1

Behavior
Behavior
Based
Based
Safety
Safety
Sensory
activities
Data
processing
Actions
Decision
making
By: Mohamed Farouk
Objectives Objectives
The benefits of behavior The 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 company A company s readiness for behavior s readiness for behavior- -based based
safety. safety.
Compare and contrast the different Compare and contrast the different
behavior behavior- -based systems on the market based systems on the market
today. today.
2
3 3
Why Safety Programs Do Not Work: Why Safety Programs Do Not Work:
Safety is a Safety is a priority priority, not a , not a value value! !
Safety is Safety is not not 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 not not driven through continuous driven through continuous
improvement! improvement!
Health and Safety Performance Health and Safety Performance
N
u
m
b
e
r

o
f

A
c
c
i
d
e
n
t
s
1970s 1980s 1990s 2000s
Technical improvements
(Hardware)
Process and procedural safety
(Software)
Human factors
3
Behaviour Behaviour
Influenced by the: Influenced by the:
Organisation Organisation
Job Job
Individual Individual
The Individual The Individual
Perception Perception
The way in which a person interprets sensory The way in which a person interprets sensory
information information
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8 8
Fallacies or Realities Fallacies 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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9 9
Core Elements in Successful Safety Core Elements in Successful Safety
Programs Programs
A culture that says A culture that says safety safety 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 organisation organisation s s
health and safety management. health and safety management.
6
Feature of positive Safety Culture Feature 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.
12 12
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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13 13
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!
14 14
Obstacles To Success: Obstacles To Success:
Poorly Maintained Facilities Poorly Maintained Facilities
Top Top- -down Management Practices down Management Practices
Poor Planning/Execution Poor Planning/Execution
Inadequate Training Inadequate Training
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15 15
Keys to Success: Keys to Success:
Meaningful Employee Empowerment Meaningful Employee Empowerment
Designing a Well Planned and Designing a Well Planned and
Supported BBS Process Supported BBS Process
Managing BBS Process with Integrity Managing BBS Process with Integrity
Turn & Talk Turn & Talk
What kinds of injuries What kinds of injuries
and accidents are and accidents are
common at your common at your
workplace? workplace?
9
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? _____%
Unsafe actions, at Unsafe 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, at Unsafe actions, at- -risk behaviors, poor risk behaviors, poor
decisions? decisions? 94% 94%
10
Therefore, compliance is Therefore, compliance is
necessary necessary but not but not sufficient sufficient for for
great safety. great safety.
Safety is about Safety is about people people, and , and
behavior behavior is the challenge. is the challenge.
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Bow Tie Model for an Incident Bow Tie Model for an Incident
H
A
Z
A
R
D
C
O
N
S
E
Q
U
E
N
C
E
BARRIERS
BARRIERS
ESCALATION CONTROLS
ESCALATION CONTROLS
TOP EVENT
H
A
Z
A
R
D
C
O
N
S
E
Q
U
E
N
C
E
BARRIERS
BARRIERS
ESCALATION CONTROLS
ESCALATION CONTROLS
TOP EVENT
Mitigation
Prevention
Control
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Risks Addressed by Safety Risks Addressed by Safety
Management System Management System
Process Safety
Personal
Safety
Reliability
Process Safety
Controlling the
catastrophic release of
chemicals or energy that
can result in injury to many
people
Personal Safety
Controlling
hazards that can
injure an employee
at work
Reliability
Ensuring the uninterrupted
suppl y of products to
customers and the
uninterrupted operation of
facilities (minimizing costs)
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23
Safety Culture Safety Culture
Considerthem,theyimprovethesafetyperformance
Individual
working activity
Team work
Working situation
Characteristic of
the Individual
Process safety
results
HSE results
Reliability
Safety Culture
Organization
Management
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BSV for Accident Prevention BSV for Accident Prevention
BSV
Incidents,
Near misses,
Unsafe behavior,
Anomalies,

Accidents,
Incidents
13
Traditional Safety Traditional Safety
Fewer Fewer
Accidents Accidents
Safety Safety
Training Training
Policies Policies
Slogans Slogans
Safety Safety
Meetings Meetings
Contests Contests
& &
Awards Awards
Committees Committees
& Councils & Councils
R R
e e
p p
r r
i i
m m
a a
n n
d d
s s
R R
e e
g g
u u
l l
a a
t t
i i
o o
n n
s s
Behavior Based Safety Behavior Based Safety
Safety Safety
Activities Activities
Fewer at Fewer at- -risk risk
Behaviors Behaviors
Fewer Fewer
Accidents Accidents
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What Behavior What Behavior- -based based
is... is...
Safe People vs
Safe Places
Injuries Equal
Management Errors
Behavior
Management
Measure Behaviors
vs Results
Observation &
Feedback
Positive
Reinforcement
Organizational Performance Organizational Performance
Model Model
Great
Performance
Systems
Behaviors
Climate
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Systems
Accountability
Communication
Decision Making
Measurement
Orientation
Training
Employment
Auditing
Behaviors
Behaviors
Honesty and Honesty and
Integrity Integrity
Ask for help Ask for help
without taking without taking
responsibility responsibility
Recognition Recognition
Observation and Observation and
feedback feedback
Trust Trust
Listen with Listen with
empathy empathy
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Climate Variables
Climate Variables
Confidence/trust Confidence/trust
Interest in people Interest in people
Understanding problems Understanding problems
Training/helping Training/helping
Teaching to solve Teaching to solve
problems problems
Much information Much information
Approachability Approachability
Recognition Recognition
Turn & Talk Turn & 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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33 33
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 :
34 34
Human behavior is both:
Observable
Measurable
therefore
Behavior can be managed !
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35 35
Attitudes Attitudes
Are inside a person Are inside a person s head s head - -therefore therefore
they they are not are not observable or observable or
measurable measurable
Attitudes can be changed by Attitudes can be changed by
changing behaviors changing behaviors
however
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ABC Model
ABC Model
Antecedents 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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37 37
Definitions: Definitions:
Activators: Activators: A person, place, thing or A person, place, thing or
event that happens event that happens before before 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 don they don t t
control it. control it.
38 38
Some examples of activators
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39 39
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:
40 40
Some examples of behavior:
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41 41
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 Model Behavioral Model
B = f (c)
Antecedents
Behaviors
Consequences
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Some example of Consequences:
44 44
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 (R Negative 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
46 46
Consequences Influence Behaviors Consequences Influence Behaviors
Based Upon Based Upon Individual Individual Perceptions of: Perceptions of:
Timing Timing - - immediate or future immediate or future
Consistency Consistency - - certain or uncertain certain 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
Certain
vs
Uncertain
Positive vs Negative
Personal
vs
Organizational
48 48
Both Positive (R+) & Negative (R Both Positive (R+) & Negative (R- -) )
Reinforcement Can Increase Behavior Reinforcement Can Increase Behavior
R R- - : :
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 don escape or avoid something you don t want t want
R-
One more report like
this and youre outa
here!!
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49 49
Good safety
suggestion Joe! Keep
bringing emup!
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 want You get something you want
50 50
P
e
r
f
o
r
m
a
n
c
e
Time
R+
The effects of positive
reinforcement
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51 51
P
e
r
f
o
r
m
a
n
c
e Time
P
The effects of
punishment
52 52
Why is one sign often ignored, the other
one often followed?
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53 53
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:
Maslow Maslow s Hierarchy of Needs s 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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Performance
Motivation
Motivation Model
Ability Ability
Performance
Motivation
Selection -
Can they do it
Training -
Do they know
how
Motivation Model
Ability Ability
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Performance
Motivation
Job Climate -
Boss & Peer relationships,
Work environment
Selection -
Can they do it
Training -
Do they know
how
Motivation Model
Ability Ability
The Job Itself -
Any fun, challenge
Performance
Motivation
Job Motivational
Factors
Achievement, Promotion,
Recognition, Responsibility
Job Climate -
Boss & Peer relationships,
Work environment
Selection -
Can they do it
Training -
Do they know
how
Motivation Model
Ability Ability
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The Job Itself -
Any fun, challenge
Performance
Motivation
Union -
Norms,
Pressures
Peer Groups -
Norms, Pressures
Job Motivational
Factors
Achievement, Promotion,
Recognition, Responsibility
Job Climate -
Boss & Peer relationships,
Work environment
Selection -
Can they do it
Training -
Do they know
how
Motivation Model
Ability Ability
Accident Causation
Accident Causation
DOTS Model DOTS Model
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Lost Ti me Accidents: Typology cri teria
Acti vi ty:
Action of the empl oyee at ti me of the acci dent
Wal ki ng
Cli mbi ng (down/up)
Handli ng (manual/mechani cal )
Techni cal operati on
Road
Other
Hazard:
Hazard i nvol ved i n the
ci rcumstances of the accident
Industrial (*)
Shock
Fal l
Bad posture
Coll i si on
Aggression
Cause:
Mai n cause i dentifi ed as being at the
ori gi n of the accident
Desi gn Constructi on
Equi pment
Behavi or
Management Procedure
External
Unknown
(*) i ndustri al hazar d: burst, f i re, col d, spil l,..
Injury
Logical
decision in
his/her
situation
Logical
decision in
his/her
situation
Workstatn
design
Workstatn
design
Incompble
displays/
Controls or job
design
Incompble
displays/
Controls or job
design
Capacity with
Load in a
State
Capacity with
Load in a
State
Decision to err
Decision to err
Traps
Traps
Overload
or
mismatch
Overload
or
mismatch
Human
Error
Human
Error
Acc or
incidt
Acc or
incidt
Injury
or
loss
Injury
or
loss
Systems
Failure
Systems
Failure
Causation
Model
D O T S
Percei ved low
probability
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Peer pressure
Measures of the boss
Perceived priorities
of mgt
Peer pressure
Measures of the boss
Perceived 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 Model
D
O T S
Natural endowment
Physical capability
Knowledge skill
Drugs / alcohol
Information
processing
Environment
Worry / stress
Fatigue
LCUs
Natural endowment
Physical capability
Knowledge skill
Drugs / alcohol
Information
processing
Environment
Worry / stress
Fatigue
LCUs
Capacity
with
Load
in a
State
Capacity
with
Load
in a
State
Overload
or a
Mismatch
Overload
or a
Mismatch
Causation Model
D O T S
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Size, force,
feel, repetition
reach
Size, force,
feel, repetition
reach
Stereotypes,
Human capabilities,
Expectations,
Inconsistencies
Workstation or
Job design
Workstation or
Job design
Incompatible
displays or
controls
Traps
Traps
Causation Model
D O T S
Lack of Policy / Guidelines / Practices Lack of Policy / Guidelines / Practices
Poorly defined responsibility Poorly defined responsibility
No authority to act No authority to act
Little accountability or measurement Little accountability or measurement
No analysis of incidents No analysis of incidents
No orientation of new / transferred staff No orientation of new / transferred staff
Lack of clear SOPs / Standards Lack of clear SOPs / Standards
Systems Causes Systems Causes
Causation Model
D O T S
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Traps
Traps
Overload or
mismatch
Overload or
mismatch
Human
Error
Human
Error
Acc or
incidt
Acc or
incidt
Injury
or
loss
Injury
or
loss
Systems
Failure
Systems
Failure
Decision to
Err
Causation Model
D O T S
Benefits Benefits
of of
Behavior Behavior- -based Approaches based Approaches
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Average Reduction Average Reduction
of Injury Frequency of Injury Frequency
Implementation of BBS Implementation of BBS
After 1 year After 1 year 34% 34%
After 2 years After 2 years 44% 44%
After 3 years After 3 years 61% 61%
After 4 years After 4 years 71% 71%
70 70
Safety Intervention Strategies Safety Intervention Strategies
(By NSC (By NSC) )
Approach Approach # of Studies # of Studies # of Subjects # of Subjects Reduction % Reduction %
Behavior Based 7 Behavior Based 7 2,444 2,444 59.6% 59.6%
Ergonomics Ergonomics 3 3 n/a n/a 51.6% 51.6%
Engineering Change 4 Engineering Change 4 n/a n/a 29.0% 29.0%
Problem Solving 1 Problem Solving 1 76 76 20.0% 20.0%
Gov Gov t t Action Action 2 2 2 2 18.3% 18.3%
Mgt. Audits Mgt. Audits 4 4 n/a n/a 17.0% 17.0%
Stress Management 2 Stress Management 2 1,300 1,300 15.0% 15.0%
Poster Campaign 2 Poster Campaign 2 6,100 6,100 14.0% 14.0%
Personnel Selection 26 19,177 Personnel Selection 26 19,177 3.7% 3.7%
Near Near- -miss Reports 2 miss 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.
Motivating Motivating
Performance Feedback Performance Feedback
Why Implement BBS? Why Implement BBS?
Truly proactive Truly proactive
Broad awareness Broad awareness
Deep Involvement Deep Involvement
Proven effective Proven effective
Transcends workplace safety Transcends workplace safety
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Three Essential Questions Three Essential Questions
What What behaviors are being observed? behaviors are being observed?
Why Why are those behaviors present? are those behaviors present?
Now What Now What will be done to correct the system will be done to correct the system
deficiencies? deficiencies?
BBS Features BBS Features
Strengths / Weaknesses Strengths / Weaknesses
Peer to peer observation Peer to peer observation
Supervisory observation Supervisory observation
Behavior audit Behavior audit
Snapshot Snapshot
Software support Software support
Customized behavior inventories Customized behavior inventories
General behavior inventories General behavior inventories
Emphasis on skilled coaching and feedback Emphasis on skilled coaching and feedback
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Roles and Responsibilities Roles and Responsibilities
Workers Workers
Observers / Supervisors Observers / Supervisors
Safety Staff Safety Staff
Managers Managers
Safety Involvement Team Safety Involvement Team
Are You Ready Are You Ready
for for
Behavior Behavior- -Based Safety? Based Safety?
39
Safety Culture Wheel Safety Culture Wheel
0
4
8
12
Leadership
Systems & Processes
Involvement Organizational Style
Measurement &
Accountability
The ESPM Culture Wheel
Rate Each Statement on a Scale Rate Each Statement on a Scale
from 0 to 3 from 0 to 3
0= Weakness 0= Weakness
1=Some aspects covered 1=Some aspects covered
2=Could be improved 2=Could be improved
3=Strength 3=Strength
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Leadership Leadership
Leadership commitment to safety is active, Leadership commitment to safety is active,
visible, and lively visible, and lively
A clear and inspiring vision has been A clear and inspiring vision has been
established for safe performance established for safe performance
Safety is viewed and treated as a line Safety is viewed and treated as a line
management responsibility management 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
quality quality
Systems & Processes Systems & Processes
Supervisors and workers partner to find and Supervisors and workers partner to find and
correct systems causes of incidents correct systems causes of incidents
Communication systems are abundant, effective Communication systems are abundant, effective
and flow well in all directions and 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 time right time
Safe operating procedures and policies are Safe operating procedures and policies are
clearly defined and communicated clearly defined and communicated
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Involvement Involvement
Workers are skilled at problem solving and Workers are skilled at problem solving and
decision making decision making
Labor and management work together to Labor and management work together to
address safety systems issues address safety systems issues
Team orientation achieves involvement and Team orientation achieves involvement and
cooperation cooperation
Innovation, participation and suggestions are Innovation, participation and suggestions are
encouraged at all levels encouraged at all levels
Organizational Style Organizational Style
Trust and openness are the norm Trust and openness are the norm
Positive reinforcement is used regularly Positive reinforcement is used regularly
Bureaucratic obstacles are removed Bureaucratic obstacles are removed
There is formal and informal recognition There is formal and informal recognition
for great performance at all levels for great performance at all levels
42
Measurement and Accountability Measurement and Accountability
All levels of the organization have safety goals All levels of the organization have safety goals
and process responsibilities clearly defined and process responsibilities clearly defined
The process of achieving results is a key safety The process of achieving results is a key safety
measure measure
Performance reviews include accountability for Performance reviews include accountability for
safe performance at all levels safe performance at all levels
Supervision is accountable to perform safety Supervision is accountable to perform safety
observations and feedback observations and feedback
How Do You Deal with Safety? How Do You Deal with Safety?
Leader Leader
culture that strongly values & supports EHS culture that strongly values & supports EHS
continuous improvement continuous improvement
Follower Follower
compliance minded compliance minded
view safety as a legal responsibility with little or no value view safety as a legal responsibility with little or no value
Gambler Gambler
lack knowledge, resources, will to even achieve compliance lack knowledge, resources, will to even achieve compliance
manage safety with eyes closed and fingers crossed manage safety with eyes closed and fingers crossed
43
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 managed organization 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 profit Goal: 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 company integral part of each and every procedure in the company
Behavior Based Safety Behavior Based Safety
Three major sub Three major sub- -systems to deal with: systems to deal with:
The physical, the managerial, the behavioral The physical, the managerial, the behavioral
Identifying critical at Identifying critical at- -risk behaviors risk behaviors and and the systems the systems
that support them that support them
At At- -Risk Behavior Risk Behavior
normal human behavior normal human behavior
people reacting to their environment people reacting to their environment
Deal with the Deal with the causes causes of the at of the at- -risk behavior, not the risk behavior, not the
behavior behavior
change the environment that leads to the at change the environment that leads to the at- -risk behavior risk 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 organization must fit the organization s culture and it must: s culture and it must:
Force supervisory performance Force supervisory performance
Involve middle management Involve middle management
Have top mgt. visibly showing their Have top mgt. visibly showing their
commitment commitment
Have employee participation Have employee participation
Be flexible Be flexible
Be perceived as positive Be perceived as positive
Dan Petersen Dan Petersen
Are You Ready? Are You Ready?
LEADERSHIP LEADERSHIP
Organization needs to be fundamentally prepared for it Organization needs to be fundamentally prepared for it
Success = taking on and resolving central organizational issues Success = taking on and resolving central organizational issues
Major change initiative for most companies Major change initiative for most companies
Change Change
not easy not easy
often resisted w/ vigor and ingenuity often resisted w/ vigor and ingenuity
failed change efforts create skepticism, cynicism and apathy failed 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.
45
Are You Ready? Are You Ready?
SYSTEMS SYSTEMS
Basic systems must be in place: Basic systems must be in place:
Safety Safety - - AI, hazard recognition, recordkeeping, etc AI, hazard recognition, recordkeeping, etc
Management Management - - decision decision- -making, inventory, budgeting, etc making, inventory, budgeting, etc
Facilities/Equipment Facilities/Equipment - - design, maintenance, etc design, 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
burn burn- -out out
Are You Ready? Are You Ready?
INVOLVEMENT INVOLVEMENT
Engaging and sustaining employee involvement is the Engaging and sustaining employee involvement is the
driving mechanism driving mechanism
When employee involvement is not adequately When employee involvement is not adequately
engaged, BBS becomes just another program engaged, BBS becomes just another program
Management involvement is crucial Management involvement is crucial
often subvert implementation by not understanding BBS often subvert implementation by not understanding BBS
principles principles
46
Are You Ready? Are You Ready?
ORGANIZATIONAL STYLE ORGANIZATIONAL 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
functioning functioning
Effective organizational functioning includes: Effective organizational functioning includes:
Communication Communication
Trust and credibility between management and workers Trust and credibility between management and workers
Respect Respect
Vision Vision
Are You Ready? Are You Ready?
MEASUREMENT & ACCOUNTABILITY MEASUREMENT & ACCOUNTABILITY
What gets measured gets done What gets measured gets done
Clearly defined roles and responsibilities at every Clearly defined roles and responsibilities at every
level level
Accountability v Responsibility Accountability v Responsibility
Performance v Results Performance v Results
Safety Director Safety Director - - a lot of responsibility, very little a lot of responsibility, very little
authority authority
Not everyone is responsible for safety until they are held Not everyone is responsible for safety until they are held
accountable accountable
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Assessment Assessment
Process Process
People? Time? Facilities? Outcome?
Perception Survey
100yes/no opinionorientedquestions
Pencil & paper survey
Anonymousresponses
All
Maximizesizeof group
30min Lunchroom
Auditorium
Percent positiveresponsein
21safety relatedcategories
By locationby level
Structured Interviews
Facilitatedgroupdiscussion
2safety processquestions
Confidential
Focusgroupsof 10-12
people(25% of pop.)
Representingthewhole
organization
Segregatemgmt &
labor
75minper
group
Private
conferencearea
withampleroom
andtableto write
Rankedlist of improvement
recommendations
Systemstrengths
Systemweaknesses
Recommendations
Next steps
EXECUTIVE
SUMMARY
Deliverable
Sample Sample
Survey Survey
THE OHIO DIVISION OF SAFETY & HYGIENE
PERCEPTION SURVEY
PART 1
A. Enter your work location: B. Enter your shift: _____________
(Example: production, office, etc.)
___________________________
C. Circleyour jobfunction: D. Enter yearswithcompany: ____
Lineworker, supervisor, or manager
___________________________
PART 2
Y N 1. Doyoufeel youreceivedadequate
jobtraining?
Y N 2. Dosupervisorsdiscuss
accidentsandinjurieswithemployees
involved?
Y N 3. Isdisciplineusuallyassessedwhen
operatingproceduresareviolated?
Y N 4. Wouldasafetyincentiveprogram
causeyoutoworkmoresafely?
Y N 5. Doyouperceivethemajor causeof
accidentstobeunsafeconditions?
Y N 6. Doesyour companyactively
encourageemployeestoworksafely?
Y N 7. Issafetyconsideredimportant by
management?
Y N 8. Aresupervisorsmoreconcerned
about their safetyrecordthanabout
accident prevention?
Y N 9. Doyouthink penaltiesshouldbe
assessedfor safetyandhealthviolations?
Y N 10. Haveyouusedthesafety
involvement teamstoget actionona
complaint or hazardwhichconcerned
you?
Y N 11. Ishighhazardequipment
inspectedmorethoroughlythanother
equipment?
Y N 12. Istheamount of safetytraininggiven
tosupervisorsadequate?
Y N 13. Haveyoubeenaskedtoperform
any operationswhichyoufelt were
unsafe?
Y N 14. Arerecordskept of potential
hazardsfoundduringviolations?
Y N 15. Areemployeesinfluencedbyyour
companyseffortstopromotesafety?
Y N 16. Areemployeesprovided
informationonsuchthingsascost,
frequency, typeandcauseof accidents?
Y N 17. Doesyour companydeal
effectivelywithproblemscausedby
alcohol or drugabuse?
Y N 18. Areunscheduledinspectionsof
operationsmade?
Y N 19. Isoff-the-jobsafetyapart of your
companyssafetyprogram?
Y N 20. Doesmanagement insist upon
proper medical attentionfor injured
employees?
Y N 21. Aresafeoperatingprocedures
regularlyreviewedwithemployees?
Y N 22. Areyouinterestedinhowyour
companyssafetyrecordcompareswith
other companiesinyour industry?
Y N 23. Doesyour companyhire
employeeswhodonot havethe
physical abilitytosafelyperform
assignedduties?
Y N 24. Doyour co-workerssupport the
companyssafetyprogram?
Y N 25. Dosupervisorspayadequate
attentiontosafetymatters?
Y N 26. Issafework behavior recognized
bysupervisors?
Y N 27. Doemployeesparticipateinthe
development of safework practices?
48
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Manager Supervisor Employee
Survey Results Survey Results
Safety Observation Process Safety Observation Process
Step 1: Step 1: PLAN PLAN where and when to make where and when to make
observations and recall what to look for observations and recall what to look for
Step 2: Step 2: OBSERVE OBSERVE worker behavior for safe and worker behavior for safe and
at at- -risk performance risk performance
Step 3: Step 3: COACH COACH for improved performance by for improved performance by
positively reinforcing or redirecting positively reinforcing or redirecting
Step 4: Step 4: RECORD RECORD what what was observed, was observed, why why it it
occurred, and occurred, and now what now what will be done will be done
49
Step 1: Step 1: PLAN PLAN
Determine a time and place to observe Determine a time and place to observe
Review the Observation Memory Jog Review 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: OBSERVE OBSERVE
Snapshots of behavior Snapshots of behavior
Allow no distractions Allow no distractions
Observe people and surroundings Observe people and surroundings
Stop any at Stop any at- -risk behavior immediately risk behavior immediately
Stop observing after 30 seconds or at Stop observing after 30 seconds or at- -risk risk
behavior is observed, which ever comes behavior is observed, which ever comes
first first
50
Step 3: Step 3: COACH COACH
Provide positive reinforcement (R+) if Provide positive reinforcement (R+) if
safe safe
Coach by shaping behavior Coach by shaping behavior
if at if at- -risk risk
Ignore what you saw Ignore what you saw
Discipline Discipline
Step 4: Step 4: RECORD RECORD
Anonymous, specific, timely Anonymous, specific, timely
Safe and At Safe and At- -Risk behaviors on Memory Risk behaviors on Memory
Jog Jog- -R R
What, Why, Now What What, Why, Now What
Take Action Take Action
51
Observation Exercises Observation Exercises
Continuous Improvement Continuous Improvement
Data Compilation Data Compilation
Safety Involvement Team Safety Involvement Team
Problem solving Problem solving
Implement solutions Implement solutions
Successful? Successful?
52
OBSERVATION OBSERVATION
Reactive Behavior Reactive Behavior
Personal Protective Equipment Personal Protective Equipment
Specific Job Risks Specific Job Risks
Tools and Equipment Tools and Equipment
Safe Work Practices Safe Work Practices
Ergonomics Ergonomics
Reactive Behavior Reactive Behavior
Adjusting PPE Adjusting PPE
Changing position / Turning away Changing position / Turning away
Stopping work / Attaching safe guards Stopping work / Attaching safe guards
Rearranging job Rearranging job
53
Personal Protective Personal Protective
Equipment Equipment
Head gear Head gear
Eye protection and face shielding Eye protection and face shielding
Hearing protection Hearing protection
Respiratory protection Respiratory protection
Arm and hand covering Arm and hand covering
Foot and leg protection Foot and leg protection
Specific Job Risks Specific Job Risks
Strike against or caught Strike against or caught
Line of fire Line of fire
Fall, slip hazard Fall, slip hazard
Contact hot, chemical or electric Contact hot, chemical or electric
Inhale or swallow hazardous substance Inhale or swallow hazardous substance
54
Tools and Equipment Tools and Equipment
Wrong for the job Wrong for the job
Used incorrectly Used incorrectly
In need of repair or maintenance In need of repair or maintenance
Clutter & poor housekeeping Clutter & poor housekeeping
Safe Work Practices Safe Work Practices
Not defined Not defined
Not known or understood Not known or understood
Ignored or done poorly Ignored or done poorly
Not compatible with task Not compatible with task
55
Ergonomics Ergonomics
Forceful exertions Forceful exertions
Awkward postures Awkward postures
High repetition High repetition
Long duration w/o rest Long duration w/o rest
Coaching and Feedback Coaching and Feedback
for the skilled observer for the skilled observer
56
Positive Reinforcement Positive Reinforcement
Give praise Give praise
Explain why this behavior is right and/or Explain why this behavior is right and/or
safe safe
Encourage continued behavior Encourage continued behavior
Shaping Behavior Shaping Behavior
Communicate Communicate the behavior you saw the behavior you saw
Check Check for understanding of the job for understanding of the job
Coach Coach for improved performance for improved performance
Contract Contract for safe behavior for safe behavior
57
Coaching Tips Coaching Tips
Use Use I I vs. vs. You You language language
Appeal to other Appeal to other s interests and goals s interests and goals
Reflect feelings or emotions that go Reflect feelings or emotions that go
beyond the words beyond the words
Set limits to clarify expectations Set limits to clarify expectations
Talk about the behavior, not the person Talk about the behavior, not the person
Coaching Tips Coaching Tips Continued Continued
Keep calm Keep calm
Don Don t personalize emotion of others t personalize emotion of others
Move to problem solving Move to problem solving
Focus on interests rather than position Focus on interests rather than position
Find common ground Find common ground