Measuring Safety Performance 8430 University Executive Park Drive, Suite 614 Charlotte, NC Extension 311 Presented by: George Mauch

2 The Measurement Paradigm We don’t know what we don’t know… We can’t act on what we don’t know... We won’t know until we search... We won’t search for what we don’t question... We don’t question what we don’t measure. We know measures are a result, not a cause... To change results we must change behaviors! “What gets measured gets improved.” - Peter Drucker

Behaviors First-Aid Case Recordable Lost Time Fatality Safety Model Near Miss Property Damage

Reasons for Measuring Performance  A navigational tool  An early warning sign  Alter behavior  To implement strategies and policies  Trend Monitoring  Improvement prioritization  Improvement project evaluation  Input into bonus and incentive systems  A marketing tool  Benchmarking  Increased motivation

Safety Performance Indicators  Performance indicators are activities that employees and management can use to continually guide their improvement.  Performance indicators address problem areas, provide some measure of accountability for employees, and corroborate the fact that the organization’s goals are (or are not) being met.

Viewpoints of Measurement  Organizational A macro view – how overall results are measured to determine whether safety efforts are paying off.  Personal A micro view – do measures insure individual performance or foster nonperformance.

Types of measures  Results Measures(Lagging) Trailing Downstream End of Pipeline Results Achievement  Activity Measures(Leading) Upstream Performance Predictors

Results measures(Lagging)  Lost-Time Injury Rate  Incidence Rate  Severity Rate  Accident Costs

DIRECT COST INDIRECT COST VS INDIRECT COST IS 4 TIMES THE DIRECT COST

Results-measures are good when..  They are broken down by unit  They give insight into the nature and causes of the accidents  They are expressed eventually in terms of dollars per unit  They conform to any legal and insurance requirements

Limitations of Results Measures…  Sometimes they measure only luck.  They do not discriminate between poor and good performers.  They do not diagnose problems.  They can be unfair if used to judge individual performance Results measures do not tell you “why an accident occurred” or “how to improve future performance”.

Another Example of a lagging indicator Although we need to track trailing indicators like this, it is important not to emphasize this metric. Research shows that is could motivate not reporting injuries and illnesses.

Safety Professionals must track injuries and illnesses

Activity Measures(Leading)  Behaviors/performance linked to accident prevention. These measures assess results of supervisor or workgroup, or organizational action taken before accidents occur.

15 (leading indicators) Inputs/Outcomes Inputs Outcomes (trailing indicators)

Discussion  What activities could prevent injuries from occurring at your company?

How Do You Decide Which Activities to Measure?  It depends on your goals and what you want to accomplish

Some Things To Look At:  Organizational vision, Goals, Strategic Plans  Perception surveys  Structured Interviews  Safety Audits/Inspections  Accident Analysis  Accident Trends  Behavior Observation Data

LEADING SAFETY METRICS INDICATORS  Management Commitment  Employee Involvement  Training and Education  Compliance  Safety Culture  Incident Investigation  Hazard Prevention  Safety Management Process

Management Commitment  Number of safety presentations to upper management  Percentage of company goals/objectives that incorporate safety  Percentage of purchasing contracts that include safety requirements  Provision of a communications training program  Provision of a company newsletter

Management Commitment  Provision of bulletins, toolbox talks, or similar regarding lessons learned  Provision for making safety communications available in native languages  Provision of an anonymous reporting system  Provision of communications of safe work practices  Provision of two-way communication  Provision of new hire training

Management Commitment  EHS policy and goals are communicated with all employees  Number / tracking of contractor related incidents  Presence of clear documented accountabilities for safety  Presence of a means for employee involvement in safety improvement  Presence of a means for employee influence in safety improvement  Presence of an off-the-job safety training program  Presence of/participation in a wellness program

Management Commitment  Establishment of a safety committee that includes a vertical slice of the organization  Presence of an off-the-job safety training program  Presence of an employee suggestion/feedback program  Presence of an employee feedback system concerning near misses and hazard identifications  Presence of a feedback system to employee on safety audits, issues and concerns  Periodic employee opinion/attitude surveys  Exit interviews contain open-ended safety questions

Employee Participation  Number of behavior-based observations  Number of observation cards  Number of safety suggestions  Number of safety committee projects  Number of successful safety committee projects  Wellness program participation  Presence of a means for employee influence in safety improvement  Participation in an off-the-job safety training program

Baseline your training knowledge In other words, determine the level of knowledge before the training takes place; Assure that testing is done after training is completed.

Training and Education  Number of training sessions completed  Percentage of training completed on-time  Number of accidents related to lack of training  Number of OSHA citations related to training deficiencies  All training classes validated with baseline testing determining knowledge before and after training – for all classes  Constant improvement on test questions

Compliance  Incidence rate  Number of OSHA citations  Audit finding of non-compliance  Percentage of required compliance training given on-time  Documented regular and frequent inspections  Task hazard or job safety analysis frequency

Safety culture

Safety Program vs Safety Culture Program… A plan outlining how the company will address OSHA compliance issues. Culture… “The sum total of the way things are done in a company. Culture includes values and beliefs.”

Safety culture  Number of safety suggestions  Rate of implementation of safety suggestions  Average time to act on safety suggestions  Funds allocated for safety suggestions  Number of behavior-based observations  A policy and/or procedures for reporting unsafe conditions  Update period policy for safety procedure checklists

Safety culture  Policy to complete pre-operational checks  Percentage of training in first aid/CPR/AED  Percentage of wellness program participation  Number of PPE reminders  Number of near-hits reported  A policy in place mandating safety procedures, instructions, or rules for all jobs  Up-to-date industrial hygiene program

Safety culture  Promotion of Safety Presence with a dedicated safety budget  Safety budget is not reduced due to operational budget cutbacks  Provision of PPE measurement for employee usage  Presence of a training program for emergencies  Measurement of resolution of safety concerns

Incident investigation  Average time to investigate accidents, incidents and near misses  Average time from incident investigation to corrective measures  Establishment of a fair system for incident investigation  Presence of an interviewer training program  Standardized approach to incident investigation

Incident investigation  Presence of maintenance budget  Maintenance budget is not reduced due to operational budget  Percentage of supervisors with incident investigation training  Presence of near hit program without repercussions

Hazard Prevention  Incidence rate  Workers compensation claims  Number of inspections performed  Hazard severity reduction  Provision of a training program for hazard/risk assessment  Development of task/job safety analysis

Safety Performance andAccountability  Clearly define expectations and define rationale Policies Safe work practices,Performance goals, and Job Descriptions  Provide the tools and skills Training and Knowledge  Measure Performance  Provide Feedback

 Performance measures progress towards specific safety goals.  Performance measures are used as a means to collect data, communicate trends, serve as the basis for problem solving, and accountability.  Performance measures must be quantifiable and tied to specific targets(cause/effect) Summary

 Keep the following in mind: Quantity does not equal quality Measure the most important things, not everything Ensure employee and line management buy-in Consider piloting metrics before a company-wide effort Don’t let the cost of measuring exceed the value of the results Summary

 Performance measurement, to be successful needs a system of tracking, communicating, and improving performance.  Performance measures will evolve as the organization evolves. “Continuous Improvement.” Summary

Thanks for your time!

Thank You! George Mauch