemnet roles

Learning path developed for all the different role scored

with Rise questionnaire

Safety Alert for B obs, breaking news, for events,

Safe start integrated in all communications

Safety culture training specifc for

leaders and employees included

in HSE tarining pyramiid

Complete revision on eu risk assessmnt, Electronic DVR

OHSAS18001 certification

Leaders HSE coaching opportunities

Leaders golden roles Safe start module 1

Safe start module 2, 3

Safe start module 4, 5

BBS for employees step IIII

2013

2014

2015

2016