Course Name: Behavioral Safety Course Menu. Cours e ID : BEHAVSAWV. Introduction
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1 Course Name: Behavioral Safety Course Menu Cours e ID : BEHAVSAWV Introduction 1100 What is Behavior-Based Safety? 1200 Basic Definitions 1300 Why Observations Are Important 1400 At-Risk Behaviors The Observation Process 2100 The Observation Data Sheet 2200 The Steps of the Observation Process Feedback 3100 Influencing Behavior 3200 Giving Feedback 3300 Observation Challenges Course Test Take the Test
2 Introduction --What is Behavior-Based Safety? Behavior-Based Safety is a process, not a program. The goal is for Behavior-Based Safety to be an ongoing process at our site and something that becomes part of our culture The way we do things around here. Behavior-Based Safety is not new. It's been around for more than 20 years, and many large companies such as P&G, Shell, Alcoa, PPG, Chevron, and Monsanto have implemented the Behavior-Based Safety process.
3 Introduction --What is Behavior-Based Safety? Behavior-Based Safety is a proactive approach to safety. Instead of waiting for injuries to happen and then trying to figure out how to prevent them, the goal of Behavior- Based Safety is to prevent safety problems before anyone gets hurt by identifying at-risk behaviors and reinforcing safe behaviors.
4 Introduction --What is Behavior-Based Safety? Studies of accidents and injuries have revealed these important points: At-risk or unsafe behavior causes approximately 90% of all accidents and injuries.
5 Introduction - BUT - Many unsafe behaviors are not the worker s fault. They are the result of management systems features such as lack of training, faulty equipment, or poor job layout. - AND - The things that cause most accidents and injuries are well known we have seen them every day, and they have become part of the way the job is done.
6 Introduction --What Behavior-Based Safety Is Not It s not about telling you what to do or how to do your job. It s not a time-study program. It doesn t replace proper engineering and good management practices. It doesn t replace proper training.
7 Introduction --What is Observation? Observations are the foundation of Behavior-Based Safety. Behavioral observation is a sampling procedure. Just as production sampling helps improve quality, behavioral sampling helps improve safety. Observations sample behaviors, NOT individuals. The idea is to identify potential hazards or safety problems, not to catch someone doing something wrong. Observations are anonymous. Observers never record the name of the person he/she is observing.
8 Basic Definitions Some Terms You Need to Know Behavior refers to observable acts only, is neither positive nor negative At Risk any behavior that could possibly result in injury Barrier anything that makes working safely difficult or impossible
9 Basic Definitions Some Terms You Need to Know Consequence anything that happens as the direct result of behavior; consequences can be either positive or negative. Culture the workplace environment; the way people do things at the site and in your department Ergonomics the way that you have to position yourself (stand, bend, reach, lift) to do a job
10 Basic Definitions Some Terms You Need to Know Enabled Behavior Any behavior that is under the direct control of a person is called enabled behavior. Non-Enabled Behavior a situation in which factors beyond your control prevent you from working safely
11 Why Are Observations Important? Observations provide a unique and powerful source of data. This observation data is our main source of information for identifying potential safety problems things that go unnoticed because we get used to working with them every day.
12 Why Are Observations Important? Observations also provide immediate positive feedback with the persons being observed: We can talk with our co-workers who may be doing a job unsafely because it s faster and easier, or they may not even realize that it s unsafe because the job is so familiar to them and "that's the way it's always been done."
13 Why Are Observations Important? Little things that go unnoticed can become very big things in an emergency. It's easy to walk around pallets sitting in an aisle or a drum in front of a doorway, and they might not seem like a problem until there's a fire, and the these items block the only escape route.
14 Why Are Observations Important? Observations can identify areas where more training is needed. Data may be needed to justify an expensive improvement.
15 At-Risk Behaviors 3 types of at-risk behavior: conscious habitual unintentional The focus of Behavior-Based safety is on habitual and unintentional behavior how to prevent mistakes that you never wanted to make in the first place.
16 At-Risk Behaviors These situations: Rushing exceeding the pace at which you normally do a job Frustration caused by malfunctioning equipment, inadequate tools, or conflicting objectives and pressures Complacency so familiar with a job that you aren t watching what you re doing or not thinking about the hazards These situations can cause or contribute to at-risk behaviors, such as eyes not on task (Look before moving.), line of fire, and slip, trip, and fall hazards.
17 The Observation Card Observers do not record the name of the person he/she is observing on the observation card. The purpose of the card is to measure behavior, not people. Behaviors are grouped by category, allowing. observers to focus on behaviors that account for. the highest number of injuries.
18 The Observation Data Sheet -- Space for Observer s Comments The comments section is very important because it shows information about the safety hazards or at risk behaviors that the observer saw.
19 The Observation Data Sheet -- The Definitions List provides a standard and creates an understanding of what constitutes safe behavior clarifies what observers should look for and ensures consistency of observations
20 The Observation Data Sheet -- The Definitions List The definitions are not a re-write of rules and regulations.
21 The Observation Data Sheet -- The Definitions List It s important to be familiar with the definitions, so that you can concentrate on what you re observing.
22 The Observation Process Doing an observation consists of several steps. For consistent results, it is important for all observers to do observations the same way. Thoroughness is important without planning it s easy to forget key observation goals.
23 The Observation Process The observation procedure is designed to include both situation-centered and data sheet-centered observations. (We will cover these later in this course.) The observation procedure typically takes 5 10 minutes from start to finish.
24 The Observation Process --Whom to Observe Do area-wide observations. Rotate whom you observe. Don t always observe the same job. Don t always observe the same person.
25 The Observation Process --When to Stop an Observation Any time life or limb are in danger: for yourself for the person you are observing for others working in the area Any willful safety violation: failure to follow confined space or lock out rules any blatant disregard for safety rules
26 The Observation Steps -- Step 1: Go to the action. Workers have their greatest exposure to injury when they are busy. But a busy time is not always the most convenient time to observe, so it s important to set up a convenient time for observing whenever possible. This is why an observation plan is important. Planning ahead will allow you to observe the most important behaviors during the 5 10 minute observation period.
27 The Observation Steps -- Step 2: Observe openly. Observers are not spies. Even if your site doesn t require you to ask for permission to do observations, you should still let the person know that you are going to observe him/her. Allow the person to see the observation card before and after the observation to let him/her know that you are not hiding anything. As people get used to the observation process, you won t need this step as much.
28 Observation Encourages Safe Behavior If someone is watching me, won t I try to do everything safely? Yes! After a while, you ll do your job safely every time without even thinking about it, even when no one is watching.
29 The Observation Steps -- Step 3: Situation-Centered Observation Look at the situation as if you are seeing it for the first time. Focus on potential injury. Who could get hurt in this situation? How will it happen? Potential doesn t mean maybe. It means that given enough time. someone will get hurt.
30 The Observation Steps -- Step 3: Situation-Centered Observation Observe directly and indirectly. Direct: people and equipment Indirect: footprints things that aren t obvious,. but give clues to what is really going on Take your time don t rush.
31 The Observation Steps -- Step 4: Data Sheet Centered Observation The observer looks for every behavior listed on the observation card. Using the definitions List, the observer decides between safe and at-risk for each behavior he/she sees.
32 The Observation Steps -- Step 4: Data Sheet Centered Observation Record only what you see. Leave blank any behavior listed on the observation card that you don t actually observe. Mark a behavior as at-risk every time you see it.
33 The Observation Steps -- Step 4: Data Sheet Centered Observation The maximum safe score for an item is 1. One has to perform an item safely 100% of the time for you to rate it as safe. Any at-risk score for an item wipes out and replaces all safe scores for that item.
34 The Observation Steps -- Step 5: Write comments. It s not always easy for people to work safely. The observer s comments help identify barriers that are preventing safe behavior. Write comments as you observe, and be sure to write a comment for every at-risk behavior that you observe: What is the person doing that is at-risk? What is causing or contributing to the at-risk behavior? And don t forget to make positive comments. We re not here just to tell people what they did wrong.
35 Picture or Video Example Completed Observation
36 Example Observation Comments
37 The Observation Steps -- Step 6: Give feedback. Giving safety feedback means: expressing your concern for another person s. behavior that affects: his/her safety your safety the safety of others
38 The Observation Steps -- Step 6: Give feedback. Why should you give feedback? Your speaking up may prevent an injury or accident. We can all give feedback when safety is involved. People may assume that their unsafe actions are acceptable if nobody tells them otherwise.
39 The Observation Steps -- Step 6: Give feedback. Give the feedback privately, one-on-one. Give feedback as soon as possible after the observation. Acknowledge safe behavior and, if possible, offer a safe alternative to the at-risk behaviors that you observed. Thank the person for his/her time.
40 The Observation Steps -- Turn in paperwork. When you have completed your observations, turn in the observation cards to the designated location. We will enter the observation data into the computer and use it to track safe and at-risk behaviors for the site and for individual departments. After we enter the data into the computer, we shred all the observation cards to maintain confidentiality.
41 Influencing Behavior -- Feedback influences behavior. A behavior that is under the direct control of a person is called enabled behavior. Enabled behavior improves with feedback. For example: the use of proper lifting techniques - bending at the knees (safe) instead of bending at the waist (at-risk) In such situations, conversation between the observer and the person you are observing is a powerful tool for reinforcing the safe way to lift.
42 Influencing Behavior -- Feedback influences behavior. At-risk behavior that happens because of a situation that is out of our control is called non-enabled behavior. For example: Production equipment may not be properly designed or installed, and this requires workers to perform atrisk behaviors.
43 Giving Feedback -- Tips for Talking and Listening Respect the people you are observing. They have reasons for doing things the way they do. It's not the observer's job to boss them. The observer and the worker share a common goal - no one wants an injury.
44 Giving Feedback -- Tips for Talking and Listening Stick to the facts. Observers stick to the facts and do not preach about safety. Be specific. The observer cites specific things so that people know what the feedback means. Acknowledge progress. The observer emphasizes improved performance as well as discusses areas for further improvement.
45 Giving Feedback -- Tips for Talking and Listening Discuss, ask, and listen. When something looks unsafe to the observer, discuss it, ask questions about the situation, and take time to listen to the person s concerns. The aim is to determine what is causing the unsafe behavior and what is reinforcing it. Don t argue. The observer doesn't argue with someone who is resistant to the behavioral safety process.
46 Feedback is personal. It is important for the observer to initiate communication with an open perspective. Respect the fact that you are in another person's work area, and ask the person where it would be appropriate to talk. Refer to the other person by name, but make clear that the observation you have done will remain anonymous.
47 Observation Challenges -- Familiarity clouds vision. Over-familiarity with the work can blind people to the hazards. Things are accepted as that s the way it s always been done around here.
48 Observation Challenges -- Unfamiliarity causes confusion. If the observer is unfamiliar with the work, he may not be sure if the behavior he is observing is safe or at-risk.
49 Observation Challenges video -- Preparation Know the observation card and definitions. If the observer is not familiar with the observation card and definitions, he/she will spend more time looking at his/her paper than he/she will spend watching the work.
50 Observation Challenges -- Behavior happens fast. Most people are not used to watching behavior, and unless they are really tuned in, the behavior may go by without the observer noticing. video
51 Observation Challenges Pick a good time. Observe when there is activity, not just when you happen to have some free time to do an observation. video Set a good example. Observers are safe workers themselves.
52 The Key to Safety The ownership of Behavior-Based Safety is in our hands. It s up to all of us to make this process work.
53 The End You have completed the Behavior-Based Safety course. Now you re ready to take the test.
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