BEHAVIOR BASED SAFETY: HOW THINKING SAFE LEADS TO ACTING SAFE
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WHO’S ON THE LINE KYLE MEINERT Risk Advisor, HNI email@example.com 262.641.5814 ANDREA TARRELL Marketing Director, HNI firstname.lastname@example.org 262.641.5813
BEHAVIORAL BASED SAFETY? Proactive safety program based on: – – – – Motivating Educating Reinforcing Improving A systematic approach to identify root causes and controlling them A continues effort in search of positive results Focusing on leading behaviors rather than if we had any losses
BEHAVIOR SAFETY: ABC’S A Antecedent B C Behavior Consequences Event or stimulus that came before something else and may have influenced or caused it Any act that is performed by an individual that can be observed The aftermath of the behavior. Has the potential to reward or discipline Goals, policies, training Not wearing eye pro, wearing proper fall protection Zero injuries, catastrophic injuries, suspension, pizza party
STEPS IN CREATING A BBS SYSTEM 1. Get Employee Support 2. Get CEO 3. Create a team 4. Identify and isolate key behaviors 5. Develop a metrics system 6. Observe behaviors 7. Deliver Feedback with behavior makers 8. Produce and publish data 9. Set next stage goals Decisions lead to consequences
IMPLEMENTING WITHOUT THE HITCH: TIPS Always involve your employees in the early in the process Consider a small test cell prior to full out roll out Lets not try to leap the moon here; set SMART Goals Ditch the contributing factors and focus on root causation When all else fails ASK! pecific easurable chievable ealistic imed
IMPACTS OF BEHAVIORS
DECISION MAKING You’re doing it wrong! Shortcuts lead to long recoveries The only thing about common sense is The real cost of an incident
“90 percent of the time 90% of all workplace injuries are due to unsafe acts 10% due to unsafe conditions
INCIDENT BREAKDOWNS The “Big” One 1 29 300 Herbert William Heinrich First Aid/Minors Near Misses
Compliance. . Necessary but not sufficient!!
WHERE DOES SAFETY RANK WITHIN? Safety Quality Productivity
BUILDING CULTURE: WHO IS YOUR SAFETY PERSON?
HOW DO WE BUILD A BEHAVIOR BASED SAFETY SYSTEM?
BUILDING A BEHAVIOR BASED SYSTEM: KEY POINTS Establish TSC baseline We must address – Decision making – Observations – Feedback Continuous improvement
EMPLOYEES PERCEPTION OF SAFETY: BASE LINE Climate Culture -VS-
CONDUCTING OBSERVATIONS Has this been trained on yet? Consistency Don’t become the safety cop Transparency FOLLOW UP!
CONSEQUENCES AND FEEDBACK Consistency Does the time fit the crime? Reinforcement – – Positive Negative Establish a paper trail! Explain the results, both good and bad
LETS RE-HASH There must be active engagement from all levels SMART Goals Put the observations where the money is ALWAYS follow up with feedback If your not moving forward your heading back
HNI’S BEHAVIOR BANK ACCOUNT
WHY INCENTIVE PROGRAMS FAIL Group incentives can fail due to: – – – – – One persons incident can wipe out the group Animosity can be created Sense of entitlement takes over Delayed reporting worsened condition Boredom Group “peer pressure” incentives can work at times. – They can cost less – They can cause people to watch out for each other – They can’t address multiple specific loss/waste issues simultaneously
BEHAVIOR BANK ACCOUNT SUMMARY Changes the game away from a group incentive No longer can 1 bad actor cause everyone else to lose out Responsibility is placed on the end user How does it work? Each year a certain dollar amount is credited to your BBA Pro-rated based off hire date, meaning that year 2 you are entitled to the full amount Each “Risk/Loss” event has an assigned value that is deductive from your BBA Benefits More End users ultimately dictate how much they will be paid out Helps to develop trends
REAL WORLD EXAMPLES Manufacturer- 70,000 (damages) in annual uninsured loss recovered. 15,000 INVESTED Trucking/Warehousing – 60% reduction in tracked Errors 25,000 INVESTED, 500K ESTIMATED SAVINGS Contractor went from 30% compliance to 100% INVESTMENT 10,000, SAVINGS hundreds of hours Manufacturer – Customer returns down by 50% INVETMENT - 35,000, savings 200,000 Construction – 100% Reduction in DUI’s, multiple tickets annually to 0, paperwork issues to 0 Investment 25000, Savings- Drastic reduction in loss potential
UPCOMING EVENTS tion-gaps-in-transportation
THANK YOU. KYLE MEINERT Risk Advisor, HNI email@example.com 262.641.5814 ANDREA TARRELL Marketing Director, HNI firstname.lastname@example.org 262.641.5813
BEHAVIOR SAFETY: ABC'S 5 A Antecedent Event or stimulus that came before something else and may have influenced or caused it Goals, policies, training B Behavior Any act that is performed by an individual that can be observed Not wearing eye pro, wearing proper fall protection C Consequences The aftermath of the behavior. Has the potential to .
often referred to as behavior-based safety programs. Behavior-based safety programs are a systematic approach to promoting behavior supportive of injury prevention (Sulzer-Azaroff and Austin, 2000). There are numerous examples of effective behavior-based safety programs employing nonmonetary consequences such as feedback to increase safe
Verbal Behavior Verbal Behavior (V) is a class of behavior that is reinforced through the mediation of other persons (Skinner, 1957, p.2). Verbal Behavior is the application of behavior principles to language. Verbal Behavior categorizes language responses into different categories based on the function of the response Verbal Behavior is a subset of the science of Behavior Analysis
Critical Thinking Skills vs. Critical Thinking Disposition Critical Thinking Skills are the cognitive processes that are involved in critical thinking Critical Thinking Disposition is the attitudes, habits of mind or internal motivations that help us use critical thinking skills.
The Role of Critical Thinking in Problem Analysis Brian D. Egan, M.Sc., MBA, PMP Introduction Contrary to what the name implies, critical thinking is not thinking that is critical of others. It is “fundamental” or “vital” thinking. Critical thinking is thinking that drills down to the essence of a problem. It is introspective
2.2 Application of Critical Thinking in Nursing Practice 2.3 Traits of the Critical Thinker 2.4 Pitfalls in Critical Thinking 2.5 Critical Thinking Models 2.6 Critical Thinking Skills 2.6.1 Six Core Thinking Skills 2.6.2 Critical Thinking Skills in Nursing 2.6.3 Elements of Thoughts and the N
Organises the thinking "Thinking about the thinking" Sets the focus: Defines the problems and shapes the questions Mindwerx International mindwerx.com Manages the use of other hats Ensures Parallel Thinking rules are observed Summaries, overviews and conclusions de Bono's Six Thinking Hats Managing the Thinking Process
Morning, Safety Inspection, Safety Patrol, Tool Box Meeting and Safety Meeting), APD usage behavior, training procurement, 5R implementation, compliance behavior towards all OSH programs. Conclusions : The implementations of Behavior Based Safety (BBS) by using DO IT method at PT.
Verbal Behavior Verbal Behavior (V) is a class of behavior that is reinforced through the mediation of other persons (Skinner, 1957, p.2). Verbal Behavior is the application of behavior principles to language. Verbal Behavior categorizes language responses into different categories based on the function of the response Verbal