building your safety culture paul j. miller, csp paul j. miller, csp risk consultant risk consultant
TRANSCRIPT
Building Your Building Your Safety CultureSafety CultureBuilding Your Building Your Safety CultureSafety Culture
Paul J. Miller, CSPPaul J. Miller, CSP
Risk ConsultantRisk Consultant
CULTURECULTURECULTURECULTURE
The atmosphere, an invisible force or “way of working” within a company that shapes behavior. A culture consists of shared beliefs, practices and attitudes.
Safety CultureSafety CultureSafety CultureSafety Culture Management and Employee Attitude Policies and Procedures Supervisor Responsibility and Accountability Safety Planning and Goals Actions in Response to Safe & Unsafe
Behavior Employee Training and Motivation Employee Involvement or “Buy-in” Safety as a value, not a priority.
Creating a Safety Creating a Safety CultureCulture
Creating a Safety Creating a Safety CultureCulture
Culture Safety is an integral part of
operations – It’s a Value Management Commitment Employee Commitment
Accountability Measurements Performance Appraisals Charge Back of Costs
Top Mgmt. Support Safety Director Accident Investigation Training
Recognition Inspections Safety Committees Incentive Programs
Awareness Safety Posters Safety Handouts Warning Signs
Time
Co
mm
itm
ent
Obstacles to Cultural ChangeObstacles to Cultural ChangeObstacles to Cultural ChangeObstacles to Cultural Change
15% 70% 15%
Super Motivated, movers and shakers
Go along with the flow
CitizensAgainstVirtuallyEverything
Moral/Ethical ImplicationsMoral/Ethical Implications
Fatalities Family Friends
Safe work practices Safe work practices needs to be a value and needs to be a value and should be a core should be a core principle.principle.
Legal Legal ImplicationsImplicationsLegal Legal ImplicationsImplications Company
Liability Individual
Liability Fines Jail
Under section 17(e) of the OSHA Act
Behaviors are recognizable actions which can be observed.
Behaviors are either proper or improper depending on circumstances.
Recognition and InvestigationRecognition and Investigation
Balanced TriangleBalanced TriangleBalanced TriangleBalanced Triangle Unbalanced Unbalanced TriangleTriangle
Unbalanced Unbalanced TriangleTriangle
Kno
wle
dge
Skill
Desire Desire
Skill
Kno
wle
dge
Behavior TriangleBehavior Triangle
Consequence-Feedback ModelConsequence-Feedback Model
Impact on Behavior Type of Consequence
Strongest Soon CertainPositiveStrong Late CertainPositive
Soon UncertainPositive
Soon CertainNegativeWeak Late UncertainPositive
Soon UncertainNegative Late Certain
NegativeWeakest Late UncertainNegative
Rewards Shape BehaviorRewards Shape Behavior
Behavior or Action
Positive Consequence
(Reward)
Negative Consequence (Punishment)
I’ll do that again!
I’m not doing that again!
Material Handling Tool usage Working at height Work area set-up Walking/working
surfaces
What are your key behaviors?What are your key behaviors?
Major Areas
Injuries since 5/1/2010
Fall from Scaffold (3) - $174,173 Manual Material Handling (9) - $33,750 Slip/Trip (7) - $4,816 Erecting/Dismantling Scaffold (3) - $3,024 Repetitive Motion (2) - $27,385 “Struck By” (7) - $1,791
The Incident PyramidThe Incident PyramidThe Incident PyramidThe Incident PyramidFatality
Severe Injury
Minor Injury
Near Miss
Unsafe Acts
1
29
300
2,000
20,000
Education and MotivationEducation and Motivation What is the
extent of your new employee orientation?
How is safety communicated?
What is covered?
Do they understand the “Big Picture”?
How do you train?How do you train?
Reading Handout Literature (10%) Watching Videotapes (30%) Watching a Presentation (50%) Participating in a Discussion (70%) Doing the Real Thing (90%)
The Training SequenceThe Training SequenceThe Training SequenceThe Training Sequence
Tell Them Show them Have Them Do It Follow up
LeadershipLeadershipLeadershipLeadership
The art of accomplishing change through people.The art of accomplishing change through people.
Be a leader - Set a personal example for safe behavior and communicate your expectations regarding safety.
Responsibility Vs. AccountabilityResponsibility Vs. Accountability
Someone is accountable when their performance is measured in relation to goals or standards.
When someone is responsible, their performance is not necessarily measured.
“To assign responsibility without also assigning accountability is safety’s greatest failing.”
Dan Peterson
““What Gets MeasuredWhat Gets MeasuredGets Done”Gets Done”
““What Gets MeasuredWhat Gets MeasuredGets Done”Gets Done”
DISCIPLINEDISCIPLINEDISCIPLINEDISCIPLINEDiscipline is not the first and only option, but constructive discipline is one method to modify behavior. Verbal Warning Written Warning Suspension Termination
Use Incentives With Care!Use Incentives With Care!Use Incentives With Care!Use Incentives With Care! Rewarding large groups of people for meeting goals
might be rewarding some of them for working unsafely.
To effectively change behavior, the rewards must always follow a safe act and at risk behavior must be corrected at the time of the observation.
Positive immediate feedback = behavior changePositive immediate feedback = behavior change
What’s In It for Me?
Fewer Injuries
Lower Overhead
Better Pay/BenefitsBetter Equipment
Reduced Medical/Insurance Cost
MotivatedEmployees
GreaterProductivity
ImprovedQuality
Increased Efficiency
More SatisfiedCustomers
More Opportunity
ENHANCED CULTURE
Profit