Behavioural Tools & Techniques George Allcock September 2018 - PowerPoint PPT Presentation

BHSE A Behavioural Tools and Techniques September 2018 Behavioural Tools & Techniques George Allcock September 2018

BHSE A Behavioural Tools and Techniques September 2018 Good / Not Good? Note the power and value of photos

BHSE A Behavioural Tools and Techniques September 2018 Good / Not Good? Note the power and value of photos

BHSE A Behavioural Tools and Techniques September 2018 Good / Not Good? Note the power and value of photos

BHSE A Behavioural Tools and Techniques September 2018 Good / Not Good?

BHSE A Behavioural Tools and Techniques September 2018 Characteristics of Excellence Underlined: Key characteristics to from benchmarking and personal experience support behavioural approach

BHSE A Behavioural Tools and Techniques September 2018 Assessment of Characteristics of Excellence 1. Completed by senior managers, safety representatives and others. 2. Each characteristic scored 1 – 5 in terms of importance 3. Importance of each characteristic rated 1 -5 4. Difference between Importance and Score is the Improvement gap and leads directly to an Improvement plan

BHSE A Behavioural Tools and Techniques September 2018 Where are we now? Number of Engineering accidents solutions Safe plant Management system solutions Safe systems People/behavioural solutions Safe people Time

BHSE A Behavioural Tools and Techniques September 2018 How do we get there? Adopting a model of excellence e.g. EFQM Building a supportive culture - “Excellent organisations value their people and create a culture that allows mutually beneficial Developing people - their achievement of organisational and personal goals” involvement, actions and behaviours - “They care for, communicate, reward and recognise, in a way that motivates people, builds Involving and engaging commitment …” people in seeking the best ‘people based’ engineering and systems solutions

BHSE A Behavioural Tools and Techniques September 2018 Behaviour Based Safety - ABC Behaviour influenced by both: • Antecedents (or triggers) - what comes before, & • Consequences - what happens after A ntecedent(s) B ehaviour C onsequence(s) • The consequences which follow a behaviour influence future behaviour and is the main reason people do what they do. • The most powerful consequences are those which are: S oon; C ertain; P ositive (SC+) or if necessary SC- • A consequence e.g. from a manager or colleagues, can strengthen or weaken the behaviour. • If a safe behaviour is positively reinforced it occurs more often than if poor behaviour is punished.

BHSE A Behavioural Tools and Techniques September 2018 Tool Changing – Behavioural Analysis What can be changed?

BHSE A Behavioural Tools and Techniques September 2018 Barriers to Safe Behaviour • Hazard(s) not known or not recognised • Perception that risk is acceptable • Safe working practices not agreed or accepted • Personal choice to accept or ignore risk • Personal factors including stress, fatigue, medication • Culture including actions/lack of by managers & others • Systems not user friendly – e.g. cause delay, too complex • Facilities/equipment not user friendly – poor ergonomics • Inappropriate rewards/recognition

BHSE A Behavioural Tools and Techniques September 2018 Observation and Improvement Process  Achieved through positive reinforcement leading to: ‘the way we do things round here’

BHSE A Behavioural Tools and Techniques September 2018 Examples of critical behaviours • Eyes on path • Using horn (fork truck) • Out of line of fire • Correctly positioning LEV hood • Using lockout / tagout • Keeping containers lidded • Using seat belt (fork truck) • Correctly disposing of waste • Using PPE • • Using handrail • • Using the proper tool •

BHSE A Behavioural Tools and Techniques September 2018 Visual indication – Systems & Behaviour: Safe / correct v Unsafe / at risk

BHSE A Behavioural Tools and Techniques September 2018 Accident etc Investigation - 5 Why Why? Immediate Short term / e.g. unsafe acts, behaviours & conditions cause(s) single improvement Why? e.g. preceding events Why? e.g. equipment or control measures faults / failures Why? e.g. system failures Why? Robust / e.g. management failures Root many cause(s) improvements

BHSE A Behavioural Tools and Techniques September 2018 Accident etc Investigation - Cause & Effect Analysis (Fishbone or Ishikawa diagram) A technique to identify all the possible causes (inputs) associated with a particular problem / effect (output) before narrowing down to the small number of main, root causes which need to be addressed • Focuses on causes not symptoms Environment Equipment Material • Captures collective knowledge & experience of a group initially using brainstorming Effect • Provides a picture of why an event has happened, is happening or could happen • Establishes a sound basis for further data People Method gathering & action The above are frequently used categories but can be changed to suit circumstances

BHSE A Behavioural Tools and Techniques September 2018 Common causes checklist If not clear about causes can’t be clear about what to do particularly regarding people / behaviour • Equipment, machine or process not suitable • Mechanical, electrical, pneumatic, hydraulic or other failure • Guard, device or control measure not suitable / poorly designed • Failure of guard, device, control measure or warning device • Correct / safe method / procedure not available • Method / procedure available but not suitable or not adequate • No or poor training • No or poor information • Not aware of correct procedure • Did not follow correct procedure • Mistaken action / decision (bad judgment) • Deliberate act or omission • Lack of or limited employee capability Behaviour usually dependent on • Lack of reasonable care or attention engineering and systems

BHSE A Behavioural Tools and Techniques September 2018 Accident etc analysis: Most accidents and 25 20 15 harm involve a combination of causes 10 5 0 Engineering System Behaviour Activity Accident Unsafe Behaviour(s) & Barrier(s) to Safety Not necessarily all related to particular accident [job role] [time in hospital; injury etc] Moving trolley While trolley was being Unsafe behaviour by injured person: Not waiting for help containing heavy moved it rolled down a - colleague had gone for fork lift truck to move trolley. sheet material & small slope came to a Unsafe behaviour by someone else: Left trolley where it obstructing hoist to sudden stop at the bottom caused obstruction. be repaired.. & load fell onto fitter. Barrier(s) to safety: . No proper/ designated place for [Apprentice fitter] [ Critical head injuries – trolleys. initially on life support ]

BHSE A Behavioural Tools and Techniques September 2018 Risk Assessment Form for use by non-specialists (all employees) Structured approach to consider risks & decide actions. Simple form / technique for use by non-specialists. - Basic Information - Hazards & Risks - Actions / Improvement Opportunities - Key questions e.g. During the activity / task could problems arise or could anything fail or go wrong? Yes  No  Don’t know? 

BHSE A Behavioural Tools and Techniques September 2018 KYT / RADAR Procedure 1 . Information & explanation by team leader 2a . What are the possible dangers / risks ? 2b . How serious are the dangers / risks? High, Medium or Low 2c . What are the (one or two) biggest dangers ? 3a . What actions & countermeasures would reduce the risk? 3b . Which actions & behaviours (one or two) within the control of the team ? 4. “We all agree to take the actions” 5 . Photo(s), comments, further actions, follow-up & verification (team leader & line manager)

BHSE A Behavioural Tools and Techniques September 2018 Leadership Model

BHSE A Behavioural Tools and Techniques September 2018 Leadership Characteristics: Self Assessment Health & Safety Leadership Self-Assessment The main things(s) I do Self-assessment by - name: Position / Job Title: Date: Reviewed by - name: Position / Job Title: Date: Yes - sometimes Yes - regularly No - not really No - never Leadership actions & behaviours Sort of Example(s) What else I could of what I do do 1 I recognise & visit all areas for which I have responsibility 2 I include H&S in the issues that I look out for & ask about 3 I challenge poor standards whatever they are & wherever they are 4 I am aware of, review & discuss safety performance incl. accidents & accident rate 5 I talk with people - incl. shop floor - about H&S and other issues 6 I engage with all my people / colleagues not only when something is wrong 7 I recognise improvements & achievements by giving positive feedback 8 I review accident & audit reports, action sheets etc, ask questions & make comments 9 I engage with & support employees / teams in their improvement efforts / plans 10 When necessary I remind people of (Company) policies, values & principles 11 I actively participate in H&S events incl. meetings, training, inspections & audits 12 I demonstrate that H&S is a key value for (Company) & for me personally