Introduction to Behavioral Safety

3. Workshop Agenda  Behavioral Safety  Where did it come from?  Why does anyone need it?  What is it?  How does it work?  What’s involved in implementation?  What does it take to be successful? Copyright Quality Safety Edge © 2006 3

4. Introductions  Please introduce yourselves to each other  Appoint a spokesperson for your table  What is the most important question your table would like answered today? Copyright Quality Safety Edge © 2006 4

5. Behavioral Safety  Evidence-based process that achieves…  Significant safety improvements as measured by…  Increase in people working safely  Increase in safe conditions  Decrease in people getting hurt  As a result of…  Observations & Feedback  Goals & Celebrations  Analysis & Action Copyright Quality Safety Edge © 2006 5

8. Name That Hazard  List 25 hazards, risks, dangers, or potential injuries employees face in your industry.  Examples  Trip and fall on stairs  Back strain from heavy lifting  Cut by a utility knife  First table to 25 wins! Copyright Quality Safety Edge © 2006 8

9. Safety Improvements Equipment & Safety Management Work System Environment Identify, Policies & Procedures Assess, and Training & Reminders Control Hazards Incentives & Discipline Copyright Quality Safety Edge © 2006 9

10. The Safety Triangle Deaths* Lost Workday Cases 1 10 Research Medical Attention Cases 100 Speculation First Aid Cases 1,000 Near Miss Cases Unsafe Behaviors or Conditions 10,000 *Not enough data Copyright Quality Safety Edge © 2006 10

12. YES NO Safety Triangle  A company that has 1 lost time injury, 10 recordable injuries, & no near miss reports has a reliable reporting system.  A company that has a rate of 2 lost workday cases should expect 20 medical attention cases.  Focusing on unsafe behaviors & conditions is more effective in reducing injuries than focusing on incident rates.  Complacency comes from not understanding the risk or knowing the safe procedure. Copyright Quality Safety Edge © 2006 12

16. YES NO Preventing Injuries  Behavior plays a very minor role in causing injuries.  Many serious injuries are caused by a combination of behavior & conditions.  Behavioral safety ignores conditions. Copyright Quality Safety Edge © 2006 16

17. Everything Safety  List the programs you use to help employees work safely  Examples  Safety moments  Office inspections by safety staff  Job Task Analysis  Team with most items in 1 minute wins! Copyright Quality Safety Edge © 2006 17

18. Current Safety Management  Policies & procedures  Formal & informal training  Safety meetings  Awareness efforts  Safety meetings  Competitions  Safety committees  Safety moments  Monitoring  Inspections  Audits  Safety incentives  Progressive discipline Copyright Quality Safety Edge © 2006 18

20. Effective Programs  Effective programs to promote safety behavior provide:  Clear instructions before the safe practice  Frequent, positive feedback soon after the safe practice  Which of the programs on the list provide clear instructions?  Which provide frequent, positive, immediate feedback? Copyright Quality Safety Edge © 2006 20

21. Current Safety Management Instructions Frequent, Positive, Before? Immediate Feedback After?  Policies & procedures  Formal & informal training  Safety meetings  Awareness efforts  Safety meetings  Competitions  Safety committees  Safety moments  Monitoring  Inspections  Audits  Safety incentives  Progressive discipline Copyright Quality Safety Edge © 2006 21

22. Common Problems  Reactive because metrics are lagging indicators  Less than optimal employee involvement  Under-reporting of near misses & minor injuries  Incident rate plateau but unpredictable incidents Copyright Quality Safety Edge © 2006 22

24. Beyond a Safety Plateau Equipment & Safety Behavioral Work Management Safety Environment System Policies & Procedures Involve employees Identify, Training & Reminders Observe & feedback Assess, and Incentives & Discipline Remove barriers Control Hazards Recognize & celebrate Copyright Quality Safety Edge © 2006 24

27. YES NO Penny Toss  Feedback has more influence than instructions.  The ONLY problem with negative feedback is that it doesn’t increase successful behavior.  No feedback allows people to figure out how to be successful on their own.  Natural feedback sometimes overpowers human feedback. Copyright Quality Safety Edge © 2006 27

30. What is Behavioral Safety?  Feedback – the Heart and Soul of the process  Trained people watch someone working and provide positive or frequent feedback on safe practices from a checklist of pinpointed safety practices.  They discuss any concerns and opportunities to improve safety.  They take any possible immediate action to improve safety. Copyright Quality Safety Edge © 2006 30

32. What is Behavioral Safety?  Local control – Steering Committee  Employee-led, management supported  Provide feedback weekly on observed practices  Use checklist information to improve safety  Encourage participation through recognition and celebration  Involve others through feedback and goal setting Copyright Quality Safety Edge © 2006 32

34. Does It Work? 2.5 Values-Based Safety Lost Time Incident Rate 2 No. per 200,000 work hours 1.5 1 0.5 0 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 Copyright Quality Safety Edge © 2006 34

40. Creating Safety Culture Reduce Injuries Observation, Respect, Integrity, Feedback, Accountability, Remove barriers Initiative Change Safety and Interpersonal Behaviors Achieve Results – The right way Copyright Quality Safety Edge © 2006 40

41. Project Structure Design Phase Implementation Leadership Staff ManagementStaff Leadership Committee Safety Staff Safety Staff Design Team Steering Committee Area Teams Copyright Quality Safety Edge © 2006 41

42. Project Steps Assessment Educate Design Team & Orientation Design Team designs Validate process Roll Out Follow Up • Train area teams with Area Evaluate • Train area leadership Teams • Train employees Implementation • Staff conduct observations • Steering Committee manages • Leadership monitors Copyright Quality Safety Edge © 2006 42

43. Possible Integration Areas  Reward & incentive systems  Performance review  Data management  Safety Committees  Orientation of new hires  Ongoing training Copyright Quality Safety Edge © 2006 43

44. Critical Success Features  Address issues of majority of people, not CAVE people.  Change systems that conflict with safe practices.  Initial focus on process & outcome measures rather than results.  True employee empowerment – skills, resources, & follow through.  Leaders held accountable for their support of the process. Copyright Quality Safety Edge © 2006 44

45. YES NO Values in Action  Behavioral Safety changes only the culture, not the injury rate.  The main reason Behavioral Safety reduces injuries is because we find more mistakes with more observations.  Behavioral Safety may result in significant changes in our hiring, training, promoting, and purchasing systems. Copyright Quality Safety Edge © 2006 45

47. Some Design Questions  Who will conduct observations?  Who will be observed?  When and how often?  What happens to the checklist?  How will I participate?  How will we reinforce participation? Copyright Quality Safety Edge © 2006 47

48. Typical Procedure  Announce the observation.  Observe for 2 – 3 minutes.  Check if you think the observed practice is safe or if you have a concern.  If you check Concern, describe what you saw.  Check the 2–3 most important safe items & 1 concern (if any) on which you plan to give feedback.  Provide immediate positive feedback and discuss one concerns. Copyright Quality Safety Edge © 2006 48

49. Area Teams  Who will be on the area teams?  How will they analyze the data?  How will they communicate with employees?  How will they work with leadership to change systems that affect safety?  How will they make improvements to the process? Copyright Quality Safety Edge © 2006 49

50. Leadership Role  Participate  Observations and feedback  Steering Committee and area teams  Support  Committee and teams  Budget  Respond to recommendations  Monitor  Ensure the process is successful  Continuous improvement Copyright Quality Safety Edge © 2006 50

51. Impact of Leader Participation 1998 14 Locations % Employee Participation 70 60 50 40 30 20 10 0 80% - 100% 40% – 60% 0 – 20% Level of First Line Supervisor Participation 43% Correlation Copyright Quality Safety Edge © 2006 51

52. Impact of Leader Participation 1999 10 Locations 80 % Employee Participation 70 60 50 40 30 20 10 0 >80% 60-70% <40% Level of First and Second Line Participation 78% Correlation Copyright Quality Safety Edge © 2006 52

55. Observation Checklists  Target significant practices  Analysis of incidents  Simple & short  Practices are pinpointed  Observable  Objective  Specific  Active Copyright Quality Safety Edge © 2006 55

57. Basic Feedback Model  Describe the action or result, not the person  “I notice you have positioned your monitor so that your eyes are level with the center of the screen.”  NOT: “You are ergonomically correct.”  Describe reason for the practice  “That can prevent neck and back strain.”  Listen to response Copyright Quality Safety Edge © 2006 57

60. YES NO Feedback  The purpose of observations is to catch people working safely.  Completely review the checklist with the person.  Make sure they don’t say anything.  Make sure they don’t see the checklist.  Emphasize your concerns. Copyright Quality Safety Edge © 2006 60

61. Behavioral Safety Process  Employees observe & discuss significant practices  Safety Committee analyzes data & recommends action  Leaders respond to recommendations and take action  Safety Committee recognizes individuals for support & celebrates meeting goals Copyright Quality Safety Edge © 2006 61

62. Key Features  Universal participation  Frequent, quality participation by everyone  Employee designed and managed  Frequent, quality Action Plans by employee-led Safety Committee  Leadership monitored and supported  Frequent, quality responses to recommendations by leaders  Pay attention to process and contributions of individuals Copyright Quality Safety Edge © 2006 62

63. YES NO Workshop Evaluation  I never thought Behavioral Safety would be this complicated.  I am enthusiastic & excited about this new approach.  I am totally confused.  I think this process could really make a difference at my company. Copyright Quality Safety Edge © 2006 63

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