Professional Documents
Culture Documents
(BBS)
- Dr.S.Radhakrishnan
2
WHY SAFETY
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Cost SAFETY
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3
Safety Is Not A Resource
It Is Not an Influence
It Is Not A Procedure
4
Type of Safety Management
Systems
Safety should be managed like any other company function. Management should direct the safety efforts by
setting achievable goals, by planning, organising and controlling to achieve them Production
The key to effective line safety performance is management procedures that fix accountability
The function of safety is to locate and define the operational errors that allow accidents to occur. This
function can be carried out in two ways
1. by asking why - searching for root causes of accidents and
2. by asking whether or not certain known effective controls are being utilised 6
Basic Principle of Safety management
The causes of unsafe behaviour can be identified and classified. Some of the classifications
are overload (improper matching of a persons capacity with the load), traps, and the
workers decision to err. Each cause is one which can be controlled
In most cases, unsafe behaviour is normal human behaviour; It is the result of normal people
reacting to their environment. Managements job is to change the environment that leads to
the unsafe behaviour.
There are three major subsystems that must be dealt with in building an effective safety
system; the physical, the managerial and the behavioural
There is no one right way to achieve safety in an organisation, however, for a safety system to be effective, it must
meet certain criteria. The system must:
force supervisory performance
involve middle management
have top management visibly showing their commitment
have employee participation
be flexible
be perceived as positive
Research indicates that :
90% of the accidents are due to unsafe acts
Targeting zero accident does not ensure that your plant is safe.
CAUSES OF ACCIDENTS
At Risk
Conditions
4%
96%
At Risk Acts
Unsafe Acts vs. Unsafe Conditions
* Merriam-Webster dictionary
What is Behavior Based Safety
Comfort
Saving Time
Convenience
Complacency
Incentive programs
It is better to slay a dragon than to teach people ways to live peacefully with him!!!
IS A BOTTOM-UP APPROACH
FOCUS ON EMPLOYEE BEHAVIORS
ADDRESSES ROOT CAUSES
INTERNAL ENFORCEMENT
How does BBS Differ From Traditional Safety?
Traditional Safety
Is reactive focuses on correcting problems only
after they have occurred.
Searches for root cause of accidents
Using incident/accident data from investigations
e.g. Incident and Severity rate: TRCR/DART
Focuses on making the working environment less
hazardous.
Sometimes assigns blame to individuals.
Emphasis on negative reinforcement.
How does BBS Differ From Traditional Safety?
Accidents
Near Misses
Traditional
Safety
Unsafe Unsafe
Acts Conditions
Behavior Environment
Direct Indirect
1 in 6 1 in 52
How do Consequences Affect At-Risk
Behavior?
Behavior Accident No
Probability Accident
Accident
Severity
Probability
Risk = exposure x probability
Consequence
Positive Consequences Influence At-
Risk Behavior
Convenience
Time savings
Increased productivity
Getting away with it
Feeling bullet-proof
Howdoes
How doescheaper/better/faster
cheaper/better/faster
influencetaking
influence takingrisks?
risks?
Workers reasons for taking a risk:
Su
Whats wrong with it?
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ep
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ab h
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io
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ou
it oice
ci
Pe
ns
BEHAVIORS
C
Limited Choice
Obstacle
I cant do it any other way because . . .
It would be difficult to do it that way because . . .
If I do it that way, (this would happen).
Human failure taxonomy
Human failures
Unintended actions
Intended actions
Violation - Intended
Mistakes Lapses Slips
consequences
Involuntary or non-
No
intentional action
Was there prior
No Was there intention in
intention to act? Yes the action?
Spontaneous or
Yes
subsidiary action
No
Did the actions Unintentional action
proceed as planned? (slip or lapse)
Yes No
Successful action
THE CHALLENGE..
Systems Behaviors
Great
Performance
Climate
BBS is an OHSAS Compliance
Fatality
Injury
Near Miss
At-risk Behaviors
Attitude:
however
Attitudes can be changed by
changing behaviors
Behavior: Any directly measurable thing that
a person does, including speaking, acting, and
performing physical functions.
Domino Theory
According to Heinrich the accident is avoided by removing the middle
one (unsafe act) of the dominos. This theory provided the foundation for
accident prevention measures, aimed at preventing unsafe acts or unsafe
conditions.
The first update of the Domino Theory was presented by Bird & Loftus.
This update introduced two new concepts;
The influence of management of managerial error
Loss, as result of accident could be production loss, property damage or
wastage of other asset, as well as injuries...continued
BBS- The Concept
Things People
Orderliness
standards
Procedures
(Housekeeping)
Benefits of Safety Observation
Motivate people.
Test understanding of standards
Observations Exercise
If you comment:
If you question:
Question to explore
Willingness to share
Observe, decide,
stop act safely
Analyze this picture using this 6
steps & What would you say (Team
exercise)
Positive
Discussion
Agreement
Other Issues
Thanks
Discussing the Unsafe Act
If you comment:
Express your concern
If you question:
Question to explore
Question to learn not to teach
Picture A
1. Observe, decide,
stop act safely
2. Positive
3. Discussion
4. Agreement
5. Other Issues
6. Thanks
Picture B
1. Observe, decide,
stop act safely
2. Positive
3. Discussion
4. Agreement
5. Other Issues
6. Thanks
Picture E
1. Observe, decide,
stop act safely
2. Positive
3. Discussion
4. Agreement
5. Other Issues
6. Thanks
Observation Process
57
Follow up
Layered Observation System
Safety pro Entire operation of area Three to five times Every one
Safety network per week
Using Observation Information
Reinforce positives.
Detecting developing problems.
Assess personnel.
See trends.
BBS LEADS TO REDUCTION IN UNSAFE BEHAVIOURS AND
THUS A FALL IN ACCIDENTS
BBS CHECKLIST FOR OBSERVERS
Housekeeping
Material handling
Communication
Following procedures
Total =
BBS India 09322006518
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Six Stages of interaction to implement BBS
Continues Engagement
Frequency of observation
Periodic meeting on observation
DuPont Metrics and Measurements
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Trailing Indicators
Statistics
Costs
Penalties
Current Indicators
Indices, safety observation findings
Incident investigation reporting
Safety meetings
Leading Indicators
Quality of safety observation program
Near miss reporting
Employees perception of safety
Leaderships Role:
66