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Behavior Based Safety (BBS) Perilaku Keselamatan.ppt
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- 2. Apa itu BehaviorBased Safety? Behavior atau kebiasaan adalah cara untuk mengarahkan diri sendiri. Untuk itu, behaviors adalah suatu tindakan yang nampak atau terlihat. Fokus dari Behavior Based Safety adalah pada kampanye membiasakan diri tentang keselamatan * Merriam-Webster dictionary
- 3. Behavior Based Safetyis NOT: • Sepenuhnya program pengembangan keselamatan. • BBS adalah suatu rencana proses kerja untuk mengeliminasi pekerja dari resiko. • Suatu proses untuk menjalankan aturan keselamatan , bukan untuk memperbaiki kondisi bahaya. • Pelanggaran aturan keselamatan dan kondisi tidak aman harus di perbaiki di luar proses BBS • Proses untuk menyalahkan atau meng kritik pekerja.
- 4. Traditional Safety… • Isreactive – fokus pada perbaikan atas apa yang telah terjadi. • Mencari akar masalag dari suatu insiden Menggunakan data insiden dari investigasi • e.g. Incident and Severity rate • Fokus pada meminimalkan kondisi tidak aman. • Suatu ketika menyalahkan kesalahan pada seseorang. Bagaimana perbedaaan BBS dengan Sistem Keselamatan Tradisional?
- 5. Behavior Based Safety… •Is proactive – menurukan kebiasaan atau perilaku yang beresiko. • Fokus pada pengamatan kebiasaan pekerja. • Kebiasaan umum yang menempatkan pekerjaan pada suatu resiko di catat dan perbaikan di buat. • Memilki hubungan pemahaman dari kebiasaan pekerja. • Catatan pada lingkungan dimana kebiasaan terjadi, kebiasaan itu sendiri dan konsekuensi dari kebiasaan tersebut. Bagaimana perbedaaan BBS dengan Sistem Keselamatan Tradisional?
- 6. Behavior BasedSafetyMendasaridanBergunaUntuk TraditionalSafety Unsafe Acts Unsafe Conditions Accidents Near Misses BehaviorBased Safety Traditional Safety
- 7. Always Keep inMind… BBS is focused on two concepts: • BEHAVIOR • What is behavior? • What are the factors influencing “at-risk” behavior? • How can this behavior be discouraged? • RISK • What is risk? • Why do people take risks? • What are the consequences of taking these risks?
- 8. INGAT !!! Behavioradalah “cara untuk mengarahkan diri sendiri” Behaviors tidak dapat di isolasi dari kondisi lingkungan yang terjadi. Behavior Environment
- 9. Severity – seberapabesar sesorang terlibat dalam aktivitas. Direct Indirect Probability – kesempatan terjadinya kecelakaan pada suatu aktivitas. Risk = Severity x probability 1 in 6 1 in 52
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- 11. PengaruhKonsekuensiPositif PadaKebiasaanYangBerisiko • MenyenangkanHidup • Hemat Waku • Meningkatkan Produktivitas • Bebas berkespresi • Merasa terlindungi How does cheaper/better/faster influence taking risks?
- 12. Alasan-alasanpekerjamengambilsuatu resko: BEHAVIORS P e r c e p t i o n H a b i t Obstacle I can’tdo it any other way because . . . It would be difficult to do it that way because . . . If I do it that way, (this would happen). C o n s c i o u s C h o i c e S u b - C o n s c i o u s C h o i c e Limited Choice That’s the way I always do it! I don’t know. I didn’t think about it. It’s the way we always do it around here. In my opinion . . . In my experience . . . I don’t think it’s a problem because . . . I’ve done it before and not gotten hurt. What’s wrong with it?
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- 14. Hal Penting SebelumImplementasi Penting untuk mengembangkan Komite BBS dan tetap melakukannya sesuai dengan struktur pekerjaan setelah di implementasikan : • Designs the BBS process. • Develops the implementation strategy. • Implements the BBS process. • Steers the BBS process.
- 15. Tanggung Jawab Manajemen& Pengawas • Memahami prosesnya (mendapatkan training) • Membuat BBS menjadi bagian pada pekerjaan • Membantu meng identifikasi dan memperbaiki kekurangan dalam sistem • Menghilangkan batasan-batasan yang tidak perlu • Dukungan : • Waktu untuk: • Training • Bertugas sebagai Komite BBS dan melaksanakan pertemuan • Melakukan observasi • Medorong dan menyediakan penguatan positif bagi pekerja , observer dan komite BBS
- 16. 4 Langkah ImplementasiBBS 4 Langkap Implementasi BBS: 1. Membuat target yang memungkinkan 2. Mengembangkan Ceklist Observasi 3. Observasi 4. Memberikan Umpan Balik
- 17. Langkah 1: Membuattarget yang memungkinkan Buat target SMART: Specific (Detail) – Motivational (Memotiviasi)– Attainable (Tercapai)– Relevant (Sesuai)– Trackable (Berjejak) Contoh : Target “zero-injuries” iitu TIDAK SMART, tapi target of 80 partisipasi karyawan dalam pelaksanaan training keselamatan adalah SMART. Target harus berfokus pada hasil BUKAN behaviors.
- 18. Partisipasi pekerja dalammenentukan target sangatlah penting. Hal ini dikarenakan : 1. Merekalah targetnya. 2. Adanya kepercayaan interpersonel. Langkah 1: Membuat Target Yang Memungkinkan
- 19. Langkah 2: MengembangkanCeklist Observasi Dalam menemukan kebiasaan bekerja selamat ada beberapa cara : • Review laporan insiden sebelumnya untuk mengidentifikasi kebiasaan yang dapat mencegah itu semua. • Fokus pada hal terbesar yang dapat mencegah terjadinya insiden. • Diskusi dengan Pekerja dan Manajemen. • Penting untuk pekerja mengambil tanggung jawabnya dalam melakukan aktifitas • Keuntungan lainnya untuk membangun kepercayaan. • Melakukan observasi pekerja secara terjadwal
- 20. Langkah 2: MengembangkanCeklist Observasi
- 21. Langkah 3: Obervasi Pertimbangandalam melakukan observasi: • Siapakah Yang Akan Di Observasi? • Self-observation • Peer-to-peer • Top-down • Working groups • Frekuensi observasi? • Daily, bi-weekly, monthly • Bagaimana umpan balik akan diberikan?? • Immediately • Within a week
- 22. Observers Harus Memilki… 3Tanggung Jawab Utama: – Mengumpulkan Data • Observation data (Safe/Concern) • Discussion data (What/Why) – Memberikan Umpan Balik • Dorongan positif untuk kebiasaan yang selamat • Menyediakan coaching dan Perhatian – Objective / Tidak berprasangka
- 23. Tugas Oberver TIDAK: •Memata-matai pekerja, • “Menangkap” orang yang berbuat tidak aman, • Mengkritisi performa pekerja, • “Polisi Keselamatan” (risks vs. rules; right vs. wrong; safe vs. unsafe), • Memperhatikan tugas atau pekerjaan, • Memaksa orang untuk berubah, • Merubah orang untuk selalu disiplin,
- 24. Langkah 4: MemberikanUman Balik Memberikan umpan balik kepada pekerja merupakan suatu cara yang penting. Beberapa metode umpan balik yang terbukti menguntungkan: • Ucapan – Segera memberikan umpan balik selama proses obervasi. • Membuat laporan tertulis setelah semua data observasi terkumpul. • Memperlihatkan grafik perfoma dimana semua orang dapat melihat. • Memberikan perayaan atas atau memberikaan insentif lainnya. NOTE: It is important that workers are allowed time to adjust their performance before being observed again.
- 25. Why Implement BehaviorBased Safety?
- 26. The BBS ProcessCloses the Gap to “Nobody Gets Hurt” • Fokus pada sedikit tindakan pencegahan yang kritikal sehingga dapat mencegah terjadinya insiden yang lebih banyak • Prioritas tindakan utama adalah menghilangan penghalang (komuikasi, status dll) • Menghasilkan data yang dapat dilakukan • Memberikan dukungan positif dari Kebiasaan Selamat • Mengikutsertakan pekerjaa dan manajemen: Pekerja Melaksanakan/Manajemen Mendukung
- 27. BBS is provento reduce injuries • At 850+ companies injuries were reduced by an average of: • 37% after 1 year • 66% after 2 years • 87% after 3 years • Multisite Success – See case study of BP’s Fabrics and Fibers Business Unit (FFBU) included in your extra materials.
- 28. Keuntungannya Lebih Banyakdaripada Biaya Yang Dikeluarkan What is the Return on Investment for BBS? • Saves time, money, energy, and can improve morale among employees and between employees and managers. • Costs of accidents/incidents are both direct and indirect: • Direct costs: investigation, production downtime, medical expenses, damage to equipment or product, repairs, legal costs, fines, etc. • Indirect costs: employer/public liability, business interruption, training replacements, loss of goodwill/employee morale, negative public image.
- 29. Why Implement BehaviorBased Safety? Remember: The Iceberg Theory For every accident, there are many “near misses” that go unnoticed.
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Editor's Notes
- #8 Behavior is contextually driven; we behave in the manner that is appropriate to whatever situation we find ourselves in. So, telling a person that safety is a priority in an environment that emphasizes working hastily to meet the bottom-line is a contradiction.
- #10 The relationship between at-risk behavior and consequences is a feedback loop. If an at-risk behavior is performed without negative consequences, the behavior is likely to persist until an accident occurs.
- #11 Not just positive consequences, but think about the other side of this. How do negative consequences or pressures influence worker behavior or propensity to take risks?
- #14 At Sandia, this committee consists of workers who volunteer for the positions. This may be something to consider, as it is important that employees feel recognized throughout the BBS process. Along the same lines, it is recommended that committee positions rotate, allowing workers to have a more direct influence. Management should be involved in all steps of implementation, and it may make sense to have them on the committee as well.
- #15 Management needs to receive training in the BBS process prior to implementation, and should be an active participant in the training of employees. Needs to emphasize the importance of safety, and BBS as one of a worker’s responsibilities on the job. Needs to ensure the BBS system of observation taking is organized. Must ensure adequate time for training employees, committee activities, and for observation taking. Feedback is something managers are expected to give in all areas; BBS should be incorporated into the feedback workers receive as part of their performance reviews, but should be given freely any time the manager identifies issues.
- #17 When properly implemented, behavior based safety creates -over time- a culture of safety in a working environment. Repeated safe practices encourage workers and management, who then begin to value safety for its own sake. People want to be competent, so making safety “the” call of duty, instead of “above and beyond the call,” is key. However, it is important that on the way to establishing the culture of safety sub-goals are feasible. Otherwise, workers and management may become discouraged or frustrated by the pressure of trying to achieve the unachievable. Why is 80% participation in appropriate safety training SMART? Specific – sets a specific goal of 80% employee participation in safety training Motivational – encourages employees to attend by setting a specific target and can enhance their work environment Attainable – While this may vary by location, 80% participation in required safety training is a fair goal? Relevant – the training should be appropriate to the task at hand for employees; it should affect their everyday working lives. Trackable – It is easy to track when employees have and have not completed training. - FOCUS ON OUTCOMES: People are less likely to adjust their behavior when simply told to do so; they need convincing reasons.
- #18 “Employee buy-in” occurs through both verbal and nonverbal paths. Verbally, employees can express support for safety, and contribute their ideas for making the BBS process more effective. Nonverbally they can show support through participation in training activities, and working according to safety standards. Participation in the goal-setting and BBS strategizing process is also important because people are more likely to use strategies that they create. Goals and rules imposed from above may incur resentment and are less likely to garner support than those employees have a hand in establishing. 2. Interpersonal trust comes from increasing interaction. The BBS process requires frequent interaction between management and employees, and among the employees themselves. This trust is developed during the participative goal-setting process, as employees receive recognition and are ushered-in as partners in BBS implementation. It becomes all the more important during observation-taking. Regardless of the observation method (peer-to-peer, top-down, etc.), employees must be able to trust that they will be evaluated fairly and objectively, and that they will be given a chance to correct their actions.
- #19 Remember in reviewing past accident/incident reports that BBS is not about assigning blame or punishment. The purpose of reviewing these is to identify how accidents could have been avoided, not the particulars of who was involved. If reports are not specific enough for this type of analysis, any record of accidents/incidents may be used to identify areas where safety issues appear more frequently; then employees can be consulted, and observations taken, from these areas. The observation process should not be something employees dread. To avoid this, make sure the list is relatively short and focused on those actions that could prevent the largest number of accidents. -Also, note ways the workers’ environment affects their behavior, especially when accidents have occurred. - Are there obstacles preventing employees from working safely?
- #20 An example from Sandia’s BBS program SHARP. Your observation checklist should be specific to the area which is being observed; this card is specifically for Electrical Lab Workers.
- #21 Who will observe? Self-observation – the employee observes himself. Probably not reliable. Peer-to-peer: employees observe one another. This is the method Sandia has chosen. Top-down: managers or higher-ranking employees observe workers. It is not unheard of to have working groups make observations, but the drawback to this is the working group being unfamiliar with the specific processes of a facility. In most situations, the management is in charge of observing their own activities, but this doesn’t have to be the case. Frequency of observations? -The more often observations are taken, the better because this leads to fewer injuries. We say as a minimum a worker should be observed once a month. How will feedback be given? - Studies have shown that multiple feedback methods are the most successful. We will talk more about this in a few minutes.
- #24 -Using all of these methods in conjunction is not a bad idea.
- #26 - The interpersonal trust generated among workers and between workers and management will spill-over into other arenas. Productivity and morale will increase due to this, in conjunction with fewer accidents/incidents.