Creating a Safety Culture by Changing Your AccountabilityCreating a Safety Culture by Changing Your Accountability

Working safely.

It’s your decision.

Working safely.

It’s your decision.

Why Do We Need to Change?Why Do We Need to Change?

“If you do what you’ve always done, you’ll get what you always got!”

W. Edwards Deming

“If you do what you’ve always done, you’ll get what you always got!”

W. Edwards Deming

CLASSSEVERITY ONE EVERY HOUR DAY WEEK TOTAL

ALLDEATHS 6 MINUTES 11 257 1,800 93,800INJURIES 2 SECONDS 2,200 52,900 371,200 19,300,000

MOTOR-VEHICLEDEATHS 12 MINUTES 5 118 830 43,200INJURIES 15 SECONDS 260 6,300 44,200 2,300,000

WORKDEATHS 105 MINUTES 1 14 100 5,100INJURIES 9 SECONDS 430 10,400 73,100 3,800,000

CLASSSEVERITY ONE EVERY HOUR DAY WEEK TOTAL

ALLDEATHS 6 MINUTES 11 257 1,800 93,800INJURIES 2 SECONDS 2,200 52,900 371,200 19,300,000

MOTOR-VEHICLEDEATHS 12 MINUTES 5 118 830 43,200INJURIES 15 SECONDS 260 6,300 44,200 2,300,000

WORKDEATHS 105 MINUTES 1 14 100 5,100INJURIES 9 SECONDS 430 10,400 73,100 3,800,000

While I Speak…While I Speak…

Do your people do it….

– the easy way

– the quickest way

– my way

– the company way

– the right way

– the safe way

Do your people do it….

– the easy way

– the quickest way

– my way

– the company way

– the right way

– the safe way

Results Reflect Decisions Results Reflect Decisions

The safest way is not always the… …company

…quickest

…easiest

way of doing work It’s the only way…

The safest way is not always the… …company

…quickest

…easiest

way of doing work It’s the only way…

…if you want to go home in the same condition you came to work in …if you want to go home in the same condition you came to work in

Webster’s defines an ACCIDENT -Webster’s defines an ACCIDENT -An uncontrollable and unexpected occurrence resulting

in negative or unplanned consequence. An uncontrollable and unexpected occurrence resulting

in negative or unplanned consequence.

ACCIDENT -ACCIDENT -Uncontrollable and Unexpected? Uncontrollable and Unexpected?

How many true accidents have you had on your jobs

in the last month?

How many true accidents have you had on your jobs

in the last month?

Every Accident or Incident is DifferentEvery Accident or Incident is Different

But causes and principles are similar

They are controllable,

not expected but can be..

But causes and principles are similar

They are controllable,

not expected but can be..

PREDICTEDPREDICTED

Your workers make decisions every minute about what actions they will take next.

Do they recognize consequence for bad choices??

Your workers make decisions every minute about what actions they will take next.

Do they recognize consequence for bad choices??

The safe way usually requires some extra effort

but the unsafe way appears to be the easiest at the time.

The safe way usually requires some extra effort

but the unsafe way appears to be the easiest at the time.

Which do they choose???Which do they choose???

Often workers can talk themselves into taking an unsafe short cut by using flawed reasoning.

Does your operation support bad choices by not holding them…

Often workers can talk themselves into taking an unsafe short cut by using flawed reasoning.

Does your operation support bad choices by not holding them…

…accountable…accountable

Exercise #1:

Group discussion -

Please refer to the handout for instruction on this exercise.

Exercise #1:

Group discussion -

Please refer to the handout for instruction on this exercise.

We can convince ourselves that it is worth taking the risk and we can get away with it this time…

We can convince ourselves that it is worth taking the risk and we can get away with it this time…

The sad fact The sad fact is that we may is that we may get away with get away with this thought this thought process for a process for a while but while but ultimately ultimately tragedy will be tragedy will be the result.the result.

The sad fact The sad fact is that we may is that we may get away with get away with this thought this thought process for a process for a while but while but ultimately ultimately tragedy will be tragedy will be the result.the result.

Where does the level of accountability lie in my organization???

Where does the level of accountability lie in my organization???

• President / Owner• Managers• Superintendents• Foremen• Lead men• Workers

• President / Owner• Managers• Superintendents• Foremen• Lead men• Workers

Do Your People Know TheHidden Costs of Accidents Do Your People Know TheHidden Costs of Accidents

Time Lost From Work By Injured Time Lost By Fellow Employees Time Lost By Supervisors Loss Of Production Cost Of Overtime Cost To Hire New Employee Break-in Time For New Employee

Time Lost From Work By Injured Time Lost By Fellow Employees Time Lost By Supervisors Loss Of Production Cost Of Overtime Cost To Hire New Employee Break-in Time For New Employee

$19 Billion

$25.6 Billion

$11.3 Billion

$60.2 Billion

$5 Billion

Wage andProductivity Loss

Medical Expenses

Administrative Costs

Associated Injuries &Injury Reporting

Other Costs

TOTAL COST OF LOST TIME INJURIESAND OCCUPATIONAL DEATHS

Total Costs USA = $121,000,000,000

TOTAL COST OF LOST TIME INJURIESAND OCCUPATIONAL DEATHS

Total Costs USA = $121,000,000,000

What Management Wants:What Management Wants:

• an accident free workplace

• empowered employees

• proactive rather than reactive work process

• minimize direct and indirect costs

• limit threat of liability from accidents

• accountability from workers

• an accident free workplace

• empowered employees

• proactive rather than reactive work process

• minimize direct and indirect costs

• limit threat of liability from accidents

• accountability from workers

What Workers Want:What Workers Want:

• a safe workplace• a positive workplace• to be heard and recognized • to take care of one another• to be treated fairly• accountability from managers

• a safe workplace• a positive workplace• to be heard and recognized • to take care of one another• to be treated fairly• accountability from managers

Exercise Number Two…Group discussion - Please refer to the handout for instruction on this exercise.

Exercise Number Two…Group discussion - Please refer to the handout for instruction on this exercise.

Obstacles To Success:Obstacles To Success:

• poor communication

• top-down management practices

• substandard planning / execution

• inadequate training

• poor communication

• top-down management practices

• substandard planning / execution

• inadequate training

Communication creates accountability• Train you people to your expectations

• Expectations must be clearly defined

• Provide clear and concise guidance for

• production goals

• safety goals

• bonus / penalty assessment

• company policy or procedure

Communication creates accountability• Train you people to your expectations

• Expectations must be clearly defined

• Provide clear and concise guidance for

• production goals

• safety goals

• bonus / penalty assessment

• company policy or procedure

Plan the work… Work the plan.Plan the work… Work the plan.

Keys to Success: Keys to Success:

• Positive worker incentives

• Penalty / citation programs

• Ongoing safety related training

• Maintaining employee participation

• Positive worker incentives

• Penalty / citation programs

• Ongoing safety related training

• Maintaining employee participation

Why These Programs Do Not WorkWhy These Programs Do Not Work

• safety is a priority, not a value!

• safety is not managed in the same manner as production, quality, and cost issues!

• safety is not driven through continuous improvement!

• no accountability throughout organization

• safety is a priority, not a value!

• safety is not managed in the same manner as production, quality, and cost issues!

• safety is not driven through continuous improvement!

• no accountability throughout organization

Obstacles for ImprovementObstacles for Improvement

• Commitment changes with

production requirements

• No instant results

• Process may peak out over time

• Commitment changes with

production requirements

• No instant results

• Process may peak out over time

Necessary for SuccessNecessary for Success

• Management support

• Employee Trust

• Financial support (time away

from production activities)

• Time and more Time

• Management support

• Employee Trust

• Financial support (time away

from production activities)

• Time and more Time

Core Elements in Successful Safety Programs

Core Elements in Successful Safety Programs

• A culture that says “safety” is important around here!

• A tight accountability system!

• Address the behavior not the incident leading to it.

• Effectively change attitudes.

• A culture that says “safety” is important around here!

• A tight accountability system!

• Address the behavior not the incident leading to it.

• Effectively change attitudes.

Exercise Number Three:Take The Test – True or False?Exercise Number Three:Take The Test – True or False?

• Conditions cause accidents! • Enforcing rules improves safety!• Safety professionals can keep workers safe!• Low accident rates indicate safety programs

are working well!• Investigating to find the root cause of

accidents will improve safety!• Awareness training improves safety!• Rewards improve safety!

• Conditions cause accidents! • Enforcing rules improves safety!• Safety professionals can keep workers safe!• Low accident rates indicate safety programs

are working well!• Investigating to find the root cause of

accidents will improve safety!• Awareness training improves safety!• Rewards improve safety!

Where to focus for change:Where to focus for change:

Assess the current situation

Take a safety poll

Analyze the results

Assess the current situation

Take a safety poll

Analyze the results

Target the weakest area for action Target the weakest area for action

Action Plans For:Action Plans For:

• OSHA Citations and Audits

• Increased Accidents and Injuries

• Skyrocketing Costs

• Lack of Productivity

• Quality Control Issues

• OSHA Citations and Audits

• Increased Accidents and Injuries

• Skyrocketing Costs

• Lack of Productivity

• Quality Control Issues

Problems In The FieldProblems In The Field

At which level do I start?

What do I look for?

What do I do with my problems?

Am I a prisoner of my industry?

At which level do I start?

What do I look for?

What do I do with my problems?

Am I a prisoner of my industry?

•Positive Reinforcement (R+)("Do this & you'll be rewarded")

•Negative Reinforcement (R-)("Do this or else you'll be penalized")

•Punishment (P)("If you do this, you'll be penalized")

•Extinction (E)("Ignore it and it'll go away")

•Positive Reinforcement (R+)("Do this & you'll be rewarded")

•Negative Reinforcement (R-)("Do this or else you'll be penalized")

•Punishment (P)("If you do this, you'll be penalized")

•Extinction (E)("Ignore it and it'll go away")

Establish Types of Consequences:Establish Types of Consequences:

BehaviorBehavior

Consequences : events that follow behaviors.

Consequences increase or decrease the probability that the behaviors will occur again in the future.

Consequences : events that follow behaviors.

Consequences increase or decrease the probability that the behaviors will occur again in the future.

An example of consequencesAn example of consequences

Consequences - How would you view them?Consequences - How would you view them?

Please see handout #4 in your packets

Please see handout #4 in your packets

Change does not come without pitfalls to avoid. In order to assure

success for the employee and employer…..

Change does not come without pitfalls to avoid. In order to assure

success for the employee and employer…..

Responsibility & Accountability

• for management & employees

• accountable for performance

Responsibility & Accountability

• for management & employees

• accountable for performance

Target These Areas For Improvement:Target These Areas For Improvement:

Responsibility & Accountability

• Know what rules and regulations apply to

your projects

• Apply them in a uniform manner

• Clearly define expectations and goals

• Clearly define consequences for not

meeting expectations or rules

• Enforce consequence for failures

Responsibility & Accountability

• Know what rules and regulations apply to

your projects

• Apply them in a uniform manner

• Clearly define expectations and goals

• Clearly define consequences for not

meeting expectations or rules

• Enforce consequence for failures

Management:Management:

Responsibility & accountability• Know what rules and regulations apply to

your job or function • Abide by these rules• Question managers / supervisors on policy or

procedures that are unclear• Know what are the expectations for safety

and production• Stop work if unsafe conditions exist• Report all out of compliance items to

supervisor immediately

Responsibility & accountability• Know what rules and regulations apply to

your job or function • Abide by these rules• Question managers / supervisors on policy or

procedures that are unclear• Know what are the expectations for safety

and production• Stop work if unsafe conditions exist• Report all out of compliance items to

supervisor immediately

Employee:Employee:

• safety committees

• strong safety training program

• lessons learned communications

• safety staff resource

• safety budget

• safety committees

• strong safety training program

• lessons learned communications

• safety staff resource

• safety budget

Corporate controls :Corporate controls :

• safety rewards program

• safety citation program

• worker incentives

• strong supervisor enforcement

• eyes and ears in the field

• safety rewards program

• safety citation program

• worker incentives

• strong supervisor enforcement

• eyes and ears in the field

Workforce Controls:Workforce Controls:

Safety Review & Improvement

•a Plan / Do / Check / Act process

•accident investigation process

•safety audit / inspection process

Safety Review & Improvement

•a Plan / Do / Check / Act process

•accident investigation process

•safety audit / inspection process

Create conditions that encourage people to collaborate because they

want to

not because they have to

Create conditions that encourage people to collaborate because they

want to

not because they have to

Employers ChallengeEmployers Challenge

SummarySummary

Cultural Change will take time

Never ending process

Must be employee driven

Cultural Change will take time

Never ending process

Must be employee driven

2 Unsafe Landings At O’Hare Airport Each Day

16,000 Lost Pieces Of Mail Per Hour

20,000 Incorrect Drug Prescriptions Per Year

50 Newborn Babies Dropped At Birth Each Day

32,000 Missed Heartbeats Per Person Each Year

2 M Books In The Next Year Will Have The Wrong Cover

900,000 Credit Cards Will Have Incorrect Information

2 Unsafe Landings At O’Hare Airport Each Day

16,000 Lost Pieces Of Mail Per Hour

20,000 Incorrect Drug Prescriptions Per Year

50 Newborn Babies Dropped At Birth Each Day

32,000 Missed Heartbeats Per Person Each Year

2 M Books In The Next Year Will Have The Wrong Cover

900,000 Credit Cards Will Have Incorrect Information

99.9% Good Enough?99.9% Good Enough?

Who Pays for our Mistakes?Who Pays for our Mistakes?

This is who pays for our mistakes?

This is who pays for our mistakes?