Title: BEHAVIORALBASED SAFETY MANAGEMENT OVERVIEW
1BEHAVIORAL-BASEDSAFETY MANAGEMENT OVERVIEW
2IMPLEMENTATION UPDATE
- START I was developed in 1991
- START II was developed in 1994
- START I II were revised in 1996
- New segments for Process Safety Environmental
were developed in 1996 - In 1999 START I and II were reformatted and
combined to better reflect new behavioral
developments - New database programs were designed to manage
data - Implementation became more flexible and
customized - Since the split of the company, strategy has been
to re-energize simplify the process by
refocusing on observation programs, measurements
removing behavioral barriers. Additional
behavioral tools are available, but not mandatory
(perception survey, incentive programs, etc.
3WHY DID WE DEVELOP START
- Safety performance had plateaued
- Organizational changes
- Losing emphasis on Management Systems
- Changing nature of FMC Management style/methods
- FMC Safety Management System was developed in
1978 - We did not have a formal process in place for
- systematically addressing at-risk behavior
4WHAT IS START
- Safety Training and Response Techniques (START)
- A new way of managing safety in FMC Technologies
- Building block process
- Focus on
- employees as an equal partner
- CARING and teamwork
- Behaviors
- culture - core values
- management systems
-
- Utilizes Applied Behavioral Analysis
5START PROCESS OBJECTIVES
To strengthen our Global Safety Culture
by
- Building our Informal Management Systems
- (values, caring about people, walking our
talk - Superbly executing our Formal Safety Management
Systems (Program Elements) - Focusing on upstream factors and behaviors that
lead to accident and injuries (prevention)
6STRATEGY FOR MANAGING HSE
HSE Core Values Policy
Management Systems -
Environmental - Safety
- Industrial Hygiene -
Health - Product Safety
- Due Diligence
- Field Service
Site HSE Policy, Procedures, Programs Actions
Risk Compliance Management Incident-Free Work
Environment
Corporate Site HSE Assurance Audit Process
7CORE HSE BELIEFS
- Goal is continuous improvement
- Risk management (hazard controls, behaviors) and
pollution prevention are the focus - All occupational injuries/illnesses and
environmental incidents can be prevented - Line management is responsible and accountable
HSE - Employees are involved in the HSE programs and
activities at all levels of the organization - Working safely and with regards for the
environment are conditions of employment - HSE management and efficient production are equal
8SAFETY MANAGEMENT SYSTEMS
- Statement of policy
- Management direction and commitment
- Assignment of location safety coordinator
- Employee roles and responsibility
- Hazard Control
- Safety education and training
- General safety communications
- Safety procedures and rules
- Audits and inspections
- Incident investigations
- Emergency planning and medical programs
- Behavior-based safety technology
- Development of an annual action plan and
maintenance of data - Safety program evaluation and audit
- Site security
9START PROCESS
10START RESOURCES
- Corporate
- Corporate Director EHS
- Outside Consultants
- Field Resources
- Network
- Plant / Site
- Champion
- Steering Committee
11SITE SAFETY AND INDUSTRIAL HYGIENE ORGANIZATION
12APPLIED BEHAVIORAL ANALYSIS AND ACTION PLANNING
13ATTITUDES OR BEHAVIOR? Where should we focus
our attention first?
14Reasons Sites Focus First on Attitudes
- Most believe that attitude is important
- Attitude has the power to change behavior
- An attitudinal approach appeals to common
sense - Therefore, we are tempted to focus on
attitudes first
15DEFINITIONS
Attitude - Deep-seeded feeling or emotion -
Internally focused Behavior - An observable
action - Externally focused
16Reasons Why Behavioral - Based Safety Management
is Right
- Behaviors can be measured and therefore
managed - Changing behavior leads to changing attitudes
- Avoids personality conflicts and fault finding
- Embraces employee involvement
- Provides valuable feedback
17BEHAVIORAL-BASED SAFETY MANAGEMENT
A process that promotes continuous improvement
through the identification,targeting and feedback
about critical safety behaviors well in advance
of first-aid injuries or illnesses.
18BEHAVIORS AS A LEADING INDICATOR OF PERFORMANCE
Fatal Injuries
Serious Injuries -
Recordables - Lost Workdays
Minor Injuries (First Aid) Near Miss Incidents
BEHAVIORS
Systems and Processes Management Systems,
Accountability, Safe Practices,
Engineering Controls, Audits/Inspections, etc.
Values Beliefs All accidents can be prevented,
HSE Focus in all we do, Safety is a top priority,
everyone is responsible for safety
19- In the practice of behavioral-based safety (BBS),
here are four related points - . The goal is behavioral change.
- . Some behaviors are harder to change than
others. - . Behavioral change often requires system
change. - . To change employee behavior, expect to change
- management behavior.
20DEFINITION Enabled Behavior
- An enabled behavior is one over which an
employee - has control.
- An enabled behavior is an instance of how we
do - things around here.
21DEFINITION Difficult Behavior
A difficult behavior is a partially enabled
behavior. It is a behavior that can be
performed, but only at the cost of going out of
ones way because, for instance, the needed tools
or equipment are not located near he work station.
22DEFINITION Non-enabled Behavior
A non-enabled behavior is one over which an
employee has no control. It is a behavior that
we are supposed to do around here but, in fact,
do not have the equipment or the time or the
permission to perform.
23- Upgrading difficult (partially-enabled) behaviors
into enabled behaviors requires - Applied behavior analysis
- Action planning
- Performance feedback
24- Upgrading non-enabled behaviors into enabled
(fully-supported) behaviors requires - addressing the management and systems issues
that - prevent employees from performing the behavior
- safely
- changing employee perception about whether the
- organization will allow them to perform the
behavior - without serious negative consequences
25ABCANALYSIS (Antecedent, Behavior,
Consequence)
26ABC Analysis of Unsafe Behavior
- A - ANTECEDENT - Event that triggers a
behavior - B - BEHAVIOR - Observable action (measurable)
- C - CONSEQUENCE - Outcome or result of behavior
27THE THREE KEYS TO USING"CONSEQUENCES" TO CHANGE
AN UNSAFE BEHAVIOR
- Timing
- Consistency
- Significance
28Timing
"A consequence must occur soon after a behavior
to be most effective."
29Consistency
"A consequence that is certain to follow a
behavior is seen as a strong deterrent to
unwanted behavior."
30Significance
"The significance of a positive response has been
shown to be more powerful in changing behavior
than a negative exchange."
31SOON - CERTAIN - POSITIVE
32ABC Analysis Example
ABC ANALYSIS S/L C/U /-
A B
C
- Uncomfortable - Failure to Wear -
Comfortable S C
Safety Glasses - Fog-up - See Better S
C - No Discipline -
Discipline L U - -
Wont be Injured - Maybe
Injury L U - -
Unavailable - Saves Time
S C - Peer Pressure
- Peer Approval S C
33THE SAFETY DILEMMA
Many safe behaviors are punishing -
Uncomfortable - Restricts motion -
Inconvenient - Unavailable - Difficult Many
unsafe behaviors are rewarding - Faster -
Comfortable - Freedom of movement - Saves
time
34Behavioral Action Plan - Wearing Safety Glasses
Action Steps Date/Responsibility
3/94 Assembly Dept. Manager Assembly START
Team Member. 5/94 Assembly START Team
1. Provide multiple styles of safety
glasses and arrange for proper fitting.
(Review recommendations with assembly
employees for their input. 2. Choose an
anti-fogging solution for Assembly
Department employees.
35 Action Steps Date/Responsibility
3. Identify and recommend work area
modifications that will impact the fogging
issue. 4. Retrain employees on the need to
wear safety glasses. 5. Evaluate stores and
area supply cabinets to ensure that
there is an adequate supply of safety
glasses.
10/94 - Engineering Department and Assembly
START Team Reps 2/94 - START Team 2/94 - START
Team Reps.
6. Increase safety audits in the Assembly
Department and focus on safety glasses. 7.
Review status report of audits and action
plan with all employees.
Immediately/all trained auditors Monthly/START
Team Representative and Supervisors
36HIERARCHY OF HEALTH AND SAFETY CONTROLS
1. Elimination or Substitution 2. Engineering
Controls 3. Warnings 4. Training and
Procedures Administrative Controls 5. Personal
Protective Equipment
Most Effective
Least Effective
37Process Summary
- 1. Identify the key non-enabled and/or
difficult (partially enabled) behaviors for which
- improved performance is wanted to
making them enabled behaviors through - upgrading.
- 2. Perform Applied Behavioral Analysis on
the selected key Behaviors - ABCAnalysis
a. Identify the Antecedents (Triggers) and
Consequences (Outcomes) that are - reinforcing the selected At
Risk behaviors. B. Identify the
Antecedents and Consequences that are triggering
and reinforcing - the Safe Behavior to take
place. - 3. Develop an Action Plan using the
Hierarchy of Hazard Controls to problem-solveand
create antecedents which reinforce the Safe
Behaviors to take place, and also Consequences
which offer a net gain over Negative
Consequences. - Implement, train, and follow-up to create and
sustain habitual use of the Safe - Behavior.
38THE BEHAVIORAL OBSERVATION MODEL
39IDENTIFYING AND PRIORITIZING KEY BEHAVIORS
40FOUR (4) STEP PROCESS FOR IDENTIFYING AND
PRIORITIZING KEY BEHAVIORS
- Identify behaviors for each plant area or work
- group.
- 2. Prioritize behaviors based on frequency
(pareto analysis), severity and/or risk
potential. - 3. List behaviors into specific categories.
- 4. Develop written definition for the key
behaviors.
41SOURCES FOR IDENTIFYING BEHAVIORS
- HISTORICAL DATA SOURCES
- Incident Investigations
- First-Aid and Near-Miss Reports
- EMPLOYEE SOURCES
- Employee Interviews
- Behavioral Audits/Job Observations
- JOB-SPECIFIC SOURCES
- Employee Interviews
- Job Procedures
- Non-Routine/New Jobs
42HOW DO YOU PINPOINT BEHAVIORS WHEN THERE ARE FEW
INCIDENTS?
- Conduct observations of each work site.
- Conduct brain storming sessions during safety
- meetings.
- Evaluate other sources of incidents - workers
- compensation, OSHA 300
- log, etc.
- Focus on well known high risk behaviors - VDT
- usage, material handling operations, moving
heavy objects.
43PARETO ANALYSIS OF INCIDENT REPORTS
KEY BEHAVIORS OF TOTAL INCIDENTS Eye and Face
Protection 19 Body Placement 14 Hand
Protection 14 Tool Use 12 Line of
Fire 11 Foot Protection 10 Pre-Job
Inspection 7 Confined Space 5 Breaking
into Lines 4 Tool Condition 4
44EXAMPLES OF BEHAVIORAL CATEGORIES
- Personal Protective Equipment
- Positions of People
- Tools and Equipment
- Procedures and Orderliness
- Line of Fire
- Material Handling
45BEHAVIORAL AUDIT FORM
- Location ________________________
Date ____________ -
- SAFE
UNSAFE - 1.0 - Procedures and Orderliness
- 1.1 - Breaking into Process
_____ _____ - 1.2 - Pre-job Inspection _____ _____
- 2.0 - Tools and Equipment
- 2.1 - Condition _____ _____
- 2.2 - Use _____ _____
- 3.0 - Personal Protective Equipment
- 3.1 - Eye and Face _____ _____
- 3.2 - Hand _____ _____
- 3.3 - Foot _____ _____
- 4.0 Positions of People
- 4.1 - Placement
_____ _____ - 4.2 - Line of Fire
_____ _____
46DEFINITION OF BEHAVIOR (GLOVES)
Leather gloves shall be worn in the assembly
department at all times when handling parts.
Cloth gloves will not be allowed. Modifications
to gloves such as cutting off the glove fingers
is prohibited. OR Leather gloves should be
worn in the assembly department when there is a
risk of being cut by the parts. Employees may
use cloth gloves for all other instances. Gloves
should not be modified.
47THE BEHAVIORAL AUDIT PROCESS
(Planning and Scheduling)
48FOUR (4) STEP PROCESS FOR CONDUCTING BEHAVIORAL
AUDITS
- Observe and Inspect
- React
- Communicate
- Follow-Up
49REASONS THAT AUDITS FAIL TO REDUCE INJURIES
1. They focus more on conditions than
behaviors 2. They aren't conducted frequently
enough to change behavior 3. They don't
cover all plant areas or all employees 4. They
aren't thorough enough 5. They focus on the
wrong unsafe behaviors
50REASONS AUDITS DON'T FOCUSON BEHAVIORS
- Behaviors occur very rapidly
- Auditors are unfamiliar with the work/job
procedures - Audits are not scheduled around employee activity
- Auditors don't know the safety procedures or
rules - Auditors don't know the causes of behaviors and
resultant incidents that have occurred - Auditors don't review the results of previous
audits - Auditors feel uncomfortable approaching employees
- Auditors don't focus on the key unsafe behaviors
that lead to injuries
51FREQUENCY OF AUDITS
- Train 10 of the workforce as auditors
- - Mostly front line supervision and
employees - Auditors conduct 2 audits per week
- - 10-15 minutes per audit
- All members of management that are not included
in the 10 should conduct at least 1 audit per
month
52SCOPE OF BEHAVIORAL AUDITS
- Weekly
- All shifts
- All work areas
- Monthly
- All employees
- More Frequent for Special Circumstances
- New processes
- High injury periods
- High stress periods
- New employees
53BEHAVIORAL AUDIT FORM
- Location ________________________
Date ____________ -
- SAFE
UNSAFE - 1.0 - Procedures and Orderliness
- 1.1 - Breaking into Process
_____ _____ - 1.2 - Pre-job Inspection _____ _____
- 2.0 - Tools and Equipment
- 2.1 - Condition _____ _____
- 2.2 - Use _____ _____
- 3.0 - Personal Protective Equipment
- 3.1 - Eye and Face _____ _____
- 3.2 - Hand _____ _____
- 3.3 - Foot _____ _____
- 4.0 Positions of People
- 4.1 - Placement
_____ _____ - 4.2 - Line of Fire
_____ _____
54SUMMARY OF PLANNING AND SCHEDULING AN AUDIT
PROGRAM
- AUDITS NEED TO
- Focus more on behaviors then conditions
- Be conducted frequently enough
- 10 workforce
- 2 audits per week
- 10-15 minutes
- Cover all plant areas and employees
- Be thorough and systematic
- Focus on the right (key) behaviors
55THE BEHAVIORAL AUDIT PROCESS
(Observation and Inspection Step)
56FACTORS THAT INFLUENCEOBSERVATION
- The ability to use our senses (hear, smell, feel,
see) - Background and experience
- Attitudes and opinions about a person or event
- Ability to connect all of our senses into
something meaningful
57A GOOD OBSERVER RECOGNIZES 3 KEYS
- Attention
- Perception
- Observation
- Attention - Is the act of heeding or listening
- Perception - Is the awareness of objects, people,
things, etc. through our senses - Observation - Act of taking note of---act of
considering a fact or occurrence
588 STEPS FOR CONDUCTING THE OBSERVATION AND
INSPECTION STEP OF THE AUDIT PROCESS
- BEGIN EACH OBSERVATION WITH AN OPEN MIND
- Set aside your opinion or attitudes about the
people or activity you are observing - INTRODUCE YOURSELF TO THE EMPLOYEE(S) YOU WILL BE
OBSERVING AND STATE YOUR INTENTIONS
59- STAND BACK AND OBSERVE THE WORK AREA WHERE YOU
CAN CLEARLY SEE THE WORK ACTIVITY AND USE AS MANY
OF YOUR SENSES AS POSSIBLE - Look for evaporative acts
- If you observe someone about to be injured, stop
the job immediately - Do a head-to-toe check for PPE
- DON'T BE SATISFIED WITH GENERAL IMPRESSIONS
- Look at everything that is taking place around
you - Be alert to your impressions and follow-up by
looking more closely at everything - Observe for specific acts or conditions that form
your impression
60- ASK WHY IS THIS HAPPENING AND WHAT IS THE
POTENTIAL FOR INJURY WHILE CONDUCTING THIS JOB? - Visually compare what you are observing with the
correct way to do the job - Discover the underlying causes of unsafe
behaviors and conditions (these are initial
antecedents and consequences) - COMPARE THE CURRENT WORK BEHAVIORS TO THE LIST OF
KEY BEHAVIORS LISTED ON YOUR AUDIT FORM - IDENTIFY OTHER UNSAFE BEHAVIORS AND CONDITIONS
THAT ARE PRESENT - "CLOSE THE DISTANCE" WITH THE EMPLOYEES YOU ARE
OBSERVING AND GIVE VERBAL FEEDBACK
61THE BEHAVIORAL AUDIT PROCESS
- ("Closing the Distance"
- - Reaction Step)
62APPROACHES FORCLOSING THE DISTANCE"(Partial
List)
- Communicate the positive behaviors first - then
the unsafe behaviors - One-on-one approach - low key
- Show respect
- Humorous approach
- Questioning approach
- Offer assistance
- Relate unsafe behavior to a previous injury or
near-miss - Direct approach
- Do not argue with an employee - if necessary
involve a 3rd party - Don't preach or criticize - stick to the facts
- Use a caring approach
- Listen to the employee response
- One of our former "START I" students defined a
successful approach as "one where both parties
could walk away with their dignity intact" -
636 STEPS FOR "CLOSING THE DISTANCE"
- Start by reinforcing the positive behavior and
acknowledging any progress - When discussing unsafe behavior, stick to the
facts and be specific - don't use the word but -
it's a psychological eraser. - Ask questions to determine the antecedents that
are triggering the unsafe behavior and the
consequences that are reinforcing it - Listen actively to the responses
- Check your understanding of the situation
- Close the discussion with an agreement to work
safely and follow-up on suggestions for
improvement
64ESTABLISHING A BASELINEOF SAFE BEHAVIOR
65SEGMENT OBJECTIVES
- Record behavioral information on our audit
inventory forms - Establish a baseline of safe behavior - "START"
Index (Optional)
66STEPS FOR RECORDING BEHAVIORS
- All safe and unsafe behaviors relating to a
specific behavior are counted. - If you see an unsafe behavior that is not on the
key behavior inventory also score it. Record it
under the category of other observations.
67STEPS FOR RECORDING BEHAVIORS (con't)
- The comment section of the audit inventory sheet
is used to comment on the behaviors that you have
observed and any feedback from employees. This
information helps you begin the "ABC" analysis
and to identify key behaviors that you may have
overlooked - Submit the audit inventory report to your "START
Champion or Area Team Leader. - Don't write the employee's name on the audit
inventory form.
68STEPS FOR RECORDING BEHAVIORS (con't)
- The "START" Index is calculated by
- "START" Index Safe Observations
- Total Observations
- TOTAL Safe Observations Unsafe
Observations
X 100
69BASELINE OF SAFE BEHAVIOR
Baseline Total / 6
62
70THE BEHAVIORAL AUDIT PROCESS
- Measurement and Feedback
- (The Communication and
- Follow-Up Steps)
71BEHAVIORAL SAFETY MEETING TOPICS(Examples)
- Review of Audit Data
- Review of Feedback Graphs and Charts
- Conduct "ABC" Analysis of Key Behaviors
- Action Plan Development and Problem-Solving
- Update of Key Behaviors
- Status Reports and Follow-Up on Key Action Items
- Answer Questions and Concerns
- Give Positive Recognition
72START Behavior Index
Scheduled Audits
Audits Completed
73FMC Technologies Behavioral Index
Safe (Behavioral" Index)
100
80
Baseline
60
40
20
(Recordable Incident Rate)
4.0
3.0
Annual Objective
2.0
1.0
0
J
F
M
A
M
J
J
74HOW TO TROUBLE-SHOOT YOUR"START" INDEX (SI)
- "START" Index increases and incident rates stay
the - same or increase, or your "START" Index
begins to - decrease
- 1. EVALUATE YOUR BEHAVIORAL
- REINFORCEMENT (Consequences)
- You may be using a consequence (reinforcer) that
is not reinforcing the behaviors you are wanting
to affect
75HOW TO TROUBLE-SHOOT YOUR"START" INDEX (SI)
- EVALUATE YOUR KEY BEHAVIORS
- You may have missed a key behavior
- during your initial identification process
- There may have been significant changes
- in the work area that could impact the key
- behaviors
- You may not have included new behaviors
- from recent incident investigation reports
76HOW TO TROUBLE-SHOOT YOUR"START" INDEX (SI)
- ANALYZE YOUR AUDIT PROCESS
- You may not be auditing all employee
- You may not be auditing all key behaviors
- You may not be auditing all work areas
- You may not be auditing all shifts
- You may not be auditing frequently enough
- There may be repeated unsafe behaviors listed on
the comment section of the audit form that should
be added to your key behavior list - Employees may be behaving differently during
observations - Auditors may be scoring the audit sheet, but not
doing the audits
77PERCEPTION SURVEY (Culture Assessment)
78(No Transcript)
79QUESTIONS COMMENTS ?
80(No Transcript)