Safety Culture Excellence

Greetings, recorded this on the road in Louisville, Kentucky. The topic this week is about an upcoming webinar scheduled for this Friday, 05 March 2010 titled, Assessing Your Behavioral Safety Process: Finding New Results. - http://www.proactsafety.com/webseminars 

Many traditional Behavior-Based Safety process results plateau after the first two to three years of operation. At this point, the process can become routine and lose the original results-based orientation. When this occurs, the successes that motivated the process early on quickly diminish, and the entire process tends to simply “go through the motions” and slowly lose momentum. Don’t let this happen to you. 

Based on ProAct Safety’s extensive experience in assessing and improving all major approaches to Behavior-Based Safety, this webinar will provide a simple structure to internally assess your existing Behavioral Safety process.

I hope you are able to join us!

Shawn M. Galloway

ProAct Safety

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Greetings, recording this on the road in Cheswick, Pennsylvania. We receive a lot of calls from organizations looking to purchase software for their behavioral safety processes. So for the podcast this week, I would like to provide some independent thoughts on this. There really are several software options available to an organization looking to implement a Behavior-Based Safety process. 

They range from spreadsheet tools to installed or online databases. Our firm (ProAct Safety) is familiar with all major methodologies and applications currently in use throughout the world. Due to this unique position, our firm has often played a support role in identifying, selecting and utilizing the most effective application that fits each organization’s needs. Many companies choose to internally create an application. This can be a good strategy. We have helped several organizations by providing the critical functional guidance necessary, to ensure a successful outcome.

A key success factor in any implemented Behavior-Based Safety Process is data management.  The data is what enables continuous improvement and helps the observers keep score.  Sometimes the reason workers are not improving in safety is because something is getting in the way.  Identification of safety obstacles and barriers, and measuring their impact is a powerful tool in improving safety.  Traditional safety tends to only focus on lagging indicators and failure rates.  The percent safe provided by a behavioral safety approach, is a great leading metric for comparison to the downstream metrics of accident rates, severity rates, costs of accidents etc.

It is critical for a steering team to design an effective data management and problem-solving technique, in conjunction with their behavior-based safety efforts.  This data flows to the steering team and helps them to remove barriers to safety and change the influences that could tempt workers to take risks.  Additionally, the ability to isolate problem areas increases the ability to focus corrective effort reducing wasted resources.  The observations are most definitely a great tool for beginning the creation of a culture of safety awareness and development of a personal safety focus; however without a good Behavior-Based Safety data management strategy, the process may not be sustainable.  

The data usually reveals first the weaknesses of the data, i.e. too little, not representative, not complete, what’s and no why’s on comments, etc.  Once the data gathering process is adjusted, the data starts to reveal where the greatest risks are and why workers are taking them.  The observation data combined with the original Pareto Analysis data helps to prioritize the risk issues for the team to address.  

The steering team will need to be able to identify trends in the performance.  It is important to know if risk taking is increasing, decreasing, or remaining relatively constant.  Since the observers in a Behavior-Based Safety process cannot see every precaution taken or not taken at the site, it is important that the behaviors sampled are representative of what is happening across all times and locations at the site.  If data is bunched into certain times or locations, the data may not be reliable.

Behavior-Based Safety Process considerations when determining software needs:

• First define the (paper) trail of how the completed checklists get to the data entry person
• Determine who the data entry person(s) will be
• Does the application need to be within the corporate infrastructure, an installable application, or online?
• How will the steering team/committee retrieve the data from the computer for their meetings (printed copies of reports vs. access to computer and projector to see the data in real time)
• What data will be posted and shared, and how will this be accomplished
• Will the team require support in understanding data and trends and the ability to create action plans to address them?

 We recommend the following types of reports for Behavior-Based Safety Data Analysis:

Report:  Overview

What to look for:  Low % safe, high # of concerns, adequate sample size

Use: Select areas that need improvement or attention

Typical Distribution: Steering Team

Report: Overview chart

What to look for: Safe vs. Lucky

Use:  Feedback to workers

Typical Distribution: Post and share with everyone

Report:   Trends

What to look for: Is percent safe increasing, decreasing, or staying the same?

Use: Track the effectiveness of the process and specific action plans

Typical Distribution: Steering Team, Workers in areas of action plan focus

Report: Observer Progress

What to look for: Has observer completed assignment and what is the quality of the data

Use: Manage the observation process and give feedback and recognition to observers

Typical Distribution: Steering Team

Report: Comments

What to look for: What is influencing a person to take a risk:  perception, habit, or barriers

Use: Develop steps of action plans to improve safety

Typical Distribution: Steering Team

Report: Additional Comments or Best Practices

What to look for: Suggestions or concerns about the process from observers or workers

Use: Continuous improvement of the process and safety

Typical Distribution: Steering Team

Report: Breakdown Reports

What to look for: Are the areas of concern concentrated by location, time, day, or other variables

Use: Target areas of concentration for action plans

Typical Distribution: Steering Team

Report: Action Items

What to look for: Any activities that are a result from this initiative that are: Actionable and within the team’s control (if not, who will manage follow-up?) and focused on measureable results

Use: Manage activities, follow-up, focus efforts and continuous improvement to ensure a results orientation

Typical Distribution: Steering Team

I hope I have provided a couple of ideas that are useful for you. I’d like to close with this, if you only have time to do one thing in safety today, what would it be and how will it contribute to making this a safer world for us all? Thanks for tuning in…

Have a great week!

Shawn Galloway

ProAct Safety

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Bonjour! Recording on the road this week in Paris, France. We have recorded many topics on Behavior-Based Safety and specifically the observation portion of the initiative. After all it is the engine of the average process. However, consider that conducting observations is not the only source of energy and there is not one type of observation strategy. There are several methodologies and practices. What works for one organization won’t necessarily work for another. Moreover what works for one site will not often continue to work later on. If you are still observing in the exact same manner that you did when the process started, than I have to question, is the process is still having the desired impact? An approach like this should have a positive impact on your culture and thus your culture should be enhanced, and so should the strategies.

This then means that we need to continue to enhance our tools to facilitate future gains. Peter Drucker said in his book The Essential Drucker, “Success always makes obsolete the very behavior that achieved it. It always creates new realities. It always creates, above all, its own and different problems. Only the fairy tale ends, ‘They lived happily ever after.’” So let’s consider there are 5 major observation strategies for Behavior Based Safety and Terry and I sat down recently and discussed these. I hope this gets you to consider other options to accomplish success with your Behavior-Based Safety process. Here’s how the conversation went…

Have a great week,

Shawn M. Galloway

ProAct Safety

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Guten Tag! Recording on the road this week in Basel, Switzerland. We have assessed and worked with all major methodologies of Behavior-Based Safety (Behaviour-Based Safety, BBS, Behavioral Safety, etc). Regardless of the effectiveness of the methodology, it is easy for processes to lose the drive for results, and fall into the process orientation. What I’m referring to is cranking the process, requiring more and more observations without measuring the impact on results. There is a principle in performance management that says “be careful what you measure, because people will work towards the measurements”.

If the only thing you measure in a Behavior-Based Safety process is the number of observations, then it is likely that you will get your numberes, but will they be quality observations; and will those numbers improve safety, or just crank a process? So years ago this brought us to start asking the question “What Triggers an Observation in Behavior-Based Safety?” We often find that the answer to this question provides insight to whether the initiative is focused on a results or a process orientation. I hope this topic gets you thinking about what you are measuring in Behavior-Based Safety. Moreover I hope it gives you some ideas to remind people this is just a tool in our safety toolbox. It is not the magic cure for all safety ails. This tool should be used to focus on understanding what influences behavior and overall culture. Certainly performing the observations will help, but remember the observations are not the end goal. Ensuring people are not at risk is what we should be after. So let’s get started with the conversation…

Have a great week,

Shawn Galloway

ProAct Safety

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Greetings from the road this week in Barnsley, England. Before we get started with the topic for this week, I wanted to let you know that we have identified the dates for ProAct Safety’s Annual Conference. If you would like to mark it on your calendar, it will be the 6^th – 8^th of April 2010. I hope you can make it out, as we would love to see you there!

So for this week, we have an 8-step recommendation for responding to an accident after implementing Behavior-Based Safety.

1.      Set Realistic Expectations

2.      Stress the Importance

3.      Stress The sense of Vulnerability

4.      Ask the question do we have the behavior or precaution on our checklist that could have helped prevent or minimize the injury?

5.      Ask what is the percent safe for that precaution?

6.      Ask could we have seen this coming?

7.      Ask how long until we can get on top of this?

8.      Ask what can I do as a facilitator and coach to help you help us improve safety?

So Terry and I are going to discuss all of these steps in length. With that let’s jump into the discussion about these guidelines…

The audio file can be found at www.SafetyCultureExcellence.com, or you can subscribe on iTunes. 

Have a great week,

Shawn M. Galloway

ProAct Safety

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Greetings recording this week in Peoria, Illinois! We have received some amazingly positive responses from a recent article of ours (Unions and Behavior-Based Safety: The Seven Deadly Sins) that was published in EHS Today in the October 2009 edition. If you would like to view a hard copy and print out the article, please either visit www.EHSToday.com or www.ProActSafety.com. For the podcast this week I have recorded the article so it can be listened to at your leisure. A free webinar on this topic has been recorded and can be found on the ProAct Safety website as well.

I hope you enjoy, here we go!

Have a great week!

Shawn Galloway

ProAct Safety

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Greetings everyone! Just a quick announcement while I’m snowed in at a hotel in Omaha, Nebraska (winter is definitely here…). I have uploaded the Intro to Lean Behavior-Based Safety video to YouTube. Due to the requirement that the videos can be no longer than 10 minutes, I had to break it into six sections.  As some of you know I previously uploaded it in its entirety to this site last December, however I have come to realize that this site’s host is having difficulty now playing the previously published videos. You can still download it the full video here: http://www.safetycultureexcellence.com/2008/12/21/intro-to-lean-behavior-based-safety-video-by-proact-safety/.

If you would like to watch the six segments at YouTube, please visit: http://www.youtube.com/ProActSafety. The six sections are below the description.

Intro to Lean Behavior-Based Safety

Length: 60 Minutes

Presenter:     Terry Mathis, Founder & CEO - ProAct Safety

Host:            Shawn Galloway, President & COO - ProAct Safety

What You Will Learn:

• What is Lean BBS^®? - Lean is not just less
• Why this approach has become the most successful in the industry
• What options are available for Behavior-Based Safety in today’s lean atmosphere
• How Lean Behavior-Based Safety works in logistically challenged organizations
• The typical results that a company should expect
• How to identify if your company is not ready for Behavior-Based Safety
• How to ensure success and trust with represented workforces (Labor Unions)
• Why customization is vital if sustainability is your goal
• Existing processes - critical questions and easy to spot waste
• What it takes to ensure success of a Lean Behavior-Based Safety approach

Lean Behavior-Based Safety is based on the philosophy of achieving faster accident reductions with the minimum internal resources and external cost requirements, ultimately achieving a more sustainable internalized continuous improvement process.

Borrowing proven techniques from Lean Manufacturing, Six Sigma, and experiences from over 1000 successful implementations, Lean Behavior-Based Safety has proven to be the most efficient and practical approach to an already effective theoretical process.

Part 1 – Intro to Lean Behavior-Based Safety Presentation

Part 2 – Intro to Lean Behavior-Based Safety Presentation

Part 3 – Intro to Lean Behavior-Based Safety Presentation

Part 4 – Intro to Lean Behavior-Based Safety Presentation

Part 5 – Intro to Lean Behavior-Based Safety Presentation

Part 6 – Intro to Lean Behavior-Based Safety

Have a great week!

Shawn Galloway

ProAct Safety

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Greetings recording on the road in Scranton, Pennsylvania. This week I’d like to share with you the details of a highly requested workshop. We have been delivering this workshop privately for companies since January 2002. This approach to Behavior-Based Safety has proven to be the most successful in the industry at both short and long-term results.  This workshop will train participants to utilize ProAct Safety’s Lean BBS® methodologies for facilitating an implementation or improving existing processes. Most importantly, it will prepare the consultants to anticipate and handle the issues that can challenge the success and sustainability of Behavior-Based Safety (BBS) efforts. 

Participants will also be able to identify opportunities to minimize the perception of change, achieve the quickest success possible, and ensure long-term process sustainability. We have been extremely successful with our Internal Consultant Certification Workshop, which is designed for organizations that desire to internalize and sustain Behavior-Based Safety capabilities. Additionally, ProAct Safety is familiar with all of the major implementation methods and has developed a collection of best practices through our experience with over 1,000 successful Behavior-Based Safety implementations. 

Because of this unique position, we are able to instruct individuals on specific consultative methods to customize & implement Behavior-Based Safety, and attractive but ineffective approaches to avoid. Companies using this path strategy should have highly qualified personnel and sufficient internal resources. ProAct Safety will certify the selected individuals to return to their location and begin designing and implement a customized Behavior-Based Safety process. This approach is not strictly a train-the-trainer course, nor is it intended to teach individuals to simply deliver training on Behavior-Based Safety. 

Every site will have its own unique challenges and cultures. To allow the internal consultants the most opportunities for success, it is extremely important that they understand and internalize the strategies to identify the site-specific variables that have or could become, problematic barriers. What works at one site will not always work at another. Lean BBS® utilizes aspects of performance and quality systems to drastically reduce the typical internal resource requirements of a Behavior-Based Safety process. Lean Behavior-Based Safety focuses on the leveraged use of resources, resulting in better results in a shorter time, less disruption to operations, and less resistance from workers and unions. 

Multiple Programs In Place: Re-energize Your Existing BBS Process Unfortunately, it is common to see the results from many traditional Behavioral Safety processes plateau after the first two to three years of operation. At that point, the process can become routine and lose the original result-based orientation. The successes that motivated the process early-on disappear and the entire process tends to slowly lose momentum. Successful Behavior-Based Safety processes do not typically fade away, but can be much less effective than they are capable of being. This is the perfect time for BBS process improvement. Improvement strategies can accomplish several important objectives:

·         Attain the next step in accident-reduction results through better targeting

·         Increase the level of expertise in the personnel active in the process

·         Provide new techniques to the observation and data analysis strategies

·         Re-energize the process utilizing Lean BBS® techniques to improve results and increase employee participation

·         Reduce resource requirements to maintain the process

·         Assess the existing Behavior-Based Safety process for foundations to build on

·         Make more efficient use of site leaders and steering teams

·         Narrow the focus of the checklist to improve efficiency

·         Focus observations where they will produce the best results

·         Learn tactics for continuous process improvement to ensure process sustainability

For a list of the dates, cost and materials that will be provided, please visit our website at www.ProActSafety.com I’d like to close with this, if you only have time to do one thing in safety today, what would it be and how will it contribute to making this a safer world for us all? Thanks for tuning in.

Shawn Galloway

ProAct Safety

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Greetings! This podcast recorded in Omaha Nebraska. This week I’d like to provide a recording of a white paper that was written by Terry, back in 1998. Terry was one of the first actual practitioners of behavioral approaches back in the early 1980’s, when he was the Director of Training at a little organization called The Coca-Cola Company. He created some of the world’s first corporate roll outs of what is now called Behavior-Based Safety. After successfully rolling this out throughout the company, he left Coca-Cola and joined the consulting ranks in 1996 and started our firm, ProAct Safety. Being one of the world’s first actual business practitioners of behavioral approaches provided him a different perspective than those who had respectfully (at the time) only had the academic experience.

If you have listened to the other 93 podcasts by now you have heard us reference the difference of theory and practice multiple times. When 1998 came about Terry had already customized many different approaches for many of the firm’s first clients and what he was seeing throughout the world when looking at the academic methodologies really concerned him, as did it concern the unions and many executives as well. So terry wrote a white paper in 1998 called, “Why Behavior-Based Safety Must Change Or Perish.” I would like to present that paper to you today. While yes, it is a little dated and our philosophy has greatly been enhanced, I believe it provides some understanding of how our firm’s viewpoint came to be. I hope you enjoy!

Shawn Galloway

ProAct Safety

Why Behavior-Based Safety Must Change Or Perish.

And what the new model will look like.

By Terry L. Mathis

1998

Behavior-Based Safety (BBS), as it has come to be called, has been a very successful intervention for reducing accidents.  Many organizations have tried it with success and others would have tried it except for its high costs both in terms of external and internal resources.  Others have chosen deliberately not to use Behavior-Based Safety precisely because of these high costs.

In today’s climate of lean manufacturing and downsizing, Behavior-Based Safety is becoming a dinosaur in real danger of extinction.  Like dinosaurs, Behavior-Based Safety has changed relatively little since its inception in the mid 1980s.  It is artificially expensive to hire expert consultants and the methodology is very liberal with the use of workers who must be excused from their regular jobs to do the “process.” Behavior-Based Safety has been effective but not efficient.

If Behavior-Based Safety is going to survive, must less thrive in the current business environment, it is going to have to change in some real ways.  An examination of current methodology reveals a number of ways in which it could change to better meet the demands of the business world as it has become.

Behavior-Based Safety Must Become “Lean”

The amount of money spent on external consultants often wanes in comparison to the amount spent on internal resources necessary for Behavior-Based Safety.  Sites have calculated as much as 1,000 work/hours of training per 100 employees to get the process started and 100-200 work/hours per month to keep it going.  A typical Behavior-Based Safety process has a steering committee or team which receives days of training and workshop activities to get the process started and several hours per month for the term of the process.  In addition to this team, observers are selected from the workforce who can include as much as 100% of the workforce.  These observers may take from one half hour per week to three hours per week to complete their observations.  Many sites give observers overtime to complete observations.

Lean workforces struggle to spare this many people away from their regular duties.  Experimental sites have been able to accomplish Behavior-Based Safety with far fewer people and still produce dramatic results.  Leadership teams/committees can be downsized or replaced with facilitators.  Observations can be performed in larger blocks by fewer observers which reduces preparation and observation trip time.  Checklists can be focused on fewer behaviors or precautions, which speeds and simplifies the observations.  Feedback can be separated from observations or limited and targeted to save additional time. 

Behavior-Based Safety Must Become Union Friendly

Unions have been among the critics of behavioral safety initiatives claiming that it tends to blame workers for accidents and provide an avenue for management to abdicate its rightful role in safety leadership.  These claims are truer at some sites than others.  Some sites have done remarkably better at making Behavior-Based Safety a fact finding rather than a fault finding process.  Some site leaders have taken an active role in safety leadership and others have stepped back hoping that Behavior-Based Safety would solve their safety problems.

Experimental Behavior-based Safety processes have successfully tried several techniques to win union support: 

•  Omit all behaviors from the checklist that overlap with safety rules and procedures.  This eliminates the danger of using Behavior-Based Safety for disciplinary purposes.  Everything on the checklist is discretionary and non-punishable.
• Separate the observations from the feedback.  Have an observer “sweep” the organization for measurement and use this data to focus peer coaching only in areas where improvements are needed.  Some sites have even used salaried observers in this role to eliminate the perception that a climate of union members spying on other union members would be developed. Union members were used as coaches, but not to gather data.
• Site management only views the identified, prioritized items provided to them by the hourly team members to fix the problems and not just to fix the blame.
• Observations are used to find unsafe conditions as well as concerning behaviors.

Even non-union sites have benefited from these and other techniques.

Behavior-Based Safety Must Become Professional

One of the weaknesses of traditional Behavior-Based Safety is that it uses amateurs to perform expert duties.  This is especially true in the area of data analysis and problem solving.  Employee teams/committees have been charged with analyzing the behavioral observation data (sometimes coordinating it with ongoing accident and near-miss data) and using their findings to continuously improve safety and solve identified problems.  Most employee teams have no expertise in data analysis or training in statistics and fail to accurately identify and/or prioritize their safety problems and opportunities.  Some teams spend hours pouring over data and fail to really understand what they are looking at.  Even teams who identify problems are seldom empowered to solve them and workers hesitate to take issues to managers and ask for help. 

In new Behavior-Based Safety experimental sites where the trust levels and culture supports, the data is analyzed by someone with both the training and the expertise to identify issues and distribute data to the right person or level at the site that can potentially solve the problem.  Most Behavior-Based Safety processes identify a lot more than concerning practices or behaviors.  They identify systems issues, unsafe conditions, training deficits, organizational and cultural issues, problems with management and supervision, and even safety rules and procedures that don’t work.  Much of these issues are never identified or addressed by employee teams and the opportunity costs of such omissions are significant.

The traditional thinking is that the data must been seen only by workers to keep it anonymous and separated from discipline.  Many techniques have been developed to solve this problem and still allow for more expert analysis and use of the observational data.   The same issues that apply to data analysis and problem solving often apply to observation and feedback and innovative sites are finding ways to improve observation and feedback expertise, while reducing resource requirements.

 Behavior-Based Safety Must Include True Safety Leadership

Behavior-Based Safety has focused on changing what it has called the safety “culture“.  The traditional Behavior-Based Safety vision of this ideal culture is at the heart of the problem.  The ideal Behavior-Based Safety culture is self-directed with almost no management intervention and is replete with workers who have time to effectively communicate with each other about safety issues.  Behavior-Based Safety has a leadership team which meets independently and a team or teams of observers who regularly take time away from their jobs.  Managers are asked to support and not interfere with the leadership team or steering committee while supervisors are charged with “empowering” the observers.

In reality, many of the Behavior-Based Safety processes have stopped far short of creating a new culture and have instead produced a new cult.  The workers involved in Behavior-Based Safety create a new clique in the organization that enjoys immunity from normal management and supervisory scrutiny.  Managers find they have diminished ability to influence the safety priorities and activities of the workers.  The gap between leaders and workers widens.

Any safety culture should involve all levels in the organization and use the levels in the way they can best serve.  Leaders should establish goals and direction and workers should use their abilities to find better and safer ways to accomplish organizational goals.  All safety efforts should be integrated and great care should be used not to create separate activities that separate and alienate levels of the organization from each other.  Even some of the Behavior-Based Safety experts who purported the traditional approach are recanting and acknowledging the importance of leadership in successful Behavior-Based Safety processes.

Conclusions

Sites that are looking at implementing Behavior-Based Safety should consider alternatives and not just look at the traditional approaches.  Some of the innovations could make Behavior-Based Safety a viable process for sites where traditional Behavior-Based Safety simply would not work, or fit.

Sites that already have a Behavior-Based Safety process are encouraged to consider putting their processes on a diet.  Even if it currently works, it may be too large and ineffective.  Look at innovative ways to downsize and realign resources.  Use site expertise in data analysis.  Look for innovative ways to streamline observations and make your process more union friendly and supported.  Above all, keep leadership in an active role in the process and make the process integrate into your existing organization and safety efforts. Your Behavior-Based Safety process is not extinct yet!

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Greetings, recording this week in Saratoga, New York. For the podcast this week, Terry and I answer the following client’s question: “We had a Steering Team meeting last week and a concern about data analysis was raised and I have an action item to contact you for your thoughts. During our previous data analysis the least percent safe days of the week were Thursday and Friday, and the least percent safe times were between 6 am and 9 am. So as a Steering Team, we communicated this and tried to target observations during those days and times.  During this past data analysis, the least percent Safe days were Sunday, Monday, Tuesday and the least percent safe time was 1 pm. So this is where we are focusing our observations.

Is the improvement due to our target observations or is this something that will always be a moving target? Or does it even matter as long as we are communicating?” – Kelly

Thanks Kelly, before we get into the recording, just a quick announcement I’ll be at the Incident Prevention Conference in Louisville, Kentucky the week of 04 October 2009 and Terry and I both will be at the National Safety Council’s Conference in Orlando the week of 25 October 2009. If you happen to be at either or both, please stop by our booth or one of our talks and say hello. So without further delay, let’s jump right into the discussion.

I hope you enjoy this week’s recording!

Shawn Galloway

ProAct Safety

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