2. BBS and Cultural Change
Gordon DeLashmitt
Sr. Behavior Based Safety Coordinator
Shaw Industries Inc.

3. Video

4. What is Culture? Culture is a socially transmitted disease?
The totality of socially transmitted behavior patterns, arts, beliefs, institutions, and all other products of human work and thought.
Does this mean…..
Culture is a socially transmitted disease?

5. What is Culture?
The predominating attitudes and behavior that characterize the functioning of a group or organization.
Development of the intellect through training or education.
Enlightenment resulting from such training or education.

6. The Way Things Were
Events that will impact IR in a weak or poor culture
Work slow down
Plant shut down
New processes
Changes in product
Rumors

7. The Results Then…
Impacts on these plants: Rumors of shut downs, buy outs, poor floor communications, and industry changes

8. What is Culture?
Developing an enlightened community where individuals will be responsible for and to each other. A community where safety and peer to peer feedback is a function of the work process rather than an addition to the process.

9. Paving The Way
A very important precursor to BBS at Shaw was a process called Advanced Safety Auditing or ASA
An ASA is a non threatening safety conversation between a manager and an hourly associate
ASAs are no name, no blame
ASA opened the door to a new kind of safety feedback

10. The Shaw BBS Story
In 2001, 1 facility started BBS using the Behavioral Safety Technology (BST) methodology
The results were impressive with IR cut by 30% in 2 years
The BST approach was adapted by one manufacturing division
Currently there are 6 facilities in Shaw using this BBS process
Reduction came despite a 30% reduction in labor

11. The Shaw BBS Story
In 2003 it was determined that all manufacturing, distribution, and transportation sites could benefit from BBS
This decision meant that over 19,000 people would be touched by BBS
Around 9,000 people would trained and active in the process
The Behavioral Risk Improvement (BRI) methodology was selected as the tool for this company wide roll out

12. The Shaw BBS Story
BRI was selected because it addressed the following areas:
Lone Workers such as truck drivers
Salaried involvement in BBS
The “Habit Strength” concept
Employee recognition for success
Shaw internalization

13. The Process Three roles Management: Support the process
Steering Team: Oversee the process
Core Team: Run the process

14. Basic BBS
Antecedent, Behavior, Consequence: The ABCs of why people do what they do
Pinpointing: Being specific about behavior
Measurement: Charting success
Feedback: A behavioral intervention
Reinforcement: Celebrating excellence

15. BBS Process Keys
Success Metric: 30 consecutive working days at 100% safe for a given behavior
Questions
Why 30 days?
Why celebrate?
What cost?

16. Feedback Feedback is a cultural change device when…. It is genuine
It is “layered” through the company
It is consistent
It is given for both positive and constructive reasons

17. Reinforcement Reinforcement tips Give it yourself
Make the accomplishment “large” and the tangible reward “small”
Never escalate
Be consistent

18. Logical Outcomes The reasons BBS impacts culture
Improved communication model
Concerned associates to speak up about safety
More input from the shop floor
BBS can circumvent the “rumor mill”

19. BBS Visuals

20. Plant BBS Awareness Boards

21. BBS and Diversity

22. The Results Now

23. The Proof

24. Keys To Success Identify a Change Agent Involvement at all levels
Management must support the process
No Name, No Blame
Patience is required
Recognize excellence at every opportunity

25. Questions Gordon DeLashmitt Shaw Industries Inc
(706)