concept safety manners

8/8/2019 Concept Safety manners

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Safety in the Real WorldSafety in the Real World

This Presentation Will Include:This Presentation Will Include: How the Advanced Safety Awareness & Skills

(ASA&S) concepts evolved out of our

companys 30 years of experience intraditional safety management and traditionalbehavior based safety processes

Why companies need to teach their employeesAdvanced Safety Awareness & Skills

Basic principals and proven training methodsto develop a successful ASA&S program

Q&A Session, Wrap Up


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Electrolab Training SystemsElectrolab Training Systems

30 Years


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Progressive Discipline?


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Reality Based Safety

Advanced Safety

Awareness

Advanced Safety

Awareness& Skills for Your Workforce& Skills for Your Workforce

Making Common Sense Common Practice

SafeStart & SafeTrack Division


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Why people will act unsafely Knowledge

We dont know about the hazards or the proper policy andprocedures for dealing with them

We dont realize we are acting unsafely Unintentional andHabitual behavior

Ability We dont have the proper tools, equipment, time, and training to

act safely

Unmotivated to See the Risk or Improve Im safe enough Accidents happen to other people

Positive reinforcement of negative acts ABC Its more comfortable without my PPE

I can get done more quickly if I dont lock it out


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Traditional Safety Management Engineering and ergonomic controls to eliminate,

control, and mitigate negative effects of hazards

Written policies and procedures to ensure safework practices

Training of employees about hazards and aboutprocedures

Progressive discipline for failure to followprocedures The Safety Cops

And yet we still have accidents caused by bothunsafe conditions and unsafe acts


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Traditional BBSProcess

1. Identify common unsafe conditions and atrisk behaviors

2. Train portion of workforce to observepeople at work for these conditions andbehaviors

3. Give positive feed back for compliance withrules & regulations

4. Discuss observed at risk behavior withworkers

5. Solicit improvement strategies from workers

6. Steering committee takes all feedback anddata and comes up with problem solving

strategies


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Traditional BBS ResultsSuggestions for improvements to processes,

procedures, and physical plant to improve

safetyIdentify skill or knowledge gaps affecting

safety where the rubber hits the road

From a behavior standpoint a tendency tofocus on Deliberate at risk behavior

which led to a Blaming the Worker

perception within the workforce


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ABC

Model of Behavior Influence

Antecedents(trigger behavior)

Behavior(human performance)

Consequences(either reinforce or discourage behavior)


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The Weight ofConsequences

Timing

soon

soon

later

soon

later

soon

later

later

Consistency

certain

certain

certain

uncertain

uncertain

uncertain

certain

uncertain

Significance

positive

negative

positive

positive

positive

negative

negative

negative

Strongest

stronger

weaker

weakest


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Three Types of At-Risk Behavior

Deliberate At-Risk Behavior

Unintentional At-Risk Behavior

Habitual At-Risk Behavior


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Incident CausesIncident Causes


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To BecomeEyes Not on TaskMind not on task

Line of fire

Balance, Traction, Grip

Errors (Which cause)

Rushing

Frustration

Fatigue

Complacency

States (Cause)

Injury Risk PatternsInjury Risk Patterns

(To become)Less risk

Major

Minor

Close Calls

Hazards

More risk

Major

Minor

Close Calls

Hazards with

a critical error


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Perception is Everything


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Repeated Trends in BBSImplementations

Safety improvements always correlated with number of

observations made even when observers were not reportingmuch deliberate at risk behavior

Observer Team Members showed dramatically loweraccident and incident rates than other members of theorganization

The act of doing the observations and talking about safetyand risk had the repeated consequence of raising personalsafety awareness (over time) and had led to a reduction inaccidents and incidents resulting from intentional,unintentional, and habitual behavior


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Unintentional BehaviorUnintentional Behavior


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Habitual BehaviorHabitual Behavior


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ASA&S VS Traditional BBS Traditional BBS takes a long time to get

injury levels down (typically 3-5 years)

In any company there were always a groupof individuals who were resistant to the

paternalistic BBS process

Repeated injury patterns and skills for

preventing them (ASA&S) that we could

put into the hands of people for 24/7 use


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1. Dont Focus on Hazards;

Instead look at the way

people interact with those

hazards causing

accidents

ASA&S Basic PrinciplesASA&S Basic Principles


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Incident CausesIncident CausesTaking an unsafe position (10%)

Not paying attention/being preoccupied (8%)

Using improper procedures (22%)

Being caught between (7%)

Hazardous arrangement (5%)

Poor housekeeping (8%)

Failing to use PPE (12%)

Falling to ground (4%)Unsafe lifting (11%)

Using faulty equipment (5%)

Poor communication (6%)

???????????????? (2%) =100%


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2. Dont Focus on

DeliberateA

t-R

iskBehavior; Instead

help people to

improve their

Unintentional andHabitual At-Risk

Behavior



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Hazardous

Energy

Person Unexpected

What Causes Most Accidents?


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Sources ofUnexpectedSources ofUnexpected

Events - something

unexpected happens without

you or someone elseinvolved (e.g. wire rope

breaks; traffic lights start

working incorrectly; coupling

fails; hose bursts; etc.)


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Defective Equipment


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Other People - someone

else's behaviour causes

or contributes to

incident/injury.


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Self - Own actions

cause or contribute to

incident/injury.


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Others

5%

Equipment

5%

Self90%


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0

20

40

60

80

100

Behaviou vent

AutomobileAccidentAutomobileAccident -- Sou ce: NSCSou ce: NSC

95%

5%


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CLOSE CALLS AND NEARMISSES

CUTS, BRUISES, SCRAPES

MINOR INJURIES

MAJOR

Personal RiskPersonal Risk

PyramidPyramid Fractures, TornFractures, TornLigaments,Ligaments,

Dislocations,Dislocations,

Concussions,Concussions,

Comas, 3Comas, 3rdrd

Degree Burns,Degree Burns,

etc.etc.Stitches, Strains,Stitches, Strains,

& Sprains& Sprains


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MINOR INJURIES

MAJOR

Injury Risk PyramidInjury Risk Pyramid


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MINOR INJURIES

MAJOR

Typical PersonalTypical PersonalInjury Risk PyramidInjury Risk Pyramid

3 - 7

8 - 12

5,000 10,000

20+


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Q2Q2 WerentWerent VeryVeryFewFew the Result ofthe Result of

Deliberate AtDeliberate At--RiskRisk

Behavior?Behavior?

Q1 - What AreaWere Almost All of

YourAccidents

From?

Self Area?

?

?

?


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Three Types of At-Risk Behavior

Deliberate At-Risk Behavior

Unintentional At-Risk Behavior

Habitual At-Risk Behavior


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3. People can dramatically

improve their Natural

Safety Awareness

Skills; Motivate them to

work on improving them

and then provide

Coaching & Training



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Im Safe Enough

Im Not Safe

Enough

Age in Years

1 10 20 30

S

a

f

e

ty

S

k

il

l

s

Natural Increase in Safety Skills


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Help People See the Patterns


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Rushing

Frustration

Fatigue

Complacency

StatesStates


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Eyes Not On Task

Mind Not On Task

Line-of-Fire

Balance/Traction/Grip

CriticalCriticalErrorsErrors


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To Become5Eyes Not on Task5Mind not on task

5Line of fire

5Balance, Traction, Grip

Errors (Which cause)

5Rushing

5Frustration

5Fatigue

5Complacency

States (Cause)

Injury Risk PatternsInjury Risk Patterns

(To become)Less risk

Major

Minor

Close Calls

Hazards

More risk

Major

Minor

Close Calls

Hazards witha critical error


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Critical ErrorReductionCritical ErrorReduction

Techniques (CERT)Techniques (CERT)

Self trigger on the state (or amount ofhazardous energy) so you dont make

a critical error Analyze close calls and small errors

to prevent agonizing over the bigones

Look at others for the patterns thatincrease the risk of injury

Work on habits


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2nd Highest Priority


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Learning Styles - C.O.R.D.

PassiveActive

Intuitive

Logical

10%


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Make Training PersonalMake Training PersonalLead offwith some accident stories of your own andLead offwith some accident stories of your own and

then get Employees to tell Their Storiesthen get Employees to tell Their Stories

Driving Home Work

Farm Sports Youth


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The Learning PyramidAverage retention of material presented in different ways(according to an investigation by National Training Laboratories Bethel, Maine)

Lecture

Reading Text

Audio-visual representation

DemonstrationDiscussion group

Learning by doing

Teaching others (immediate conversion ofwhat you have learned)

5%

10%

20%

30%

50%

75%

90%

Get Them to Take it Home


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ASA&Sworks

On the job

On the highway

At home

SafetySafety-- Its Not JustAt Work!Its Not JustAt Work!

S f t i th R l W ldS f t i th R l W ld


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Off the Job V.S. On the Job Injuries



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Off the Job V.S. On the Job Fatalities

Every year in the United States and Canada over35,000 people die in accidents at home. Comparethat to less than 6,000 accidental fatalities in all of

the workplaces, mines, factories and refineries puttogether.

A huge percentage of those accidental fatalities athome will be children. Over 7,000 children lastyear alone. There are more potential years of lifelost due to kids dying accidentally than from heartattacks, smoking, diabetes, aids and cancer puttogether



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Im Safe Enough

Im Not Safe

Enough

Age in Years

1 10 20 30

S

a

f

e

ty

S

k

i

l

l

s

Natural Increase in Safety Skills



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Crawling, Walking, Running

Skateboards, Bikes, Climbing Trees, Sports

Cars, Motorcycles,

Snowmobiles, Power

Boats, Automated

Equipment, etc

H

a

z

a

r

do

u

s

E

ne

r

g

y

Age in Years

1 10 20 30 40

S

a

f

et

y

S

k

il

l

s

Safety

Skill

Gaps

Hazardous Energy Step Changes

ASA&S



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Medical

Compensation

The Cost ofAccidentsThe Cost ofAccidents

Direct Costs (the tip of the iceberg)



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Safety in the Real World Safety in the Real World

Time lost from work Loss in earning power

Lost time by fellow workers

Loss of efficiency due to break-up ofcrew

Lost time by supervision

Cost of breaking in new person

Damage to tools and equipment

Time damaged equipment is out ofservice

Spoiled work

Loss of production

Spoilage fire, water, chemical

Failure to fill orders

Overhead costs

Litigation

Company/WorkerMoral

The Cost of AccidentsThe Cost of Accidents HiddenHidden CostsCosts



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Off-the-Job Injury Survey

Total number of respondents - 1,314 Companies

Median company size - 300 employees

Median recordable case rate - 3.9 occupational

injury/illness cases per 200,000 hours

60% of survey respondents believed that the costof off-the-job injuries to their company is greater

than or equal to the cost of workplace injuries


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Thank You For Your Time

Does Anyone Have Any

Questions?

1-800-267-7482

www.safestart-safetrack.com

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