Transcript Crash Analysis and Benchmarking as Tools to Improve Fleet

Crash Analysis and
Benchmarking as Tools to
Improve Fleet Safety—or– What
Metrics Should I Use and How Should I
use Them?
“Facts
are better than dreams.”
Jim Collins, Good to Great
International Conference on Road Safety at
Work
Track 2.3 Management and Intervention
Washington DC
February 17, 2009
Lynn Berberich
Driver & Fleet Safety Consultant
[email protected]
What is Benchmarking: A
Set Up
Process
&
Planning
Review
and Adapt
Data
Gathering
Implement
Change
Determine
Gaps
Questions
Why measure?
Why benchmark?
What metrics?
• Leading versus lagging indicators
What and how to measure?
• How to use crash analysis
What and how to benchmark?
•
Internal and external benchmarking
Open discussion
Why Measure?
What gets
measured
gets done
Facts clarify
what must be
done to make
progress
• However what gets
done may defeat the
purpose of what was
measured.” Dan Zahilis,
“Beware the Disconnect”,
Professional Safety, Nov.
2005
• Employees drive safety when
the metrics upon which they
are measured, make safety an
important measure of their
performance and their
manager’s performance
“When you turn over rocks and look at all the squiggly things underneath,
you can either put the rock down or you can say, ‘My job is to turn over
rocks and look at the squiggly things’ even if what you see can scare the
hell out of you.”
Fred Purdue, Pitney Bowes Executive, quoted in, Good to Great
Why Benchmark?
• Metrics on their own are meaningless
• Comparisons show progress or lack
there of and help identify what is
working and what is not and help to
direct next steps
• Senior Managers pay attention to and
understand numbers
What Metrics?
April 15, 1912-Titanic sank
LIVES LOST
Original #s
Revised #s
US Senate
British Board
of Trade
1,517
1,503
1,500
1,490
Press
1,302
1,522
•Another revision followed
•Agreement that 705 survived
- an easier number to count
What Metrics? Problems
with Data
Crashes
classified
by meeting
certain
criteria
Data as
unit of
measure
No universal
agreement
Usually only
a subset of
the reality
•Worldwide, more than 1 billion traffic crashes recorded and classified
•Many unanswered questions due to accuracy, consistency, completeness
•Fatalities, a yes/no questions are the easiest- FARS
What Metrics? Crash
Metrics
What is
a Crash?
Does it include?
Acts of nature, collision with animals, fire,
theft, vandalism, object hit vehicle, hit while
parked, collision with debris, glass only
damage
How are crashes classified?
How are
crashes
classified?
At fault-not at fault
Accident or incident
Preventable or not preventable
Blameworthy or not blameworthy
Avoidable or not avoidable
What Metrics? Crash
Reports
All incidents
are tracked
Crash Reports
& Post Incident
Review should
Cover: Who, What
Where, When
& Why
• Even glass &
mirror damage?
Manager and
Driver
understand
importance
of reports
Long and
Short Form
• Metrics on time to
report &
unreported
damage
• Use drop downs
and tick boxes to
help with
consistency
What Metrics?
Measures
Data Available?
Incidents/Million Miles Driven
Incidents/Hours Driven
Total Crash Costs/Number of Crashes
Risk or Near Misses/Hours Driven
Annual Incidents/Vehicle or Driver
Percentage of Vehicles or Drivers in a Crash
No single number tells you if the system, process,
leadership and culture are all aligned with safe driving
What Metrics? Accident/Incident per Million
Miles
Year- to- Year Summary
(excludes glass)
Data
2004
2005
2006
2007
Average
Incident Rate
6.3%
7.6%
8.4%
6.9%
7.3%
Accident Rate
9.5%
9.5%
9.2%
8.6%
9.2%
Total Incid/Accid Rate
15.8%
17.0%
17.6%
15.6%
16.5%
Incidents Per Million Miles
2.6
3.3
3.6
2.8
3.1
Accidents Per Million Miles
3.8
4.1
4.0
3.6
3.9
Total Incid/Accid Per Million
6.4
7.4
7.5
6.4
6.9
24,961
22,886
23,892
24,943
24,170
Average Annual Mileage
Incid/Accid Rate %
Avg Incid/Accid Rate %
Incid/Accid Per Million Miles
Avg Incid/Accid Per Million Miles
Incident/Accident Rate
20%
8
15%
6
10%
4
5%
2
0%
0
2004
2005
2006
2007
Incidents/Accidents Per Million Miles
Year
What Metrics? Vehicle Crash
Type & Cost
Events by Type and Average Cost
35
$9,000
# Events
30
Average Cost
$8,000
# Events
$6,000
20
$5,000
15
$4,000
10
$3,000
$2,000
5
0
$1,000
$0
Average Cost
$7,000
25
What Metrics? Lagging
Indicators
• Crash data is a lagging
indicator providing
progress toward the vision
of zero crashes
• Crash data measures
failure
• “People are the problem”
a belief that every crash is
the result of a training
issue or opportunity
Heinrich’s 1930 work
Accidents caused by people,
doing unsafe acts
“people are the problem”
What are Leading Indicators?
Measures used to prevent crashes and identify
interventions
Near misses
braking,
speeding,
following
distance
Physical
audits,
inspections,
drive
besides,
commentary
drives
Training
and
education
Driver
perceptions,
alignment
between
words,
actions and
goals
Leadership,
time,
commitment,
dollars
Leading versus Lagging
Indicators
RESULTS
Costs
APMM
PROCESSES &
ACTIVITIES
Policies & Procedures
Compliance
Education
Training
PERCEPTION
Leaders, Managers
Employees
CULTURE
Behaviors
Leadership
Conditions
What to Measure
Lagging IndicatorsResults
Measures
Leading Indicators
Process &
activities
• Training new & existing
employees
• Education
• Compliance/policy
Culture &
behaviors
• Commentary drives
• Audits and observations
• Manager and Leader time
Perception
&
attitudes
• Employee feedback
surveys
• Attitude, self perception
surveys
Incidents/Million Miles Driven
Incidents/Hours Driven
Total Crash Costs/Number of Crashes
Risk or Near Misses/Hours Driven
Annual Incidents/Vehicle or Driver
Percentage of Vehicles or Drivers in a
Crash
Ways to
look at the
data
Ways to
analyze
the data
Focus on
Pay attention to
How to Use Crash Data
• Individual driver
• Manager/supervisor
• Location/depot/CC
• Division/region
• Organization/Sub
• Function
• Country
• Continent
• Leading and lagging
indicators
• Potential incident
reduction interventions
• A range of options
• The limitations of the
data
• Opportunities to
improve the data: type,
quality, level
Using Crash Data
• Most people think that training is the answer to
reducing crashes
Reality: Driving skill causes < 5% of crashes.
Treat 1977, McLean 1979, AAA 1981, HRSCRS 1982, Twisk 1994
– More than 90% of crashes are caused by driver
attitude and behavior behind the wheel.
Distractions and fatigue are growing issues
Using Crash Data
Does this driver
need skid
training on an
ice pad?
or an attitude
adjustment on
driving at a safe
speed?
Use Caution When Looking at Crash
Data and Selecting Counter-measures
Driver
Skids on
Ice
Collision
with
Animal
• Skid recovery
skill or
• Excessive
speed for
conditions
• Fate or
• Driver spilled
hot coffee, not
scanning
Driver
Speeding
• Distracted on cell
phone or
• Family issues or
• Aggressive
driving attitude
Driver hits
Other
Party from
Behind
• Education on
following
distance or
• Driver health
issue, drowsy
“Much of corporate management does not seem willing or equipped to address
directly what is often the real core of operational problems—mindset.”
James Champy, Re-engineering Management
What is Benchmarking?
• A continuous process
of measuring
products, services or
practices to gain new
insights and ideas for
improvement
• Benchmarking can
start with 10
questions or 5 data
points or a 3 day
interview to gather
data
Benchmarking Process
Review &
Adapt
Data
Gathering
Implement
Changes
Identify
Gaps
What to Benchmark?
Results- lagging indicators
Typically used
Measures
Better approach is to add
leading indicators
Process &
activities
Incidents/Million Miles Driven
• Training new & existing
employees
• Education
• Compliance/policy
Incidents/Hours Driven
Total Crash Costs/Number of Crashes
Risk or Near Misses/Hours Driven
Culture &
behaviors
• Audits and observations
• Commentary drives
• Manager and Leader time
Annual Incidents/Vehicle or Driver
Percentage of Vehicles or Drivers in a
Crash
Perception
& attitudes
• Employee feedback
surveys
• Attitude, self perception
surveys
How to Get Started Benchmarking
Start with what you have available
Identify where and why data is not complete
Show the data that you do not have as blank and track completeness
Use leading and lagging indicators
• Internal
Consider using your fleet management or accident management
company or your insurance carrier or broker or your NSC industry
group or other industry group to organize benchmarking
Start with the data you have- policies and crash data, build from
there
• External
Benchmarking: Where to Start?
Policy Components
Vehicle
• Vehicle selection
requirement:
• Anti lock brakes
• Safety rating
• Electronic Stability
Control
• Tires,
maintenance
• Towing, load
• Seatbelts
Driver
• Recruitment/Orie
ntation
• Qualifications
• MVRs
• Drugs, alcohol
• Health, fatigue
• Training
• Assessment
• Audits,
inspections
• Use of electronics
• Non-compliance
Journey
•
•
•
•
•
Vehicle usage
Night Driving
Speed
Hours
Reversing,
backing, parking
• Emergency
procedures
• Crash reporting
• Post crash process
Benchmarking Examples: Internal
Company Centering Score
Benchmarking Examples: Internal
Element Details
Management Systems
 Executive Management involvement
 Senior Management involvement
 Field Management involvement
 Competency and Accountability
 Teams
Centralized Approach
Decentralized Approach
Operating Systems
 Data collection and analysis
 Motor Vehicle Record management
 Accidents/Incidents performance
 Driver Profiles
 Policies and Procedures
 Technology Application
–
Telematics
–
Predictive Modeling
–
Event Data Recorders
 Vehicle Selection
Behavioral Systems
 Training
Classroom
On line
Behind the Wheel
 Behavioral Awareness and Action Tools
Commentary Drives
Event Coaching
Rewards & Recognition
Communications
Environmental, Health & Safety
 Occupational Hazards
 Medical, Wellness, EAP
 Environmental Practices
Measurement & Results
 Key Performance Indicators
 Stratification
 Performance Criteria and Accountability
Benchmarking Examples:
Internal
Process Flow
1.
2.
3.
4.
5.
Conduct Analysis
Generate Score and Formal Report
Develop short term and long term strategic plan
Develop milestones, targets and metrics
Develop and/or enhance program
How it is Done
1.
2.
3.
4.
Data Analysis
Knowledge broker interviews
User interviews
On-site reviews
Benchmarking Examples: Internal
Centering Assessment Output
Accident Reporting
Streamlined Training
Management Coaching
Cultural Indicators
Skills & Performance Assessments
High-Risk Drivers
New Employee Orientation
Executive Management Support
Financial Support
Communications
Accountability
Long Term Strategy
Fleet Management
Vehicle Selection
Accident Management
Policies & Procedures
Data Stratification
Cost
Strong EHS programs
EHS Staff
Targeting Field Issues
Risk Reduction Strategies
Whole Person Concept
New Employee Orientation
Total Crash Rate
Trending
Regional Performance
Reporting & Actions
Benchmarking Examples
• Pharma group
– 25 plus global companies, most in the
pharmaceutical sector, started with results
moving to leading indicators
• www.fleetsafetybenchmarking.net
– BRAKE, UK Dept for Transport, IDS, British
Telecom & more than 400 other
organizations
Incid/Accid Rate %
Avg Incid/Accid Rate %
Incid/Accid Per Million Miles
Avg Incid/Accid Per Million Miles
30%
18
Incident/Accident Rate
16
25%
14
20%
12
10
15%
8
10%
6
4
5%
2
0%
0
Incidents/Accidents Per Million Miles
Benchmark- Industry Segment
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
Av
era
ge
Incident Rate
5.5
%
7.0
%
7.1
%
14.
1%
1.2
%
2.6
%
2.3
%
3.2
%
8.1
%
14.
9%
5.8
%
11.
0%
3.7
%
6.7
%
10.
6%
6.9
%
Accident Rate
6.8
%
9.6
%
12.
2%
13.
4%
2.3
%
1.5
%
1.8
%
2.8
%
15.
0%
13.
6%
10.
0%
12.
3%
3.7
%
11.
4%
13.
2%
8.6
%
Total Incid/Accid
Rate
12.
3%
16.
6%
19.
2%
27.
5%
3.5
%
4.1
%
4.1
%
6.0
%
23.
1%
28.
5%
15.
8%
23.
4%
7.4
%
18.
2%
23.
8%
15.
6%
Incidents Per
Million Miles
1.9
3.0
2.4
1.1
0.5
1.4
1.4
0.6
3.3
6.0
2.0
4.9
3.0
2.8
7.4
2.8
Accidents Per
Million Miles
2.4
4.1
4.2
1.0
1.0
0.8
1.2
0.5
6.1
5.5
3.5
5.4
3.0
5.6
9.3
3.6
Total Incid/Accid
Per Million Miles
4.3
7.1
6.7
2.1
1.5
2.2
2.6
1.1
9.4
11.
6
5.5
10.
3
6.0
8.4
16.
7
6.4
Average Annual
Mileage
28,
34
7
23,
43
5
28,
78
4
32,
23
1
23,
77
7
18,
99
0
15,
00
0
52,
66
3
24,
52
5
24,
60
9
28,
67
5
22,
68
0
12,
32
9
23,
98
0
14,
11
7
24,
94
3
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
Canada Per Million Kilometers
Benchmark
Average Incident/
Accident rate
Accidents per
Million Kilometers
Company Z
37.8%
14.2
Consumer Products & Services Industry
16.9%
5.7
Manufacturing Industry
10.4%
2.9
Canadian Composite
12.2%
4.3
Average Incident/
Accident rate
Accidents per Million
Kilometers
Company Z
37.8%
14.2
COMPANY A
23.5%
7.3
COMPANY B
26.9%
10.9
COMPANY C
23.4%
9.1
COMPANY D
15.5%
4.2
Company X Data 2006
COMPANY X
Energy Sector
Variance
Driver Fault
53.3%
37.2%
16.2%
Other Party Fault
17.8%
27.5%
-9.7%
Damaged While Parked
13.3%
12.2%
1.1%
Miscellaneous
6.7%
12.3%
-5.6%
Collision with Animal
8.9%
9.7%
-0.8%
Vandalism
0.0%
1.1%
-1.1%
How to Use Benchmarking?
• Opportunity to sell
to senior
managers
• Track progress or
lack of
• Identify
opportunities and
new strategies
Benchmarking Process
Review &
Adapt
Data
Gathering
Implement
Changes
Identify
Gaps
Discussion Questions and
Challenges
• What lagging and leading indicators do
you use?
• What do you benchmark and with whom?
• How have you used benchmarking to
improve driver safety?
• How did you start benchmarking and what
have you gained from it?
• What do you see as key challenges and
what needs to be standardized?
Drive Safely…
It is not only cars that can be recalled by their makers.