Transcript BBS - Greater Cleveland Safety Council

Implementing a Behavior Based
Safety Process at Rockwell
Automation
Greater Cleveland Safety Council and the Northern
Ohio ASSE Chapter August 6, 2009
Stuart J. Gock CSP
HQ Manager of Safety/ Milwaukee
Copyright © 2009 Rockwell Automation, Inc. All rights reserved.
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Decision to Pursue BBS Process
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Rockwell Automation has a well- established safety process
Generally good level of management support, employee involvement
Enjoying relatively low safety incident rates
Looking for the next step improvement in the safety process
Identified the BBS Process as a possible alternative
Decided to investigate BBS Process
• GOALS:
– Identify and Select a BBS Partner to help implement a BBS Process
– Implement the BBS process at Rockwell Automation
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Began by Doing Research on the BBS Process
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Identified Key Factors for a Successful BBS
Process
• An initial commitment of support needs to be made by all key players.
• Meticulous and consistent communications need to occur between
process leaders and organizational leaders
• Potential barriers need to be identified and addressed in the strategic
plan.
• Expectations need to be clear and progress toward goals needs to be
regularly measured.
• Ownership and accountability need to be defined and reinforced at all
Levels
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Identified Key Factors for a Successful BBS
Process
• Customization – Fit For Purpose
– One size does not fit all
• Minimize Perception of Change
– Integrate into infrastructure
– Minimize the resistance
• Participation in the process needs to be growing and regularly measured.
• A careful separation needs to be maintained between BBS and any
disciplinary measures
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• It has to have a review and continuous improvement process for
sustainability
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Developed a Behavior Based Safety (BBS)
Qualifications Information Request-
Company Information-Expertise/ references
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Personnel
Company Experience
Implementations
• Number of Implementations last three years
• Implementation by Industry Types
• Three implementations 2 years and older with
Updated Incident Data
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Behavior Based Safety (BBS) Qualifications
Information Request-
Process Information
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Overall Approach/ Theory
Behavioral Components
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Training
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Behavior identification
Approach to observation
Feedback process
Coaching/ reinforcement techniques
Timeframes
External v. Internal
Training Delivery methods
Information processing-Tracking, reporting mechanisms
Sustainability/ Continuous Improvement
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Consultant/ Vendor Selection Process
• Request For Information Sent to Recognized BBS Vendors
• Selected Three for further evaluation, reference checks
• Chose ProAct- Lean BBS
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Secured Management Support for Selected
Approach
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Developed Rockwell Automation BBS FOCUS
Process
Focused Observations Can Uncomplicate Safety
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FOCUS Approach
Chose an Internal consultant model to lead the effort
• Trained 8 individuals to be the HQ Process Experts
Back row: (L to R) Stuart Gock, Linda Dawson, Brett Jorgensen, Mark Winchester, Marcos Guzman, and Jim Guy
Front row: (L to R) Terry Mathis (President, ProAct), Tom Neff, Majo Thurman, and Nicholas Young
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Developed a Step Approach
• Step One-Site Preparation and Site Assessment
• Step Two- Training and Process Kickoff
• Step Three- Ongoing Activities and Continual Improvement
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The First Step- Site Preparation and
Assessment
Steps / Information / Actions
Comments/ Responsibilities
PRE- VISIT PREPARATION ACTIVITIES/ INFORMATION REQUESTS
1.
Organization Review

Organization Chart

Physical Layout

Number of employees

Interview Planning and Scheduling
2.
Provided by site coordinator
Document (Injury/Incident)
Review
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Accident / Incident Reports for past
3-5 years

Precaution Worksheet Analysis
conducted
BBS internal consultants
VISIT ACTIVITIES
3.
Site Manager - individually
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Departmental Managers
individually
Supervisors in groups
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Hourly employees in groups
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10-15% of the workforce - in groups
(representative of all units and
shifts)
4.
Perception Surveys
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Given to all those interviewed
(paper-and-pencil type survey)
Survey results tabulated
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5.
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Interviews

BBS internal consultants
Safety Programs Review
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Systems Review
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Conditions Review
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Behavioral Review
6.
Steering Team
Development
7.
Management Briefing
Selection process for identifying steering team
members
BBS internal consultants
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Results: Site Readiness Assessment• Tailored approach focusing the efforts specifically on those
areas and behaviors needing improvement. The perception
survey also helps identify potential barriers to a successful
implementation.
– Management Briefing• Pareto analysis on Existing Location Incident Data
• Perception surveys, Focus Groups
• Recommendations and Area of concerns
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Management BriefingMANAGEMENT BRIEFING- CHAMPAIGN CDC BBS ASSESSMENT
DECEMBER 10, 11 2008
Understanding the Safety Perception Survey- Santo Domingo
1. Goals of the BBS Assessment
a. To accurately define the site culture and its readiness for BBS
b. To determine strengths in existing safety efforts on which to build
c. To determine factors which will facilitate or challenge BBS efforts
d. To make recommendations with which to strategically plan the implementation
3 Managers
6 Supervisors
32 Employees-
CATEGORY 1: Organizational and Management Support for Safety
All managers and organizations express safety priorities and support for safety
programs in varying degrees depending on the organization’s goals and
objectives. Employees then form their own perceptions of what is important and
what is supported in the organization. Because employees are more likely to
participate in new safety efforts if they perceive that these efforts are both
important to the organization and will receive support from leaders, these
perceptions play a vital role in developing any new safety initiative.
2. Assessment Methodologies
a. Interviews
i. Managers (4)
ii. Groups
1. -Employees-(20)
2. Supervisors- (5)
b. Document Review
i. Accident & Incidents Reports
1. FY2004-2008
2. Existing Safety Processes
3. Audit data
1. “Safety is a high priority in this organization.”
The more an organization perceives safety to be a high priority, the more
those employees are likely to trust management when told that new safety
efforts will be supported. Employees are also more likely to offer their
support and participation in the new efforts.
3. Analysis of Accident Data- Precaution Worksheet AnalysisChampaign Precaution Worksheet
2004-2008
Employees: 100%
Alignment (back straight, knees bent, avoid twisting)
Eyes on path/work (keep eyes in direction of travel and task)
Supervisors: 67%
Repetition (change often when doing repetitive tasks)
Line of fire (position yourself out of the path of moving objects)
Managers
100%
Get help with large or heavy lifts
:
Footing (stay on designated walkways/3point contact on stairs)
Use the tool/equipment properly
Keep work area clean and free of litter
Policy/Procedure Violation
Precautions Ranked By Percentage
Contribution
Make sure the tool/equipment is in good condition
3. “Management is responsive to safety suggestions.”
Pinch points (keep body parts out of meeting surfaces)
Extension (feet flat, work within easy reach)
Behavior-Based Safety processes often identify ways in which safety can
be improved. If workers perceive that management responds well to such
suggestions, they are more likely to support such efforts.
Poor Grip
Select the proper tool/equipment for the job
Put all tools, equipment, and supplies where they belong
Pre-job inspection and warnings about potential risks
Employees: 88%
Pace (maintain steady and controlled speed)
0.00
0.05
0.10
0.15
0.20
0.25
0.30
Supervisors:83%
Managers 100%
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Developed Training, Educational Materials
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Step 2- Training and Process Kickoff
Steps/ information/ Actions
Comments/ Responsibilities
Time Required
1. First Training for Steering
Team (BBS Basic Concepts)
Internal Consultant, Steering Team Members,
Site Coordinator
8 hours
2. Design Workshop
Internal Consultant, Steering Team Members,
Site Coordinator
4- 8 hours
Internal Consultant, Managers, Supervisors
(grouped as available on schedule)
2 hours per
session
Internal Consultant, Observers (grouped as
available on schedule)
4 hours per
sessionCombined with
steering
committee
training
Internal Consultant, Workers in shifts (grouped
as available on schedule)
½ - 1 hour per
session
As Planned, If Needed
As planned
3. Managers/Supervisors Training
4. Observer Training
5. Workforce Briefings
6. Process Kickoff Events
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Strategic Plan/ Deployment
• Form Steering Team-–
– The steering team members are selected based on the needs and culture at the
location. In addition, they also play a key role in developing site strategy, which
minimizes perceptions of change and tailors the process to the individual site.
– Team can be formed from existing committees/ teams
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Develop the Observation Process
• Observer Process
– The steering team selects observers best suited to the behaviors and locations
identified in the site assessment. Based again on the site assessment, the choice of
observers could be any combination of management and floor employees.
• Observation Checklist– Targeted Checklist behaviors are based on actual facility data. Behaviors are limited
to 4-5 items minimizing observation time, and allowing internalization of the
measured behaviors. Checklists are reviewed and modified as part of regular review
process.
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Precaution worksheet
Rockwell (Mequon) - Master Precaution Worksheet
2005 2006 2007 Total
%
Rank
Body Mechanics
Alignment (back straight, knees bent, avoid twisting)
Get help with large or heavy lifts
Extension (feet flat, work within easy reach)
Repetition (change often when doing repetitive tasks)
Pace (maintain steady and controlled speed)
2
1
3
0
0
2
0
23.08%
0.00%
0.00%
15.38%
0.00%
2
14
14
6
14
1
1
1
0
0
7.69%
0.00%
0.00%
9
14
14
0
0
4
3
0
0.00%
0.00%
30.77%
23.08%
0.00%
14
14
1
2
14
3
3
1
23.08%
7.69%
2
9
1
1
1
3
1
2
23.08%
7.69%
15.38%
2
9
6
1
0
7.69%
0.00%
9
14
2
0
1
0
0
0
0
0
15.38%
0.00%
7.69%
0.00%
0.00%
0.00%
0.00%
0.00%
6
14
9
14
14
14
14
14
Communications
Pre-job inspection and warnings about potential risks
Task coordination among workers and shifts
Barricades and signs around hazards
1
Body Position
Line of fire (position yourself out of the path of moving objects)
Pinch points (keep body parts out of meeting surfaces)
Eyes on path/work (keep eyes in direction of travel and task)
Footing (stay on designated walkways/3point contact on stairs)
Confined space
1
3
3
Housekeeping
Keep work area clean and free of litter
Put all tools, equipment, and supplies where they belong
1
Tool and Equipment Use
Select the proper tool/equipment for the job
Use the tool/equipment properly
Make sure the tool/equipment is in good condition
2
1
Others
Policy/Procedure Violation
Employee Health/Medical Event
1
Personal Protective Equipment (selection, use, condition)
Eyes/Face
Head
Hands
Feet
Ears
Lungs
Body
Fall/Pullout
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1
1
1
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Tailored Checklist
Date:
Employee Type (circle)
FT
Time:
Shift (Circle)
A
Observer:
Overtime (Circle)
Dept #/Name:
Task:
Yes
Temp
B
Contractor
C
D
No
Equipment Used:
Supervisor
Required Elements
Behavior
Safe
Concern
*
What?
Why? (circle)
Eyes on path/work
P
H
B
Make sure tool is in good condition
P
H
B
Tool is used properly
P
H
B
Keep area clean/free of litter
P
H
B
P
H
B = Barrier
B
Pinch points
Why Codes: P = Perception
Comments (Observer)
AWAREness for Success
Announce - make people aware. Ask permission
Watch - observe for the checklist items
Ask - why do you do it that way?
Reinforce - the things workers do safely
Express Concern - the accident potential
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H = Habit
Comments (Observee)
Ground Rules for Observers
No discipline connected to observations
Care - don't criticize (set a tone of concern)
Influence. Don't force
Focus on preventing accidents
Maintain Respect
Use "Safe" and "Concern" terminology
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Focus on Process Ownership-
– Approach tailored to specific issues and culture at site. Not a canned
approach. Fewer observed behaviors allows for the behaviors to be
internalized by the observers
– Accountability for both conducting observations and follow up actions
(Scorecard example)
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Scorecard Metrics
(Measurements and Expectations)
Purpose: BBS Performance Metric requirements, Supervisor
scorecard integration
#
RA BBS Targets
Red
Yellow
Green
Type of Measurement
1
% of Observations
Completed Each Month
<75%
75-89%
90-100%
Observer/Group/Facility
2
% Safe/Concern
TBD
TBD
TBD
Group/Facility
3
% Attended Steering
Committee Meeting(s)
TBD
TBD
TBD
Group/Facility
4
# of CA's Planned &
Completed
TBD
TBD
TBD
Group/Facility
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Process Overview
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How does the BBS process get this information?
Gather Insight
WHAT
R+
Concern
Give Feedback
WHY
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FOCUS BBS process and principles
Based on the Risk TriangleIn my opinion . . .
In my experience
I don’t think it’s a problem because . . .
I’ve done it before and not gotten hurt.
What’s wrong with it?
That’s the way I always do it!
I don’t know.
I didn’t think about it.
It’s the way we always do it around here
RISK
Limited/No Choice
Obstacle/Barrier
I can’t do it any other way because . . .
It would be difficult to do it that way because . . .
If I do it that way, (this would happen).
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FOCUS BBS process and principles
How Do We Properly Address Risk-Taking?
Information
Reminders
RISK
Limited/No Choice
Obstacle/Barrier
Physical or Organizational Changes
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Continual Improvement is built in
• Ongoing Steering Team Meetings at Location
– Process includes process review and changes, including areas
targeted for observations, observation checklist changes, and
effectiveness of corrective actions
• Quarterly Corporate Users Groups Meetings
• Data Review
• Successes, failures
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Step 3- Ongoing activities
Steps/ information/ Actions
1. Steering Team Training
#3 (Data Analysis and
Problem Solving)
2. Steering Team Training
#4 (Process Long-term
Issues)
3. Process Audit and
Continuous
Improvement
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Comments/
Responsibilities
Time Required
Timetable
Internal Consultant,
Steering Team Members,
Site Coordinator
4 hours
2-3 months after
Kickoff or when
data is sufficient
Internal Consultant,
Steering Team Members,
Site Coordinator –
Additional Training as
Needed
4-8 hours
6 months after
kickoff
Internal Consultant,
Strategic Management,
Steering Team Members,
Site Coordinator –
Additional Training as
Needed
8 hours
12 months after
Kickoff
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Obstacles/ Challenges Encountered
• Selecting the Right Approach for your company, culture
• Designing and Maintaining a Database for Observations
• Changing the perception that its only about conducting observations
• Site Readiness Levels
• Business Conditions
• Cultural Differences at Locations
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Lessons learned
• Secure top senior and location management support for the effort
• Communicate process expectations up front before you begin to
implement a site process
• The process kickoff can take longer than expected
• Communicate Successes and Activities Widely
• Its hard work to maintain momentum and Growth
• Done correctly, the process is a very positive addition to the safety effort
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Results- FOCUS based approach
Average 3 Year Reductions
TRIR 3 Year Reductions
2.9
0.52
3 Yr Avg (Previous
Baseline)
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3 Yrs in Avg - (Post)
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3
2.5
2
1.5
1
0.5
0
A BBS Location Perspective- Rockwell
Automation’s Twinsburg location
• Truly Baird- Twinsburg FOCUS BBS Team Member
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Thank You! Questions?
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