Keeping the Process Alive: Data Analysis and Reinforcement for Behavior-Based Safety, by Terry E. McSween, Ph.D.

1. Keeping the Process Alive
Data Analysis and Reinforcement
By
Terry E. McSween
Quality Safety Edge

2. Two Types of Problem Solving
Safety
Concerns Process

3. Two Types of Problem Solving
Safety
Concerns
Process

4. Bo
dy
m
ec
h:
re
ch a # of Concerns
in
g,
Pr pu
C op l
0
50
100
150
200
250
le er ling
,
ar gl
of ov etc
Us
e p es
an Er inch /h
an
d go po d
co /re in
nd pe ts
iti tit ,
on ive etc
of m
to ot
Bo ol io
dy Hea s a n
m rin nd
ec g ...
h: pr
lift ot
in ec
C g tio
le or n
Pr ar ca
ec of rry
“li in
au ne g
tio of
ns fir
fo
Lo r w e”
ca ea
tio th
er
n
of
to
ol
s
Primary Tool – Pareto Diagram

5. Bo
dy
m
ec
h:
re
a
ch # of Concerns
in
g,
Pr pu
C op llin
0
50
100
150
200
250
le er g,
ar gl
Us of ov etc
pi es
e nc /h
an Er
g h an
d po d
co o/re in
nd pe ts
iti ,e
on titiv tc
e
of m
to ot
Bo ol io
dy He s
an n
m ar
in d
ec g ...
h: pr
lift ot
in ec
C g tio
le or n
Pr ar ca
ec of rry
“li in
au g
tio ne o
ns ff
fo ire
Lo r we ”
ca at
tio he
n r
of
to
ol
s
# of Concerns
0
2
4
6
8
10
12
14
Front end
Maitenance
receiving
Shipping and
Other
Repeated Pareto Diagram

6. Dig Into Your Data
14
12
10
# of Concerns
8
6
4
Comments:
2
1. Not using lifting device.
0
Front end Maitenance Shipping and Other
2. Lifting device not working properly.
receiving
3. Can’t keep up using lifting device.
4. Lifting device difficult to use.

7. Action Plans
(Often the weak link!)

8. The ABC Analysis
should guide your action plan.
(And the trick is to
identify and change the consequences.)

9. ABC Model
Why People Do What They Do
Antecedents Behavior Consequences
anything we what happens during and after the
Prompt or direct
do or say behavior (payoff/punishment)
Consequences influence future behavior

10. Why don’t people volunteer
to do observations?

11. It’s the consequences!

12. Why don’t people volunteer
to be on the Steering Committee?

13. It’s the consequences!

14. Why don’t people turn in
quality observations?

15. It’s the consequences!

16. Why don’t people work safely
all the time?

17. It’s the consequences!

18. That Said
Sometimes:
– They don’t have the skills or knowledge
– They can’t do the job safely

19. Otherwise
It’s the consequences!

20. What happens when a new
employee does an observation?

21. Planning Types of Consequences
To change this type
of consequence: Then
Make safety practice easier, more comfortable,
Natural or Built-In
or more convenient
Involve employees in conducting observations
Self-Administered
Involve employees in goal setting
Focus peer observations & feedback
Peer & Leadership
Focus leadership observations & feedback
- social
Ensure leadership review of the process
Formal Develop reinforcement plan
(recognition and celebrations)

22. Planning Types of Consequences
To change this type
of consequence: Then
Make safety practice easier, more comfortable or more convenient
Natural or Built-In

23. Changing Built-In Consequences
Approach: Make safety practice easier, more comfortable,
or more convenient
– Often involves changing the environment or procedure or providing a different tool
Examples
– Finding more comfortable safety glasses or hearing protection
– Providing glove clips so employees always have gloves with them
– Moving lock-out tags closer to equipment
– Locating ladders in areas where they are likely to be needed
– Placing heavy items on shelves near waist level

24. Planning Types of Consequences
To change this type
of consequence: Then
Make safety practice easier, more comfortable or more convenient
Natural or Built-In
Involve employees in conducting observations
Self-Administered
Involve employees in goal setting

25. Changing Self-Administered Consequences
Involve employees in areas where concerns occur
Involve employees in setting improvement target
– Review trend chart on target “% safe”
– Asked where they should be on that practice
– Draw goal line on chart
– Discuss barriers
(Then recognize improvement &
celebrate goal achievement)

26. Planning Types of Consequences
To change this type
of consequence: Then
Make safety practice easier, more comfortable or more convenient
Natural or Built-In
Involve employees in conducting observations
Self-Administered
Involve employees in goal setting
Focus peer observations & feedback
Peer & Leadership
Focus leadership observations & feedback
(social)
Ensure leadership review of the process

27. Peer & Leadership Consequences
Approach: Focus peer & leadership observations
and feedback
Examples:
– Asked observers to provide feedback on target behavior
» Recognize those who do so!
– Asked leaders to thank employees doing observations in their areas
» Especially important for new observers
» Add it to leadership checklist
» Review data and activities in Steering Committee & staff meetings

28. Positive Feedback = Recognition
Recognition should be:
– Sincere
– Specific
– Immediate
– Personal

29. Planning Types of Consequences
To change this type
of consequence: Then
Make safety practice easier, more comfortable,
Natural or Built-In
or more convenient
Involve employees in conducting observations
Self-Administered
Involve employees in goal setting
Focus peer observations & feedback
Peer & Leadership
Focus leadership observations & feedback
- social
Ensure leadership review of the process
Formal Develop reinforcement plan
(recognition and celebrations)

30. Problems with Safety Awards
“Chilling effect” on reporting
Focus is on awards, not process
– Sends the wrong message
Too little involvement of employees
They do not reinforce behaviors
that contribute to safety!

31. Does it work?

32. Average Monthly Participation
Percentage of Employees Conducting Observations
90
80
70
60
Percent
50
40
30
20
10
0
2000 2001 2002 2003 2004 YTD

33. LWC Rate at a Refinery
Lost Workday Incident Rates
Values-Based Safety
2.5
2
# per 200,000 wk hrs
1.5
1
0.5
0
1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
Year

34. Positive Consequences
Your people will support BBS
if you recognize them when they do!