Transcript Achieving A Total Safety Culture

Making Safety A Culture,
Not Just an Initiative
Sherry R. Perdue, Ph.D.
Safety Performance Solutions
610 N. Main Street Suite 228 Blacksburg, VA 24060
www.safetyperformance.com
(540) 951-7233
Safety Achievement
A TSC Requires A Shift From
Dependence to Interdependence.
Interdependence
Independence
Leading
Succeeding
Dependence
Improving
Beginning
1
2
3
4
Dependence:
Independence:
Interdependence:
• Top-Down
• Bottom-Up
• Personal Commitment
• Safety for Self
• Incentives for Outcomes
• Behavior Focused
• Fact Finding
• Safety is Priority
• Eventual Fix
• Empowerment
• Condition of Employment
• Safety for OSHA
• Disincentives for Outcomes
• Environment Focused
• Fault Finding
• Safety is Important
• Quick Fix
©Safety Performance Solutions, Inc. (5.06)
• Team Commitment
• Safety for Others
• Recognition for Behavior
• Env./Beh./Person
• Systems Thinking
• Safety is a Value
• Continuous Improvement
2
A Total Safety Culture
Has Four Characteristics.
 Safety is held as a value by all employees.
 Each individual feels responsible for the safety of their coworkers
as well as themselves.
 Each individual is willing and able to “go beyond the call of duty”
on behalf of the safety of others.
 Each individual routinely performs actively caring and/or safety
behaviors for the benefit of others.
©Safety Performance Solutions, Inc. (5.06)
3
Values, Intentions, and
Behaviors Aren’t Always Consistent.
“Employees should ...
“I am willing to ...
“I do ...
...caution coworkers when observing
them perform at-risk behaviors.”
Percent Agreement
100
80
60
40
20
0
Values
(Should)
©Safety Performance Solutions, Inc. (5.06)
Intentions
(Willing)
Behaviors
(Do)
4
A TSC Requires
Continual Attention to Three Areas.
PERSON
ENVIRONMENT
Knowledge, Skills, Abilities,
Intelligence, Motives,
Attitude, Personality
Equipment, Tools, Machines,
Housekeeping, Climate,
Management Systems
SAFETY
CULTURE
BEHAVIOR
Putting on PPE, Lifting properly, Following procedures,
Locking out power, Cleaning up spills,
Sweeping floors, Coaching peers
©Safety Performance Solutions, Inc. (5.06)
5
Actively Caring Is
Influenced by Five Person States.
Self-Effectiveness
“I can do it”
Personal Control
“I am in control”
Self-Esteem
“I care about myself”
©Safety Performance Solutions, Inc. (5.06)
Optimism
Actively
Caring
“I expect the best”
Belonging
“I care about my team”
6
“The very things that got us here
may be the same things
that hold us back from getting better.”
©Safety Performance Solutions, Inc. (5.06)
7
A ‘Call to Arms’
- Assess safety
culture
-- Create a sense of
urgency
©Safety Performance Solutions, Inc. (5.06)
Establish
Expectations
Develop
Safety
Leadership
Align Safety
Systems
- Make safety
everyone’s
responsibility
- Improve the
ability
of leaders to
drive safety
- Develop & improve
systems using a
‘people-based’ focus
Total
Safety
Culture
8
A “Call to Arms”
A ‘Call to Arms’
- Assess safety
culture
-- Create a sense of
urgency
©Safety Performance Solutions, Inc. (5.06)
Establish
Expectations
Develop
Safety
Leadership
Align Safety
Systems
- Make safety
everyone’s
responsibility
- Improve the
ability
of leaders to
drive safety
- Develop & improve
systems using a
‘people-based’ focus
Total
Safety
Culture
9
A Safety Culture Survey Measures
Employee Perceptions.
-Perceptions are “reality”
- Although perceptions may be incorrect, they drive
behaviors and establish the culture.
©Safety Performance Solutions, Inc. (5.06)
10
A Safety Culture Survey (SCS)
Serves Several Purposes.
 Identifies strengths and weaknesses in current safety systems
to help identify and prioritize areas of focus.
 Provides a means to compare performance against a
benchmark.
 External (overall, industry)
 Internal (cross-department, cross-facilities, oneself over time)
 Provides a performance metric of improvement initiatives
(through repeated administration).
©Safety Performance Solutions, Inc. (5.06)
11
A SCS Provides Many Benefits.
 Provides a proactive measure (v. trailing indicators such as injury stats,
workers’ comp costs and regulatory penalties)
 Provides a gap analysis, differentiating perceptions of management and
employees
 Provides information to effectively set budget priorities and allocate
limited funds (and avoid the shotgun approach)
 Opens lines of communication
 Enhances employee support for change (employees more likely to
support change that’s based on their input and recommendations)
 Address requirements for employee involvement and annual program
evaluations mandated by OSHA VPP
©Safety Performance Solutions, Inc. (5.06)
12
A SCS Has Benefits Over Other
Information Gathering Tools.
 Gathers information from all or a representative sample.
 Committees, suggestion systems, and even interviews favor the
vocal minority
 Results in better information, as well as “empowered” workforce.
 Gathers sensitive information from employees in a confidential
manner (thus encouraging more frank, candid comments).
 Relatively quick, easy, and cost-effective.
©Safety Performance Solutions, Inc. (5.06)
13
A SCS Should Measure
A Wide Variety of Issues.
 Management Support for Safety
 Genuine interest in reducing injuries (v. “keeping the numbers low”)
 Willingness to invest resources (i.e., time and money)
 Ability to balance safety with other KPI’s (e.g., productivity, schedule)
 Peer Support for Safety
(“Interdependence” or “Actively Caring”)
 Personal Responsibility for Safety
©Safety Performance Solutions, Inc. (5.06)
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A SCS Should Measure
A Wide Variety of Issues.
 Safety Management Systems, including:
 Incident Reporting & Investigation
 Discipline
 Rewards & Recognition
 Communication
 Safety Accountability
 Training
 Behavior-based Observation & Feedback process
 Employee Involvement
 Facilities Audits & Inspections
©Safety Performance Solutions, Inc. (5.06)
15
46%
Site S-SA 2000
15%
38%
When Interpreting the Data, Consider These
63%
25%
13%
Particularly
Interesting
Comparisons.
54%
16%
30%
60%
Norm
21%
19%
Plant Maint
Plant Prod
54%Survey Results:12%
34%
2003
64% encourage employees
13%
Mining Prod
"Supervisors sometimes
to23%
Mining Maint
Engineer Svcs
Repair Shop
69%to get the job done."
6%
overlook hazards
Site S-SA
2003
Loading
SiteMaterials
S-SA 2001
Mgt
Site& S-SA
2000
HR
Accounting
Norm
Unknown
Senior
Mgt
Wage
Plant
Maint
LineProd
Mgt
Mgt.
Plant
Wage
Mgt Norm
Mining
Maint
Wage
Norm
Unknown
Mining
Prod
Engineer Svcs
Shift 1
©Safety
Performance
Repair
ShopSolutions, Inc. (5.06)
71%
60%
51%
74%
46%56%
53%
60%
50%63%
54% 71%
54% 69%
57%
64%
69%
69%
71%
25%
7%
15%
20%
17%
15%
21%
25%
20%
33% 15%
11%
38% 23%
21%
18% 21%
30%19%
17%
16%
25% 33% 13%
11% 30% 17%
18%34% 13%
12%
15% 13%
29%
23%
6%
14%
7%
25%
18%
21%
Organization
vs. Time
vs. Norm
Wage vs. Salary
vs. Wage Norm
vs. Mgt. Norm
16
When Interpreting the Data, Consider These
Particularly Interesting Comparisons.
 Look at the patterns shown by ‘sets’ of items:
 Employees should give feedback to peers for at-risk behavior…
 I’m willing to give feedback to peers…
 I do give feedback to peers…
Should
80%
14%
6%
Willing
78%
16%
6%
Do
66%
Favorable
©Safety Performance Solutions, Inc. (5.06)
24%
Neutral
10%
Unfavorable
17
When Interpreting the Data, Consider These
Particularly Interesting Comparisons.
 Look at the patterns shown by ‘sets’ of items:
 Production demands don’t override Managers’ concern for safety.
Sunoco Chemicals
Organization
Norm
Petrochem Norm
57%
15%
45%
28%
25%
48%
31%
23%
29%
 ProductionMaintenance
demands don’t 48%
override Supervisors’
concern for safety.
13%
39%
Plasticizer
42%
Material
Handling
Sunoco
Chemicals
Organization
40%
Laboratory
Norm
50%
45%
Plant Admin
Petrochem
Norm
51%
Other Admin
©Safety Performance Solutions, Inc. (5.06)
5%
53%
27%
66%
14%
25%
27%
75%
87%
24%
33%21%
25%
28%
13%26% 13%
13%
18
Following the Analysis, Leadership Must
Set a Clear Agenda for Change.
 A clear vision (what the desired culture will be like) and
objectives
 Agreement of the steps that must be taken
 A leadership team that is unified, energized, and prepared to
lead the change
 A communication strategy to ensure that the message is
consistent across the organization
©Safety Performance Solutions, Inc. (5.06)
19
Establish Expectations
A ‘Call to Arms’
- Assess safety
culture
-- Create a sense of
urgency
©Safety Performance Solutions, Inc. (5.06)
Establish
Expectations
Develop
Safety
Leadership
Align Safety
Systems
- Make safety
everyone’s
responsibility
- Improve the
ability
of leaders to
drive safety
- Develop & improve
systems using a
‘people-based’ focus
Total
Safety
Culture
20
Poorly Defined Expectations
Result In Two Problems.
 Leaders don’t always understand what they can
and should do to support safety.
 The organization doesn’t recognize or reward
those who perform well or help develop those who
do not.
 “What Gets Measured Gets Done”.
©Safety Performance Solutions, Inc. (5.06)
21
SCS Results Often Reveal
Low Supervisor Support for Safety.
“Supervisors sometimes encourage employees to overlook hazards to get
the job done.”
12
10
78
“Employees are given feedback by supervisors if they are observed working
unsafely.”
22
5
73
“I am encouraged to stop a job is a safety hazard is identified.”
22
28
50
“Work productivity and quality usually have a higher priority than work
safety.”
12
©Safety Performance Solutions, Inc. (5.06)
28
60
22
Further Study Often Reveals Supervisors Have
Poorly-Defined Safety Responsibilities.
 “Give monthly safety meeting talk”.
 “Make sure everybody’s wearing their PPE”.
 “Stop an employee if you see them breaking a safety rule”.
 “Send people to training when required”.
 “Help new employees or transfers learn the safety rules”.
 “Keep the injury rate in your group as low as
possible.”
©Safety Performance Solutions, Inc. (5.06)
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Use Three Steps to Develop
Supervisor Accountabilities.
 Step 1: Skill Set Development and Endorsement
 A representative team develops a list of items describing how
supervisors can be “TSC Change Agents”.
 The list is reviewed, modified, and endorsed by the Senior
Management Team as expectations for job performance.
 Step 2: Skill Set Communication and Training
 Step 3: Performance Support and Evaluation
©Safety Performance Solutions, Inc. (5.06)
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The Skill Set Typically Contains
Many Categories.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Support and reward employee participation in safety activities.
Set safety goals and expectations with employees.
Provide regular formal and informal safety performance feedback.
Model appropriate safety-related behaviors.
Solicit and encourage employee input on safety-related matters.
Demonstrate fact-finding rather than fault-finding for safety concerns.
Communicate safety-related information, focusing on process measures, to
employees regularly.
Show visible support for safety policies, rules, procedures, and regulations
(regardless of personal opinion).
Demonstrate appropriate balance between safety and other performance
measures.
Focus on safety processes rather than outcomes.
Foster teamwork within the group.
©Safety Performance Solutions, Inc. (5.06)
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Each Category Should be Defined in
Objective, Observable, Behaviors.
A. Support and reward employee participation in safety activities
 Behavioral Observation and Feedback Process (BOFP)










Work with BOFP committee member(s) to establish goals for your group.
Schedule time for observations every week.
Allow/encourage BOFP meetings.
Participate in (or lead) ABC analyses.
Request BOFP observations for specific operations or jobs and during
outages or turnarounds.
Request BOFP observations be performed on you.
Review (or ask BOFP participant to review) BOFP progress reports at
monthly safety meetings.
Recognize individual contributions toward BOFP (privately and publicly).
Recognize overall BOFP process accomplishments.
Keep up-to-date on pertinent BOFP data, including:
Group members who are trained observers.
©Safety Performance Solutions, Inc. (5.06)
26
Use Three Steps to Develop Supervisor
Accountabilities.
 Step 1: Skill Set Development and Endorsement
 A diagonal cross-sectional team developed a list of items (skill set)
describing the ways FLSs can be “TSC Change Agents”.
 The list was reviewed, modified, and endorsed by the Senior
Management Team as expectations for job performance.
 Step 2: Skill Set Communication and Training
 Step 3: Performance Support and Evaluation
©Safety Performance Solutions, Inc. (5.06)
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Employee Engagement is Critical to
Achieve a TSC.
 Employees know about unsafe conditions.
 Employees know when and where the at-risk behaviors occur.
 Employees know more about peers’ feelings, attitudes, and
emotions which may impact safety.
 Employees are in the best position to use the behavior-change
strategies on a daily basis.
 Peer support (“peer pressure”) is an extremely powerful motivator.
 Participation fosters ownership.
©Safety Performance Solutions, Inc. (5.06)
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Involvement Increases the Generalization
of Safe Behavior.
Behavior
Two Groups
Target
Involved
Uninvolved
©Safety Performance Solutions, Inc. (5.06)
Other
Increase
Increase
Increase
No
Change*
29
Employees Should Contribute In Ways that
Match Their Skills and Interests.
Conducting a VHS Audit
An individual achieving a “positive score” on a VHS audit
A department achieving an average “positive score” on a VHS audit
Achieving a positive grade on “Company Safety Directives”
Attending a optional safety meeting or safety training
Serving on a safety committee
Passing a “knowledge check” after training
Answering a series of questions correctly during a “Knowledge Check Audit”
Leading a group safety meeting
Conducting or reviewing a JSA, JHA, or SOP
Participating in an incident investigation
Reporting a “qualifying” near miss or safety suggestion
Average time to safety work order closure
Conducting a safety/housekeeping audit or vehicle inspection
“Score” on a housekeeping audit
Sharing injury/near miss at safety meeting
Completing ‘Defensive Driving” course or EMT/First responder certification
Conducting an Ergonomic job evaluation/modification
©Safety Performance Solutions, Inc. (5.06)
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Develop Safety Leadership
A ‘Call to Arms’
- Assess safety
culture
-- Create a sense of
urgency
©Safety Performance Solutions, Inc. (5.06)
Establish
Expectations
Develop
Safety
Leadership
Align Safety
Systems
- Make safety
everyone’s
responsibility
- Improve the
ability
of leaders to
drive safety
- Develop & improve
systems using a
‘people-based’ focus
Total
Safety
Culture
31
Align Safety Systems
A ‘Call to Arms’
- Assess safety
culture
-- Create a sense of
urgency
©Safety Performance Solutions, Inc. (5.06)
Establish
Expectations
Develop
Safety
Leadership
Align Safety
Systems
- Make safety
everyone’s
responsibility
- Improve the
ability
of leaders to
drive safety
- Develop & improve
systems using a
‘people-based’ focus
Total
Safety
Culture
32
Align Safety Systems
All systems should accomplish their
primary objectives
in a way that fosters a TSC.
• Safety-Related Discipline
• Audits and Inspections
• Incident Reporting and Analysis
• Observation and Feedback
• Reward and Recognition Systems
©Safety Performance Solutions, Inc. (5.06)
• Safety Committees
• Safety Communication
• Safety Policies & Procedures
• Safety Accountability Systems
• S&H Measurement Systems
33
Case Study 1
Safety and Health
Measurement System
“Visibility Boards” Are Used to Manage Key
Performance Indicators.
Fabrication Department
©Safety Performance Solutions, Inc. (5.06)
35
The “Visibility Board” for Safety Contained
Little Useful Information.
Safety
Days Since Last
Lost Time Injury
TRIR
20
15
41
10
5
0
J
F
M
A
M
J
J
A
S
O
N
D
Monthly Safety Topic: Fall Protection
©Safety Performance Solutions, Inc. (5.06)
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Incident Statistics Are Not Sufficient
Indicators of Safety Performance.
 Polluted (influenced by):
 At-risk Behaviors and Conditions
 Uncontrollable Events
 Reporting Practices
 Record-Keeping Practices
 Medical Management and Return-to-Work Practices
 Trailing vs. Leading
 Non-diagnostic: tell us how things are going, but do not
indicate how to improve.
©Safety Performance Solutions, Inc. (5.06)
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Emphasis on Outcome Measures
Damages the Safety Culture.
 Encourages (and rewards) underreporting.
 Fosters a lack of confidence in management’s
commitment to employee safety.
 Stifles employee involvement and personal
accountability.
 Failure oriented: breeds “learned helplessness”.
 Precludes system improvements
 Fosters a “fix the symptom”, not “fix the system” mentality
 Encourages knee-jerk reactions (i.e., tampering)
38
©Safety Performance Solutions, Inc. (5.06)
Over-Emphasis on Outcome Measures
Damages Employee Perceptions.
With crippled limbs and mangled feet,
a million man-hours we did meet;
With records kept such as these,
we’ll reach a zillion it’ll be a breeze;
Rewards are for achievements met,
but we ain’t reached a million yet;
Their safety program is a sham,
As for you and me? They don’t give a damn.
- Hourly employee, Chemical processing plant
©Safety Performance Solutions, Inc. (5.06)
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Safety Process
Measures Provide Many Benefits.
 Provide early identification of system
problems.
 Track genuine change, improvement.
 Identify opportunities for injury prevention.
 Encourage active involvement (engagement).
 Foster sense of personal control.
 Builds self-esteem and group cohesion.
©Safety Performance Solutions, Inc. (5.06)
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Safety Metrics Were Chosen To Reflect
Performance of Key Safety Processes.
 Ergonomic job
evaluation/modification
 Behavioral observation and
feedback
 Safety inspections
 Incident reporting and
analysis
©Safety Performance Solutions, Inc. (5.06)
 Safety suggestions / near
miss reporting
 Safety training
 Safety meetings
 Safety work orders
 Safety committees
41
Process Measures Should Include
Quantitative and Qualitative Measures.
 Safety Audit Process
 Quantitative Measures:
 Number of safety audits completed
 Percentage of audits involving managers; hourly employees
 Number of action items identified; completed
 Average time-to-closure on action items
 Qualitative Measures:
 Accuracy of audits (via second observer reliability)
 Significance of issues identified
 Effectiveness of solutions implemented
©Safety Performance Solutions, Inc. (5.06)
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The New “Visibility
Boards” Are Information Rich.
Safety
Processes
Evaluated
#
%
185 100
ERGONOMICS
Total Processes # Concerns # AIs in
OK
Not OK Identified Progress
72% 28%
42
3
Near Miss/Incident Analyses
Total # :
4
Closed out:
3 (75%)
Resulting AIs: 11
Closed out:
6 (55%)
Avg Time
17 days
# AIs
# AIs
Completed Open
32
3
Safety Suggestions
# Received:
18
# Addressable: 16
# Complete:
11
# in Progress: 1
# Open:
4
BBS
100
90
80
70
60
50
40
30
20
10
0
1
2
3
4
5
6
7
100
Other Activities
Monthly training
Safety audit
AI Close-out
JSA Review
©Safety Performance Solutions, Inc. (5.06)
vs. Goal
74%
100%
68%
23%
Highlighted Activities
______________________
______________________
______________________
______________________
90
80
70
60
50
40
30
20
10
0
J
F
M
A
M
J
J
A
S
O
N
D
43
The “Board” Is Reviewed Weekly With
Management and Employees.
©Safety Performance Solutions, Inc. (5.06)
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Case Study 2
Incident Investigation System
Redesign
Management Questioned the
Effectiveness of their Process Where
Human
Behavior
was
Involved.
?
?
Root
Causes
?
?
?
©Safety Performance Solutions, Inc. (5.06)
46
The Current Process Revealed Several
Weaknesses.
 Little employee involvement during analysis or follow-up
 No expertise or training provided in Psychology or Human Factors
 No behavior analysis tools used (e.g., ABC Analysis, Task Analysis)
 Root causes identified often included “Employee Action”. Therefore“Counsel
Employee” or “Discipline Employee” were common.
 Communication was less than adequate
 Of the incident
 Of the analysis results
 Of recommended follow-up actions
 Of the completion of follow-up actions
 Generalization of follow-up actions was infrequent.
©Safety Performance Solutions, Inc. (5.06)
47
Incomplete Analysis Leads to
a Feeling of Blame.
“Human Error”
Implies…
Incompetent
Careless
Lazy
Unmotivated
Inattentive
Clumsy
©Safety Performance Solutions, Inc. (5.06)
48
Survey Results Highlighted A
Revealing Pattern.
Blame...
Salaried
who have been involved
in incident investigations
Hourly
who have been involved
in incident investigations
Hourly
who have NOT been involved
in incident investigations
©Safety Performance Solutions, Inc. (5.06)
Problem Solving...
45
40
35
30
25
20
15
10
5
45
40
35
30
25
20
15
10
5
Very
Somewhat
Neither
Somewhat
Very
Very
Somewhat
Neither
Somewhat
Very
Very
Somewhat
Neither
Somewhat
Very
45
40
35
30
25
20
15
10
5
49
Incomplete Analysis &
Wrong Conclusions
Ineffective
Countermeasures
Feelings of
Blame
Incomplete Information Disclosure
©Safety Performance Solutions, Inc. (5.06)
50
Negative Perceptions Leads to
Under-Reporting.
 60% of employees think they would be blamed.
 47% believe they or a coworker will be disciplined.
 52% believe the incident would effect them in the
future.
 60% would not report an incident if they could avoid
doing so.
©Safety Performance Solutions, Inc. (5.06)
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The Incident Analysis Process Was
Redesigned to Meet Two Goals.
 Better determine the immediate causes and
root causes (especially those influencing
human behavior) which allowed the incident to
occur so effective counter-measures can be
taken to reduce future injury risk.
 Encourage the full and open participation of all
employees by eliminating any fault-finding,
adversarial atmosphere.
©Safety Performance Solutions, Inc. (5.06)
52
Incident Analysis Team Training
Focused on Human Elements.
 Interviewing strategies and techniques
 Factors influencing human performance
 Human error
 Risky behavior
 Analytical investigation techniques
(including behavior analysis tools)
©Safety Performance Solutions, Inc. (5.06)
53
Unsafe Behavior is Often the Result of
System Influences.
At-Risk Behavior
Did operator purposefully perform
a behavior which
s/he knew to be unsafe?
Human Error
System-Induced
Human Error
©Safety Performance Solutions, Inc. (5.06)
Individual
Variance
No
Yes
Risky Behavior
System-Encouraged
Behavior
Willful Negligence
Act of sabotage
54
Safety Achievement
A TSC Requires A Shift From
Dependence to Interdependence.
Interdependence
Independence
Leading
Succeeding
Dependence
Improving
Beginning
1
2
3
4
Dependence:
Independence:
Interdependence:
• Top-Down
• Bottom-Up
• Personal Commitment
• Safety for Self
• Incentives for Outcomes
• Behavior Focused
• Fact Finding
• Safety is Priority
• Eventual Fix
• Empowerment
• Condition of Employment
• Safety for OSHA
• Disincentives for Outcomes
• Environment Focused
• Fault Finding
• Safety is Important
• Quick Fix
©Safety Performance Solutions, Inc. (5.06)
• Team Commitment
• Safety for Others
• Recognition for Behavior
• Env./Beh./Person
• Systems Thinking
• Safety is a Value
• Continuous Improvement
55
Questions ??
©Safety Performance Solutions, Inc. (5.06)
56