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.

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Keeping the Process Alive: Data Analysis and Reinforcement for BBS

  1. 1. Keeping the Process Alive Data Analysis and Reinforcement By Terry E. McSween Quality Safety Edge
  2. 2. Two Types of Problem Solving Safety Concerns Process
  3. 3. Two Types of Problem Solving Safety Concerns Process
  4. 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. 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. 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. 7. Action Plans (Often the weak link!)
  8. 8. The ABC Analysis should guide your action plan. (And the trick is to identify and change the consequences.)
  9. 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. 10. Why don’t people volunteer to do observations?
  11. 11. It’s the consequences!
  12. 12. Why don’t people volunteer to be on the Steering Committee?
  13. 13. It’s the consequences!
  14. 14. Why don’t people turn in quality observations?
  15. 15. It’s the consequences!
  16. 16. Why don’t people work safely all the time?
  17. 17. It’s the consequences!
  18. 18. That Said Sometimes: – They don’t have the skills or knowledge – They can’t do the job safely
  19. 19. Otherwise It’s the consequences!
  20. 20. What happens when a new employee does an observation?
  21. 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. 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. 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. 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. 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. 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. 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. 28. Positive Feedback = Recognition Recognition should be: – Sincere – Specific – Immediate – Personal
  29. 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. 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. 31. Does it work?
  32. 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. 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. 34. Positive Consequences Your people will support BBS if you recognize them when they do!

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