Benefits of Behavior-Based Safety ADV TTT 2010

1. Benefits ofBehavior-Based SafetyADV TTT 2010

2. Training Aids are being shipped to you!

3. Information needed to issue RSI certification for your employees will follow is chapter

4. Recognized Training Organization 2010: One final major change is that those companies currently requiring CTC and RF certification will not accept certification from another company.  In this case as the employer, you must retrain and/or recertify the employee.  Under OSHA, (which you have already learned during your instructor training) the employer must provide or accept the training as meeting their own legal obligations. Carte blanche acceptance has never been promoted by ComTrain or RSI because of different policies, equipment and environments between companies and sites.  Winton Wilcox and Steve Walz

5. Recognized Training Organization • If you have clients or owners requiring certification you should take advantage of RSI’s “Advance Train the Trainer” program including using RSI Cards. •  Most groups requiring specific “CTC” or “RF” certification have placed additional demands on our certification programs that cannot be passed on through a traditional 'train the trainer' program.  • One of the requirements is a sophisticated identification card. (Starting in 2010 a water-stamp on RSI Cards) • The second requirement is that only a recognized training organization can deliver and evaluate the students' training  (Like RSI for RF Safety or ComTrain for CTC)

6. Recognized Training Organization • With so many different associations, organizations and clients setting their own “RF Safety Training” standards, the tasks of meeting employer legal obligations and assuring that the correct certification credentials for clients and owners are obtained is greatly complicated.  

7. Recognized Training Organization • The task of making everyone happy is even more difficult since many now have different objectives and needs.  We believe that the structure and the materials incorporated into the RSI Advance Train the Trainer course will effectively provide for your specific needs; however, it will take more consideration by your company. 

8. What is Behavior-Based Safety? • Behavior-based safety is a approach to applying behavioral psychology to encourage safety in the workplace. • It is based on the premise that most accidents are caused by unsafe behavior. • A typical program involves a systematic process to identify the behaviors that contribute to most accidents, and then define the safe practices necessary to reduce injury rates. (JSA)

9. Behavior based safety programs • Behavior based safety programs have been described as both the first and last lines of defense against accidents. • This would be determined by your point of view.

10. Five steps for safety • Elimination or Substitution • Engineering • Warnings • Training and Procedures • Personal Protective Equipment

11. Having eliminated all hazards using the above 5 methods, why then do we continue to have accidents and injuries? • In my experience, it is mostly because of behavior and attitude of the organization and the individual.

12. “Safety first”. • How many times have you heard “just get it done”, or “make it work”, • Or the best one “no pressure, but we are behind schedule”. • Many times individuals in management positions do not realize that they are encouraging unsafe behaviors.

14. Management’s responsibility • It is management’s responsibility to ensure not only is the workplace safe, but that the workplace attitude is one of “safety first”.

16. Eliminate Hazards • In designing a new building or process, the five steps should be utilized to protect the workers. • First, eliminate any hazards that organization can. This can be done by evaluating the site and process to see if there is a safer place or way to perform the work. Substitution can be done to replace potentially unsafe equipment or materials.

17. Reduce hazards • Second, use engineering to reduce hazards in the workplace. This can be as simple as machine guards on rotating equipment or shielding around sources of radiofrequency radiation. Adequate ventilation can be designed to keep fumes and vapors from collecting in equipment rooms.

18. Warnings of all hazards • Next, provide warnings of hazards that still exist. Each employee is expected to be aware of their surroundings and be alert for hazards. But employees can be distracted by the task at hand or they may be in an unfamiliar place. Warning signs can help focus the employee on known hazards in the immediate area.

19. Adequate training • Providing adequate training and procedures is a must in the work place. Ensuring that training is relevant and up to date can be a daunting task. • Review procedures frequently to ensure that they also are up to date. Employees should be encouraged to provide feedback on both training and procedures. Feedback should be in a constructive form.

20. Feedback • Simply stating that something “sucks” is not valuable to anyone. • But: Pointing out that a procedure needs to be revised because it specifically states to contact “Bill”, but Bill retired 2 years ago is valuable.

21. Personal Protective Equipment (PPE) has long been considered the last line of defense for mitigating workplace hazards.

22. All employees should ensure that the proper PPE is available and used when necessary. • It does no good to purchase PPE and provide it to employees so that they can leave it in the truck. It is also frustrating for employees to need PPE and not be able to obtain it when needed.

23. Behavior and attitude • Now that I have covered the five methods to reduce hazards in the work place, it is time to cover the most important one, and the one that is not on the above list. • Employee behavior and attitude can make or break any organizations safety program.

24. Habit • Each and everyone of us has not only performed unsafe acts, but watched others perform them also. • Many times this is done out of habit, because we don’t realize what we are doing, or because we feel pressure from somewhere to “get it done”.

26. All the workers must adhere • Why is behavior the most important part of a safety program? • Because even after all the hazards have been eliminated and procedures written to address them, it is up to the worker to adhere to it. How many times have you seen someone climbing a step ladder to the very top to reach something? Or watched as someone bent at the waist to pick up something off the floor?

28. Empower the worker • The purpose of a behavior based safety program is not to blame the worker for every accident that happens, but to empower the worker to ensure accidents don’t happen.

30. Coach each other • A good program should allow the workers to coach each other regardless of position in the company. • If the newest person in the company sees the most senior performing an unsafe act, they should feel comfortable pointing the behavior out.

31. Cooperation • These programs have to be developed with management support and worker cooperation. • If either group does not believe in the process, then it truly is a waste of time.

32. It does no good for an organization to spend time and money redesigning a process to make it safer, engineering controls, writing procedures, posting warnings and training workers, just to have them ignore all that and do what they want.

33. If a company requires hard hats at a particular site, but the technician’s know no one is watching and never grabs it from the truck: Then what good is it? • If a site has a potential for hazardous fumes to build up in the RF equipment room, but management won’t provide for monitoring systems after asked, it is a behavior problem.

34. Management was told of a Water Leak. • Management statement: So what, “Get a Pump”.

35. Small Water Leak

38. HELP

39. A behavior based safety program is peer pressure at it’s best.

40. Is this your workplace????

41. What does it take to use BBS? • A good program takes at least 6-12 months to implement – and sometimes longer before the programs impact is reflected in the company’s incident rates. • BBS typically requires a significant financial investment (on the part of the company) to hire professional consultants. • Employee resistance is sometimes encountered, particularly when labor unions are involved.

42. I worked 20 years with out a Full body harness

44. How does the process work? • The process usually begins with an extensive review of a company’s incident investigation data to identify the behaviors that contribute to the most accidents. • A percentage of the workforce is then trained to conduct “observations” of fellow employees to record and ‘safe’ and ‘unsafe’ actions witnessed and to provide feedback on safety practices with in their work areas. • Data collected from these observations is used to track the progress of the program – as the percentage of “safe” observations increases, the number of accidents theoretically will decrease.

45. Why don’t more companies use BBS? • Employee resistance can hinder a company’s efforts to maximize return on its behavior-based safety investment – some employees fear that observations will be used as a mechanism to enforce discipline. • When done correctly, BBS can achieve drastic reductions in workplace injuries (and there are numerous examples to demonstrate this). Despite many success stories, many organizations are discouraged by the time, commitment, expense and potential for controversy BBS entails.

46. An Alternative to Traditional BBS? • A new program is being used that is based on many of the same principles as traditional BBS. • This program bypasses the lengthy initial analysis that precedes the actual implementation phases of most BBS programs.

47. An Alternative to Traditional BBS? • A key premise behind the new program is that we can already identify the key behaviors that contribute to most accidents – regardless of whether the accidents occur within or outside of the workplace. • The program proceeds directly to training employees to recognize these behaviors and providing techniques designed to minimize the risk of making a critical error that could result in injury.

48. What are the behaviors that contribute to most accidents? • Research indicates that 80 to 90% of all workplace accidents, regardless of industry, are caused by critical errors involving the following four unintentional (or habitual) at-risk behaviors:Eyes not on task. • Mind not on task. • Moving into or being in the line-of-fire. • Loss of balance, traction and /or grip.

49. What are the behaviors that contribute to most accidents? • Certain human factors or “states” typically contribute to – and sometimes even cause – the at-risk behaviors. These include: • Rushing • Fatigue • Frustration • Complacency

50. What is the objective of increased safety awareness training? • To train employees, supervisors and managers how to recognize the states – rushing, frustration, fatigue or complacency – and how they lead to the critical errors: mind not on task, eyes not on task, moving into the line of fire, and loss of grip or balance. • To train employees to recognize or “self-trigger” so they avoid making a critical error that could lead to injury.