The document discusses Behavior-Based Safety (BBS) in manufacturing industries, emphasizing that safety is a choice influenced by mechanical, environmental, and personal factors. It outlines common unsafe behaviors, mindsets, and the need for a cultural shift towards safety through employee involvement and management commitment. BBS aims to reduce workplace injuries by focusing on observable behaviors and creating a zero-injury culture through continuous improvement and empowerment of employees.

1. PARABAKARAN
BALASUBRAMANIAM
1
Behavior Based Safety (BBS)
in Manufacturing industries
PRESENTED BY

2. WHAT IS IT ?

4. SAFETY
WHY ?

5. Because
Somebody is waiting for you at Home

6. Do you want to go back home
Like this ? Or Like this ?
Choice is yours
Emergency

7. Your Safety is a
MATTER OF CHOICE
NOT CHANCE

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

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

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
Four Critical Errors

19. Eyes Not On Task
Not looking at where you are going
or what is coming at you. It
includes not moving your eyes
before moving your body or not
being able to see where you are
stepping, where your hands are
reaching into, etc.

20. Mind Not On Task
Not concentrating on the
job, being unaware of
dangers or deficiencies,
forgetting things.

21. Walking into Line-Of-Fire
Being conscious of
where you are or where
you are going in relation
to the direction of the
hazardous energy.

22. Balance/Traction/Grip
Doing something that
could cause you to lose
your balance, traction or
grip.
It could include not
wearing good
footwear/gloves,not seeing
or thinking about the
hazard.

23. Traditional Safety Management
Safety Management System Features
23
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 . . . . .
•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

33. WHY
UNSAFE BEHAVIOUR
COMFORT
JOB DIS SATISFACTION
SAVING TIME
CONVINIENCE
RECOGNITION
CELEBRATING PRODUCTION OVER SAFETY

34. UNSAFE WORKING PRACTICES

35. UNSAFE WORKING PRACTICES

36. UNSAFE WORKING PRACTICES

37. UNSAFE WORKING PRACTICES

38. UNSAFE WORKING PRACTICES

39. 39
How to change unsafe behavior to
safe behavior
By adding
BEHAVOIUR based SAFETY SYSTEM TO THE
TRDITIONAL SAFETY MODEL

40. 40
What do we do now?
Safety Activities
Fewer Unsafe Acts
Fewer Accidents
Traditional Model BBS Program
+

42. Behavior
-An observable action
-Externally focused
Attitude
-Deep-seeded feelings or emotions
-Internally focused
DEFINITIONS

44. Human behavior is both:
therefore
Behavior can be managed !
it is observable
it is measureable

45. A
TTITUDES
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

49. 49
What is BBS Program?
Minimize / eliminate workplace injuries
Make people behave safely, work safely
This is Zero Injury Culture too . . .

50. Why Behavioral -Based Safety
Management isRight
• Behaviors canbe measured and therefore
managed
• Changing behavior leads to changingattitudes
• Avoids personality conflicts
• Embracesemployee involvement
• Provides valuable feedback

52. BBS METHODOLOGY

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

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

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

67. Steps in BBS

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
BENEFITS OF BEHAVIOR BASED 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

70. YOUR SAFETY IS YOUR FAMILY’S SAFETY

71. Safety is really about our
ATTITUDE!
Make 100% Safe Behavior your
choice, both on and off the job
every day!

72. Thank You
……..