Safety: It Isn t Rocket Science or Is It? Developing a safety culture that works in business can be difficult when P-Q-P, (Profits, Quality, Production) don t involve and embrace it. The 1986 Space Shuttle Challenger disaster identified an alarming behavior that everyone does and needs to be recognized and changed to effectively integrate safety into the business model. This presentation will identify that behavior and relate it to effective accident investigation techniques and also discuss how common loss analysis efforts usually fall short of identifying the areas that truly need to be focused on to reduce injuries or loss exposures. Copyright 2016 International Risk Management Institute, Inc. 1 www.irmi.com
Notes This file is set up for duplexed printing. Therefore, there are pages that are intentionally left blank. If you print this file, we suggest that you set your printer to duplex. 2
Safety: It Isn t Rocket Science or Is It? SAFETY: It Isn t Rocket Science or Is It? Safety versus P-Q-P Safety first? 1986 space shuttle disaster Accident investigation weaknesses Loss analysis shortcomings Safety incentive programs 2 3
Not My Job 3 Responsibility for Safety? Who has the responsibility for safety? Who has had that responsibility thrust upon them? 4 4
Safety First Safety first 5 Safety First Safety (is never) first What really is first? P-Q-P Profits Quality Production 6 5
The Iceberg 7 Fatal Work Injuries 8 6
Fatal Work Injuries 9 Fatal Work Injuries 10 7
Fatal Work Injuries 11 Hazards and Exposures Identifying Correcting Responsibility 12 8
Rocket Science 1986 space shuttle Challenger disaster Circumstances 13 Normalization of Deviance Natural human tendency to take a shortcut (especially in pressure situations) To accept a lower standard of performance Nothing bad happens Next time, tempted to do again Lose sight of deviance Bar IS lowered 14 9
Normalization of Deviance Accepting something never expected, never understood When your life is on the line, you want the best team supporting you Not one that takes shortcuts 15 Normalization of Deviance Predictable surprises NO shortcuts If you feel you need to take a shortcut, take a timeout 16 10
Countdown to Teamwork Astronaut/Professional Speaker/Mountaineer/Author Astronaut Richard Mike Mullane 1301 Las Lomas Rd. NE Albuquerque, NM 87106 E-mail: Mike@MikeMullane.com PH: (505) 242 8087 (h/o) PH: (505) 463 9001 (mobile) Website: www.mikemullane.com YouTube Channel: www.youtube.com/user/astronautmikemullane Facebook: www.facebook.com/pages/astronaut-mike-mullane/124294290921529?=wall 17 Statistics Downstream measure Measure a failure in the system <1% of undesired events result in serious injuries Measured and used for determining inspections, awards, etc. Industry norms? 18 11
Safety First? Safety statements, slogans, incentives Warm and fuzzy versus reality Role of: Management Employees Safety department 19 When Does Safety Become First? Only after someone gets hurt For short time afterward Business as usual Back to normal 20 12
When Does Safety Become First? Only after someone gets hurt For short time afterward Business as usual Back to normalization of deviance 21 What s Your Safety Culture? Safety cultures consist of shared beliefs, practices, and attitudes that exist at an establishment. Culture is the atmosphere created by those beliefs, attitudes, etc., which shape our behavior. 22 13
What s Your Safety Culture? An organization s safety culture is the result of a number of factors such as: Management and employee norms, assumptions, and beliefs Management and employee attitudes Values, myths, stories Policies and procedures Supervisor priorities, responsibilities, and accountability Production and bottom line pressures vs. quality issues Actions or lack of action to correct unsafe behaviors Employee training and motivation Employee involvement or "buy-in" 23 What s Your Safety Culture? In a strong safety culture; Everyone Feels responsible for safety on a daily basis; Goes beyond the call of duty Challenge the CEO? Few at-risk behaviors Company is extremely successful 24 14
What s Your Safety Culture? Creating a safety culture Takes time Maybe years A series of continuous process improvement steps Normalization of deviance will DESTROY your culture 25 What s Your Safety Culture? You have the best orientation program Your new employee goes on the floor to an anti-culture atmosphere How long before your training has a Normalization of Deviance experience? How long before that new employee is following what everyone else is doing? 26 15
Do You See It? Conformity Good and bad Watch for it and recognize 27 What s Your Safety Culture? Recognizes something is wrong Tries not to be affected Slowly caves in to conformity 28 16
What s Your Safety Culture? Recognizes something is wrong Evaluates Quickly caves in to conformity 29 What s Your Safety Culture? Recognizes something is wrong Fights it, conforms, fights back Finally caves in to conformity 30 17
What s Your Safety Culture? Recognizes something is different Immediately caves in to conformity 31 Do You See It? Conformity Good and bad Watch for it and recognize Normalization of Deviance 32 18
Normalization of Deviance Applied to Accidents and Incidents 33 What Is a Job Hindrance? A situation, condition, or event that interrupts or interferes with the orderly progress of the job 34 19
What Is an Accident? An undesirable event that results in harm to persons, damage to property, or both, usually occurring suddenly and unexpectedly, sometimes having taken significant time to reach the point of occurrence Accidents can be major job hindrances. 35 What Is an Incident? Like an accident, an undesired event, usually occurring suddenly and unexpectedly, but without the resulting harm to persons or damage to property Referred to as a near-miss 36 20
Poor Management Causes Accidents Accidents are a breakdown in the management system Management has Ultimate authority Ultimate responsibility Ultimate accountability 37 Luck Factors Factor #1 Accident or incident Factor #2 Business interruption Property damage Injury Factor #3 Severity 38 21
Accident Investigations Purpose? When to conduct? Accident Incident Operational 39 Why Conduct Investigations? Objectives Improve supervisory skills by presenting a method a formal approach for conducting effective accident investigations. Instill the importance of investigating accidents to identify true operational inefficiencies. Eliminate a normalization of deviance mindset. 40 22
Accident Investigation Failures Poorly completed Fault-finding Wrong people Miss the true operational issue 41 Responsible Condition The condition(s) that, if eliminated, should result in no further repetition of the particular loss, accident, incident, or other operational problem under the same set of circumstances 42 23
EMP Equipment Select Arrange Use Maintain Material Select Place Handle Process People Select Place Train Lead 43 The Report 44 24
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Loss Analysis 46 26
Vilfredo Pareto 1848 1923 Pareto Principle 80 20 Rule 1904 2008 Juran Principle Vital Few and Trivial Many 49 27
Principle of Refinement Loss Data Funneling Trivial Many Vital Few 50 Single-Level Loss Data Analysis All 18 WC Claims Injury Body Type Part 7 Back Injuries 51 28
Establishing Focus All 58 WC claims for $227, 339 incurred Vital Few? 52 Single-Level Loss Data Analysis All 58 WC claims for $227,339 incurred Injury type 29 strain injuries $197,552 incurred 53 29
Multi-Level Loss Data Analysis All 58 WC claims for $227,339 incurred Injury Type Department Task Object 29 strain injuries, $197,552 incurred 19 strains in housekeeping $122,543 incurred 16 strains in Housekeeping from MMH, $101,330 incurred 13 strains in Housekeeping from handling laundry, $99,449 incurred 36 54 Focus 22% of claims (frequency) resulted in 44% of claims cost (severity) All 58 WC claims for $227,339 incurred Injury Type Department Task Object 13 strains in Housekeeping from handling laundry, $99,449 incurred 36 55 30
Clue? 56 Your Loss Information Resources Paper loss runs Bunga Fancy charts and graphs Single level Thanks a lot!... for nothing Ask for a database Develop basic Excel skills 57 31
Tell the Story Start at the 30,000 foot level Drill down Ask why 58 Frequency & Severity 2011-2014 59 32
Payroll Frequency 60 Loss Data Analysis Pattern Search Accident Location Accident Time Attorney Involvement Claim Cost Employee Department Employee Position Injury Type Lost Work Days Report Date Shift Tool/Equipment Involved Work Tasks Accident Date and Day Accident Type Body Part Employee Age and Gender Employee Name Full/Part Time Length of Employment Medical Provider Return to Work Date Supervisor Litigated Location Code 61 33
Nature of Injury 62 Strains 2011-2014 Frequency & Severity 63 34
Location Codes Not just for multiple locations Departments Shifts 64 What should I work on? What should I do? 65 35
Is Your Safety Incentive Program Discriminatory? Rate-based programs Behavior-based programs 66 Is Your Safety Incentive Program Discriminatory? Rate-based programs may be discriminatory because Incentives are tied to low rate of accidents and injuries Awards may include o Cash, prizes.pizza! 67 36
Is Your Safety Incentive Program Discriminatory? Behavior-based programs are effective Reinforce safe behavior Provide incentives to employees or teams who demonstrate safe behavior Behavior-based programs are not tied to incident rate The goal is safe behavior, not a low incident rate Employees are encouraged to be active participants in the safety program 68 37
What s the Problem with Rate-Based Programs? 69 Conclusions Profits keep you in business Management must be involved in safety 70 38
Conclusions Recognize areas for improvement 71 Conclusions Recognize normalization of deviance Natural human tendency to take a shortcut (especially in pressure situations) To accept a lower standard of performance 72 39
Conclusions Accident investigations Not a fault-finding mission Identify responsible conditions Correct operational inefficiencies Loss analysis Get good data Multi-level approach Remember.. 73 Countdown to Teamwork DVD Astronaut/Professional Speaker/Mountaineer/Author Astronaut Richard Mike Mullane 1301 Las Lomas Rd. NE Albuquerque, NM 87106 E-mail: Mike@MikeMullane.com PH: (505) 242 8087 (h/o) PH: (505) 463 9001 (mobile) Website: www.mikemullane.com YouTube Channel: www.youtube.com/user/astronautmikemullane Facebook: www.facebook.com/pages/astronaut-mike-mullane/124294290921529?=wall 74 40
Zenith Insurance Company/ZNAT Insurance Company Corporate Office: 21255 Califa Street, Woodland Hills, CA 91367. 2014 Zenith Insurance Company. All rights reserved. Zenith and TheZenith are registered U.S. service marks. 75 41
Notes This file is set up for duplexed printing. Therefore, there are pages that are intentionally left blank. If you print this file, we suggest that you set your printer to duplex. 42