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Leading Indicators
to measure the performance of the Occupational Health and Safety System
by: Steve Oakley
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bjectives
At the end of this session participants will understand:
A common definition of leading indicators;
ndicate
To point out, make known, show, be a sign of, or suggest a call for treatment (Medical)
ndicator
Person or thing that points out or indicates
ead
To guide, go in front
eading Indicator
1) A measure of conditions or activities that are believed to precede, and consequently affect, injury rates.
(OHSCO)
2) A metric used for its ability to measure incremental progress, or quality, or to indicate the direction of future results (predictive). (Dupont, 2000)
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Leading Edge
Trailing Edge
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esults-directed Indicators
Loss time case rate: Number of lost time cases x 200,000/number of hours worked
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esults-directed Indicators
Loss and restricted day rate: Number of days lost and restricted x 200,000 hours/number of hours worked
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ehaviour-directed Indicators
Frequency and Quality of: Workplace safety and loss control inspections Job safety observations
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ehaviour-directed Indicators
Frequency and Quality of: Safety communications to employees
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ehaviour-directed Indicators
Frequency and Quality of:
Safety committee meetings
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ehaviour-directed Indicators
Timeliness of required responses to employee safety suggestions
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nputs/Outcomes
Inputs
(leading indicators)
Outcomes
(trailing indicators)
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afety
Concerned with injury causing situations Concerned with hazards to humans that result from sudden severe conditions
(Goetsch, 1993)
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ealth
Concerned with disease causing situations Deals with adverse reactions to prolonged exposure to dangerous, but less intense hazards.
(Goetsch, 1993)
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There are probably more occupational health fatalities than safety fatalities, but the statistics will not reflect this difference because the health fatalities are delayed and are often never diagnosed.
(Asfahl, 1999)
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The most valid method of achieving sustainable, long-term results is to steer a facilitys safety efforts by a variety of behaviour-based indicators, in judicious combination with accident frequency.
(Krause et al, 1991)
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Improve the process, not the downstream results Use statistical techniques to distinguish variation due to common cause from variation due to special cause
(Krause et al, 1991)
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DANGER
Losses
Hazards
(Reason ,1997)
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Defence-in-depth
(Reason, 1990)
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Thus, despite their inherent problems, identifying and eliminating latent conditions proactively still offer the best routes to improving system Fitness. But it has to be a continuous process. As one problem is being addressed, others will spring up in its place. There are no final victories in the safety war.
(Reason, 1997) 29
Only if the managers of a system had complete control over all the possible accident-producing factors couldaccident rates be linked directly to the quality of safety management. The large random component in accident causation means the safe organizations can still have bad accidents, and unsafe organizations can escape them for long periods.
(Reason, 1997) 30
Very Safe
Currents acting
within the safety space
Very Unsafe
(Reason, 1997)
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afety Management
The only attainable goal for safety management is: To reach that region of the safety space associated with maximum resistance.
Driving Forces
Very
Safe
Target Zone
Very
Unsafe
Proactive Measures
Identify those conditions most needing correction, leading to steady gains in resistance of fitness.
(Reason, 1997)
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Safeguards
(Reason, 1997)
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Organizational Factors
(Reason, 1997)
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DANGER
Losses
Hazards
Unsafe Acts
Causes Investigation
Organizational Factors
(Reason, 1997) 37
Leading Edge
Trailing Edge
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Training
Management factors CULTURAL FACTORS
Training
Procedural factors
Training
Technical factors
(Reason, 1997) 39
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Leading indicators show company managers that an effective system exists to put the lessons learned from accidents, incidents and near misses into practice.
(Sefton, 2000)
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Leading indicators populate the management system as a whole to demonstrate a positive safety culture exists within the organization.
(Sefton, 2000) 42
A virtuous cycle exists in which teams develop their own indicators to grow and learn. Accident and incident statistics are trending to zero.
(Sefton, 2000)
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Leading indicators (e.g., observations) are used to predict changes in safety performance. Monitor safety performance versus program implementation at all sites.
(Petersen, 1996)
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(Petersen, 1996)
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Trailing indicator data generally provide limited answers about relationships between causes and effects, so only broad accident preventive measures can be taken. Checklists and analyses are more suitable, detailed, and effective for safety accomplishments.
(Hammer & Price, 2001) 48
agging/Leading Indicators
In recent years there has been a movement away from safety measures purely based on retrospective data, or lagging indicators such as fatalities, lost time accident rates and incidents, towards so called leading indicators such as safety audits or measurements of safety climate.
(Flin et al, 2000) 50
eading Indicators
The most common themes assessed in safety climate questionnaires are:
Management/supervision
Safety system
Risk
Work pressure
Competence
(Flin et al, 2000) 51
tress
While organizations have traditionally emphasized stress management, the emerging focus includes stress abatement, cutting off negative stress at the source.
(Pratt, 2001) 52
trategies for Preventing Workplace Stress Align workloads with workers capabilities and resources Design stimulating, meaningful jobs
Establish work schedules that are compatible with demands and responsibilities outside the job
(Pratt, 2001) 54
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Fail in normal activities that require hand-to-eye coordination Put their bodies under stress, increasing the potential for strains and sprains
(Health Canada,2001)
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onclusion
OHS risk factors are often complex
Numerous causal layers provide various opportunities for anticipation, detection, monitoring and control of the risk factors Appropriate identification and action based on the use of leading indicators, will address the risk factors, improving the performance of the OHS system
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