A 90-day rollout is not a kickoff meeting and a hope. It is ninety days of named work on one site, with supervisors in the chair, not EHS in the hallway.
I am Ryan L. Rinehart. I use a model I call SSIM, the Systemic Safety Integration Model. Six axes. Culture, leadership, systems, behaviors, risks, learning. Office score and floor score kept apart. No average. This page is the free method. The paid install of the same work on one named asset is the 90-Day SSIM Nexus Pilot. Different page.
This does not promise a lower TRIR. If someone sells you ninety days and a rate, they are selling the scoreboard.
People ask how to integrate safety culture, leadership, systems, behavior, risk, and learning into one EHS model. That is the six axes. The failure is treating them as one blended “culture score.”
The office can have a clean system and a quiet floor. The floor can have good habits and a binder that does not match the job. If you average those views you hide the room that is failing. Score both. Name the two lowest axes first. Do not add a fourth slogan to cover the gap.
Supervisors carry the rollout. EHS writes the sheets and walks beside them. EHS does not own the stop.
If you cannot name the asset and the sponsor, you do not have a rollout. You have a campaign.
Days 1 to 3. Walk. Do not survey. Sit in the office long enough to see the file. Stand on the floor long enough to see the job. Score six axes twice. Office. Floor. Write the two lowest in plain language and put them where the crew can read them.
Who can stop the job. Name the people, by shift. If the answer is “everyone,” the answer is no one. Teach the sentence out loud: stop is a right. Restart is a call. The supervisor owns the restart with the person who stopped it, not a later email from EHS.
Which control failed. Take the last ten near misses. For each one, name the control that should have absorbed the error. Say whether that control still exists on Tuesday. If the control is a form, it is not a control.
What gets verified next week. One verification, on the actual task, by the supervisor who runs that task. Not a monthly audit package.
Binder test at day 30. Pull the written program for the work you just watched. If a new supervisor cannot run the job from the page in front of them, the page is decoration. Keep, park, or kill. Do not rewrite the whole manual in month one.
Daily work in this block is small. A short radar or walk log. A weekly conversation that is not a slide deck. Unused coaching does not pile up into a make-up day at the end. Supervisors are already behind.
This is where most programs die. The kickoff is over. Production is behind. The new sheets feel like extra work.
Hold the three practices. Do not add a fourth because someone from corporate visited.
Run the Voice Ladder with the bench so a stop does not land as punishment. Thank the person. Name the condition. Fix or park the condition in sight. Tell the crew what changed. If you skip that last step, they will treat the next stop as a trap.
Binder test at day 60. Same rule as day 30. If the floor invented a workaround the office has not seen, that workaround is now part of the system whether you like it or not. Write it down or kill it. Do not pretend the procedure won.
Verify one control every week. Same rule. The verification happens where the energy is, not in a conference room.
If a supervisor cannot do the work because the form is stupid, change the form. Fourteen locked run sheets is plenty. A site that rewrites the forms every Friday does not have a system. It has hobbies.
Rescore both rooms on the six axes. Do not average. Say what moved and what did not.
Keep. Park. Kill.
Keep the practices and sheets the floor actually used.
Park the ideas that need money or another site.
Kill the slogan, the extra meeting, and the metric that trained people to go quiet.
Close-out is three pages or less. What we scored. What we verified. Who can stop the job. What the sponsor must fund next. If the close-out needs a binder, you built a program again.
Do not celebrate a quieter log. Celebrate a stop that got backed, a control that still held, and a supervisor who ran the conversation without waiting for EHS.
An EHS management system is the structure: owners, dated work, review. A culture program is often posters, surveys, and a kickoff. Supervisors need both only if they meet on the job.
Lean belongs here as subtraction. If the rollout adds paperwork the crew must fill so the office can look busy, you are not running lean EHS. You are running a second job. Kill a sheet for every sheet you add.
Not training for 200 people.
Not an enterprise license.
Not a promise that recordables will fall.
Not a culture survey.
Not a rewrite of ISO 45001 in ninety days.
ISO can wait. The job cannot.
Read this page and run it yourself if you already own the floor. If you want it installed on one named asset, with the sheets locked and both rooms scored, that is the 90-Day SSIM Nexus Pilot. Fixed fee. One site. Days 1 to 3 on site. Day 45 mid-score. Day 90 rescore. Details and price live on the pilot page.
Ryan L. Rinehart, M.Ed.
EHS Concepts. The Ways of Safety.
thewaysofsafety.com
Pilot: https://thewaysofsafety.com/pilot
Library: https://thewaysofsafety.com/library