Behavioural Tools & Techniques George Allcock September 2018 - - PowerPoint PPT Presentation

Behavioural Tools and Techniques

BHSE A

September 2018

Behavioural Tools & Techniques

George Allcock September 2018

Behavioural Tools and Techniques

BHSE A

September 2018

Note the power and value of photos

Good / Not Good?

Behavioural Tools and Techniques

BHSE A

September 2018

Good / Not Good?

Note the power and value of photos

Behavioural Tools and Techniques

BHSE A

September 2018

Good / Not Good?

Note the power and value of photos

Behavioural Tools and Techniques

BHSE A

September 2018

Good / Not Good?

Behavioural Tools and Techniques

BHSE A

September 2018

Characteristics of Excellence

from benchmarking and personal experience

Underlined: Key characteristics to support behavioural approach

Behavioural Tools and Techniques

BHSE A

September 2018

1. Completed by senior managers, safety representatives and

• thers.

2. Each characteristic scored 1 – 5 in terms of importance 3. Importance of each characteristic rated 1 -5

Assessment of Characteristics of Excellence

• 4. Difference between

Importance and Score is the Improvement gap and leads directly to an Improvement plan

Behavioural Tools and Techniques

BHSE A

September 2018

Time Number

• f

accidents

Engineering solutions Safe plant Management system solutions Safe systems People/behavioural solutions Safe people

Where are we now?

Behavioural Tools and Techniques

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September 2018

How do we get there?

Building a supportive culture Developing people - their involvement, actions and behaviours Involving and engaging people in seeking the best ‘people based’ engineering and systems solutions Adopting a model of excellence e.g. EFQM

• “Excellent organisations value their people and

create a culture that allows mutually beneficial achievement of organisational and personal goals”

• “They care for, communicate, reward and

recognise, in a way that motivates people, builds commitment …”

Behavioural Tools and Techniques

BHSE A

September 2018

Behaviour influenced by both:

• Antecedents (or triggers) - what comes before, &
• Consequences - what happens after
• The consequences which follow a behaviour influence future behaviour and is

the main reason people do what they do.

• The most powerful consequences are those which are:

Soon; Certain; Positive (SC+) or if necessary SC-

• A consequence e.g. from a manager or colleagues, can strengthen or weaken

the behaviour.

• If a safe behaviour is positively reinforced it occurs more often than if poor

behaviour is punished.

Antecedent(s) Behaviour Consequence(s) Behaviour Based Safety - ABC

Behavioural Tools and Techniques

BHSE A

September 2018

Tool Changing – Behavioural Analysis What can be changed?

Behavioural Tools and Techniques

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September 2018

• Hazard(s) not known or not recognised
• Perception that risk is acceptable
• Safe working practices not agreed or accepted
• Personal choice to accept or ignore risk
• Personal factors including stress, fatigue, medication
• Culture including actions/lack of by managers & others
• Systems not user friendly – e.g. cause delay, too complex
• Facilities/equipment not user friendly – poor ergonomics
• Inappropriate rewards/recognition

Barriers to Safe Behaviour

Behavioural Tools and Techniques

BHSE A

September 2018

Observation and Improvement Process

 Achieved through positive reinforcement leading to: ‘the way we do things round here’

Behavioural Tools and Techniques

BHSE A

September 2018

Examples of critical behaviours

• Eyes on path
• Out of line of fire
• Using lockout / tagout
• Using seat belt (fork truck)
• Using PPE
• Using handrail
• Using the proper tool
• Using horn (fork truck)
• Correctly positioning LEV hood
• Keeping containers lidded
• Correctly disposing of waste

Behavioural Tools and Techniques

BHSE A

September 2018

Visual indication – Systems & Behaviour: Safe / correct v Unsafe / at risk

Behavioural Tools and Techniques

BHSE A

September 2018

Accident etc Investigation - 5 Why

Why? e.g. unsafe acts, behaviours & conditions Why? e.g. preceding events Why? e.g. equipment or control measures faults / failures Why? e.g. system failures Why? e.g. management failures Immediate cause(s) Root cause(s) Short term / single improvement Robust / many improvements

Behavioural Tools and Techniques

BHSE A

September 2018

Environment Equipment People Method Effect Material The above are frequently used categories but can be changed to suit circumstances

• Focuses on causes not symptoms
• Captures collective knowledge & experience of

a group initially using brainstorming

• Provides a picture of why an event has

happened, is happening or could happen

• Establishes a sound basis for further data

gathering & action

A technique to identify all the possible causes (inputs) associated with a particular problem / effect (output) before narrowing down to the small number of main, root causes which need to be addressed Accident etc Investigation - Cause & Effect Analysis

(Fishbone or Ishikawa diagram)

Behavioural Tools and Techniques

BHSE A

September 2018

Common causes checklist

If not clear about causes can’t be clear about what to do particularly regarding people / behaviour

• Equipment, machine or process not suitable
• Mechanical, electrical, pneumatic, hydraulic or other failure
• Guard, device or control measure not suitable / poorly designed
• Failure of guard, device, control measure or warning device
• Correct / safe method / procedure not available
• Method / procedure available but not suitable or not adequate
• No or poor training
• No or poor information
• Not aware of correct procedure
• Did not follow correct procedure
• Mistaken action / decision (bad judgment)
• Deliberate act or omission
• Lack of or limited employee capability
• Lack of reasonable care or attention

Behaviour usually dependent on engineering and systems

Behavioural Tools and Techniques

BHSE A

September 2018

Accident etc analysis: Most accidents and harm involve a combination of causes

5 10 15 20 25 Engineering System Behaviour

Activity

[job role]

Accident

[time in hospital; injury etc]

Unsafe Behaviour(s) & Barrier(s) to Safety

Not necessarily all related to particular accident Moving trolley containing heavy sheet material &

• bstructing hoist to

be repaired.. [Apprentice fitter] While trolley was being moved it rolled down a small slope came to a sudden stop at the bottom & load fell onto fitter. [Critical head injuries – initially on life support] Unsafe behaviour by injured person: Not waiting for help

• colleague had gone for fork lift truck to move trolley.

Unsafe behaviour by someone else: Left trolley where it caused obstruction. Barrier(s) to safety:. No proper/ designated place for trolleys.

Behavioural Tools and Techniques

BHSE A

September 2018

Risk Assessment Form

for use by non-specialists (all employees)

Structured approach to consider risks & decide actions. Simple form / technique for use by non-specialists.

• Basic Information
• Hazards & Risks
• Actions / Improvement

Opportunities

• Key questions e.g. During the activity

/ task could problems arise or could anything fail or go wrong? Yes  No  Don’t know? 

Behavioural Tools and Techniques

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September 2018

• 5. Photo(s), comments, further actions, follow-up & verification (team leader & line manager)
• 4. “We all agree to take the actions”
• 2a. What are the possible dangers / risks?
• 2b. How serious are the dangers / risks?

High, Medium or Low

• 2c. What are the (one or two) biggest dangers?
• 3a. What actions & countermeasures would reduce the risk?
• 3b. Which actions & behaviours (one or two) within the control of the team?
• 1. Information & explanation by team leader

KYT / RADAR Procedure

Behavioural Tools and Techniques

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September 2018

Leadership Model

Behavioural Tools and Techniques

BHSE A

September 2018

Position / Job Title: Position / Job Title: Reviewed by - name:

Health & Safety Leadership Self-Assessment

Date:

The main things(s) I do

Self-assessment by - name: Date:

No - never No - not really Sort of Yes - sometimes Yes - regularly Example(s)

• f what I do

What else I could do Leadership actions & behaviours 1 2 3 4 5 6 7 8 9 10 11 12 I demonstrate that H&S is a key value for (Company) & for me personally

I include H&S in the issues that I look out for & ask about I actively participate in H&S events incl. meetings, training, inspections & audits I recognise & visit all areas for which I have responsibility I am aware of, review & discuss safety performance incl. accidents & accident rate I talk with people - incl. shop floor - about H&S and other issues I engage with all my people / colleagues not only when something is wrong I recognise improvements & achievements by giving positive feedback I review accident & audit reports, action sheets etc, ask questions & make comments I engage with & support employees / teams in their improvement efforts / plans When necessary I remind people of (Company) policies, values & principles I challenge poor standards whatever they are & wherever they are

Leadership Characteristics: Self Assessment

Behavioural Tools and Techniques

BHSE A

September 2018

Ownership – indicated visually

• All areas of the site – inside

and outside.

• Everyone can see who is

responsible for which areas.

• Owners of issues and

actions can be readily identified.

• Can also be used to show

key facilities and who to contact about them.

Behavioural Tools and Techniques

BHSE A

September 2018

15 FOOT RULE Each employee is responsible for a 15 foot square around their work station.

guidelines:

 safety/environmental – access to fire extinguishers, exits, eyewash stations, spill kits, electrical panels completely clear - all safeguards functional;  5S – parts, tools, cleaning items in a designated place: parts, scrap , instruments in a designated place; rags in a designated place; paperwork in a designated place; safeguards in their designated place.  3 employees in the same area – all 3 are responsible.  Employees give and take coaching from each other in a professional manner.

Ownership – every area / employee

Behavioural Tools and Techniques

BHSE A

September 2018

Work team tools & techniques

Behavioural Tools and Techniques

BHSE A

September 2018

Good / Not Good?

Behavioural Tools and Techniques

BHSE A

September 2018

Good / Not Good?

Behavioural Tools and Techniques

BHSE A

September 2018

Good / Not Good?

Behavioural Tools and Techniques

BHSE A

September 2018

Good / Not Good?

Behavioural Tools and Techniques

BHSE A

September 2018

The starting point for real, robust and sustainable improvement leading to excellence is leadership, in particular visible leadership behaviour. Leaders demonstrate company values by their actions and behaviours and particularly by the way they deal with people (words & actions). Develop dialogue with people and reward & recognise them for the right behaviour and you will get the right results.

Closing Remark