Transcript Project Gemini Update - American Society of Safety Engineers

BBS Done Right:
Creating Lasting Change
A Safety Step-Change™ Workshop
Chuck Pettinger, Ph.D.
Process Change Leader
540.230.7233 [email protected]
Predictive Solutions
Vision & Strategy
 Our
Vision:
To eliminate death on the job,
in this century.
 Our
Strategy to Achieve Vision:
We save lives,
by predicting workplace injuries.
Technology is a Facilitator
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Workshop Agenda
1.
What is Behavior-Based Safety? A Short History
2.
BBS Done Right!
a)
NIOSH Study: “Critical Success Factors for BBS”
b)
Change Management Techniques: Building Lasting Change
c)
Biggest BBS Pitfall…Sustainability
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1
What is
Behavior-Based Safety?
…A short History
Creating Employee Engagement
Involvement vs. Engagement?
!!!
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What is Behavior-Based Safety?
History:
Behavioral Psychologists:
by Komaki (1978) & Sulzer-Azaroff (1980)
 Scott Geller coined the term “Behavior-Based Safety”(1980)
 Began

Terry McSween and Aubrey Daniels (1990s)
Clinical Psychology/Psychiatrists
 Thomas Krause and John H. Hidle (1980s)
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Does Behavior-Based Safety Work?
 Guastello





studied reduction in injury rates:
Poster campaigns
Management audits
Engineering
Ergonomics
Behavioral Safety
14%
19%
29%
52%
60%
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BBS Foundations
Behavior
Environment
Person
Safety Triad - Geller 1986
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The ABC Model of Behavior
What is Behavior-Based Safety?
Process:
 BBS
is an observations and feedback process.
 Employees
 Feedback
 Data
 The
observe safety related behaviors.
is then given on risky and safe behaviors.
is collected using checklists or mobile devices.
information is then analyzed using the ABC Model
 Risky
behaviors are then followed-up on.
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What is Behavior-Based Safety IS NOT
 BBS
is NOT based on Heinrich Pyramid.
 BBS
does not look at rules or regulations.
 BBS
does not assess policies or procedures.
 BBS
is not fault-finding, but fact-finding.
 BBS
does not replace audits or inspections.
 BBS
is not a “program” (although it can be if done wrong!).
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2
BBS Done Rights!
…Building Lasting Change
2.1
NIOSH Study
Critical Success Factors of BBS
Critical Success Factors of BBS
 NIOSH
Study conducted through Virginia Tech
 20
different industrial sites
 All
had a BBS process or at least 1 year
 31
Focus groups (245 employees)

90 Minute interviews: steering committee and random employees
 Perception

Surveys
701 returned for analysis
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How do you Get Participation?
Should BBS Processes be
Voluntary or Mandatory?
Which had the more successful BBS process?
MANDATORY PARTICIPATION? Why?
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Two Factors Most Important
1)
2)
Satisfaction with BBS training
Trust
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How Is Trust Important to Safety?
Trust
Firm reliance on
the integrity, ability, or character of a person or thing.
Trust in:
Intentions
Behaviors
Most Important for BBS Success?
Trust in Management:
Trust in Coworker:
 Intentions
 Intentions
 Behaviors
 Behaviors
What must Leaders do to get trust?
2.2
Change Management Techniques:
Creating Lasting Change
7/16/2015
Cummins Confidential
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Eight Stages of Change
 Sustaining
& anchoring
the change
 Engaging &
enabling the
change
 Creating
the climate
for change
8) Make Change Stick - Sustainability
7) Don't Let Up
6) Create Short-Term Wins
5) Empower Action
4) Communicate for Buy-In
3) Get the Vision Right
2) Build the Guiding Team
1) Increase Urgency
Adapted from “Leading Change” - John P. Kotter
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“The Plane Will Not Move”
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Getting the Right People on the “Bus”
Farmer
Anchors
Adopters
(Change Agent)
•Cautious
•Doubts can be insightful
•Loyal and intelligent
•Goats may lead sheep
•Can be valuable assistants
IF convinced
Goats
Jackals
•Cannot be trained
•Eat goats and sheep.
•Core to change initiatives
Sheep
Horses
•Will lead sheep
•Key group
•Key group
•Backbone of the farm
•Need training
•Need guidance
•Intelligent
•Can be led
•Work well in teams
•Adaptive
•Keep a good rider safe
40%
40%
Dogs
Lemmings
•Easily up for change, any change
•Leap in quickly without thought
•Scare horses.
Acknowledgements to John Bicheno
Facilitating a Successful BBS Process
 Have





the employees design the BBS process:
Checklists
Name the process (e.g., BOLTS)
Analyze their own data
Create their own improvement activities
Advertize their successes
 Leadership
supports and talks-up the process.
 Make data entry and analysis as easy as possible.
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© E.S. Geller, all rights reserved
People have a Need for Control
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From:
“Working Safe”
Scott Geller, Ph.D.
Barriers to a Successful BBS Process
 Perception
that the data will be used against me
 Not
teaching the principles of BBS…the “why”
 Too
much paperwork
 Data
is not used
 Successes
 No
not communicated
leadership support
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14 Steps for Quality
Behavior-Based Observations
Schedule your formal observations.
Take a checklist with you.
Review behaviors / conditions before you observe.
1)
2)
3)
•
Observe the initial environment & behaviors.
4)
•
5)
6)
7)
Inspect what you expect
Take a mental snapshot as you drive up
Inform the employee you’re there for a Safety
Observation.
Review the job brief.
Look for risky behaviors and error-likely situations.
14 Steps for Quality Behavior Based
Observations…cont.
Record multiple behaviors - both safe and at-risk.
Write descriptive comments.
8)
9)
•
10)
11)
12)
13)
Complete notes when you finish
Provide coaching for safe and at-risk behaviors.
Get a personal commitment for improvement.
Keep it positive and demonstrate concern for safety.
Follow-up on any unresolved issues.
2.3
Biggest BBS Pitfall?
Sustainability!
Make Change Stick - Sustainability
 “Leave
a legacy” mentality
 Create
a culture of continuous learning
 Support
 What
creativity… “I Wonder?”
people do, when no one is watching
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Inspections, Audits, Observations
Inspections, Audits, & Observations
What are the differences?
 Inspections:
Used to assess compliance with rules & regulations.
 Audits:
Used to review the effectiveness of policies & procedures.
 Observations:
Used to give feedback on safe & risky behaviors.
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Purpose of Inspections / Observations
Incident
Policies & Procedures
Engineering
Safety Systems Create35 Barriers
PPE
A Typical
Compliance
Inspection:
Paper-based collection
Broad generalizations
Filed in folders
Unable or difficult to
drill down to details
Benefits of Compliance Inspections?
1.
Checklist serves as an Activator (…or guide)
2.
Visibility of leadership
3.
“Chance” to provide positive feedback (??)
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Why do Inspection Processes Fail?
1.
Direct correlation to injury reduction?
2.
Many opportunities for error…few inspections
3.
Little IQ used for systems fixes…no follow-up
4.
More (unwanted) attention to supervisors
5.
Question the quality of the information
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CATEGORY
PPE
BEHAVIOR
Eye / Face
Hearing
Head
Hand
Foot
Protective Clothing
Safe
At-Risk
COMMENTS:
A Typical
Behavioral
Observation
Checklist:
Tool & Equipment: Selection
Use
Condition
Body Positioning:
Lifting / Bending
Paper-based collection
Reaching / Twisting
Pushing / Pulling
Neutral / Posture
Line of Fire
Pinch Points
Housekeeping:
Visual Focus:
Slip / Trip Hazards
Storage
Aisles / Exits
Debris
Eyes on Task
Eyes on Path
Broad generalizations
Filed in folders
Unable or difficult to
drill down to details
Benefits of Behavioral Observations?
1.
Checklist serves as an Activator (…or guide)
2.
Employee engagement
3.
Successful BBS - employees “own” process
4.
Focus on behaviors, not rules
5.
Know the “holes” in our safety systems
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Why do BBS Processes Fail - Same Issues!
1.
Direct correlation to injury reduction?
2.
Many opportunities for error…few observations
3.
Little IQ used for systems fixes…no value
4.
Little leadership engagement in process
5.
Question the quality of the information
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Biggest Pitfall…Not Using Their BBS Data
1.
Question the validity and reliability
2.
Fail to use observation intelligence
3.
You loose momentum…
…downward spiral
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Downward Spiral
…How do Inspections & Observations
Loose Momentum?
 Organizations
sit on their information…Big problem!
 Some leaders hand it off to Safety…BIG problem!
 There is often no follow-up…BIG problem!
 Employees
 People
see no value…BIG problem!
lose faith…HUGE Problem!
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COLLECT
PREDICT
ANALYZE
Gain as Much “Color” From Data as
Possible
Case Study: Construction GC
Compliance Inspections (3 years)
Inspections
Items
Unsafe
% Safe
Low
Medium
High
Life
Threat
15,982
932,736
16,575
98%
13,068
3,033
459
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Behavior-Based Observations (2 Years)
Observations
53,303
Behaviors
At-Risk % Safe
2,110,186 27,103
98%
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Low
Medium
High
Life
Threat
15,605
9,622
1,810
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BBS Case Study
2012
Long-Term Sustainability:
- Behaviors
- Leadership
- Engagement
- Safety Tools
2009
2008
2007
Culture-Change Sustainability:
- Supervisor Safety Workshop
- Crew Safety Workshop
- Advanced Observer Skills Training
- Enhanced Data & Leading Indicator Analysis
Culture-Change Kick-off:
- Safety Leadership Commitment
- Culture Assessments
- Near-Miss Redesign
- Accident Investigation Redesign ( to Incident Analysis)
- Safety Leadership Engagement Goals introduced
Culture-Change Planning:
- Safety Leadership Workshops
- Culture Assessments
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Safety Step-Change Plan
• Mandatory from top executive to front#1 Initiative –
line supervisors (2-day workshop)
largest impact
on changing • Mandatory working foremen, crew leads
and safety chairs (1-day workshop)
the safety
culture:
• Every session kicked off by executive
Trained 1,500
• Taught in a partnership of manager &
employees in
safety consultant
5 months
• Introduced new tools and processes to
support safety culture change
How to Engage Leadership?
…through their Scorecards!
 Safety is overall 20% of total scorecard
– 50% Behavior metrics
– 20% TRIR
– 30% DART
 Management incentive
– Behavior metrics must be met first
• No pay out on TRIR & DART if not met
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Leadership Engagement Goals

Crew Visit Goals per Quarter
 Executives: 3
 Directors: 6
 Managers: 6
 Supervisors: 9
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4 Key Leadership Engagement
Questions
1.
What are you doing?
- Gets them talking about their favorite person, themselves!
2.
What’s the worst thing that could happen?
- Predictive analytics via “crowd sourcing”
3.
How do you prevent that?
- Checking on robustness of safety systems
4.
What can I do to help?
- …you better follow up!
Leadership Engagement Activities
Select any of the following Activities:
1)
2)
3)
4)
5)
6)
7)
8)
9)
10)
11)
12)
Participate safety meetings
Participate in safety recognition events
Lead Stretch and flex
Participate in daily STA discussion
Participates in safety orientation training
Participate in an Incident Investigation meeting
Follow up one-on-one with a quality CSI / Safety Issues
Participate in an ongoing safety training (CPR, First aide, OSHA
30)
Lead or participate in a weekly safety walk
Read safety related book
Conduct a “paired” safety Audit/inspection/ observation with craft
Promote/lead fundraiser/community outreach.
Leadership Engagement Goals (Cont.)
 Leadership Engagement
 Executives: 4
 Directors: 4
 Managers: 6
 Supervisors: 12
Goals
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Leadership Engagement
Pre Step-Change Engagement: 200 Crew Visits/mo
Post Step-Change Engagement: 1300 Crew Visits/mo
Monthly Target
Monthly Actual
YTD Target
YTD Actual
Jan
0
521
0
521
Utilities Safety Crew Observations - Managers & Supervisors
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
1,126 1,206 1,142 1,135 2,325 1,095 1,101 1,168 1,084 1,084
960 1,459 1,452 1,561 1,502 1,333 1,250 1,526 1,317 1,110
1,126 2,332 3,474 4,609 6,934 8,029 9,130 10,298 11,382 12,466
1,481 2,940 4,392 5,953 7,455 8,788 10,038 11,564 12,881 13,991
Dec
1,156
1,265
13,622
15,256
Total
13,622
15,256
13,622
15,256
UtilitiesGroup
GroupSAG
Participation
2008 Utilities
Participation- Directors and Above
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Total
Quarterly Target
55
66
66
67
254
Quarterly Actual
123
106
100
91
420
YTD Target
55
121
187
254
254
YTD Actual
123
229
329
420
420
On
On
On
On
Assess Observer Quality

All observers are not equal!

Consistency, accuracy & motivation

Not a rating, but a guideline for excellence
Assess Quality to Identify Needed Improvements
One Way to Rate Quality
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Assessing the Quality of
Observers
Four “Types” of Observers:
a)
Too many safes (the Pencil-Whipper)
b)
Not enough behaviors (the ‘cousin of the Pencil-Whipper’)
c)
Not enough safes (the Fault-Finders)
d)
Lack of participation (the ‘I am too busy’ observers)
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a) “Too Many” Safe Observations
The “Pencil-Whipper” -Version 1
Just checking the “safe” boxes
b) Not Enough Behaviors
The “Pencil-Whipper” - Version 2
•Complies with doing inspections…C.A.V.E person?
c) Not Enough Safe Observations
The “Fault-Finder”
Needs coaching on safes
d) Lack of Participation
“I am too busy”…but I do a good job!
3) Identify your Gold Star
observers
 Again,
 Who
 Use
not all observers are equal
are your “Go-To” observers?
your Gold-Star observers as
benchmarking
 Also
identifies cultural proxies
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Chuck Pettinger, Ph.D.
Predictive Solutions
540.230.7233
[email protected]
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