Leading Metric Indicators

Expected Outcomes Understand the difference between performance indicators and measures Why lagging indicators don’t tell the true measure of your program performance Choosing the right leading metrics based on program maturity

Definitions  Data – The numbers themselves  Metrics – The collection of data into a meaningful boundaries and targets  Leading & Lagging  Activity or Progress  Process vs. Outcome  Performance Indicators – Indirect indicators of a result  Performance Measures – The actual measurement of a result

Leading vs. Lagging Leading Event Index Inspection Findings Program Implementation Training Behavior Lagging Overexposure Workers’ Compensation loss experience Illness Rates Some typical examples

Problems With Current Measures? Incidence rates do not drive superior health & safety performance  Overly Broad  Not very accurate  The more pressure, the less accurate they get

Problems With Current Measures Incidence rates are an Indicator, NOT a true measure of program performance  Retrospective, little predictive value  Root cause seldom identified  No relationship between program and effect

Problems With Current Measures The historical Health & Safety measurement mindset is:  One of tracking failure  Showing loss avoidance  Not positive contribution to the business

Goals like “Cut Rates 20%” Don’t Work Short term results are unsustainable  Law of averages  Hawthorne effect  Delivering to expectations

Metrics “What Gets Measured Gets Done.” “What Gets Celebrated Gets Done Well.”

Do we measure progress or activity? Activity Progress (good) “OR” (better) The committee held 12 The committee implemented meetings 10 corrective actions

Key Principles of Effective Metrics  Measure Results, not Activities  Must be Visible  Must be Kept Current  Provides Feedback  Must be Compared to Something  Is Shown in Context  Uncluttered  At the Point of work  Realistic and Attainable Goals  Don’t Change Often  Result in Action Plans

Selection of Leading Metrics  Cover all items from the management system that pose significant threats  Cover areas with the greatest opportunity for improvement  Be objective and measurable  Provide information that guides action to improve performance  Under control of workgroup to influence performance

Level 1 Metrics (Examples)  Health & Safety Policy reviewed and distributed  Training hours logged per period  JHA’s completed and/or reviewed against number planned  Supervisory audits conducted vs. number planned  PPE assessments  Safety Committee audits vs. number planned  Employee suggestions & percent completed

Level 2 Metrics (Examples)  Safety audit recommendations closed out on time  Time to implement action on complaints or suggestions  Number of guarding issue identified, and time to correct  The extent to which plans and objectives have been set and achieved  Number of JHA’s/JSA’s updated as a result of changes in work- scope  Number of manual material handling & slip, trip, and fall hazard assessment completed as a percentage of those required

Level 3 Metrics (Examples)  % indentified competency gaps addressed  % of ergonomic assessments completed  % reduction in people exposed to noise, dust, etc  % of root cause analysis performed and closed out  Training program assessment  Measure retention on safety training  New ideas generated for safety contacts with employees

Performance Metrics Keep in mind…….  That the metrics are part of a continuous improvement process.  As progress is achieved, it will be necessary to review the metrics selected and revisit the performance standards set in order to maintain their effectiveness and adapt them to changing circumstances.  Each department or operation will select indicators that are most relevant to their improvement process, or which pose the greatest risk

Tools (Available on the Corporate Safety Intranet Site)  Leading Performance Indicators Guide  Supervisor Score Card  Supervisor Activities Form