Safety: It Isn’t Rocket Science … or Is It?

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Developing a safety culture that works in business can be difficultwhen P-Q-P, (Profits, Quality, Production) don’t involve and embraceit. The 1986 Space Shuttle Challenger disaster identified an alarmingbehavior that everyone does and needs to be recognized andchanged to effectively integrate safety into the business model. Thispresentation will identify that behavior and relate it to effective acci-dent investigation techniques and also discuss how common lossanalysis efforts usually fall short of identifying the areas that trulyneed to be focused on to reduce injuries or loss exposures.

Safety: It Isn’t Rocket Science

… or Is It?

#IRMI2016

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opyright © 2016 International Risk Management stitute, Inc.

www.IRMI.com

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Safety: It Isn’t Rocket Science

… or Is It?

#IRMI2016

#IRMI2016

SAFETY: It Isn’t Rocket Science … or Is It?

• Safety versus P-Q-P• Safety first?• 1986 space shuttle disaster• Accident investigation weaknesses• Loss analysis shortcomings• Safety incentive programs

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Not My Job

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Responsibility for Safety?

• Who has the responsibility for safety?• Who has had that responsibility thrust upon them?

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Safety First

• Safety first

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Safety First

• Safety (is never) first

• What really is first?

• P-Q-P

• Profits – Quality – Production

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The Iceberg

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Fatal Work Injuries

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Fatal Work Injuries

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Fatal Work Injuries

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Fatal Work Injuries

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Hazards and Exposures

• Identifying• Correcting• Responsibility

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Rocket Science

• 1986 space shuttle Challenger disaster

• Circumstances

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Normalization of Deviance

• Natural human tendency to take a shortcut (especially in pressure situations)

• To accept a lower standard of performance– Nothing bad happens– Next time, tempted to do again – Lose sight of deviance

• Bar IS lowered

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• Accepting something never expected, never understood

• When your life is on the line, you want the best team supporting you

• Not one that takes shortcuts

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• Predictable surprises

• NO shortcuts

• If you feel you need to take a shortcut, take a timeout

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Countdown to Teamwork

Astronaut/Professional Speaker/Mountaineer/AuthorAstronaut Richard “Mike” Mullane1301 Las Lomas Rd. NEAlbuquerque, NM 87106E-mail: [email protected]: (505) 242–8087 (h/o)PH: (505) 463–9001 (mobile)Website: www.MikeMullane.comYouTube Channel: www.YouTube.com/user/AstronautMikeMullaneFacebook: www.facebook.com/pages/Astronaut-Mike-Mullane/124294290921529?=wall

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#IRMI2016

Statistics

• Downstream measure

• Measure a failure in the system

• <1% of undesired events result in serious injuries

– Measured and used for determining inspections, awards, etc.

• Industry norms?

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Safety First?

• Safety statements, slogans, incentives

• Warm and fuzzy versus reality

• Role of:– Management– Employees– Safety department

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When Does Safety Become First?

• Only after someone gets hurt

• For short time afterward

• Business as usual

• Back to normal

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When Does Safety Become First?

• Only after someone gets hurt

• For short time afterward

• Business as usual

• Back to normalization of deviance

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What’s Your Safety Culture?

• Safety cultures consist of shared beliefs, practices, and attitudes that exist at an establishment.

• Culture is the atmosphere created by those beliefs, attitudes, etc., which shape our behavior.

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• An organization’s safety culture is the result of a number of factors such as: Management and employee norms, assumptions, and beliefs Management and employee attitudes Values, myths, stories Policies and procedures Supervisor priorities, responsibilities, and accountability Production and bottom line pressures vs. quality issues Actions or lack of action to correct unsafe behaviors Employee training and motivation Employee involvement or "buy-in"

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• In a strong safety culture;

• Everyone

• Feels responsible for safety on a daily basis;

• Goes beyond the “call of duty

• Challenge the CEO?

• Few at-risk behaviors

• Company is extremely successful

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• Creating a safety culture

• Takes time

• Maybe years

• A series of continuous process improvement steps

• Normalization of deviance will DESTROY your culture

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• You have the best orientation program

• Your new employee goes on the floor to an “anti-culture” atmosphere

• How long before your training has a Normalization of Deviance experience?

• How long before that new employee is following what everyone else is doing?

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Do You See It?

• Conformity

• Good and bad

• Watch for it and recognize

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• Recognizes something is wrong

• Tries not to be affected

• Slowly caves in to conformity

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• Evaluates

• Quickly caves in to conformity

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• Fights it, conforms, fights back

• Finally caves in to conformity

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• Recognizes something is different

• Immediately caves in to conformity

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Do You See It?

• Conformity

• Good and bad

• Watch for it and recognize

• Normalization of Deviance

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Applied to Accidents and Incidents

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What Is a Job Hindrance?

• A situation, condition, or event that interrupts or interferes with the orderly progress of the job

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What Is an Accident?

• An undesirable event that results in harm to persons, damage to property, or both, usually occurring suddenly and unexpectedly, sometimes having taken significant time to reach the point of occurrence

• Accidents can be major job hindrances.

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What Is an Incident?

• Like an accident, an undesired event, usually occurring suddenly and unexpectedly, but without the resulting harm to persons or damage to property

• Referred to as a near-miss

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Poor Management Causes Accidents

• Accidents are a breakdown in the management system

• Management has

Ultimate authority Ultimate responsibility Ultimate accountability

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Luck Factors

• Factor #1– Accident or incident

• Factor #2– Business interruption– Property damage– Injury

• Factor #3– Severity

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Accident Investigations

• Purpose?

• When to conduct? Accident Incident Operational

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Why Conduct Investigations?

• Objectives Improve supervisory skills by presenting a method—a formal

approach—for conducting effective accident investigations. Instill the importance of investigating accidents to identify true

operational inefficiencies. Eliminate a normalization of deviance mindset.

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Accident Investigation Failures

• Poorly completed

• Fault-finding

• Wrong people

• Miss the true operational issue

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Responsible Condition

• The condition(s) that, if eliminated, should result in no further repetition of the particular loss, accident, incident, or other operational problem … under the same set of circumstances

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EMP

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PeopleSelect

Place

Train

Lead

MaterialSelect

Place

Handle

Process

EquipmentSelect

Arrange

Use

Maintain

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The Report

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Loss Analysis

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Vilfredo Pareto

1848–1923

“Pareto Principle”

“80–20 Rule”

1904–2008

“Juran Principle”

“Vital Few and Trivial Many”

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Principle of Refinement

Trivial Many

Vital Few

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…Loss Data Funneling

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Single-Level Loss Data Analysis

All 18 WCClaims

Injury TypeBody Part

7 Back Injuries

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Establishing Focus…

All 58 WC claims for $227, 339 incurred

Vital Few?

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29 strain injuries $197,552 incurred

Single-Level Loss Data Analysis

All 58 WC claims for $227,339 incurred

Injury type

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Multi-Level Loss Data Analysis

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Injury Type


Department

Task

Object

29 strain injuries, $197,552 incurred

19 strains in housekeeping $122,543 incurred

16 strains in Housekeeping from MMH, $101,330 incurred

13 strains in Housekeeping from handling laundry, $99,449

incurred

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Focus

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Injury Type


Department

Task

Object 13 strains in Housekeeping from handling laundry,

$99,449 incurred

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22% of claims (frequency) resulted in 44% of claims cost (severity)

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Clue?

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Your Loss Information Resources

• Paper loss runs – Bunga

• Fancy charts and graphs– Single level … Thanks a lot! ... for nothing

• Ask for a database• Develop basic Excel skills

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Tell the Story

• Start at the 30,000 foot level

• Drill down

• Ask why

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Frequency & Severity 2011-2014

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Payroll Frequency

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Loss Data Analysis Pattern Search

Accident Location Accident Date and DayAccident Time Accident TypeAttorney Involvement Body PartClaim Cost Employee Age and GenderEmployee Department Employee NameEmployee Position Full/Part Time Injury Type Length of Employment Lost Work Days Medical ProviderReport Date Return to Work DateShift SupervisorTool/Equipment Involved LitigatedWork Tasks Location Code

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Nature of Injury

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Strains 2011-2014 Frequency & Severity

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Location Codes

• Not just for multiple locations• Departments• Shifts

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What should I work on?

What should I do?

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Is Your Safety Incentive Program Discriminatory?

• Rate-based programs

• Behavior-based programs

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• Rate-based programs may be discriminatory because… Incentives are tied to low rate of accidents and injuries Awards may include…

o Cash, prizes….PIZZA!

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• Behavior-based programs are effective Reinforce safe behavior Provide incentives to employees or teams who demonstrate safe

behavior

Behavior-based programs are not tied to incident rate The goal is safe behavior, not a low incident rate Employees are encouraged to be active participants in the safety

program

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What’s the Problem with Rate-Based

Programs?

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Conclusions

• Profits keep you in business

• Management must be involved in safety

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Conclusions

• Recognize areas for improvement

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Conclusions

• Recognize normalization of deviance– Natural human tendency to take a shortcut (especially in pressure

situations)– To accept a lower standard of performance

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Conclusions

• Accident investigations– Not a fault-finding mission– Identify responsible conditions– Correct operational inefficiencies

• Loss analysis– Get good data– Multi-level approach– Remember…..

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Countdown to Teamwork DVD

Astronaut/Professional Speaker/Mountaineer/AuthorAstronaut Richard “Mike” Mullane1301 Las Lomas Rd. NEAlbuquerque, NM 87106E-mail: [email protected]: (505) 242–8087 (h/o)PH: (505) 463–9001 (mobile)Website: www.MikeMullane.comYouTube Channel: www.YouTube.com/user/AstronautMikeMullaneFacebook: www.facebook.com/pages/Astronaut-Mike-Mullane/124294290921529?=wall

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Zenith Insurance Company/ZNAT Insurance Company Corporate Office: 21255 Califa Street, Woodland Hills, CA 91367. © 2014 Zenith Insurance Company. All rights reserved. Zenith and TheZenith are registered U.S. service marks.

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Notes

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Documents

Safety: It Isn’t Rocket Science … or Is It?