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Understanding Behavior-Based Safety

Session Topics. Traditional vs. Behavioral Approach How Behavior-Based Safety worksHow the process is implementedPotential benefits. Traditional vs. Behavioral. Traditional ApproachPeriodically track

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Understanding Behavior-Based Safety

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    1. Understanding Behavior-Based Safety

    2. Session Topics Traditional vs. Behavioral Approach How Behavior-Based Safety works How the process is implemented Potential benefits

    3. Traditional vs. Behavioral Traditional Approach Periodically track & react to “downstream” results Recognize & reward injury avoidance Punish unsafe behavior Safety Professional & Safety Committee are actively involved Behavioral Approach Continuously monitor and proactively respond to “upstream” measures Recognize & reward safe behavior Reinforce & shape safe behavior Front-line employee, supervisory and management involvement

    4. Safety Circles of Influence

    5. Q: Why focus on behavior? Traditionally management focus has been on top Where does management have the most data to work with and the opportunity to be proactive in preventing accidents as opposed to reacting to accidents that already happened? Explain the safety cycle and how the emphasis moves up and down depending on management. Ask the class if they have experienced the “safety cycle” within the company. Ask the class if anyone had a near-miss or seen a near-miss today at work. Traditionally management focus has been on top Where does management have the most data to work with and the opportunity to be proactive in preventing accidents as opposed to reacting to accidents that already happened? Explain the safety cycle and how the emphasis moves up and down depending on management. Ask the class if they have experienced the “safety cycle” within the company. Ask the class if anyone had a near-miss or seen a near-miss today at work.

    6. Objectives of BBS Process Increase safe work habits. Decrease incident/near miss rate. Identify elements of management support and increase effectiveness of managers relative to safety. Improve work methods/equipment. Increase individual ownership for safe work practice.

    7. Standard Implementation

    8. Primary Team Roles Management Lead by example Support the process Remove roadblocks Monitor success Provide resources

    9. Primary Team Roles Steering Team Monitor progress for facility Ensure critical features of process in place Assess management support Ensure relevant behaviors are targeted Share best practices/lessons learned

    10. Primary Team Roles Core Team Identify behaviors to pinpoint Conduct observations. Change behavior Monitor progress/analyze data Celebrate success

    11. Basic Elements of BBS Identify/define targeted safe behaviors. Observe behaviors. Measure process/activities. Deliver feedback. Deliver positive consequences. Analyze variance/take action. Improve process continuously.

    12. A-B-C Model

    13. Effective Antecedents Those that have been paired with consequences in the past. Those that communicate specific behaviors and results. Those that occur just prior to the desired behavior.

    14. Consequences follow behavior Consequences

    15. Classification of Consequences Type: Positive to Performer Negative to Performer Timing: Immediate - during or soon after Future - from a day to several months Probability: Certain that the consequence will occur again Uncertain that the consequence will occur

    16. Safety Dilemma (Unsafe Acts) Exercise

    17. Safety Dilemma (Safe Acts)- Exercise

    18. Strength of Consequences Most Powerful: Positive, Immediate, Certain (PIC) Negative, Immediate, Certain (NIC) Moderately Powerful: Positive, Future, Certain (PFC) Negative, Future, Certain (NFC) Positive, Immediate, Uncertain (PIU) Negative, Immediate, Uncertain (NIU) Least Powerful: Positive, Future, Uncertain (PFU) Negative, Future, Uncertain (NFU)

    19. To motivate employees to work safely you must... Reduce/eliminate antecedents that prompt at-risk behavior Add antecedents that prompt desired behavior Add consequences that reinforce desired behavior

    20. Types Consequences Increase Performance Decrease Performance

    21. The Behavioral Process

    22. Step 1: Pinpoint Desired Behaviors Critical safe behaviors for front-line employees Support behaviors for managers & supervisors Pinpoints should be: Measurable Observable Reliable Safe

    23. Step 2: Measure Performance Measurement is conducted through the observation process Measurement is necessary in order to: Recognize small changes in performance Give specific feedback on performance

    24. Sample Scorecard

    25. Sample Support Scorecard

    26. Sample Support Scorecard

    27. Step 3: Provide Feedback on Performance Feedback allows us to see how we’re doing so we can adjust our behavior in the right direction Two basic types of feedback: Verbal Graphic

    28. Graphic Feedback

    29. Step 4: Reinforce Improvement Use the following reminders when attempting to deliver R+: Specific Sincere Immediate Personal

    30. Step 5: Evaluate Analyze the data on your graphs. Correlate loss information with performance on critical behaviors. Evaluate your process.

    31. Potential Impact Reduction in injuries Reduction in Workers’ Compensation costs Ongoing employee involvement in safety process Visible, measurable management support for safety Natural application to other operational areas

    32. BBS Organization - Facility

    33. Results Observation levels / participation Total Recordable Incidence Rate – U.S. 1999 2.06 2000 1.06 2001 0.58 2002 0.93 2003 (through August) 0.79 How have we done? One indicator is TRIR; downward trend, still early in implementation cycle; need about one more year to see full effect of BBS implementation Other indicators – No. of Observations – as an indicator of participation Examples – Austell (office / Labs / Pilot Plant) for the month of March had 9075 observations or about 70 observations / employee / month, or about 3 ˝ observations / employee / working day Dalton - Transportation / warehouse/ Sales offices for the month of March 2001 had 26588 observations, or about 300 observations / employee / month, or about 15 observations / employee / day Getting good representative picture of people’s behavior through the random observation processHow have we done? One indicator is TRIR; downward trend, still early in implementation cycle; need about one more year to see full effect of BBS implementation Other indicators – No. of Observations – as an indicator of participation Examples – Austell (office / Labs / Pilot Plant) for the month of March had 9075 observations or about 70 observations / employee / month, or about 3 ˝ observations / employee / working day Dalton - Transportation / warehouse/ Sales offices for the month of March 2001 had 26588 observations, or about 300 observations / employee / month, or about 15 observations / employee / day Getting good representative picture of people’s behavior through the random observation process

    34. Safety Performance by Site – Total Recordable Incidence Rate

    35. Safety Pyramid – 2003 (August)

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