bradley curve

Safety Fundamentals PSA Consultants Ltd

Safety FundamentalsSafety Fundamentals

SABICSABIC11--2 & 32 & 3--4 December 20074 December 2007


Safety FundamentalsSafety Fundamentals


1Fatality

30

Lost Workday Cases

300

Recordable Injuries

3,000Near Misses (estimated)

300,000At-Risk Behaviors (estimated)

““Institute TrainingInstitute Training””Safety PyramidSafety Pyramid


Hazard Elimination / ReductionHazard Elimination / ReductionThere are 3 ways to There are 3 ways to eliminate or reduce eliminate or reduce hazards.hazards.

What are they?What are they?TeamTeamManagementManagementPersonalPersonal


Bradley CurveInjury Prevention ModelInjury Prevention Model

(Bradley Chart)(Bradley Chart)Du Pont Discovery TeamDu Pont Discovery Team

4.04.0

3.03.0

2.52.5

2.02.0

1.51.5

1.01.0

0.50.5

0.00.0ManagementManagementCommitmentCommitment

PersonalPersonalCommitmentCommitment

Team CommitmentTeam Commitment

NaturalNaturalInstinctsInstincts(DEPENDENT)(DEPENDENT)

SupervisionSupervision

SelfSelf(INDEPENDENT)(INDEPENDENT)

TEAMTEAM

Tota

l Rec

orda

ble

Rat

eTo

tal R

ecor

dabl

e R

ate

(Edict)(Edict)

(Control)(Control)

(Acceptance)(Acceptance)(Compliance)(Compliance)

(Commitment)(Commitment)(Dedication)(Dedication)

(INTERDEPENDENT)(INTERDEPENDENT)

Key Deming PrinciplesKey Deming Principles““Adopt a New PhilosophyAdopt a New Philosophy””


Dependent Stage of SafetyDependent Stage of Safety

Condition of Condition of EmploymentEmploymentLaw/RulesLaw/RulesSupervisor ControlSupervisor ControlResources/ToolsResources/ToolsHeritageHeritage

Fear/DisciplineFear/DisciplineProceduresProceduresReward/RecognizeReward/RecognizeSupervisor GoalsSupervisor Goals


Independent Stage of SafetyIndependent Stage of SafetyPersonal Personal CommitmentCommitmentPersonal StandardsPersonal StandardsPersonal Personal KnowledgeKnowledgeIndividual Individual RecognitionRecognitionPractice, HabitsPractice, Habits

Personal GoalsPersonal GoalsInternalizeInternalizeConformConformSelfSelf--ManagingManagingPersonal ValuePersonal ValuePersonal SkillsPersonal SkillsCare for SelfCare for Self


Interdependent Stage of SafetyInterdependent Stage of Safety

Team CommitmentTeam CommitmentTeam ContributorTeam ContributorTeam KnowledgeTeam KnowledgeTeam ManagingTeam ManagingTeam PracticeTeam PracticeValue Each OtherValue Each Other

Team GoalsTeam GoalsTeam BuildingTeam BuildingTeam RecognitionTeam RecognitionBrothers KeeperBrothers KeeperTeam NetworkTeam NetworkCompany PrideCompany Pride


Focus on ProcessFocus on ProcessSafety Management System Safety Management System Implementation:Implementation:

Nonconformity's;Nonconformity's;Near Misses;Near Misses;Management of Management of Changes;Changes;Incident ReportingIncident ReportingSafe Work Practices Safe Work Practices such as hot work, such as hot work, confined space entry, confined space entry, etc..etc..


Performance Thinking Performance Thinking overover

Compliance Thinking Compliance Thinking Traditional Compliance Safety Approaches:

26 Years and No Real Progress(USA - National Safety Council Data)

2

3

4

5

1973 1976 1979 1982 1985 1988 1991 1994 1997

TotalLWCRate

SelfSelf--initiated Goals initiated Goals & Performance & Performance StandardsStandardsOwnership & Ownership & CommitmentCommitmentProactive BehaviorsProactive BehaviorsPositive LanguagePositive Language


Fact Finding Not Fault Finding Fact Finding Not Fault Finding Determine underlying Determine underlying ““root root causes.causes.””““95% of all failures are the 95% of all failures are the result of management,result of management,””Deming.Deming.Are we supporting and even Are we supporting and even rewarding rewarding ““at risk behaviorsat risk behaviors””??What are the potential What are the potential management / systems causes management / systems causes of this behavior?of this behavior?


Incentives Focused on Incentives Focused on Behaviors Not Numbers Behaviors Not Numbers

Stop rewarding Stop rewarding avoidance of avoidance of failures and start failures and start rewarding positive, rewarding positive, proactive proactive behaviors.behaviors.Focus on process Focus on process improvements, not improvements, not covering up failurescovering up failures

Bradley Curve

Injury Prevention ModelInjury Prevention Model(Bradley Chart)(Bradley Chart)

Du Pont Discovery TeamDu Pont Discovery Team

4.04.0

3.03.0

2.52.5

2.02.0

1.51.5

1.01.0

0.50.5

0.00.0ManagementManagementCommitmentCommitment

PersonalPersonalCommitmentCommitment

Team CommitmentTeam Commitment

NaturalNaturalInstinctsInstincts(DEPENDENT)(DEPENDENT)

SupervisionSupervision

SelfSelf (INDEPENDENT)(INDEPENDENT)

TEAMTEAM

Tota

lTo

tal R

ecor

dabl

e R

ecor

dabl

e Ra

te R

ate

(Edict)(Edict)

(Control)(Control)

(Acceptance)(Acceptance)(Compliance)(Compliance)

(Commitment)(Commitment)(Dedication)(Dedication)

(INTERDEPENDENT)(INTERDEPENDENT)


Teamwork over Rugged Teamwork over Rugged Individualism Individualism

Interpersonal TrustInterpersonal TrustTeamwork / synergyTeamwork / synergyCulture of TruthCulture of TruthWin / Win Win / Win ContingenciesContingenciesOur culture (education, Our culture (education, sports, values) supports sports, values) supports win/lose. Real win/lose. Real teamwork does not teamwork does not come easycome easy


Continuous Improvement Over Continuous Improvement Over Quick FixesQuick Fixes

A proactive, continuous A proactive, continuous improvement paradigm improvement paradigm is required.is required.Must establish Must establish ““Constancy of Purpose, Constancy of Purpose, ““ Deming.Deming.There are no quick fixes There are no quick fixes (slogans / contests / (slogans / contests / incentives).incentives).Total Safety is not easy. Total Safety is not easy. It takes hard work, It takes hard work, leadership, time, and leadership, time, and sometimes money.sometimes money.

Recordable Injuries VSPCSEI Progress

0

0.5

1

1.5

2

2.5

1994 1995 1996 1997 1998 1999 20000

2

4

6

8

10

12

RIR PCSI (4-5)


Safety as a Core Value Over Safety as a Core Value Over Safety as a PrioritySafety as a Priority

List 10 things you did this List 10 things you did this morning in order to come to morning in order to come to the seminar (shower, shave, the seminar (shower, shave, eat, get dressed, read paper, eat, get dressed, read paper, feed dog, drive carefully, feed dog, drive carefully, etcetc……))What were your What were your ““prioritiespriorities””??There was only one There was only one ““core core valuevalue””!!


Process for Continuous Safety & Process for Continuous Safety & Environmental Improvement (PCSEI)Environmental Improvement (PCSEI)

• A Quality Based tool to manage HSE

Leadership, People, Assets and Systems

• Establishes an ongoing continuous improvement process

• 14 management system elements including Occupational Health, Safety & Environmental Programs

• Annual assessment & planning tool


15 Elements of PCSI

Systems

Leadership

Assets

People

OHEmployee Ownership & ParticipationBehavioral Accident PreventionRoles & Resp.TrainingContractors

Emergency PreparednessMechanical & Operating Integrity

Leadership & CommitmentS&OH PlanningEnvironmental

Standards & ProceduresMetricsAuditsIncident Reporting & Invest.


Assemble XAssemble X--sectional groupsectional groupAssess progress in Assess progress in each elementeach elementDetermine gapsDetermine gapsEstablish strategies Establish strategies to close gapsto close gapsPeriodically review Periodically review your progressyour progress

PCSEI ASSESSMENT PROCESSPCSEI ASSESSMENT PROCESS


Recordable Injuries VSRecordable Injuries VSPCSEI ProgressPCSEI Progress

0

0.5

1

1.5

2

2.5

1994 1995 1996 1997 1998 1999 2000 2001 20020

2

4

6

8

10

12

14

RIR PCSI (4-5)


Bottom Bottom -- Up InvolvementUp Involvement

“Put Everyone to Work toAccomplish C.I.”

0

0.5

1

1.5

2

2.5

1994 1995 1996 1997 1998 1999 2000

Rec

orda

ble

Inju

ry

Rat

e

0

20

40

60

80

100

120

140

160

# Pe

ople

invo

lved

W/

PCSI

RIR People

Establish Establish processes for processes for worker worker involvement. involvement. Examples Examples -- PCSI, PCSI, BAP, Teams, BAP, Teams, Issues ListsIssues ListsMore than More than participation, its participation, its ownership, ownership, commitment, and commitment, and empowerment.empowerment.


What’s Expected of All of us?

• Focus on improving our Processes

• Utilize our Management System & HSE Tools

•NC’s, MOC, PCSEI, Near Miss Reporting, Safety in Motion, etc

• Focus on the Base of the Safety Pyramid

• Create opportunities for everyone to participate

• Establish a Culture of Interdependence

bradley curve

Documents

hot work

confined space entry

new philosophyadopt

misses estimated300

traditional compliance