engaging employees in exposure reduction¡nchez-caldera.pdf · engaging employees in exposure...

Engaging Employees in Exposure Reduction

Sandusky, OH – April 27. 2018

Luis E. Sanchez-Caldera, Ph. D.DEKRA Insight

©2017 DEKRA Insight. All rights reserved. Confidential Information.

Before We Start…In case of any undesirable

event, brothers keepers


A Privilege – Thank you!


Objectives

• During the Session: Reflect on Ideas of how to Engage Employees in Exposure Reduction (previously Behavior Based Safety)

• That as you return to work – You translate the ideas of the session into Action


Agenda – We will Answer these Questions

• What is Safety?• What does “Engagement” Mean for DEKRA?• What does the process for engagement look like?• What are the key suggestions for the success of your

engagement process?• What is the most important element for your success?


Before we Start Draw a Picture of Something you Do at Risk at Home

What are the Odds?

Discuss with your colleague what it is, why we do it and the level of risk (Example: one in a 1000 probability of getting hurt)


What is Safety?


What I want you to realize that the absence of an accident does not imply it was a safe day.

• Example: Leaning back on a chair

• Other:


DEFINITIONS

EXPOSUREA state of vulnerabilitythat occurs when people intersect with a hazard; a susceptibility to being harmed.

HAZARDAn action, condition or set of circumstances that increases the potential for an incident.

© 2018 DEKRA Insight. All rights reserved. Confidential Information.


HOW VULNERABILITY OCCURS

HAZARDPEOPLE EXPOSURE

Safety does not truly improve unless exposure is controlled, reduced or eliminated.

EXPOSUREWhen people intersect with a hazard or when their actions create an exposure.



SAFETY:Controlling exposure for self and others.

CLIENT NAME | EXPOSURE



WE CAN CONTROL EXPOSURE

Controlling the exposure makes the outcome more predictable

When an incident happens the outcome severity is random.

EXPOSURE

Lost Time

Fatality

Recordable

First AidOUTCOME



WE CAN CONTROL EXPOSURE

Exposure is controlled and reduced by focusing on all the factors that cause it to thrive.

Leadership

Design

Culture

Procedures

Skills & Knowledge

EXPOSURE

Materials

Beliefs

Systems

Fatigue, Health

BEHAVIORS

How is leadershipcontrolling production urgency?

Is prevention through designleveraged?

Is there a focus on creating a culture of caring?

How is equipment or staffing reliabilityinfluencing safety decision making?

Are the right people being trained and developed to the right level, on what is most crucial to their job?

Is there afatigue management policy?

Are employees given the why behind the rules, procedures and policies?



Not All Exposures are the Same

-113579

0123456789

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

Fatality Rate

TRIR

TRIR (per 200,000 hours)Fatality Rate (per 100,000 workers)


Process Safety Must be Treated with Some Similarities and Differences• Process safety incidents have very low frequency but

high severity

https://www.bing.com/videos/search?q=bucket+elevator+explosion&src=IE11TR&pc=EUPP_DCTE&ru=%2fsearch%3fq%3dbucket%2belevator%2bexplosion%26form%3dPRDLC1%26src%3dIE11TR%26pc%3dEUPP_DCTE&view=detail&mmscn=vwrc&mid=13F04DE8FF0C38CDDD5613F04DE8FF0C38CDDD56&FORM=WRVORC


OCUPATIONAL SERIOUS INJURY & FATALITY (SIF)

HAZARD PEOPLEEXPOSURE

! ~21% Recordable incidents have the potential for resulting in a serious injury or fatality.

SIF EXPOSUREWithin the pool of exposure, some

exposures create a much higher potential for serious injuries and fatalities.

!



Focus on Trigger Points

• Those moments or activities where intense focus is needed to ensure our safety and prevent a SIF

• Have we defined them well for our employees?• Do they know what do we mean by focused attention?• Do they know exactly how to control the exposure?

The Case of Jim Wetherbee


EXPO

SUR

E FO

CU

SEM

PLO

YEE

FOC

US

EXPOSURE REDUCTION AND THE HIERARCHY OF CONTROLS• In General, you will have more reliability with a higher

level of control Safety depends

LEAST on employee

behavior

Safety depends MOST

on employee behavior

EliminationComplete redesign of the system to remove the exposure

Engineering Controls/IsolationIsolate hazard; install guards and/or interlocks; build barriers; use light curtain; develop new tool

Administrative ControlsPost signs and warning; Write procedures and rules; Train employees

Personal Protective EquipmentProvide protective equipment for Employee (e.g., hard hats, respirators)

Exposure eliminated

Exposure possible during maintenance operations or

emergencies

Exposure controlled IF employees rigorously comply and IF culture supports compliance and

IF leadership maintains commitment to oversight

Used when hazard is unpredictable or pervasive;control is dependent on proper selection and use

SubstitutionSwitch out a process step with a less hazardous step; Use low voltage system versus high voltage; replace a toxic material with a non-toxic material

Exposure significantly reduced

Gimmicks; incentives; hollow threats Employee seen as the cause of exposure and requiring motivation; no change in exposure

EMPL

OYE

E FO

CU

SEX

POSU

RE

FOC

US


What does “Engagement” mean?


Engaging

• Engaging refers to helping individuals be successful through activities such as:

• By coaching, • Mentoring, • Providing feedback

• Successful means: • Having better safety performance• Having a better culture that supports better performance• Exposure is tracked and there is evidence that is being well

controlled


In Safety – We must Establish Processes for this Engagement to Occur

• Safety meetings• Safety Briefings• Training• Incident investigation• Review of Policies• Observation Process PROACTIVE

• Design• Inspections• Observations• Verification audits• Data Analytics Exposure

ENTRY POINTS FOR LEVERAGING THE HIERARCHY OF CONTROLS

REACTIVE

• Incident Investigation• Data Analytics Accidents


As the Leader of the Organization . . .

• Ensure that any of the activities are producing value, that there is a what’s in it for all of us,

• For those doing the activity, and • For others.

• How do you know that the activity is producing value?• If you are tracking leading and lagging indicators• If you are getting closer to your vision of safety• Do you have a Vision of Safety?• Who can tell me what your vision is, or

describe some its elements?


What Does a Good Process for Engagement Look Like?

BBS?BAPP®?EBS®?


• How do you do create the Engagement?• Following the four elements of the process

known to make the process successful, i.e.:

One Powerful Process of Engagement is the BBS Process, . . . at DEKRA we Now Call it ERP® Exposure Reduction Process

Every Good Process should have the following elements, that provide learning opportunities for a specific individual employees and for the company as a whole

We used to call it BAPP®


Why the Name Change?

Instead of worker behavior being just a part of the safety equation in a BBS program, it became the ONLY part of the equation for many organizations. That’s because BBS puts so much emphasis on observing worker behavior


Why the Name Change?

• Everything Improves, we are in what is known the 4th

Industrial Generation and Companies have start using it

1s Gen. -Mechanization: Water and Steam Power

2nd. Gen. Mass Production: Assembly Lines and Electricity

3rd Gen. – Computers and Automation

4th Gen. – Cyber-physical Systems. LET US MAKE USE OF ALL ADVANCES


WE LIVE IN A DIFFERENT ERA

Regulatory Compliance

1970s

Management Systems

1980s

Employee Focus1990s

Leadership Centric

2000s

Technology + People Driven

Today

Safety Has Also Evolved


Why Exposure Based Safety, EBS®

• EBS® integrates the very latest learnings on safety. • It focuses on all exposure including behavioral,

physical (i.e. facilities and equipment), environmental, and process-related hazards.

• In addition, it incorporates the knowledge we now have about Brain-Centric Hazards from the field of neuroscience, and

• The use of Technology to Capture Information and provide analytics for quick diagnosis and barrier removal


What are the key suggestions for the success of your engagement process?


1. Have observers go through a train the trainer learning process

2. Use coaching for observers3. Increase intensity of observations

per observer4. Use observers that stick to

familiar areas5. Rotate observers, shorter tenure

is better 6. Focus on SIF triggers, and quality

without disregard for quantity7. Use the observation data to

create action to lower exposure8. Leadership

Key Elements that Lead to Efficient Achievement of the Vision1

1. Recent Cambridge University Research, Paper yet Unpublished, 2017


1. Observers Participate in a TTT Process

• What is it?• A formal practical training event, that ensures observers are:

• Given the opportunity to feel comfortable, • Acquire competency skills, • Start to build their confidence on what they will do, and • Create consistency among observers and from an

observation to the next• And Better yet: it is taught by company trainers (individuals that have

been formally trained to be the facilitators)


1. Observers Participate in a TTT Process

• Recommendations for Its Successful Execution• Create the formal training. Do not do just on the job training

and ask new observers to follow an experience observer. • Practice, practice in the training session with support• By the session being taught by internal trainers it forces

these trainers to keep learning and become experts/coaches


2. Coaching for Observers

• What is it?• A formal practical learning event• That ensures observers are:

• Given the opportunity to continue the journey to enhance their: • Comfort, • Competency on their skills, • Confidence on what they are doing, and • Consistency from an observation to the next and from observer to

observer

• Coaches are masters trainers or ex-master trainers that know how to provide effective feedback


2. Coaching for Observers

• Recommendations for Its Successful Execution• Create the formal training for coaches• Ensure they seek alignment• Ensure they extract lessons learned for all• Meet with coaches, to encourage and share best practices• Allow for additional meeting of coaches and observers as a

group


3. Increase Intensity of Observation per Observer • What is it?

• Have about 10 to 12% participation of the work force being active observers

• Have observers make 6 or more observations per month

0

1

2

3

4

5

6

7

1 2 3 4 5

Number of Observations per Month

Many Observers Observers: 11% of Population


3. Increase Intensity of Observation per Observer • Recommendations for Its Successful Execution

• Be careful with the word “voluntary”• Ensure the message is clear that others will become

observers and eventually all, but active in the process at any one time 10 to 12%

• Create the expectation on the number of observations required,

• Coach immediately when the numberof observations per observer is not successfully reached.

0

1

2

3

4

5

6

7

1 2 3 4 5

Number of Observations per Month

Many Observers Observers: 11% of Population


4. Use Observers in Areas they are Familiar

• What is it?• Observers should be scheduled to do observations in areas where

they have previously or are currently working. • Send observers to areas where the observers’ colleagues, past or

present, are available for observation• Familiarity brings close acquaintance and knowledge with tasks and

people. • The knowledge and comprehension of the skills required to do the

job in areas of familiarity brings a sense of comfort and confidence while doing the observations.

• The close association relaxed friendliness amongst people the observer knows allows for less resistance during observation.

• Observations taking place at familiar sites allow for confirmation of exposures self experienced

•


4. Use Observers in Areas they are Familiar

• Recommendations for its Successful Execution• Careful that the familiarity does not bring contempt and that

observations leave the situation as: “we are ok as is.” Challenge to see it with “green eyes”

• Familiarity leads to faster and more accurate identification of exposure.

• With the trust associated from the familiarity of site and people, suggestions for improvement come quickly by those doing the work


Observers are rotated to prevent observation fatiguePreferably observers are active observers for a period of 12 monthsGreat observers can become coaches or trainersNot all observers are rotated at the same time

5. Rotate Observers

• What is it?


5. Rotate Observers

• Recommendations for its Successful Execution• Set the expectations of the rotation early on. • Create a plan for the rotation• If possible set an expectations that eventually all will need to

be active observers at one time or another. • Ensure new observers participate on action planning – Key

Element No. 8. This is a way to see how the observation data is used

• Ensure there are observers meetings where alignment and welcoming the new observers allows them to feel collaboration, support, and camaraderie


6. Focus Also on Quality and SIF Triggers

• What is it?• Ensuring that during an observation the interaction, the documenting of

exposure, the collaborative discussion, the generation of ideas to remove the exposure are taking place well

• The number of observations per observer is important and it must be emphasized. What must be truly emphasized is that the more observations done with quality the more exposures that are identified and that can be removed.

• Special focus based on a strategy of identification and control of SIF must also be included as part of the quality of the observation

• The more significant exposures removed through quality discussions the lower potential for serious injuries and fatalities


6. Focus Also on Quality and SIF Triggers

• Recommendations for its Successful Execution• During the Train the Trainer process ensure that quality and

quantity are important. Provide the reason for why that is• A careful study of the SIF exposures must be performed• Train to focus and remain vigilant to control trigger steps to

SIF exposure


7. Use Data to Create Action –

• What is it?• Use the data and develop plans of action, if possible

automate with technology the acquisition and analysis• The plans of action must be executed• Always ensure that the drive to action does not generate

more exposure. Evaluate carefully the proposed change through MOC (Management of Change Process)


7. Use Data to Create Action

• Recommendations for its Successful Execution• Use technology to spend the time on barrier removal not data input or

creating graphs• Do not guess the why’s of a behavior or exposure. Use the data. • Learn and practice the techniques for identifying root causes: 5-Why’s?,

ABC determining Soon Certain and Positive consequences to modify behaviors, fishbone diagram or preferable the Blueprint for Safety Transformation to identify other causes that are not behavioral or associated with the employee

• Seek solutions that are higher in the hierarchy of controls (elimination, substitution, or other engineering solutions) not PPE or administrative control solutions.

• Don’t forget as the last step in the action plan to communicate the results of the action


• You will have noticed that the elements do not work in isolation.

• The elements strengthen and support each other

• In conjunction they provide a powerful strategy for achieving the vision of safety effectively and efficiently

Questions/Comments


What will you do to Control Exposure Now?

The time to control exposure

is now!

Discuss with your colleague what you commit to do to control exposure


What is a most important element for your success?


Words from Benjamin Franklin

• There are un-movables• There are movables• There are those that move

• Through what you say or don’t, do or don’t do, you leaders of your organization are sending a message of what is allowed and what you give importance to.

• If you give importance to your engaging process to reduce exposure, others will follow.

• You are the movers.


• You may want to be evaluated by your intentions, but others will insist in measuring you by what they see you do and say, or what you don’t do and don’t say.


As a leader, I am responsible for controlling exposure for others. What are your beliefs regarding this statement?

8. The Leader is Key© 2018 DEKRA Insight. All rights reserved. Confidential Information.

Thank [email protected]

©2018 DEKRA Insight. All rights reserved. All trademarks are owned by DEKRA Insight, reg. U.S. Pat. & Tm. Off.; Reg. OHIM and other countries as listed on our website. No modifications, reproduction or use for training or distribution outside of your organization without written permission from DEKRA Insight.

Luis E. Sanchez-Caldera, Ph.D.Vice President Executive Consultant

DEKRA Insight

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