Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Copyright by Rockwell Automation...

Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

Copyright by Rockwell Automation

Implementing a Behavior Based Safety Process at Rockwell Automation

Greater Cleveland Safety Council and the Northern Ohio ASSE Chapter August 6, 2009

Stuart J. Gock CSP

HQ Manager of Safety/ Milwaukee

Copyright © 2009 Rockwell Automation, Inc. All rights reserved.Copyright by Rockwell Automation

Decision to Pursue BBS Process

• Rockwell Automation has a well- established safety process• Generally good level of management support, employee involvement• Enjoying relatively low safety incident rates• Looking for the next step improvement in the safety process• Identified the BBS Process as a possible alternative• Decided to investigate BBS Process

• GOALS: – Identify and Select a BBS Partner to help implement a BBS Process– Implement the BBS process at Rockwell Automation


Began by Doing Research on the BBS Process


Identified Key Factors for a Successful BBS Process

• An initial commitment of support needs to be made by all key players.

• Meticulous and consistent communications need to occur between process leaders and organizational leaders

• Potential barriers need to be identified and addressed in the strategic plan.

• Expectations need to be clear and progress toward goals needs to be regularly measured.

• Ownership and accountability need to be defined and reinforced at all Levels


Identified Key Factors for a Successful BBS Process

• Customization – Fit For Purpose– One size does not fit all

• Minimize Perception of Change– Integrate into infrastructure– Minimize the resistance

• Participation in the process needs to be growing and regularly measured.

• A careful separation needs to be maintained between BBS and any disciplinary measures

.• It has to have a review and continuous improvement process for

sustainability


Developed a Behavior Based Safety (BBS) Qualifications Information Request-

Company Information-Expertise/ references

• Personnel• Company Experience• Implementations

• Number of Implementations last three years• Implementation by Industry Types• Three implementations 2 years and older with

Updated Incident Data


Behavior Based Safety (BBS) Qualifications Information Request-

Process Information• Overall Approach/ Theory• Behavioral Components

• Behavior identification• Approach to observation• Feedback process • Coaching/ reinforcement techniques

• Training• Timeframes• External v. Internal• Training Delivery methods

• Information processing-Tracking, reporting mechanisms• Sustainability/ Continuous Improvement


Consultant/ Vendor Selection Process

• Request For Information Sent to Recognized BBS Vendors

• Selected Three for further evaluation, reference checks

• Chose ProAct- Lean BBS


Secured Management Support for Selected Approach


Developed Rockwell Automation BBS FOCUS Process

Focused Observations Can Uncomplicate Safety


FOCUS Approach

Chose an Internal consultant model to lead the effort• Trained 8 individuals to be the HQ Process Experts

Back row: (L to R) Stuart Gock, Linda Dawson, Brett Jorgensen, Mark Winchester, Marcos Guzman, and Jim Guy Front row: (L to R) Terry Mathis (President, ProAct), Tom Neff, Majo Thurman, and Nicholas Young


Developed a Step Approach

• Step One-Site Preparation and Site Assessment

• Step Two- Training and Process Kickoff

• Step Three- Ongoing Activities and Continual Improvement


The First Step- Site Preparation and Assessment

Steps / Information / Actions Comments/ Responsibilities

PRE- VISIT PREPARATION ACTIVITIES/ INFORMATION REQUESTS

1. Organization Review Provided by site coordinator

Organization Chart

Physical Layout

Number of employees

Interview Planning and Scheduling

2. Document (Injury/Incident) Review

Accident / Incident Reports for past 3-5 years

Precaution Worksheet Analysis conducted

BBS internal consultants

VISIT ACTIVITIES

3. Interviews

Site Manager - individually BBS internal consultants

Departmental Managers individually

Supervisors in groups

Hourly employees in groups

10-15% of the workforce - in groups (representative of all units and shifts)

4. Perception Surveys

Given to all those interviewed (paper-and-pencil type survey)

Survey results tabulated

5. Safety Programs Review

Systems Review

Conditions Review

Behavioral Review

6. Steering Team Development

Selection process for identifying steering team members

7. Management Briefing BBS internal consultants


Results: Site Readiness Assessment-

• Tailored approach focusing the efforts specifically on those areas and behaviors needing improvement. The perception survey also helps identify potential barriers to a successful implementation.

– Management Briefing-• Pareto analysis on Existing Location Incident Data• Perception surveys, Focus Groups• Recommendations and Area of concerns


Management Briefing-

Understanding the Safety Perception Survey- Santo Domingo

3 Managers 6 Supervisors 32 Employees-

CATEGORY 1: Organizational and Management Support for Safety

All managers and organizations express safety priorities and support for safety programs in varying degrees depending on the organization’s goals and objectives. Employees then form their own perceptions of what is important and what is supported in the organization. Because employees are more likely to participate in new safety efforts if they perceive that these efforts are both important to the organization and will receive support from leaders, these perceptions play a vital role in developing any new safety initiative.

1. “Safety is a high priority in this organization.”

The more an organization perceives safety to be a high priority, the more those employees are likely to trust management when told that new safety efforts will be supported. Employees are also more likely to offer their support and participation in the new efforts.

Employees: 100%

Supervisors: 67%

Managers 100%

:

3. “Management is responsive to safety suggestions.”

Behavior-Based Safety processes often identify ways in which safety can be improved. If workers perceive that management responds well to such suggestions, they are more likely to support such efforts.

Employees: 88%

Supervisors:83%

Managers 100%

MANAGEMENT BRIEFING- CHAMPAIGN CDC BBS ASSESSMENT DECEMBER 10, 11 2008

1. Goals of the BBS Assessment

a. To accurately define the site culture and its readiness for BBS

b. To determine strengths in existing safety efforts on which to build

c. To determine factors which will facilitate or challenge BBS efforts

d. To make recommendations with which to strategically plan the implementation

2. Assessment Methodologies

a. Interviews

i. Managers (4)

ii. Groups

1. -Employees-(20)

2. Supervisors- (5)

b. Document Review

i. Accident & Incidents Reports

1. FY2004-2008

2. Existing Safety Processes

3. Audit data

3. Analysis of Accident Data- Precaution Worksheet Analysis-

Champaign Precaution Worksheet2004-2008

0.00 0.05 0.10 0.15 0.20 0.25 0.30

Pace (maintain steady and controlled speed)

Pre-job inspection and warnings about potential risks

Put all tools, equipment, and supplies where they belong

Select the proper tool/equipment for the job

Poor Grip

Extension (feet flat, work within easy reach)

Pinch points (keep body parts out of meeting surfaces)

Make sure the tool/equipment is in good condition

Policy/Procedure Violation

Keep work area clean and free of litter

Use the tool/equipment properly

Footing (stay on designated walkways/3point contact on stairs)

Get help with large or heavy lifts

Line of fire (position yourself out of the path of moving objects)

Repetition (change often when doing repetitive tasks)

Eyes on path/work (keep eyes in direction of travel and task)

Alignment (back straight, knees bent, avoid twisting)

Precautions Ranked By Percentage Contribution


Developed Training, Educational Materials


Step 2- Training and Process Kickoff

Steps/ information/ Actions Comments/ Responsibilities Time Required

1. First Training for Steering Team (BBS Basic Concepts)

Internal Consultant, Steering Team Members, Site Coordinator

8 hours

2. Design Workshop Internal Consultant, Steering Team Members, Site Coordinator

4- 8 hours

3. Managers/Supervisors Training Internal Consultant, Managers, Supervisors (grouped as available on schedule)

2 hours per session

4. Observer Training Internal Consultant, Observers (grouped as available on schedule)

4 hours per session-

Combined with steering

committee training

5. Workforce Briefings Internal Consultant, Workers in shifts (grouped as available on schedule)

½ - 1 hour per session

6. Process Kickoff Events As Planned, If Needed As planned


Strategic Plan/ Deployment

• Form Steering Team-–

– The steering team members are selected based on the needs and culture at the location. In addition, they also play a key role in developing site strategy, which minimizes perceptions of change and tailors the process to the individual site.

– Team can be formed from existing committees/ teams


Develop the Observation Process

• Observer Process

– The steering team selects observers best suited to the behaviors and locations identified in the site assessment. Based again on the site assessment, the choice of observers could be any combination of management and floor employees.

• Observation Checklist- – Targeted Checklist behaviors are based on actual facility data. Behaviors are

limited to 4-5 items minimizing observation time, and allowing internalization of the measured behaviors. Checklists are reviewed and modified as part of regular review process.


Precaution worksheet

Rockwell (Mequon) - Master Precaution Worksheet

2005 2006 2007 Total % Rank

Body MechanicsAlignment (back straight, knees bent, avoid twisting) 2 1 3 23.08% 2Get help with large or heavy lifts 0 0.00% 14Extension (feet flat, work within easy reach) 0 0.00% 14Repetition (change often when doing repetitive tasks) 1 1 2 15.38% 6Pace (maintain steady and controlled speed) 0 0.00% 14

CommunicationsPre-job inspection and warnings about potential risks 1 1 7.69% 9Task coordination among workers and shifts 0 0.00% 14Barricades and signs around hazards 0 0.00% 14

Body PositionLine of fire (position yourself out of the path of moving objects) 0 0.00% 14Pinch points (keep body parts out of meeting surfaces) 0 0.00% 14Eyes on path/work (keep eyes in direction of travel and task) 1 3 4 30.77% 1Footing (stay on designated walkways/3point contact on stairs) 3 3 23.08% 2Confined space 0 0.00% 14

HousekeepingKeep work area clean and free of litter 3 3 23.08% 2Put all tools, equipment, and supplies where they belong 1 1 7.69% 9

Tool and Equipment UseSelect the proper tool/equipment for the job 2 1 3 23.08% 2Use the tool/equipment properly 1 1 7.69% 9Make sure the tool/equipment is in good condition 1 1 2 15.38% 6

OthersPolicy/Procedure Violation 1 1 7.69% 9Employee Health/Medical Event 0 0.00% 14Personal Protective Equipment (selection, use, condition)Eyes/Face 1 1 2 15.38% 6Head 0 0.00% 14Hands 1 1 7.69% 9Feet 0 0.00% 14Ears 0 0.00% 14Lungs 0 0.00% 14Body 0 0.00% 14Fall/Pullout 0 0.00% 14


Tailored Checklist

Date: Employee Type (circle) FT

Time: Shift (Circle) A B C D

Observer: Overtime (Circle)

Dept #/Name: Task:

Equipment Used:

Supervisor

Required Elements

SafeCon-cern

P H B

P H B

P H B

P H B

Pinch points P H BWhy Codes: P = Perception H = Habit B = Barrier

Reinforce - the things workers do safelyExpress Concern - the accident potential

Temp Contractor

Ask - why do you do it that way?Care - don't criticize (set a tone of concern)Influence. Don't force

Watch - observe for the checklist items

Yes No

Behavior

Eyes on path/work

*Why? (circle)What?

Comments (Observer) Comments (Observee)

Keep area clean/free of litter

Make sure tool is in good condition

Tool is used properly

Announce - make people aware. Ask permissionGround Rules for Observers

No discipline connected to observationsAWAREness for Success

Focus on preventing accidentsMaintain RespectUse "Safe" and "Concern" terminology


Focus on Process Ownership-

– Approach tailored to specific issues and culture at site. Not a canned approach. Fewer observed behaviors allows for the behaviors to be internalized by the observers

– Accountability for both conducting observations and follow up actions (Scorecard example)


Scorecard Metrics (Measurements and Expectations)

# RA BBS Targets Red Yellow Green Type of Measurement

1 % of Observations Completed Each Month <75% 75-89% 90-100% Observer/Group/Facility

2 % Safe/Concern TBD TBD TBD Group/Facility

3 % Attended Steering Committee Meeting(s) TBD TBD TBD Group/Facility

4 # of CA's Planned & Completed TBD TBD TBD Group/Facility

Purpose: BBS Performance Metric requirements, Supervisor scorecard integration


Process Overview


Gather Insight

Give Feedback

WHAT

WHY

R+Concern

How does the BBS process get this information?


FOCUS BBS process and principles

In my opinion . . .In my experienceI don’t think it’s a problem because . . .I’ve done it before and not gotten hurt.What’s wrong with it?

That’s the way I always do it!I don’t know.I didn’t think about it.It’s the way we always do it around here

I can’t do it any other way because . . .It would be difficult to do it that way because . . .If I do it that way, (this would happen).

Perc

eptio

n

Con

scio

us C

hoic

e Habit

Sub-conscious choice

Limited/No Choice

Obstacle/Barrier

RISK

Based on the Risk Triangle-


Information Reminders

Physical or Organizational Changes

Perc

eptio

n

Con

scio

us C

hoic

e Habit

Sub-conscious choice

Limited/No Choice

Obstacle/Barrier

RISK

How Do We Properly Address Risk-Taking?

FOCUS BBS process and principles


Continual Improvement is built in

• Ongoing Steering Team Meetings at Location– Process includes process review and changes, including areas

targeted for observations, observation checklist changes, and effectiveness of corrective actions

• Quarterly Corporate Users Groups Meetings• Data Review• Successes, failures


Step 3- Ongoing activities

Steps/ information/ Actions Comments/

Responsibilities Time Required Timetable

1. Steering Team Training #3 (Data Analysis and Problem Solving)

Internal Consultant, Steering Team Members,

Site Coordinator 4 hours

2-3 months after Kickoff or when data is sufficient

2. Steering Team Training #4 (Process Long-term Issues)

Internal Consultant, Steering Team Members,

Site Coordinator – Additional Training as

Needed

4-8 hours 6 months after

kickoff

3. Process Audit and Continuous Improvement

Internal Consultant, Strategic Management,

Steering Team Members, Site Coordinator –

Additional Training as Needed

8 hours 12 months after

Kickoff


Obstacles/ Challenges Encountered

• Selecting the Right Approach for your company, culture

• Designing and Maintaining a Database for Observations

• Changing the perception that its only about conducting observations

• Site Readiness Levels

• Business Conditions

• Cultural Differences at Locations


Lessons learned

• Secure top senior and location management support for the effort

• Communicate process expectations up front before you begin to implement a site process

• The process kickoff can take longer than expected

• Communicate Successes and Activities Widely

• Its hard work to maintain momentum and Growth

• Done correctly, the process is a very positive addition to the safety effort


Results- FOCUS based approachAverage 3 Year Reductions

2.9

0.5200.511.522.53

3 Yr Avg (PreviousBaseline)

3 Yrs in Avg - (Post)

TRIR 3 Year Reductions


A BBS Location Perspective- Rockwell Automation’s Twinsburg location

• Truly Baird- Twinsburg FOCUS BBS Team Member


Thank You! Questions?

Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Copyright by Rockwell Automation...

Documents

Transcript of Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Copyright by Rockwell Automation...