BBS - Process Fundamentals in Industries

Process Fundamental

1. BBS Behavior Based Safety Fundamentals #ST-39b

2. Why Look at Behavior?

3. Perception of Risk & Reward Will I get in trouble? Will I get hurt? Will I get finished sooner? Will it be easier? Will anyone notice? People often act according to their perception of the risk & reward for their behavior… not necessarily according to the rules, policies, or procedures.

4. What would you do? Ladder not readily available In a hurry No one’s looking It will only take a minute

5. Organizational Factors Supervision Preconditions for Unsafe Acts Unsafe Acts Failed or Absent Defenses Adapted from Reason (1990) Accident & Injury Why Look at Behavior? Behavior is often the final step in an injury sequence Behavior : What people were doing, their physical actions, at the time of injury

6. Process: Behavior Based Performance (BBP)

7. Key Elements Involves significant workforce participation Targets specific at-risk behaviors Involves data-driven decision-making processes Involves a systematic, observational improvement intervention Involves regular focused feedback about on-going performance Requires visible on-going support from managers and front line supervision

8. Observations Based on Behavioral Science Look for previously defined, specific behaviors Two-way feedback after observing (soon, certain & meaningful) Use positive reinforcement (safes first, meaningful) Discuss specific risky behavior: observers perception, potential consequences Collect the data

9. Behavioral Change Process Steering Committee Training Behavior Checklist Development Observation & Feedback Observation Quality Verification Sustainability Reviews Data Use: Action Planning Motivation: Increase & Sustain Participation Coaching Process: Procedures Communication Self-Adaptation Behavior Based Performance - BBP

10. How BBP Changes Behaviour Observation & Feedback Data Use Increase Employee Awareness Reinforce Safe Behaviour Actions to Improve Environment Actions to Change Behaviour Clarify At-Risk Consequences

11. New Performance Measures & Leading Indicators Observation & Feedback Data Use Increase Employee Awareness Reinforce Safe Behaviour Actions to Improve Environment Actions to Change Behaviour Clarify At-Risk Consequences Contact Rate No. Observations Quality Indicators Change in % safe No. Action Plans No. Improvements Participation Rate Perception Survey

12. Tracking Targets – Contact Rate Part Time Facilitator Full Time Facilitator First Sustainability Review First Olympic Observer R+R New Steering Committee Goals and Targets 2005 CCBS Accreditation Katrina & Rita First LT and SC Summit

13. A BBS Process does More than Increase Worksite Awareness Worksite Behavior Supervision Procedures Tools & Equipment Systems Training Reward & Recognition Culture Action plans based on data analysis help identify barriers to safe behavior that are created a long time before the worksite behavior occurs. Observation & Feedback Actions from data Skill & Ability

14. Process Overview Appoint Steering Committee, Facilitator, Management Sponsor Start! Develop Critical Behavior Checklist 1 Month Start Observations 2-3 Months Gather Data Data Quality &Analysis 4-5 Months Action Planning 5-6 Months Sustainability Reviews On-going Plan Do Check Act

15. BBP Process Implementation Management Meeting Appoint Steering Team Process Design Train Steering Team Implementation Steps: PSL Leaders Country/District Mgt. Support Staff Develop Checklist Observation Steps Data Management Define Performance Criteria Facilitator Management Sponsor Team – PSL’s Support Process Fundamentals Observation Training Approve Process Design Communication Plan Path Forward Facilitator: 1 day 2 ½ days

16. BBP Process Implementation Cont. Observer Training Quality, Coaching Motivation, Goal Setting Action Planning Sustainability Review Need 100 observations Analyze data & Develop Improvement Plan Track & communicate results Need at least 50 observations to initiate this step 1 day 1 1/2 days – Steering Team Performance improvement step Completed 12 - 18 months after start 1 1/2 days – Steering Team Typically 1-2 Months after Steering Team Training Usually 1 – 2 Months after Observer Training Train Steering Team first 3-4 months after Quality & Coaching Performance monitoring 2 days Facilitator ½ Day Steering Team

17. How BBP Differs From Traditional Safety

18. Risk based not compliance based Bottom up not top down (can be top Down but focus is on participation) Builds buy-in Positive not negative Proactive not reactive Focused on people & processes not numbers & activities BBP Process Differs From Traditional Safety Differences with traditional safety Different approach from Management needed Remove barriers to safe behavior vs. enforce compliance Help others find solutions vs. finding solutions Motivate participation Reward & recognize vs. penalize & punish Preventative actions vs. corrective action Monitor behavior change & process measures vs. lagging indicators & actions

19. Focus is on behaviors Reinforces safe behavior Immediate performance feedback Observations are announced Must be done by trained observers Employee owned BBP versus HOC BBP HOC Focus mostly on unsafe conditions No provision for R+ Feedback normally comes some time after behavior if at all Can be done on-the-spot Can be done by anyone Typically owned by safety department

20. The Path to Incident-Free Operations Compliance Driven Behavior Observation & Feedback Cultural Transformation Employees Choose to Behave Safely

21. [email protected] Serving Health & Safety Community SINCE 1995