Behavior Based Safety Measuring Success Using Six Sigma

Transcription

1 Behavior Based Safety Measuring Success Using Six Sigma Presented by: Paul Esposito, CIH, CSP President, STAR Consultants Process Presented at: ASSE

2 STAR > Overview STAR has been in business since 1997 Safety Through Accountability and Recognition STAR specialized is Culture Management Systems Risk Assessments Leading Metrics Strategic Planning HSE Coaching Paul Esposito is a CIH and CSP, with over 35 years of experience. Mr. Esposito has been a VP with ESIS, a global leader in HSE Consulting worldwide, leading their Management Systems and Assessments Practice. Lead instructor for ASSE; Risk Assessment Certificate 2 2 2

3 Behavior Based Safety (BBS) > Influencing and Motivating Behaviors Objectives Confirming Goals of BBS and BBO When is the right time to go with BBS Understanding the ABCs of Influencing Behaviors Developing Six Sigma Data Collection Targets Debunking myths of BBS customary targets Confirming Cultural Improvements 3

4 Why Behavior Based Safety? Safety Record Continuous Improvement is the Company Goal 2009 TRIR (Total Recordable Incident Rate) = TRIR (Total Recordable Incident Rate) = 1.3 To get to worlds class (under 1.0) we need BOTH systems in place, AND culture improvements with a focus on accident prevention Safety Management System (SMS) scores consistently at 80/100 VPP Site three renewals BBS is a part of culture, as a demonstration of active caring BBO (Behavior Based Observations) are a small part of BBS Our mission is to take all appropriate action to prevent injury to employees, damage to property, and to protect the company, the customer, and the public from the results of accidents 4

5 Why Behavior Based Safety? Culture Survey Workplace safety is important at my work location Company Company Site Site 81% 84% 93% 97% I see Trust and Mutual Respect in our Workplace % 73% 5

6 Safety and Risk Program Maturity Path 5-Sustainability 1-Compliance (Reactive) Focuses on stopping the bleeding Wait for lessons learned Focus on Blame Led by Safety 2-Compliance (Proactive) Compliance Focus Programs, policy, strategy and resources Individual Accountability Safety as a Priority Supervisor is Key Person Training is the Answer Safety Committee Injury Avoidance / Prevention 3-Management Systems Focus Systematize Programs into Processes Institutionalize Data Collection Accountability at Line Management to Leading Metrics Risk-based focus Individual Recognition Risk Based Metrics Employee Involvement 4-Culture and Human Performance Management Commitment Employee Engagement Behavior Based Active Caring Communication Safety as a Value Team Based Recognitions Organization and Resources Limiting error effects Risk Avoidance is the Goal Wellness and Home and at Work Integrate Safety into day-to-day business operations Continuous Improvement Safety as a Business Value Organizational Accountability Maturity Key Metrics: Incidence rates Exposures (Hazardous conditions) Systems Risks Recognitions Culture Behavior Engagement Values 6

7 Behavior Based Observations INSPECTIONS LEVEL: 1 Developmental Behavior Based Observations BBO (if applicable) 1. Behaviors are intended to be influenced by training to safe work procedures and or regulatory requirements. 2. Worker level behaviors are the primary target. 3. Consequences for at-risk behavior tends to be directed toward the worker. 2 Developmental II 1.Inspections/ observations include some review to safety work procedures, not just behaviors. 2. Observations occur supervisor to worker. 3. Observers are trained in the observation process. 3 Standard 1.There is a written plan or procedure for the Behavior Observation Process. 2. Observations occur to a targeted metric. 3. Observations occur using a worksheet. 4. Critical behaviors are identified as part of the process (either predetermined on the observation worksheet, or determined as part of the observation).. 5. Some recognition occurs for safe behaviors. 4 Advanced 1.Observations require actual dialog between the observer and person being observed. 2. The BBO goal moves away from the number of observations to the number of continuous improvement initiatives and their closure. 3. Trend Analysis is performed on the data and results in action plans. Action plans receive timely closure. 4. Observations also occur by worker to worker. 5. Advanced and ongoing BBO training occurs for observers. 5 World Class 1.Perception surveys support and verify cultural improvements. 2. The BBO program is independently audited and is improving or meeting targets. 7

8 THE ABCs of Behavior Modification Doorbell rings Answer the door Someone is there Let s change the consequence Doorbell rings Answer the door No one is there Will behavior change? Which has more influence, Antecedents or Consequences? 8

9 THE ABCs of Behavior Modification 9

10 Why Focus on Behavior and Recognition? Discretionary effort. Performance Management Aubrey C. Daniels 10

11 Motivation Rank in Order of Influencing Behavior Elements of Motivation Recognition Training Discipline Engagement Re-Rank Here Engagement Recognition Training Discipline All are necessary, but will not have the same level of influence 11

12 A Note of Caution Behavioral observations are best when performed in a caring atmosphere. This means that: Encouragement and coaching is used Behavior will change upon first being observed Once the workforce sees that observations are actually to their benefit, true behaviors can be observed and recorded. No disciplines for at-risk Behaviors, only coaching opportunities Observations are performed by management as well as worker to worker 12

13 Six Sigma Statistical Analysis Improve the quality output of process Identifying and removing the causes of defects (errors) Targets and Metrics Number of Observations Number of Action Plans Antecedents Consequences Conformance Rates categories Causes Trend Analysis Root cause on trends Accountability and Recognitions 13

14 BBO Process Dialogue Record Observe Record Dialogue 14

15 Behavior Based Observations Form Ergonomics (position of people) Personal Protective Equipment Equipment and Work Conditions Housekeeping Risk Awareness Optional Feedback is immediate, caring and consistent Generate and track action items Fix / Improve on the spot whenever possible 15

16 Behavior Based Observations Language Eliminate why when approaching someone exhibiting an at-risk behavior Dialogue Prompts: What is the safe way to do this task? What are the risks to do this task? What is a better way to do this task? What can WE do to make this better? Will you do this task safely? 16

17 Motivate How? A Balance of Traditional organizations only record number of observations or inspections. Metrics Improving Trends Completion Risk Reduction Action Plans World class organizations use a balance of metrics. Conformance Rates Closure Rates Accountability and Recognition Celebrate metrics on a team basis 17

18 Metrics - Accountability Percent safe vs percent at risk Percent conformance Action plan volume Action plan closure Buy Each Department! Trends of at-risk Action plans Improvement Team accountability and recognition Number of Observations (minor importance) (Later Percent conformance for high risk) 18

19 Recognitions Encourage continuous improvement and change Catch folks doing something right! Identify opportunities for improvement Recognize change Volume Quality Engineering, substitution and elimination is the priority Instead of just administrative controls, training, and PPE Recognize Conformance (by Department) Percent safe vs at risk (high risk Critical to Safety (CTS) Improving trends 19

20 Trends Based on a minimum of 30 data points BBO Categories Antecedent or Behavior Risk Level (potential) CTS Conformance Root Cause (Systems, Human Element) Improve = Action Plans 20

21 Ultimately Culture Survey Workplace safety is important at my work location I see Trust and Mutual Respect in our Workplace Improve = Action Plans 21

22 Control Management Systems Improvements Antecedents Prevention Through Design Employee Engagement Behaviors Management Commitment 22

23 Quiz Behaviors are most strongly influenced by a. Being observed b. Offering solutions c. Seeing closure d. b and c Which dialogue is a better demonstration of active caring? a. Why are you doing that at-risk behavior? b. Is there a safer way to do this task? 23

24 Quiz # 2 The main goal of a Behavioral-Based Safety program is a. The number of observations b. The number of action plans c. The improvement of our culture 24

25 Homework 1. Add some Leading Behavior Metrics to your KPIs 2. Demonstrate Active Caring and Recognition For the remainder of the day, take a piece of paper, make four columns. People Action Criticism/Praise Different? Every hour, add to this list. What people did you interact with? What were they doing or saying? Did you say some thing positive or negative? Was that different from what you normally would have done? Review your list at the end of the day, did you criticize or praise more often, by how much? Did you hit your 4:1 ratio? If you did not, do it again. 25

26 Summary Understanding the ABCs of Influencing Behaviors What are Behavior Observations A Balanced Set of Metrics to measure performance Reinforcing a continuous improvement mindset 26

27 Thank You For Your Attention Questions? Please get in touch with me at Visit For a copy of this and the 5 level BBO maturity 27 27

28 Copyright Copyright and Use Restrictions This presentation (materials) is copyrighted by Paul A. Esposito and STAR, exclusion of the Attachments. Other than the exceptions listed below, no part of these materials may be reproduced, stored in a retrieval system, or transmitted in any form or by any means without prior consent of the copyright holder. Students may reproduce the material for internal, non-commercial purposes. Unauthorized copying of the presentation, or any use of the material through modification, merging, or inclusion with other printed material as a commercial product to be resold is prohibited. Any internal use must acknowledge the origin of the document and the STAR and Paul A. Esposito copyright. License granted to ESIS and ASSE for reproduction. 28