View
5.804
Download
0
Category
Preview:
DESCRIPTION
Keeping the Process Alive: Data Analysis and Reinforcement for Behavior-Based Safety, by Terry E. McSween, Ph.D.
Citation preview
Keeping the Process AliveData Analysis and Reinforcement
ByTerry E. McSween
Quality Safety Edge
Two Types of Problem Solving
ProcessSafety
Concerns
Two Types of Problem Solving
Process
SafetyConcerns
Primary Tool – Pareto Diagram
0
50
100
150
200
250
Body m
ech:
reach
ing, p
ulling
, etc
Proper
glove
s/han
d
Clear o
f pinc
h poin
ts, et
c
Ergo/re
petiti
ve m
otion
Use an
d con
dition
of to
ols an
d ...
Hearin
g prot
ectio
n
Body m
ech:
lifting
or ca
rrying
Clear o
f “line
of fir
e”
Precau
tions
for w
eathe
r
Loca
tion o
f tools
# of
Con
cern
s
Repeated Pareto Diagram
0
50
100
150
200
250
Body m
ech:
reach
ing, p
ulling
, etc
Proper
glove
s/han
d
Clear o
f pinc
h poin
ts, et
c
Ergo/re
petiti
ve m
otion
Use an
d con
dition
of to
ols an
d ...
Hearin
g prot
ectio
n
Body m
ech:
lifting
or ca
rrying
Clear o
f “line
of fir
e”
Precau
tions
for w
eathe
r
Loca
tion o
f tools
# of
Con
cern
s
0
2
4
6
8
10
12
14
Front end Maitenance Shipping andreceiving
Other
# of
Con
cern
s
Dig Into Your Data
0
2
4
6
8
10
12
14
Front end Maitenance Shipping andreceiving
Other
# of
Con
cern
s
Comments:1. Not using lifting device.2. Lifting device not working properly.3. Can’t keep up using lifting device.4. Lifting device difficult to use.
Action Plans(Often the weak link!)
The ABC Analysis should guide your action plan.
(And the trick is to identify and change the consequences.)
ABC ModelWhy People Do What They Do
Consequences influence future behavior
Antecedents
Prompt or direct
Behavior
anything we do or say
Consequences
what happens during and after the behavior (payoff/punishment)
Why don’t people volunteer to do observations?
It’s the consequences!
Why don’t people volunteer to be on the Steering Committee?
It’s the consequences!
Why don’t people turn in quality observations?
It’s the consequences!
Why don’t people work safely all the time?
It’s the consequences!
That Said
Sometimes:– They don’t have the skills or knowledge– They can’t do the job safely
Otherwise
It’s the consequences!
What happens when a new employee does an observation?
Planning Types of Consequences
To change this type of consequence: Then
Natural or Built-In Make safety practice easier, more comfortable,or more convenient
Self-Administered Involve employees in conducting observationsInvolve employees in goal setting
Peer & Leadership- social
Focus peer observations & feedbackFocus leadership observations & feedbackEnsure leadership review of the process
Formal Develop reinforcement plan(recognition and celebrations)
Planning Types of Consequences
To change this type of consequence: Then
Natural or Built-In Make safety practice easier, more comfortable or more convenient
Changing Built-In Consequences
Approach: Make safety practice easier, more comfortable,or more convenient
– Often involves changing the environment or procedure or providing a different tool
Examples– Finding more comfortable safety glasses or hearing protection– Providing glove clips so employees always have gloves with them– Moving lock-out tags closer to equipment– Locating ladders in areas where they are likely to be needed– Placing heavy items on shelves near waist level
Planning Types of Consequences
To change this type of consequence: Then
Natural or Built-In Make safety practice easier, more comfortable or more convenient
Self-Administered Involve employees in conducting observationsInvolve employees in goal setting
Changing Self-Administered Consequences
Involve employees in areas where concerns occur
Involve employees in setting improvement target– Review trend chart on target “% safe”– Asked where they should be on that practice– Draw goal line on chart– Discuss barriers
(Then recognize improvement &celebrate goal achievement)
Planning Types of Consequences
To change this type of consequence: Then
Natural or Built-In Make safety practice easier, more comfortable or more convenient
Self-Administered Involve employees in conducting observationsInvolve employees in goal setting
Peer & Leadership(social)
Focus peer observations & feedbackFocus leadership observations & feedbackEnsure leadership review of the process
Peer & Leadership Consequences
Approach: Focus peer & leadership observationsand feedback
Examples:– Asked observers to provide feedback on target behavior
» Recognize those who do so!– Asked leaders to thank employees doing observations in their areas
» Especially important for new observers» Add it to leadership checklist» Review data and activities in Steering Committee & staff meetings
Positive Feedback = Recognition
Recognition should be:– Sincere– Specific– Immediate– Personal
Planning Types of Consequences
To change this type of consequence: Then
Natural or Built-In Make safety practice easier, more comfortable,or more convenient
Self-Administered Involve employees in conducting observationsInvolve employees in goal setting
Peer & Leadership- social
Focus peer observations & feedbackFocus leadership observations & feedbackEnsure leadership review of the process
Formal Develop reinforcement plan(recognition and celebrations)
Problems with Safety Awards
“Chilling effect” on reportingFocus is on awards, not process
– Sends the wrong message
Too little involvement of employees
They do not reinforce behaviors that contribute to safety!
Does it work?
Average Monthly Participation
Percentage of Employees Conducting Observations
0102030405060708090
2000 2001 2002 2003 2004 YTD
Per
cent
LWC Rate at a Refinery
Lost Workday Incident Rates
0
0.5
1
1.5
2
2.5
1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004Year
# pe
r 200
,000
wk
hrs
Values-Based Safety
Your people will support BBS if you recognize them when they do!
Positive Consequences
Recommended