leading and lagging indicators evolution of health & safety measurement · 2013-10-01 ·...
TRANSCRIPT
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Alan D. Quilley CRSP
Leading and Lagging IndicatorsEvolution of
Health & Safety Measurement
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Session Description
Measuring safety performance by measuring what doesn’t happen to us (incidents and loss) is an extremely poor process measure.
The discussion will reveal practical ways to link safety creating activities to our goals of creating safe and healthy places for our employees to productively produce our goods and services.
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Session Description
Through lecture and demonstration the participant will be exposed to how to evolve from measuring what happens and doesn’t happen to your company to positively measuring safety creating activities.
A process will be revealed that is practical and immediately actionable for those companies who want to move beyond the measurements of negative incident counting.
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Reducing the Confusion Between
LUCKY and SAFE!
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Safety Excellence Evolution
Injury Prevention• Injuries by Severity
Type• Focus on Prevention• Lower makes us
FEEL Better• Manipulate Injury
Data through Modified Work
• Efforts Tend to Diminish With Lower Injury Rates
Safety Excellence• Safety Creating
Activities• Safe Production• Feel Successful
When Safety Activities are Observed
• Behaviours & Assess Integrity
• Evidence of Activities Leading toResults
Safety Culture
MaturityThroughActivities
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Our Journey• Self-Reflection
• Goals & Results VS Leading Indicators of Safety
• Developing Valid Measures of Safety
• Evolving Your H&S Management Systems Through Valid Measurements Using Your OWN Evidence
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We All Want “SAFETY”
But what is it REALLY?
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Safety Excellence?
“ALL OF THEM!”
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Is this guy Safe?
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…or this guy?
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11
…or these two fellows?
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“We’ve Experienced No Negative Results!”This CAN BE the Result ofWorking/Playing Safely
Unfortunately It Can Also Happen
By Luck!
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Let’s Do A Little TestPlease Raise Your Hand If You
Have Children OR YOU
Were Once a Child Yourself?
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Kitchen Safety #101THE TOOLS MATTER!
Have YOUEver Used
a KNIFE as aSCREWDRIVER
In YOURKitchen?
Page 86CMPBSC
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What ONE Thing Can YOU Do To…
Almost guarantee that you will
NEVERuse a knife as a screwdriver in
your Kitchen ever again?
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“Everything inhealth & safetyis connected!”
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Let’s Go SEE Safety
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Company CultureMission, Vision & Values – Commitment
of Time & Money
Safe BehaviourStandards, Practices
& Procedures
AccountabilityActivities, Measurements
& Rewards
Safe EnvironmentTools, Equipment, Materials, Environment
Encourage
Engage
Evolve
Evidence-Based
Tools
Integrated Safety Management System
Page 2CMPBSC
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Company CultureMission, Vision & Values – Commitment
of Time & Money
Safe BehaviourStandards, Practices
& Procedures
AccountabilityActivities, Measurements
& Rewards
Safe EnvironmentTools, Equipment, Materials, Environment
Encourage
Engage
Evolve
Evidence-Based
Tools
Integrated Safety Management System
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Culture
“How a group of people behave habitually”
More simply put, it’s just…
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Just the Way It Is Around Here!
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Company Culture• What You Say
– Mission, Vision, Values, Policies & Statements of Commitment
• What You Do– How You Demonstrate You Mean What You
Say– How You Allocate Your Resources – Time &
Money
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“WORDS ARE ALSO ACTIONS, AND ACTIONS ARE A KIND OF WORDS.”
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Safety Culture is Observable
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Safety Culture is Observable
What You Say – What You Do
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Company CultureMission, Vision & Values – Commitment
of Time & Money
Safe BehaviourStandards, Practices
& Procedures
AccountabilityActivities, Measurements
& Rewards
Safe EnvironmentTools, Equipment, Materials, Environment
Encourage
Engage
Evolve
Evidence-Based
Tools
Integrated Safety Management System
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Traditional Elements
Integrated Safety Management System
Engineering/Procedural
Awareness, Posters, Awards
“Be Careful”
The 3 “E’s, Audits, Procedures, Physical Plant
Culture, Behaviour, Environment, Accountability
Safety Culture Continuum
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Emperor
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Daily Support for Safety: Who’s Engaged?
The safety officer is the primary driving force. Management is often unacquainted with safety matters.
Management offers verbal support but is often unacquainted
with, and uninvolved in, safety issues. First line supervisors
and safety committee members do most of the safety activities (Inspections, Investigations, Follow-up).
Every person at every level in the company is actively engaged
in creating a safe work environment. Accountability flows
upward; support flows downward. Safety activities
(Observations, procedure reviews, suggestions, etc.) are shared by all employees.
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The Safety Culture Continuum
FactorTraditional Elements-Based
ProgramsThe 3 E’s: Educate, Engineer,
and EnforceIntegrated Safety Management System
Goals of the Safety Program
No stated goals or measurement systems.
Goals & measurements are
imposed by management and are
based on changing trailing
indicators (Lost Time Claims, Days Lost).
General direction and vision set by
management. Entire organization sets safety
goals and individual work groups have great
input into setting goals and choosing the
means to achieve them. Leading indicators and activities are the focus.
Management’s Attitude to Safety
Management believes that more than a
minimum spend on safety is not
justifiable. Safety is seen as a COST.
In accidents, management may believe
that workers are at fault for not
following the prescribed safety rules (‘stupid worker’ syndrome).
Management may have an
understanding of the ROI for
safety, but sees safety efforts as competing with production.
Management believes that workers should
be valued and protected, and that doing so is
good for the company. Safety is Free! The ROI is significant.
Employees’ Attitude to Safety
Employees are indifferent to safety
rules, or believe that they will be punished for taking the time to be safe.
Employees feel that the rules aren’t
there for the workers. Feel that
their ideas and opinions don’t count.
Employees believe that ‘safety is the way it is
around here’. They feel valued, and feel
enabled to value the safety of themselves and others.
How Management Views Workers
Managers at all levels think the people
who report to them need to be
continually watched and threatened in order to behave safely.
Incentives and performance
evaluations are often used, along
with a carrot-and-stick motivational
approach. Often group
management, with a standard reward for everyone.
Managers at all levels believe that the
people who report to them want to be safe
and will do so if they are properly motivated.
Management understands that individuals are motivated differently.
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The Safety Culture Continuum
Factor Traditional Elements-Based Programs
The 3 E’s: Educate, Engineer, and Enforce
Integrated Safety Management System
How Workers View Management
Workers believe that
management puts safety rules
on paper but has no real interest in safety.
Workers may believe that management
means well, but management is not
perceived as taking a strong interest in safety. Safety is traded for production.
Workers believe that management is both
interested in, and involved with, creating safety.
They believe that management really does
want them to work safely and that safety, like
quality, is not in competition with production efforts.
Decision-Making: Who Does It?
Management or safety officer makes the decisions.
Management or safety officer makes the decisions.
Employees are consulted in matters that affect
them. Management sets broad goals, workers
given day-to-day decision-making authority.
Individual workers choose how they want to be recognized and rewarded.
Daily Support for
Safety: Who’s Engaged?
The safety officer is the
primary driving force.
Management is often
unacquainted with safety matters.
Management offers verbal support but is
often unacquainted with, and uninvolved
in, safety issues. First line supervisors
and safety committee members do most
of the safety activities (Inspections, Investigations, Follow-up).
Every person at every level in the company is
actively engaged in creating a safe work
environment. Accountability flows upward;
support flows downward. Safety activities
(Observations, procedure reviews, suggestions, etc.) are shared by all employees.
Communications & Information Flow
Little communication from
management about safety
matters. Safety meetings infrequent and/or ineffective.
Procedural reviews may be regular, but
information going to workers is limited.
Safety meetings are regular and may be
mandatory, but are often educate/enforce in nature.
Safety information is communicated regularly to
employees. People are shown the results of
their efforts. Employees are actively involved in
safety meetings, which focus on hazard correction and information flow.
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The Safety Culture Continuum
Factor Traditional Elements-Based Programs
The 3 E’s: Educate, Engineer, and Enforce
Integrated Safety Management System
Who’s Managing the Environment?
Unclear who is responsible.
Often strong cultural pressures
against reporting problems.
Supervisors inspect
occasionally. Maintenance is
spotty. Fault finding after the incident happens.
Engineering is planned and carried out by
management without worker input. Rules
are made with little or no worker input. May
be inconsistently enforced. There are
regular inspections, but things are often not fixed.
Workers are encouraged and supported in
bringing forth problems. Workers are
consulted in developing solutions and in
deciding how those solutions will be
applied. There are regular inspections, with a focus on fixing problems.
What’s the Company Culture?
Workers perceive that safety
and production are in competition.
Workers perceive that safety is more about
following rules than a genuine concern for
their welfare. Management is doing this to protect their liabilities.
Management ‘walks the talk’;
management actions are in support of
safety and are perceived to be in support of safe work practices.
Safe Behaviour and Rules
Rules are either absent or cast
in stone. Punishment is often
severe—or violations may be
overlooked entirely until an
accident happens, after which
punishment is severe only if you are caught!
Rules are usually cast in stone—but may
be violated by management (‘do what I say
but not what I do’ syndrome). Violations
can be overlooked until an accident happens.
Employees are directly involved in
developing the rules. They’re shown WHY
things have to be done in a certain way.
Employees decide on the consequences,
which are then administered fairly. Peer support helps with encouragement.
How is Accountability Managed?
Unclear. Rule compliance is
important only after an incident,
when there’s a scramble for
someone to blame. Supervisors
carry the brunt of the blame for poor accident statistics
Safe Behaviour is encouraged, but
consequences are managed only
infrequently. Accountability for safety is
unclear. Supervisors and Workers may be
considered responsible, but are often
denied the necessary conditions (time, resources) to fulfill their responsibilities.
Every person in the organization has clear
responsibilities and accountabilities
around safety, and is evaluated on safety
performance. The definition of ‘safe
behaviour’ relates directly to each
person’s job function. Even the CEO is accountable for behaving safely!
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The Safety Culture Continuum
Factor Traditional Elements-Based Programs
The 3 E’s: Educate, Engineer, and Enforce
Integrated Safety Management System
Motivation,
Feedback, &
Rewards for Safety Performance
People performing tasks are
given little or no feedback from
their immediate supervisor.
‘Recognition’ is often limited to
criticism. Few or no rewards.
Perhaps a yearly safety award.
Management-prescribed motivational
initiatives. Possibly group incentives, tied
to trailing indicator statistics that may or
may not be directly related to worker
effort. Employees may see these as irrelevant or even hypocritical.
Employees may be given information on
whether management’s goals were attained. Typically a ‘yearly report’ style.
Positive reinforcement. Workers are consulted
about what it would take for them to be safe,
and on what kind of rewards they would like
for safety performance. Recognition is soon,
reliable, appropriate to the job position, and
tailored to the individual. Feedback and rewards are as immediate as possible.
Information on the progress towards OH&S
goals is readily available through reports,
meetings, and discussions. People are urged and helped to celebrate successes.
Safety Related Training
Both worker and supervisor
safety training is poor or
nonexistent. May involve only
the bare minimum to meet
legal requirements. May involve reading the rule book.
Training may be required, but it is not
usually validated. Supervisors are trained
in management but may not be trained in
safety-specific techniques. Supervisors
are expected to manage training for their employees with little or no support.
Training is specific to the worker’s needs,
delivered in a quality fashion, and validated
afterwards. Supervisors are fully trained in
how to motivate behaviour, give feedback,
conduct inspections, etc. Training is validated by safe behaviour observations and coaching
How are Employees’
Problems Dealt With?
No counseling is available.
Reprimand and/or dismissal
are the usual management tools.
Counseling may be available. Entry is usually through disciplinary process.
Company culture and peer concern are a
major factor in surfacing problems. Employees
are offered help within a context of responsibility and accountability.
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The Safety Culture Continuum
Inspired by : Charles W. Bailey - Using Behavioural techniques to Improve Safety Program Effectiveness
Based on a study conducted for the Safety Section of the AAR and the FRA - 1979 - 1988
How Indicators are
Used to Evolve the
Safety Efforts
Little or no focus on leading
indicators. Poor results on
trailing indicators will often
cause knee-jerk reactions and
result in increased safety
activities until numbers
improve.
.
Most measurements focus on trailing
indicators. Some safety-related activities
are measured (incident investigations,
workplace inspections, etc.) Efforts
increase when trailing indicator numbers
look poor.
Leading indicators are measured, then
evaluated against the resulting trailing
indicator. Safety efforts are evolved as the
evidence either demonstrates success or
indicates that alterations are in order.
Factor Traditional Elements-
Based Programs
The 3 E’s: Educate, Engineer,
and Enforce
Integrated Safety Management
System
Incident Investigation
The goal is to assign
responsibility (blame
someone). Deficiencies in the safety system may be hidden.
Investigator attempts to understand the
immediate causes of the accident and
assign responsibility. Underlying factors are investigated in a superficial way.
Investigator thoroughly explores all
contributing aspects of culture, behaviour,
environment, and accountability. The goal is to
address underlying causes so the conditions are not repeated.
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Communicate & ManageThe Positive Actions
Safe Behaviours % Positive Perception
Safety Activities
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Communicate & ManageThe Positive Actions
Safe Behaviours % Positive Perception
Safety Activities Trailing Indicators
CELEBRATEthe Results!
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If Safe Production Is The Goal –How Can We Measure That We Are
Accomplishing Our Goal?
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Leadership Behaviour Matters!
Ralph Waldo Emerson
“What you do speaks so loudly that I cannot hear what you say”
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Leadership Behaviour Matters!
1. What did you do today to make safety more likely?
2. What did your subordinates do today to make safety more likely?
3. How did you measure how well they did it?
4. How did you reward them for doing it?
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Leading Indicators To Success
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Leading Indicators To Failure
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Leading Indicators Of Safety
• Safety is Assigned
• Workplace Observations Completed
• Time To Resolve Safety Issues
• Processes Reviewed
• Management Of Change Completed
• Safety Meetings & Discussions
• Recommendations Implemented
• Cultural Analysis
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What Makes YOU Believe Your Company Is CREATING Safety?
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Availablewww.safetyresults.ca
Honourable MentionGlobe & Mail's
Best Business Books of 2006
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Thank You For Your Kind Attention
Questions?
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Additional Materials
![Page 48: Leading and Lagging Indicators Evolution of Health & Safety Measurement · 2013-10-01 · indicators (Lost Time Claims, Days Lost). General direction and vision set by management](https://reader034.vdocuments.mx/reader034/viewer/2022042116/5e94a3d309f610782a28076c/html5/thumbnails/48.jpg)
Evidence-Based Criteria to Increase Safety Performance
Judith A. Erickson, PhD
1. Safety performance is dependent upon two factors: The safety program and the safety process
a. Safety Program: Legislative and regulatory issues; compliance
b. Safety Process: Elements within the organization that help or hinder the safety program
![Page 49: Leading and Lagging Indicators Evolution of Health & Safety Measurement · 2013-10-01 · indicators (Lost Time Claims, Days Lost). General direction and vision set by management](https://reader034.vdocuments.mx/reader034/viewer/2022042116/5e94a3d309f610782a28076c/html5/thumbnails/49.jpg)
Evidence-Based Criteria to Increase Safety Performance
Judith A. Erickson, PhD
2. Primary factors for successful safety performance:
a. Technical/engineering: Equipment, processes, quality control, continuous improvement, maintenance, physical structure, PPE
b. Organizational: Formal hierarchy, reporting relationships, budget, employee selection
c. Psychosocial: Employees’ work /personal relationships and psychological responses to work
![Page 50: Leading and Lagging Indicators Evolution of Health & Safety Measurement · 2013-10-01 · indicators (Lost Time Claims, Days Lost). General direction and vision set by management](https://reader034.vdocuments.mx/reader034/viewer/2022042116/5e94a3d309f610782a28076c/html5/thumbnails/50.jpg)
Evidence-Based Criteria to Increase Safety Performance
Judith A. Erickson, PhD
3. Safety should be integrated into the organization. It should not be addressed in isolation because it is part of and affects nearly all aspects of the organization.
4. Systems approach: Safety , management, and sociotechnical systems are interrelated; what affects one affects the others so all should be addressed and evaluated simultaneously
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Evidence-Based Criteria to Increase Safety Performance
Judith A. Erickson, PhD
5. Employees do not want to be injured. They usually work unsafely because they:
a.) cannot (i.e., production stressed over safety) or
b.) will not work safely (i.e., psychological interference by work or personal conditions/situations).
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Evidence-Based Criteria to Increase Safety Performance
Judith A. Erickson, PhD
6. Behavior of employees influenced by what management:
a.) does;
b.) pays attention to;
c.) measures; and
d) uses as controls
![Page 53: Leading and Lagging Indicators Evolution of Health & Safety Measurement · 2013-10-01 · indicators (Lost Time Claims, Days Lost). General direction and vision set by management](https://reader034.vdocuments.mx/reader034/viewer/2022042116/5e94a3d309f610782a28076c/html5/thumbnails/53.jpg)
Evidence-Based Criteria to Increase Safety Performance
Judith A. Erickson, PhD
7. Evaluating company’s effect on safety performance using validated perception surveys:
a.) Predictive as well as descriptive;
b.) Desired responses already known;
c.) Every question scientifically and statistically related to safety;
d.) Recommendations based on scientific, meaningful, and real data
![Page 54: Leading and Lagging Indicators Evolution of Health & Safety Measurement · 2013-10-01 · indicators (Lost Time Claims, Days Lost). General direction and vision set by management](https://reader034.vdocuments.mx/reader034/viewer/2022042116/5e94a3d309f610782a28076c/html5/thumbnails/54.jpg)
Evidence-Based Criteria to Increase Safety Performance
Judith A. Erickson, PhD
8. Validated perception surveys measure:
a.) Organizational importance of safety;
b.) Management commitment to safety;
c.) Employee involvement, participation, decision making, attitudes;
d.) Safety responsibility and accountability;
e.) CommunicationErickson, J.A. (1994). The effect of corporate culture on injury and illness rates
within the organization. Dissertation Abstracts International, 55 (6).