becoming a leader in safety...•number of scheduled safety leadership training (slt) sessions...
TRANSCRIPT
BECOMING A LEADER IN SAFETYEVEN WHEN YOU’RE NOT THE BOSS
QUESTION:
WHO IS RESPONSIBLE FOR SAFETY IN YOUR ORGANIZATION?
IF THE ANSWER IS ‘EVERYONE’
WHAT SKILLS HAVE BEEN PROVIDED?
DOES THIS CREATE AN UNDEFINED EXPECTATION?
ARE EMPLOYEES ACTUALLY KNOWLEDGEABLE IN HOW TO BE A SAFETY LEADER?
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LOGISTICS
LOGISTICS
• Number of train-the-trainer sessions - 9
• Number of scheduled Safety Leadership Training
(SLT) sessions – 222
• Number of employees, presenters, management,
and support staff that assisted with SLT - 123
• Number of employees trained – over 5100
• Presentation was customized for 6 operations
• Average overall course rating (on a scale of 1 to 5) –
4.3
TRAINING FORMAT
• Lecture Style with numerous interactive activities
• Custom Produced Video Messages
• Group Discussion
• Interactive Exercises
• Condensed half day version was developed for new
employee’s orientation training
TRAINING FORMAT
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Modules
• Background
• Safety Management Systems
• Rules to Live By
• Effective Communication
• Communication Between the Generations
• Safety Intervention & Stop Work Responsibility
• Peer to Peer Coaching
• Near Miss / Good Catch / Good Decision
• Human Performance Improvement Strategies
• Visible Safety Leadership
Module 1– Background
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SIF Defined…
•Life-Threatening:
–Work-related injury or illness that required
immediate life-preserving rescue action, and if
not applied immediately would likely have
resulted in the death of that person.
•Life-Altering:
–Work-related injury or illness that resulted in a
permanent and significant loss of a major body
part or organ function that permanently changes
or disables that person’s normal life activity.
•Fatal:
–Work-related fatal injury or illness.
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Unsafe Conditions and At-Risk Behaviors
Near Misses
Recordables
Lost Work
Fatalities
Potential SeriousInjury and Fatality(PSIF)
Pyramid within the pyramid
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Gas ignition occurs with 3 gas employees in close
proximity. Extensive property damage. No injuries
resulted
Potential Serious Incident and Fatality (PSIF) or Serious Incident and Fatality (SIF)?
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Entering the distribution
conveyor door without
proper Lock Out Tag Out
(LOTO) while the
conveyor was running.
Potential Serious Incident
and Fatality (PSIF) or
Serious Incident and Fatality
(SIF)?
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Hydraulic line failure on lowboy trailer
resulting in a crush injury to a foot with
amputation of four toes
Potential Serious Incident and Fatality (PSIF) or
Serious Incident and Fatality (SIF)?
Module 2 – Safety Management Systems
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Safety Management Systems
•SMS origins from aviation industry
– In response to major airline disasters in the
1960’s
–Initial focus on “safety system”
•Made department / individuals responsible for
safety
•Embedded at all levels
–Realization that to achieve full scale safety
goals need whole organization approach
• Redundancy with multiple layers and approaches
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Hierarchy of Controls
Source: OSHA
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•The Right Rules, Effective Training, Monitoring &
Enforcement, Culture
Maintain Multiples Levels of Protection
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Reason’s “Swiss Cheese” ModelDante Orlandella and James Reason, University of Manchester. A.K.A. Cumulative Act Effect
Defenses are only as strong as their weakest link!
Some holes dueto active failures
Other holes due tolatent conditions
A System Model of Accident Causation
Hazards
Losses
Module 3 – Rules to Live By
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Pro
tectin
g U
s F
rom
SIF
S Pro
tectin
g U
s F
rom
SIF
S
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Acceptable Level of Risk
• Safety isn’t the absence of risk. Safety is the
management of risk to an acceptable level.
• How would we remove all risk from our work?
• Safety is the practice of performing work at an
acceptable level of risk
• Unique to each individual
• Influence Acceptable level of risk
– Intervene when someone is accepting too
much risk
–Recognize them when level is acceptable
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Rules To Live By
Our risk tolerance is often higher (willing to
accept more risk) when we are away from the
workplace. Injury statistics support this in that
we are 3x more likely to be injured (or killed)
away from work.
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Rules To Live By
• NOT optional
• RTLB is indication that it is beyond Acceptable
Level of Risk
• Follow the Rules to Live By like your life and your
family's livelihood depends on it. It does.
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Rules To Live By
Why is our risk tolerance
different away from work?
How can we continue to reduce
our risk tolerance?
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Rules To Live By
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•Discuss why our risk tolerance may be different
away from work.
•Share an example where you saw someone accept
too much risk. What did you do? What happened?
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Rules To Live By – Group Discussion
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Hierarchy of Controls scenario
A task requires workers to be in an elevated
position. Many tools are required at various times
to perform the work. Meanwhile, there is work
directly below the elevated workers that needs to
be completed. What are some control measures
that can be used to prevent injuries from falls
and from dropped objects?
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Rules To Live By – Group Discussion
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What are some control measures that can be
used to prevent injuries from falls and from
dropped objects?
Click Here - Dropped Object Video
Module 4 – Effective Communication
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Why is it important to be effective
communicators?
Hearing is not listening
Speaking is not communicating
Effective Communication
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• The Magical Number 7 +/- 2– Miller, G. A. (1956) “The magical number seven, plus or minus two: Some limits on our capacity
for processing information” Psychological Review. 63 (2): 81-97.
• Approximately 25% of what is heard is retained.
• Attention Spans are diminishing. – "The average American attention span in 2013 was about 8 seconds. The average attention
span in 2000 was 12 seconds. And then get this kicker - the average attention of a goldfish is 9
seconds.“
• Listening tendencies.
• Critical Faculty – ‘filter’ between the conscious and
subconscious minds.
Common Communication Filters
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To Be a Good Listener…
Click Here - It's Not About The Nail
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Why is it important to be effective
communicators?
Three good reasons
1. To provide for the accurate, concise, clear and
mistake–free transfer of information
2. To ensure the message intended is the
message received.
3. To minimize the potential for mistakes.
Effective Communication
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Communication Exercise
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•Communication is considered effective when the
listener accurately understands the message the
sender is attempting to convey. Both sending and
receiving matter.
•Effective communication is at the foundation of
every successful action.
• If communication is ineffective it may cause error,
or confuse and misinform the listener.
Effective Communication
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•Consider the audience
–Put yourself in receiver’s shoes. Assume half
the audience is blind, and the other half deaf.
•Give positive reinforcement
–A compliment and thank you can lead to clearer,
more open communication.
•Give “permission”
– In this case, permission to partner to provide
feedback.
Ways to Overcome Communication Filters
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•Stop talking
•Repeat/paraphrase
•Clarify/probe
•Maintain eye contact
•Empathize
•Share responsibility for communication
•React to the message
Keys to Improved Listening
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Three-way Communication
Get receiver's attention and deliver the message
Confirm message was correctly understood
Repeat the paraphrased message
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Communication Exercise
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The entire class is trapped in
a valley. A nearby volcano is
about to erupt that would fill
the valley with less than
habitable conditions. We
need a Lego ATV built to
escape.
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Communication Exercise
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Group 1 – No instructions, no verbal communication.
Group 2 – Given instruction manual and able to communicate in any manner.
Module 5 – Intergenerational Communication
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Generations - Failing To Communicate
•May impact:
– turnover rates
– tangible costs (e.g., recruiting, hiring, training,
retention)
– intangible costs (e.g., morale)
–grievances and complaints
–perceptions of fairness and equality
–safety and safety programs
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Communication Between GenerationsGenerational Workplace Characteristics
Traditionalists Baby Boomers Generation X Millennials
Birth Years 1900-1945 1946-1964 1965-1980 1981-2000
Work Ethics /
Values /
Preferences
• Hard work
• Sacrifice
• Duty before fun
• Respect authority
• Adhere to rules
• Workaholics
• Work efficiently
• Crusading causes
• Personal fulfillment
• Desire quality
• Question authority
• Eliminate the task
• Self-reliance
• Wants structure &
direction
• Skeptical
• Casual, friendly work
environment
• Values flexibility
• What’s next
• Multi-tasking
• Tenacity
• Entrepreneurial
• Tolerant
• Goal oriented
• Social responsibility
Work is…
• An obligation • An exciting Adventure • A Difficult challenge
• A Contract
• A means to an end
• Fulfillment (no
obligation to stay)
Leadership Style
• Directive
• Command & control
• Consensual
• Collegial
• Everyone is the same
• Challenge others
• Ask why
• Teamwork
• Technology
• Work/life balance
Interaction Style
• Individual • Team player
• Appreciates meetings
• Entrepreneur • Participative
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Communication Between GenerationsGenerational Workplace Characteristics
Traditionalists Baby Boomers Generation X Millennials
Communications
• Formal
• Memo
• In Person • Direct
• Immediate
• Voicemail
Feedback
• No news is good
news
• Don’t appreciate it • How am I doing? • Immediate &
constant
Rewards
• Satisfaction in job
well done
• Money
• Title recognition
• Freedom is best reward • Meaningful work
• Immediate & often
Messages That
Motivate • Your experience is
respected
• You are valued & needed • Do it your way
• Forget the rules
• Work with bright,
creative people
Work / Life Balance
• Separate • No balance
• Work to live
• Balance • Balance
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Feedback Styles – Impact on Safety
•Traditionalists seek no applause but appreciate a
subtle acknowledgement that they have made a
difference
•Baby Boomers are often giving feedback to others
but seldom receiving, especially positive feedback
•Generation X needs positive feedback to let them
know they’re on the right track
•Millennials are used to praise and may mistake
silence for disapproval. They need to know what
they’re doing right/wrong
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Bridging The Generation Gap
•Be aware of the differences
•Appreciate the strengths
•Manage the differences effectively
Module 6 – SISWRSafety Intervention, Stop Work Responsibility
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Conformity:
A change in behavior due to the real or imagined influence of other people
Group Thinking/Bystander Effect
Click Here - Everybody's Doing It
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Safety Intervention and Stop Work
Responsibility Policy
•All employees have the responsibility and the right
to intervene or stop work in order to protect their
safety as well as the safety of co-workers,
contractor employees, and others in proximity to
the work area.
–What if it’s not your workgroup, can you still
intervene?
–Does anyone have the authority to stop work?
–What if I’m wrong, will I get in trouble for
speaking up?
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Stop Work Responsibility Procedure
Recognized
hazard
Safety Intervention
Stop Work
Communication
Solution
Correct
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Obligation
Support
Speak up
Questioning attitude
Protect
Prevent
What does Safety Intervention & Stop Work
Responsibility (SISWR) mean to you?
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“I was stopped while ascending in an aerial lift on
not being tied-off properly. My co-worker brought
it up and I thanked him accordingly.”
Do you have a recent example you can
share? How did it go?
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“A crew was working at a substation
when my crew arrived. Neither crew
acknowledged each other. No
tailgate, no exchange of words. My
crew didn’t know what they were
working on and vice versa. When
my crew started filling out their job
brief they didn’t feel it was right that
they didn’t know what the other
crew was working on so, they went
over to them and stopped work so
they could all do a tailgate together.”
SISWR example
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Please share this message with your employees.
EBULLETIN
New Silica dust program
Xcel Energy’s Corporate Safety group has developed a new program for limiting occupational exposure to respirable silica dust. The program addresses a new Occupational Safety and Health Administration (OSHA) regulation issued to prevent disease. read more and review the FAQ sheet
NATIONAL PREPAREDNESS MONTH Emergency food supply
The recent effects of natural disasters remind us that no matter where we live, we should all keep a fresh stock of non-perishable food items in the event of an emergency or crisis. read more
DRIVER SAFETY
Defensive driving tip #35:
Never play chicken with a
train
As a train approaches you, an optical illusion is created that makes it appear to be traveling slower than it really is. The illusion is a result of the train's size and the narrowing aspect of the tracks and train as they recede in the distance. read more
ERGO SAFETY QUICK TALK Commitment
The sixth quality of a workplace athlete is Commitment. Dedicating yourself to something, like a person or a cause. The willingness to give your time and energy to something you believe in. read more
SAFETY UPDATES
Near Misses, Good Catches, Injuries, Product Recalls, etc.
09-2017 Contractor Injury: Trailer hitch smashed thumb 08-2017 Good Catch: Safety relief valve 08-2017 Injury: Foreign body in eye 07-2017 Injury: Striking with hand causes fracture 05-2017 Near Miss: Digger guide tube fell from boom Combined Safety Updates
XPRESSNET ARTICLES
Subject: Safety
09-21-2017 811 Runs spread safety awareness
MORE TO SHARE Useful safety information from internal and external sources
09-25-2017 Safety policy and program updates
For more information, check out the safety communication SharePoint site, XpressNET hub and calendar. Submission guidelines and templates are available in the resources folder of the SharePoint site. Contact the Safety Communications Council with any questions.
Every Monday a Safety
News Bulletin is sent
out companywide. The
Safety Updates section
shares notable near
miss and good catch
events..
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The Absence of Intervention Is Approval
Ignoring conditions
can set people up
for an injury or
worse. Ignoring
unsafe actions can
do the same.
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Group Thinking/Bystander Effect
• At some point in all of
our lives we will find
ourselves in a
situation that requires
action
• Don’t let the passivity
of others result in your
inaction to do the right
thing
Click Here - Dangerous
Conformity
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•We are more likely to act unsafe in a group
–“Sheeple” – Put themselves at risk based on
group behavior
•Do not fall victim to the Bystander effect.
Assertiveness – the first step to overcoming
the barriers
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• Be “that safety person”
–Reinforce SISWR
–Attend safety meetings and participate in the safety program
–Bring up safety issues and coach safety improvements
–Take the time to do quality job briefs
–Positively recognize safe behaviors
Be a Leader for Safety
Module 7 – Peer to Peer Coaching
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Peer-to-Peer Check
•Why do you think peer-to-peer checking is critical?
– It provides an in-process second check of
intended actions BEFORE the actions are taken
–It provides a “team” to prevent an error by a
peer
–It’s done to minimize the potential for making
mistakes
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Peer-to-Peer Check
•How do we do a peer-to-peer check?
–The performer communicates his/her intended
action(s) and the expected result
–The checker confirms the intended action will
achieve the expected result
– If the intended action is inconsistent with what
was is expected, then the checker stops the
performer
–Lastly, the performer executes the intended
action.
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Peer-to-Peer Check
•When should we perform a peer to peer check?
–When the action to be taken is not immediately
reversible
–When performing steps/actions that, if
performed in error, could result in significant
consequences
–When error-likely situations exist
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Peer-to-Peer Check
•When do you, or when should you, perform a peer
to peer check within your work environment?
•What is an error likely situation for you or your
crew?
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Module 8 – Near Miss and Good Catch
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•The reporting of Near-miss events is important so
that we can learn as an organization how to better
establish barriers, controls, and practices
preventing similar events from occurring.
•A summation of this effort was characterized
yesterday as “defenses in depth” and learning from
a near miss can strengthen defenses.
Why Learn From A Near Miss
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•Potential Serious Incident and Fatality (PSIF)
•Rule to Live By (RTLB)
•Weak Signals
•Something that we should learn about and improve.
What does a Near Miss look like?
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Why share?
•The Near Miss sharing process collects, analyzes
and responds to submitted safety incident
information in order to lessen the likelihood of at-
risk conditions and accidents.
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Why share?
•Near miss data is used to:
– Identify deficiencies and discrepancies in our
processes and safety systems so that they can
be mitigated.
–Support policy formulation and planning
improvements to safety systems and culture.
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NEAR MISS: Air Line Came Loose
What happened?
• While air lancing wet coal buildup on D mill feeder, the hose
to the air lance connection failed, causing the hose to be
sent flying, almost striking the employee in the face. The air
lance dropped into the mill.
What went wrong? (contributing factors)
• Hazard not recognized
• Condition of air lance hose
Work practices to review as a result of this alert?
• The hose fittings on the air lance have been double banded.
• A PM was written to periodically check the condition of the
hoses and fittings on the air lances.
• Looking at methods to tether the lance to the hose.
• Face shield is now required in addition to standard eye
protection.
Date: 01/2015
Photo 1
Content Author: Submitted Anonymously
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NEAR MISS: Coal Feeder Air Lance FailureWhat happened?
• An operator was using an air lance to remove wet coal from the feeder throat area
going into the Coal mill to prevent the feeder throat from getting plugged up, which
causes a loss of coal flow going into the mill. The operator was getting ready to blow
down the coal feeder throat . When he went to grab the air lance out of its storage
position, the air hose came off of the Chicago fitting and started whipping around
violently. The operator was able to avoid contact with the out of control hose, get to a
safe place, and shut off the air supply going to the air lance hose.
What went right and/or wrong? (contributing factors)
• There were two band- it clamps holding the hose onto the Chicago fitting. Upon further
inspection of the hose after the incident, it was apparent the hose broke and not the
clamps.
• This air lance situation has had similar issues in the past. At that time it was noticed
that there were regular hose clamps keeping the hose connected to the fitting.
Work practices to review as a result of this alert?
• Monthly PM work orders were written to inspect the lances, making sure to look
closely at the clamps and hose condition, and pay attention to any abnormal looking
pieces. The lance and hose should also be inspected before each use.
• PPE required for this job (hard hat, face shield and safety glasses)
• When replacing fittings or hose, do not use regular hose clamps, only Band-It clamps
• Install whip lines to prevent this incident in the future
Date: 2/23/2016
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•Multiple methods to report, including anonymous.
•A stated policy of no discipline to be administered
for turning in near misses.
•Learning focus
•Central collection of results, wider dissemination,
and tracking of implementation.
2018 Near Miss Program Changes
Module 9 – Human Performance Improvements
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Introduction/ Overview
•Goal of HPI initiative is to minimize errors, thus
preventing unexpected events and the
associated unintended consequences.
• In the larger picture, HPI represents who we
want to be as an organization.
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HPI - Overview
•A new way of looking at, and thinking about, how
we do what we do – both at work and away.
–“Old View” vs “New View”
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HPI Principles
•Foundational understanding; all must be
incorporated for successful integration of HPI into
the Transmission culture.
• Principle #1.
People are fallible, and even the best make
mistakes
No amount of training, motivation or
compensation can alter this.
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Principle #2
•Principle #2
Error-likely situations are predictable,
manageable, and preventable.
Because we repeat our errors and mistakes…
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Principle #3
•Principle #3
Organizational values influence individual
behavior.
An organization is more than just the people; it’s
the resources, the equipment, the technology, all
in place to accomplish a goal or mission.
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•Principle #4
People achieve high levels of
performance because of the
encouragement and reinforcement
received from leaders, peers, and
subordinates.
All human behavior (good or otherwise) is
reinforced either by immediate
consequences or past experiences.
Principle #4
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Principle #5
•Principle #5
Events can be avoided by understanding
the reasons mistakes occur, and applying
the lessons learned from past events.
Proactive is better than reactive
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Error-Likely Situations & Error Precursors –
Most Common*
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Self-Checking
•Purpose is to help the worker focus their attention on
the details of the task.
–Can be used in every work situation
–Uses the acronym STAR
•Stop
•Think
•Act
•Review
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Procedure Use and Adherence
•Purpose is to use and reference the correct
procedure or process, AND to follow it as directed.
–Placekeeping practices should be used to
ensure necessary steps are completed in the
intended order.
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Stop When Unsure
•Used when one is uncertain about how to
proceed, or when first recognized that the plan
or conditions have changed.
–Requires having a Questioning Attitude
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Co-Worker Coaching
•When working with others, the practice is to remind,
advise, or assist another to ensure the task is done
correctly and appropriately.
–Stay positive when using this technique
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Verification Practices
• Peer Check:
• Used to confirm the correct action;
completed by a 2nd person.
• Concurrent Verification:
• Used to verify the correct status/
configuration of equipment.
• Independent Verification:
• Similar to Concurrent, involves a
separation between verifying persons
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3-Way Communication
•Used to ensure proper communication between the
sender and receiver with a consistent
understanding of the information exchanged.
–Use of the Phonetic Alphabet is expected
Module 10 – Visible Safety Leadership
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Visible Safety Leadership
VISIBLE SAFETY LEADERSHIP1) Morning Safety Commitment:
Start today by demonstrating your own leadership regarding safety, do something every day to show your peers your own commitment to safety.
2) Actively talk about safety and make it personal:
Talk about safety like it’s important. Be sincere, caring, and genuine about your own and others personal safety. Don’t focus on the numbers, personalize it and focus on the person. When someone gets hurt it’s not an ‘OSHA’ … it’s an injury.
VISIBLE SAFETY LEADERSHIP
3) Take on the ownership of your coworkers’
personal safety:
Tell your peers (out loud) that you don’t want
them to get injured, or have to make that
dreaded call to their loved ones if they do.
VISIBLE SAFETY LEADERSHIP4) Safety Expectations: Talk about your
expectations around safety:
a) Follow Rules to Live By … ALWAYS,
without exception
b) Use the right tools,
c) Follow the safety policies, procedures and
safe work practices,
d) Use Safety Intervention & Stop Work
Responsibility (SISWR)
e) Conduct quality job briefings,
f) Drive safely
VISIBLE SAFETY LEADERSHIP5) Accountability:
Hold everyone accountable to your
expectations … no need to ‘hammer’ on those
you work with but be consistent and hold firm to
your expectations, and others will follow your
good leadership.
6) Conduct quality crew observations:
Recognize good work practices; don’t pass up
‘coachable moments.’ Spend time listening to
your peers during these visits; these crew
observations and visits can have a tremendous
impact on building trust and understanding safety
expectations.
VISIBLE SAFETY LEADERSHIP
7) Reinforce SISWR:
Make it okay for everyone to use SISWR.
How others react when an intervention
happens will set the tone for future
opportunities, and impact the safety culture …
be supportive.
8) Attend and participate in your safety
program:
Make time for employee safety meetings and
don’t postpone unless absolutely necessary.
Lead by example by actively participating in
safety meetings and training sessions … this
demonstrates your personal commitment to
safety.
VISIBLE SAFETY LEADERSHIP9) Address safety issues and develop safety
improvement plans:
Team members expect leaders to help resolve
safety issues when they are brought up. Make sure
you track safety items, assign someone responsible,
follow through with all items to resolution.
10) Quality job briefs:
Participate, review and evaluate job briefings
and provide feedback to crews on what was
good, and what needs improvement.
11) Recognition:
Recognize your peers, your coworkers, and
your crews for safe behaviors and achieving
milestones.
Transferable Strategies for Creating
Safety Leaders
SAFETY Your safety programs, procedures, policy’s are not your safety
culture. Your safety culture is the context in which you carry out
your safety program.
Access your culture. The most important part of a safety culture is
the part you can’t see; that’s where the cultural hazards are.
SAFETY Evaluate the negatives for growth opportunities.
Conduct a gap analysis on ‘actual’ versus ‘ideal’ safety culture.
Cultural changes are sustainable only
when jointly owned.
Analyze tasks which have caused or have
the potential for SIFs.
Create a means to develop the level of skill
equal to the level of expectations.
SAFETY Dig deep into the communication capabilities of leaders,
supervisors, managers, influencers, employees, etc.
Find the path for everyone to share any concerns related to safety.
Cultural changes are sustainable only
when jointly owned. Involve all stakeholders.