behaviourbasedsafety training packages 2.0

BBS

1. BY PARABAKARAN BALASUBRAMANIAM Behavior Based Safety (BBS) In Manufacturing industries PRESENTED BY

2. WH AT IS IT ?

3. S A F E T Y WHY ?

4. Bec a u s e Somebody is waiting for you at Home

5. Do you want to go back home Like this ? Or Like this ? Choice is yours Emergency

6. Your Safety is a MATTER OF CHOICE NOT CHANCE

7. MECHANICAL FACTORS UNSAFE MECHANICAL DESIGN AND CONSTRUCTION INPROPER MACHINE GUARDING DEFECTIVE DEVICES AGING EQUIPMENT ENVIRONMENTAL FACTORS TOO LOW AND HIGH TEMPERATURES TO CAUSE SHIVERING AND SWEATING TOO HIGH HUMIDITY TO CAUSE FATIGUE AND DROWSINESS DEFECTIVE ILLUMINATION POOR HOUSE KEEPING INADEQUATE REST AND BREAKES BETWEEN WORKING HOURS INADEQUATE WARNING SYSTEM CONGESTION WORKPLACE UNSAFE CONDITIONS

8. Age & Fatigue. Defective hearing & eyesight Operating without clearance Muscular weakness. Lack of required skill & knowledge Horseplay Intoxication (alcohol, drugs) Mental worries Emotional in stability such as jealousy Improper attitude towards work Failure to wear PPE PERSONAL FACTORS

9. THE VICTIM DEATH PAIN AND SUFFERING PERMANENT DISABILITY EFFECTS ON FAMILY AND DEPENDANTS LOSS OF EARNINGS EXTRA EXPENDITURE INABILITY TO RESUME OCCUPATION

10. Rushing Feel constant pressure to complete tasks as quickly as possible . It’s important to remind employees that working safety is the first priority, even if it means finishing the job later. Four States of Mind that Cause Accidents Frustration is a mindset that almost everybody experiences at some point in life. Employees can get frustrated at poor procedures, bad communication, wrong or insufficient materials and problems at home

11. Fatigue Means too tired physically and mentally this leads greatly reduces production and performance.  To avoid fatigue, employees should not overwork or work overly long hours. Corporations have to set realistic deadlines and attainable goals for employees Complacency Complacency can be the most dangerous mindset that results in an injury or accident.  These mindsets can cause or contribute to critical errors which increase the probability of injury

12. EYES NOT ON TASK MIND NOT ON TASK WALKING INTO THE LINE-OF-FIRE LOOSING BALANCE/TRACTION/GRIP . . . Which increase the risk of injury Four Critical Errors

13. Eyes Not On Task Not looking at where you are going or what is coming at you. It includes not moving your eyes before moving your body or not being able to see where you are stepping, where your hands are reaching into, etc.

14. Mind Not On Task Not concentrating on the job, being unaware of dangers or deficiencies, forgetting things .

15. Walking into Line-Of-Fire Being conscious of where you are or where you are going in relation to the direction of the hazardous energy .

16. Balance/Traction/Grip Doing something that could cause you to lose your balance, traction or grip. It could include not wearing good footwear/gloves, not seeing or thinking about the hazard .

17. Traditional Safety Management Safety Management System Features 23 PPE Emergency Response Policies Procedures Safety Rules Incident Investigation Safety Meetings Audits/Inspections Industrial Hygiene Training Safety Permits Hazard Recognition Fire Protection Engineering Safety Incentives SHE Standards Safety Surveys Job Safety Analysis Purpose: To reduce/eliminate injuries in the workplace. Limited effectiveness, why?

18. TRADITIONAL SAFETY MANAGEMENT LIMITED EFFECTIVENESS WHY? TYPICALLAY A TOP –DOWN APPROCH FOCUS ON REGULATIONS AND PROCEDURES DO AS I SAY …… JUST DO IT NOT UP DATING NEW TRENDS MOTIVATIONAL DEFECTS

19. 25 Please think . . . How many of the above elements can be directly traced to injury elimination just at the moment the injury is about to occur ? Question: Are injuries totally eliminated?

20. 26 Injury Statistics . . . . . 124 people die at workplace everyday 46575 people are injured 32 % contribution to global fatality at work 37 % of global burden of occupational injury Question: Are injuries totally eliminated?

21. 27 To Conclude . . . Good Safety Management systems exist Still workplace is injury prone & not safe Injury although declined, still persists WHAT IS MISSING?

22. Why Safety Programs Do Not Work: • Safety is enforced & its not a habit or value! • Safety is not managed in the same manner as production, quality, and cost issues! • Safety is not driven through continuous improvement! • Lack of top management commitment!

23. 29 Scientifically proven that . . . In 1951, Dr. Heinrich claimed that more than 90% of injuries were caused by UNSAFE BEHAVIOURAL ACTS DuPont proved by research that: Injury Causes Percent Injuries due to Unsafe Acts / Behavior 76 Injuries due to combination of Unsafe Behavior & Conditions 20 Injuries due Unsafe Conditions 4

24. 30 DOE, US Govt. found out that . . . Personnel errors (Unsafe Acts) was present in 77% of Ac cidents

25. Most accidents are caused by unsafe behavior acts Even you work hard to create a safe workplace and eliminate unsafe conditions for your workers, Rate of accidents are not minimised . If you examined your accident records for the past few years, you'd likely find that the root-cause of most of the accidents was unsafe acts rather than unsafe conditions . They'd taken shortcuts. They'd taken risks . They'd developed an "It won't happen to me" attitude.

26. TYPICAL UNSAFE BEHAVIOUR AT WORK PLACE TAKING SHORTCUTS BEING OVERCONFIDENT UNDERTAKING A TASK WITHOUT COMPLETE INSTRUCTIONS IMPROPER ATTITUDES IGNORING OR OVERRIDING SAFETY PROCEDURES MENTAL DISTRACTIONS FAILURE TO PLAN Improper Attitude I’ve Never Been Hurt Before

27. WHY UNSAFE BEHAVIOUR COMFORT JOB DIS SATISFACTION SAVING TIME CONVINIENCE RECOGNITION CELEBRATING PRODUCTION OVER SAFETY

28. UNSAFE WORKING PRACTICES

29. UNSAFE WORKING PRACTICES

30. UNSAFE WORKING PRACTICES

31. UNSAFE WORKING PRACTICES

32. UNSAFE WORKING PRACTICES

33. 39 How to change unsafe behavior to safe behavior By adding BEHAVOIUR based SAFETY SYSTEM TO THE TRDITIONAL SAFETY MODEL

34. 40 What do we do now? Safety Activities Fewer Unsafe Acts Fewer Accidents Traditional Model BBS Program +

35. Behavior An observable action Externally focused Attitude Deep-seeded feelings or emotions Internally focused DEFINITIONS

36. Human behavior is both: therefore Behavior can be managed ! it is observable it is measureable

37. A TTITUDES are inside a person’s head -therefore they are not observable or measurable however Attitudes can be changed by changing behaviors

38. is a process that helps employees identify and choose a safe behaviour over an unsafe one WHAT EXACTLY IS BEHAVIOR-BASED SAFETY (BBS)? BEHAVIOR-BASED SAFETY (BBS)

39. 47 BBS vs. Zero Injury Zero Injury is the GOAL BBS is the path to reach the GOAL

40. 49 What is BBS Program? Minimize / eliminate workplace injuries Make people behave safely, work safely This is Zero Injury Culture too . . .

41. Why Behavioral - Based Safety Management is Right Behaviors can be measured and therefore managed Changing behavior leads to changing attitudes Avoids personality conflicts Embraces employee involvement Provides valuable feedback

42. R e p e a ted behaviour co r r ections attempted pe r sonali z ed, with caring a pp r oa c h will lead eventually to permanent behaviour change as well as to attitude change.

43. BBS METHODOLOGY

44. STAGES OF BEHAVIOUR BASED SAFETY PLANNING STAGE 1)PLANNING GROUP IS INTRODUCED RESPONSIBLE FOR ACTUAL PREPARATION OF BBS PROCESS AND DRAFTING OF FORMS AND TRAINING MATERIALS 2)PLANNING GROUP CONSISTS OF PEOPLE FROM EVERY DEPARTMENT,A SAFETY EXPERT AND REPRESENTATIVE FROM MANAGEMENT 3)GOALS AND RESPONSIBILITIES ARE DETERMINED

45. STAGES OF BEHAVIOUR BASED SAFETY IMPLEMENTATION STAGE 1)STEERING COMMITTIE IS INTRODUCED ( SAME AS ORIGINAL PLANNING GROUP ) 2)SAFETY TEAMS FROM EACH DEPARTMENT 3)EMPLOYEES PARTICIPTE AS OBSERVERS 4) GOALS FOR IMPROVEMENTS ARE IDENTIFIED 5) ACTION PLANS ARE PREPARED FOR EACH DEPARTMENT

46. Basic Behaviour principles Safety in the work place is a combination of PERSON ENVIRONMENT and their BEHAVIOUR when these three elements are combined at work place accidents be eliminated BEHAVIOUR what the person does on the job

47. Steps of an Observation Observe work as it is taking place. Quite often you will be involved in the work yourself. Observe people’s activity, their actions and surrounding environment. Be careful not to interrupt a worker at an i nappropriate time. Look for unsafe acts as well as good safety performance. Look for detail and an overall impression. Keep an open mind. Step 1

48. Steps of an Observation If you see an act or condition that is unsafe or you think may be unsafe, stop the job and discuss the situation with the individual(s) involved. Stop unsafe acts immediately, unless stopping the worker will create a greater hazard . If the action is not immediately dangerous to life and health, use your judgment to decide if it is better to wait for a few moments. Step 2

49. Ask the person or persons involved in the job to explain what they are trying to accomplish and what the procedures are. Ask: Can you tell me about the job? What are the hazards and risks? Do you have a written procedure? Why do you think I stopped you? Steps of an Observation Step 3

50. Ask , what are some ways they could complete the job safer . ( change in procedures, different tools, PPE) Allow the worker to explain how he believes the job can be done more safely. Provide praise when a job is being done correctly. Steps of an Observation Step 4

51. Finally , share your behavior observation card with the entire crew so that everyone can benefit and work safer. The results are obvious: This Or This Steps of an Observation

52. 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") Reinforcement to change behavior

53. Steps in BBS

54. Reduction in workplace injuries Reduction in medical related costs, including rehabilitative costs Fewer work related injuries Fewer company and governmental accident investigations Increased productivity due to reduced injury related to absenteeism and illness BENEFITS OF BEHAVIOR BASED SAFETY

55. FINALLY BBS is not a quick fix. It is a commitment. Empower the employee to ensure accidents don’t happen A good BBS should allow the employees to coach each other regardless of position in the company. Effective only good support from management and employee cooperation

56. YOUR SAFETY IS YOUR FAMILY’S SAFETY

57. Safety is really about our ATTITUDE! Make 100% Safe Behavior your choice, both on and off the job every day!

58. Thank You ……..