Safety Score Card

Om Prakash Misra
Safety Score Card

© LANCO Group, All Rights Reserved

Expected Outcomes
– Understand the difference between performance
indicators and measures
– Understand the difference between process and
leading metrics
– Look at some industry standards for generating
Safety “Process Metrics”
– Understand some metrics that can be used for a
Safety “Balanced Scorecard”

2

Definitions
– Data - The numbers themselves
– Metrics - the collection of data into a meaningful
boundaries and targets
• Leading and Lagging
• Activity or Progress
• Process vs. Outcome
– Performance Indicators - indirect indicators of a result
– Performance Measures - The actual measurement of a
result

3

Leading vs. Lagging?
Leading Lagging

– Event index  Lagging
– Medical  Hazardous material
treatment
 Overexposure
report
– Occupational  Workers
health compensation loss
inspection experience
findings  Illness rate
– Program
implementatio
n
– Training
Some of the more typical examples
– Behavior

4

Problems With Current Measure(s)
• Incidence rates do not drive superior
health and safety performance
– Overly inclusive
– Not very accurate
– The more pressure, the less accurate
they get

5

• Incidence rates are an Indicator, NOT a true
Measure of program performance
– Retrospective, little predictive value
– #’s and reports can be driven underground
– Root causes seldom identified
– No relationship between program and effect

6

• The historical Health & Safety measurement
mindset is:
– One of tracking failure
– Showing loss avoidance
– Not positive contribution to the business

7

Goals like “Cut Rates 20%” Don’t Work
• Short term results are unsustainable
– Law of averages
– Hawthorne effect
– Delivering to expectations

8

Leading or Lagging
– Exam scores
– Training program assessment
– # of inspections performed
– # of qualified inspectors
– % reduction in accidents
– # of employee concerns reports
– # of safety work orders completed within 7 days
– # of equipment installed without proper guards
– # of industrial hygiene over-exposures
– % of reduction in people exposed to noise
– Assessment of the performance appraisal process

9

Do we measure progress or activity?

Activity Progress
(good) “or” (better)

The Committee held 12 The Committee implemented 10
meetings corrective actions.

10

Progress or Activity?

 Exam scores
 Training program assessment
 # of inspections performed
 # of qualified inspectors
 % reduction in accidents
 # of employee concerns reports
 # of safety work orders completed within 7 days
 # of equipment installed without proper guards
 # of industrial hygiene over-exposures
 % of reduction in people exposed to noise
 Assessment of the performance appraisal process

11

Process and Outcome
Theory

Input Process Output Outcome

Manpower Product
Service Mission Progress
Design
Commitments Met
Procedures
Safety (IIR)
Materials
Satisfaction
Training
Compliance
Waste
Citations

Rework
12

Job Hazard Analysis
Job Safety Analysis
(JSA) Program

Establish JSA Team
Injury/Illness Training
History
Identify “Priority”
Schedule for JSA “High” Hazard
Tasks

Interview
Employee(s) Perform JSA 1. Define Steps

Review Job Task 2. Identify Hazards
Training and
Communication
3. Develop and
Follow-Up Integrate Safe
Working
Procedures
Program
Assessment

Recordkeeping
13

Measuring JHA Success
Theory


Manpower = Diversity of team
Design = Benchmark
Procedures = Field Tested
Materials = ?
Training = Quality (student
evaluation)

14

Theory


Assessment Score
% Actions Met
% Actions Met on time?

Waste = % failed after QC
Rework = % modified after QC
15

Theory


Product = # of JSAs
Service = # of Changes
Training Attendance
Training Retention

16

Theory


# of incidents with Hazard Analysis as a
Root Cause or Contributing Factor
% of behavior observations in
Compliance to procedures

17

Input, Process, Output or Outcome?

 Exam scores
 Training program assessment
 # of inspections performed
 # of qualified inspectors
 % reduction in accidents
 # of employee concerns reports
 # of safety work orders completed within 7 days
 # of equipment installed without proper guards
 # of industrial hygiene over-exposures
 % of reduction in people exposed to noise
 Assessment of the performance appraisal process

18

Metrics

• “What Gets Measured Gets
Done.”
• “What Gets Celebrated Gets
Done Well.”

19

Key Principles of Effective Measurement

– Measure Results, not – Is Shown in Context
Activities – Uncluttered
– Must be Visible – At the Point of Work
– Must be Kept Current – Realistic and Attainable Goals
– Provides Feedback – Don’t Change Often
– Must be Compared to – Result in Action Plans
Something

Critical Metric Concepts

20

Dan Petersen – Safety System
Metrics
• Incidence Rates (frequency and
severity)
• Management System Assessment Score Essential
• Employee Opinion (Perception) Surveys

• Behavior
• % to goal on system improvements
• WC $$$ Suggested

21 Occupational Hazards, 2001

Balanced Scorecard
• The balanced scorecard is an integrated
systems to measure performance
Kaplan and Norton

– Financial
– Customer
– Internal Business Processes and Operations
– Organizational and Individual Learning and
Growth
Assumes no single measure is adequate for managing

22

Balanced Scorecard

23

S&H Balanced Scorecard
• Customer (employees)
– Worker Perception Surveys
– Injury and Illness Rates
– IH Overexposures
– Employee Involvement
• Learning and Growth
– Continuous Improvement (Closure Rates)
• Inspections, investigations, notices, hazard
analysis, IH, SWOs, etc.
– Training Retention
– Activities
• Training Completed, etc.
• Programs performed
– Trend Analysis

H&S equivalent of a Balanced Scorecard
Translates mission and strategy into objectives and
24 measures

S&H Balanced Scorecard
• Internal Business Processes
– Management Systems Assessment Scores
– Process-Specific Implementation
• Action Plans/Objective completion
– Risk Reduction
• Increase use of Engineering Controls
• Financial
– Workers Compensation
– Program Implementation Budget
H&S equivalent of a Balanced Scorecard
Translates mission and strategy into objectives and
25 measures

Measure What You Ask For
– If you want a Safety Contact process to stimulate new
ideas, measure the # of new Ideas, not the # of Safety
Contacts.
– If you want employees to retain course materials, measure
their retention, not their attendance.
– If you want reduce incidents, measure exposure
reduction, both conditions and behaviors, not just incident
#’s
– If you want management to use your safety
programs, measure how much they use the programs, not
the # of people who get hurt.
– If you want safety committees to get involved, measure
how often each of them get involved, not how often they
meet.

26

Scorecards
• Departments
– Tied to performance appraisals
– Tied to recognition programs
Corporate/Site
– Balanced scorecard
Culture
– Perception surveys

27

Expected Outcomes
Understand the difference between
Performance Indicators and Measures.
– Incidence Rates are only indicators, programs
are measures
• Understand the difference between
Process and Leading Metrics
– Process is defined as input, output and outcome
metrics
– Leading can be lagging, depending on your
perspective

28

Expected Outcomes
• Look at some industry standards for
generating Safety “Process Metrics”
– Job Hazard Analysis examples
• Understand some metrics that can be used for
a Safety “Balanced Scorecard”
– Process, Customer, Learning and Growth, and Financial

29

References
– Balanced Scorecard – Kaplan and Norton
– Organizational Resource Council www.orc-dc.com
– Department of Energy
www.eh.doe.gov/EH_Strategic_Plan2003_2006.pdf
– “The Safety Scorecard.” Dan Petersen. Occupational Hazard Magazine.
May 2004.
– “How Do You Measure Safety?” Kyle Dotson. Executive
Strategies, Industrial Hygiene, and Safety News.
– “Selling Safety to Management Using Metrics.” Paul Esposito.
Industrial Hygiene and Safety News. June 2002.

30

Safety Score Card

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