Measuring Safety PerformanceOhio BWC Division of Safety & Hygiene

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Table of ContentsWhy Measure Performance?Types of MeasuresAccountabilityStep 1:Define ExpectationsStep 2: Provide Tools & SkillsStep 3: Measure PerformanceStep 4: Provide FeedbackCase StudiesFollow-up Activities

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You will learn:A sound foundation for developing or improving safety performance measuring systems;Strategies and techniques for measuring safety performance, emphasizing process measures, accountability, systematic monitoring, and goal setting;An understanding of how you can proactively use measurement systems to guide future performance;Key elements of contemporary safety measurement tools

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Turn & TalkWhy measure performance?

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Reasons for Measuring PerformanceA navigational toolAn early warning signAlter behaviorTo implement strategies and policiesTrend MonitoringImprovement prioritizationImprovement project evaluationInput into bonus and incentive systemsA marketing toolBenchmarkingIncreased motivation

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Viewpoints of MeasurementOrganizationalA macro view how overall results are measured to determine whether safety efforts are paying off.PersonalA micro view do measures insure individual performance or foster nonperformance.

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Turn & TalkHow does your company currently measure safety performance?

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Types of measuresResults MeasuresTrailingDownstreamEnd of PipelineResultsAchievementActivity MeasuresLeadingUpstreamPerformancePredictors

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Results MeasuresLost-Time Injury RateIncidence RateSeverity RateAccident Costs

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DIRECTCOSTINDIRECTCOSTVSINDIRECT COST IS 4 TIMES THE DIRECT COST

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Results-measures are good when..They are broken down by unitThey give insight into the nature and causes of the accidentsThey are expressed eventually in terms of dollars per unitThey conform to any legal and insurance requirements

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Limitations of Results MeasuresSometimes they measure only luck.They do not discriminate between poor and good performers.They do not diagnose problems.They can be unfair if used to judge individual performance

Results measures do not tell you why an accident occurred or how to improve future performance.

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Activity MeasuresBehaviors/performance linked to accident prevention.These measures assess results of supervisor or workgroup, or organizational action taken before accidents occur.

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DiscussionWhat activities could prevent injuries from occurring at your company?

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BehaviorsFirst-Aid CaseRecordableLost TimeFatalitySafety ModelNearMissPropertyDamage

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How Do You Decide Which Activities to Measure?It depends on your goals and what you want to accomplish

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Some Things To Look At:Organizational vision, Goals, Strategic PlansPerception surveysStructured InterviewsSafety Audits/InspectionsAccident AnalysisAccident TrendsBehavior Observation Data

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What is Your Vision For The Future?Vision Serves Three PurposesClarifies DirectionMotivates PeopleAligns Individuals

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Characteristics of an Effective VisionImaginableDesirableFeasibleFocusedFlexibleCommunicable

Contemporary Approaches

EMBED PowerPoint.Slide.8

BWC Division of Safety & Hygiene

Safety for CEOs - Leading the Change to a Safety Culture

Tab 5 - 1

Revised: February, 2000

_1012995421.ppt

WORLD CLASS

HighInsuranceCosts

ExcessiveLosses

AdversarialEmployeeRelations

LitigationStatutoryIgnorance

SignificantFinancialCrisis

Line/StaffConflict

BloodCycles

Symptoms(Behaviors/Conditions)

Committees

Quick FixPrograms

Traditional

Progressive

Quiet

Transparent

Integrated

Equal

RadicalOrganizationalChange

SafetyManagement(R)evolution

ChangingOrganizationalCulture

Safety Without Any Management Process

Naturally Occurring Reactive Management

Safety Responsibility: Management Driven/Employee Owned

Perception: Good Business Investment

Management Characteristics

Safety a measure of management effectiveness

Decisions: time consuming and difficult

Planning: long-term; 3-5 years

Responsibilities/Expectations: clearly defined

No glitz or hype

Employee involvement: win/win

Communications: informal, open, encouraged

Accountability established, measured, recognized

Management Characteristics

Incidents: excusedCompliance is the goalLikes cookbook approachesLittle accountabilitylack of employee involvementHigh visibility and glitz

Hansen/Ingalls 1994

Valued

The NORM

SWAMP

Accidents: intolerable, no excuses

Safety Culture Assessment

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The Perception Survey

100 questionsSafety CategoriesPerceptions of all Employees

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The Ohio Division of Safety & Hygiene

PERCEPTION SURVEY

PART 1

A. Enter your work location:

B. Enter your shift: _____________

(Example: production, office, etc.)

___________________________

C. Circle your job function:

D. Enter years with company: ____

Line worker, supervisor, or manager

___________________________

PART 2

Y N

1. Do you feel you received adequate job training?

Y N

2. Do supervisors discuss

accidents and injuries with employees involved?

Y N

3. Is discipline usually assessed when operating procedures are violated?

Y N

4. Would a safety incentive program cause you to work more safely?

Y N

5. Do you perceive the major cause of accidents to be unsafe conditions?

Y N

6. Does your company actively encourage employees to work safely?

Y N

7. Is safety considered important by management?

Y N

8. Are supervisors more concerned about their safety record than about accident prevention?

Y N

9. Do you think penalties should be assessed for safety and health violations?

Y N

10. Have you used the safety involvement teams to get action on a complaint or hazard which concerned you?

Y N

11. Is high hazard equipment inspected more thoroughly than other equipment?

Y N

12. Is the amount of safety training given to supervisors adequate?

Y N

13. Have you been asked to perform any operations which you felt were unsafe?

Y N

14. Are records kept of potential hazards found during violations?

Y N

15. Are employees influenced by your companys efforts to promote safety?

Y N

16. Are employees provided information on such things as cost, frequency, type and cause of accidents?

Y N

17. Does your company deal effectively with problems caused by alcohol or drug abuse?

Y N

18. Are unscheduled inspections of operations made?

Y N

19. Is off-the-job safety a part of your companys safety program?

Y N

20. Does management insist upon proper medical attention for injured employees?

Y N

21. Are safe operating procedures regularly reviewed with employees?

Y N

22. Are you interested in how your companys safety record compares with other companies in your industry?

Y N

23. Does your company hire employees who do not have the physical ability to safely perform assigned duties?

Y N

24. Do your co-workers support the companys safety program?

Y N

25. Do supervisors pay adequate attention to safety matters?

Y N

26. Is safe work behavior recognized by supervisors?

Y N

27. Do employees participate in the development of safe work practices?

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Survey Results

ALL

ALLManagerSupervisorEmployee

Accident Investigation808878

Quality of Supervision538264

Alcohol/Drug Abuse647468

Attitude Toward Safety808070

Communication808375

New Employees588268

Goals for Safety Performance457469

Hazard Correction808169

Inspections676857

Involvement of Employees646863

Awareness Programs738271

Recognition for Performance746355

Discipline556467

Safety Concerns878680

Operating Procedures807271

Supervisor Training607560

Support for Safety738170

Employee Training778370

Safety Climate767870

Management Credibility808272

Stress757265

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Manager

Supervisor

Employee

% Positive Responses

Engineering

ENGINEERINGManagerSupervisorEmployee

Accident Investigation679580

Quality of Supervision409568

Alcohol/Drug Abuse408774

Attitude Toward Safety808377

Communication898677

New Employees10010066

Goals for Safety Performance508271

Hazard Correction839173

Inspections676954

Involvement of Employees546862

Awareness Programs839073

Recognition for Performance807960

Discipline1008069

Safety Concerns1009286

Operating Procedures337571

Supervisor Training259367

Support for Safety728774

Employee Training1009169

Safety Climate648877

Management Credibility679480

Stress807766

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Engineering

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CLERICAL

CLERICAL_ET_ALManagerSupervisorEmployee

Accident Investigation839287

Quality of Supervision588269

Alcohol/Drug Abuse707168

Attitude Toward Safety808678

Communication898877

New Employees677976

Goals for Safety Performance627979

Hazard Correction758478

Inspections757657

Involvement of Employees656663

Awareness Programs757977

Recognition for Performance756063

Discipline508866

Safety Concerns1008687

Operating Procedures837574

Supervisor Training627163

Support for Safety808479

Employee Training908574

Safety Climate757882

Management Credibility789283

Stress877465

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CLERICAL

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% Positive Responses

Line_Mech

LINE MECHANICManagerSupervisorEmployee

Accident Investigation08880

Quality of Supervision08165

Alcohol/Drug Abuse07470

Attitude Toward Safety07865

Communication08375

New Employees08070

Goals for Safety Performance07667

Hazard Correction08169

Inspections06763

Involvement of Employees06965

Awareness Programs08170

Recognition for Performance06350

Discipline05669

Safety Concerns08777

Operating Procedures07368

Supervisor Training07363

Support for Safety08169

Employee Training08173

Safety Climate07764

Management Credibility07867

Stress07367

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Line_Mech

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Meter_Elec

METER_ELECTRICIANManagerSupervisorEmployee

Accident Investigation07972

Quality of Supervision08769

Alcohol/Drug Abuse08862

Attitude Toward Safety08963

Communication09575

New Employees08771

Goals for Safety Performance08573

Hazard Correction09661

Inspections08564

Involvement of Employees07562

Awareness Programs08370

Recognition for Performance05750

Discipline07862

Safety Concerns09384

Operating Procedures08067

Supervisor Training08256

Support for Safety08970

Employee Training08870

Safety Climate08860

Management Credibility08866

Stress07267

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Meter_Elec

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Substation_Relay

SUBSTATION/RELAYManagerSupervisorEmployee

Accident Investigation08159

Quality of Supervision07947

Alcohol/Drug Abuse06560

Attitude Toward Safety08162

Communication07868

New Employees07746

Goals for Safety Performance05446

Hazard Correction05952

Inspections07149

Involvement of Employees06459

Awareness Programs08365

Recognition for Performance05237

Discipline05066

Safety Concerns09072

Operating Procedures07667

Supervisor Training05850

Support for Safety07658

Employee Training08057

Safety Climate06252

Management Credibility07558

Stress06360

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Substation_Relay

08159

07947

06560

08162

07868

07746

05446

05952

07149

06459

08365

05237

05066

09072

07667

05850

07658

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06252

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Marketing

MARKETINGManagerSupervisorEmployee

Accident Investigation838387

Quality of Supervision558872

Alcohol/Drug Abuse7010074

Attitude Toward Safety809383

Communication679479

New Employees307174

Goals for Safety Performance255068

Hazard Correction836282

Inspections587861

Involvement of Employees687767

Awareness Programs679280

Recognition for Performance7010072

Discipline385764

Safety Concerns6710082

Operating Procedures1008377

Supervisor Training7510070

Support for Safety669381

Employee Training5710071

Safety Climate828385

Management Credibility899383

Stress626971

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Manager

Supervisor

Employee

% Positive Responses

MeterRdg

METER READING/CSIManagerSupervisorEmployee

Accident Investigation09265

Quality of Supervision07551

Alcohol/Drug Abuse05356

Attitude Toward Safety08063

Communication08167

New Employees07554

Goals for Safety Performance06263

Hazard Correction07152

Inspections06543

Involvement of Employees06560

Awareness Programs07562

Recognition for Performance05048

Discipline05360

Safety Concerns07567

Operating Procedures05872

Supervisor Training06945

Support for Safety07555

Employee Training09655

Safety Climate07065

Management Credibility07759

Stress05161

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Stores

STORESManagerSupervisorEmployee

Accident Investigation010062

Quality of Supervision08453

Alcohol/Drug Abuse06757

Attitude Toward Safety06565

Communication08267

New Employees08665

Goals for Safety Performance09267

Hazard Correction08859

Inspections06141

Involvement of Employees06755

Awareness Programs08157

Recognition for Performance07154

Discipline09275

Safety Concerns08974

Operating Procedures05672

Supervisor Training09244

Support for Safety07957

Employee Training08162

Safety Climate08263

Management Credibility07660

Stress08052

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Stores

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% Positive Responses

InstrOper

INSTRUMENT OPERATORManagerSupervisorEmployee

Accident Investigation010079

Quality of Supervision08662

Alcohol/Drug Abuse010092

Attitude Toward Safety09269

Communication010069

New Employees010089

Goals for Safety Performance05067

Hazard Correction08077

Inspections02558

Involvement of Employees06961

Awareness Programs010073

Recognition for Performance02565

Discipline07583

Safety Concerns06776

Operating Procedures010088

Supervisor Training05061

Support for Safety07566

Employee Training07566

Safety Climate07575

Management Credibility010076

Stress05365

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InstrOper

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The Structured Interview

25% of EmployeesFacilitation of DiscussionMore detailed comments

AccountabilityThe Key to Managing Safety

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Rank the following:QualityCost ContainmentSafetyCustomer SatisfactionProductionEmployee Morale

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Video Safety AccountabilitySafety must be managed the same as productivity and quality

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The Key to Managing SafetyAccountability

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What gets measured.gets done

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Who Is Responsible for Safety?

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Line Management & StaffCEO

President

Vice President

Plant Manager

Supervisors

Employees

Safety

Human Resources

Purchasing

Accounting

Quality

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Exercise

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Steps to AccountabilityDefine expectations and explain rationale.Provide the tools and skills.Measure performance.Provide feedback.

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Performance FormulaMotivation x Ability x Job ClarityObstaclesPERFORMANCE =

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Turn & TalkHow do your employees know what is expected of them?

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1. Define Expectations2. Provide Tools & Skills3. Measure Performance4. Provide Feedback

PoliciesSafe Work PracticesJob Safety AnalysisPerformance GoalsJob Descriptions

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Safety policy criteriaExpress long-range purpose.Commit management at all levels to reaffirm and reinforce this purpose in daily decisions.Indicate the role lower-level management will have in the system.

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The Policy should Include:Managements intentScope of activity coveredResponsibilitiesAccountabilitySafety staff assistanceSafety committeesStandards

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Safe Work PracticesLeaders must communicate the need for all employees to understand the safety-related processes and procedures, and to actively participate in the organizations safety programs.

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Criteria for Safe Work PracticesReasonable and specificEnforceableEasily understoodPositiveRegularly reviewed and updated

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Job Safety Analysis Break the job down into component steps.1.Select a worker to observe.2. Observe the worker performing the job.3. Describe each step and number sequentially.4. Observe the worker several times to make sure all steps were noted.5. Check the listed steps with the worker for agreement.

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Job Safety AnalysisB. Identify the potential hazards.1. types of hazardsa. Contactb. Caughtc. Fallsd. Overexertione. Exposuref. Repetitive motion

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Job Safety AnalysisC. Safe work procedures1. Explains how to do the job safely and efficiently, step by step.2. Involves developing solutions to the potential hazards identified.

Performance GoalsStep 4 Performance Appraisals

Job Descriptions

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1. Define Expectations2. Provide Tools & Skills3. Measure Performance4. Provide Feedback

Needs assessmentMeasured ActivityTrainingToolsResources

Division of Safety & Hygiene Classes / WorkshopsOhio BWC

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Leading the ChangeTopics:How injuries affect profitabilityAccident CausationInjuries equal Management errorMotivationMeasurement and AccountabilityContemporary vs. Traditional Safety Programs

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Safety Involvement TeamsTopics:The benefits of teamsPhases of team developmentHow to deal with team conflictCommunication skillsTeam tools

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Facilitator TrainingTopics:Roles and responsibilities of the facilitatorTeam problem solving and decision makingRunning effective safety meetingsConflict resolution

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Behavior-Based SafetyTopics:Why behavior-based safety worksWhat to observeAt-risk behaviorsFeedbackPositive reinforcementCoachingManaging behavior data

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1. Define Expectations2. Provide Tools & Skills3. Measure Performance4. Provide Feedback

Measure the performance of a task (rather than an outcome).Constructed to affect rewards.Specific and MeasurableWithin the persons span of controlMeasure the presence of a safety activity (not its absence).

Criteria:

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Criteria for Performance Measures continuedProvide a means for swift and continuing feedback.Be flexible and allow for individual styles and strategies.Be simple and administratively feasible.Be self monitoring.

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Safety Performance Measurement SystemsSCRAPESBOMenu (DSH Model)Balanced Scorecard

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What Measures are Appropriate?Upper Management

Middle Management

Supervisors

Safety Director

Employees100% Results

50% Results50% Activities

100% Activities

100% Activities

100% Activities

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1. Define Expectations2. Provide Tools & Skills3. Measure Performance4. Provide Feedback

List types of feedback & recognition

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Criteria for Performance EvaluationsWhatWhoWhenWhyHowSystems SupportPersonal ImpactOrganizational ImpactRolesNumerical RatingFlexibilityEE InvolvementCentral CoordinationAddressing EE WeaknessesAdditional ItemsSystem Evaluation

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Positive ReinforcementFind someone doing something right, and reward them.Construct consequences to increase the probability that the behavior that precedes the consequence will occur more often in the future.

Case Studies

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ReviewSteps to AccountabilityDefine ExpectationsProvide Tools and SkillsMeasure PerformanceProvide Feedback

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Next StepsReview current measurement systems.Get management support/commitment.Develop a vision.Develop performance measures and activities for all levels of the organization.

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Next Steps5. Conduct a Needs Assessment for tools and training required.6. Determine how activities will be measured and reported.7. How will performance be recognized and rewarded?8. Re-evaluate the process.

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How Do You Know when You Get There?You never get there.

There is Always Room For Improvement

Groups-BrainstormClass DiscussionFlip-chart resultsManual Page 7Manual Page 9Worksheet page 10 GroupsDiscussion- Results vs. activitiesManual pages 13-19 Students fill out page 18, costs associated with injuries.7Review the Iceberg Direct / Indirect Theory.Ask for some examples from the class as to Uninsured or Indirect costs???Page 23, students fill out list of activity measures to prevent injuries.Reference full model on page 24Add side bar info:ConsequencesCauseFactors that influence behaviorSafety programValuesBack to page 10Classify on flip charts results & ActivitiesPage 27Page 27Vision to become World ClassA process available to employers from DSHPage 27-32Page 32Introduce case study #1Pick one area to improveManual page 34, discuss What about Safety First, Can safety be first?Page 36Page 39Page 41Page 42Examples of policies pages 44-49Page 50-53Examples pages 54-56Ask who has job descriptions- are they updated.Go to case study for step 1Page 57Page 60Manual pages 61-72Flip chart 6 steps to balanced scorecard processAll listed systems are designed to create and measure accountabilityRefer back to page 10, How does your company measure? Results or ActivitiesPage 75, Group discussion, list itemsCase study #1 review all sectionsManual pages 76-79 discuss each item.Page 80