based on material from ge / crompton / chemtura enhanced bbs 1 mike’s introduction i was fortunate...

Based on material from GE / Crompton / Chemtura Enhanced BBS

1

Mike’s Introduction• I was fortunate to get this PowerPoint

presentation from Roger Evans who, with Rich Blosser, was involved in it’s development when he worked for GE Specialty Chemicals in Morgantown

• While this was a training presentation, I never had the training, thus there is no voice over for these slides. Just read through these slides to understand how one company does BBS


2

Enhanced BBS Lecture Agenda

• Introduction & Safety Fundamentals • BBS Modules• ABC Model refresher, Safe Start• Tools to Change Behavior• Observation & Feedback• Wrap-Up


3

So, starting from the very beginning, “Why do we even need a Safety Program?”

• Humane/Moral Reasons-Human Suffering- Expected- Public Awareness

• Cost of Injuries/Incidents- Direct (Medical, Workers Compensation, Rehab)- Indirect (Prod. Delays, Prop. Damage, Re-Training, Admin.)- Indirect Costs 5 to 10 X Direct Costs

• Legal Requirements- OSHA Standards- 100% Compliance Required- Civil & Criminal Penalties

DUH…

…Because it’s the RIGHT thing to do!


4

Fundamentals of Managing Safety

1. Incidents are preventable & have multiple causes.

2. Behavior must be managed to prevent injuries/incidents.

3. Safety must be managed equally with production, quality, cost control and employee relations.

4. At-Risk Behavior, Unsafe Conditions & Incidents are symptoms of Mgt./Systemic Deficiencies.

5. All employees must be held accountable for Safety Performance.

6. Safety Performance must be measured in terms of activities, not just results.

How do YOU Manage Safety?How do YOU Manage Safety?


5

TEST Question

Which one of the following has the greatest influence on incident prevention?

A. Government RegulationsB. Employee AttitudesC. Awareness & Programs D. Incident RatesE. Audits/InspectionsF. None of the Above

Answer:

Focusing on Human Behavior (Actions), which accounts for 90% + of all incidents, is where we need to put our efforts!

F


6

• WE are not achieving our goal of reducing injuries.

• Behavior is the Biggest Root Cause of Incidents.

• BBS Identifies and Corrects At-Risk Behavior Effectively.

• BBS Is Focused on Positive Consequences.

• BBS Process Gives Direct Feedback on At-Risk Behavior.

• Corrective/Preventive Actions are Defined Based on Actual Data.

Why BBS

BBS focuses on both “mistake prevention” & “mistake proofing”


7

What is BBS?• BBS is a safety process primarily focusing on safe/at-risk employee actions, not an equipment based safety process.

• BBS is a process where you learn to change behaviors that have, over the course of time, resulted in incidents.

• By changing behaviors you improve your safety practice's. Not all equipment is ideally designed with safety in mind, therefore behavior (actions) is critical to working safely!

Each and everyone of us needs to take the ownership and responsibility for our safety!


8

The Cookie Thief By Valerie Cox

A woman was waiting at an airport one night, with several long hours before her flight.She hunted for a book in the airport shop, bought a bag of cookies and found a place to drop. She was engrossed in her book, but happened to see, that the man beside her, as bold as could beGrabbed a cookie or two from the bag between, which she tried to ignore, to avoid a scene. She read, munched cookies, and watched the clock, as the gutsy “cookie thief” diminished her stock.She was getting more irritated as the minutes ticked by, thinking, “If I wasn’t so nice, I’d blacken his eye!” With each cookie she took, he took one too, when only one was left, she wondered what he’d do.With a smile on his face and a nervous laugh, he took the last cookie and broke it in half. He offered her half, as he ate the other. she snatched it from him and thought, “Oh brother,This guy has some nerve, and he’s also rude, why, he didn’t even show any gratitude!” She had never known when she had been so galled and sighed with relief when her flight was called.She gathered her belongings and headed for the gate, refusing to look back at the “thieving ingrate.” She boarded the plane and sank in her seat, then sought her book, which was almost complete.As she reached in her baggage, she gasped with surprise. there was her bag of cookies in front of her eyes! “If mine are here,” she moaned with despair, “then the others were his and he tried to share!”Too late to apologize, she realized the grief, that she was the rude one, the ingrate, the thief!


9

Enhanced BBSGoal of BBS -

Observe and improve behavior (actions) and

the thinking that drives it!

Why?To answer that question, let us start by asking one:


10

WHAT ARE THE FOUR THINGS THAT YOU VALUE IN LIFE THE MOST?

1. …………..

2. …………..

3. …………..

4. …………..


11

What About You?

Now think about how many people would be affected f you were injured. Imagine that your right arm is in a cast, and for 8 weeks you will not be able to drive a car.

Write down the people you can think of who would be affected.

Family

Friends Co-Workers

Organization

YOU

It’s important to prevent injuries, both for yourself and others!


12© Copyright ADSI 2002

Have you ever seen people behave in a way that does not match up

with their values ?

In this training you will learn why !


13

For those who don’t take safety seriously by:• Not following procedures, Taking shortcuts, Not wearing PPE, HorseplayPlease have the following form completed:

SPOUSE'S AFFIDAVIT

I, , Hereby authorize my spouse to work at-risk without wearing gloves, hard hat, goggles, safety shoes, respirator or any other safety equipment and hereby promise that I will without complaint, perform the following duties in case he or she is blinded, crippled, or experiences some other serious injury due to their lack of concern for safety:

I WILL:

1. Lead them wherever they want to go. 2. Help them dress and eat. 3. Describe the scenery to them on vacations. 4. Read to them instead of watching television. 5. Describe the way the children's eyes light up at Christmas and what their graduations and weddings are like. 6. Teach them to do housework so I can get a job to support our family. 7. Do all the work around the yard and garage that he/she used to do.

8. Teach our little children/grandchildren how to play ball, fish, hunt , drive a car, and other family fun things.

_____________________________

(Spouse's Signature)

Be smart, work safe and be a HERO to the important people in your life...YOUR LOVED ONES!


14

Everybody is talking about Behavior Based Safety (BBS)

Why?


15

OSHA SAYS:

“Behavior is the cause of 90% of all accidents and injuries”.

THE FEDERAL AVIATION ADMINISTRATION SAYS:

“Behavior is the cause of 84% of all aircraft crashes”.

Local Newspaper on Car Accidents:

“Most Car accidents happen because of alcohol, speed or reckless driving, all at-risk behaviors that people choose to take”.

While it is true that some events in our lives are beyond our control, the majority of the events are the result of our behavior.

While it is true that some events in our lives are beyond our control, the majority of the events are the result of our behavior.


16

The behavior (actions) of people is our biggest cause of injuries and incidents.

This training is all about:

Understanding why people’s behaviors sometimes doesn’t match with their values/beliefs and what can we change in this mismatch


17

Total Incidents Total Injuries OSHA Rec.'s193 50 3148 40 4121 30 3168 40 6 (2 LT)

LT = Loss Time

Site 4 year Safety Performance History

Going in the WRONG Direction


18

At-Risk Behaviors Contributing to two years Injuries

21

12

109

76

5 54

3 3

1

0

5

10

15

20

25

Eyes

on P

ath

Liftin

g, B

endi

ng, T

wisting

Eyes

on T

ask

Hands

in D

anger

Zone

/Lin

e of

Fire

Speed

/Rat

e of

Wor

k

Job

Specif

ic Clo

thin

g

Eye/F

ace

Awkwar

d Bod

y Pos

ition

Pushi

ng/P

ullin

g

Job

Specif

ic G

love

s

Ascen

ding/

Descen

ding

Respir

ator

y Pro

tecti

on

At-Risk Behavior

Nu

mb

er

of

Inju

rie

s


19

ADSI developed a model that explains behavior

This model is called

‘The ADSI Master Model’


The ADSI Master Model

5 Unitive4 Creative3 Conscious2 Sensitive1 Automatic0 Vital

More Awake

Thinkingor

Levels ofAwareness

Beliefs Values Life Experiences Attitudes

The Centers

Intellectual

Emotional

Moving

Instinctive

Act

ion

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INCOMING INFORMATION

OR

LIFE’S EVENTS

• How am I feeling?

• Personal Bias?

• Do I have something to compare this to?

NOT VALUABLEVALUABLE

STRESSFULNOT STRESSFUL

HIGH RISKLOW RISK

BADGOOD

NOYES



HIGH RISKLOW RISK

BADGOOD

NOYES


21

“The ADSI Master Model”


22

In the past we have assumed that accidents were just that;

“Accidents”If we dig a little deeper, we are going to

find that there are:

Two Categories of Incidents


23

Two Categories of Incidents(or human error)

Category One:

A True Incident

Examples:

Distracted

Preoccupied

Daydreaming

Rushing

Correct techniques not known

Attention drift

Category Two:

A conscious decision not to follow procedure

Examples:

Compulsive risk taking

Horseplay

Paybacks

Placing production, personal interests or comfort above Safety

Competition



Res

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s



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26

If we looked at some U.S, statistics from OSHA, the Federal Aviation Administration or other industry statistics, those statistics state that 90% or more of the undesirable events that happen are related to Human Error.

We are not as interested in those statistics as we are in what’s going on where you work.

In your opinion, on a scale of 0-100, what percent of the incidents that happen in a place you worked were the result of human error?


27

Human Error On The Job?

What are some of the factors that might cause

Spider Model


28

Human Error On The Job

Some of the factors might be:

Spider Model

Thinking

Preoccupied

Production

pressure

Fatigue

Health

Stress

Outside

Distracters

homeProblems at


29

Is there a way to measure thinking?


30

LEVELS OF AWARENESSLEVEL 5 UNITIVE (CONSENSUS)

Choosing to unite your thinking with someone else’s. (Trying to see it from another persons point of view. Also, uniting a group behind a common cause.)

LEVEL 4 CREATIVECreating new solutions to old problems. (Do I have to be somewhere?;Can I find a detour?)

LEVEL 3 CONSCIOUSHighly aware of situation and self (Brake lights stay on and why are we stopped?)

LEVEL 2 SENSITIVEBeing able to respond to outside situations when they arise. (But not much more)

LEVEL 1 AUTOMATICDoing something without conscious thought or effort. (Driving a car.)

LEVEL 0 TRUE SLEEPUnconscious

MO

RE

AW

AK

E


31

Level

of Awaren

ess

Risk


32

Types of Tasks

High Risk / High Frequency

High Risk / Low Frequency

Low Risk / High Frequency

Low Risk / Low Frequency

Human Error

Yes Don’t Know No


33

Types of Tasks

High Risk / High Frequency

High Risk / Low Frequency

Low Risk / High Frequency

Low Risk / Low Frequency

Averages

Human Error

Yes Don’t Know No

Low RiskLow Risk / /High FrequencyHigh Frequency




More Awake

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35

DO YOU REMEMBER THE FOUR THINGS THAT YOU VALUE IN

LIFE THE MOST

1. Health

2. Family

3. ……

4. ……




More Awake

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BeliefsValuesLife ExperiencesAttitudes


37

INTELLECTUAL

EMOTIONAL

MOVING

INSTINCTIVE

The Centers

Understanding Behavior


38

The Centers

Where we want to be.

When we are thinking about what weare doing.

When our actions and behaviorreflect what we value.

INTELLECTUAL



39

Love: Buying a lover a ring we can’t afford.

Fear: Scrambling out of a room when an alarm goes off.

Anger: Throwing a wrench.

Road Rage!

EMOTIONAL

The Centers



40

MOVING

The Centers

The impulse to rush or hurry when there is no outside pressure to do so.

If you have dinner with ten people, there is always one done first and last, why is that ?



41

INSTINCTIVE

The Centers The impulse to

• Eat when we are hungry.

• Drink when we are thirsty.

• Get out of extreme weather.

• Move quickly when startled.

• Conserve energy whenever we can.





More Awake

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Levels ofAwareness

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The Centers Intellectual

Emotional

Moving

Instinctive

Act

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s


43

Highly Critical

Low

100%

0%

Criticality Scale

a chance for multiple fatalities if somebody makes a mistake Examples: Airline pilots, air traffic controllers

a chance for single fatality if a mistake is made Examples: Doctors, Surgeons, Pharmacists, etc.

nothing much happens if we make one little mistake Example: selling shoes at the mall

Highly Critical

Low (nothing much happens)

100%

0%

Criticality Scale

Where does your job fall on this scale?


45

The Perception MechanismWhat do the following images suggest to

you? Are they positive or negative?


46

BBS


47

The Perception Mechanism


OR

LIFE’S EVENTS

Filters• How am I feeling?• Personal Bias?• Do I have something

to compare this to?



HIGH RISKLOW RISK

BADGOOD

NOYES



HIGH RISKLOW RISK

BADGOOD

NOYES


48

The success of this effort depends on you.

If people don’t find BBS to have value…

It won’t work!


49

© Copyright ADSI 2002


More Awake

Thinkingor

Levels ofAwareness

Actio

ns

Beh

avio

rs


The CentersIntellectual

Emotional

Moving

Instinctive

Observation and Feedback is the systematic way to measure and change behavior upstream in the actions box before it becomes a result.

When actions and behaviors don’t match up with values, people are either in automatic or experiencing strong impulses from moving,

emotional or instinctive center. The tool that will help keep actions and behaviors in line with values is observation and feedback.


50

Is there anything in our current safety culture that would prevent BBS from

working ?


51

Two Dimensions of a Safety Culture

The Software of an organization:

How people view the process

Attitude

Communication

Cooperation

Motivation

Depth of employee involvement

Morale

Relationships

Degree of openness

Levels of trust

The Hardware of an organization:

Law and regulations

Health and Safety Framework

Process Safety Management

QS 9000

ISO 14001

Global Star

Policies & Procedures

Programs, planned activities

Monitor and evaluate functions

Data interpretation and and reporting

BBS


52

1…..

2…..

3…..

1…..

2…..

3…..

What is good about our current safety culture?

What would you like to change about our current safety culture?

This is Company Specific - Mike


53

ABC Model


54

A few words about the word Behavior

Although the word “behavior” may have a negative connotation to it,i.e.. “Johnny quit misbehaving!”,

It is nothing more than the action(s) of people.

A critical behavior is also an observable act, but it is one that protects us from injury if we do it correctly and puts us at risk of injury if we do it incorrectly.

Behavior is simply an observable act, something you can see another person do.


55

Behavior• An Observable Act or Activity

• Activity without Undertones or Implications

• Must be measurable (Safe – At-Risk)


56

The A B C Model

• Activators (Antecedents) are things that come before and trigger behavior.

• Behavior is simply an observable action, something we can see someone do.

• Consequences come after and result from behavior.

Activators Behavior Consequences (Antecedent)


57

BehaviorBehaviorExceeding the speed limit

ActivatorGetting home earlier

ConsequencePositive (seeing family)Soon (now)Certain (if you do not get caught)

To adjust the behavior (chose 1):A - do you introduce a police car patrol twice a month in the route?B - do you make speed bumps in the road every 500 yards?

Consequences that are Soon, Certain & Positive are the most effective!


58

How does the ABC Model fit with

‘The ADSI Master Model’?


59

The Centers

Beh

avio

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Act

ion

s

Thinkingor

Level ofAwareness

5 Unitive4 Creative3 Conscious2 Sensitive1 Automatic0 True Sleep

Beliefs Values Life Experiences

+-


Emotional

Moving

Instinctive

Res

ult

s

A B C Activator Behavior Consequences




HIGH RISKLOW RISK

BADGOOD

NOYES



HIGH RISKLOW RISK

BADGOOD

NOYES


OR

LIFE’S EVENTS


• Personal Bias?


Invitation

Playing Poker

X

Play Poker

We win $200


60

SAFE STARTThese four states…

- Rushing

- Frustration

- Fatigue

- Complacency

can cause or contribute to these critical errors…- Eyes Not on Task

- Mind Not on Task

- Line of Fire

- Balance/Traction/Grip

…which increase the risk of an injury/incident!

SAFETY

THROUGH

OBSERVING

PERFORMANCE

POSITIVE

ATTITIUDES

UNDERLIE

SAFETY

EXCELLENCE

&PAUSE


61

Tools to change

behavior


62

The Three Powerful Tools to change behavior:

#1 A Pre-Task Self Analysis

#2 The Mini-Investigation Model

#3 Observation and Feedback


63

Pre Task Self Analysis Tool


64

Create your own Pre Task Self Analysis before a task begins.

Remember this?

Take these “traps” you listed and create a self observation instrument.

Trap1._______________ 4._______________2._______________ 5._______________3._______________ 6._______________

#1 Pre Task Self Analysis Tool

Human Error On The Job

Some of the factors that might cause:

Thinking

Preoccupied

Production pressure

Fatigue

Health

Stress

Outside Distracters

Problems at home


65

Task 1:_______________________________________________________________

If an accident were going to happen here, how would it most likely happen?

______________________________________________________________________

Trap Awareness: (S) Safe (R) At Risk/ Need to be aware of (see back of form)

______Time Pressure / Pace______Vague instructions

______Time of day______Distraction / Interruption

______Peer pressure______Multiple tasks

______Unusual conditions______Overconfidence

______Stress______Other______________

Task 2:_________________________Repeat______________________________________

Tool #1: Pre Task Self Analysis Tool


66

Mini-Investigation

Model


67

ALL THE FACTORS THAT MAY HAVE CONTRIBUTED TO:

CONDITIONS ACTIONS OR BEHAVIORS

THIS EVENT

100% 0%

100% 0%

100% 0%

100% 0%

100% 0%

100% 0%

100% 0%

100% 0%

Tool #2: Mini-Investigation ModelExercise


68

Observation and Feedback


69

Remember, when action and behaviors don’t match up with values, people are either in automatic or experiencing strong impulses from moving, emotional or instinctive center. The tool that will help keep actions and behaviors in line with values is observation and feedback.

Tool #3: Observation and Feedback



More Awake

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ValuesLife ExperiencesAttitudes


Emotional

Moving

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70

Incidents are just the tip of the iceberg…..

Near Misses/Close Calls and At-Risk Behaviors are the bottom, invisible part of the iceberg!



71




More Awake

Thinkingor

Levels ofAwareness

Acti

on

s

Beh

avio

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Emotional

Moving

Instinctive

Observation and Feedback is the systematic way to measure and change behavior upstream in the actions box before it becomes an undesirable result.


72

What Observation and Feedback is not:

• Judgmental

• Pointing at people

• Confrontational

• Looking for fault

• Disciplinary



73

Why does observation and feedback work so well for improving safety?

4. It focuses on prevention and provides an up stream measure of safety.

1. It raises our level of awareness both during observation and after.

2. It provides positive feedback about our behavior in the actions box.

3. It keeps us in touch with other people and allows us to consider together the best way to do a job.

5. It gets in touch with our belief system. (Does our behavior match to our beliefs and values?)

6. Creates safe habits. (For when we do slip back into automatic)

7. Creates and atmosphere that someone cares about what we do and how we do it.

Tool #3 Observation and Feedback


74

The Behavior Observation Sheet

• A list of behaviors which have caused injuries in the past or have the potential to cause injury in the future.• A method of proactively measuring workplace safety performance before it becomes an OSHA case rate statistic.• An agreed upon list of techniques for safely completing work.



75

Comments: (Provide details about all At-Risk Items)

Type Feedback that was received: Poor Fair Good

Time:________ Area: ____________ Observer:____________ Task:_________________

1.0 Personal Protective Equipment SAFE AT-RISK N / A1.1 Hardhat1.2 Eye / Face1.3 Hearing1.4 Job Specific Clothing1.5 Job Specific Gloves1.6 Appropriate Foot Wear1.7 Respiratory Protection1.8 Forearm Protection1.9 Other

2.0 Action of Associate2.1 Lifting, Bending, Twisting2.2 Eyes on Path2.3 Eyes on Task2.4 Speed / Rate of Work2.5 Pinch Point2.6 Ascending / Descending2.7 Hands in Danger Zone2.8 Pushing / Pulling

2.9 Line of Fire2.10 Other

3.0 Ergonomics3.1 Awkward Body Position3.2 Repetitive Motion3.3 Static Posture 3.4 Other

PAUSE Behavioral Observation Checklist

PAUSEPositiveAttitudesUnderlie Safety

Excellence


More Awake

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Levels ofAwareness


The Centers

Intellectual

Emotional

Moving

Instinctive

Act

ion

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OR

LIFE’S EVENTS


• Personal Bias?




HIGH RISKLOW RISK

BADGOOD

NOYES



HIGH RISKLOW RISK

BADGOOD

NOYES


More Awake

Thinkingor

Levels ofAwareness


The Centers

Intellectual

Emotional

Moving

Instinctive

Act

ion

sR

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Beh

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OR

LIFE’S EVENTS


• Personal Bias?




HIGH RISKLOW RISK

BADGOOD

NOYES



HIGH RISKLOW RISK

BADGOOD

NOYES


76

How to Determine the Critical Behaviors That

Contributed to an Injury:

The Injury: Employee cut open his right index finger when he caught it between a cheater and a valve stem while opening a stuck valve.

The critical behaviors contributing to this injury: * Using a cheater bar instead of a larger pipe wrench.* Not paying attention to body position (placing a body part in the line of fire).* Rushing.* Not asking for help when help was needed.* Others ?


77

Splitting Attention: Two Dimensional Observations:

I. Human Activity Focused Focuses attention on the critical behaviors listed on the checklist. Provides a systematic method for sampling workplace safety before at risk behavior becomes an accident.

II. Situation/Hazard Focused The hazard focused part of the observation is where we attempt to become familiar with the job surroundings and make a mental list of potential hazards (“what if” scenarios). During the observation we can then determine from their actions if those same hazards have been recognized and planned for by the person doing the work. It also provides an opportunity for the observer to see things that are unusual, and those things normally taken for granted. This can also provide new and valuable categories to the Observation Sheet.


78

Role of the observer• Key Player of the observation/feedback

process of the matter of preventing of incidents

• Supplies reliable indications concerning safe behavior on the work station

• Takes care of observations and feedback• Emphasizes positive aspects during

observations


79

• Observe Openly • Know and understand observation checklist• Observation Techniques

Human Activity Focused - Situation/Hazard Focused • Interaction skills

Feedback & Dialogue

• Recognize value of observation data

Expectations of the observer


80

Barriers for observation

• Too much familiarity with the work

• Too little familiarity with the work

• Too little knowledge of the definitions of critical behaviors

• Behavior happens too quickly


81

FeedbackTraining


82

Oral feedback• Give an overview of the observed (behavior)• First give the positive feedback• Discuss points of concern• Ask questions yourself and encourage others to do the same• Involve the employee in problem solving using the ADSI

Master Model• Try to match the behavior with the employee’s own beliefs• Ask for commitment for safe behavior• Stay with the observed behaviors, do not deviate• In case of many unsafe behaviors, only take the most

critical


83

Oral feedback

• Give the feedback immediately after the observation (soon)

• Give the feedback to the observed employees only

• Be honest and straight

• Be specific and restrict yourself to what you have observed, facts

• Discuss - question - listen

• Confirm improvement

• Don’t argue (contributes nothing)


84

Interaction Skills

• Plan What to Ask• Ask about the Job• Listen Actively to Responses• Check Your Understanding• Discuss Job Thoroughly• Get Agreement to Work Safely• Close the Discussion


85

Behavior Observation Guidelines

1. Emphasize Safe Behavior

2. Discuss Area of Concern

3. Ask Questions, Invite Questions

4. Engage in Problem Solving

5. Remove Barriers


86

The Centers

Beh

avio

rs

Act

ion

s

Thinkingor

Level ofAwareness

5 Unitive4 Creative3 Conscious2 Sensitive1 Automatic0 True Sleep

Beliefs Values Life Experiences

+-


Emotional

Moving

Instinctive

Res

ult

s

A B C Activator Behavior Consequences




HIGH RISKLOW RISK

BADGOOD

NOYES



HIGH RISKLOW RISK

BADGOOD

NOYES


OR

LIFE’S EVENTS


• Personal Bias?


Invitation

Playing Poker

X

Play Poker

We win $200


87

Wrap up

Observation and Feedback is the systematic way to measure behavior upstream in the actions box before it becomes a result.

By giving direct feedback and gathering information the observation process is a key element in the continuous safety improvement cycle.



More Awake

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Acti

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av

iorsBeliefs



Emotional

Moving

Instinctive

Wrap Up


89

Why does observation and feedback work so well for improving safety?

1. It raises our level of awareness both during observation and after.

2. It provides positive feedback about our behavior in the actions box.

3. It keeps us in touch with other people and allows us to consider together the best way to do a job.

4. It focuses on prevention and provides an up stream measure of safety.

5. It gets in touch with our belief system. (Does our behavior match to our beliefs and values?)

6. Creates safe habits.

7. Creates and atmosphere that someone cares about what we do and how we do it.

Wrap Up


90

Next Steps

• Reorganize & Train Steering Committee• Update PAUSE online system. • Review Leadership Observations • Develop Training Schedule for Site• Define Roles & Communicate Expectations • Train Site• Begin observations• Monitor Progress• Achieve Safety Excellence!


91

The EndAt-Risk Behavior? What would be your feedback?

based on material from ge / crompton / chemtura enhanced bbs 1 mike’s introduction i was fortunate...

Documents