behaviour safety baru ppt.ppt

8/18/2019 behaviour safety baru ppt.ppt

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Behavior Based Safety

Disampaikan oleh :Disampaikan oleh :

Feriyanto, SKM Feriyanto, SKM


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Perilaku Keselamatan dan KesehatanPerilaku Keselamatan dan Kesehatan

KerjaKerja

• Perilaku dari bahasa inggrisPerilaku dari bahasa inggris“behavior”“behavior”

• Perilaku jg sering diartikan sbgPerilaku jg sering diartikan sbgtindakan atau kegiatan yangtindakan atau kegiatan yang

ditampilkan seseorang dalamditampilkan seseorang dalam

hubungannya dengan orang lain danhubungannya dengan orang lain danlingkungan sekitarnya.lingkungan sekitarnya.


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Perilaku K3Perilaku K3

• Perilaku manusia merupakan aspekPerilaku manusia merupakan aspekpenting yang menjadi pusat perhatianpenting yang menjadi pusat perhatian

para ahli dalam bidang ilmupara ahli dalam bidang ilmu

keselamatan.keselamatan.• Heinrich (1928 ! kecelakaan kerjaHeinrich (1928 ! kecelakaan kerja

umumnya disebabkan "leh k"ndisiumumnya disebabkan "leh k"ndisi

yang tidak aman (18# dan tindakanyang tidak aman (18# dan tindakan

yang tidak aman (8$#% 2 #yang tidak aman (8$#% 2 #

penyebabnya tidak dapat diperkirakan.penyebabnya tidak dapat diperkirakan.


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• Perilaku ses"rang dipengaruhi "lehPerilaku ses"rang dipengaruhi "leh

&akt"r internal dan &akt"r eksternal.&akt"r internal dan &akt"r eksternal.

• 'akt"r internal ! need% m"tiasi%'akt"r internal ! need% m"tiasi%pers"nality% harapan% pengetahuan%pers"nality% harapan% pengetahuan%

persepsi% dllpersepsi% dll

• 'akt"r eksternal ! kel"mp"k%'akt"r eksternal ! kel"mp"k%"rganisasi% perusahaan% masyarakat%"rganisasi% perusahaan% masyarakat%

peraturan% atasan% "rang tua% ka)an%peraturan% atasan% "rang tua% ka)an%

dlldll


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Pengembangan perilaku menujuPengembangan perilaku menuju

budaya K3budaya K3

• Pengembangan perilaku menuju budaya K3Pengembangan perilaku menuju budaya K3dapat dimulai dg cara mengk"ndisikandapat dimulai dg cara mengk"ndisikandengan cara menanamkan kebiasaan2dengan cara menanamkan kebiasaan2berperilaku sehat dan selamat% patuh padaberperilaku sehat dan selamat% patuh padaperaturan K3.peraturan K3.

• Pengembangan perilaku K3 jg bisa dilakukanPengembangan perilaku K3 jg bisa dilakukanmelalui &akt"r internal dengan caramelalui &akt"r internal dengan carameningkatkan nilai*2 K3% pengetahuan%meningkatkan nilai*2 K3% pengetahuan%k"mpetensi% kesadaran% m"tiasik"mpetensi% kesadaran% m"tiasi

• +isa jg dilakukan dg menciptakan "rganisasi+isa jg dilakukan dg menciptakan "rganisasiperusahaan ! mengembangkan P2K3%perusahaan ! mengembangkan P2K3%menerapkan smk3% menciptkan lingkunganmenerapkan smk3% menciptkan lingkungandan alat kerja yang aman sesuai dengandan alat kerja yang aman sesuai denganregulasi yang ada.regulasi yang ada.


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!!

• ,ap"ran*lap"ran dari para praktisi,ap"ran*lap"ran dari para praktisidan kajian akademis menunjukkandan kajian akademis menunjukkanmasih banyak "rang yang berperilakumasih banyak "rang yang berperilakutidak aman-belum menampilkantidak aman-belum menampilkanperilaku selamat ! at risk behai"ur/perilaku selamat ! at risk behai"ur/

• Pr"gram2 yang bertujuan untukPr"gram2 yang bertujuan untukmengembangkan perilaku K3 (++0mengembangkan perilaku K3 (++0pada hakekatnya mempunyai &alsa&arpada hakekatnya mempunyai &alsa&ar

dasar untuk menghilangkan perilakudasar untuk menghilangkan perilakuberisik" dan sekaligus menumbuhkanberisik" dan sekaligus menumbuhkanperilaku selamat.perilaku selamat.


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• +ila seluruh sdm di sebuah perusahaan+ila seluruh sdm di sebuah perusahaanmenampilkan perilaku K3 hanya semata*menampilkan perilaku K3 hanya semata*

mata untuk patuh pada peraturan% sekedarmata untuk patuh pada peraturan% sekedaruntuk tidak melanggar peraturan% budayauntuk tidak melanggar peraturan% budaya

sa&ety !sa&ety ! budaya patuh (compliance-basedbudaya patuh (compliance-based

culture, Rule-based culture)culture, Rule-based culture)• bila sdmnya berperilaku K3 karenabila sdmnya berperilaku K3 karenadigerakkan "leh sistem K3 yang sudahdigerakkan "leh sistem K3 yang sudah

menjadi bagian atau tercakup dlm isi danmenjadi bagian atau tercakup dlm isi dan

misi perusahaan ! K3 menjadi bagian darimisi perusahaan ! K3 menjadi bagian daribudaya perusahaanbudaya perusahaan (organizational-based(organizational-based

culture)culture)


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• ang diharapkan adalah bila sluruh ang diharapkan adalah bila sluruhsdm diperusahaan berperilaku K3sdm diperusahaan berperilaku K3

karena pribadi masing*masing sdmkarena pribadi masing*masing sdm

memiliki nilai*nilai K3 sbg suatu yangmemiliki nilai*nilai K3 sbg suatu yang

selalu harus terus menerus danselalu harus terus menerus danmenjadi bagian dari perilaku nyatamenjadi bagian dari perilaku nyata

sehari*hari untuk meningkatkan K3sehari*hari untuk meningkatkan K3

secara berkesinambungansecara berkesinambungan(continuous improvement-based(continuous improvement-based

culture, behavior-based culture)culture, behavior-based culture)


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1$1$

Why Safety Programs Do NotWhy Safety Programs Do Not

Work:Work:• %a&ety is a%a&ety is a priority priority ' not a' not a valuevalue((

• %a&ety is%a&ety is not not managed in themanaged in thesame manner as produ)tion'same manner as produ)tion'

*uality' and )ost issues(*uality' and )ost issues(

• %a&ety is%a&ety is not not driven throughdriven through)ontinuous improvement()ontinuous improvement(


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Core Elements in SuccessfulCore Elements in Successful

Safety ProgramsSafety Programs

• + )ulture that says “sa&ety” is + )ulture that says “sa&ety” is

important around here(important around here(• + tight a))ountability system( + tight a))ountability system(


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An excellent tool for collecting data on the quality

of a company’s safety management system

• A scientific way to understand why people behavethe 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 afety! "hat #s #t$


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• %nly about observation and feedbac&

• Concerned only about the behaviors of line employees

• A substitution for traditional ris& 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 afety!"hat #t #s (ot)


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#nterventions! Always

Consider *hese + Components

S a f e t y

M a n

a g e m e n

t

S y s t e m

Engineering

Controls

B e h a v i o r s


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• Attempts to eliminate the haard

• aving employees wor& around the haard

• .uarding or warning employees about the

haard

• *raining employees to deal safely with thehaard

*raditional ierarchy of afety

#nterventions #ncluded!


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• /anagement leadership• vision, values, commitment

• safety goals ' ob0ectives• costs of safety performance

• 1esponsibility ' accountability• defined for management ' employees• accountable for performance

• afety organiation

• safety committees• safety staff resource

• safety budget

afety /anagement ystem #nterventions

2 components


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1!1!


2 components 3continued4

•afe wor& practices ' procedures•general ' 0ob specific

•house&eeping•contractors

•emergency

•afety review ' improvement•a Plan 5 6o 5 Chec& 5 Act process

•accident investigation process

•safety audit 5 inspection process


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• afety training• Based on needs assessments

• 6esigned ' presented effectively

• 7or both management ' employees• 1esults in observable changes in behavior on the 0ob

• afety communications• #nternal ' external

• Appropriate for audience• 8ffectiveness of communication methods


2 components 3continued4


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• 9 of safe behaviors increasing and the 9 at-ris&

behaviors decreasing

• 1eporting of near misses 5 hits increasing

• Both the number of observations and level of

participation increasing

• 7requency ' severity of in0uries decreasing

• #ncreasing acceptance of responsibility andaccountability for personal behavior

#f afety #nterventions are 8ffective :ou

"ill ee!


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“ “ Business is Behavior Business is Behavior ” ” * *

+ business su))eeds or &ails through the + business su))eeds or &ails through theper&orman)e o&per&orman)e o& all all o& its employeeso& its employees

%u))ess%u))ess , “-ood” per&orman)e, “-ood” per&orman)e

ailureailure , “/ad” per&orman)e, “/ad” per&orman)e

Per&orman)e , the )ombined resultsPer&orman)e , the )ombined results

o& a series o& behaviorso& a series o& behaviors


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• 7ocus on relevant behaviors that will have a

direct impact on losses

• /any behaviors that are directly related to the

losses are unconscious behaviors that occur

quic&ly

• elect critical behaviors to focus on through

actual observation of people at wor& - not 0ust

through discussion ' brainstorming

6efine Critical Behaviors - "hat is ;afe< ' "hat

is ;At-ris&


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0bsta)les o %u))ess0bsta)les o %u))ess

• Poorly aintained a)ilitiesPoorly aintained a)ilities

• opdon anagement Pra)ti)esopdon anagement Pra)ti)es

• Poor Planning678e)utionPoor Planning678e)ution

• 9nade*uate raining9nade*uate raining


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:eys to %u))ess:eys to %u))ess

• eaning&ul 7mployee 7mpoermenteaning&ul 7mployee 7mpoerment

• ;esigning a


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Activators 3what needs to be done4

Competencies 3how it needs to be done4

Consequences 3what happens if it is done)

uman Behavior is a function of !


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uman behavior is both!

Observable

Measurable

therefore

Behavior can be managed !


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Definitions:Definitions:

Activators: Activators: A person placeA person placething or e!ent that happensthing or e!ent that happens

beforebefore a "eha!ior takes placea "eha!ior takes placethat encourages you to performthat encourages you to perform

that "eha!ior#that "eha!ior#

Acti!ators only set the stageActi!ators only set the stagefor "eha!ior or performance $for "eha!ior or performance $

they don%t controlthey don%t control it#it#


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2!2!

Some examples of activators


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Behavior: Any directly measurable

thing that a person does, including

speaking, acting, and performing physical functions.

6efinitions!


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2#2#

Some examples of behavior:


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6efinitions!

Consequences: Events that follow behaviors.

onse!uences increase or decrease the

probability that the behaviors will occur

again in the future.

%h please let it be Bob!

#f you don’t send in that

payment we’ll ta&e you to

court


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ome example of Consequences!


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Consequences - ow would you view

them$

Sunbathing

Aggressive Drivers


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•Positive =ein&or)ement >=?@Positive =ein&or)ement >=?@>A;o this B youCll be reardedA@>A;o this B youCll be reardedA@

•Degative =ein&or)ement >=@Degative =ein&or)ement >=@

>A;o this or else youCll be penaliEedA@>A;o this or else youCll be penaliEedA@

•Punishment >P@Punishment >P@>A9& you do this' youCll be penaliEedA@>A9& you do this' youCll be penaliEedA@

•78tin)tion >7@78tin)tion >7@>A9gnore it and itCll go aayA@>A9gnore it and itCll go aayA@

&nly ' (ypes of Conse)uences:&nly ' (ypes of Conse)uences:

Behavi or


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Good safetysuggestion Joe!Keep bringing

‘em up!

R

R

"ne more report li#e

this and you$re out ahere!!


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P

e

r

f

or

m

a

nc

e*ime

1=

%he e&ects of positivereinforcement


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*oth Punishment + E,tinction*oth Punishment + E,tinction

Decrease *eha!ior Decrease *eha!ior

P P :: a pro)edure in hi)h a punishera pro)edure in hi)h a punisher>)onse*uen)e that de)reases the>)onse*uen)e that de)reases the

&re*uen)y o& the behavior it &ollos@ is&re*uen)y o& the behavior it &ollos@ is

presented presented You may et somethinYou may et somethinyou !on"t #ant you !on"t #ant

$ $ :: ithholding or nondelivery o& positiveithholding or nondelivery o& positiverein&or)ement &or previously rein&or)edrein&or)ement &or previously rein&or)ed

behaviorbehavior % You !on"t et #hat you #ant % You !on"t et #hat you #ant


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3!3!

'ou bonehead!! 'ou can #issthat bonus for this year goodbye(((( and ta#e a fe) days o&)ithout pay!!!*

+

,et him cry honey( -f)e get up every night

)hen he cries he$llnever learn to go to

sleep peacefully(


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3"3"

Pe

r

f

or

m

a

n

c

e *ime

P

%he e&ects ofpunishment


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3#3#

P

e

r

f

or

m

a

n

c

e *ime

8

%he e&ects of

extinction


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P

e

r

f

or

m

a

nc

e *ime

#f you see this type of

performance curve, you can bet

management by negative

reinforcement is the

predominant management style


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What Employees Want:What Employees Want:

• + %a&e


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What -anagement Wants:What -anagement Wants:

• +n +))ident ree


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"hy is one sign often ignored, the other

one often followed$


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#f you want to &now what people find

to be reinforcing>>>>

observe what they do when they have

the freedom to choose>


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"o create conditions that encourage

people to collaborate because they want

to

not because they have to

,et$s do

it!!

*he Behavior Based afety Challenge!


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“ “o)us on the pro)essI.noto)us on the pro)essI.not

resultsIIthey ill )omeresultsIIthey ill )omelater(”later(”

A ?alues-Based Process


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4!4!

+void he olloing Geadline +void he olloing Geadline

& & Behavior Base! Safety ScoresBehavior Base! Safety Scores

Sho# Sinificant 'mprovement %Sho# Sinificant 'mprovement %

#hile#hile in(ury ratein(ury rate climbs)* climbs)*


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Why Do We Need to Change.Why Do We Need to Change.

& & 'f you !o #hat you"ve al#ays'f you !o #hat you"ve al#ays

!one, you"ll et #hat you al#ays!one, you"ll et #hat you al#ays

ot)* ot)*

+ $!#ar!s Demin + $!#ar!s Demin

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behaviour safety baru ppt.ppt