Behaviour Observation Process


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Presentation given to some 600 personnel as an introduction to observing safe and unsafe behaviour at a large manufacturing facility.

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Behaviour Observation Process

  1. 1. Observation Report Process (ORP) UNCLASSIFIED Nov 2006 WJW
  2. 2. Information The OR process is being rolled out across the whole of XXXXXX and XXXXXX. The OR process will replace the AE level zero’s. The OR data is a part of the KPI’s and is reported in to various parties. The OR process is a part of the Target Zero Campaign. UNCLASSIFIED Nov 2006 WJW
  3. 3. Purpose The purpose of the OR process is to engage all employees in the observation of work in progress so that the maximum number of persons are involved in the ESH monitoring and observation process. UNCLASSIFIED Nov 2006 WJW
  4. 4. What is the AOR Process? The OR is a proactive process designed to identify and document, safe and unsafe actions/conditions through management, supervisory and employee involvement. It reinforces safe actions, modifies/corrects unsafe actions/conditions via data feedback and training, and assures that corrective actions have been taken for any identified deficiencies. The data gathered through this process is/can be used as a leading indicator to improve the overall ESH programme. UNCLASSIFIED Nov 2006 WJW
  5. 5. Conducting Observations (1) May be conducted by individuals or teams of workers. Observers will monitor work in progress for safe or unsafe acts/conditions. Observations can include any number of workers for any length of time or workplace conditions. Unsafe acts/conditions should be discussed and resolved on the spot, if possible. Safe work practices should likewise be identified and positively reinforced through compliment and praise. If imminent danger situations are encountered, work must be immediately stopped and workers removed from the hazard, the hazard abated, and a thorough investigation conducted. UNCLASSIFIED Nov 2006 WJW
  6. 6. Conducting Observations (2) Observations shall be recorded on the Assurance Observation Report form. Those submitting ORs are required to sign them in case of follow up. Names of workers, who might be involved with unsafe acts/conditions, are not to be recorded in the OR. ORs can be submitted via a drop box, ESH Department or nominated person. UNCLASSIFIED Nov 2006 WJW
  7. 7. Types of Observations Casual – no set agenda, past training/experience, incorporate safety into what you are seeing Special or Focus – specific items or tasks Formal – a team approach with checklist UNCLASSIFIED Nov 2006 WJW
  8. 8. Reaction Is it important to come away from each observation with an outcome? Is how you react to observations as important as the fact that you do react? Why is it important for supervision to put “teeth” into reactions? Does setting high standards discourage workers? Should you ever change standards? UNCLASSIFIED Nov 2006 WJW
  9. 9. Communication Is it only necessary to communicate when problems or violations are noted? Could being too direct with an employee be counter productive? Should you let employees know you’ll be back to observe again? UNCLASSIFIED Nov 2006 WJW
  10. 10. Follow Up Why is follow up key to consistent results? What message does a lack of follow-up send to employees? Is it okay to ask someone else to follow up for you? UNCLASSIFIED Nov 2006 WJW
  11. 11. Why do we need to undertake observations? Fatality Major + 3 Day Days Away Restricted Days/Light Duties Medical Treatment First Aid Near Misses Unsafe Acts/Conditions UNCLASSIFIED Nov 2006 WJW
  12. 12. How Accidents Happen Basic Indirect Direct Cause Cause Cause Accident Loss Organizational Lack of: • Unsafe Act • Undesired, • Death Failure to: • Training • Unsafe Unplanned • Injury • Plan • Resources Condition Event Which • Lost Time • Direct • Belief Disrupts Work • Lost Productivity • Organize • Combined with Activity • Loss of Client • Control Other Factors Goodwill Human and Such as: • Economic Loss Material Morale • Legal Penalties Resources Peer Pressure Awareness UNCLASSIFIED Nov 2006 WJW
  13. 13. Analyses of Cause(s) (1) Direct Causes are typically: Unsafe acts or Unsafe conditions UNCLASSIFIED Nov 2006 WJW
  14. 14. Analyses of Cause(s) (2) Indirect causes can be: Lack of training (knowledge, understanding, perception of risk), Lack of resources (time, material, personnel), and/or Lack of belief (confidence, commitment, or reinforcement by supervision) Combined with other factors, such as poor morale, peer pressure, inattention, etc. UNCLASSIFIED Nov 2006 WJW
  15. 15. OR Example (1) Observation Report Date: 20/09/06 Time: 12:30 Project, Building or Area: ??????? Observation: Operative installing cabin from SGB. Single operative and HIAB Driver. No assistance using ladder, no 3 point contact, not tied or footed. Immediate Corrective Action: Operative assisted in completing the task with additional man power. Indirect Cause: LR/D Corrective Action: Speak with contractor to ensure that they have sufficient personnel to undertake task safely. Further Action or Help Needed: Letter raised to PC regarding concerns over supervision. Observer: xxxxxx Company: xxxxxx UNCLASSIFIED Nov 2006 WJW
  16. 16. OR Example (2) Observation Report Date: 26/09/06 Time: 16:55 Project, Building or Area: ????? Observation: Person observed trying to unblock shredder whilst shredder was still switched on. Immediate Corrective Action: Shredder power switched off on machine and at wall. Indirect Cause: LB/C Corrective Action: Advised person to ensure machine is switched off before opening door to unblock it. Further Action or Help Needed: N/A Observer: xxxxx Company: ???? UNCLASSIFIED Nov 2006 WJW
  17. 17. Metrics (1) Top 5 SOR's Focus Areas - Up to 14/11/06 Barricades / Sign / Tags 34 Housekeeping 54 Vehicles / Mobile Equipment 51 Fall Prevention / Protection 54 Personal Protective Equipment 95 UNCLASSIFIED Nov 2006 WJW
  18. 18. Benefits of OR Programme Promotes interaction between people. Allows you to give, and, for workers to get on the spot feedback Intervenes before an unsafe practice becomes an injury Immediate correction of unsafe observations Data collected allows the team to focus on areas for improvement. Records positive safe actions. Gives you a true picture of where your safety performance is really at. UNCLASSIFIED Nov 2006 WJW