Transcript Slide 1

CII Safety Symposium
Behaviorial Safety:
A practitioner perspective
Tan Mong Nguang
4th Oct 2012
NatSteel Holdings
Copyright © 2012 NatSteel Holdings Pte Ltd
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1. Heinrich's Accident Pyramid
Reactive
Fatal
Major Injury
Minor Injury
Near Miss
Unsafe Acts & Conditions
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Pro-active
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2. What causes accidents?
Behavioristic
Causes
Unsafe Personal
Factors
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Unsafe
Conditions
(Environmental)
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Attitude Completes Gaps in SMS
SMS system helps to:




Eliminate Unsafe Environmental Conditions.
Upgrade Engineering Controls.
Optimize Administrative Controls.
Provide Adequate PPE
BUT DOES NOT ALTER
ATTITUDE!
ATTITUDE DRIVES BEHAVIOUR
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Behavior
Observable Action
 Safe Behavior
 At-risk Behavior
 Measurable
Causes most accidents
Consequences motivate change
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3. What is BBS?
 Behavioral – Based Safety (BBS) is an injury
prevention process
 Focuses on at-risk behaviors that can lead to
injury
 Focuses on safe behaviors that can
contribute to injury prevention
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3. What is BBS?
There are 3 types of at-risk behavior:
 Conscious behavior
 Habitual behavior
 Unintentional behavior
BBS is about unintentional behavior and habitual
behavior.
To be more specific, it's about how to prevent
mistakes or errors you never wanted to make in the
first place.
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Application
THE CONCEPTS OF BBS CAN BE
APPLIED ANYWHERE!!!
 While Driving
 At Home
 At Work
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Behavioral Factors causing injury
 Rushing
 Frustration
 Fatigue
 Complacency
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Critical Behavioral Errors
 Eyes not on Task
 Mind not on Task
 Line - of - Fire
 Balance/Traction
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Deadly Combination
Rushing
Frustration
Fatigue
Complacency
Eyes not on Task
+
Mind not on Task
Line-of-Fire
Balance/Traction
= Increasing Risk of Injury
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4. Why Implement BBS?
 Safety is about people
 Compliance to system is not sufficient to
ensure injury-free workplace environment
 Consequences drive behavior
 Performance Feedback
 Deep involvement & participation by all
 Truly proactive
 Proven effective
 Build good safety culture
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Good BBS Program
 Reduces injury and illness
 Helps workers feel good about their work
 Reduces workers’ compensation costs
 Elevates SAFETY to a higher
level of awareness
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BBS Implementation Success Factors
 Management Commitment
 Felt Leadership & Dedication
 Personal Interest
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5. About NatSteel
■ A subsidiary of Tata Steel
■ Employs over 3,500
employees
China
Wuxi
NSX
India
■ World leader in scrap
management and melting
operations
NSV
Thailand
SIW
Vietnam
SAMC*
Philippines
Singapore
NSH
■ World-class operations
Steel Plant (EAF)
■ Industry leader in Safety,
Health and Environmental
practices
Rolling Mill
Downstream
Fabrication Services
BB / NSAU
Australia
Wires
Tata Steel India
* Minority share holding
•** Did not include Tata Steel Thailand (subsidiary of Tata Steel)
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Our Integrated Steelmaking Operations
Producing green steel from recycling metal waste
1. Radiation detection and
sorting of metal scrap
2. Steel production using world’s most
energy efficient Electric Arc Furnace
4. World’s largest single
fabrication facility for higher
productivity for the construction
industry.
Fabricates 500,000 mt of
products per year, using state-ofthe-art technology to meet
customers’ orders within 1 to 5
days:
• Cut-And-Bend to fabricate bars
• Mesh to weld and bend welded
fabric reinforcement from wire
rods
• Caging assembles
reinforcement bars and mesh
into 3-D cages
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3. Rolling mill benchmarked against global standards
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6. Our Program - STOPTM
 Start of Safety Excellence Journey in May 2008
 Implementation of Safety Training & Observation
Program (STOP™)
 BBS methodology
 Empowerment of supervisors and employees
 Strong communication between management and
employees
 Felt leadership, management commitment & role-modeling
 Coverage at all site operations
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STOP and the STOP™ logo are registered trademarks of E. I. du Pont de Nemours and Company (DuPont)
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Involvement
 STOP™ is a continuous program
 Cascaded top-down to all levels achieve critical mass
Top Management
Line Managers
Supervisors
Workers
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Six Step Process
A 6-step process of interaction to cultivate safety
awareness and positive behaviors.
Step 1:
Observation
Step 2:
Step 6:
Thank the
employee
Comment on safe
behavior
Step 5:
Discuss other
safety issues
Step 3:
Discuss on unsafe
behavior
Step 4:
Get agreement
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The STOP™ observation process is the copyrighted material of DuPont. Used with permission of DuPont
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Observation and feedback goals
 Initiate dialogue
 Create a situation where employees will consciously
practice safe behaviors.
 Reinforce safe behaviors.
 Correct worker when at-risk behaviors are observed.
 Through feedback look for the cause of at-risk behaviors;
facility/equipment, disagreement, etc.
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BBS Implementation in NSH
Training
Scheduling and
Deployment
STOP™
observations
Improvements
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• Start from top management
• Cascade to supervisors and workers
• Schedule STOP™ observations
• Done monthly or weekly with two-man team
• 6 categories
• Tracked with database for analysis and
identify problem areas
• Safety action plans to tackle problem areas
The observation categories are the copyrighted material of DuPont. Used with permission of DuPont.
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BBS Implementation in NSH
6 categories:
 Reactions of people
 Personal protective equipment
 Position of people
 Tools and equipment
 Procedures
 Orderliness Standards
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The observation categories are the copyrighted material of DuPont. Used with permission of DuPont.
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BBS Data Management
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BBS Data Management
Department A observed to be
the area that having highest
unsafe acts/hour
(based on 26 observations)
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5S Housekeeping
 Safety action plan developed based on STOP™
observation data
 One example is 5S Housekeeping, to target ‘Orderliness’
 5 different activities:
• Sort
• Set in Order
• Shine
• Sustain
• Standardize
 Achieve and sustain clean, neat and tidy workplace
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30 Days Clean Up
Types of actions includes:
• Rectification works
• Disposal of old and unused equipments
• Cleaning & painting,
• Rearrangement of equipments and storage,
• Renovation works and dust removals
• Engineering control measures
• And more...
 Creates visible impact on the shop-floor
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30 Days Clean Up
Link Bender
Cutting Machine
Link Bender
Cutting Machine
BEFORE
Bending Machine
AFTER
Bending Machine
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30 Days Clean Up
Storage Area
Workshop
Storage area
Parts Room
BEFORE
Workshop
BEFORE
Parts Room
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7. Roadmap
Month 1:
Leadership
Alignment
Month 2 to 5:
Leadership
Training
Month 6 to 13:
Achieving
critical number
Month 13
onwards:
Training workers
& contractors
• Formed a Safety
• Training of 15
• Cascade training to
• Half-day training
Observations and
managers monthly
50 employees and
for all ground
Audit (SOA) safety
(includes CEO &
supervisory levels
workers
subcommittee to
COO)
monthly
• Specific focus on
oversee this
• Created
• Continuous growth
objectives and
STOP™ program
observation
of STOP™
awareness of
frequency, and
observers
STOP™
schedule
• Pair up of new
• SOA subcommittee
STOP™ champions
tracks compliance
with experienced
schedule
observers
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areas,
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8. Safety Performance
 Significant safety improvements over past 4 years
 Achieved through high compliance of actual vs planned in
BBS schedule
Loss Time Injury Frequency (LTIF)
12
10.23
10
8
6
5.88
4
2
1.22
1.32
0.65
0
FY08
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FY09
FY10
FY11
FY12
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9. Summary
 Low upfront costs of implementation
 Use felt leadership to change safety mindset and
culture
 Significant safety ownership among all employees
 BBS is one of our most important safety management
tools
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WSA Award
 CEO Mr.
Vivek Kamra
receiving
Safety Award
from WSA in
2011
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