Advanced Topics in Behavior-Based Safety by Terry E. McSween, Ph.D. A number of keys to enhancing the BBS process' success are discussed, among them, employee ownership of the process, monitoring the process and uses of data, celebration and recognition.

1. Advanced Topics in
Behavior-Based Safety
Behavioral Safety Now, 2006
Kansas City, Mo.
Terry E. McSween
Quality Safety Edge
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2. Objectives
During this workshop, you will:
– Complete a preliminary assessment
– Develop a preliminary plan for
enhancing your BBS process
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3. Our Agenda
Introduction
– Emergency exits
– Who is QSE?
Common issues
Review BBS basics
Best practices and self assessment
Q & A
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4. Who are we?
BBS experience began in 1980
QSE founded in 1990
National Awards
– ASSE Scrivener Award, 1994
– OBM Network Outstanding Contribution, 2001
The Values-Based Safety Process
– Initial publication in 1995
– 2nd Edition, 2003
Started Behavioral Safety NOW in 1995
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5. Common “Barriers”
 Active employee resistance
 Lack of employee participation and support
– After initial implementation
– At some time after implementation
 Poor management support
 Too many initiatives
 Too little attention to safety issues/systems
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6. The Basics
Employee conduct observations of critical behaviors
Voluntary
No names
No discipline
Observations announced in advance
Includes positives
Immediate feedback
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7. Thermal Area - Major Refinery
Safety Observations vs Number of Accidents
10 80
Safety Observations
Started 8/94
9
70
8
60
7
# of Observations
# of Accidents
50
6
5 40
4
30
3
20
2
10
1
0 0
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Accidents Observations
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8. Recordable Accidents at a Refinery
Values Based
Safety
7
6
5
4
#
3
2
1
0
1991 1992 1993 1994 1995
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9. LWC Rate at a Refinery
Lost Workday Incident Rates
Values-Based Safety
2.5
2
# per 200,000 wk hrs
1.5
1
0.5
0
1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
Year
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10. Average Monthly Participation
Percentage of Employees Conducting Observations
90
80
70
60
Percent
50
40
30
20
10
0
2000 2001 2002 2003 2004 YTD
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11. Common Opportunities
Define the role of leaders
Recognize success
Train everyone
Create tailored checklists
Ensure a process for use of data
Involvement employees in planning
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12. #6 – Define Management Support
Train leaders in their role
– They must know
» How to conduct observation
» How to support the process
Include all levels in conducting observations!
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13. 1999 Leadership & Employee Participation
(10 Locations)
80
70
60
50
% Employee
40
Particiption
30
20
10
0
> 80% 60-70% < 40%
Leadership Observations
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14. Key Leadership Practices
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15. Monitor the Process
Sample Behaviors:
– Review training and implementation progress
– Formal and informal
– Ask questions about the BBS process
» How is the process going?
» What are the levels of participation? Is it getting better?
» What behaviors are being recognized?
» What is the Safety Committee targeting for improvement?
» Ask what Safety Committee is planning to do?
» What celebrations are planned?
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16. Leadership’s Role Exercise
Complete the self assessment worksheet
Share a successful practice from your facility
In your groups, identify things that you might
do to improve leadership support
10 minutes
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17. #5 Recognize Success
Use recognition and celebrations to support safety
efforts
– Don’t “dangle the carrot”
– Tie to behavior, not reporting
– Watch your data
Safety recognition and awards are programs
– Revise regularly
– Use to support continuous improvement
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18. Recognize Teams and Individuals
 To increase involvement
– # of observations (for individuals)
– Level of participation (for teams)
 To promote quality observations
 To encourage suggestions and reporting of near
misses
 To recognize safety champions
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19. Plan Recognition & Celebrations
Implementation tasks:
– Develop criteria for individuals and groups
– Identify potential recognition and celebrations
– Plan administrative process
» How will the Steering Committee determine when the
criteria have been met
» Who will be responsible for this tracking
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20. Plan Individual Recognition
Common criteria:
– First observation
– # of observations
– Conducting a good safety meeting
– Near miss or potential accident reports
– Quality observations
– Safety suggestions
– Off-the-job or home safety
– Other significant safety contribution
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21. Plan Individual Recognition
Awards distributed immediately, in safety
meetings, or as part of celebration
Suggested awards
– Quality observations reviewed in safety meetings
– Designer safety glasses
– Personally valuable award
– Educational opportunities (conferences, seminars, etc.)
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22. Sample Recognition Plan
Level Criteria Menu of Celebrations
1 First observation Hard-hat sticker
2 Five observations Designer safety glasses
Detachable key-ring
Pocket knife
3 Conducted 4 obs per month for 1 quarter T-shirt
Baseball cap
4 Sustain 4 obs per month for 1 year “Safety Champion” jacket
Other Quality observation Observation reviewed in safety meeting
and ticket for free lunch in lunchroom
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23. Plan Team Celebrations
Suggested criteria:
– “Upstream” measures:
» # of observations
» % participation
» Improvement/goal achievement on target behavior
– “Outcome” Measures (unannounced):
» Improvement in LWC (perhaps TRIR)
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24. Plan Team Celebrations
Usually involve food for all
Must communicate the reason for celebration
Typically include individual recognition
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25. Sample Celebration Plan
Level Criteria Menu of Celebrations
1 20% improvement in participation Breakfast tacos in safety meeting
2 Sustain 20% improvement for three months Sausage & egg biscuits in safety meeting
3 Achieve 90% participation Hamburger luncheon
4 Sustain 90% participation for one quarter Steak & potato luncheon
5 Average 90% or better for twelve months Family picnic w/ barbecue served by mgmt
- or -
Couples barn dance with live entertainment
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26. Recognition Exercise
Complete the self assessment worksheet
Share a successful practice from your facility
In your groups, identify things that you might
do to improve recognition and celebrations
10 minutes
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27. #4 Train Everyone
Train all employees
– Build support for process
– Enhance observation & feedback skills
– Train observers to be objective & specific
– Provide practice doing & discussing observations
Observer training typically requires 4-8 hours
Target educating 20% before starting observations
Other training and education
– Steering Committee
– Leadership
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28. #3 Create Tailored Checklist
Create checklists that are specific to your experience
– Area specific
– Based on your experience
Use practices rather than behaviors on checklist
– “Line of fire”
– Works clear of pinch points & hot surfaces
Discuss “Concerns” not “Unsafe” actions
Revise when necessary
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29. Training & Checklist Exercise
Complete the self assessment worksheet
Share a successful practice from your facility
In your groups, identify things that you might
do to improve your training and checklists
10 minutes
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30. #2 Ensure Use of Data
Ensure that your organization is prepared to
systematically use the observation data
– Target specific behaviors for improvement
– Create action plans that visibly address both
behavioral and facility issues
– Communicate these!
Have a data feedback process
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31. © Copyright
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2006 Quality Safety Edge
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Other

33. Dig Into Your Data
14
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# of Con cerns
8
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2
Comments:
0
Front end Maitenance Shipping and Other
1. Not using lifting device.
receiving
2. Lifting device not working properly.
3. Can’t keep up using lifting device.
4. Lifting device difficult to use.
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34. Action Plans Address Causes
Conditions Action plans address conditions that create risks
& Behavior
20%
- Feedback & participation support safe practices
Behavior
- Employee learn to recognize hazards
76% - Action plans address training,
procedures, etc 34
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35. Observation Data Exercise
Complete the self assessment worksheet
Share a successful practice from your facility
In your groups, identify things that you might
do to improve the use of observation data
10 minutes
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36. #1 Involve Employees in Planning
Emphasize planning first,
training second!
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37. Employee ownership is
KEY to your success!
Ownership comes ONLY through meaningful
involvement in planning.
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38. Key Concept
Behavioral safety is about
creating a system!
It is not about changing people
&
It is not about carrots
and Band-Aids
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39. Additional Information
Books:
– The Values-Based Safety Process (McSween, ‘03)
– The Psychology of Safety (Geller, ‘96)
– The Behavior-Base Safety Process (Krause, et al, ‘90)
Behavioral Safety NOW Annual conference
– www.behavioralsafetynow.com
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