Year Two in a GlobalBehavioral Safety Implementation

Tenneco Automotive’s Strategy and Results to Maintain Focus and Achieve Sustainability

Tim Gordon, CIH, CSP; Tenneco AutomotiveJohn Heussner, PhD, CIH; Tenneco Automotive

Don Groover, CIH, CSP; Behavioral Sciences Technology, Inc. American Industrial Hygiene Conference and Exposition

“PREVENTION— Our Mission for the 21st Century”Orlando, May 22, 2000

© 2000 by Timothy A. Gordon

Worldwide FacilitiesWorldwide FacilitiesRide ControlEmission ControlElastomersHeadquarters

The Behavioral Accident The Behavioral Accident Prevention ProcessPrevention Process®®

4 Essential Elements Identifying behaviors

Data gathering

Providing feedback

Removing Barriers

©1997 Behavioral Science Technology, Inc ®. All rights reserved. May not be reproduced without written permission.

The Behavioral The Behavioral Accident Prevention Accident Prevention ProcessProcess®®

©1997 Behavioral Science Technology, Inc ®. All rights reserved. May not be reproduced without written permission.

Implementation Strategy

Leadership

Global Implementation

Internal Consultants

Communication

Performance Metrics

StrategyLeadership

Rethinking how employee safety and health is integrated into the business

Injury-Free Careers vs. Total Case Rate

TCR of 2.0 by 2000, “Here’s a tool to get there.”

StrategyGlobal Implementation

Pilot delays implementation

Staged roll-outs have a high failure rate

U.S. approach frequently unsuccessful

outside North America

Desire for global culture

StrategyInternal Consultants

In-house Expertise

Language and Culture

Intensive Training by BST

Develop Site Self-Sufficiency

StrategyCommunications

Introductory video

Communications Network

Translation of materials

Performance metrics

StrategyPerformance Metrics

Percent employees trained

Observation (contact) rate

Observation quality

Year 2 Challenges

Transition from Process Construction to

Process Maintenance

Internal Consultant Staffing

Reorganizations and Turnovers

The Business

“Flat” Performance in 1999

Tenneco AutomotiveTotal Case Rate

2.00

2.50

3.00

3.50

4.00

4.50

5.00

5.50

TC

R

Monthly TCR

12 Month AVG

beginning of BAPP Initiative

Favora ble

Year 2 Enhancements

Video: “Behavioral Safety in Action”

Demonstrated the Impact on Safety

Marshall, Michigan PlantMonthly Injury Rates

0

5

10

15

20

25

30

35

Jun-9

7

Aug-9

7

Oct-

97

Dec-9

7

Feb-9

8

Apr-

98

Jun-9

8

Aug-9

8

Oct-

98

Dec-9

8

Feb-9

9

Apr-

99

Jun-9

9

Aug-9

9

Oct-

99

Dec-9

9

Tota

l C

ase R

ate

Observations

Begin

Favorable

Year 2 Enhancements

Video: “Behavioral Safety in Action”

Demonstrated the Impact on Safety

Focus on Improving Observation Quality

– Coaching Contact Rate

Communicated the Impact on Productivity

ProductivityImpact on Labor Efficiencies (Seward, Nebraska)

0.40.50.60.70.80.9

11.11.2

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

80

85

90

95

100

Observation Rate Target Observations Total Labor Efficiency

Year 2 Enhancements

Formal Process Assessments

Began Integration with other Business

Processes

Convinced Senior Management that BBS

was a Key Business Metric

Encouraged Regional Facilitator Networks

Implementation Results

Process now active in 69 facilities in 20 countries

4,771 trained observers

3,339 trained “observees”

14,000 employees observed and given feedback

every month

Historical Safety Performance

16.213.7

12.410 9.3

7.66.1

4.3 4

19.8 19.2 19.120.3

17.5 16.915.3

13.5

0

5

10

15

20

25

1991 1992 1993 1994 1995 1996 1997 1998 1999

Tenneco Automotive Industry Average

Total Case Rate

Assessment ResultsProcess Implementation Elements

37 Plants through 4-17-00

51.3%52.6%

62.7%

52.4%

42.6%

30%

40%

50%

60%

70%

Overall ProcessOrganization and

Management

Critical BehaviorIdentification,Definition, and

Communication

Data Gathering Feedback Barrier Removal