Implementing a Behavior Based Safety Process at Rockwell Automation

Name: Implementing a Behavior Based Safety Process at Rockwell Automation
Uploaded: 2017-08-16T02:43:18+00:00
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Description: Implementing a Behavior Based Safety Process at Rockwell Automation

Implementing a Behavior Based Safety Process at Rockwell Automation
Greater Cleveland Safety Council and the Northern Ohio ASSE Chapter August 6, 2009 Stuart J. Gock CSP HQ Manager of Safety/ Milwaukee

Decision to Pursue BBS Process
Rockwell Automation has a well- established safety process Generally good level of management support, employee involvement Enjoying relatively low safety incident rates Looking for the next step improvement in the safety process Identified the BBS Process as a possible alternative Decided to investigate BBS Process GOALS: Identify and Select a BBS Partner to help implement a BBS Process Implement the BBS process at Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

Began by Doing Research on the BBS Process
Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

Identified Key Factors for a Successful BBS Process
An initial commitment of support needs to be made by all key players. Meticulous and consistent communications need to occur between process leaders and organizational leaders Potential barriers need to be identified and addressed in the strategic plan. Expectations need to be clear and progress toward goals needs to be regularly measured. Ownership and accountability need to be defined and reinforced at all Levels Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

Identified Key Factors for a Successful BBS Process
Customization – Fit For Purpose One size does not fit all Minimize Perception of Change Integrate into infrastructure Minimize the resistance Participation in the process needs to be growing and regularly measured. A careful separation needs to be maintained between BBS and any disciplinary measures . It has to have a review and continuous improvement process for sustainability Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

Copyright © 2009 Rockwell Automation, Inc. All rights reserved.
Developed a Behavior Based Safety (BBS) Qualifications Information Request- Company Information-Expertise/ references Personnel Company Experience Implementations Number of Implementations last three years Implementation by Industry Types Three implementations 2 years and older with Updated Incident Data Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

Behavior Based Safety (BBS) Qualifications Information Request-
Process Information Overall Approach/ Theory Behavioral Components Behavior identification Approach to observation Feedback process Coaching/ reinforcement techniques Training Timeframes External v. Internal Training Delivery methods Information processing-Tracking, reporting mechanisms Sustainability/ Continuous Improvement Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

Consultant/ Vendor Selection Process
Request For Information Sent to Recognized BBS Vendors Selected Three for further evaluation, reference checks Chose ProAct- Lean BBS Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

Secured Management Support for Selected Approach

Developed Rockwell Automation BBS FOCUS Process
Focused Observations Can Uncomplicate Safety Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

Developed a Step Approach
Step One-Site Preparation and Site Assessment Step Two- Training and Process Kickoff Step Three- Ongoing Activities and Continual Improvement Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

The First Step- Site Preparation and Assessment

Results: Site Readiness Assessment-
Tailored approach focusing the efforts specifically on those areas and behaviors needing improvement. The perception survey also helps identify potential barriers to a successful implementation. Management Briefing- Pareto analysis on Existing Location Incident Data Perception surveys, Focus Groups Recommendations and Area of concerns Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

Developed Training, Educational Materials

Step 2- Training and Process Kickoff

Strategic Plan/ Deployment
Form Steering Team-– The steering team members are selected based on the needs and culture at the location. In addition, they also play a key role in developing site strategy, which minimizes perceptions of change and tailors the process to the individual site. Team can be formed from existing committees/ teams Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

Develop the Observation Process
Observer Process The steering team selects observers best suited to the behaviors and locations identified in the site assessment. Based again on the site assessment, the choice of observers could be any combination of management and floor employees. Observation Checklist- Targeted Checklist behaviors are based on actual facility data. Behaviors are limited to 4-5 items minimizing observation time, and allowing internalization of the measured behaviors. Checklists are reviewed and modified as part of regular review process. Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

Focus on Process Ownership-
Approach tailored to specific issues and culture at site. Not a canned approach. Fewer observed behaviors allows for the behaviors to be internalized by the observers Accountability for both conducting observations and follow up actions (Scorecard example) Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

Scorecard Metrics (Measurements and Expectations)
Purpose: BBS Performance Metric requirements, Supervisor scorecard integration Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

How does the BBS process get this information? Gather Insight WHAT R+ Give Feedback Concern WHY [Slide Contains Animation] The observation consists of two parts: The act of observing the worker and the communication or feedback that happens after. The first part of the process is the actual observation. This is where the observer watches the worker while they are performing their job tasks. The observer will be collecting two types of data: data that you can see and data that you cannot see. You can see the pinpointed precautions on the checklist. As an observer, you will have an immediate insight as to whether or not the worker is performing any of the precautions on the checklist and if they are doing so in a safe manner or in a manner that causes you concern. [Click] The second part of the observation process allows you to gather the information that you can’t see and gives you the opportunity to be a safety coach and positively reinforce the safe practices that you observed. This is the feedback and communication part of the observation process. This will also give you the opportunity to gather the second type of data that you cannot see during the watching part of the observation. What you are not be able to physically see is WHY the worker performs the way they do. During the communication part of the observation, the observer should ask the worker about the concerns that they see to understand the reason why they are taking the risk. (Remember the risk pyramid). Both of these types of data should be written on the observation checklist. The second part of the observation process Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

FOCUS BBS process and principles
Based on the Risk Triangle- In my opinion . . . In my experience I don’t think it’s a problem because . . . I’ve done it before and not gotten hurt. What’s wrong with it? That’s the way I always do it! I don’t know. I didn’t think about it. It’s the way we always do it around here Perception Habit Conscious Choice Sub-conscious choice RISK [Slide Contains Animation] People usually do things for a reason. If we understand the reason, we can better determine how to change behavior. When you see a worker doing an unsafe behavior, you should express concern and ask why the worker does the job this way. Some workers make a conscious decision to take risks because they do not accurately perceive or calculate the degree of risk. When you ask them why they did the behavior, they may say something like the phrases in the top left corner. (read them) Some workers make sub-conscious decisions or simply act by habit. When you ask them why they did the behavior, they may say something like the phrases in the top right corner. (read them) Other workers take risks because there is not other way to do the job or because other ways are difficult or take longer. When you ask them why they did the behavior, they may say something like the phrases bottom of the screen. (read them) If you find that someone isn’t wearing a particular piece of protective equipment because the “just forgot” and not because they didn’t have access to the piece of protective equipment, you would address these two situations very differently. Just forgetting may mean that he/she needs additional reminders or awareness training whereas all the reminders and training in the world would have no affect on the second response. If we understand what is influencing behavior, we can address the influences: Perceptions can be changed with information and training Habits can be changed with reminders and coaching Obstacles can sometimes be overcome or reduced with the help of management Limited/No Choice Obstacle/Barrier I can’t do it any other way because . . . It would be difficult to do it that way because . . . If I do it that way, (this would happen). Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

FOCUS BBS process and principles How Do We Properly Address Risk-Taking? Information Reminders Perception Habit Conscious Choice Sub-conscious choice RISK [Slide Contains Animation] People usually do things for a reason. If we understand the reason, we can better determine how to change behavior. When you see a worker doing an unsafe behavior, you should express concern and ask why the worker does the job this way. Some workers make a conscious decision to take risks because they do not accurately perceive or calculate the degree of risk. When you ask them why they did the behavior, they may say something like the phrases in the top left corner. (read them) Some workers make sub-conscious decisions or simply act by habit. When you ask them why they did the behavior, they may say something like the phrases in the top right corner. (read them) Other workers take risks because there is not other way to do the job or because other ways are difficult or take longer. When you ask them why they did the behavior, they may say something like the phrases bottom of the screen. (read them) If you find that someone isn’t wearing a particular piece of protective equipment because the “just forgot” and not because they didn’t have access to the piece of protective equipment, you would address these two situations very differently. Just forgetting may mean that he/she needs additional reminders or awareness training whereas all the reminders and training in the world would have no affect on the second response. If we understand what is influencing behavior, we can address the influences: Perceptions can be changed with information and training Habits can be changed with reminders and coaching Obstacles can sometimes be overcome or reduced with the help of management Limited/No Choice Obstacle/Barrier Physical or Organizational Changes Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

Continual Improvement is built in
Ongoing Steering Team Meetings at Location Process includes process review and changes, including areas targeted for observations, observation checklist changes, and effectiveness of corrective actions Quarterly Corporate Users Groups Meetings Data Review Successes, failures Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

Step 3- Ongoing activities

Obstacles/ Challenges Encountered
Selecting the Right Approach for your company, culture Designing and Maintaining a Database for Observations Changing the perception that its only about conducting observations Site Readiness Levels Business Conditions Cultural Differences at Locations Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

Lessons learned Secure top senior and location management support for the effort Communicate process expectations up front before you begin to implement a site process The process kickoff can take longer than expected Communicate Successes and Activities Widely Its hard work to maintain momentum and Growth Done correctly, the process is a very positive addition to the safety effort Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

Results- FOCUS based approach Average 3 Year Reductions

Thank You! Questions? Ask the audience: Do any of you have any questions and/or comments about the training programs, overall implementation methodology, training collateral or approach to delivery? Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

Implementing a Behavior Based Safety Process at Rockwell Automation

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