This document provides an overview of Behavior Based Safety (BBS) and how it can help prevent accidents in industries. It begins by asking what BBS is and explaining that traditional safety programs have limited effectiveness because they are typically top-down and focus on regulations rather than changing behaviors. Most accidents are caused by unsafe behavioral acts rather than unsafe conditions. BBS aims to minimize injuries by making safety a habit through employee involvement and feedback to change behaviors and ultimately attitudes. The methodology involves planning, implementation with safety teams and employee observations to identify and reinforce safe behaviors while stopping unsafe acts. The benefits of BBS include reduction in injuries, costs and investigations as well as increased productivity. It requires long-term management support and employee cooperation to be
11. MECHANICAL FACTORS
UNSAFE MECHANICAL DESIGN AND CONSTRUCTION
INPROPER MACHINE GUARDING
DEFECTIVE DEVICES
AGING EQUIPMENT
ENVIRONMENTAL FACTORS
TOO LOW AND HIGH TEMPERATURES TO CAUSE SHIVERING AND
SWEATING
TOO HIGH HUMIDITY TO CAUSE FATIGUE AND DROWSINESS
DEFECTIVE ILLUMINATION
POOR HOUSE KEEPING
INADEQUATE REST AND BREAKES BETWEEN WORKING HOURS
INADEQUATE WARNING SYSTEM
CONGESTION WORKPLACE
UNSAFE CONDITIONS
12.
13. Age & Fatigue.
Defective hearing & eyesight
Operating without clearance
Muscular weakness.
Lack of required skill & knowledge
Horseplay
Intoxication (alcohol, drugs)
Mental worries
Emotional in stability such as jealousy
Improper attitude towards work
Failure to wear PPE
PERSONAL FACTORS
14.
15. THE VICTIM
DEATH
PAIN AND SUFFERING
PERMANENT DISABILITY
EFFECTS ON FAMILY AND
DEPENDANTS
LOSS OF EARNINGS
EXTRA EXPENDITURE
INABILITY TO RESUME
OCCUPATION
16. Rushing
Feel constant pressure to complete tasks as
quickly as possible . It’s important to
remind employees that working safety is
the first priority, even if it means
finishing the job later.
Four States of Mind that Cause Accidents
Frustration
is a mindset that almost everybody
experiences at some point in life. Employees
can get frustrated at poor procedures, bad
communication, wrong or insufficient
materials and problems at home
17. Fatigue
Means too tired physically and mentally
this leads greatly reduces production and
performance. To avoid fatigue, employees
should not overwork or work overly long
hours. Corporations have to set realistic
deadlines and attainable goals for employees
Complacency
Complacency can be the most dangerous
mindset that results in an injury or
accident.
These mindsets can cause or contribute to critical
errors which increase the probability of injury
18. ✓ EYES NOT ON TASK
✓ MIND NOT ON TASK
✓ WALKING INTO THE LINE-OF-FIRE
✓ LOOSING BALANCE/TRACTION/GRIP
. . . Which increase the risk of injury
FourCriticalErrors
19. EyesNotOnTask
Not looking at where youare going or whatis
comingat you. It includes not moving your
eyes before moving your body or not beingable to
see where youare stepping, where your hands are
reaching into,etc.
23. 23
Traditional Safety Management
Safety Management System Features
PPE
Emergency Response
Policies
Procedures
Safety Rules
Incident Investigation
Safety Meetings
Audits/Inspections
Industrial Hygiene
Training
Safety Permits
Hazard Recognition
Fire Protection
Engineering
Safety Incentives
SHE Standards
Safety Surveys
Job Safety Analysis
Purpose: To reduce/eliminate injuries
in the workplace.
Limited effectiveness, why?
24. TRADITIONAL SAFETY MANAGEMENT
LIMITED EFFECTIVENESS WHY?
TYPICALLAY A TOP –DOWN APPROCH
FOCUS ON REGULATIONS AND PROCEDURES
DO AS I SAY …… JUST DO IT
NOT UP DATING NEW TRENDS
MOTIVATIONAL DEFECTS
25. 25
Please think . . .
How many of the above elements can be
directly traced to injury elimination just at
the moment the injury is about to occur ?
Question: Are injuries totally eliminated?
26. 26
Injury Statistics . . . . . In INDIA
•124 people die at workplace everyday
•46575 people are injured
•32% contribution to global fatality at work
•37% of global burden of occupational injury
Question: Are injuries totally eliminated?
27. 27
To Conclude . . .
•Good Safety Management systems exist
•Still workplace is injury prone & not safe
•Injury although declined, still persists
WHAT IS MISSING?
28. Why Safety Programs Do Not Work:
• Safety is enforced & its not a habit or
value!
• Safety is not managed in the same manner
as production, quality, and cost issues!
• Safety is not driven through continuous
improvement!
• Lack of top management commitment!
29. 29
Scientifically proven that . . .
In 1951, Dr. Heinrich claimed that more than 90% of injuries were
caused by UNSAFE BEHAVIOURAL ACTS
DuPont proved by research that:
Injury Causes Percent
Injuries due to Unsafe Acts / Behavior 76
Injuries due to combination of Unsafe Behavior &
Conditions
20
Injuries due Unsafe Conditions 4
30. 30
DOE, US Govt. found out that . . .
Personnel errors (Unsafe Acts) was present in 77% of Accidents
0
20
40
60
80
100
Equipment
Procedure
Personnel Error
Design
Training
Management
Others
Percent by Cause (1999-2001)
31. Most accidents are caused by unsafe
behavior acts
• Even you work hard to create a safe workplace and eliminate
unsafe conditions for your workers, Rate of accidents are not
minimised.
• If you examined your accident records for the past few years,
you'd likely find that the root-cause of most of the accidents was
unsafe acts rather than unsafe conditions.
• They'd taken shortcuts.
• They'd taken risks. They'd developed an "It won't happen to me"
attitude.
32. TYPICAL UNSAFE BEHAVIOUR
AT WORK PLACE
TAKING SHORTCUTS
BEING OVERCONFIDENT
UNDERTAKING A TASK WITHOUT COMPLETE INSTRUCTIONS
IMPROPER ATTITUDES
IGNORING OR OVERRIDING SAFETY PROCEDURES
MENTAL DISTRACTIONS
FAILURE TO PLAN
Improper Attitude
I’ve Never Been
Hurt Before
44. Human behavior is both:
therefore
Behavior can be managed !
it is observable
it is measureable
45. ATTITUDES
are inside aperson’s head -therefore
they are not observable ormeasurable
however
Attitudes can be changedby
changing behaviors
46. is a process that helps
employees identify and choose a
safe behaviour over an unsafe
one
WHAT EXACTLY IS BEHAVIOR-BASED SAFETY (BBS)?
BEHAVIOR-BASED SAFETY (BBS)
47. 47
BBS vs. Zero Injury
Zero Injury is the GOAL
BBS is the path to reach the GOAL
48.
49. 49
What is BBS Program?
Minimize / eliminate workplace injuries
Make people behave safely, work safely
This is Zero Injury Culture too . . .
53. STAGES OF BEHAVIOUR BASED SAFETY
PLANNING STAGE
1)PLANNING GROUP IS INTRODUCED
RESPONSIBLE FOR ACTUAL PREPARATION OF BBS PROCESS AND
DRAFTING OF FORMS AND TRAINING MATERIALS
2)PLANNING GROUP CONSISTS OF PEOPLE FROM EVERY
DEPARTMENT,A SAFETY EXPERT AND REPRESENTATIVE FROM
MANAGEMENT
3)GOALS AND RESPONSIBILITIES ARE DETERMINED
54. STAGES OF BEHAVIOUR BASED SAFETY
IMPLEMENTATION STAGE
1)STEERING COMMITTIE IS INTRODUCED
(SAME AS ORIGINAL PLANNING GROUP)
2)SAFETY TEAMS FROM EACH DEPARTMENT
3)EMPLOYEES PARTICIPTE AS OBSERVERS
4) GOALS FOR IMPROVEMENTS ARE IDENTIFIED
5) ACTION PLANS ARE PREPARED FOR EACH DEPARTMENT
55. Basic Behaviour principles
Safety in the work place is a
combination of
PERSON
ENVIRONMENT and their
BEHAVIOUR
when these three elements are
combined at work place accidents be
eliminated
BEHAVIOUR
what the person does on the job
56.
57.
58.
59. Stepsof anObservation
Observe work as it is taking place. Quite often you will be
involved in the work yourself.
• Observe people’s activity, their
actions and surrounding
environment.
• Be careful not to interrupt a
worker at an inappropriate
time.
• Look for unsafe acts as well as
good safety performance.
• Look for detail and an overall
impression.
• Keep an openmind.
Step 1
60. Stepsof anObservation
If you see an act or condition that is unsafe or you think may
be unsafe, stop the job and discuss the situation with the
individual(s) involved.
Stop unsafe acts
immediately,unless stopping
the worker will create a
greater hazard.
If the action is not
immediately dangerous to
life and health, use your
judgment to decide if it is
better to wait for a few
moments.
Step 2
61. Ask the person or persons involved in the job to explain what they
are trying to accomplish and what the procedures are.
Ask:
• Can you tell me about the
job?
• What are the hazards and
risks?
• Do you have a written
procedure?
• Why do you think I stopped
you?
Stepsof anObservation
Step 3
62. Ask, what are some ways they
could complete the job safer.
(change in procedures, different tools, PPE)
• Allow the worker to explain
how he believes the job can
be done more safely.
• Provide praise when a job is
being done correctly.
Stepsof anObservation
Step 4
63. Finally, share your behavior observation card
with the entire crew so that everyone can
benefit and work safer. The results are
obvious:
This Or This
Stepsof anObservation
64.
65. Positive Reinforcement (R+)
("Do this & you'll be rewarded")
Negative Reinforcement (R-)
("Do this or else you'll be penalized")
Punishment (P)
("If you do this, you'll be penalized")
Extinction (E)
("Ignore it and it'll go away")
Reinforcement to change behavior
68. Reduction in workplace injuries
Reduction in medical related costs, including
rehabilitative costs
Fewer work related injuries
Fewer company and governmental accident
investigations
Increased productivity due to reduced injury
related to absenteeism and illness
BENEFITSOF BEHAVIORBASED SAFETY
69. FINALLY
BBS is not a quick fix.
It is a commitment.
Empower the employee to ensure accidents don’t happen
A good BBS should allow the employees to coach each other
regardless of position in the company.
Effective only good support from management and employee
cooperation