BBS-安全行为观察(英文版).ppt

BehaviorBasedSafety Objectives Thebenefitsofbehavior basedsystems Thebasicprinciplesofhowtomotivatesafebehavior Acompany sreadinessforbehavior basedsafety Compareandcontrastthedifferentbehavior basedsystemsonthemarkettoday WhySafetyProgramsDoNotWork Safetyisapriority notavalue Safetyisnotmanagedinthesamemannerasproduction quality andcostissues Safetyisnotdriventhroughcontinuousimprovement FallaciesorRealities inSafetyFables Conditionscauseaccidents Enforcingrulesimprovessafety Safetyprofessionalscankeepworkerssafe Lowaccidentratesindicatesafetyprogramsareworkingwell Investigatingtofindtherootcauseofaccidentswillimprovesafety Awarenesstrainingimprovessafety Rewardsimprovesafety CoreElementsinSuccessfulSafetyPrograms Aculturethatsays safety isimportantaroundhere Atightaccountabilitysystem Anexcellenttoolforcollectingdataonthequalityofacompany ssafetymanagementsystemAscientificwaytounderstandwhypeoplebehavethewaytheydowhenitcomestosafetyProperlyapplied aneffectivenextsteptowardscreatingatrulypro activesafetyculturewherelosspreventionisacorevalueConceptuallyeasytounderstandbutoftenhardtoimplementandsustain BehaviorBasedSafety WhatIsIt OnlyaboutobservationandfeedbackConcernedonlyaboutthebehaviorsoflineemployeesAsubstitutionfortraditionalriskmanagementtechniquesAboutcheating manipulatingpeople aversivecontrolAfocusonincidentrateswithoutafocusonbehaviorAprocessthatdoesnotneedemployeeinvolvement BehaviorBasedSafety WhatItIsNot ObstaclesToSuccess PoorlyMaintainedFacilitiesTop downManagementPracticesPoorPlanning ExecutionInadequateTraining KeystoSuccess MeaningfulEmployeeEmpowermentDesigningaWellPlannedandSupportedBBSProcessManagingBBSProcesswithIntegrity Turn Talk Whatkindsofinjuriesandaccidentsarecommonatyourworkplace Whatpercentageoftheseaccidentsarearesultof Unsafeconditions OSHAviolations dangerousequipment Unsafeactions at riskbehaviors poordecisions Whatpercentageoftheseaccidentsarearesultof Unsafeconditions OSHAviolations dangerousequipment 6 Unsafeactions at riskbehaviors poordecisions 94 Therefore complianceisnecessarybutnotsufficientforgreatsafety Safetyisaboutpeople andbehavioristhechallenge At riskBehaviors NearMiss hit PropertyDamage MinorInjury Major Fatality TraditionalSafety FewerAccidents SafetyTraining Policies Slogans SafetyMeetings Contests Awards Committees Councils Reprimands Regulations BehaviorBasedSafety Fewerat riskBehaviors WhatBehavior basedis SafePeoplevsSafePlaces InjuriesEqualManagementErrors BehaviorManagement MeasureBehaviorsvsResults Observation Feedback PositiveReinforcement OrganizationalPerformanceModel GreatPerformance Systems Behaviors Climate Systems AccountabilityCommunicationDecisionMakingMeasurement OrientationTrainingEmploymentAuditing Behaviors HonestyandIntegrityAskforhelpwithouttakingresponsibilityRecognition ObservationandfeedbackTrustListenwithempathy ClimateVariables Confidence trustInterestinpeopleUnderstandingproblemsTraining helpingTeachingtosolveproblemsMuchinformationApproachabilityRecognition RensisLikert Turn Talk Whatistheprimarypurposeofasupervisor Whatisthemosteffectivewaytomotivatepeople Activators whatneedstobedone Competencies howitneedstobedone Consequences whathappensifitisdone HumanBehaviorisafunctionof Humanbehaviorisboth Observable Measurable thereforeBehaviorcanbemanaged AttitudesAreinsideaperson shead thereforetheyarenotobservableormeasurable Attitudescanbechangedbychangingbehaviors however ABCModel Antecedents triggerbehavior Behavior humanperformance Consequences eitherreinforceorpunishbehavior Definitions Activators Aperson place thingoreventthathappensbeforeabehaviortakesplacethatencouragesyoutoperformthatbehavior Activatorsonlysetthestageforbehaviororperformance theydon tcontrolit Someexamplesofactivators Behavior Anydirectlymeasurablethingthatapersondoes includingspeaking acting andperformingphysicalfunctions Definitions Someexamplesofbehavior Definitions Consequences Eventsthatfollowbehaviors Consequencesincreaseordecreasetheprobabilitythatthebehaviorswilloccuragaininthefuture OhpleaseletitbeBob Ifyoudon tsendinthatpaymentwe lltakeyoutocourt BehavioralModel B f c Antecedents Behaviors Consequences SomeexampleofConsequences Consequences Howwouldyouviewthem Sunbathing AggressiveDrivers PositiveReinforcement R Dothis you llberewarded NegativeReinforcement R Dothisorelseyou llbepenalized Punishment P Ifyoudothis you llbepenalized Extinction E Ignoreitandit llgoaway Only4TypesofConsequences Behavior ConsequencesInfluenceBehaviorsBasedUponIndividualPerceptionsof Timing immediateorfutureConsistency certainoruncertain Significance positiveornegative Magnitude largeorsmall Impact personalorother Consequencesneedtobe SoonvsDelayed CertainvsUncertain PositivevsNegative PersonalvsOrganizational BothPositive R Negative R ReinforcementCanIncreaseBehavior R anyconsequencethatfollowsabehaviorandincreasestheprobabilitythatthebehaviorwilloccurmoreofteninthefuture YougetsomethingyouwantR aconsequencethatstrengthensanybehaviorthatreducesorterminatesthebehavior Youescapeoravoidsomethingyoudon twant 39 GoodsafetysuggestionJoe Keepbringing emup R R Onemorereportlikethisandyou reoutahere 40 Performance Time R Theeffectsofpositivereinforcement 41 Performance Time P Theeffectsofpunishment Whyisonesignoftenignored theotheroneoftenfollowed Tocreateconditionsthatencouragepeopletocollaboratebecausetheywanttonotbecausetheyhaveto Let sdoit TheBehaviorBasedSafetyChallenge Performance Motivation MotivationModel Ability Performance Motivation Selection Cantheydoit Training Dotheyknowhow MotivationModel Ability Performance Motivation JobClimate Boss Peerrelationships Workenvironment Selection Cantheydoit Training Dotheyknowhow MotivationModel Ability TheJobItself Anyfun challenge Performance Motivation JobMotivationalFactorsAchievement Promotion Recognition Responsibility JobClimate Boss Peerrelationships Workenvironment Selection Cantheydoit Training Dotheyknowhow MotivationModel Ability TheJobItself Anyfun challenge Performance Motivation Union Norms Pressures PeerGroups Norms Pressures JobMotivationalFactorsAchievement Promotion Recognition Responsibility JobClimate Boss Peerrelationships Workenvironment Selection Cantheydoit Training Dotheyknowhow MotivationModel Ability AccidentCausation DOTSModel Logicaldecisioninhis hersituation Workstat ndesign Incomp bledisplays Controlsorjobdesign CapacitywithLoadinaState Decisiontoerr Traps Overloadormismatch HumanError Accorincid t Injuryorloss SystemsFailure CausationModel D O T S Perceivedlowprobability PeerpressureMeasuresofthebossPerceivedprioritiesofmgt OftheincidentoccurringOfalossresulting Logicaldecisioninhis hersituation Perceivedlowprobability DecisiontoErr S CausationModel D O T S NaturalendowmentPhysicalcapabilityKnowledgeskillDrugs alcoholInformationprocessingEnvironmentWorry stressFatigueLCUs CapacitywithLoadinaState OverloadoraMismatch CausationModel D O T S Size force feel repetitionreach Stereotypes Humancapabilities Expectations Inconsistencies WorkstationorJobdesign Incompatibledisplaysorcontrols Traps CausationModel D O T S LackofPolicy Guidelines PracticesPoorlydefinedresponsibilityNoauthoritytoactLittleaccountabilityormeasurementNoanalysisofincidentsNoorientationofnew transferredstaffLackofclearSOPs Standards SystemsCauses CausationModel D O T S Traps Overloadormismatch HumanError Accorincid t Injuryorloss SystemsFailure DecisiontoErr CausationModel D O T S BenefitsofBehavior basedApproaches AverageReductionofInjuryFrequency ImplementationofBBSAfter1year34 After2years44 After3years61 After4years71 SafetyInterventionStrategies ByNSC Approach ofStudies ofSubjectsReduction BehaviorBased72 44459 6 Ergonomics3n a51 6 EngineeringChange4n a29 0 ProblemSolving17620 0 Gov tAction2218 3 Mgt Audits4n a17 0 StressManagement21 30015 0 PosterCampaign26 10014 0 PersonnelSelection2619 1773 7 Near missReports2n a0 WhyImplementBBS Safetyisaboutpeople Complianceisnotsufficient Consequencesdrivebehavior MotivatingPerformanceFeedback WhyImplementBBS TrulyproactiveBroadawarenessDeepInvolvementProveneffectiveTranscendsworkplacesafety ThreeEssentialQuestions Whatbehaviorsarebeingobserved Whyarethosebehaviorspresent NowWhatwillbedonetocorrectthesystemdeficiencies BBSFeaturesStrengths Weaknesses PeertopeerobservationSupervisoryobservationBehaviorauditSnapshotSoftwaresupportCustomizedbehaviorinventoriesGeneralbehaviorinventoriesEmphasisonskilledcoachingandfeedback RolesandResponsibilities WorkersObservers SupervisorsSafetyStaffManagersSafetyInvolvementTeam AreYouReadyforBehavior BasedSafety SafetyCultureWheel RateEachStatementonaScalefrom0to3 0 Weakness1 Someaspectscovered2 Couldbeimproved3 Strength Leadership Leadershipcommitmenttosafetyisactive visible andlivelyAclearandinspiringvisionhasbeenestablishedforsafeperformanceSafetyisviewedandtreatedasalinemanagementresponsibilitySafetyisclearlyperceivedasanorganizationalvalueonthesamelevelwithproductivityandquality Systems Processes SupervisorsandworkerspartnertofindandcorrectsystemscausesofincidentsCommunicationsystemsareabundant effectiveandflowwellinalldirectionsTrainingsystemsdeliberatelyandsystematicallycreatecompetencyfortherightpeopleattherighttimeSafeoperatingproceduresandpoliciesareclearlydefinedandcommunicated Involvement WorkersareskilledatproblemsolvinganddecisionmakingLaborandmanagementworktogethertoaddresssafetysystemsissuesTeamorientationachievesinvolvementandcooperationInnovation participationandsuggestionsareencouragedatalllevels OrganizationalStyle TrustandopennessarethenormPositivereinforcementisusedregularlyBureaucraticobstaclesareremovedThereisformalandinformalrecognitionforgreatperformanceatalllevels MeasurementandAccountability AlllevelsoftheorganizationhavesafetygoalsandprocessresponsibilitiesclearlydefinedTheprocessofachievingresultsisakeysafetymeasurePerformancereviewsincludeaccountabilityforsafeperformanceatalllevelsSupervisionisaccountabletoperformsafetyobservationsandfeedback HowDoYouDealwithSafety Leaderculturethatstronglyvalues supportsEHScontinuousimprovementFollowercompliancemindedviewsafetyasalegalresponsibilitywithlittleornovalueGamblerlackknowledge resources willtoevenachievecompliancemanagesafetywitheyesclosedandfingerscrossed HowIsYourOrganizationManaged SafetymustbeinharmonywiththewaytheorganizationismanagedDowewantproductionandsafety Dowewantproductionwithsafety Dowewantsafeproduction Goal EfficientproductionwhichmaximizesprofitIntegratedorartificiallyintroducedprogram Howwedobusiness astateofmindthatmustbecomeanintegralpartofeachandeveryprocedureinthecompany BehaviorBasedSafety Threemajorsub systemstodealwith Thephysical themanagerial thebehavioralIdentifyingcriticalat riskbehaviorsandthesystemsthatsupportthemAt RiskBehaviornormalhumanbehaviorpeoplereactingtotheirenvironmentDealwiththecausesoftheat riskbehavior notthebehaviorchangetheenvironmentthatleadstotheat riskbehavior Thereisnoonerightwaytoachievesafeproductioninanorganization Forasafetysystemtobeeffectiveitmustfittheorganization scultureanditmust ForcesupervisoryperformanceInvolvemiddlemanagementHavetopmgt visiblyshowingtheircommitmentHaveemployeeparticipationBeflexibleBeperceivedaspositiveDanPetersen AreYouReady LEADERSHIPOrganizationneedstobefundamentallypreparedforitSuccess takingonandresolvingcentralorganizationalissuesMajorchangeinitiativeformostcompaniesChangenoteasyoftenresistedw vigorandingenuityfailedchangeeffortscreateskepticism cynicismandapathyWhetherinproduction quality orsafetytheultimateresponsibilityrestswithleadership AreYouReady SYSTEMSBasicsystemsmustbeinplace Safety AI hazardrecognition recordkeeping etc Management decision making inventory budgeting etc Facilities Equipment design maintenance etc IfBBSisnotintegratedasasystemitislikelytoburn out AreYouReady INVOLVEMENTEngagingandsustainingemployeeinvolvementisthedrivingmechanismWhenemployeeinvolvementisnotadequatelyengaged BBSbecomesjustanotherprogramManagementinvolvementiscrucialoftensubvertimplementationbynotunderstandingBBSprinciples AreYouReady ORGANIZATIONALSTYLEMustbefunctioningatahighlevelofeffectivenessorbewillingtoaddressobstaclestohighlevelfunctioningEffectiveorganizationalfunctioningincludes CommunicationTrustandcredibilitybetweenmanagementandworkersRespectVision AreYouReady MEASUREMENT ACCOUNTABILITYWhatgetsmeasuredgetsdoneClearlydefinedrolesandresponsibilitiesateverylevelAccountabilityvResponsibilityPerformancevResultsSafetyDirector alotofresponsibility verylittleauthorityNoteveryoneisresponsibleforsafetyuntiltheyareheldaccountable AssessmentProcess SampleSurvey SurveyResults SafetyObservationProcess Step1 PLANwhereandwhentomakeobservationsandrecallwhattolookforStep2 OBSERVEworkerbehaviorforsafeandat riskperformanceStep3 COACHforimprovedperformancebypositivelyreinforcingorredirectingStep4 RECORDwhatwasobserved whyitoccurred andnowwhatwillbedone Step1 PLAN DetermineatimeandplacetoobserveReviewtheObservationMemoryJog R Tab6 ReviewFeedbackandCoachingTips Tab7 Step2 OBSERVE SnapshotsofbehaviorAllownodistractionsObservepeopleandsurroundingsStopanyat riskbehaviorimmediatelyStopobservingafter30secondsorat riskbehaviorisobserved whichevercomesfirst Step3 COACH Providepositivereinforcement R ifsafeCoachbyshapingbehaviorifat riskIgnorewhatyousawDiscipline Step4 RECORD Anonymous specific timelySafeandAt RiskbehaviorsonMemoryJog RWhat Why NowWhatTa