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TRANSCRIPT
Process
Behavior Based Safety
Measuring Success Using Six Sigma
Presented by:
Paul Esposito, CIH, CSP
President, STAR Consultants
Presented at:
ASSE
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STAR> Overview
STAR has been in business since 1997
Safety Through Accountability and Recognition
STAR specialized is
Culture
Management Systems
Risk Assessments
Leading Metrics
Strategic Planning
HSE Coaching
Paul Esposito is a CIH and CSP, with over 35 years of
experience.
Mr. Esposito has been a VP with ESIS, a global leader in HSE
Consulting worldwide, leading their Management Systems and
Assessments Practice.
Lead instructor for ASSE; Risk Assessment Certificate
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Behavior Based Safety (BBS)> Influencing and Motivating Behaviors
Objectives
Confirming Goals of BBS and BBO
When is the right time to go with BBS
Understanding the ABCs of Influencing Behaviors
Developing Six Sigma Data Collection Targets
Debunking myths of BBS customary targets
Confirming Cultural Improvements
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Why Behavior Based Safety?Safety Record
Continuous Improvement is the Company Goal
2009 TRIR (Total Recordable Incident Rate) = 1.9
2014 TRIR (Total Recordable Incident Rate) = 1.3
To get to worlds class (under 1.0) we need BOTH systems in place,
AND culture improvements with a focus on accident prevention
Safety Management System (SMS) scores consistently at 80/100
VPP Site – three renewals
BBS is a part of culture, as a demonstration of active caring
BBO (Behavior Based Observations) are a small part of BBS
Our mission is to take all appropriate action to prevent injury to employees, damage
to property, and to protect the company, the customer, and the public from the results
of accidents
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Why Behavior Based Safety?Culture Survey
“Workplace safety is important at my work location”
“I see Trust and Mutual Respect in our Workplace”
2012 2014 2012 2014
Company Company Site Site
81% 84% 93% 97%
2012 2014
66% 73%
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Focuses on
“stopping the
bleeding”
Wait for “lessons
learned”
Focus on
“Blame”
Led by Safety
Compliance Focus
Programs, policy,
strategy and
resources
Individual
Accountability
Safety as a Priority
Supervisor is “Key
Person”
Training is the
Answer
Safety Committee
Injury Avoidance /
Prevention
Systematize
Programs into
Processes
Institutionalize
Data Collection
Accountability at
Line Management
to Leading
Metrics
Risk-based focus
Individual
Recognition
Risk Based
Metrics
Employee
Involvement
Management
Commitment
Employee
Engagement
Behavior Based –
Active Caring
Communication
Safety as a Value
Team Based
Recognitions
Organization and
Resources
Limiting error
effects
Risk Avoidance
is the Goal
Wellness and
Home and at
Work
Integrate Safety
into day-to-day
business
operations
Continuous
Improvement
Safety as a
Business Value
Organizational
Accountability
2-Compliance
(Proactive)
1-Compliance
(Reactive)
3-Management
Systems Focus
5-Sustainability
4-Culture and Human
Performance
Safety and Risk Program Maturity Path
Key Metrics: Incidence rates Exposures
(Hazardous
conditions)
Systems
Risks
Recognitions
Culture
Behavior
Engagement
Values
Maturity
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Behavior Based Observations
INSPECTIONS
LEVEL: 1
Developmental
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Developmental II
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Standard
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Advanced
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World Class
Behavior Based
Observations –
BBO
(if applicable)
1. Behaviors are
intended to be
influenced by
training to safe
work
procedures and
or regulatory
requirements.
2. Worker level
behaviors are
the primary
target.
3. Consequences
for at-risk
behavior tends
to be directed
toward the
worker.
1.Inspections/
observations
include some
review to safety
work procedures,
not just behaviors.
2. Observations
occur supervisor to
worker.
3. Observers are
trained in the
observation
process.
1.There is a written
plan or procedure for
the Behavior
Observation Process.
2. Observations occur
to a targeted metric.
3. Observations occur
using a worksheet.
4. Critical behaviors are
identified as part of the
process (either pre-
determined on the
observation worksheet,
or determined as part
of the observation). .
5. Some recognition
occurs for safe
behaviors.
1.Observations require actual
dialog between the observer
and person being observed.
2. The BBO goal moves away
from the number of observations
to the number of continuous
improvement initiatives and their
closure.
3. Trend Analysis is performed
on the data and results in
action plans. Action plans
receive timely closure.
4. Observations also occur by
worker to worker.
5. Advanced and ongoing BBO
training occurs for observers.
1.Perception surveys
support and verify
cultural
improvements.
2. The BBO program
is independently
audited and is
improving or meeting
targets.
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THE ABCs of Behavior
Modification
Doorbell rings Answer the door Someone is there
Let’s change the consequence
Doorbell rings Answer the door No one is there
Will behavior change?
Which has more influence, Antecedents or Consequences?
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THE ABCs of Behavior
Modification
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Why Focus on Behavior and Recognition?
Discretionary effort….Performance Management
Aubrey C. Daniels
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Motivation
Elements of Motivation
Recognition
Training
Discipline
Engagement
Re-Rank Here
Engagement
Recognition
Training
Discipline
All are necessary, but will not have the same level of
influence
Rank in Order of Influencing Behavior
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A Note of CautionBehavioral observations are best when
performed in a caring atmosphere.
This means that:
Encouragement and coaching is used
Behavior will change upon first being observed
Once the workforce sees that observations are
actually to their benefit, true behaviors can be
observed and recorded.
No disciplines for at-risk Behaviors, only
coaching opportunities
Observations are performed by management as
well as worker to worker
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Six Sigma
Statistical Analysis
Improve the quality output
of process
Identifying and removing
the causes of defects
(errors)
Targets and Metrics
Number of Observations
Number of Action Plans
Antecedents
Consequences
Conformance Rates
categories
Causes
Trend Analysis
Root cause on trends
Accountability and
Recognitions
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BBO Process
Observe
Record
Dialogue
Record
Dialogue
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Behavior Based Observations
Form
Ergonomics
(position of people)
Equipment and
Work Conditions
Housekeeping
Personal Protective
Equipment
Risk Awareness
Optional
Feedback is immediate, caring and consistent
Generate and track action items
Fix / Improve on the spot whenever possible
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Behavior Based Observations
Language
Eliminate “why” when approaching someone
exhibiting an “at-risk” behavior
Dialogue Prompts:
What is the safe way to do this task?
What are the risks to do this task?
What is a better way to do this task?
What can WE do to make this better?
Will you do this task safely?
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Motivate How? A Balance of
MetricsCompletion
Action Plans
Closure RatesConformance Rates
Improving Trends
Traditional
organizations only
record
number of
observations or
inspections.
World class
organizations use
a balance of
metrics.
Accountability and Recognition
Celebrate metrics on a team basis
Risk
Reduction
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Metrics - Accountability
Percent safe vs percent at risk
Percent conformance
Action plan volume
Action plan closure
Trends of at-risk
Action plans
Improvement
Team accountability and recognition
Number of Observations (minor importance)
(Later – Percent conformance for high risk)
Buy Each
Department!
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Recognitions Encourage continuous improvement and
change
Catch folks doing something right!
Identify opportunities for improvement
Recognize change
Volume
Quality
Engineering, substitution and elimination is the priority
Instead of just administrative controls, training, and PPE
Recognize Conformance (by Department)
Percent safe vs at risk (high risk – Critical to
Safety (CTS)
Improving trends
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Trends
Based on a minimum of 30 data
points
BBO Categories
Antecedent or Behavior
Risk Level (potential)
CTS Conformance
Root Cause (Systems,
Human Element)
Improve = Action Plans
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Culture Survey
Ultimately …
“Workplace safety is important at
my work location”
“I see Trust and Mutual Respect in
our Workplace”
Improve = Action Plans
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Control
Management Systems Improvements
Prevention Through Design
Employee Engagement
Management Commitment
Antecedents
Behaviors
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QuizBehaviors are most strongly influenced by
a. Being observed
b. Offering solutions
c. Seeing closure
d. b and c
Which dialogue is a better demonstration of active
caring?
a. Why are you doing that at-risk behavior?
b. Is there a safer way to do this task?
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Quiz # 2
The main goal of a Behavioral-Based Safety
program is
a. The number of observations
b. The number of action plans
c. The improvement of our culture
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Homework1. Add some Leading Behavior Metrics to your KPIs
2. Demonstrate Active Caring and Recognition
For the remainder of the day, take a piece of paper, make four columns.
People Action Criticism/Praise Different?
Every hour, add to this list. What people did you interact with? What were
they doing or saying? Did you say some thing positive or negative?
Was that different from what you normally would have done?
Review your list at the end of the day, did you criticize or praise more often,
by how much?
Did you hit your 4:1 ratio?
If you did not, do it again….
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Summary
Understanding the ABCs of Influencing
Behaviors
What are Behavior Observations
A Balanced Set of Metrics to measure
performance
Reinforcing a continuous improvement
mindset
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Thank You For Your Attention
Questions?Please get in touch with me at
Visit www.starconsultants.net/presentations
For a copy of this and the 5 level BBO maturity
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Copyright
Copyright and Use Restrictions
This presentation (materials) is copyrighted by Paul A. Esposito and
STAR, exclusion of the Attachments. Other than the exceptions listed
below, no part of these materials may be reproduced, stored in a
retrieval system, or transmitted in any form or by any means without
prior consent of the copyright holder. Students may reproduce the
material for internal, non-commercial purposes. Unauthorized copying
of the presentation, or any use of the material through modification,
merging, or inclusion with other printed material as a commercial
product to be resold is prohibited. Any internal use must acknowledge
the origin of the document and the STAR and Paul A. Esposito
copyright.
License granted to ESIS and ASSE for reproduction.