Behavior Based Safety

1Behavior Behavior Based Based SafetySafety

Sensory activities

Data processing

Actions

Decision making

By: Mohamed Farouk

ObjectivesObjectives

The benefits of behaviorThe benefits of behavior--based systems.based systems. The basic principles of how to motivate The basic principles of how to motivate

safe behavior.safe behavior. A companyA companys readiness for behaviors readiness for behavior--based based

safety.safety. Compare and contrast the different Compare and contrast the different

behaviorbehavior--based systems on the market based systems on the market today.today.

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Why Safety Programs Do Not Work:Why Safety Programs Do Not Work:

Safety is a Safety is a prioritypriority, not a , not a valuevalue!! Safety is Safety is notnot managed in the same manner managed in the same manner

as production, quality, and cost issues!as production, quality, and cost issues! Safety is Safety is notnot driven through continuous driven through continuous

improvement!improvement!

Health and Safety PerformanceHealth and Safety Performance

Num

ber o

f Acc

iden

ts

1970s 1980s 1990s 2000s

Technical improvements (Hardware)

Process and procedural safety(Software)

Human factors

3BehaviourBehaviour

Influenced by the:Influenced by the:

Organisation Organisation JobJob IndividualIndividual

The IndividualThe Individual PerceptionPerception

The way in which a person interprets sensory The way in which a person interprets sensory informationinformation

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Fallacies or RealitiesFallacies or Realities in Safety in Safety Fables?Fables?

Conditions cause accidents!Conditions cause accidents! Enforcing rules improves safety!Enforcing rules improves safety! Safety professionals can keep workers safe!Safety professionals can keep workers safe! Low accident rates indicate safety programs Low accident rates indicate safety programs

are working well!are working well! Investigating to find the root cause of accidents Investigating to find the root cause of accidents

will improve safety!will improve safety! Awareness training improves safety!Awareness training improves safety! Rewards improve safety!Rewards improve safety!

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Core Elements in Successful Safety Core Elements in Successful Safety ProgramsPrograms

A culture that says A culture that says safetysafety is is important around here!important around here!

A tight accountability system!A tight accountability system!

Safety Culture Safety Culture

.the product of individual and group .the product of individual and group values, attitudes, perceptions, values, attitudes, perceptions, competencies and patterns of behaviors competencies and patterns of behaviors that determine the commitment to and that determine the commitment to and style and proficiency of, an style and proficiency of, an organisationorganisationsshealth and safety management.health and safety management.

6Feature of positive Safety CultureFeature of positive Safety Culture

Organizations with a positive safety culture Organizations with a positive safety culture are characterized by communications are characterized by communications founded on mutual trust, by shared founded on mutual trust, by shared perceptions of the importance of safety, perceptions of the importance of safety, and by confidence in the efficacy of and by confidence in the efficacy of preventive measures.preventive measures.

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An excellent tool for collecting data on the quality of a companys safety management system

A scientific way to understand why people behave the way they do when it comes to safety

Properly applied, an effective next step towards creating a truly pro-active safety culture where loss prevention is a core value

Conceptually easy to understand but often hard to implement and sustain

Behavior Based Safety: What Is It?

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Only about observation and feedback

Concerned only about the behaviors of line employees

A substitution for traditional risk management techniques

About cheating & manipulating people & aversive control

A focus on incident rates without a focus on behavior

A process that does not need employee involvement

Behavior Based Safety: What It Is Not!

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Obstacles To Success:Obstacles To Success:

Poorly Maintained FacilitiesPoorly Maintained Facilities TopTop--down Management Practicesdown Management Practices Poor Planning/ExecutionPoor Planning/Execution Inadequate TrainingInadequate Training

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Keys to Success:Keys to Success:

Meaningful Employee EmpowermentMeaningful Employee Empowerment Designing a Well Planned and Designing a Well Planned and

Supported BBS ProcessSupported BBS Process Managing BBS Process with IntegrityManaging BBS Process with Integrity

Turn & TalkTurn & Talk

What kinds of injuries What kinds of injuries and accidents are and accidents are common at your common at your workplace?workplace?

9What percentage of these What percentage of these accidents are a result of:accidents are a result of:

Unsafe conditions, OSHA violations, Unsafe conditions, OSHA violations, dangerous equipment? _____%dangerous equipment? _____%

Unsafe actions, atUnsafe actions, at--risk behaviors, poor risk behaviors, poor decisions? _____%decisions? _____%

What percentage of these What percentage of these accidents are a result of:accidents are a result of:

Unsafe conditions, OSHA violations, Unsafe conditions, OSHA violations, dangerous equipment? dangerous equipment? 6%6%

Unsafe actions, atUnsafe actions, at--risk behaviors, poor risk behaviors, poor decisions? decisions? 94%94%

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Therefore, compliance is Therefore, compliance is necessarynecessary but not but not sufficientsufficient for for

great safety.great safety.

Safety is about Safety is about peoplepeople, and , and behaviorbehavior is the challenge.is the challenge.

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21

Bow Tie Model for an IncidentBow Tie Model for an IncidentHAZARD

CONSEQUENCE

BARRIERSBARRIERS

ESCALATION CONTROLSESCALATION CONTROLS

TOP EVENT

HAZARD

CONSEQUENCE

BARRIERSBARRIERS

ESCALATION CONTROLSESCALATION CONTROLS

TOP EVENT

Mitigation

Prevention

Control

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Risks Addressed by Safety Risks Addressed by Safety Management SystemManagement System

Process Safety

Personal Safety

Reliability

Process SafetyControlling the catastrophic release of chemicals or energy that can result in injury to many people

Personal SafetyControlling hazards that can injure an employee at work

ReliabilityEnsuring the uninterrupted supply of products to customers and the uninterrupted operation of facilities (minimizing costs)

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23

Safety CultureSafety Culture

Considerthem,theyimprovethesafetyperformance

Individualworking activity

Team work

Working situation

Characteristic of the Individual

Process safety results

HSE results

Reliability

Safety Culture

OrganizationManagement

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BSV for Accident PreventionBSV for Accident Prevention

BSV

Incidents, Near misses,

Unsafe behavior, Anomalies,

Accidents,Incidents

13

Traditional SafetyTraditional Safety

Fewer Fewer AccidentsAccidents

Safety Safety TrainingTraining PoliciesPolicies Slogans

Slogans

Safety Safety MeetingsMeetings

Contests Contests & &

AwardsAwards

Committees Committees & Councils& Councils

RReepprriimmaannddss

RReegguullaattiioonnss

Behavior Based SafetyBehavior Based SafetySafety Safety

ActivitiesActivities

Fewer atFewer at--risk risk BehaviorsBehaviors

Fewer Fewer AccidentsAccidents

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What BehaviorWhat Behavior--based based is...is...

Safe People vsSafe Places

Injuries EqualManagement Errors

Behavior Management

Measure Behaviorsvs Results

Observation & Feedback

Positive Reinforcement

Organizational Performance Organizational Performance ModelModel

Great Performance

Systems Behaviors

Climate

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Systems Accountability

Communication

Decision Making

Measurement

Orientation

Training

Employment

Auditing

BehaviorsBehaviors Honesty and Honesty and

IntegrityIntegrity

Ask for help Ask for help without taking without taking responsibilityresponsibility

RecognitionRecognition

Observation and Observation and feedbackfeedback

TrustTrust

Listen with Listen with empathyempathy

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Climate VariablesClimate Variables Confidence/trustConfidence/trust Interest in peopleInterest in people Understanding problemsUnderstanding problems Training/helpingTraining/helping Teaching to solve Teaching to solve

problemsproblems Much informationMuch information ApproachabilityApproachability RecognitionRecognition

Turn & TalkTurn & Talk

What is the primary What is the primary purpose of a purpose of a supervisor?supervisor?

What is the most What is the most effective way to effective way to motivate people?motivate people?

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Activators (what needs to be done) Competencies (how it needs to be done) Consequences (what happens if it is done)

Human Behavior is a function of :

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Human behavior is both:

Observable

Measurable

therefore

Behavior can be managed !

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AttitudesAttitudes

Are inside a personAre inside a persons head s head --therefore therefore they they are notare not observable or observable or

measurablemeasurable

Attitudes can be changed by Attitudes can be changed by changing behaviorschanging behaviors

however

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ABC ModelABC ModelAntecedents Antecedents (trigger behavior)(trigger behavior)

Behavior Behavior (human performance)(human performance)

Consequences Consequences (either reinforce or punish behavior(either reinforce or punish behavior))

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Definitions:Definitions:

Activators:Activators: A person, place, thing or A person, place, thing or event that happens event that happens beforebefore a behavior a behavior takes place that encourages you to takes place that encourages you to perform that behavior. perform that behavior.

Activators only set the stage for Activators only set the stage for behavior or performance behavior or performance -- they donthey dont t control it. control it.

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Some examples of activators

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Behavior: Behavior: Any directly measurable Any directly measurable thing that a person does, including thing that a person does, including speaking, acting, and performing speaking, acting, and performing physical functions. physical functions.

Definitions:

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Some examples of behavior:

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Definitions:

Consequences: Events that follow behaviors.Consequences increase or decrease the probability that the behaviors will occur again in the future.

Oh please let it be Bob!If you dont send in that

payment well take you to court

Behavioral ModelBehavioral Model

B = f (c)Antecedents

Behaviors

Consequences

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Some example of Consequences:

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Consequences - How would you view them?

Sunbathing

Aggressive Drivers

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Positive Reinforcement (R+)Positive Reinforcement (R+)("Do this & you'll be rewarded")("Do this & you'll be rewarded")

Negative Reinforcement (RNegative Reinforcement (R--))("Do this or else you'll be penalized")("Do this or else you'll be penalized")

Punishment (P)Punishment (P)("If you do this, you'll be penalized")("If you do this, you'll be penalized")

Extinction (E)Extinction (E)("Ignore it and it'll go away")("Ignore it and it'll go away")

Only 4 Types of Consequences:Only 4 Types of Consequences:

Behavior

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Consequences Influence Behaviors Consequences Influence Behaviors Based Upon Based Upon IndividualIndividual Perceptions of:Perceptions of:

TimingTiming -- immediate or futureimmediate or future

ConsistencyConsistency -- certain or uncertaincertain or uncertain

Significance - positive or negative {

Magnitude - large or small

Impact - personal or other

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Consequences need to be ...Consequences need to be ...Soon vs Delayed

Certainvs

Uncertain

Positive vs Negative

Personalvs

Organizational

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Both Positive (R+) & Negative (RBoth Positive (R+) & Negative (R--) ) Reinforcement Can Increase BehaviorReinforcement Can Increase Behavior

RR-- : : a consequence that strengthens any behavior that a consequence that strengthens any behavior that

reduces or terminates the behavior reduces or terminates the behavior -- You You escape or avoid something you donescape or avoid something you dont wantt want

R-

One more report like this and youre outa

here!!

25

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Good safety suggestion Joe! Keep

bringing em up!R+

R+ R+ : : any consequence that follows a behavior and any consequence that follows a behavior and increases the probability that the behavior will occur increases the probability that the behavior will occur more often in the future more often in the future -- You get something you wantYou get something you want

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Performance Time

R+

The effects of positive reinforcement

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Performance Time

P

The effects of punishment

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Why is one sign often ignored, the other one often followed?

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To create conditions that encourage people to collaborate because they want to

not because they have to

Lets do it!!

The Behavior Based Safety Challenge:

MaslowMaslows Hierarchy of Needss Hierarchy of Needs

Physiological -basic

Safety -emotional &

physical

Social -group affinity

Self Esteem -ego

Self Realisation -Maturity, Wisdom,

Fulfilment

- Hunger- Thirst- Sleep

- Security- Protection

from danger

- Belonging- Social activities- Love- Friendship

- Self respect- Status- Recognition

- Growth- Personal

development- Accomplishment

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PerformanceMotivation

Motivation Model

AbilityAbility


Selection -Can they do it

Training -Do they know

how

Motivation Model

AbilityAbility

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Job Climate -Boss & Peer relationships,

Work environment



how

Motivation Model

AbilityAbility

The Job Itself -Any fun, challenge

PerformanceMotivationJob Motivational

FactorsAchievement, Promotion,

Recognition, Responsibility


Work environment



how

Motivation Model

AbilityAbility

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The Job Itself -Any fun, challenge


Union -Norms,

Pressures

Peer Groups -Norms, Pressures

Job Motivational Factors

Achievement, Promotion, Recognition, Responsibility


Work environment



how

Motivation Model

AbilityAbility

Accident CausationAccident CausationDOTS ModelDOTS Model

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Lost Time Accidents: Typology criteria

Activity:Action of the employee at time of the accident

Walking Climbing (down/up) Handling (manual/mechanical) Technical operation Road Other

Hazard:Hazard involved in the circumstances of the accident

Industrial (*) Shock Fall Bad posture Collision Aggression

Cause:Main cause identified as being at the origin of the accident

Design Construction Equipment Behavior Management Procedure External Unknown(*) industrial hazard: burst, fire, cold, spill,..

Injury

Logical decision in

his/her situation

Logical decision in

his/her situation

Workstatndesign

Workstatndesign

Incompbledisplays/

Controls or job design

Incompbledisplays/

Controls or job design

Capacity with Load in a

State

Capacity with Load in a

State

Decision to errDecision to err

TrapsTraps

Overload or

mismatch

Overload or

mismatch

Human Error

Human Error

Acc or incidtAcc or incidt

Injury or

loss

Injury or

loss

Systems Failure

Systems Failure

Causation Model

D O T S

Perceived lowprobability

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Peer pressureMeasures of the bossPerceived priorities of mgt

Peer pressureMeasures of the bossPerceived priorities of mgt

Of the incident occurring

Of a loss resulting

Logical decision in his/her situation

Logical decision in his/her situation

Perceived low

probability

Decision to Err

Decision to Err

S Causation ModelD O T S

Natural endowmentPhysical capability

Knowledge skillDrugs / alcohol

Information processing

EnvironmentWorry / stress

FatigueLCUs

Natural endowmentPhysical capability

Knowledge skillDrugs / alcohol

Information processing

EnvironmentWorry / stress

FatigueLCUs

Capacity

with

Load

in a

State

Capacity

with

Load

in a

State

Overloador a

Mismatch

Overloador a

Mismatch

Causation ModelD O T S

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Size, force, feel, repetition

reach

Size, force, feel, repetition

reach

Stereotypes, Human capabilities,

Expectations,Inconsistencies

Workstation orJob design

Workstation orJob design

Incompatible displays or

controls

TrapsTraps


Lack of Policy / Guidelines / PracticesLack of Policy / Guidelines / Practices Poorly defined responsibilityPoorly defined responsibility No authority to actNo authority to act Little accountability or measurementLittle accountability or measurement No analysis of incidentsNo analysis of incidents No orientation of new / transferred staffNo orientation of new / transferred staff Lack of clear SOPs / StandardsLack of clear SOPs / Standards

Systems CausesSystems Causes


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TrapsTraps

Overload ormismatch

Overload ormismatch

Human Error

Human Error

Acc or incidt

Acc or incidt

Injury or

loss

Injury or

loss

Systems Failure

Systems Failure

Decision toErr


BenefitsBenefitsofof

BehaviorBehavior--based Approachesbased Approaches

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Average Reduction Average Reduction of Injury Frequencyof Injury Frequency

Implementation of BBSImplementation of BBS

After 1 yearAfter 1 year 34%34% After 2 yearsAfter 2 years 44%44% After 3 yearsAfter 3 years 61%61% After 4 yearsAfter 4 years 71%71%

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Safety Intervention StrategiesSafety Intervention Strategies(By NSC(By NSC))

ApproachApproach # of Studies# of Studies # of Subjects# of Subjects Reduction %Reduction %

Behavior Based 7Behavior Based 7 2,4442,444 59.6%59.6%ErgonomicsErgonomics 33 n/an/a 51.6%51.6%Engineering Change 4Engineering Change 4 n/an/a 29.0% 29.0% Problem Solving 1Problem Solving 1 7676 20.0%20.0%GovGovtt ActionAction 22 22 18.3%18.3%Mgt. AuditsMgt. Audits 44 n/an/a 17.0%17.0%

Stress Management 2Stress Management 2 1,3001,300 15.0%15.0%Poster Campaign 2Poster Campaign 2 6,1006,100 14.0%14.0%Personnel Selection 26 19,177Personnel Selection 26 19,177 3.7%3.7%NearNear--miss Reports 2miss Reports 2 n/a n/a 0% 0%

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Why Implement BBS?Why Implement BBS?

Safety is about people.Safety is about people. Compliance is not sufficient.Compliance is not sufficient. Consequences drive behavior.Consequences drive behavior. MotivatingMotivating Performance FeedbackPerformance Feedback

Why Implement BBS?Why Implement BBS?

Truly proactiveTruly proactive Broad awarenessBroad awareness Deep InvolvementDeep Involvement Proven effectiveProven effective Transcends workplace safetyTranscends workplace safety

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Three Essential QuestionsThree Essential Questions

WhatWhat behaviors are being observed?behaviors are being observed?WhyWhy are those behaviors present?are those behaviors present?Now WhatNow What will be done to correct the system will be done to correct the system deficiencies?deficiencies?

BBS FeaturesBBS FeaturesStrengths / WeaknessesStrengths / Weaknesses

Peer to peer observationPeer to peer observation Supervisory observationSupervisory observation Behavior auditBehavior audit SnapshotSnapshot Software supportSoftware support Customized behavior inventoriesCustomized behavior inventoriesGeneral behavior inventoriesGeneral behavior inventories Emphasis on skilled coaching and feedbackEmphasis on skilled coaching and feedback

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Roles and ResponsibilitiesRoles and Responsibilities

WorkersWorkersObservers / SupervisorsObservers / Supervisors Safety StaffSafety StaffManagersManagers Safety Involvement TeamSafety Involvement Team

Are You ReadyAre You Readyforfor

BehaviorBehavior--Based Safety?Based Safety?

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Safety Culture WheelSafety Culture Wheel

0

4

8

12Leadership

Systems & Processes

InvolvementOrganizational Style

Measurement &Accountability

The ESPM Culture Wheel

Rate Each Statement on a Scale Rate Each Statement on a Scale from 0 to 3from 0 to 3

0= Weakness0= Weakness 1=Some aspects covered1=Some aspects covered 2=Could be improved2=Could be improved 3=Strength3=Strength

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LeadershipLeadership

Leadership commitment to safety is active, Leadership commitment to safety is active, visible, and livelyvisible, and lively

A clear and inspiring vision has been A clear and inspiring vision has been established for safe performanceestablished for safe performance

Safety is viewed and treated as a line Safety is viewed and treated as a line management responsibilitymanagement responsibility

Safety is clearly perceived as an organizational Safety is clearly perceived as an organizational value on the same level with productivity and value on the same level with productivity and qualityquality

Systems & ProcessesSystems & Processes

Supervisors and workers partner to find and Supervisors and workers partner to find and correct systems causes of incidentscorrect systems causes of incidents

Communication systems are abundant, effective Communication systems are abundant, effective and flow well in all directionsand flow well in all directions

Training systems deliberately and systematically Training systems deliberately and systematically create competency for the right people at the create competency for the right people at the right timeright time

Safe operating procedures and policies are Safe operating procedures and policies are clearly defined and communicatedclearly defined and communicated

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InvolvementInvolvement

Workers are skilled at problem solving and Workers are skilled at problem solving and decision makingdecision making

Labor and management work together to Labor and management work together to address safety systems issuesaddress safety systems issues

Team orientation achieves involvement and Team orientation achieves involvement and cooperationcooperation

Innovation, participation and suggestions are Innovation, participation and suggestions are encouraged at all levelsencouraged at all levels

Organizational StyleOrganizational Style

Trust and openness are the normTrust and openness are the normPositive reinforcement is used regularlyPositive reinforcement is used regularlyBureaucratic obstacles are removedBureaucratic obstacles are removedThere is formal and informal recognition There is formal and informal recognition

for great performance at all levelsfor great performance at all levels

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Measurement and AccountabilityMeasurement and Accountability

All levels of the organization have safety goals All levels of the organization have safety goals and process responsibilities clearly definedand process responsibilities clearly defined

The process of achieving results is a key safety The process of achieving results is a key safety measuremeasure

Performance reviews include accountability for Performance reviews include accountability for safe performance at all levelssafe performance at all levels

Supervision is accountable to perform safety Supervision is accountable to perform safety observations and feedbackobservations and feedback

How Do You Deal with Safety?How Do You Deal with Safety?

LeaderLeader culture that strongly values & supports EHSculture that strongly values & supports EHS continuous improvementcontinuous improvement

FollowerFollower compliance mindedcompliance minded view safety as a legal responsibility with little or no valueview safety as a legal responsibility with little or no value

GamblerGambler lack knowledge, resources, will to even achieve compliancelack knowledge, resources, will to even achieve compliance manage safety with eyes closed and fingers crossedmanage safety with eyes closed and fingers crossed

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How Is Your Organization Managed?How Is Your Organization Managed?

Safety must be in harmony with the way the Safety must be in harmony with the way the organization is managedorganization is managed Do we want production and safety?Do we want production and safety? Do we want production with safety?Do we want production with safety? Do we want safe production?Do we want safe production?

Goal: Efficient production which maximizes profitGoal: Efficient production which maximizes profit

Integrated or artificially introduced program?Integrated or artificially introduced program? How we do business How we do business -- a state of mind that must become an a state of mind that must become an

integral part of each and every procedure in the companyintegral part of each and every procedure in the company

Behavior Based SafetyBehavior Based Safety

Three major subThree major sub--systems to deal with:systems to deal with: The physical, the managerial, the behavioralThe physical, the managerial, the behavioral

Identifying critical atIdentifying critical at--risk behaviors risk behaviors andand the systems the systems that support themthat support them

AtAt--Risk BehaviorRisk Behavior normal human behaviornormal human behavior people reacting to their environmentpeople reacting to their environment

Deal with the Deal with the causescauses of the atof the at--risk behavior, not the risk behavior, not the behaviorbehavior change the environment that leads to the atchange the environment that leads to the at--risk behaviorrisk behavior

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There is no one right way to achieve safe production in There is no one right way to achieve safe production in an organization. For a safety system to be effective it an organization. For a safety system to be effective it must fit the organizationmust fit the organizations culture and it must:s culture and it must:

Force supervisory performanceForce supervisory performance Involve middle managementInvolve middle management Have top mgt. visibly showing their Have top mgt. visibly showing their

commitmentcommitment Have employee participationHave employee participation Be flexibleBe flexible Be perceived as positiveBe perceived as positive

Dan PetersenDan Petersen

Are You Ready?Are You Ready?

LEADERSHIPLEADERSHIP Organization needs to be fundamentally prepared for itOrganization needs to be fundamentally prepared for it

Success = taking on and resolving central organizational issuesSuccess = taking on and resolving central organizational issues

Major change initiative for most companiesMajor change initiative for most companies ChangeChange

not easynot easy often resisted w/ vigor and ingenuityoften resisted w/ vigor and ingenuity failed change efforts create skepticism, cynicism and apathyfailed change efforts create skepticism, cynicism and apathy

Whether in production, quality, or safety the ultimate Whether in production, quality, or safety the ultimate responsibility rests with leadership.responsibility rests with leadership.

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SYSTEMSSYSTEMS

Basic systems must be in place:Basic systems must be in place: Safety Safety -- AI, hazard recognition, recordkeeping, etcAI, hazard recognition, recordkeeping, etc Management Management -- decisiondecision--making, inventory, budgeting, etcmaking, inventory, budgeting, etc Facilities/Equipment Facilities/Equipment -- design, maintenance, etcdesign, maintenance, etc

If BBS is not integrated as a system it is likely to If BBS is not integrated as a system it is likely to burnburn--outout


INVOLVEMENTINVOLVEMENT

Engaging and sustaining employee involvement is the Engaging and sustaining employee involvement is the driving mechanismdriving mechanism

When employee involvement is not adequately When employee involvement is not adequately engaged, BBS becomes just another programengaged, BBS becomes just another program

Management involvement is crucialManagement involvement is crucial often subvert implementation by not understanding BBS often subvert implementation by not understanding BBS

principlesprinciples

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ORGANIZATIONAL STYLEORGANIZATIONAL STYLE

Must be functioning at a high level of effectiveness or Must be functioning at a high level of effectiveness or be willing to address obstacles to high level be willing to address obstacles to high level functioningfunctioning

Effective organizational functioning includes:Effective organizational functioning includes: CommunicationCommunication Trust and credibility between management and workersTrust and credibility between management and workers RespectRespect VisionVision


MEASUREMENT & ACCOUNTABILITYMEASUREMENT & ACCOUNTABILITY

What gets measured gets doneWhat gets measured gets done

Clearly defined roles and responsibilities at every Clearly defined roles and responsibilities at every levellevel Accountability v ResponsibilityAccountability v Responsibility

Performance v ResultsPerformance v Results

Safety Director Safety Director -- a lot of responsibility, very little a lot of responsibility, very little authorityauthority Not everyone is responsible for safety until they are held Not everyone is responsible for safety until they are held

accountableaccountable

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AssessmentAssessmentProcessProcess People? Time? Facilities? Outcome?

Perception Survey 100 yes/no opinion oriented questions Pencil & paper survey Anonymous responses

All Maximize size of group

30 min Lunch room Auditorium

Percent positive response in21 safety related categories

By location by levelStructured Interviews Facilitated group discussion 2 safety process questions Confidential

Focus groups of 10-12people (25% of pop.)

Representing the wholeorganization

Segregate mgmt &labor

75 min pergroup

Privateconference areawith ample roomand table to write

Ranked list of improvementrecommendations

System strengths System weaknesses Recommendations Next steps

EXECUTIVE SUMMARY

Deliverable

SampleSampleSurveySurvey

THE OHIO DIVISION OF SAFETY & HYGIENEPERCEPTION SURVEY

PART 1

A. Enter your work location: B. Enter your shift: _____________(Example: production, office, etc.)

___________________________

C. Circle your job function: D. Enter years with company: ____Line worker, supervisor, or manager

___________________________

PART 2

Y N 1. Do you feel you received adequatejob training?

Y N 2. Do supervisors discussaccidents and injuries with employeesinvolved?

Y N 3. Is discipline usually assessed whenoperating procedures are violated?

Y N 4. Would a safety incentive programcause you to work more safely?

Y N 5. Do you perceive the major cause ofaccidents to be unsafe conditions?

Y N 6. Does your company activelyencourage employees to work safely?

Y N 7. Is safety considered important bymanagement?

Y N 8. Are supervisors more concernedabout their safety record than aboutaccident prevention?

Y N 9. Do you think penalties should beassessed for safety and health violations?

Y N 10. Have you used the safetyinvolvement teams to get action on acomplaint or hazard which concernedyou?

Y N 11. Is high hazard equipmentinspected more thoroughly than otherequipment?

Y N 12. Is the amount of safety training givento supervisors adequate?

Y N 13. Have you been asked to performany operations which you felt wereunsafe?

Y N 14. Are records kept of potentialhazards found during violations?

Y N 15. Are employees influenced by yourcompanys efforts to promote safety?

Y N 16. Are employees providedinformation on such things as cost,frequency, type and cause of accidents?

Y N 17. Does your company dealeffectively with problems caused byalcohol or drug abuse?

Y N 18. Are unscheduled inspections ofoperations made?

Y N 19. Is off-the-job safety a part of yourcompanys safety program?

Y N 20. Does management insist uponproper medical attention for injuredemployees?

Y N 21. Are safe operating proceduresregularly reviewed with employees?

Y N 22. Are you interested in how yourcompanys safety record compares withother companies in your industry?

Y N 23. Does your company hireemployees who do not have thephysical ability to safely performassigned duties?

Y N 24. Do your co-workers support thecompanys safety program?

Y N 25. Do supervisors pay adequateattention to safety matters?

Y N 26. Is safe work behavior recognizedby supervisors?

Y N 27. Do employees participate in thedevelopment of safe work practices?

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Survey ResultsSurvey Results

Safety Observation ProcessSafety Observation Process

Step 1: Step 1: PLANPLAN where and when to make where and when to make observations and recall what to look forobservations and recall what to look for

Step 2: Step 2: OBSERVEOBSERVE worker behavior for safe and worker behavior for safe and atat--risk performancerisk performance

Step 3: Step 3: COACHCOACH for improved performance by for improved performance by positively reinforcing or redirectingpositively reinforcing or redirecting

Step 4: Step 4: RECORDRECORD whatwhat was observed, was observed, whywhy it it occurred, and occurred, and now whatnow what will be donewill be done

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Step 1: Step 1: PLANPLAN

Determine a time and place to observeDetermine a time and place to observeReview the Observation Memory JogReview the Observation Memory Jog--R R

(Tab 6)(Tab 6)Review Feedback and Coaching Tips Review Feedback and Coaching Tips

(Tab 7)(Tab 7)

Step 2: Step 2: OBSERVEOBSERVE

Snapshots of behaviorSnapshots of behaviorAllow no distractionsAllow no distractionsObserve people and surroundingsObserve people and surroundingsStop any atStop any at--risk behavior immediatelyrisk behavior immediatelyStop observing after 30 seconds or atStop observing after 30 seconds or at--risk risk

behavior is observed, which ever comes behavior is observed, which ever comes firstfirst

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Step 3: Step 3: COACHCOACH

Provide positive reinforcement (R+) if Provide positive reinforcement (R+) if safesafe

Coach by shaping behavior Coach by shaping behavior if atif at--riskrisk

Ignore what you sawIgnore what you sawDiscipline Discipline

Step 4: Step 4: RECORDRECORD

Anonymous, specific, timelyAnonymous, specific, timelySafe and AtSafe and At--Risk behaviors on Memory Risk behaviors on Memory

JogJog--RRWhat, Why, Now WhatWhat, Why, Now WhatTake ActionTake Action

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Observation ExercisesObservation Exercises

Continuous ImprovementContinuous Improvement

Data CompilationData CompilationSafety Involvement TeamSafety Involvement TeamProblem solvingProblem solving Implement solutionsImplement solutionsSuccessful?Successful?

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OBSERVATIONOBSERVATION

Reactive BehaviorReactive BehaviorPersonal Protective EquipmentPersonal Protective EquipmentSpecific Job RisksSpecific Job RisksTools and EquipmentTools and EquipmentSafe Work PracticesSafe Work PracticesErgonomicsErgonomics

Reactive BehaviorReactive Behavior

Adjusting PPEAdjusting PPE Changing position / Turning awayChanging position / Turning away Stopping work / Attaching safe guardsStopping work / Attaching safe guards Rearranging jobRearranging job

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Personal Protective Personal Protective EquipmentEquipment

Head gearHead gear Eye protection and face shieldingEye protection and face shielding Hearing protectionHearing protection Respiratory protectionRespiratory protection Arm and hand coveringArm and hand covering Foot and leg protectionFoot and leg protection

Specific Job RisksSpecific Job Risks

Strike against or caughtStrike against or caught Line of fireLine of fire Fall, slip hazardFall, slip hazard Contact hot, chemical or electricContact hot, chemical or electric Inhale or swallow hazardous substanceInhale or swallow hazardous substance

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Tools and EquipmentTools and Equipment

Wrong for the jobWrong for the job Used incorrectlyUsed incorrectly In need of repair or maintenanceIn need of repair or maintenance Clutter & poor housekeepingClutter & poor housekeeping

Safe Work PracticesSafe Work Practices

Not definedNot defined Not known or understoodNot known or understood Ignored or done poorlyIgnored or done poorly Not compatible with taskNot compatible with task

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ErgonomicsErgonomics

Forceful exertionsForceful exertions Awkward posturesAwkward postures High repetitionHigh repetition Long duration w/o restLong duration w/o rest

Coaching and FeedbackCoaching and Feedbackfor the skilled observerfor the skilled observer

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Positive ReinforcementPositive Reinforcement

Give praiseGive praise Explain why this behavior is right and/or Explain why this behavior is right and/or

safesafe Encourage continued behaviorEncourage continued behavior

Shaping BehaviorShaping Behavior

CommunicateCommunicate the behavior you sawthe behavior you saw CheckCheck for understanding of the jobfor understanding of the job CoachCoach for improved performancefor improved performance ContractContract for safe behaviorfor safe behavior

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Coaching TipsCoaching Tips

Use Use II vs. vs. YouYou languagelanguage Appeal to otherAppeal to others interests and goalss interests and goals Reflect feelings or emotions that go Reflect feelings or emotions that go

beyond the wordsbeyond the words Set limits to clarify expectationsSet limits to clarify expectations Talk about the behavior, not the personTalk about the behavior, not the person

Coaching Tips Coaching Tips ContinuedContinued

Keep calmKeep calm DonDont personalize emotion of otherst personalize emotion of others Move to problem solvingMove to problem solving Focus on interests rather than positionFocus on interests rather than position Find common groundFind common ground

Behavior Based Safety

Documents

safety culture safety

safety management

safety professionals

safety fables

importance of safety

safety performancehealth

behavior behavior

safe behavior