Behaviour Based Safety training 2 days.pdf
shiva3305
212 views
109 slides
Aug 30, 2024
Slide 1 of 109
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
About This Presentation
Behaviour Based S trainin
Slide Content
Behavior
Based
Safety
Parabakaran Balasubramaniam
Based
Safety
Parabakaran Balasubramaniam
2
2
Professional Summary: With over 15 years of comprehensive experience in
Environmental Safety and Health (HSE), Parabakaran Balasubramaniam is
a seasoned professional with specialized expertise in delivering impactful
training programs. He holds a Master's Degree in Environmental Safety and
Health from the University Malaysia Pahang and has dedicated 5 years
specifically to the field of HSE training and consultancy.
Key Skills and Competencies:
Extensive knowledge in environmental safety regulations and compliance
standards.
Proven track record in designing and delivering engaging and effective HSE
training modules.
Strong understanding of risk assessment methodologies and hazard control
strategies.
Skilled in conducting safety audits and implementing corrective measures.
Excellent communication and interpersonal skills for effective training
delivery
ABOUT THE TRAINER
2
Professional Summary: With over 15 years of comprehensive experience in
Environmental Safety and Health (HSE), Parabakaran Balasubramaniam is
a seasoned professional with specialized expertise in delivering impactful
training programs. He holds a Master's Degree in Environmental Safety and
Health from the University Malaysia Pahang and has dedicated 5 years
specifically to the field of HSE training and consultancy.
Key Skills and Competencies:
Extensive knowledge in environmental safety regulations and compliance
standards.
Proven track record in designing and delivering engaging and effective HSE
training modules.
Strong understanding of risk assessment methodologies and hazard control
strategies.
Skilled in conducting safety audits and implementing corrective measures.
Excellent communication and interpersonal skills for effective training
delivery
ABOUT THE TRAINER
Day 1:
•
1. Introduction
Welcome and overview of the training program
Introductions and ice-breaking session
•
2. Course Objectives
Setting clear expectations and learning objectives
•
3. Ice Breaking Session
•
4. Topic 1: Why Safety Programs Do Not Work
Understanding common pitfalls in traditional safety approaches
•
5. Topic 2: Behavior-Based Safety (BBS) -What is it? What is it not?
Definition and core principles of BBS
Differentiating BBS from traditional safety programs
•
6. Group Discussion
•
1. Introduction
Welcome and overview of the training program
Introductions and ice-breaking session
•
2. Course Objectives
Setting clear expectations and learning objectives
•
3. Ice Breaking Session
•
4. Topic 1: Why Safety Programs Do Not Work
Understanding common pitfalls in traditional safety approaches
•
5. Topic 2: Behavior-Based Safety (BBS) -What is it? What is it not?
Definition and core principles of BBS
Differentiating BBS from traditional safety programs
•
6. Group Discussion
Day 1:
•
7. Traditional Safety vs. BBS
Contrasting traditional safety methods with BBS approaches
Benefits and limitations of each approach
•
8. Group Discussion
•
9. Human Behavior
Exploring factors influencing human behavior in manufacturing settings
•
10. Consequences
Understanding the role of consequences in shaping behaviors
•
11. BBS Challenges
Identifying common challenges in implementing BBS
•
12. DOTS Causation Model
Overview of the DOTS (Doer, Opportunity, Trigger, and Support) model
Application to BBS
•
7. Traditional Safety vs. BBS
Contrasting traditional safety methods with BBS approaches
Benefits and limitations of each approach
•
8. Group Discussion
•
9. Human Behavior
Exploring factors influencing human behavior in manufacturing settings
•
10. Consequences
Understanding the role of consequences in shaping behaviors
•
11. BBS Challenges
Identifying common challenges in implementing BBS
•
12. DOTS Causation Model
Overview of the DOTS (Doer, Opportunity, Trigger, and Support) model
Application to BBS
Objectives
•
The benefits of behavior-based systems.
•
The basic principles of how to motivate safe behavior.
•
A company’s readiness for behavior-based safety.
•
Compare and contrast the different behavior-based
systems on the market today.
•
The benefits of behavior-based systems.
•
The basic principles of how to motivate safe behavior.
•
A company’s readiness for behavior-based safety.
•
Compare and contrast the different behavior-based
systems on the market today.
What You Will Learn:
Understanding the fundamentals of behavior-based
safety (BBS)
Identifying behaviors that contribute to safety outcomes
Analysing factors influencing behavior in manufacturing
settings
Implementing strategies to reinforce safe behaviors
Conducting effective safety observations and providing
feedback
Developing action plans for continuous safety
improvement
Understanding the fundamentals of behavior-based
safety (BBS)
Identifying behaviors that contribute to safety outcomes
Analysing factors influencing behavior in manufacturing
settings
Implementing strategies to reinforce safe behaviors
Conducting effective safety observations and providing
feedback
Developing action plans for continuous safety
improvement
Why Safety Programs Do
Not Work:
•
Safety is a priority, not a value !
•
Safety is notmanaged in the
same manner as production,
quality, and cost issues!
•
Safety is notdriven through
continuous improvement!
Not Work:
•
Safety is a priority, not a value !
•
Safety is notmanaged in the
same manner as production,
quality, and cost issues!
•
Safety is notdriven through
continuous improvement!
“Fallacies or Realities” in
Safety Fables?
•
Conditions cause accidents!
•
Enforcing rules improves safety!
•
Safety professionals can keep workers safe!
•
Low accident rates indicate safety programs
are working well!
•
Investigating to find the root cause of
accidents will improve safety!
•
Awareness training improves safety!
•
Rewards improve safety!
Safety Fables?
•
Conditions cause accidents!
•
Enforcing rules improves safety!
•
Safety professionals can keep workers safe!
•
Low accident rates indicate safety programs
are working well!
•
Investigating to find the root cause of
accidents will improve safety!
•
Awareness training improves safety!
•
Rewards improve safety!
Core Elements in Successful
Safety Programs
•
A culture that says “safety” is
important around here!
•
A tight accountability system!
Safety Programs
•
A culture that says “safety” is
important around here!
•
A tight accountability system!
•An excellent tool for collecting data on the quality
of a company’s safety management system
•A scientific way to understand why people behave
the way they do when it comes to safety
•Properly applied, an effective next step towards
creating a truly pro-active safety culture where
loss prevention is a core value
•Conceptually easy to understand but often hard to
implement and sustain
Behavior Based Safety: What Is It?
of a company’s safety management system
•A scientific way to understand why people behave
the way they do when it comes to safety
•Properly applied, an effective next step towards
creating a truly pro-active safety culture where
loss prevention is a core value
•Conceptually easy to understand but often hard to
implement and sustain
Behavior Based Safety: What Is It?
•Only about observation and feedback
•Concerned only about the behaviors of line employees
•A substitution for traditional risk management techniques
•About cheating & manipulating people & aversive control
•A focus on incident rates without a focus on behavior
•A process that does not need employee involvement
Behavior Based Safety: What It Is Not!
•Concerned only about the behaviors of line employees
•A substitution for traditional risk management techniques
•About cheating & manipulating people & aversive control
•A focus on incident rates without a focus on behavior
•A process that does not need employee involvement
Behavior Based Safety: What It Is Not!
Obstacles To Success:
•
Poorly Maintained Facilities
•
Top-down Management Practices
•
Poor Planning/Execution
•
Inadequate Training
•
Poorly Maintained Facilities
•
Top-down Management Practices
•
Poor Planning/Execution
•
Inadequate Training
Keys to Success:
•
Meaningful Employee
Empowerment
•
Designing a Well Planned and
Supported BBS Process
•
Managing BBS Process with
Integrity
•
Meaningful Employee
Empowerment
•
Designing a Well Planned and
Supported BBS Process
•
Managing BBS Process with
Integrity
Turn & Talk
•
What kinds of
injuries and accidents
are common at your
workplace?
•
What kinds of
injuries and accidents
are common at your
workplace?
What percentage of these
accidents are a result of:
•
Unsafe conditions, OSHA violations, dangerous equipment? _____%
•
Unsafe actions, at-risk behaviors, poor decisions? _____%
accidents are a result of:
•
Unsafe conditions, OSHA violations, dangerous equipment? _____%
•
Unsafe actions, at-risk behaviors, poor decisions? _____%
What percentage of these
accidents are a result of:
•
Unsafe conditions, OSHA violations, dangerous equipment? 6%
•
Unsafe actions, at-risk behaviors, poor decisions? 94%
accidents are a result of:
•
Unsafe conditions, OSHA violations, dangerous equipment? 6%
•
Unsafe actions, at-risk behaviors, poor decisions? 94%
Therefore, compliance is necessary
but not sufficientfor great safety.
Safety is about people, and
behavioris the challenge.
but not sufficientfor great safety.
Safety is about people, and
behavioris the challenge.
Traditional Safety
Fewer
Accidents
Safety
Training
Policies
Slogans
Safety
Meetings
Contests
&
Awards
Committees
& Councils
R
e
p
r
i
m
a
n
d
s
R
e
g
u
l
a
t
i
o
n
s
Fewer
Accidents
Safety
Training
Policies
Slogans
Safety
Meetings
Contests
&
Awards
Committees
& Councils
R
e
p
r
i
m
a
n
d
s
R
e
g
u
l
a
t
i
o
n
s
Behavior Based Safety
Safety
Activities
Fewer at-risk
Behaviors
Fewer
Accidents
Safety
Activities
Fewer at-risk
Behaviors
Fewer
Accidents
What Behavior-based is...
Safe People vs
Safe Places
Injuries Equal
Management Errors
Behavior
Management
Measure Behaviors
vs Results
Observation &
Feedback
Positive
Reinforcement
Safe People vs
Safe Places
Injuries Equal
Management Errors
Behavior
Management
Measure Behaviors
vs Results
Observation &
Feedback
Positive
Reinforcement
Organizational Performance Model
Great
Performance
Systems Behaviors
Climate
Great
Performance
Systems Behaviors
Climate
Systems
•Accountability
•Communication
•Decision Making
•Measurement
•Orientation
•Training
•Employment
•Auditing
•Accountability
•Communication
•Decision Making
•Measurement
•Orientation
•Training
•Employment
•Auditing
Behaviors
•
Honesty and
Integrity
•
Ask for help
without taking
responsibility
•
Recognition
•
Observation
and feedback
•
Trust
•
Listen with
empathy
•
Honesty and
Integrity
•
Ask for help
without taking
responsibility
•
Recognition
•
Observation
and feedback
•
Trust
•
Listen with
empathy
Climate Variables
•
Confidence/trust
•
Interest in people
•
Understanding
problems
•
Training/helping
•
Teaching to solve
problems
•
Much information
•
Approachability
•
Recognition
-Rensis Likert
•
Confidence/trust
•
Interest in people
•
Understanding
problems
•
Training/helping
•
Teaching to solve
problems
•
Much information
•
Approachability
•
Recognition
-Rensis Likert
Turn & Talk
•
What is the primary
purpose of a
supervisor?
•
What is the most
effective way to
motivate people?
•
What is the primary
purpose of a
supervisor?
•
What is the most
effective way to
motivate people?
Activators (what needs to be done
)
Competencies (how it needs to be done)
Consequences (what happens if it is done)
Human Behavior is a function of :
Activators (what needs to be done
)
Competencies (how it needs to be done)
Consequences (what happens if it is done)
Human Behavior is a function of :
Human behavior is both:
Observable
Measurable
therefore
Behavior can be managed !
Observable
Measurable
therefore
Behavior can be managed !
Attitudes
A
re inside a person’s head -
therefore they are notobservable or
measurable
Attitudes can be changed by
changing behaviors
however
A
re inside a person’s head -
therefore they are notobservable or
measurable
Attitudes can be changed by
changing behaviors
however
ABC Model
Antecedents
(trigger behavior)Behavior
(human performance)
Consequences
(either reinforce or punish behavior)
Antecedents
(trigger behavior)Behavior
(human performance)
Consequences
(either reinforce or punish behavior)
Definitions:
Activators:
A person, place,
thing or event that happens
beforea behavior takes place
that encourages you to
perform that behavior.
Activators only set the stage
for behavior or performance
-they don’t controlit.
Activators:
A person, place,
thing or event that happens
beforea behavior takes place
that encourages you to
perform that behavior.
Activators only set the stage
for behavior or performance
-they don’t controlit.
Some examples of activators
Behavior:Any directly measurable
thing that a person does, including
speaking, acting, and performing
physical functions.
Definitions:
thing that a person does, including
speaking, acting, and performing
physical functions.
Definitions:
Some examples of behavior:
Definitions:
Consequences: Events that follow
behaviors.
Consequences increase or decrease the
probability that the behaviors will occur
again in the future.
Oh please let it be Bob!
If you don’t send in that
payment we’ll take you to
court
Consequences: Events that follow
behaviors.
Consequences increase or decrease the
probability that the behaviors will occur
again in the future.
Oh please let it be Bob!
If you don’t send in that
payment we’ll take you to
court
Behavioral Model
B = f (c)
Antecedents
Behaviors
Consequences
B = f (c)
Antecedents
Behaviors
Consequences
Some example of Consequences:
Consequences -How would you view
them?
Sunbathing
Aggressive Drivers
them?
Sunbathing
Aggressive Drivers
Only 4 Types of Consequences:
•
Positive Reinforcement (R+)
("Do this & you'll be rewarded")
•
Negative Reinforcement (R-)
("Do this or else you'll be penalized")
Punishment (P)
("If you do this, you'll be penalized")
•
Extinction (E)
("Ignore it and it'll go away")
Behavior
•
Positive Reinforcement (R+)
("Do this & you'll be rewarded")
•
Negative Reinforcement (R-)
("Do this or else you'll be penalized")
Punishment (P)
("If you do this, you'll be penalized")
•
Extinction (E)
("Ignore it and it'll go away")
Behavior
Consequences Influence
Behaviors Based Upon
IndividualPerceptions of:
Timing-
immediate or future
Consistency-
certain or uncertain
Significance-
positive
or negative
Magnitude -
large or
small
Impact -
personal or
other
Behaviors Based Upon
IndividualPerceptions of:
Timing-
immediate or future
Consistency-
certain or uncertain
Significance-
positive
or negative
Magnitude -
large or
small
Impact -
personal or
other
Consequences need to be ...
Soon
vs Delayed
Certain
vs
Uncertain
Positive
vs Negative
Personal
vs
Organizational
Soon
vs Delayed
Certain
vs
Uncertain
Positive
vs Negative
Personal
vs
Organizational
Both Positive (R+) & Negative
(R-) Reinforcement Can
Increase Behavior
R+:
any consequence that follows a behavior
and increases the probability that the
behavior will occur more often in the future -
You get something you wantR-:
a consequence that strengthens any
behavior that reduces or terminates the
behavior -You escape or avoid something you
don’t want
(R-) Reinforcement Can
Increase Behavior
R+:
any consequence that follows a behavior
and increases the probability that the
behavior will occur more often in the future -
You get something you wantR-:
a consequence that strengthens any
behavior that reduces or terminates the
behavior -You escape or avoid something you
don’t want
43
Good safety
suggestion Joe! Keep
bringing ‘em up!
R+
R-
One more report like
this and you’re outa
here!!
Good safety
suggestion Joe! Keep
bringing ‘em up!
R+
R-
One more report like
this and you’re outa
here!!
44
P
e
r
f
o
r
m
a
n
c
e
Time
R+
The effects of positive
reinforcement
P
e
r
f
o
r
m
a
n
c
e
Time
R+
The effects of positive
reinforcement
45
P
e
r
f
o
r
m
a
n
c
e
Time
R-
The effects of
punishment
P
e
r
f
o
r
m
a
n
c
e
Time
R-
The effects of
punishment
Why is one sign often ignored, the other
one often followed?
one often followed?
To create conditions that encourage
people to collaborate because they want
to
not because they have to
Let’s do
it!!
The Behavior Based Safety Challenge:
people to collaborate because they want
to
not because they have to
Let’s do
it!!
The Behavior Based Safety Challenge:
Performance
Motivation
Motivation Model
Ability
Motivation
Motivation Model
Ability
Performance
Motivation
Selection-
Can they do it
Training-
Do they know
how
Motivation Model
Ability
Motivation
Selection-
Can they do it
Training-
Do they know
how
Motivation Model
Ability
Performance
Motivation
Job Climate -
Boss & Peer relationships,
Work environment
Selection-
Can they do it
Training-
Do they know
how
Motivation Model
Ability
Motivation
Job Climate -
Boss & Peer relationships,
Work environment
Selection-
Can they do it
Training-
Do they know
how
Motivation Model
Ability
The Job Itself-
Any fun, challenge
Performance
Motivation
Job Motivational
Factors
Achievement, Promotion,
Recognition, Responsibility
Job Climate -
Boss & Peer relationships,
Work environment
Selection-
Can they do it
Training-
Do they know
how
Motivation Model
Ability
Any fun, challenge
Performance
Motivation
Job Motivational
Factors
Achievement, Promotion,
Recognition, Responsibility
Job Climate -
Boss & Peer relationships,
Work environment
Selection-
Can they do it
Training-
Do they know
how
Motivation Model
Ability
The Job Itself-
Any fun, challenge
Performance
Motivation
Union-
Norms,
Pressures
Peer Groups -
Norms, Pressures
Job Motivational
Factors
Achievement, Promotion,
Recognition, Responsibility
Job Climate -
Boss & Peer relationships,
Work environment
Selection-
Can they do it
Training-
Do they know
how
Motivation Model
Ability
Any fun, challenge
Performance
Motivation
Union-
Norms,
Pressures
Peer Groups -
Norms, Pressures
Job Motivational
Factors
Achievement, Promotion,
Recognition, Responsibility
Job Climate -
Boss & Peer relationships,
Work environment
Selection-
Can they do it
Training-
Do they know
how
Motivation Model
Ability
Accident
Causation
DOTS Model
Causation
DOTS Model
Logical
decision in
his/her
situation
Workstat’n
design
design
Incomp’ble
displays/
Controls or job
design
Capacity with
Load in a
State
D
ecision to err
T
raps
O
verload or
mismatch
Human
Error
Acc or
incid’t
Injury
or
loss
S
ystems
Failure
Causation
Model
DOTS
Perceived low
probability
decision in
his/her
situation
Workstat’n
design
design
Incomp’ble
displays/
Controls or job
design
Capacity with
Load in a
State
D
ecision to err
T
raps
O
verload or
mismatch
Human
Error
Acc or
incid’t
Injury
or
loss
S
ystems
Failure
Causation
Model
DOTS
Perceived low
probability
Peer pressure
Measures of the boss
Perceived priorities
of mgt
Of the incident
occurring
Of a loss resulting
Logical
decision
in his/her
situation
Perceived
low
probability
D
ecision
to Err
S
Causation ModelDOTS
Measures of the boss
Perceived priorities
of mgt
Of the incident
occurring
Of a loss resulting
Logical
decision
in his/her
situation
Perceived
low
probability
D
ecision
to Err
S
Causation ModelDOTS
Natural endowment
Physical capability
Knowledge skill
Drugs / alcohol
Information
processing
Environment
Worry / stress
Fatigue
LCUs
Capacity
with
Load
in a
State
O
verload
or a
Mismatch
Causation ModelDOTS
Physical capability
Knowledge skill
Drugs / alcohol
Information
processing
Environment
Worry / stress
Fatigue
LCUs
Capacity
with
Load
in a
State
O
verload
or a
Mismatch
Causation ModelDOTS
Size, force,
feel, repetition
reach
Stereotypes,
Human capabilities,
Expectations,
Inconsistencies
Workstation or
Job design
Incompatible
displays or
controls
T
raps
Causation ModelDOTS
feel, repetition
reach
Stereotypes,
Human capabilities,
Expectations,
Inconsistencies
Workstation or
Job design
Incompatible
displays or
controls
T
raps
Causation ModelDOTS
•
Lack of Policy / Guidelines / Practices
•
Poorly defined responsibility
•
No authority to act
•
Little accountability or measurement
•
No analysis of incidents
•
No orientation of new / transferred staff
•
Lack of clear SOPs / Standards
S
ystems Causes
S
ystems Causes
Causation ModelDOTS
Lack of Policy / Guidelines / Practices
•
Poorly defined responsibility
•
No authority to act
•
Little accountability or measurement
•
No analysis of incidents
•
No orientation of new / transferred staff
•
Lack of clear SOPs / Standards
S
ystems Causes
S
ystems Causes
Causation ModelDOTS
T
raps
O
verload or
mismatch
Human
Error
Acc or
incid’t
Injury
or
loss
S
ystems
Failure
D
ecision to
Err
Causation ModelDOTS
raps
O
verload or
mismatch
Human
Error
Acc or
incid’t
Injury
or
loss
S
ystems
Failure
D
ecision to
Err
Causation ModelDOTS
ENDOFDAY1
Day 2:
•
1. Benefits of Behavior-Based Approach
Highlighting the advantages of adopting a behavior-based approach to
safety
•
2. Why Implement BBS
Understanding the rationale and business case for BBS implementation
•
3. BBS Features
Key components and characteristics of successful BBS programs
•
4. Are You Ready for BBS?
Assessing organizational readiness for BBS implementation
•
5. Group Activity
•
6. BBS Assessment Process
Step-by-step guide to assessing behaviors and safety performance
•
1. Benefits of Behavior-Based Approach
Highlighting the advantages of adopting a behavior-based approach to
safety
•
2. Why Implement BBS
Understanding the rationale and business case for BBS implementation
•
3. BBS Features
Key components and characteristics of successful BBS programs
•
4. Are You Ready for BBS?
Assessing organizational readiness for BBS implementation
•
5. Group Activity
•
6. BBS Assessment Process
Step-by-step guide to assessing behaviors and safety performance
Day 2:
•
7. Safety Observation Process
Techniques for conducting effective safety observations
•
8. Group Exercise
•
9. Coaching and Feedback
Strategies for providing constructive feedback and coaching on
safety behaviors
•
10. Question and Answer Session
•
11. Conclusion
Recap of key learnings and takeaways
Next steps and action planning for implementing BBS
•
7. Safety Observation Process
Techniques for conducting effective safety observations
•
8. Group Exercise
•
9. Coaching and Feedback
Strategies for providing constructive feedback and coaching on
safety behaviors
•
10. Question and Answer Session
•
11. Conclusion
Recap of key learnings and takeaways
Next steps and action planning for implementing BBS
Benefits
of
Behavior-based Approaches
of
Behavior-based Approaches
Average Reduction
of Injury Frequency
•
Implementation of BBS
After 1 year34%
After 2 years44%
After 3 years61%
After 4 years71%
of Injury Frequency
•
Implementation of BBS
After 1 year34%
After 2 years44%
After 3 years61%
After 4 years71%
Safety Intervention Strategies
(By NSC)
Approach# of Studies# of SubjectsReduction %
Behavior Based 72,444 59.6%
Ergonomics 3n/a 51.6%
Engineering Change 4n/a 29.0%
Problem Solving 176 20.0%
Gov’t Action 22 18.3%
Mgt. Audits 4n/a 17.0%
Stress Management 21,300 15.0%
Poster Campaign 26,100 14.0%
Personnel Selection 26 19,177 3.7%
Near-miss Reports 2n/a 0%
(By NSC)
Approach# of Studies# of SubjectsReduction %
Behavior Based 72,444 59.6%
Ergonomics 3n/a 51.6%
Engineering Change 4n/a 29.0%
Problem Solving 176 20.0%
Gov’t Action 22 18.3%
Mgt. Audits 4n/a 17.0%
Stress Management 21,300 15.0%
Poster Campaign 26,100 14.0%
Personnel Selection 26 19,177 3.7%
Near-miss Reports 2n/a 0%
Why Implement BBS?
•
Safety is about people.
•
Compliance is not sufficient.
•
Consequences drive behavior.
•
Motivating
•
Performance Feedback
•
Safety is about people.
•
Compliance is not sufficient.
•
Consequences drive behavior.
•
Motivating
•
Performance Feedback
Why Implement BBS?
•
Truly proactive
•
Broad awareness
•
Deep Involvement
•
Proven effective
•
Transcends workplace safety
•
Truly proactive
•
Broad awareness
•
Deep Involvement
•
Proven effective
•
Transcends workplace safety
Three Essential Questions
Whatbehaviors are being observed?
Whyare those behaviors present?
Now Whatwill be done to correct the
system deficiencies?
Whatbehaviors are being observed?
Whyare those behaviors present?
Now Whatwill be done to correct the
system deficiencies?
BBS Features
Strengths / Weaknesses
►
Peer to peer observation
►
Supervisory observation
►
Behavior audit
►
Snapshot
►
Software support
►
Customized behavior inventories
►
General behavior inventories
►
Emphasis on skilled coaching and feedback
Strengths / Weaknesses
►
Peer to peer observation
►
Supervisory observation
►
Behavior audit
►
Snapshot
►
Software support
►
Customized behavior inventories
►
General behavior inventories
►
Emphasis on skilled coaching and feedback
Roles and Responsibilities
►
Workers
►
Observers / Supervisors
►
Safety Staff
►
Managers
►
Safety Involvement Team
►
Workers
►
Observers / Supervisors
►
Safety Staff
►
Managers
►
Safety Involvement Team
Are You Ready
for
Behavior-Based Safety?
for
Behavior-Based Safety?
Safety Culture Wheel
0
4
8
12
Leadership
Systems & Processes
InvolvementOrganizational Style
Measurement &
Accountability
The ESPM Culture Wheel
0
4
8
12
Leadership
Systems & Processes
InvolvementOrganizational Style
Measurement &
Accountability
The ESPM Culture Wheel
Rate Each Statement on a Scale
from 0 to 3
•
0= Weakness
•
1=Some aspects covered
•
2=Could be improved
•
3=Strength
from 0 to 3
•
0= Weakness
•
1=Some aspects covered
•
2=Could be improved
•
3=Strength
Leadership
—
Leadership commitment to safety is active, visible, and lively
—
A clear and inspiring vision has been established for safe performance
—
Safety is viewed and treated as a line management responsibility
—
Safety is clearly perceived as an organizational value on the same level
with productivity and quality
—
Leadership commitment to safety is active, visible, and lively
—
A clear and inspiring vision has been established for safe performance
—
Safety is viewed and treated as a line management responsibility
—
Safety is clearly perceived as an organizational value on the same level
with productivity and quality
Systems & Processes
―
Supervisors and workers partner to find and correct systems causes of
incidents
―
Communication systems are abundant, effective and flow well in all
directions
―
Training systems deliberately and systematically create competency for
the right people at the right time
―
Safe operating procedures and policies are clearly defined and
communicated
―
Supervisors and workers partner to find and correct systems causes of
incidents
―
Communication systems are abundant, effective and flow well in all
directions
―
Training systems deliberately and systematically create competency for
the right people at the right time
―
Safe operating procedures and policies are clearly defined and
communicated
Involvement
―
Workers are skilled at problem solving and decision
making
―
Labor and management work together to address safety
systems issues
―
Team orientation achieves involvement and cooperation
―
Innovation, participation and suggestions are
encouraged at all levels
―
Workers are skilled at problem solving and decision
making
―
Labor and management work together to address safety
systems issues
―
Team orientation achieves involvement and cooperation
―
Innovation, participation and suggestions are
encouraged at all levels
Organizational Style
―
Trust and openness are the norm
―
Positive reinforcement is used regularly
―
Bureaucratic obstacles are removed
―
There is formal and informal recognition for great performance at all
levels
―
Trust and openness are the norm
―
Positive reinforcement is used regularly
―
Bureaucratic obstacles are removed
―
There is formal and informal recognition for great performance at all
levels
Measurement and Accountability
―
All levels of the organization have safety goals and process
responsibilities clearly defined
―
The process of achieving results is a key safety measure
―
Performance reviews include accountability for safe performance at all
levels
―
Supervision is accountable to perform safety observations and feedback
―
All levels of the organization have safety goals and process
responsibilities clearly defined
―
The process of achieving results is a key safety measure
―
Performance reviews include accountability for safe performance at all
levels
―
Supervision is accountable to perform safety observations and feedback
How Do You Deal with Safety?
•
Leader
culture that strongly values & supports EHS
continuous improvement
•
Follower
compliance minded
view safety as a legal responsibility with little or no value
•
Gambler
lack knowledge, resources, will to even achieve compliance
manage safety with eyes closed and fingers crossed
•
Leader
culture that strongly values & supports EHS
continuous improvement
•
Follower
compliance minded
view safety as a legal responsibility with little or no value
•
Gambler
lack knowledge, resources, will to even achieve compliance
manage safety with eyes closed and fingers crossed
How Is Your Organization Managed?
•
Safety must be in harmony with the way the
organization is managed
Do we want production and safety?
Do we want production with safety?
Do we want safe production?
Goal: Efficient production which maximizes profit
•
Integrated or artificially introduced program?
How we do business -a state of mind that must become an
integral part of each and every procedure in the company
•
Safety must be in harmony with the way the
organization is managed
Do we want production and safety?
Do we want production with safety?
Do we want safe production?
Goal: Efficient production which maximizes profit
•
Integrated or artificially introduced program?
How we do business -a state of mind that must become an
integral part of each and every procedure in the company
Behavior Based Safety
•
Three major sub-systems to deal with:
The physical, the managerial, the behavioral
•
Identifying critical at-risk behaviors andthe systems
that support them
•
At-Risk Behavior
normal human behavior
people reacting to their environment
•
Deal with the causesof the at-risk behavior, not the
behavior
change the environment that leads to the at-risk behavior
•
Three major sub-systems to deal with:
The physical, the managerial, the behavioral
•
Identifying critical at-risk behaviors andthe systems
that support them
•
At-Risk Behavior
normal human behavior
people reacting to their environment
•
Deal with the causesof the at-risk behavior, not the
behavior
change the environment that leads to the at-risk behavior
There is no one right way to achieve safe production in an
organization. For a safety system to be effective it must
fit the organization’s culture and it must:
Force supervisory performance
Involve middle management
Have top mgt. visibly showing their
commitment
Have employee participation
Be flexible
Be perceived as positive
Dan Petersen
organization. For a safety system to be effective it must
fit the organization’s culture and it must:
Force supervisory performance
Involve middle management
Have top mgt. visibly showing their
commitment
Have employee participation
Be flexible
Be perceived as positive
Dan Petersen
Are You Ready?
LEADERSHIP
•
Organization needs to be fundamentally prepared for it
Success = taking on and resolving central organizational issues
•
Major change initiative for most companies
Change
not easy
often resisted w/ vigor and ingenuity
failed change efforts create skepticism, cynicism and apathy
•
Whether in production, quality, or safety the ultimate
responsibility rests with leadership.
LEADERSHIP
•
Organization needs to be fundamentally prepared for it
Success = taking on and resolving central organizational issues
•
Major change initiative for most companies
Change
not easy
often resisted w/ vigor and ingenuity
failed change efforts create skepticism, cynicism and apathy
•
Whether in production, quality, or safety the ultimate
responsibility rests with leadership.
Are You Ready?
SYSTEMS
•
Basic systems must be in place:
Safety -AI, hazard recognition, recordkeeping, etc…
Management -decision-making, inventory, budgeting, etc…
Facilities/Equipment -design, maintenance, etc…
•
If BBS is not integrated as a system it is likely to
burn-out
SYSTEMS
•
Basic systems must be in place:
Safety -AI, hazard recognition, recordkeeping, etc…
Management -decision-making, inventory, budgeting, etc…
Facilities/Equipment -design, maintenance, etc…
•
If BBS is not integrated as a system it is likely to
burn-out
Are You Ready?
INVOLVEMENT
•
Engaging and sustaining employee involvement is the
driving mechanism
•
When employee involvement is not adequately
engaged, BBS becomes just another program
•
Management involvement is crucial
often subvert implementation by not understanding BBS
principles
INVOLVEMENT
•
Engaging and sustaining employee involvement is the
driving mechanism
•
When employee involvement is not adequately
engaged, BBS becomes just another program
•
Management involvement is crucial
often subvert implementation by not understanding BBS
principles
Are You Ready?
ORGANIZATIONAL STYLE
•
Must be functioning at a high level of effectiveness
or be willing to address obstacles to high level
functioning
•
Effective organizational functioning includes:
Communication
Trust and credibility between management and workers
Respect
Vision
ORGANIZATIONAL STYLE
•
Must be functioning at a high level of effectiveness
or be willing to address obstacles to high level
functioning
•
Effective organizational functioning includes:
Communication
Trust and credibility between management and workers
Respect
Vision
Are You Ready?
MEASUREMENT & ACCOUNTABILITY
•
What gets measured gets done
•
Clearly defined roles and responsibilities at every level
Accountability v Responsibility
•
Performance v Results
•
Safety Director -a lot of responsibility, very little
authority
Not everyone is responsible for safety until they are held
accountable
MEASUREMENT & ACCOUNTABILITY
•
What gets measured gets done
•
Clearly defined roles and responsibilities at every level
Accountability v Responsibility
•
Performance v Results
•
Safety Director -a lot of responsibility, very little
authority
Not everyone is responsible for safety until they are held
accountable
People? Time? Facilities? Outcome?
Perception Survey
100 yes/no opinion oriented questions
Pencil & paper survey
Anonymous responses
All
Maximize size of group
30 min Lunch room
Auditorium
Percent positive response in
21 safety related categories
By location by level
Structured Interviews
Facilitated group discussion
2 safety process questions
Confidential
Focus groups of 10-12
people (25% of pop.)
Representing the whole
organization
Segregate mgmt &
labor
75 min per
group
Private
conference area
with ample room
and table to write
Ranked list of improvement
recommendations
• System strengths
• System weaknesses
• Recommendations
• Next steps
EXECUTIVE
SUMMARY
Deliverable
Assessment
Process
Perception Survey
100 yes/no opinion oriented questions
Pencil & paper survey
Anonymous responses
All
Maximize size of group
30 min Lunch room
Auditorium
Percent positive response in
21 safety related categories
By location by level
Structured Interviews
Facilitated group discussion
2 safety process questions
Confidential
Focus groups of 10-12
people (25% of pop.)
Representing the whole
organization
Segregate mgmt &
labor
75 min per
group
Private
conference area
with ample room
and table to write
Ranked list of improvement
recommendations
• System strengths
• System weaknesses
• Recommendations
• Next steps
EXECUTIVE
SUMMARY
Deliverable
Assessment
Process
Sample
Survey
The OhiO DivisiOn Of safeTy & hygiene
PERCEPTION SURVEY
PART 1
A. Enter your work location: B. Enter your shift: _____________
(Example: production, office, etc.)
___________________________
C. Circle your job function: D. Enter years with company: ____
Line worker, supervisor, or manager
___________________________
PART 2
Y N 1. Do you feel you received adequate
job training?
Y N 2. Do supervisors discuss
accidents and injuries with employees
involved?
Y N 3. Is discipline usually assessed when
operating procedures are violated?
Y N 4. Would a safety incentive program
cause you to work more safely?
Y N 5. Do you perceive the major cause of
accidents to be unsafe conditions?
Y N 6. Does your company actively
encourage employees to work safely?
Y N 7. Is safety considered important by
management?
Y N 8. Are supervisors more concerned
about their safety record than about
accident prevention?
Y N 9. Do you think penalties should be
assessed for safety and health violations?
Y N 10. Have you used the safety
involvement teams to get action on a
complaint or hazard which concerned
you?
Y N 11. Is high hazard equipment
inspected more thoroughly than other
equipment?
Y N 12. Is the amount of safety training given
to supervisors adequate?
Y N 13. Have you been asked to perform
any operations which you felt were
unsafe?
Y N 14. Are records kept of potential
hazards found during violations?
Y N 15. Are employees influenced by your
company’s efforts to promote safety?
Y N 16. Are employees provided
information on such things as cost,
frequency, type and cause of accidents?
Y N 17. Does your company deal
effectively with problems caused by
alcohol or drug abuse?
Y N 18. Are unscheduled inspections of
operations made?
Y N 19. Is off-the-job safety a part of your
company’s safety program?
Y N 20. Does management insist upon
proper medical attention for injured
employees?
Y N 21. Are safe operating procedures
regularly reviewed with employees?
Y N 22. Are you interested in how your
company’s safety record compares with
other companies in your industry?
Y N 23. Does your company hire
employees who do not have the
physical ability to safely perform
assigned duties?
Y N 24. Do your co-workers support the
company’s safety program?
Y N 25. Do supervisors pay adequate
attention to safety matters?
Y N 26. Is safe work behavior recognized
by supervisors?
Y N 27. Do employees participate in the
development of safe work practices?
Survey
The OhiO DivisiOn Of safeTy & hygiene
PERCEPTION SURVEY
PART 1
A. Enter your work location: B. Enter your shift: _____________
(Example: production, office, etc.)
___________________________
C. Circle your job function: D. Enter years with company: ____
Line worker, supervisor, or manager
___________________________
PART 2
Y N 1. Do you feel you received adequate
job training?
Y N 2. Do supervisors discuss
accidents and injuries with employees
involved?
Y N 3. Is discipline usually assessed when
operating procedures are violated?
Y N 4. Would a safety incentive program
cause you to work more safely?
Y N 5. Do you perceive the major cause of
accidents to be unsafe conditions?
Y N 6. Does your company actively
encourage employees to work safely?
Y N 7. Is safety considered important by
management?
Y N 8. Are supervisors more concerned
about their safety record than about
accident prevention?
Y N 9. Do you think penalties should be
assessed for safety and health violations?
Y N 10. Have you used the safety
involvement teams to get action on a
complaint or hazard which concerned
you?
Y N 11. Is high hazard equipment
inspected more thoroughly than other
equipment?
Y N 12. Is the amount of safety training given
to supervisors adequate?
Y N 13. Have you been asked to perform
any operations which you felt were
unsafe?
Y N 14. Are records kept of potential
hazards found during violations?
Y N 15. Are employees influenced by your
company’s efforts to promote safety?
Y N 16. Are employees provided
information on such things as cost,
frequency, type and cause of accidents?
Y N 17. Does your company deal
effectively with problems caused by
alcohol or drug abuse?
Y N 18. Are unscheduled inspections of
operations made?
Y N 19. Is off-the-job safety a part of your
company’s safety program?
Y N 20. Does management insist upon
proper medical attention for injured
employees?
Y N 21. Are safe operating procedures
regularly reviewed with employees?
Y N 22. Are you interested in how your
company’s safety record compares with
other companies in your industry?
Y N 23. Does your company hire
employees who do not have the
physical ability to safely perform
assigned duties?
Y N 24. Do your co-workers support the
company’s safety program?
Y N 25. Do supervisors pay adequate
attention to safety matters?
Y N 26. Is safe work behavior recognized
by supervisors?
Y N 27. Do employees participate in the
development of safe work practices?
0
20
40
60
80
100
120
Accident Investigation
Quality of Supervision
Alcohol/Drug Abuse
Attitude Toward Safety
Communication
New Employees
Goals for Safety Performance
Hazard Correction
Inspections
Involvement of Employees
Awareness Programs
Recognition for Performance
Discipline
Safety Concerns
Operating Procedures
Supervisor Training
Support for Safety
Employee Training
Safety Climate
Management Credibility
Stress
% Positive Responses
Manager SupervisorEmployee
Survey Results
20
40
60
80
100
120
Accident Investigation
Quality of Supervision
Alcohol/Drug Abuse
Attitude Toward Safety
Communication
New Employees
Goals for Safety Performance
Hazard Correction
Inspections
Involvement of Employees
Awareness Programs
Recognition for Performance
Discipline
Safety Concerns
Operating Procedures
Supervisor Training
Support for Safety
Employee Training
Safety Climate
Management Credibility
Stress
% Positive Responses
Manager SupervisorEmployee
Survey Results
Safety Observation Process
•
Step 1: PLANwhere and when to make observations
and recall what to look for
•
Step 2: OBSERVE worker behavior for safe and at-risk
performance
•
Step 3: COACHfor improved performance by positively
reinforcing or redirecting
•
Step 4: RECORD whatwas observed, whyit occurred,
and now whatwill be done
•
Step 1: PLANwhere and when to make observations
and recall what to look for
•
Step 2: OBSERVE worker behavior for safe and at-risk
performance
•
Step 3: COACHfor improved performance by positively
reinforcing or redirecting
•
Step 4: RECORD whatwas observed, whyit occurred,
and now whatwill be done
Step 1: PLAN
Determine a time and place to observe
Review the Observation Memory Jog-R (Tab 6)
Review Feedback and Coaching Tips (Tab 7)
Determine a time and place to observe
Review the Observation Memory Jog-R (Tab 6)
Review Feedback and Coaching Tips (Tab 7)
Step 2: OBSERVE
Snapshots of behavior
Allow no distractions
Observe people and surroundings
Stop any at-risk behavior immediately
Stop observing after 30 seconds or at-risk behavior is
observed, which ever comes first
Snapshots of behavior
Allow no distractions
Observe people and surroundings
Stop any at-risk behavior immediately
Stop observing after 30 seconds or at-risk behavior is
observed, which ever comes first
Step 3: COACH
Provide positive reinforcement (R+) if safe
Coach by shaping behavior if at-risk
Ignore what you saw
Discipline
Provide positive reinforcement (R+) if safe
Coach by shaping behavior if at-risk
Ignore what you saw
Discipline
Step 4: RECORD
Anonymous, specific, timely
Safe and At-Risk behaviors on Memory Jog-R
What, Why, Now What
Take Action
Anonymous, specific, timely
Safe and At-Risk behaviors on Memory Jog-R
What, Why, Now What
Take Action
Observation Exercises
Continuous Improvement
Data Compilation
Safety Involvement Team
Problem solving
Implement solutions
Successful?
Data Compilation
Safety Involvement Team
Problem solving
Implement solutions
Successful?
OBSERVATION
Reactive Behavior
Personal Protective Equipment
Specific Job Risks
Tools and Equipment
Safe Work Practices
Ergonomics
Reactive Behavior
Personal Protective Equipment
Specific Job Risks
Tools and Equipment
Safe Work Practices
Ergonomics
Reactive Behavior
•
Adjusting PPE
•
Changing position / Turning away
•
Stopping work / Attaching safe guards
•
Rearranging job
•
Adjusting PPE
•
Changing position / Turning away
•
Stopping work / Attaching safe guards
•
Rearranging job
Personal Protective
Equipment
•
Head gear
•
Eye protection and face shielding
•
Hearing protection
•
Respiratory protection
•
Arm and hand covering
•
Foot and leg protection
Equipment
•
Head gear
•
Eye protection and face shielding
•
Hearing protection
•
Respiratory protection
•
Arm and hand covering
•
Foot and leg protection
Specific Job Risks
•
Strike against or caught
•
Line of fire
•
Fall, slip hazard
•
Contact hot, chemical or electric
•
Inhale or swallow hazardous substance
•
Strike against or caught
•
Line of fire
•
Fall, slip hazard
•
Contact hot, chemical or electric
•
Inhale or swallow hazardous substance
Tools and Equipment
•
Wrong for the job
•
Used incorrectly
•
In need of repair or maintenance
•
Clutter & poor housekeeping
•
Wrong for the job
•
Used incorrectly
•
In need of repair or maintenance
•
Clutter & poor housekeeping
Safe Work Practices
•
Not defined
•
Not known or understood
•
Ignored or done poorly
•
Not compatible with task
•
Not defined
•
Not known or understood
•
Ignored or done poorly
•
Not compatible with task
Ergonomics
•
Forceful exertions
•
Awkward postures
•
High repetition
•
Long duration w/o rest
•
Forceful exertions
•
Awkward postures
•
High repetition
•
Long duration w/o rest
Coaching and Feedback
for the skilled observer
for the skilled observer
Positive Reinforcement
•
Give praise
•
Explain why this behavior is right and/or safe
•
Encourage continued behavior
•
Give praise
•
Explain why this behavior is right and/or safe
•
Encourage continued behavior
Shaping Behavior
•
Communicate the behavior you saw
•
Checkfor understanding of the job
•
Coachfor improved performance
•
Contractfor safe behavior
•
Communicate the behavior you saw
•
Checkfor understanding of the job
•
Coachfor improved performance
•
Contractfor safe behavior
Coaching Tips
•
Use “I” vs. “You” language
•
Appeal to other’s interests and goals
•
Reflect feelings or emotions that go beyond the words
•
Set limits to clarify expectations
•
Talk about the behavior, not the person
•
Use “I” vs. “You” language
•
Appeal to other’s interests and goals
•
Reflect feelings or emotions that go beyond the words
•
Set limits to clarify expectations
•
Talk about the behavior, not the person
Coaching Tips
Continued…
•
Keep calm
•
Don’t personalize emotion of others
•
Move to problem solving
•
Focus on interests rather than position
•
Find common ground
Continued…
•
Keep calm
•
Don’t personalize emotion of others
•
Move to problem solving
•
Focus on interests rather than position
•
Find common ground
Tags
Download
Download Slideshow Get the original presentation fileQuick Actions
Statistics
- Views 212
- Slides 109
- Age 459 days
Related Slideshows
11
8-top-ai-courses-for-customer-support-representatives-in-2025.pptx
JeroenErne2
48 views
10
7-essential-ai-courses-for-call-center-supervisors-in-2025.pptx
JeroenErne2
47 views
13
25-essential-ai-courses-for-user-support-specialists-in-2025.pptx
JeroenErne2
37 views
11
8-essential-ai-courses-for-insurance-customer-service-representatives-in-2025.pptx
JeroenErne2
34 views
21
Know for Certain
DaveSinNM
22 views
17
PPT OPD LES 3ertt4t4tqqqe23e3e3rq2qq232.pptx
novasedanayoga46
26 views