Identifying Measurable Safety Goals
IdentifyingMeasurableSafety Goals
Identifying MeasurableSafety Goals:A Practical Approach
WHAT Goals for Safety? “Traditional Safety” is Compliance– (Doing the minimum required to keep out of jail!) VPP is about Excellence– (How do you improve beyond regulatory standards?) Continuous Improvement & the RIGHTGOALS will Break the “Boom and Bust”cycle of Safety.Page 3
Chart 1:RATEThe Classic “ Boom and Bust” Cycle of SafetyThisOhis terrible!Hey, injury rateno! NotLets pumpup ourWecan’tallowis going up!again!old traininghappenYeah, but wethis toprograms. Letsagain! getWhatknow what werealdowithdo?enforcement.Letsare doing now weworks, so don’t do our audits andfix things!fix what ain’tbroken!Yeah! We didit! Awards foreverybody!0TIME
Chart 2:PERFORMANCE“The Law Of Diminishing Returns”0EFFORT
Chart 3:The First Way to Break “The Law Of Diminishing Returns”:Change the ParadigmPERFORMANCEComplianceProgram0Compliance is the “Goal”VPPProgramEFFORT
Chart 4:Second Way to Break “The Law Of Diminishing Returns”:Measure The ResultsTraining Perf.Audit PerformancePERFORMANCEPM Program Perf.0Etc.EFFORT
Chart 5:Remember the “The Law Of Diminishing Returns”:Once you are 95 %, you need to take a closer lookand get new measurements.TrainingAuditsPM Prog.Etc.
In other words: That same old training list andmethods won’t get you lower. But a more comprehensive list andmore effective methods will. Measurement tells you what ishappening. Goals are targets.Page 9
Turn Safety into a Respected Loss Control Toolin Your Organization:Measure it, make Goals and ContinuouslyImprove Accounting systems aren’t detailedenough to show the true financialresults from Safety. But, Safety activity and performancecan be reliably measured. “MBAtypes” do respect measurement, evenif its not dollars.Page 10
Injury Rates:The ”PINK ELEPHANT”in Safety Measurement. Lets play a game. This room is a Small Countrycalled “Safetytonia”. I am “El Presidente” for Life.You are the Mayors of my cities. I have decided we must eliminate crime. We will measure only the worst possible crime –cold blooded murder! You will measure this and report it to me.
The ”PINK ELEPHANT”Safetytonia – cont’d. If you have a LOW rate, you and your town willreceive extra money – according to HOW low themurder rate is. Less Murder More Money! If you eliminate crime in your city by having a ZeroMurder rate, I will give you a huge bonus. One year later, what Murder Rates will bereported to me?
Traditional use of Injury RatesThe Problem: If Injury Rates are the only “Measure” we giveManagement: Reduction goals are set with nothought as to how those goals will be attained.Supervision has no concrete means to reducethose numbers. Frustration sets in. Anger & Disrespect for the Safety Functionand Programs that “Aren’t working”.Working well enough to get me my bonus You mean!Page 13
Traditional use of Injury RatesThe Problem: With no actual way to reduce numbers, someexplanation must be found. Its always easier to blame the employee thanto blame yourself. Employees feel the heat, even disciplinaryactions as a direct communication: “Don’tbring it to my attention, or you will suffer!”Page 14
Traditional use of Injury RatesThe RESULT: Extreme pressure at every level to underreport. Problems become hidden. Wespend our time putting out fires. Hidden Problemssuddenly go “BOOM”!I’m notreallyhere!Page 15
“Zero Incident” Goals: We don’t expect perfection frommachines! No one chooses to be injured! You can onlychoose to hide injuries. Too often “Zero Incidents” becomes theSafety Program, not the goal. To solve a problem, you have to admit youhave a problem.Page 16
Two Long Term End Results of Traditional“Injury Rate Goals” 1) Reported rates become unrealistic.– People’s bonus and performance becomes tied to how well theyActual Safetycover up, not how they benefit the organizationefforts are reduced and unsupported!Hello Enron! 2) Alternatively- Once an organizations ACTUALrate is low, any injury bumps up the rate.Statistically this should be expected!– But people only see they aren't making their goal andbecome disenchanted with the Safety Program (Rather thanremember how small the rate has become).Page 17
The Solution Is Obvious: Management is being held accountable for injury rates(which they have no immediate control over)Don’t look at that freight train headingright for you - Just look at me! But, Management is NOT held accountable for training,audits, etc. which they DO have direct control over! Hold the organization accountable for WHAT WE TELLTHEM THEY SHOULD BE DOING!Page 18
Chart 6:Injury Rates: Wishful Thinking Vs. RealityRateGoal 1GoalGoal 20This CAN’T behappening! I insist youchange reality!!TimeHere Iam, atZero &Infinity!
W.E. Deming’s “Red Bead” Experiment6 months later: Fire him!“Defect”orInjuryRate0Give this guy a raise!Time
W.E. Deming’s “Red Bead” ExperimentApplied to Safety: From Quality (W.E. Deming):- “What gets measured gets done.“ Until the process is controlled, the outcomecan not be controlled. So, measure Safety ProcessImprovements that reduce injuries.Page 21
Choosing Good Goals Goal: Low Injury Rate Measurement: You won’tknow when an injuryhappens unless theydecide to report it, so themeasure is 2nd-3rd hand,subjective and notaccurate. Group Pressure: Somenot to have injuries,possibly lots morepressure not to reportinjuries – “the easiestway to look good” Goal: High SafetyGlasses Use Measurement: Theywon’t know when youdecide to measure them,so measure is accurate,objective, and first hand. Group Pressure: Somenot to get caught,probably more to wearsafety glasses – “theeasiest way to lookgood”
Injuries are DISCRETE Events –Not Continuous Phenomena! MGMT: Reduce Injury Rate from12.53 to 10.59!!! Organization: You bet!, I’ll just turnthis valve here, and PRESTO! The Implication is; we are actuallyletting some injuries happen that wecould easily stop!“Injury RateMeter”Turn thatvalve toZero!Page 23
Goals must be easy to Comprehend –AndCall for action!EXAMPLES: Injury Rate 23.4, up What does that mean?should they do about it?1.6 from last month.Goals is 10! Eye Protection Use 94%. Goal is 99%Maybeyou couldfeelguilty?!What Is it clear what that means?Can they do something aboutit? Training Attendance Is it clear what that means? 73%. Goal is 90% Can they do something aboutit?Page 24
What Goals for Your Group? Some goals everyone can use –training – inspections – PPE –maintenance, etc. What Safety Activities aremeaningful in yourorganization?
Smart (Practical) Goals:Using What You Already Do Your Training Data: Already collected – Attendance,Subjects, and Expiration Date The product of these is “% Required TrainingPerformed” Split off manager & supervisor attendance(indicates support & involvement with safetyprogram) Your Audits: % of audits done.Page 26
Adding New Measures/Goals(Without too Much Work!) Audit items: # open and time to close. “% PPE Compliance” – An unobtrusivespot check audit done each month. “Employee Participation Rate”Page 27
More Advanced Measures: IF you have a rigorous and systematic audit process:– Graded and Handicapped “Scores” on Housekeeping& Safety Audits. (Allows fair comparison of differentdepartments for competition) IF you have GOOD (I.E. difficult) Training Tests and theyare administered objectively to all:– Training Comprehension Process Safety Program Measures PM and Maintenance Program MeasuresPage 28
Goal Setting Don’t allow people unfamiliar with yourprocess to set your goals!!!!!!!!– That means you need to take the lead. Goals must be realistic and achievable.– Unrealistic goals are not just unobtainable, theyharm the program. (Disappointment after a bigorganizational effort)Page 29
Example Solution:A Monthly Safety Performance Report Gather all your Safety “Records” / Performance Measuresinto a simple one page report.– “Proactive” Measures (Directly affected by individuals.)– “Results” (Injury and Incident Rates)– Compare to historical results and target goals Why One Page? Avoid Information Overload!– The easier you make it for them, the more attention they will pay tosafety. It’s not what you know – it’s what they understand!!Page 30
Monthly Safety Report- Conceptual ModelBBSTrainingW.O.Last MonthMeetingsRAINowAuditsMedicalRatesNext MonthSafety“Databases”
Example Report:
Example Report:
Example Report, Cont’d:
Will You BeAble to SeeProblemsComing?1) Gather historicaldata2) In a stable workenvironment andsafety program,3) The answer is Yes*Page 35
ACTUAL EXAMPLE: Training Rates as a “Leading” Indicator:
Clarification &DiscussionMichael Norder, safetyNhealthNorder@gmail.comFor Cal-OSHA VPP Meeting, April 2011
A Monthly Safety Performance Report Gather all your Safety “Records” / Performance Measures into a simple one page report. – “Proactive” Measures (Directly affected by individuals.) – “Results” (Injury and Incident Rates) – Compare to historical results and target goals Why One Page? Avoid Information Overload!
research goals into discrete and measurable evaluation criteria for use in the DSR processes. This position paper proposes an inclusive approach for articulating DSR goals and then identi- fying project evaluation criteria for these goals. The goals are organized hierarchically as utilitarian goals, safety goals, interaction and communication goals, cognitive and aesthetic goals, innovation .
measurable vs. non-measurable specifications. For instance, “sufficient space between A and B” is a non- ITcon Vol 13 (2008,) Bosche and Haas, pg. 71 . measurable specification, while “must have a length of 5 meters with plus or minus 10 millimeters” is a measurable specification. Non-measurable quality specifications constitute a major source of misunderstanding, confusion .
An introduction to the stochastic calculus Probability theory review The Brownian motion The Brownian motion and heat equation Conditional expectation A random variable Y is G-measurable if fY cg2Gfor all c2R. Further, Y is G-measurable implies that f(Y) is G-measurable for all bounded measurable functions f.
GOALS, OBJECTIVES, & STRATEGIES The differences among goals, objectives, and strategies can be confusing, in large part because different individuals and groups define them differently. In the simplest possible terms: A goals is a broadly stated, non-measurable change in health status An objective is a specific, measurable change in health status or behavior A strategy is the method, approach .
appropriate measurable postsecondary goals that are annually updated and based upon an age appropriate transition assessment, transition services, including courses of study, that will reasonably enable the student to meet those postsecondary goals, and annual IEP goals related to the student's transition services needs." 6
Indicators, Milestones and Objectives Indicators Provide short-term measurable indicators of progress I.e. BMP performance, project load reductions Milestones Sets measurable performance goals at predetermined time intervals Developed with linkage models i.e. Two/Five/Ten year load reduction goals, number of BMPs installed, funding goals
Sample: Measurable English Standards Based IEP Goals for K Kindergarten Goals Strand/Standard Current (2003) Strand/Standard New (2010) Strategies/Ideas for Instruction By the annual review of the IEP, the student will be able to use words to describe or name people, places, feelings, and things during group activities and teacher-directed
down your commitment to practice jazz piano, tell it to others, and schedule in specific practice times. MONTH ONE: Jazz Piano 101 A. Chord types (Play each in all keys) 2 B. Quick Fix Voicing C. ETUDE: (Quick fix voicings with inversions for better voice leading) ALL MUSICAL EXAMPLES TAKEN FROM “JAZZ PIANO HANDBOOK” (ALFRED PUBLISHING) AND USED WITH PERMISSION MONTH TWO: Position .
