BEHAVIOR BASED SAFETY

& YOU!!! PART I

3 DISTINCT ELEMENTS
OF SAFETY
1. HUMAN ATTRIBUTES
(KNOWLEDGE, SKILLS, ABILITY,
INTELLIGENCE, MOTIVES, ETC.
.WHAT DO YOU KNOW
WHAT CAN I DO
.DOING IT WELL VS. JUST DOING IT

3 DISTINCT ELEMENTS OF
SAFETY II
2 WORK
ENVIRONMENT:
(EQUIPMENT, TOOLS,
MACHINES,
PROCEDURES,
FACILITES, ETC.)
INDOORS/OUTDOORS
(OSHANO SHADE
PROVIDED & NOT
ENOUGH DRINKING
WATER)

3 DISTINCT ELEMENTS OF
SAFETY III
3BEHAVIOR: (WHAT PEOPLE DO)

WE ARE ATTRACTED TO NEGATIVE BEHAVIOR

WHO DROVE THE SPEED LIMIT THIS

WEEKEND/TODAY?

WHO TEXTED OR TALKED ON CELL COMING

HERE TODAY ?

WE PUSH THE ENVELOPE

What is Behavior Based

Safety
Human behavior causes most accidents
Comfort
Saving Time
Convenience
Lack of understanding and training
Complacency
Wrong Safety focus
Celebrating production over safety

SAFETY TOOLS NEEDED:

Safety Manual
Procedures
MSDS MANUALS
PPE
Observations
Audits

 IT CANNOT BE SUCCESSFUL
STANDING ALONE
IT IS AN ELEMENT TO BE USED IN
COMBINATION WITH OTHER
ELEMENTS
CANT BE THE FLAVOR OF THE
MONTH
ITS NOT A MAGIC BULLET OR
SHORTCUT..

Unsafe Acts vs. Unsafe

Conditions
80-85% of all incidents are the result
of unsafe acts;
15-20% of all incidents are the result
of unsafe conditions.
Question: If true, why are most efforts
geared towards unsafe conditions?
Answer: Its easier to deal with unsafe
conditions than unsafe acts.

THE CHALLENGE..

REALIZE THE VALUE

OF DOING THINGS
THE RIGHT WAY

BEHAVIOR BASED SAFETY

& YOU!!! PART I l

Safety Performance
How do we measure safety performance?
Tracking the negatives!!!
Occupational Illness and Injury Rate
Near Misses or Near Hits
Procedure audits. Etc. etc.
In order to get new data:
Someone has to have a near hit or worse
yet..
Someone has to be hurt!!!!

Safety Performance
What usually happens when safety
performance is not up to par?
Inspections?
More Training?
Safety Talks?
Contests?
Discipline!

All depends on the

culture of the
organization!!!

What is culture?

Culture comes in many forms.

In your milk and in your ears!!

Safety Culture
So what is the safety culture of your
organization?
Everyone goes home safe.
It is safe because we have always done it that
way.
What can go wrong?
Goal setting: How many people are going to
get hurt next year?
So if you know how many, can you tell me
who?

Behavioral Safety and Wellness

Focus

What do you think OSHA says

causes most injuries ?

Supervisor Best Safety Practices

Safety Behavior

Unsafe behavior/acts, drive.

Employee injuries, which drive.

Employee claims, which

drive.

Workers Compensation
costs
Training is important, but supervision must
proactively emphasize what truly prevents
employees from performing jobs in the way
they were trained.
Engaging individual employee safety

Concern for Employees

Safety
A focus on just past injuries/illnesses
does not drive safety excellence
Focus on variables having a safety
impact
Eliminating risky exposures
Increasing safe behaviors
Identifying injury drivers

What are some unsafe acts &

practices ?
Not looking before moving, walking,
reaching
Not establishing if equipment is locked
out
Not get assistance lifting a load or using
a mechanical assist device
Not wearing the correct PPE
Jumping from elevated surfaces
Running
Twisting, not pivoting
Just saying work safe is not enough !

Behavioral Focus: Error

States
RUSHING: Exceeding the normal pace
FRUSTRATION: Relationships,
equipment, tools, conflicts
FATIGUE: Physically or mentally tired
COMPLACENCY: Familiarity, not
watching/thinking

 RUSHING: When you exceed the pace at which

you normally perform the task, whether it is
working, driving, walking or running, lifting or
moving
FRUSTRATION: Caused by relationships inside
and outside of the workplace, malfunctioning
equipment, inadequate tools, conflicting
objectives and pressures, etc
FATIGUE: Too tired to do the job safely, either
physically or mentally. Includes being too tired to
react quickly, prolonged concentration is difficult.
COMPLACENCY: Familiar enough with the
hazards to become considerably less concerned

Behavioral Focus: Error

Conditions
EYES NOT ON TASK: Not looking, moving
your eyes or watching your hands
MIND NOT ON TASK: Not concentrating on
the job
LINE-OF-FIRE: Not conscious of location in
relation to the direction of the hazard
LOSS OF BALANCE, TRACTION OR GRIP:
Actions resulting in losing balance,
traction, or grip

EYES NOT ON TASK: Not looking where you are going or

what is coming your way. Includes not moving your eyes
before moving your body or not being able to see where
you are stepping, where your hands are reaching into, etc.
MIND NOT ON TASK: Not concentrating on the job. Being
unaware of dangers. Forgetting things, making more errors
than usual, going on auto-pilot, drifting away.
LINE-OF-FIRE: Being conscious of where you are or where
you are going in relation to the direction of the hazard.
LOSS OF BALANCE, TRACTION OR GRIP: Doing
something that could cause you to lose your balance,
traction, or grip. This can include not wearing good
footwear/gloves, not having a good grip in the first place, or
not seeing or thinking about the hazard.

Behavioral Focus:
State + Error Conditions

State
s

Rushing
Frustration
Fatigue
Complacency

Error
s
Eyes not on task
Mind not on task
Line-of-fire
Balance,
traction, grip

Increased
Risk
of Injury*

Critical Error Reduction

Techniques
Trigger or self trigger on the state
Recognize/correct employees making these
errors
Analyze close calls, minor cuts, scrapes etc. and
learn from them (small error attention to prevent big
errors)

What habit do they need to work on ?

Look at patterns increasing the risk of injury
(Employee observation)
Make a conscious efforts to work on employee
habits (Making common sense, common
practice)
Tool: Occupational Health Course on Behavioral Safety

Review injury stories

Review the unsafe practice/act
stories
Establish what Error => State
conditions exist
Discussion: Group Spokesperson

Addressing At-Risk
Behaviors
Supervisors as injury and illness prevention
leaders;
Understand state-to-error conditions
proceeding injuries
Train employees on these errors/states and
Critical Error Reduction Techniques
Are familiar with the UC Davis safety
requirements
Actively empower employees to take
responsibility for their own safety
Promote & encourage wellness/conditioning

Typically, people are not trying to get hurt

deliberately even when they are
knowingly taking risks. Something
unexpected or unplanned has to enter the
equation.
Individuals are generally better at
anticipating errors for other people than
they are for themselves.
State that they should use employee
involvement and teamwork to identify and
prevent at-risk behaviors.

What is behavior-based
safety?
Reflects a proactive approach to
safety and health management
Reflects a proactive
approach to injury

What is behavior-based
safety?
Focuses on at-risk behaviors that
can lead to injury
Focuses on safe behaviors that can
contribute to injury prevention
BBS is an injury prevention process

Implementation phases
of BBS
Phase 1 - assess the safety culture
Phase 2 educate and train team
leaders
Phase 3 - educate and train
employees about the principles,
tools, and implementation
strategies
Phase 4 - monitor the progress

The Safety Triad

The DO IT process
Define behaviors
Observe behaviors
Intervene
Test the intervention

BEHAVIOR BASED SAFETY &

YOU!!! PART I l l

Basic Behavior Principles

Safety in the workplace is a combination of
three measurable components: the person,
their environment, and their behavior.
Only when these three elements are
combined can workplace accidents be
eliminated.

Basic Behavior Principles

The person component consist of the
employees:
Physical capabilities
Experience, and
Training

Basic Behavior Principles

The work environment represents:
Engineering Controls,
Equipment,
Job task, and
The work culture

Basic Behavior Principles

The final, most often overlooked

component is behaviorwhat the
person does on the job.

Safety Process
Behavior-based safety is based on four
key components:
A behavioral observation and
feedback process;
A formal review of observation data;
Improvement goals, and
Reinforcement for improvement and
goal attainment.