behaviorbasedsafety h[1]

8/6/2019 BehaviorBasedSafety h[1]

1/49

BEHAVIOR SAFETYBEHAVIOR SAFETY


2/49

Why Behavior BaseWhy Behavior Base

Safety ???Safety ???

Why Behavior Based SafetyWhy Behavior Based Safety


3/49

Behavior-Based SafetyBehavior-Based SafetyBehavior-Based Safety is a process that helpsBehavior-Based Safety is a process that helps

employees identify and choose a safe behavioremployees identify and choose a safe behavior

over an unsafe one.over an unsafe one.

BBS Concept is for :BBS Concept is for :

I practice safety for myselfI practice safety for myself

I practice safety for youI practice safety for you

I practice safety for my familyI practice safety for my family

I practice safety for my companyI practice safety for my company

I practice safety for my NationI practice safety for my Nation


4/49

MANAGEMENT TRAININGMANAGEMENT TRAINING

OBJECTIVESOBJECTIVES WHY Behavior Based SafetyWHY Behavior Based Safety

WHAT is BehaviorWHAT is Behavior

WHY Unsafe or At risk behavior & UnderstandingWHY Unsafe or At risk behavior & UnderstandingBehavior Safety PrinciplesBehavior Safety Principles

HOW BBS compliments existing safetyHOW BBS compliments existing safetymanagement systemsmanagement systems

WHAT is behavior based safety processWHAT is behavior based safety process

HOW does BBS process is implemented at ourHOW does BBS process is implemented at our

company levelcompany level WHAT are your roles, responsibilities &WHAT are your roles, responsibilities &

accountabilities to make it successfulaccountabilities to make it successful


5/49

Management of SafetyManagement of Safety

Hazard/

Risk

Undesirable

outcome(Accident)

WORK

Barriers

or Controls


6/49

Why BBSWhy BBSAt Risk Behavior ( Causes )At Risk Behavior ( Causes )provideprovide

the foundation of Accidentsthe foundation of Accidents

( Effects )( Effects )

- Actual Causes Accident- Actual Causes AccidentInvestigationInvestigation

- Potential Causes BBS- Potential Causes BBS

InterventionIntervention


7/49

The Safety TriangleThe Safety Triangle

Deaths*

Lost Workday Cases

Medical Attention Cases

First Aid Cases

Near Miss Cases

Unsafe Behaviours or Conditions

1

10

100

Research

1,000

10,000

*Not enough data


8/49

Class SafetyClass Safety

PerformancePerformance

TimeTime

99

Compliance

Behavior Based

Safety

Management System and Best

Management Practices

50%50%

SafeSafe

70%70%

SafeSafe

100%100%

SafeSafe


9/49

What is Behavior allWhat is Behavior all

about ?about ?

The way we actThe way we act

The approach we have towards personal & workplace safetyThe approach we have towards personal & workplace safety

Tendency to forget thingsTendency to forget things

Reckless endangermentReckless endangerment

Not valuing, underestimatingNot valuing, underestimating

Seems to be high pride & over-confidentSeems to be high pride & over-confident

Work stress & objection on Management decisionsWork stress & objection on Management decisions Not participative, Lack of team spiritNot participative, Lack of team spirit

Never talkNever talk

Jealous at others successJealous at others success

Affected by emotional commitmentsAffected by emotional commitments

Lack of knowledgeLack of knowledge

Loosing interestLoosing interest

EnemyEnemy


10/49

The following is a look at the Bradley model with the

purpose of assessing what the Safety culture is now and

providing some tools in advancing personal energy to

the next level.

FOUNDATIONFOUNDATION

Be-hav-i-our safety is a tool to assess an organization's

projected safety performance based on current behaviors.

33


11/49

SELECTED AT RISK BEHAVIORSSELECTED AT RISK BEHAVIORS Not wearing protective equipmentNot wearing protective equipment

Failing to follow standard energy-controlled lock-out/tag-out proceduresFailing to follow standard energy-controlled lock-out/tag-out procedures

Lifting a heavy object without a hoistLifting a heavy object without a hoist

Standing on a machine instead of a ladderStanding on a machine instead of a ladder

Using defective equipments/toolsUsing defective equipments/tools

Using equipment/tools wronglyUsing equipment/tools wrongly Unsafe PostureUnsafe Posture

Violation of known Safety Operating ProceduresViolation of known Safety Operating Procedures

Removing or making safety devices in operativeRemoving or making safety devices in operative

Indulging in horse play, practical jokes, fighting, sleeping, creating distractions and so on.Indulging in horse play, practical jokes, fighting, sleeping, creating distractions and so on.

Operating equipment without or materialOperating equipment without or material

Failure to secure equipment or materialFailure to secure equipment or material

Operating are working at unsafe speedOperating are working at unsafe speed

Body parts in danger zoneBody parts in danger zone Repairing, servicing or riding equipment in hazardous mannerRepairing, servicing or riding equipment in hazardous manner

Engaging in unsafe practices ( Not violation )Engaging in unsafe practices ( Not violation )

Failure to worn / signalFailure to worn / signal

Ill fitting / Loose clothingIll fitting / Loose clothing

Wearing Dark safety glass when not neededWearing Dark safety glass when not needed

Improper OrderlinessImproper Orderliness


12/49

BBS IS NOT A QUICK FIXBBS IS NOT A QUICK FIX


13/49

Individuals

perceive samesituation

differently

Individuals

perceive samesituation

differently

And your

perception

becomes yourreality

And your

perception

becomes yourreality

SAFETY HAS ALWAYS BEEN PERCEIVED DIFFERENTLY

BY INDIVIDUALS

Who will take back what from this workshop ?


14/49

What is BBSWhat is BBS

44

Behavioral safety is the application ofBehavioral safety is the application of

Behavioral Psychology to support safe behaviorBehavioral Psychology to support safe behavior

Reduce at risk-behavior and thus prevent work placeReduce at risk-behavior and thus prevent work placeInjuries through employee involvement and coachingInjuries through employee involvement and coaching

( Behavior is everything a person does that is( Behavior is everything a person does that is

Observable and measurable )Observable and measurable )


15/49

Herbert William HeinrichHerbert William Heinrich is anis an AmericanAmerican industrial safety pioneer from theindustrial safety pioneer from the1930s. He was an Assistant Superintendent of the Engineering and Inspection1930s. He was an Assistant Superintendent of the Engineering and InspectionDivision of Travelers Insurance Company when he published his bookDivision of Travelers Insurance Company when he published his book IndustrialIndustrialAccident Prevention, A Scientific ApproachAccident Prevention, A Scientific Approach..

Heinrich's work is the basis for the theory ofHeinrich's work is the basis for the theory ofBehavior-based safetyBehavior-based safety, which holds, which holdsthat as many as 95 percent of all workplace accidents are caused by unsafethat as many as 95 percent of all workplace accidents are caused by unsafeacts. Heinrich came to this conclusion after reviewing thousands of accidentacts. Heinrich came to this conclusion after reviewing thousands of accidentreports completed by supervisors, who generally blamed workers for causingreports completed by supervisors, who generally blamed workers for causingaccidents without conducting detailed investigations into the root causes.accidents without conducting detailed investigations into the root causes.

While Heinrich's figure that 88 percent of all workplace accidents andWhile Heinrich's figure that 88 percent of all workplace accidents andinjuries/illnesses are caused by "man-failure" is perhaps his most oft-citedinjuries/illnesses are caused by "man-failure" is perhaps his most oft-cited

conclusion, his book actually encouraged employers to control hazards, notconclusion, his book actually encouraged employers to control hazards, notmerely focus on worker behaviors. "No matter how strongly the statisticalmerely focus on worker behaviors. "No matter how strongly the statisticalrecords emphasize personal faults or how imperatively the need for educationalrecords emphasize personal faults or how imperatively the need for educationalactivity is shown, no safety procedure is complete or satisfactory that does notactivity is shown, no safety procedure is complete or satisfactory that does notprovide for the . . . correction or elimination of . . . physical hazards," Heinrichprovide for the . . . correction or elimination of . . . physical hazards," Heinrichwrote in his book.wrote in his book.

HISTORY OF BBS
http://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Behavior-based_safetyhttp://en.wikipedia.org/wiki/Behavior-based_safetyhttp://en.wikipedia.org/wiki/Behavior-based_safetyhttp://en.wikipedia.org/wiki/United_States


16/49

Near Misses

(Fatality)

AT Risk Behavior

Minor Injury

Serious Injury

id C bA id t C t I b


17/49

INSURED COST

UN-INSURED COST

Accident Cost IcebergAccident Cost Iceberg


18/49

History of Behavior-History of Behavior-

Based SafetyBased Safety

44

Evolved in Private Industry in 1980sEvolved in Private Industry in 1980s

Proven Results in Reducing AccidentsProven Results in Reducing Accidents

Utilizes Behavioral Analysis TechniquesUtilizes Behavioral Analysis Techniques

Enhances Safety CultureEnhances Safety Culture


19/49

ATTITUDEATTITUDE(Intentions)(Intentions)

Begins From BehaviorBegins From Behavior

OnlyOnly

BEHAVIORBEHAVIOR( Action )( Action )

CULTURE( Values)

66


20/49

Are inside a personsAre inside a persons

head therefore theyhead therefore they areare

notnotobservable orobservable or

measurablemeasurable

howeverhowever

Attitudes can be changed byAttitudes can be changed by

changing behaviorschanging behaviors77


21/49

WHAT BBS DOESWHAT BBS DOES

88

Promoting more frequent, respectful, and openPromoting more frequent, respectful, and opencommunication between employeescommunication between employees

Employees are encouraged to use a behavioralEmployees are encouraged to use a behavioral

checklistchecklist

Designed by an employee-led steering team within theDesigned by an employee-led steering team within the

OrganizationOrganization

Observe coworkers and then provide both rewardingObserve coworkers and then provide both rewarding

(e.g. nice job) and correcting(e.g. nice job) and correcting

(e.g. be careful) feedback(e.g. be careful) feedback


22/49

Safety CultureSafety Culture

DevelopmentDevelopment

Build consensus, buy-in , on every level of theBuild consensus, buy-in , on every level of the

organizationorganization

Culture can change rapidly when leadership actionCulture can change rapidly when leadership action

changeschanges

- This involves modeling, credibility, concern .- This involves modeling, credibility, concern .

1010


23/49

Basic Behavior PrinciplesBasic Behavior Principles

Safety in the workplace is a combination ofSafety in the workplace is a combination of

three measurable components :three measurable components :

- the person,the person,

- their environment, andtheir environment, andtheir behavior,their behavior,

Only when these three elements are combinedOnly when these three elements are combined

can workplace accidents be eliminated.can workplace accidents be eliminated.


24/49

The person component consist of theThe person component consist of the

employees:employees:

Physical capabilitiesPhysical capabilities

Experience, andExperience, and

TrainingTraining


25/49


The work environment represents:The work environment represents:

Engineering Controls,Engineering Controls,

Equipment,Equipment,Job task, andJob task, and

The work cultureThe work culture


26/49


The final, most often overlookedThe final, most often overlooked

component iscomponent is behaviorbehaviorwhat thewhat the

person does on the job.person does on the job.

AnAn AlertAlert worker is safe even inworker is safe even in

unsafe conditionunsafe condition

AnAn unalertunalert worker is unsafe even inworker is unsafe even in

safe conditionsafe condition


27/49

PERSON BASEPERSON BASE

PRACTICAL WAY TO IMPROVE SAFETY ?PRACTICAL WAY TO IMPROVE SAFETY ?

- Prompt : Appreciate safe ActPrompt : Appreciate safe Act

- Prompt : Intense where we seePrompt : Intense where we see

unsafe act straight feedbackunsafe act straight feedback


28/49

Objective of training program :Objective of training program :

"To correct unsafe behaviors at shop floor""To correct unsafe behaviors at shop floor"Flow of activities freezed:Flow of activities freezed:

Provide training on process of implementation of Behavior Based Safety.Provide training on process of implementation of Behavior Based Safety.

To guide on how to do observations.To guide on how to do observations.

To fix steering committee for monitoring the whole process.To fix steering committee for monitoring the whole process.

To speak with other employees about the process and objective ofTo speak with other employees about the process and objective ofobservation.observation.

Every trained employee needs to conduct two observations in a week.Every trained employee needs to conduct two observations in a week.

Carrying out observations at shop floor level and giving feedback atCarrying out observations at shop floor level and giving feedback at

shop floor.shop floor. Record the same in checklist.Record the same in checklist.

Reobserve the same employee from change in unsafe behavior forReobserve the same employee from change in unsafe behavior forparticular observation.particular observation.

Give again feedback if unsafe behavior is not changed to desired one.Give again feedback if unsafe behavior is not changed to desired one.

Review by steering committee once in fortnight initially and thenReview by steering committee once in fortnight initially and thenneed based but not more a frequency of once in month.need based but not more a frequency of once in month.

MKS & Site Head to review progress of program with steering committee forMKS & Site Head to review progress of program with steering committee formeasuring improvement in behaviors by above at shop floor level.measuring improvement in behaviors by above at shop floor level.

Take corrective action to see that process remains effective to yieldTake corrective action to see that process remains effective to yielddesired results.desired results.


29/49

Name That HazardName That Hazard

List 25 hazards, risks, dangers, orList 25 hazards, risks, dangers, or

potential injuries in your workplaces.potential injuries in your workplaces.

ExamplesExamples

Fall from ladderFall from ladder

Strain from heavy liftingStrain from heavy lifting

Burn from weld metalBurn from weld metal

Team with most in 1 minute wins!Team with most in 1 minute wins!


30/49

BehavioralBehavioral

ObservationObservation

andandFeedback ProcessFeedback Process

How Does Observation &How Does Observation &


31/49

How Does Observation &How Does Observation &Feedback Influence Safety-Feedback Influence Safety-

Related Behaviors ?Related Behaviors ?

88

An excellent tool for collecting data on the quality ofAn excellent tool for collecting data on the quality ofcompanys safety management systemcompanys safety management system

A scientific way to understand why people behaveA scientific way to understand why people behave

the way they do when it comes to safetythe way they do when it comes to safety

Properly applied, an effective next step towardsProperly applied, an effective next step towards

creating a truly pro-active safety culture wherecreating a truly pro-active safety culture where

loss prevention is a core value.loss prevention is a core value.

Conceptually easy to understand but often hard toConceptually easy to understand but often hard to

implement and sustainimplement and sustain

How Does Observation &ow oes servat on


32/49

How Does Observation &ow oes servat onFeedback Influence Safety-Feedback Influence Safety-

Related Behaviors ?Related Behaviors ? Employees routinely observe one another while workingEmployees routinely observe one another while working A checklist guides the observer to focus on critical safety behaviorA checklist guides the observer to focus on critical safety behavior Immediately afterwards, the observer provides feedback to the observee,Immediately afterwards, the observer provides feedback to the observee,

nothing both safe and at risk behaviors.nothing both safe and at risk behaviors.

The observer and observee problem-solve on the spotThe observer and observee problem-solve on the spot

The observation checklists are collected and compiled. The collective dataThe observation checklists are collected and compiled. The collective data

is graphically portrayedis graphically portrayed

The resulting information is periodically reviewed with all employeesThe resulting information is periodically reviewed with all employees

The information is analyzed to identify areas for follow-up action.The information is analyzed to identify areas for follow-up action.

Targeted areas are pursued using a problem-solving process.Targeted areas are pursued using a problem-solving process.

1010


33/49

Behavioral ObservationBehavioral Observation

and Feedback Processand Feedback ProcessThis is one of the most important components of the process.This is one of the most important components of the process.

I st : Go to work placeI st : Go to work place

II nd : Inform the person & observe him for 10 minutesII nd : Inform the person & observe him for 10 minutes

III rd : Fill the checklist and provide direct, measurableIII rd : Fill the checklist and provide direct, measurable information oninformation onemployees safe & at risk work practices.employees safe & at risk work practices.

IV th : The employee is then provided positive feedback on the safeIV th : The employee is then provided positive feedback on the safe

behaviors and non-threatening feedback on the unsafe behaviors.behaviors and non-threatening feedback on the unsafe behaviors.

They are also provided with suggestions on correcting the unsafeThey are also provided with suggestions on correcting the unsafe

behaviors.behaviors.


34/49

Formal Review ofFormal Review of

Observation DataObservation DataThe data is then analyzed to determineThe data is then analyzed to determine

the employees (or departments)the employees (or departments)

improvement in safe behaviors. It canimprovement in safe behaviors. It can

be looked at as an overall percentage.be looked at as an overall percentage.

Example: If there were 20 items on theExample: If there were 20 items on the

checklist and the worker performed 17checklist and the worker performed 17of them safely, then he would get aof them safely, then he would get a

score of 85% safe.score of 85% safe.


35/49

Formal Review ofFormal Review of

Observation DataObservation DataThe improvement betweenThe improvement between

observations could be graphed andobservations could be graphed and

displayed for employees to view.displayed for employees to view.

When the graphs showsWhen the graphs showsimprovement, it provides positiveimprovement, it provides positive

reinforcing feedback to employees.reinforcing feedback to employees.


36/49

HAZARD EXPRESSIONSHAZARD EXPRESSIONS

SA Struck againstSA Struck againstSB Struck bySB Struck by

CB Cut byCB Cut by

CW Contact withCW Contact with

CO Caught onCO Caught on

C/B Caught in betweenC/B Caught in between

FS Falls & slipsFS Falls & slips

FB Falls BelowFB Falls BelowOE Over ExertionOE Over Exertion

OE Over ExtensionOE Over Extension

Line of Fire Location where you can stand & get accidentLine of Fire Location where you can stand & get accident

Pinch Points Way in body parts comes in two moving partsPinch Points Way in body parts comes in two moving parts

Eyes & Path Eyes & Path

Line & Sight Eye & object free from obstructionsLine & Sight Eye & object free from obstructions

Safe Posture No unwanted twisted of body partSafe Posture No unwanted twisted of body part

Contact Stressors sharp surfaces can causeContact Stressors sharp surfaces can cause

ZES Zero Energy StateZES Zero Energy State


37/49

Improvement GoalsImprovement GoalsSetting improvement goals increases theSetting improvement goals increases the

effectiveness of feedback and the success of theeffectiveness of feedback and the success of the

behavior-based safety process.behavior-based safety process.

These goals can take different forms, such as:These goals can take different forms, such as:

1.1. Percent safe goalsPercent safe goals

2.2. Process goalsProcess goals

3.3. Implementation goalsImplementation goals


38/49

Implementation tipsImplementation tips

It is important to provide the right training for the right people atIt is important to provide the right training for the right people atthe right time.the right time. There should be something expected from every person inThere should be something expected from every person inthe organization to contribute to the process. Don't give them all the samethe organization to contribute to the process. Don't give them all the sametraining, simply what they need to do their part well and understand whattraining, simply what they need to do their part well and understand whatothers are doing. Then give them the chance to apply it right away.others are doing. Then give them the chance to apply it right away.

Supervisors can make or break the process.Supervisors can make or break the process. If they coach poorly, moreIf they coach poorly, moreproblems are created in the culture. If they don't coach at all, unsafe behaviorproblems are created in the culture. If they don't coach at all, unsafe behaviorcontinues. Include training on observation skills, coaching skills, conflictcontinues. Include training on observation skills, coaching skills, conflictmanagement, problem solving and leading teams for supervisors.management, problem solving and leading teams for supervisors.

In addition to being ready, there is the art of executing it well.In addition to being ready, there is the art of executing it well. TheThesafety manager must make an accurate judgment of the readiness of asafety manager must make an accurate judgment of the readiness of acompany before implementation. First work on making the culture right forcompany before implementation. First work on making the culture right forsuccess. Sometimes this can take years but it's worth the wait.success. Sometimes this can take years but it's worth the wait.

Finally, not all behavior change processes are equal. Shop the +marketFinally, not all behavior change processes are equal. Shop the +marketbecause some programs are more compatible within abecause some programs are more compatible within a participativeparticipativeorganizational climate, others work best in companies where trust isorganizational climate, others work best in companies where trust isa problem.a problem. Be sure to shop for one that can be customized to your company.Be sure to shop for one that can be customized to your company.


39/49

ResultsResults

Increased efficiencyIncreased efficiency

Increased productivityIncreased productivity

Increased moraleIncreased morale Increase profitabilityIncrease profitability


40/49

CONVENTIONAL PRESENT SYSTEM :CONVENTIONAL PRESENT SYSTEM :

Inspection ----------- InstructionsInspection ----------- Instructions

NEW SYSTEM :NEW SYSTEM :

Observation --------- FeedbackObservation --------- Feedback


41/49

FeedbackFeedback

Completely review all items with theCompletely review all items with the

person.person.

Make sure they dont say anything.Make sure they dont say anything.

Make sure they dont see theMake sure they dont see the

checklist.checklist.

Emphasis on the concerns.Emphasis on the concerns.

YES NO


42/49

Typical BBS processTypical BBS process

Step I : Define critical behavior to improveStep I : Define critical behavior to improve

Step II : Observe target behavior usingStep II : Observe target behavior using

checklistchecklist

Step III : Provide feed back session to changeStep III : Provide feed back session to changethe target behaviorthe target behavior

Step IV : Collect communicate & AnalyzeStep IV : Collect communicate & Analyze

Step V : Review & Correct commentsStep V : Review & Correct comments

Step VI : Celebrate successStep VI : Celebrate success


43/49

For Success-You are theFor Success-You are thekeykey

Thank youThank you


44/49

..need of the..need of the

hourhour

INTERDEPENDENTINTERDEPENDENT

LeadingLeading

ZeroZero

Injury

Rates

Injury

Rates

Beginning

1212

IndependentIndependent

Succeeding

DependentDependent

Improving

ReactiveReactive


45/49

WHAT MAKES YOUR LIFEWHAT MAKES YOUR LIFE 100% ?100% ?

AA BB CC DD EE FF GG HH II JJ KK LL MM NN OO PP QQ RR SS TT UU VV WW XX YY ZZ11 22 33 44 55 66 77 88 99 1010 1111 1212 1313 1414 1515 1616 1717 1818 1919 2020 2121 2222 2323 2424 2525 2626

KK NN OO WW LL EE DD GG EE1111 1414 1515 2323 1212 55 44 77 55

SS KK II LL LL SS

1919 1111 99 1212 1212 1919=

=

82

96

Let each letter of the alphabetic has a value equals

to it sequence of the alphabetical order:


46/49

Hard WorkHard Work

H+A+R+D+W+O+R+K

8+1+18+4+23+15+18+11 = 98%

CultureCulture

C+U+L+T+U+R+E

3+21+12+20+21+18+5 = 100%

What is More Than 100% affecting Safety!!!


47/49

ATTITUDEATTITUDE

A+T+T+I+T+U+D+EA+T+T+I+T+U+D+E

1+20+20+9+20+21+4+5 =1+20+20+9+20+21+4+5 = 100%100%

It isIt is OUR ATTITUDEOUR ATTITUDE towardstowards

Safety that makes a workplaceSafety that makes a workplacesafe ! !safe ! !


48/49

CIRCUMSTANCECIRCUMSTANCE

C+I+R+C+U+M+S+T+A+N+C+EC+I+R+C+U+M+S+T+A+N+C+E

3+9+18+3+21+13+19+20+13+9+18+3+21+13+19+20+1+14+3+5 =+14+3+5 = 115%115%

It is Circumstance that makesIt is Circumstance that makes

our Act Unsafe ! !our Act Unsafe ! !

CONSEQUENCECONSEQUENCE


49/49

CONSEQUENCECONSEQUENCE

C+O+N+S+E+Q+U+E+N+C+EC+O+N+S+E+Q+U+E+N+C+E

3+15+14+19+5+17+21+5+14+3+5

== 121%121%

It is understanding ofIt is understanding of

consequence which canconsequence which canchange our ACT from Unsafechange our ACT from Unsafe

to Safe !!!to Safe !!!

behaviorbasedsafety h[1]

Documents