An Attitude for Accident Prevention-Building a Safety Culture
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Transcript of An Attitude for Accident Prevention-Building a Safety Culture
SAFE AND HAPPY NEW YEAR
SAFETY IS OUR GOAL...SAFETY IS OUR GOAL...
WHATS YOURS?
OHSC Inc. www.ohsconsultants.ca
P-519-758-0146 F-519-753-5332
-AN ATTITUDE FOR ACCIDENT PREVENTION-
“BUILDING A SAFETY CULTURE”
Presented By: Chet Ramphal-CRSP,CHSC,DOHS,COHS,COSS
OHSC Inc. www.ohsconsultants.ca P-519-758-0146 F-519-753-5332
TO UNDERSTAND HOW THE
SAFETY
IRS
SAFETY CULTURE BEHAVIOUR
OHSA
ATTITUDE
Work together
BASIC SAFETY PHILOSOPHY
• Every incident can be avoided.
• No job is worth getting hurt for.
• Every job will be done safely.• Every job will be done safely.
• Incidents can be managed.
• Most importantly safety is
everyone’s responsibility.
SAFETY IS A STATE OF MIND -- ACCIDENTS ARE AN ABSENCE OF MIND
Hurt at Work
• You've carefully thought out all the angles.
• You've done it a thousand times.
• It comes naturally to you. • It comes naturally to you.
• You know what you're doing, its what you've been trained to do your whole life.
• Nothing could possibly go wrong, right ?
Safety starts with "S" but begins with "YOU"
Think Again!
Think smart before you start.
Rights of Workers
Right To Know Right To Participate
Right To Refuse
What do you know about the IRS?
� WHAT IS THE OVERALL FRAMEWORK OF IRS?
� “WHO’S WHO” IN THE IRS?
�Who Are The Major Players Of The IRS?
IRS
�Who Are The Major Players Of The IRS?
�Who Are The Minor Players Of The IRS?
� CONNECTING IRS TO ERS
Overall Framework ERSIRS Overall Framework
OF IRS
ERSIRS
OHSA
“Who’s Who” in the IRS?
SupervisorsWorkers
Major Players
Employers
JHSCDirectors
& Officers
Workers
“Who’s Who” in the IRS?
VisitorsSuppliers
Minor Players
Contractors
VisitorsSuppliers
Linking The IRS To The ERS
If the IRS does not appear to be working well, the
Internal Auditors are supposed to draw the attention
of the ERS to the problem.
RoutineRefusalsComplaints
Routine
Inspections
JHSC FailuresInvestigations
RefusalsComplaints
JHSC Disputes
Attitudes vs. Behaviour
Attitudes Are… Subjective
• Hard to Measure
• Hard to Change
Positive attitudes have positive influence on safety
Pinpointed Behaviours Are…
• Measurable
• Observable
• Reliable
A person, place, thing or event that
happens before a behaviour takes
place that encourages you to
perform that behaviour.
Activators
Activators only set the stage for
behaviour or performance - they
don’t control it.
Examples of Desirable Behaviour
Examples of Undesirable Behaviours
The Three Types Of Consequences
Reinforcement
Punishment
Neutral Consequences
SAFETY CULTURE
• Safety requires strong commitment from the top.
• You will achieve the level of safety that you
demonstrate you want to achieve.
Safety Culture
Take a moment and
rate your organizational
Symptoms
Line/Staff Behaviors/ Committees
Quick Fix
Conflict
Quiet Transparent Integrated
Equal WORLD CLASS
TraditionalTraditionalTraditionalTraditional
ProgressiveProgressiveProgressiveProgressiveBe honest about it.
Safety Without Any Management Process
High
Insurance Excessive Employee
Statutory
Costs Losses Relations Litigation
Ignorance
Conflict
SWAMPSWAMPSWAMPSWAMP
TraditionalTraditionalTraditionalTraditional
Perhaps somewhere
in between?
SWAMP(Safety Without Any Management Process)
SAFETY RESPONSIBILITY: Not Recognized/RejectedPERCEIVED: As a “Burden”
MANAGEMENT CHARACTERISTICS:
• Accidents are Accepted • One Way Communication – Fear Based
• Production Compromised by Safety • My Way or The Highway
• Planning - Minimal; Reactive; Short Term • “Make Do/Make Fit” Approaches
• Adversarial Relationship - Ops vs Safety • Minimal Employee • Adversarial Relationship - Ops vs Safety • Minimal Employee
• Lacking HR Policies/Procedures Involvement/Interaction
ORGANIZATIONAL IMPACTSNegative Business Impact Excessive Losses Poor Employee Relations
Statutory Ignorance High Insurance Cost Blame Others
Poor Incident Rates-- High Frequency/ High Severity OSHA Citations/Repeat Violations
Them vs Us(Labor vs Management) Employee Complaints
No Company Loyalty Morale Very Low
TRADITIONAL
SAFETY RESPONSIBILITY: Not Understood -
PERCEIVED: As a “Cost”
MANAGEMENT CHARACTERISTICS:
•Accidents are “Excused” Away • Programs/Campaigns - Short Lived
•Recognized Problems - Unwilling/Unable to Solve • Go Through Motions
•Fix the Symptoms, Not the Cause • Not Quite Sold - Willing To Go Halfway•Fix the Symptoms, Not the Cause • Not Quite Sold - Willing To Go Halfway
• Line “Accountability” Lacking Inconsistent • Expect Safety Department to Run Safety
ORGANIZATIONAL IMPACTS
Quick Fix Programs Reactive Management - Find It/Fix It
Set up for Failure Supervisors Ignore /Employees Reject
Repetitive Conditions And Problems
WORLD CLASS
SAFETY RESPONSIBILITY: Line Management Owned/DrivenPERCEIVED: As a Good Business “Investment”
MANAGEMENT CHARACTERISTICS: •Accidents Are Intolerable - There Are No Excuses •Safety Isn’t Safety - It’s Management
•Employee Centred Decisions Effectiveness
•Communication - Informal, Open, Encouraged •Planning - Long Term - 3 to 5 Years
• Responsibilities & Expectations - Clearly Defined And Accepted • Responsibilities & Expectations - Clearly Defined And Accepted
•Efforts “Closely Measured” and Responded To •Management Personnel are Personally Involved
•Line Accountability is Standard Practice •Safety Has a Sense of Urgency
ORGANIZATIONAL IMPACTS
Positive Good Safety Integrated
Business Impact Employee Relations To Production
More Business Employee Morale High Employees Promote The Company
New Business
ACHIEVING A CULTURE
PREREQUISITES
• Strong commitment from top management.
• Good safety program.• Good safety program.
• Established safety culture.
• Safety accountability in place.
DEFINING AND COMMUNICATING
THE NEED FOR CHANGE
• What are the internal and external drivers for the change?
• Why must this change take place?
• How will the organization benefit from this change?
Safety is as simple as ABC...Always Be Careful.
WHAT ARE THE KEY DRIVERS?
CULTURE CHANGE
• Defining and communicating the need for change.
• Employee Participation.• Employee Participation.
• Assessment and Feedback.
• Strategic Planning.
• Training.
EMPLOYEE PARTICIPATION
• Provides input to management.
• Shared vision. (IRS)• Shared vision. (IRS)
• Report unsafe conditions/acts.
CONTRACTOR IN A SAFETY CULTURE
• Screened and selected.
• Viewed as partners.• Viewed as partners.
• Performance is measured.
• Established accountabilities.
• Must fit/accept the culture requirements.
SIGNS OF CULTURE CHANGE
• True management commitment.
• Reduced injury rates.
• Changes in employees attitudes to safety.• Changes in employees attitudes to safety.
• Heightened participation by employees.
• Near miss reporting increase.
• More conversations regarding safety.
• Employee morale is high.
HOW CAN WE GET THERE?
• Long term achievement/commitment is a
product of day to day efforts.
• Consistentancy.
Coincident or Not ?If,A B C D E F G H I J K L M N O P Q R S T U V W X Y Z
Equals,
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
Then,K + N + O + W + L + E + D + G + EK + N + O + W + L + E + D + G + E11 + 14 + 15 + 23 + 12 + 5 + 4 + 7 + 5 = 96%
H + A + R + D + W + O + R + K8 + 1 + 18 + 4 + 23 + 15 + 18 + 11 = 98%Both are important, but the total falls just short of 100%
But,A + T + T + I + T + U + D + E1 + 20 + 20 + 9 + 20 + 21 + 4 + 5 = 100%
Safety really is about attitude. Make 100% Safe Behavior your choiceboth ON and OFF the job
© 2009 OHSC Inc.
NOTICE AND DISCLAIMER: all rights reserved. No part of this Powerpoint slides and
material may be reproduced and transmitted, in any form or by any means, electronic,
mechanical, recording, or otherwise, without the prior written permission of the
company(OHSC Inc.) Occupational Health and Safety Consultants Inc. and all persons
involved in the preparation and sale of this material disclaim any warranty as to accuracy involved in the preparation and sale of this material disclaim any warranty as to accuracy
or currency of the material. This material is provided on the understanding and basis that
none of OHSC Inc., the author/s or other persons involved in the this creation of this
material shall be responsible for the accuracy or currency of this content, or for the results
of any errors or omission contained herein.
OHSC Inc. www.ohsconsultants.ca P-519-758-0146 F-519-753-5332