Introduction of work safe behaviour programme (WSB) How work safe behaviour programmes differs from traditional safety programmes?

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1 Introduction of work safe behaviour programme (WSB) Most traditional safety performance measures are outcome and injury based. The addition of work safe behaviour process to these traditional measures provides specific opportunities to become more proactive in safety. When critical safety-related behaviours are sampled and tracked, the result can be measured as percent safe behaviour. Tracking and posting percent safe behaviour in each month, to let everyone to see if safety performance is improving, maintaining, or declining. The approach of this tool is an observation and feedback process. The most beneficial feedback is given individually at the time of the observation, and is also published in meaningful numeric terms to enhance everyone s awareness. The key to effective problem solving and improving management lies in combining high quality comments from the observation process with appropriate follow-up on those comments How work safe behaviour programmes differs from traditional safety programmes? The characteristics of traditional safety programmes are: Top down directives Targets every aspect of safety Reactive to accident and injury rates Reliance on line-management for enforcement Involves incentives for injury free days Involves punishment for non-compliance Requires visible on-going support from all management levels The characteristics of Work Safe Behaviour Programme are: Base on observation data collection Targets specific at-risk behabiours Involves significant workforce participation Involves data-driven decision making processes Involves regular focused feedback Involves a systematic, observational, improvement intervention Requires visible on-going support from all management levels

2 Steps of WSB Programme The steps of WSB are: (a) Identifying Critical Behaviours (b) Communication and Support (c) Target Setting and Training (d) Observation Developing checklist(s) Implementing observation process WSB analysis (e) Intervention Reinforcement training Incentive and recognition Changing of operational design and process (f) Review and feedback and then repeat the steps again Evaluating the extend of change Correcting deviation Monitoring Why do people behave unsafely? 88% of all industrial accidents are triggered by at-risk behaviours People often behave unsafely because they never yet have been hurt while doing their job in an at-risk way. Over an extended period of time, the lack of any injuries for those consistently engage in at-risk behaviours is actually reinforcing the very same behaviour pattern that in all probability will eventually cases a serious injury. This principle being is that the consequences of behaving unsafely will nearly always determine future at-risk behaviour. Why focus on at-risk behaviour? A focus on at-risk behaviours provides a much better index of ongoing safety performance than accident rates. The reasons for this are: - Accidents tend to be the end result of a causal sequence of features combining, and being triggered, by people s at-risk behaviour - At-risk behaviours can be measured in a meaningful way on a daily basis.

3 What actually controls behaviour? Antecedents trigger behaviour and consequences follow behaviour Consequence either strengthen a behaviour or weaken a behaviour A-B-C analysis Antecedent Square pins plug does fit the socket Behaviour Worker removes plug and inserts the wires directly into the socket Consequence Save time Exposure to injury Dilemma of safety At-risk behaviours are often rewarded by soon, certain and positive reinforcers Safe behaviours are often associated with negative or non-existent reinforcers Antecedent Antecedents have the power to prompt behaviour Antecedents effectively influence behaviour only when people see others responding to the antecedents. Traditionally, organizations try to influence safetyrelated behaviours with antecedents Behaviour Analysis Antecedents Antecedents precede the Behaviour Antecedents set the stage for Behaviour Common antecedents Rules and regulations Safety signs Safety training Customs and habits Other people behaviours Apply A -B -C Analysis - 前因 (Antecedents) Some common Antecedent factors 1Supply Too much Too less 2Speed Too fast Too slow 3 Norm Majority Minority Consequence consequence means anything which directly follows from the behaviour

4 Consequences encourage or discourage the recurrence of the behaviour Consequences control behaviour, so, to effectively influence a behaviour means to manage the consequences of that behavior Smokers, for example, find it hard to give up because the consequences of smoking are soon (immediate), certain (every time) and positive (a nicotine top up), whereas the negative consequences (e.g. lung cancer) are late (some years away) and uncertain (not every smoker contacts or dies from lung cancer). Behaviour Analysis Consequences Consequences follow behaviour Consequences encourage or discourage the recurrence of the behaviour Positive consequences (+) reinforce and increase the desired behaviour The most power to influence behaviour are those soon, certain, and positive Negative consequences (-) will discourage and even stop the behaviour (0) Apply A -B -C Analysis -Consequences Some common consequence factors 1 Timing Soon Later 2 Consistency Certain Uncertain 3 Significance Positive Negative A-B-C Analysis A-B-C analysis can illustrates the problem that safety management is up against in most organizations - there are many soon-certain-positive consequences in place that favour at-risk behaviour A-B-C analysis is also valuable during accident investigations because it brings a clear understanding of the tangle of consequences that elicited the behaviour that precipitated the accident.

5 Behaviour Analysis How to influence at-risk behaviour? Remove the antecedents that cause the atrisk behaviour Remove the consequences that encourage the at-risk behaviour How to improve work safe behaviour Improve the antecedents Improve the consequences How to start the WSB programme? Decisions about the scope of the improvement initiative must be made before implementation. Every person in the organization must be seen to be involved. One practical method for determining the scope and nature of the improvement initiative is to conduct a safety climate index survey of the workforce s current perceptions and attitudes towards safety. Once the scope has been decided, the mechanisms to implement the programme need to be established. There are many alternatives. Using existing safety committee to implement the initiative is a good choice. The existing members are familiar with historical safety problems of the organization and they are already committed to safety. To make the initiative more effective, plant steering committee(s) is/are formed with balance representatives of different work groups on the committee which can help to encourage ownership of the programme. The committee chairperson s tasks include: - The implementation effort stays on schedule - Safety performance checklists are developed for each work group - People are recruited and trained as observers - Target-setting sessions are held - Weekly work group briefings are held

6 - New implementation phases are scheduled, fully developed and implemented Establish working group(s) 1. Two-person team (senior manager and safety officer or site workforce representative) involved in the dayto-day running of the project 2. Set up a separate steering committee from the existing safety committee to monitor the implement of the project 3. Recruiting safety observers (Number of observers required = 10% of workforce) 4. Constructing safety performance checklists 5. Decide the workplaces for observations 6. Establishing base-lines and target setting 7. Observer training 8. Evaluating the extent of change Problems are resolved within a reasonable time frame Identification of critical bebaviours Examining the organization s existing accident records, incident reports, standard operating procedures and current risk assessments for the previous two years. It is better to categorized the causes of the incident into behavioural or workflow process, plant and Grouping of Identified Critical Behaviour 1. Related to people 1.1 Horseplay 1.2 Defeat the function of safety device 1.3 Unauthorized use and entry 2. Related to tools and facilities 2.1 Condition 2.2 Selection 2.3 Use 3. Related to procedure 3.1 Rule and procedure 3.2 Pre-job inspection 3.3 Emergency maintenance 4. Related to PPE 4.1 Condition 4.2 Selection 4.3 Use 5.Related to body use 5.1 Body placement 5.2 Line of fire 5.3 Eye on the task 6. Related to habit 6.1 Personal hygiene 6.2 Self-control 6.3 Regular

7 equipment elements, or a combination of them. Once the causes have been identified they are categorized by place of work. Within each location, it is possible to determine the extent to which a person s behaviour, the workflow process, the plant and equipment, or a combination of all three is most likely to cause an injury. Recruiting safety behaviour observers It may be wise to recruit extra safety observers so that if other observers are absent for any reason. Ideally, two observers should be recruited for each work group or work area. It must be recognized that some people become defensive when asked to observe their colleagues, either because they lack of confidence or because they are unwilling to change their own at-risk behaviour and set an example to others. Those people have first-hand knowledge and experience of what actually occurs on a day-to-day basis in their workplace. Those people who are known to be committed to safety such as safety committee members, etc. Undergone training that will lead observers to monitor the at-risk behaviour of their colleagues for a pre-determined period of time. The sooner more members of the workforce become observers, the more likely that rapid safety improvement will take place. Safety Observation checklist In constructing safety performance checklist, it is unwise to develop one common safety performance checklist unless the organization is very small. It is a good idea to limit the number of at-risk behaviours for each checklist to a maximum of 15. Other critical at-risk behaviours can be focused upon during subsequent phase. The at-risk behaviours incorporated into the safety performance checklist should be written as specifically as possible.

8 Observation and data gathering Safe Behavioural Checklist Name of Department: Job: Site Address: Work Area: ( e.g. building) Task Team: Date: Time: Observer s Name: Category: ( e.g. PPE and trolleys) No. Observations Safe Unsafe Unseen 1. All personnel are wearing the safety shoes a 2 All personnel are using mechanical aids to assist handling heavy bags a 3 All postal trolleys are not overloaded a 4 All postal trolleys are stored in the destined areas after use a % Safe Observations = Total Safe X 100 Total (Safe + Unsafe Unseen) = 75% 3 1 Comments: No. 4 Five empty postal trolleys were observed left on the entrance of... The staff concerned said that they have been told that they knew their responsible, but the destined areas were too far away from their place of work. The behavioural items should be written in such a way that they accentuate the positive. Accentuating the positive is much more likely to engender the very behaviour that people should be engaging in. It is important that the weekly percentage safe is derive from the summing of the observation results recorded in the safe and at-risk columns for each day s observations, and not by summing the daily average percentage safes, otherwise the final percentage safe score will be distorted.

9 Calculating a Percentage Safe Score People behaving at-risk, a 0 is enter the safe column If 3 people behaving atrisk, a 3 is enter the atrisk column If particular activity is not seen taking place, a 1 is enter in the unseen column Sum up the safe and atrisk columns separately. % Safe Observations = Total Safe X 100 Total (Safe + Unsafe Unseen) 100% 90% 80% 70% 60% 50% 40% 3-28/12/2007 安全表現百分率 (Sam ple only) Briefings Workforce briefings outline: The organization s previous efforts to improve safety The effects this has had on accident rates The costs of accidents The problem remaining How the WSB programme will complement rather than replace existing safety improvement initiatives Line management briefings request them to: Talking to subordinates about the approach, and informing them that their cooperation will be sought Asking for volunteer observers, or suggesting appropriate personnel Allowing observers to conduct ten to twenty-minute observations during each working day/shift Allowing all their subordinates to attend session to help set safety improvement targets

10 Praising their subordinates who are behaving safely Encouraging people to behave safely and not disciplining any one who does not adhere to the safety behaviour advocated on the checklists. Conducting weekly team briefings with their subordinates to explore the previous week s safety performance. Establishing baselines and target setting Participants should understand the use of baseline. The average percentage safe baseline score is used as the basis for the work group to set their own safety improvement target. Remind the participants not to disclose any information of the observation items and standards to the target observed work groups. Participants should understand how to organize a target setting session. Establishing baselines and target setting Baselines The first 4-week practice period Observers conduct daily 10 to 15 minute observations Establish a current performance baseline Safety standards and feedback will not provide to the work group Baseline for the work group to set their own target Target Calculate each work group s average safety % score for the baseline period and posted on graphical feedback charts Each work group holds a target setting session No name, no name and no reprimand Once the baseline period has been completed, each work group s average safety percentage score should be calculated for the baseline period. These scores are posted on graphical feedback charts. Each work group then holds a 30 minute target setting session.

11 Intervention Target Setting Session The first intervention after the first 4 weeks by telling the group members - the purpose of the meeting - the work group s safety performance checklist - safety % score calculation - highlighting the safe behaviours setting an achievable target - stressing that no disciplinary actions - Explaining that feedback provides each week - posting the safety target on the graphical feedback chart The discussion covers: The purpose of meeting (the first intervention) Informing the group of their average baseline safe percentage score Highlighting the behaviours performed safely, and where improvements can be made Setting a hard but achievable target based on the baseline safe percentage score Stressing that no disciplinary actions will be taken if the target is not reached Explaining that feedback about ongoing performance will be provided each week Thanking everybody for their time and effort Posting the work group s safety target

12 Observations Go to action Workers have their greatest exposure to injury when they are busy. However, a busy time is not usually the most convenient time to observe. Use a strategy to observe the most critical behaviours in a 10 to 15 minute observation. Look at people This does not mean that the observers should not look at things and conditions. When they look at them, however, they must consider what the conditions indicate about the behaviour of people. The way the boxes are stacked over there, is the sign that someone has moved them by hand or with a lift? Observe Openly It is always important for observers to introduce themselves to the workers they will be observing. Conduct observation The observer takes time and studies the situation, looking for potential injuries: Who will get hurt in this situation? How will it happen? Then the observer goes down safety performance checklist and looks for every behaviours listed. Using the checklist definitions, observers decide between safe and at-risk for every behaviours that they see. Give verbal feedback After logging the safes and at-risk, the observer will deliver the result as soon as possible. Write comments and turn in paperwork Observer s comment should pinpoint the barriers for people to work safely and then get the data into the computer.

13 The observer is a key player in WSB programme. As their name implies, observers make the regular observations which provide measurement and immediate feedback about safety performance as well. The ideal observer is a person who: Has high credibility with peers Is knowledgeable about the work to be observed Has good verbal and interpersonal skills Facing obstructions Observers may encounter some resistance. The reasons for resistance are: Change is stressful Introduces the unknown Disrupts the culture Threatens relationships Threatens status Devalues existing practices Other Golden Rules Everything must be observable Observe openly Randomise times of observation Do not provide means to record peoples names Identify the antecedents and consequences for both atrisk and safe behaviour What people are actually doing not what you think they might be doing

14 The Work Safety Behaviour Process Data Flow Chart Data Task team meeting Observer Behaviour Site Safety Committee Behaviour analysis Behaviour Analysis 1. What was the at-risk behaviour? 1.1 Define the at-risk behaviour that may become observed item 1.2 What antecedents triggered the at-risk behaviour? 1.3 What consequences are supporting the at-risk behaviour? 2. What is the safe behaviour? 2.1 Define the safe behaviour that may become observed item 2.2 What antecedents will trigger safe behaviour? 2.3 What consequences will reinforce and support safe behaviour? 3. Draft the action plan

15 At-risk behaviour Analysis Form Step 1. Analyze at-risk behaviour?????? 1.1 Define the at-risk behaviour that may become observed item 1.2 List all the antecedents triggered the at-risk behaviour List all the consequences are supporting the at-risk behaviour Step 3. Draft action plan Action items Responsible Person Completion Step 2. Analyze safe behaviour 2.1 Define the safe behaviour that may become observed item 2.2 List all the consequences triggered the safe behaviour list all the consequences will reinforce and support safe behaviour Step 1.1 describes the at-risk behaviour in strictly observable terms: Standing on top of ladder to reach the lamp Step 1.2 identifies the antecedents by listing the things that trigger the at-risk behaviour. Antecedents are carefully listed because an effective action plan (Step 3) addresses both the antecedents and the consequences of the at-risk behaviour. Step 1.3 identifies the consequences of the behaviour. Consequences that are simultaneously soon, certain, and positive are the most influential in reinforcing a behaviour Step 2.1 identifies the safe behaviour in observable terms. Step 2.2 lists new antecedents that trigger or elicit the safe behaviour. Step 2.3 lists new consequences to be delivered for the identified safe behaviour. The behavioural action plan Step 3 amplifies Step 2 by assigning responsibilities and deadlines for each item on action list.

16 Display intervention Problem solving keeps Work Safety Behaviour safety initiative dynamic. This step presents an opportunity for workers and supervisors to see the value of their efforts and work together. Tools for problem solving are brainstorming, ABC analysis, and others such as cause-tree analysis and Pareto analysis Discussion with people while they are working can uncover barriers to working safely Intervention It is important to have an effective system in place to identify and overcome the barriers in order to : Impact difficult and nonenabled at risk behaviours Address antecedents and consequences Provide means to measure and monitor and continuously improve

17 Creating Action Plans Develop a focus Define the problem Identify solutions, evaluation and select Develop action plan Follow up The result of behavioural observation is an accumulating data base that allows an organization to target the common causes of its accident producing system. After three to six to nine months of active observation, the workforce as a whole begins to see the results. This is the time when the charted data can be collated and compiled into reports that a workgroup can use to identify new targets for improvement.