Keeping the Process Alive: Data Analysis and Reinforcement for BBS

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Keeping the Process Alive: Data Analysis and Reinforcement for Behavior-Based Safety, by Terry E. McSween, Ph.D.

Keeping the Process Alive: Data Analysis and Reinforcement for Behavior-Based Safety, by Terry E. McSween, Ph.D.

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  • 1. Keeping the Process Alive Data Analysis and Reinforcement By Terry E. McSween Quality Safety Edge
  • 2. Two Types of Problem Solving Safety Concerns Process
  • 3. Two Types of Problem Solving Safety Concerns Process
  • 4. Bo dy m ec h: re ch a # of Concerns in g, Pr pu C op l 0 50 100 150 200 250 le er ling , ar gl of ov etc Us e p es an Er inch /h an d go po d co /re in nd pe ts iti tit , on ive etc of m to ot Bo ol io dy Hea s a n m rin nd ec g ... h: pr lift ot in ec C g tio le or n Pr ar ca ec of rry “li in au ne g tio of ns fir fo Lo r w e” ca ea tio th er n of to ol s Primary Tool – Pareto Diagram
  • 5. Bo dy m ec h: re a ch # of Concerns in g, Pr pu C op llin 0 50 100 150 200 250 le er g, ar gl Us of ov etc pi es e nc /h an Er g h an d po d co o/re in nd pe ts iti ,e on titiv tc e of m to ot Bo ol io dy He s an n m ar in d ec g ... h: pr lift ot in ec C g tio le or n Pr ar ca ec of rry “li in au g tio ne o ns ff fo ire Lo r we ” ca at tio he n r of to ol s # of Concerns 0 2 4 6 8 10 12 14 Front end Maitenance receiving Shipping and Other Repeated Pareto Diagram
  • 6. Dig Into Your Data 14 12 10 # of Concerns 8 6 4 Comments: 2 1. Not using lifting device. 0 Front end Maitenance Shipping and Other 2. Lifting device not working properly. receiving 3. Can’t keep up using lifting device. 4. Lifting device difficult to use.
  • 7. Action Plans (Often the weak link!)
  • 8. The ABC Analysis should guide your action plan. (And the trick is to identify and change the consequences.)
  • 9. ABC Model Why People Do What They Do Antecedents Behavior Consequences anything we what happens during and after the Prompt or direct do or say behavior (payoff/punishment) Consequences influence future behavior
  • 10. Why don’t people volunteer to do observations?
  • 11. It’s the consequences!
  • 12. Why don’t people volunteer to be on the Steering Committee?
  • 13. It’s the consequences!
  • 14. Why don’t people turn in quality observations?
  • 15. It’s the consequences!
  • 16. Why don’t people work safely all the time?
  • 17. It’s the consequences!
  • 18. That Said Sometimes: – They don’t have the skills or knowledge – They can’t do the job safely
  • 19. Otherwise It’s the consequences!
  • 20. What happens when a new employee does an observation?
  • 21. Planning Types of Consequences To change this type of consequence: Then Make safety practice easier, more comfortable, Natural or Built-In or more convenient Involve employees in conducting observations Self-Administered Involve employees in goal setting Focus peer observations & feedback Peer & Leadership Focus leadership observations & feedback - social Ensure leadership review of the process Formal Develop reinforcement plan (recognition and celebrations)
  • 22. Planning Types of Consequences To change this type of consequence: Then Make safety practice easier, more comfortable or more convenient Natural or Built-In
  • 23. 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
  • 24. Planning Types of Consequences To change this type of consequence: Then Make safety practice easier, more comfortable or more convenient Natural or Built-In Involve employees in conducting observations Self-Administered Involve employees in goal setting
  • 25. 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)
  • 26. Planning Types of Consequences To change this type of consequence: Then Make safety practice easier, more comfortable or more convenient Natural or Built-In Involve employees in conducting observations Self-Administered Involve employees in goal setting Focus peer observations & feedback Peer & Leadership Focus leadership observations & feedback (social) Ensure leadership review of the process
  • 27. Peer & Leadership Consequences Approach: Focus peer & leadership observations and 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
  • 28. Positive Feedback = Recognition Recognition should be: – Sincere – Specific – Immediate – Personal
  • 29. Planning Types of Consequences To change this type of consequence: Then Make safety practice easier, more comfortable, Natural or Built-In or more convenient Involve employees in conducting observations Self-Administered Involve employees in goal setting Focus peer observations & feedback Peer & Leadership Focus leadership observations & feedback - social Ensure leadership review of the process Formal Develop reinforcement plan (recognition and celebrations)
  • 30. Problems with Safety Awards “Chilling effect” on reporting Focus is on awards, not process – Sends the wrong message Too little involvement of employees They do not reinforce behaviors that contribute to safety!
  • 31. Does it work?
  • 32. Average Monthly Participation Percentage of Employees Conducting Observations 90 80 70 60 Percent 50 40 30 20 10 0 2000 2001 2002 2003 2004 YTD
  • 33. LWC Rate at a Refinery Lost Workday Incident Rates Values-Based Safety 2.5 2 # per 200,000 wk hrs 1.5 1 0.5 0 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 Year
  • 34. Positive Consequences Your people will support BBS if you recognize them when they do!