LCM Day 4 BBS231231221314354452343423.pdf

LCM D4

1. Behavioral
Based
Safety
Program

2. OBJECTIVE:
After the training, participants
will be able to adapt a
systematic application of the
understanding of human
behavior to the problems of
safety in the workplace.
Specifically, they will be able
to observe people’s work
practices by focusing on
unsafe act in order to
eliminate injuries.

3. INTRODUCTION
Behavioral safety has fast
become an established
weapon in the war on
workplace accidents, as its
use has helped many
companies to dramatically
slice through their accident
plateau.

4. WHAT IS SAFETY?
-SAFETY IS THE CONTROL OF HAZARDTO ATTAIN
ACCEPTABLE LEVEL OF RISK.
HIRARCHY OF CONTROLS

5. WHAT IS RISK?
Chance of loss; likelihood for it to happen
RISK ASSESSMENT
UNLIKELYMOST LIKELY LIKELY

6. Where are we now in

9. •Workers tend to
understand / appreciate
safety only after an
incident
•Lack of Management
Involvement –“seems
every time there’s an
incident, everybody is
busy”
Injury rates
zero
“ZERO IS UNREALISTIC”
STAGES OF SAFETY
Reactive
Accident

10. •Management -“Safety
First”
•Safety Program –left
under the care of Safety
Dept.
•Safety belongs only to
Safety Officer
Injury rates
zero
STAGES OF SAFETY
Accident
Dependent
“ZERO IS DIFFICULT”

11. Safety is integrated into
worker’s system.
•Personal Value
•Care for Self
•Practice, Habits
•Individual
Recognition
Injury rates
zero
STAGES OF SAFETY
Accident
Independent
“ZERO IS BY CHANCE”

12. •Help others conform
•Brothers’Keeper
•Care for Others
•Not happy if peers
are doing unsafe
acts.
Injury rates
zero
STAGES OF SAFETY
Accident
Interdependent
“ZERO IS BY CHOICE”

14. Why EHS?

15. COMMON SAYING AFTER
AN ACCIDENT
“I’ve been doing my
job for 28 years and I
only missed once!”

16. “It is better to be
careful 100 times
than to get killed
once.”
Mark Twain

17. Understanding Behavioral Safety

18. Many companies have spent a
lot of time and effort improving
safety:
a. Best practices
b. Regular Safety Audit
c. ISO Certification
d. IMS
Over a number of years these
efforts tend to produce
dramatic reductions in accident
rates.

19. Often, however, a plateau
of minor accidents remains
that appears to be
stubbornly resistant to all
efforts to remove them.
Although many of these
are attributed to peoples’
carelessness or poor safety
attitudes, most of these are
triggered by deeply
ingrained unsafe behaviors.

20. ACCIDENT
worker
98% -PREVENTABLE ACCIDENT
2% -NON-PREVENTABLE ACCIDENT
UNSAFE
ACT
88%
UNSAFE
CONDITION
10%

21. PREVENTABLE
ACCIDENT
NON-
PREVENTABLE
ACCIDENT
One which the worker
failed to do everything
he reasonably could
have done to prevent it.
One which occurred in
spite of the fact that the
worker did everything
reasonable to prevent it.

22. 98% -Behaviors
2% -Uncontrollable Conditions
= 100%
Conclusion: Management has some
degree of control over 98% of the
causes for all accidents in the
workplace!

23. 4 sources of hazards
PEOPLE ENVIRONMENT
MATERIALS EQUIPMENT

24. INCIDENT
is described as
any event ranging from a
near miss, through first
aid to fatality.

25. WHY DO PEOPLE
BEHAVE UNSAFELY?
…because they have
never been hurt
before while doing
their job in an
unsafeway:
'I've always done the
job this way‘ being a
familiar comment.

26. HOW CAN WE STOP UNSAFE BEHAVIOR?
WHY NOT ENGINEER OUT HAZARDS?
…it does not always work, simply
because people have the capacity to
behave unsafely and override any
engineering controls.

27. The situation all
companies should be
striving for is to
have work group
performing a 100%
safe behavior
levels.
This would give the
best chance of
eliminating incident.

28. BBS seeks to:
change the person’s
mindset,
habits and
behaviors
so that these “at risk” behaviors
will no longer be performed. As a
result the worker will no longer
repeat the unsafe act.

29. What is behavior based safety?
is a term used for programs
focused on changing the
behavior of workers in order to
prevent occupational injuries
and illnesses.
BBS “focuses on what people do,
analyzes why they do it, and
then applies a research-
supported intervention strategy
to improve what people do”.

30. Heinrich claimed that accidents result from "undesirable traits
of character ... Passed along through inheritance“ and the fault
of workers who commit unsafe acts.
Management-side safety professionals have based their work
on Heinrich's faulty theories ever since.

31. ABC Model of BBS
A way to evaluate human behavior to
determine why people act the way they
do and do the things they do.

32. ABC Model of BBS
ANTECEDENTS
-Things that causes
a person to do
things or act the
way they do.
PERSON THINGS PLACES EVENTS

33. ABC Model of BBS
BEHAVIORS
-are visible actions a
person performs

34. ABC Model of BBS
CONSEQUENCES
-are what happened
after the behavior. It can
be positive or negative
Consequences can become antecedents for future
behaviors

36. Criteria for
Behavioral
Based Safety
Program

37. 1. It involves
significant
workforce
participation

38. Workforce engagement and participation
-a critical weak link.. often ineffective,
poorly implemented in Safety and Health
Programs

39. 2. It targets
specific
unsafe
behaviors

40. 3. It is based on
observational
data
collection

41. Performing Safety Observation

42. 1
st
Step is to
Introduce
yourself..
2
nd
Understanding their job
3
rd
let them know what you will do
(observing), and you are not interrupting
their work.

43. 4
th
Observe for at
least 20 minutes
Focus on the correct safety habits
And what needs to be improve on their
operations and behaviors

44. 5
th
note all your
observations
Discuss all observations to employees. Start
with positive and end with positive
Always talk with the employees

45. 4. It involves
data-driven
decision-
making
processes

46. 5. It involves a
systematic,
observational,
improvement
intervention

47. 6. It involves regular
focused feedback
about on-going
performance

48. 7. It requires
visible on-going
support from
managers and
front-line
supervision

49. Outcomes from a Well
Planned & Implemented
Behavioral Safety System
1.Lower numbers of accidents
or incidents, near-misses and
property damage
2.Improved levels of quantified
safety behaviors
3.Reduced accident costs

50. HOW CAN WE STOP UNSAFE BEHAVIOR?
WHY NOT CHANGE PEOPLES ATTITUDE?
The link from attitude change to behavior
change is very weak.
This can be explained by the fact that a
single attitude comprises of at least three
components:
•thinking (cognitive),
•feeling (emotional), and the
•intention to act on it (commitment).

51. The link from
behavior
change to attitude
change is much
stronger.

52. If people consciously change
their behavior, they also tend to
re-adjust their associated
attitudes and belief
systems to fit
the new behavior.

53. Behavior change, therefore, tends to
lead to new belief and attitude
systems that leads to the new set of
behaviors.

54. DOES IT WORK?

55. YES! Experts from around the globe
have consistently reported positive
changes in both safety behavior and
accident rates.
The answer is,

56. BBS’ 4 Components:
1.A behavioral observation and
feedback process;
2. A formal review of observation
data;
3. Improvement goals, and
4. Reinforcement for
improvement and goal
attainment.

57. Industrial safety.....
Is a serious subject both
in its consequences
and its costs.

58. Why Employees Don't Comply with Safety
Rules
Ferdinand F. Fournies, “Why Employees
Don't Do What They're Supposed To Do”,
that the number one reason employees do
not perform to expected standards is that
they don't know why they should do them.
The second most common reason is that
employees do not know how to do the task
correctly.

59. Education and training
when applied together strike at both these
causes for substandard performance.

60. Why it’s popular?
Managers like behavior based
safety because it
shifts responsibility for
health and safety to the
workersand
does not require significant
change in the work process,
engineering design or
management system.

62. Behavioral -
Based
Observational
Program

63. Behavior
Based Safety
Basics
The following presentation provides an
example of a (basic) Behavior Based HSE
Observation Program
Note: the Observation card used as an
example includes a Behavior Observation
Checklist, Hazard ID, and Near Miss
observations
as well as R+ ( positive recognition)
A Behavior Based Safety program is intended
to enable company employees to record
safety observations, most importantly,
stopping of work that is unsafe.

64. HSE Observation Program(Definition)
Peer to peer method of coaching, counseling, and
encouraging all employees to reinforce safebehavior
Safety ObservationCycle:
1.Observepeople
2.Analyze their work practices by focusing on safe
and unsafebehaviors
3.Talk with them aboutsafety
4.Actively correct and prevent unsafe acts
and conditions
5.Reinforce safe behavior Report
yourobservations

65. Making Common Sense -CommonPractice!
SAFETY-IT’S NOT JUST ATWORK!
SAFESTARTworks…..
✓On thejob
✓Off thejob
✓On thehighway
1.Something unexpected has tohappen
➢They may increase the risk while performing a task butno
one intentionally tries to hurtthemselves
➢No one is trying to make a mistake or baddecision
2.Most accidents follow simple patternsof
behavior

66. Making Common Sense -CommonPractice!
There are 3 Types of At RiskBehavior
✓ConsciousBehavior
✓HabitualBehavior
✓UnintentionalBehavior
SafeStartisaboutUnintentionalBehaviorand
HabitualBehavior.
Ortobemorespecific,It’sabouthowtoprevent
mistakesorerrorsyouneverwantedtomakeinthe
firstplace.

67. •Four Behaviors or States thatcanleadto
oneormoreFourCritical Errorsare:
Rushing
Frustration
Fatigue
Complacency

68. Rushing
When you exceed the pace at which you
normally perform the task, whether it’s
working, driving, walking or running,lifting,
moving,etc.

69. Frustration
Caused by relationships inside and outside
of the workplace, malfunctioningequipment,
inadequate tools, conflicting objectives and
pressures,etc.

70. Fatigue
Too tired physically or mentally to do the
job safely.It includes being too tired to
react quickly, prolonged concentration is
difficult,etc.

71. Complacency
Familiar enough with the hazards tobecome
considerably less concernedovertime.It
contributes significantly to not watching or thinking
about what you aredoing.

72. Four Critical
Errors
We have gone over the
FourStates, now we will
lookat the
Four CriticalErrors
that can lead to Increased
Risk

73. Four Critical
Errors
✓EYES NOT ONTASK
✓MIND NOT ONTASK
✓LINE-OF-FIRE
✓BALANCE/TRACTION/GRIP
. . . Which increase the risk ofinjury

74. Eyes Not
OnTask
•Not looking at where you are going or what is
comingatyou.
•It includes not moving your eyes before moving
your body or
•not beingable to see where you are stepping,
•where your hands are reaching into,etc.

75. Mind Not
OnTask
•Notconcentratingonthejob,
•beingunawareofdangersor
deficiencies,forgettingthings,
•makingmoreerrorsthannormal,
•goingon“Auto-Pilot,””driftingaway,”etc.

76. Line-Of-Fire
•Beingconsciousofwhereyouareor
whereyouaregoinginrelationtothe
directionofthehazardousenergy.
•It includes protection barriersand
PPE if line-of-fire cannot be predicted
accurately.

77. Balance/
Traction/Grip
•Doing something that could cause you to lose yourbalance,
tractionorgrip.
•It could include not wearing good footwear/gloves,
•not havinga good grip in the first place or
•not seeing or thinking about thehazard.

78. Increased Risk
Now that we have
looked at the
Four States that can
lead to the
Four Critical Errors,
let’s look at the
Increased Risk.

79. Increased Risk
✓Safety is a function ofRisk
✓There is a certain amount of
Risk in everything wedo
➢On theJob
➢Off theJob
➢Or whileDriving
✓We may not be able to eliminate
all the Risk, but we can lower
the Risk byusing the SafeStart
principles

80. Increased Risk
Every task that we performhas a
different amount of Risk associated
withit.
The Risk of performing each of
these tasks can be increased by
the States to Error Patternas
defined bySafeStart.
Eliminate the States toPattern…
EliminateRISK!

81. Thecardcanalso used for Near Miss, Hazard ID, and H&S or
Environmental events. Data can easily be gathered and trended.
Behavior-Based ObservationCard

82. Behavior Based SafetyBasics
•#1 MESSAGE: All employees have the obligation to
stop work anytime they feel that their safety or the
safety of other employees is atrisk.
•Observations do not contain names, except for
recognition.
•Always end your observation by complimenting
good behaviors/practices observed.
•Gather and turn in observations to your
supervisor for trending purposes.

83. Behavior Based SafetyBasics
•Use the data to understand types of at risk
behaviors, develop performance targets
and to address behaviors targeted for
improvement.
•Use trended data to develop action plans
and upgrade / customizetraining.
•Share observations, trended data and
performance targets with employees and
otherlocations.

84. Behavior Based SafetyBasics
•The name of the person being observed shouldnot be
included except for positiverecognition.
•Upon completion of observation, discuss anyat risk
behaviors/practices observed and offer safe alternatives.
•Inadditiontolookingfor‘atrisk’behaviors,lookforsafe
behaviors/practices.
•Always end the critiquewith the person/group being observed
with positive remarks of safe behaviors/practices observed.
•Incentives work well for building an in depth safety program.
Examplesinclude best observation, most quality observations,
etc.

85. Benefits of BBS for theCompany
•Enhancedreporting
•Increased HazardRecognition
•Share RecognizedHazards
•Data gathered is used to develop
trends
•Trendeddatacanbe used to
improve overall safetyfor employees
•Employees have greater sense of
ownership of theHSE program
•Incentives may be tied to best quality
observations
•Increased EmployeeRetention

86. Observeworkasitistakingplace.Quiteoftenyou
willbe involvedintheworkyourself.
•Observepeople’s activity, their
actions andsurrounding
environment.
•Becarefulnottostartleor
interruptaworkeratan
inappropriatetime.
•Lookforunsafeactsaswellas
goodsafetyperformance.
•Lookfordetailandanoverall
impression.
•Keepanopenmind.
Basic Steps of anObservation
Step1

87. Basic Steps of anObservation
Ifyouseeanactorconditionthatisunsafeoryouthink
maybeunsafe, stopthejobanddiscussthesituationwith
theindividual(s)involved.
•Stop unsafe acts immediately,
unlessstopping the worker
will create a greaterhazard.
Iftheactionis not
immediately dangerous to life
and health, use your
judgment to decide if it is
better to wait for a few
moments.
•Be considerate and
understanding, treat a worker
thewayyouwouldexpectedto
betreated.
Step2

88. Askthepersonorpersonsinvolvedinthejobtoexplainwhat
theyare tryingtoaccomplishandwhattheproceduresare.
Ask:
•Canyoutellmeaboutthe
job?
•Whatarethehazardsand
risks?
•Haveyoucompleteda
JSA/RA?
•Doyouhaveawritten
procedure?
•WhydoyouthinkIstopped
you?
Step3
Basic Steps of anObservation

89. Askthem,whataresomethingsthatcouldgowrongand
howaresomewaystheycouldgethurtduringthejob.
Ask:
•Whatcouldgowrong
with thejob?
•Howcouldyouorothers
behurt?
•Who else would be
affectedifyouwere
injured?
Step4
Basic Steps of anObservation

90. Ask,whataresomewaystheycouldcompletethejob safer.
(changeinprocedures,differenttools,PPE)
•Allowtheworkertoexplainhow he
believesthejobcanbedone more
safely.
•Yourjobistolisten,aworker thatis
allowedtofindhisown solutiontoa
situationismore likelytodothejob
rightinthe future.
•Ifnecessary,actasacoachto help
changeunsafebehavior.
•Providepraisewhenajobis being
donecorrectly.
Step5
Basic Steps of anObservation

91. Makeanagreementtocorrectthe
situationandcomplete thejobsafely.
Everyoneinvolvedwillbenefit!
Step6
Basic Steps of anObservation

92. Completetheappropriatebehaviorobservationcard.Besureto
mark alltherequiredboxesandprovideabriefsummaryofthe
unsafeact and correctiveaction.
Bespecificandchecktheappropriate
categoryandbox(s)thatapply
Givebriefdescriptionofobservationin
commentsection
Listanycorrectiveactionsanddates
theyaretobecompleted
Providenameofperson(s)completing
theobservation
Submitcardforreviewandprocessing.
Datacanbetrackedandtrendedfor
management toimprove.
Step7
Basic Steps of anObservation

93. Basic Steps of anObservation
Finally,shareyourbehaviorobservationcardwiththe
entirecrewsothateveryonecanbenefitandworksafer.
Theresultsareobvious:
This OrThis

94. Conclusion
PracticeBBS,ReduceRiskand
Preventthisfromhappeningto
youoroneofyourco-workers!

95. The Behavior Based Safety Checklist
•Organizations who implement a BBS program
determine the appropriate list of behaviors to
observe based on the unique behaviors and risks
of their organization.
•Safety professionals usually develop a checklist
format that is easy and quick for observers to
complete in the field and lists the target
behaviors.

96. THE BBS CHECKLIST
REACTIONS OF PEOPLE
PERSONAL PROTECTIVE EQUIPMENT
POSITIONS OF PEOPLE (injury Causes)
TOOLS AND EQUIPMENT
PROCEDURES AND ORDERLINESS

97. TheObservationChecklistisononesideofthecard.
Asyoudecidetomakeanobservation,thischecklist
canbeavaluablereminder.Then,afteryouhave
observedanunsafeactandtakenaction,youuse
thischecklisttosummarizeyourobservations.

98. People
Things
Conditions

99. FRONT PORTION

100. BACKPORTION

101. Ontheothersideofthe
SafetyObservationCardisthe
ObservationReport.Youusethe
ObservationReporttodescribethe
unsafeactyouobservedandthe
actionsthatyoutooktocorrectthe
unsafeactandpreventits
recurrence.

102. WhatarethemainreasonsforusingyourSafetyObservationCards?
•tomakeSTOPdiscussionshelpfulforthe
group
•tocontributetoyourorganization’seffortto
eliminateinjuries
•tohelpidentifycommonfactorsandcauses
ofinjuries