Behavior Based Safety

GLTE – BEHAVIOR BASED SAFETY MY EXPERIENCE

SCOTT BRAAK – LOSS PREVENTION CONSULTANT

CMI

OBJECTIVES TODAY:

! Identify differences between traditional vs BBS

! Know “when and when not” to implement BBS

! Explain why most traditional safety programs don’t work alone!

! Understand why positive reinforcement is much more powerful than negative reinforcement

WHY SAFETY PROGRAMS DO NOT WORK:

! Safety is a priority, not a value! ! Safety is not managed in the same manner as

production, quality, and cost issues! ! Safety is not driven through continuous

improvement! ! Low hanging fruit hasn’t been picked ! Team members feel they don’t have a voice ! Safety concerns are not addressed

HERMAN MILLER EXPERIENCE:

! 40% SIR Reduction

UNSAFE  ACTS  &  CONDITIONS  CAUSE  LOSSES  

UNSAFE  ACTS:  ! Driver  runs  a  red  light  ! Employee  does  not  wear  eye  protection  ! Forklift  operator  driving  too  fast  ! Worker  standing  on  top  rung  of  a  ladder  ! Operator  removes  a  safety  guard  from  working  machinery  

! Wheel  chocks  are  not  put  in  place  at  the  rear  wheels  of  a  truck  trailer  

UNSAFE  CONDITIONS:  ! Bald  tires  on  company  vehicle    ! Oil  or  water  on  the  Plant  Floor  ! Boxes  stored  precariously  on  warehouse  shelves  ! Dim  lighting  or  burnt  out  bulbs  ! Machinery  is  unguarded  ! Damaged  or  frayed  electrical  cords  ! Faulty  equipment  ! Damaged  Storage  Racks  

Major  Loss  Probability  

Severe  Injury  or  Fatality  

Injury  (medical  only)  

Near-­‐Miss  Incident  

At  Risk  Behaviors  Unsafe  Acts  &  Conditions  

1  

29  

300  

15,000  

UNSAFE  ACT  OR  UNSAFE  CONDITION?  

   PEOPLE-­‐RELATED  CAUSES:     ! Improper  Selection  ! Risk  Taking  ! Inadequate  Training  ! Inadequate  Instructions/Direction  ! Mental  Overload/Preoccupation  

“FALLACIES OR REALITIES” IN SAFETY FABLES?

! Conditions cause accidents! ! Enforcing rules improves safety! ! Safety professionals can keep workers safe! ! Low accident rates indicate safety programs are

working well! !  Investigating to find the root cause of accidents

will improve safety! ! Awareness training improves safety! ! Rewards improve safety! ! All injuries are preventable?

•  An excellent tool for collecting data on the quality of a company’s safety management system

•  A scientific way to understand why people behave the way they do when it comes to safety

•  Properly applied, an effective next step towards creating a truly pro-active safety culture where loss prevention is a core value

•  Conceptually easy to understand but often hard to implement and sustain

Behavior Based Safety: What Is It?

•  Only about observation and feedback

•  Concerned only about the behaviors of line employees

•  A substitution for traditional risk management techniques

•  About cheating & manipulating people & aversive control

•  A focus on incident rates without a focus on behavior

•  A process that does not need employee involvement

Behavior Based Safety: What It Is Not!

•  Attempts to eliminate the hazard

•  Having employees work around the hazard

•  Guarding or warning employees about the hazard

•  Training employees to deal safely with the hazard

Traditional Hierarchy of Safety Interventions Included:

DO  NOT  GET  INTO  A  BLIND  HURRY  WHERE  SAFETY  IS  NEGLECTED  

Human behavior is both:

"  # Observable

# Measurable

therefore

Behavior can be managed !

•  Loss runs from insurance carrier or broker

•  OSHA logs

•  First aid logs

•  Near miss / hit reports

•  Absenteeism / turnover reports

Use Prior Experience Data to Target Jobs for Observation

Focus on relevant behaviors that will have a direct impact on losses

•  Many behaviors that are directly related to the losses are unconscious behaviors that occur quickly

•  Select critical behaviors to focus on through actual observation of people at work - not just through discussion & brainstorming

Define Critical Behaviors - What is “Safe” & What is “At-risk”?

ATTITUDES ARE INSIDE A PERSON’S HEAD -THEREFORE THEY ARE NOT OBSERVABLE OR MEASURABLE

Attitudes can be changed by changing behaviors

however

ABC MODEL

Antecedents (trigger behavior)

Behavior (human performance)

Consequences (either reinforce or punish behavior)

DEFINITIONS:

Activators: A person, place, thing or event that happens before a behavior takes place that encourages you to perform that behavior.

Activators only set the stage for behavior or

performance - they don’t control it.

Some examples of activators

Behavior: Any directly measurable thing that a person does, including speaking, acting, and performing physical functions.

Definitions:

Some examples of behavior:

Definitions:

Consequences: Events that follow behaviors. Consequences increase or decrease the probability that the behaviors will occur again in the future.

Great report card!!!

I

If you don’t start talking your going to jail

Some examples of Consequences:

BOTH POSITIVE (R+) & NEGATIVE (R-) REINFORCEMENT CAN INCREASE BEHAVIOR

R+ : any consequence that follows a behavior and

increases the probability that the behavior will occur more often in the future - You get something you want

R- : a consequence that strengthens any behavior that reduces or terminates the consequence - You escape or avoid something you don’t want

Good safety suggestion Joe! Keep bringing ‘em up! R+

R-

One more report like this and you’re outa

here!!

WHAT EMPLOYEES WANT:

! A Safe Workplace ! A Positive Workplace ! To Take Care of One Another ! To Stop the Hurt!

WHAT MANAGEMENT WANTS:

! An Accident Free Workplace ! Empowered Employees ! Pro-active Rather Than Re-active Work

Process ! To Minimize Direct and Indirect Costs and

Threat of Liability From Accidents

If you want to know what people find to be reinforcing....

observe what they do when they have the freedom to choose.

To create conditions that encourage people to collaborate because they want to

not because they have to

Let’s do it!!

The Behavior Based Safety Challenge:

“Focus on the process….not results……they will come later!”

A Values-Based Process

WHY DO WE NEED TO CHANGE?

“If you do what you’ve always done, you’ll get what you always got!” W. Edwards Deming