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

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Repeated Pareto Diagram

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lifting

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Front end Maitenance Shipping andreceiving

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Dig Into Your Data

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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

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1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004Year

# pe

r 200

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hrs

Values-Based Safety

Your people will support BBS if you recognize them when they do!

Positive Consequences