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Mr. Phil LaDuke is a Principle with Environmental Resources Management (ERM) based in the Michigan office. A life-long resident in Metro Detroit, he has 28 years of experience in the field of Organizational Development, Worker Safety, and Training.

Phil LaDuke joined ERM from Trinity Health System, the world’s third largest healthcare systems where he was assigned to the talent development department and was responsible for managing and developing both clinical and nonclinical courses including infection control and wellness courses for staff members and physicians. He is a resident of Allen Park, MI, a Detroit suburb and has worked extensively in and with Metro-Detroit communities.

Phil LaDuke has implemented OD interventions in the healthcare, automotive, heavy truck, logistics, aerospace, construction, oil & gas, and transportation industries. For over 20 years, Mr. LaDuke has worked with C-level executives crafting and executing major corporate culture change strategies.

Phil LaDuke is an internationally renowned executive consultant, safety expert, speaker, blogger, trainer, and author. He has over 225 published articles eligible for citation and writes and speaks extensively on organizational change and worker safety. He frequently guest lectures; including presentations at Tulane and the University of Michigan—Dearborn. He has also designed and delivered medical courses at Loyola School of Medicine and Johns Hopkins University.

In addition to his work in Healthcare, Phil LaDuke has done much industrial work for Detroit automakers and automotive suppliers, and metal fabricators.

Mr. LaDuke is the author of a popular weekly blog on performance assurance topics philladuke.. He also guest blogs on the popular Australian blog safetyrisk. and the prestigious MonsterTHINKING blog. Phil LaDuke was a contributing editor and columnist for magazine Fabricating & Metalworking magazine, a contributor and Editorial Advisor for Facility Safety Management magazine

Mr. LaDuke is involved with community organizations including ChristNet, a charity that provides food and shelter for Metro Detroit homeless community.

Fields of Competence

International Coding for Diseases-10 training and leadership engagement strategies

Just Culture implementation

High-Impact Learning/Training/Instructional Design

Evaluation of training effectiveness

Worker safety improvement intervention

Transformational Safety Initiatives

Management Systems

Stakeholder Engagement/Leadership Development

Lean Interventions and Quality Operating Systems

• Film Production Safety

Education

Bachelors of General Studies, Adult Education, University of Michigan, United States, 1995

State of Michigan Certificate:

Training, Design and Development, University of Michigan, United States, 1996

Certificate of Just Culture,

David Marx, Outcome Engineering, 2011

Certificate: High Impact Learning, Trinity Health Systems 2010 Certificate: International Coding For Diseases (ICD-10) AAPC, 2012

Key Industry Sectors

Healthcare

Manufacturing

Oil & Gas

Mining

Entertainment

Honours & Awards

Appointed to Wayne State Biomedical Research Safety Board

Named to Industrial Safety and Hygiene News (ISHN) magazine’s Power 101 (a list of the world’s most influential people working in worker safety)

Named to ISHN’s list of Up and Comers in Safety Thought Leadership.

Recognized as the author of two of the most provocative blog posts of 2013 by ISHN

• Quoted as an expert in Worker Safety in the best seller, Super Teams by Dr. Paul Marciano

Key Projects

Safety Risk Assessment MSC Industrial

(Melville, NY) Conducted a performance-focused risk assessment for a multiple-site product distribution company’s North American locations

International Coding for Diseases Version 10 (ICD-1) (multiple locations USA) Training Development, Design, Procurement, and Mangement, Trinity Health Determined the training needs for an enterprise-wide transition from ICD-9 to ICD-10. Created curricula for 18 distinct learning groups, including employed and affiliated physicians. Developed and procured training courses for over 100,000 employees and managed its implementation. Devised evaluation criteria for all courses and implemented evaluation of courses. Implementation “gamification” of training and pioneered the use of training delivered via tablets. The curricula consisted of eLearning, Instructor-led courses, support through learning games, lectures and webinars, and simulation of coding.

Production Safety Consultant E7-5 Production Safety Consultant for the film Transformers V for all Metro Detroit locations.

Just Culture Enterprise-wide Implementation (multiple locations, USA) Trinity Health

acted as subject matter expert and lead instructor for Just Culture Implementation at multiple sites. Responsible for providing training to the C-Suite executives and for conducting Train-the-trainer for site leaders at over 100 sites. Facilitated over 100 courses.

Point of Service Collection Training (multiple locations, USA) Trinity Health

Designed and developed Point of Service Collection Training for an enterprise-wide rollout.

Worker Safety Management System Development Ogden-Weaver Applied Technical College

(Ogden, UT) designed and delivered a worker safety system for technical college students.

Safety Leadership Training & Auditing NBC Universal

(Universal City, CA) Conducted site senior management health and safety training with special emphasis on the leader’s financial culpability for worker injuries.

Worker Health & Safety Process Development and Deployment (Detroit, MI) Henry Ford Healthcare System

Henry Ford Healthcare System needed a health & safety system that was harmonious with its Just Culture and “Do No Harm” (a worker wellness initiative) campaigns. Developing a safety process that drives accountability without blame can be extremely difficult and nowhere is that better evidenced than in a healthcare environment. Henry Ford Healthcare System had always prided itself on its world-class processes and systems and asked Mr. LaDuke to design a system for “safety rounding” that would incorporate the best of Just Culture worker safety philosophies while building an accountability model. Mr. LaDuke’s success hinged on re-engineering many hospital processes, training both clinicians and non-clinicians, and guiding the upgrade of the healthcare system’s enterprise-wide software application. The project was an unqualified success.

Health Environment and Safety General Orientation (HES GO) Chevron Appalachia Michigan Business Unit (AMBU) - (Pittsburgh, PA & Gaylord, MI)

Co-Partner-In-Charge for delivery of a major training initiative focused on increasing contractor awareness of and competence in, worker safety. Chevron AMBU HES GO involved training over 5,000 Chevron AMBU contractors in basic safety awareness for work in the upstream Oil and Gas Industry. The course had three principle objectives:

1. Raise awareness of Chevron’s expectations of safety for its contractors, especially as it relates to “the Chevron Way” (a tightly defined code of behaviors to which Chevron holds all its people and partners accountable),

2. Provide an understanding of the tools and resources available to those working on Chevron sites, particularly the Chevron Field Guide (a comprehensive compendium of Chevron policies, procedures, and practices), and

3. Summarize select critical practices around especially hazardous activities.

The sessions were conducted at three sites (two in Pennsylvania and one in Michigan) and consisted of two instructors and between 25 and 50 participants per session.

In addition to providing guidance in the course development, ERM provided full logistic support for the project including:

• Venue selection and procurement

• Printing and shipping

• Enrollment

• Test development and administration

• Badge creation and distribution

• Facilitator training and quality control

• Meal procurement

• Website support

.

Curriculum Development and Administration

ASC (formerly American Sunroof Company

(Southgate, MI)

Developed ASC’s Training and Development department. Designed, developed, managed, and delivered ASC’s training curriculum and corporate development department. Founding member of the ASC Continuous Improvement team (a group tasked with eliminating waste and boosting operating efficiency). Designed and built a corporate university with a curriculum of over 175 classes. Developed and managed development strategies for ASC’s Asian and European operations. Provided executive coaching. Established training, continuous improvement, and problem solving policies and procedures. Managed the training and OD departments. Taught the Toyota Production System approach to Lean. Lead lean interventions, taught 5S. Established ASC’s first Learning Management System (LMS).

Transformational Safety Implementation Heavy Truck Manufacturing Plant - (Cleveland, NC)

The largest truck manufacturing plant in North America was in trouble, and even in an industry marked by manual processes, heavy parts, a safety culture that valued workers who were willing to “tough it out,”, the injury rates at this facility were far too high. The North Carolina manufacturer hired Mr. LaDuke to significantly lower both the incidence of injuries and the cost of worker compensation claims. Mr. LaDuke’s work resulted in a multi-million dollar reduction in Worker’s Compensation costs and over 85% reductions in Lost Work Day and Incidence Rates.

Williams International - Mexico Safety Process Development and Deployment (Guaymas, Sonora, Mexico)

Building a corporate culture that truly values safety is challenging in domestic operations, but it is even more difficult when an organization tries to do so at an overseas operation. When Williams International decided to open a Greenfield plant to produce parts for its Utah and Michigan manufacturing operations, it turned to Mr. LaDuke based on his proven track record with their US operations. Mr. LaDuke helped Williams to adapt its safety management process for use at its Guaymas Mexico facility and successfully integrate safety into the location’s operations.

UAW-Chrysler BEST (Detroit, MI)

When UAW-Chrysler agreed to develop a safety management process, it realized the amount of culture change expertise the project would require and brought in Mr. LaDuke to facilitate the process. Mr. LaDuke led a team of skilled safety professionals in the development of Bringing Excellence to Safety Teams (B.E.S.T.), a revolutionary safety culture improvement process that would then be implemented in over 50 North American locations. The UAW and Chrysler credit B.E.S.T. for reducing workplace injuries by over 14,000 recordable injuries and $55 million in the first five years. In part because of Mr. LaDuke’s work, Chrysler was awarded the Green Cross for Safety by the National Safety Council, named one of North America’s safest workplaces by Occupational Health & Safety magazine, and received numerous awards for safety.

Safety Risk Assessment, Tenere

(Osceola, WI) Conducted a safety diagnostic assessment at two North American facilities.

Corporate Safety Strategic Support Inteva

(Troy, MI) Provide on-going support to the safety leadership and COO. Developed Inteva’s Global 5S procedures.

Safety Culture Transformation Inteva

(Troy, MI) Led for a major safety culture transformation for a major international tier-one automotive parts supplier. This year long engagement involved reengineering and building a new organizational infrastructure designed to hardwire safety into basic business processes. Integrated 5S into safety inspections.

Safety Vision Leadership Workshop Freeport McMoRan

(Phoenix, AZ) Partner-In-Charge designed, developed and facilitated a Safety Vision Setting cultural workshop with the top 40 safety leadership for Freeport McMoRan’s international operations.

Georgia Pacific Performance-Focused Audits

Part of the Performance-Focused Audit teams for interventions at G-P facilities located in:

• Brewton, AL

• Leaf River, MS

• Green Bay, WI

• San Leandro, CA

ERM’s advanced auditing activities are designed to provide leaders with powerful insights into the effectiveness of their established approaches to management of health and safety in the field, addressing working environment aspects and behavioral dynamics together with process design and deployment. The audit creates a compelling case for leaders to act decisively to change the status quo, where this is warranted.

The approach incorporated a robust assessment of compliance with OSHA health and safety requirements and the quality of conformance to GP’s own health and safety requirements (local, state, and federal health and safety requirements, including 29 CFR 1903, 29 CFR 1904, and 29 CFR 1910; and GP Compliance Standards). There is a strong emphasis on data drawn from field observations (photographic evidence, documents, and perceptions of operational personnel obtained through interactions with them on site). The auditors use root cause analysis and review relevant documentation related to the site’s OSHA obligations as well as conducting one-on-one interviews with plant leaders.

Ford Motor Company

(Dearborn, MI)

Developed an innovative deployment plan for Ford Motor Company’s Safety Operation System.

Cooper Tire Company

(Findlay, OH)

Develop the company’s Global Incident Review program and designed, developed and presented root cause analysis training.

Diesel Engine Manufacturing - Safety Process Development and Implementation (Michigan)

A diesel engine manufacturing company called on Mr. La Duke to change its safety culture; no mean feat considering that the U.S. firm had been sold by four companies in ten years and was currently owned and managed by a German firm. The facility’s contentious relations with the UAW and lack of a predominant safety culture made any culture change a difficult and challenging prospect. Mr. La Duke helped the company revamp its hazard identification process, reorganize and greatly improve the effectiveness of its safety committee, streamline and improve the containment and correction of hazards, and lower both its injury numbers and Workers’ Compensation costs.

Bus Manufacturing Safety Transformation and Implementation Intervention Confidential Client (North Carolina)

This North Carolina bus manufacturing facility was used to doing things its own way. Founded at the turn of the twentieth century, its culture did not care much for change. The company was also doing fairly well in controlling injuries, had much lower injury costs than other operations its size, and Workers’ Compensation costs that were substantially lower than its competition. Nevertheless, the company, under growing pressure from its corporate owner who had heard about Mr. La Duke’s successes in heavy truck, ultimately brought Mr. La Duke in to help them implement a safety management system. Mr. La Duke subsequently led the company through a transformation effort that was so successful the company saw a first-year Return on Investment of over 1000%. The plant has continued to sustain the system Mr. La Duke helped implement and has successfully identified, contained, and corrected thousands of hazards and prevented associated injuries that likewise may have occurred.

Williams International Test Lab & HQ - Safety Process Development and Deployment (Walled Lake, MI)

Buoyed by the success it had realized in improving worker safety at its manufacturing facilities, Williams International asked Mr. La Duke to modify the safety management process he had helped them develop for application within an engineering/test center environment. Mr. La Duke adapted the system to include the nonstandard working conditions endemic to engineering and test facilities. The project was so successful that one senior executive remarked “Phil has accomplished more integration of 5S in 6 months than we’ve have in the last 8 years.”

Safe Work Practices Consulting Marimba Automotive

(Belleville, MI)

Marimba’s rapid growth resulted in sophisticated manufacturing processes but, as is the case with many growing firms, it lacked a viable safety infrastructure to support the growth rate and the policies and procedures required by its more technologically advanced processes. Guided by supplier development consultants provided by Ford, Marimba hired Mr. La Duke to provide on-going safety guidance. Mr. La Duke assessed Marimba’s current operations and recommended actions that not only made the manufacturer safer, but saved the company money as well.

Energy Control and Power Lockout Procedure Development and Training

Marimba Automotive - (Belleville, MI)

Marimba transitioned from a tier-three supplier that assembled trim components and cut aluminum tubing to a supplier of transmission housing to the Ford Motor Company. The exciting growth didn’t come without problems, however. Chief among their manufacturing issues was a lack of Energy Control and Power Lockout procedures and training. Marimba hired Mr. La Duke to assess the situation; recommend and develop ECPL protocols and training; and to begin to instill an awareness of the dangers associated with the company’s robots and automated equipment.

EH&S Branding NBC Universal - (Burbank, CA)

When one of the largest entertainment conglomerates was purchased by another organization, cultures began to collide. Since the conglomerate had an excellent safety record, the company that purchased it began wondering

If the cost of maintaining the current level of EH&S was justified. Mr. La Duke helped the conglomerate to develop a series of communications that showcased the proactive initiatives taken by EH&S that added value and saved the organization nearly $100 million annually.

Culture Transformation Intervention

Ford Motor Company Ypsilanti and Rawsonville Plants (Ypsilanti, MI)

The two plants were on the list for closure. Ford then received a $6 million grant from the State of Michigan to upgrade the processes and equipment. Phil LaDuke was hired as an independent consultant to help transform the existing corporate culture into a modern and world-class

manufacturing facility.

Parker Hannefin - Safety Culture Leadership

Training (Solon, OH)

Developed and delivered an exectutive level presentation on how to create and sustain a successful safety culture. The audience consisted of senior leaders from North & South America, Europe, Asia, and Africa in the Fluid Connections Business Operating Group.

• Strategy Deployment

• Accountability Systems

• Associate Engagement in Safety

Georgia Pacific Performance - Focused Audits

Part of the Performance-Focused Audit teams for safety interventions at G-P facilities located in:

• Brewton, AL

• Leaf River, MS

• Green Bay, WI

• San Leandro, CA

ERM’s advanced auditing activities are designed to provide leaders with powerful insights into the effectiveness of their established approaches to management of health and safety in the field, addressing working environment aspects and behavioral dynamics together with process design and deployment. The audit creates a compelling case for leaders to act decisively to change the status quo, where this is warranted.

The project approach incorporated a robust assessment of compliance with OSHA health and safety requirements (local, state, and federal health and safety requirements, including 29 CFR 1903, 29 CFR 1904, and 29 CFR 1910; and GP Compliance Standards) and conformance to GP’s own health and safety requirements, with a strong emphasis on data drawn from field observations (photographic evidence, documents, perceptions of operational personnel obtained through interactions with them on site, etc.). ERM auditors used root cause analysis and reviewed relevant documentation related to the site’s OSHA obligations, as well as one-on-one interviews with plant leaders.

Ford Motor Company - Global Deployment of the Ford Plant Safety Operating System (Dearborn, MI)

When Ford Motor Company’s safety leadership decided to deploy a single set of safety standards globally for the first time, it called on Mr. LaDuke to head up the project. The effort required Mr. LaDuke to lead a team in the design and development of 26 “element overviews” after interviewing 15 Ford subject-matter experts, and to produce 130 final documents in less than three months. To accomplish this, Mr.LaDuke invented the Zero-Lag Development process in which instructional designers developed multiple documents simultaneously. Ford heralded the project an unprecedented success and the rollout was well received by both the locations and Ford’s senior executive officers.

Marimba Automotive - Safe Work Practices Consulting

(Belleville, MI)

Marimba’s rapid growth resulted in sophisticated manufacturing processes but, as is the case with many growing firms, it lacked a viable safety infrastructure to support the growth rate and the policies and procedures required by its more technologically advanced processes. Guided by supplier development consultants provided by Ford, Marimba hired Mr. LaDuke to provide on-going safety guidance. Mr. LaDuke assessed Marimba’s current operations and recommended actions that not only made the manufacturer safer, but saved the company money as well.

Marimba Automotive - Energy Control and Power Lockout Procedure Development and Training

(Belleville, MI)

Marimba transitioned from a tier-three supplier that assembled trim components and cut aluminum tubing to a supplier of transmission housing to the Ford Motor Company. The exciting growth didn’t come without problems, however. Chief among their manufacturing issues was a lack of Energy Control and Power Lockout procedures and training. Marimba hired Mr. LaDuke to assess the situation; recommend and develop ECPL protocols and training; and to begin to instill an awareness of the dangers associated with the company’s robots and automated equipment.

ASC (formerly American Sunroof Company

(Southgate, MI)

Developed ASC’s Training and Development department. Designed, developed, managed, and delivered ASC’s training curriculum and corporate development department. Founding member of the ASC Continuous Improvement team (a group tasked with eliminating waste and boosting operating efficiency). Designed and built a corporate university with a curriculum of over 175 classes. Developed and managed development strategies for ASC’s Asian and European operations. Provided executive coaching. Established training, continuous improvement, and problem solving policies and procedures. Managed the training and OD departments. Taught the Toyota Production System approach to Lean. Lead lean interventions, taught 5S. Established ASC’s first Learning Management System (LMS).

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