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Performance Based Safety

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The document discusses performance-based safety measurement and management. It provides examples of leading and trailing indicators that can be used to measure safety performance. Leading indicators measure proactive elements of a safety system like training, inspections, audits. Trailing indicators measure outcomes like injuries and accidents. A balanced set of metrics is recommended to fully evaluate safety. Establishing clear objectives, regular monitoring and using data to drive improvement are key aspects of an effective performance-based safety management system.

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Q5 Systems 2005 Q5 is Registered to ISO 9001:2000 CA-1035439 Performance-Based Safety ™ Practical OH&S Measurement Solutions for the 21 st Century ,[object Object],[object Object],[object Object]
[object Object],Q5 AIMS performance-based safety measurement software is used by industry-leading companies worldwide, such as. . .
[object Object],[object Object],[object Object],[object Object],Q5 Systems Limited - What we do http://www.q5systems.com
Measurement rationale of the layman: ,[object Object],[object Object],Source: Stephen A. Newell ORC October 2, 2001
Criteria for A Balanced Approach “….measures…should consist of a linked series of objectives and metrics that are both consistent and mutually reinforcing.” Robert S. Kaplan and David P. Norton, The Balanced Scorecard Leading Indicators Trailing Indicators Financials Source: Stephen A. Newell ORC October 2, 2001
Establishing Performance Measures ,[object Object],[object Object],[object Object],[object Object]
Why Measure? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why measure (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Pardy & Associates Survey - 1996 “ Rate the Effectiveness of Your Safety System” ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What do we want to achieve? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Making The “Business Case” ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: Stephen A. Newell ORC October 2, 2001
Attitudes (set up conditions, behavior) Leading metrics Trailing metrics - Observations - Feedback loops - Inspections - Audits - Risk assessments - Prevention and control Behavior (action) Physical Conditions Incident, Injury or Near Miss - Perception Surveys Metrics Program Elements - Training - Accountability - Communications - Planning and Evaluation - Rules and Procedures - Incident Investigations Continuous Improvement Source: Stephen A. Newell ORC October 2, 2001
Positive Performance Indicators for OHS National Occupational Health & Safety Commission Commonwealth of Australia ,[object Object],[object Object],[object Object],[object Object]
The Safety Scorecard Using Multiple Measures to Judge Safety System Effectiveness Occupational Hazards - 05/01/2001 ,[object Object],[object Object],[object Object]
Leading Indicators (Upstream) Leading indicators are the performance drivers that communicate how outcome measures are to be achieved. Robert S. Kaplan and David P. Norton, The Balanced Scorecard Source: Stephen A. Newell ORC October 2, 2001
Examples of Positive Outcomes ,[object Object],[object Object],[object Object],[object Object],[object Object]
Trailing/Downstream (failure) Metrics/Indicators ,[object Object],[object Object],[object Object]
Examples of Negative/Failure Outcomes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],Goal of Financial Metrics Source: Stephen A. Newell ORC October 2, 2001
Consider - BHP Minerals Benchmarking Study- 1995 “Best In Class Characteristics” ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Consider: Variables that consistently relate to lower injury rates ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Institute for Work & Health, Toronto
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What is a Safety Management System? A comprehensive, integrated system for managing safety that sets out: ,[object Object],[object Object],[object Object],[object Object],[object Object]
Some structured management systems - examples ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Typical safety management system approach ,[object Object],[object Object],[object Object],[object Object],[object Object]
Typical safety management system requirements ,[object Object],[object Object],[object Object],[object Object]
Benefits ,[object Object],[object Object],[object Object]
Regular monitoring/measurement activities can include ,[object Object],[object Object],[object Object],[object Object]
How did we get here? Who do we have to convince to get where we want to go? ,[object Object],[object Object],[object Object]
Basic Safety Performance Improvement Steps ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Top 8 Challenges of Performance Management/Measurement ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Survey by Linkage, inc., 1999
People get paid to accomplish results ,[object Object],[object Object],[object Object],[object Object],[object Object]
How do you measure safety? Don’t just count injuries and illnesses Kyle B. Dotson ISHN 04/30/2001 ,[object Object],[object Object],[object Object]
Measuring “Culture” Kyle B. Dotson ISHN 04/30/2001 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Association of American Railroads study Bailey, C., Using Behavioral Techniques to Improve Safety Program Effectiveness, Association of American Railroads, Washington, 1988. ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Scorecard Approach The trend today is toward multiple measures to assess safety system effectiveness ,[object Object],[object Object],[object Object],[object Object],[object Object]
Navistar International Corporation http://www.navistar.com ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Kodak http://www.kodak.com ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The National Safety Council http://www.nsc.org suggested "performance indexing," ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Establishing your SPMS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Management Commitment ISHN – June 2005 ,[object Object],[object Object],[object Object],Measurement Alternatives
Employee Participation ,[object Object],[object Object],[object Object]
Training & Education ,[object Object],[object Object],[object Object]
Compliance ,[object Object],[object Object],[object Object]
Hazard Prevention/Control ,[object Object],[object Object],[object Object]
Culture ,[object Object],[object Object],[object Object],[object Object],[object Object]
Practical SPM options ,[object Object]
1. Safety Objective Setting: ,[object Object],[object Object],[object Object],[object Object],[object Object]
Incident Investigation Measures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
2. Accident Investigation: ,[object Object],[object Object],[object Object],[object Object]
3. Joint Health and Safety Committees ,[object Object],[object Object],[object Object],[object Object],[object Object]
4. Inspection and Maintenance ,[object Object],[object Object],[object Object],[object Object],[object Object]
5. Safety Meetings ,[object Object],[object Object],[object Object],[object Object],[object Object]
6. Safety Meetings ,[object Object],[object Object],[object Object],[object Object]
7. Personal Protective Equipment ,[object Object],[object Object],[object Object],[object Object],[object Object]
8. Hazard & Risk Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object]
9. Fall Protection ,[object Object],[object Object],[object Object],[object Object],[object Object]
10. Performance Standards - Managerial ,[object Object],[object Object],[object Object],[object Object],[object Object]
11. Emergency Response ,[object Object],[object Object],[object Object],[object Object]
12. Regulatory Compliance System ,[object Object],[object Object],[object Object],[object Object]
13. Pre-Work Planning (“tool box” talks) ,[object Object],[object Object],[object Object],[object Object]
14. Safe Behavior Observation System ,[object Object],[object Object],[object Object],[object Object],[object Object]
11. Emergency Response ,[object Object],[object Object],[object Object],[object Object]
12. Regulatory Compliance System ,[object Object],[object Object],[object Object],[object Object]
13. Pre-Work Planning (“tool box” talks) ,[object Object],[object Object],[object Object],[object Object]
14. Safe Behavior Observation System ,[object Object],[object Object],[object Object],[object Object],[object Object]
16. Contractor Safety Plan and Compliance ,[object Object],[object Object],[object Object],[object Object],[object Object]
15. Contractor Safety Plan and Compliance ,[object Object],[object Object],[object Object]
The Challenge ,[object Object]

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Performance Based Safety

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  • 5. Criteria for A Balanced Approach “….measures…should consist of a linked series of objectives and metrics that are both consistent and mutually reinforcing.” Robert S. Kaplan and David P. Norton, The Balanced Scorecard Leading Indicators Trailing Indicators Financials Source: Stephen A. Newell ORC October 2, 2001
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  • 12. Attitudes (set up conditions, behavior) Leading metrics Trailing metrics - Observations - Feedback loops - Inspections - Audits - Risk assessments - Prevention and control Behavior (action) Physical Conditions Incident, Injury or Near Miss - Perception Surveys Metrics Program Elements - Training - Accountability - Communications - Planning and Evaluation - Rules and Procedures - Incident Investigations Continuous Improvement Source: Stephen A. Newell ORC October 2, 2001
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  • 15. Leading Indicators (Upstream) Leading indicators are the performance drivers that communicate how outcome measures are to be achieved. Robert S. Kaplan and David P. Norton, The Balanced Scorecard Source: Stephen A. Newell ORC October 2, 2001
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