Keeping the Process Alive

Data Analysis and Reinforcement

By
Terry E. McSween
Quality Safety Edge
Two Types of Problem Solving

Safety
Concerns Process
Two Types of Problem Solving

Safety
Concerns Process
 Bo
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50
100
150
200
250

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Primary Tool – Pareto Diagram
 Bo
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a
ch # of Concerns
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Pr pu
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0
50
100
150
200
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# of Concerns

0
2
4
6
8
10
12
14

Front end
Maitenance
receiving
Shipping and
Repeated Pareto Diagram

Other
 Dig Into Your Data
14

12

10
# of Concerns

2
Comments:
0
Front end Maitenance Shipping and Other
1. Not using lifting device.
receiving
2. Lifting device not working properly.
3. Can’t keep up using lifting device.
4. Lifting device difficult to use.
 Action Plans
(Often the weak link!)
 The ABC Analysis
should guide your action plan.
(And the trick is to
identify and change the consequences.)
 ABC Model
Why People Do What They Do

Antecedents Behavior Consequences

Prompt or anything we what happens during

direct do or say and after the behavior
(payoff/punishment)

Consequences influence future behavior

Why don’t people volunteer
to do observations?
It’s the consequences!
 Why don’t people volunteer
to be on the Steering Committee?
It’s the consequences!
Why don’t people turn in
quality observations?
It’s the consequences!
Why don’t people work safely
all the time?
It’s the consequences!
 That Said

Sometimes:
– They don’t have the skills or knowledge
– They can’t do the job safely
 Otherwise

It’s the consequences!

What happens when a new employee
does an observation?
 Planning Types of Consequences
To change this type
of consequence: Then

Make safety practice easier, more comfortable,

Natural or Built-In
or more convenient

Involve employees in conducting observations

Self-Administered
Involve employees in goal setting

Focus peer observations & feedback

Peer & Leadership
Focus leadership observations & feedback

Formal Develop reinforcement plan

 Planning Types of Consequences
To change this type
of consequence: Then

Make safety practice easier, more comfortable or

Natural or Built-In
more convenient
 Changing Built-In Consequences

„ Approach: Make safety practice easier, more comfortable,

or more convenient
– Often involves changing the environment or procedure or
providing a different tool

„ Examples
– Finding more comfortable safety glasses or hearing protection
– Providing glove clips so employees always have gloves with them
– Moving lock-out tags closer to equipment
– Locating ladders in areas where they are likely to be needed
– Placing heavy items on shelves near waist level
 Planning Types of Consequences
To change this type
of consequence: Then

Make safety practice easier, more comfortable or

Natural or Built-In
more convenient

Involve employees in conducting observations

Self-Administered
Involve employees in goal setting
 Changing Self-Administered Consequences

„ Involve employees in areas where concerns occur

„ Involve employees in setting improvement target

– Review trend chart on target “% safe”
– Asked where they should be on that practice
– Draw goal line on chart
– Discuss barriers

(Then recognize improvement &

celebrate goal achievement)
 Planning Types of Consequences
To change this type
of consequence: Then

Make safety practice easier, more comfortable or

Natural or Built-In
more convenient

Involve employees in conducting observations

Self-Administered
Involve employees in goal setting

Focus peer observations & feedback

Peer & Leadership
Focus leadership observations & feedback
 Peer & Leadership Consequences

„ Approach: Focus peer & leadership observations

and feedback

„ Examples:
– Asked observers to provide feedback on target behavior
» Recognize those who do so!
– Asked leaders to thank employees doing observations in
their areas
» Especially important for new observers
» Add it to leadership checklist
» Review data and activities in Steering Committee & staff
meetings
Positive Feedback = Recognition

Recognition should be:

– Sincere
– Specific
– Immediate
– Personal
 Planning Types of Consequences
To change this type
of consequence: Then

Make safety practice easier, more comfortable or

Natural or Built-In
more convenient

Involve employees in conducting observations

Self-Administered
Involve employees in goal setting

Peer Focus peer observations & feedback

Leadership Focus Leadership observations & feedback

Formal Develop reinforcement plan

 Problems with Safety Awards

„“Chilling effect” on reporting

„Focus is on awards, not process
– Sends the wrong message
„Too little involvement of employees

They do not reinforce behaviors

that contributes to safety!
 Plan Recognition & Celebrations

„ Implementation tasks:
– Develop criteria for individuals and groups
– Identify potential recognition and celebrations
– Plan administrative process
» How will the Steering Committee determine when the
criteria have been met
» Who will be responsible for this tracking
 Plan Team Celebrations

Suggested criteria:
– “Upstream” measures:
» # of observations
» % participation
» Improvement/goal achievement on target behavior
– “Outcome” Measures (unannounced):
» Improvement in LWC (perhaps TRIR)
 Plan Team Celebrations

„ Usually involve food for all

„ Must communicate the reason for celebration
„ Typically include individual recognition
 Sample Celebration Plan
Level Criteria
1 20% improvement in participation
2 Sustain 20% improvement for three months
3 Achieve 90% participation
4 Sustain 90% participation for one quarter
5 Average 90% or better for twelve months
Menu of Celebrations
Breakfast tacos in safety meeting
Sausage & egg biscuits in safety meeting
Hamburger luncheon
Steak & potato luncheon
Family picnic w/ barbecue served by mgmt
- or -
Couples barn dance with live entertainment
 Plan Individual Recognition

„ Common criteria:
– First observation
– # of observations
– Conducting a good safety meeting
– Near miss or potential accident reports
– Quality observations
– Safety suggestions
– Off-the-job or home safety
– Other significant safety contribution
 Plan Individual Recognition

„ Awards distributed immediately, in safety

meetings, or as part of celebration
„ Suggested awards
– Quality observations reviewed in safety meetings
– Designer safety glasses
– Personally valuable award
– Educational opportunities (conferences, seminars, etc.)
 Sample Recognition Plan

Level Criteria Menu of Celebrations

1 First observation Hard-hat sticker

2 Five observations Designer safety glasses
Detachable key-ring
Pocket knife
3 Conducted 4 obs per month for 1 quarter T-shirt
Baseball cap
4 Sustain 4 obs per month for 1 year “Safety Champion” jacket
Other Quality observation Observation reviewed in safety meeting
and ticket for free lunch in lunchroom
Does it work?
 LWC Rate at a Refinery
Lost Time Incident Rates
Values-Based Safety
2.5

2
# per 200,000 wk hrs

1.5

0.5

0
1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003
Year
 Average Monthly Participation

Percentage of Employees Conducting Observations

90
80
70
60
Percent

50
40
30
20
10
0
2000 2001 2002 2003 2004 YTD
 Positive Consequences

Your people will support BBS

if you recognize them when they do!