Behavior Based Safety

Chandergupt Mehta
10 -11 June
Paris
Brostrom seafarer conference 2008
Its Better Being Safe
Its Better Being Safe
Brostrom seafarer conference 2008
Welcome to a presentation on Behavior Based
Safety.
This presentation shall be useful in understanding
and application of the concept and process of BBS
for seafarer who are concerned about correcting
unsafe behaviors for reduction of accidents and
promoting safe behaviors for developing injury free
culture .
The most important person in starting a BBS
process is YOU.
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What makes us take Risks
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Why do we need BBS?
BBS touches the root cause of accidents .Unsafe behaviors are at
the core of any near misses, injury , accidents. If we control
unsafe behaviors , we may not even have near miss
In safety terms we need to sample safety in a proactive way. But
in most of the incidents people doing anat risk behavior realise
the quantum of risk. Hence observation and feedback of the
incident is very important.
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Why do we need BBS?
Fewer
Fewer
Accidents
Accidents
Safety Safety
Training Training
Policies Policies
Slogans Slogans
Safety Safety
Meetings Meetings
Seminars Seminars
Management Management
commitment commitment
R R
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m m
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d d
e e
r r
s s
R R
e e
g g
u u
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a a
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Traditional Safety
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Why do we need BBS?
FEWER JZERO INCIDENTS
S
A
F
E
T
Y
A
C
T
I
V
I
T
I
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S
So through BBS we can reduce the
risk to the seafarer ,Equipment,
environment as well as the company
reputation.
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ABC model
The ABC model is based on asking what is an Antecedent , a Behavior
and Consequence
The ABC model can be used to determine why people behave in
certain ways
An ANTECEDENT is something that exists or happens before a
behavior is performed. A trigger.
A BEHAVIOUR is an observable act.
A CONSEQUENCE is what results from a behavior
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Consequence Qualities
All consequences can be broken down and found to consist of the
following qualities:
Timing sooner or later
Consistency certain or uncertain
Significance positive or negative
The perceived outcome of the qualities will
determine the behavior
Behavior is greatly influenced by what an
individual thinks will happen. If every one takes action after
consequence it is reactive. But if we observe and
give feedback then it become pro active for the future.
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Paradox of Safety
Further, most unsafe behaviors can be rewarding. For exampleBeing praised for taking a
short cut to finish a job quickly
Getting home quicker! The Paradox of Safety states, Most safe behaviors are punishing.
For example.
Discomfort wearing a respirator or safety goggles/safety helmet
Extra time taken to get the correct tool
Having to complete forms such as a hot work permit, etc.,
before starting a job
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Overcoming the Paradox of Safety
Focus attention on the positive to increase the
frequency of SAFE BEHAVIORS.
Find out what the barriers are to safe behaviors
Involve everyone in removing the barriers
Golden Rule- NO BLAME CULTURE
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What is BBS? Its a Continuous Improvement Process
Behavior-Based Safety is a process that helps
employees identify and choose a safe behavior
over an unsafe one.
The Behaviors Based Safety Process on the vessel
is by the seafarer , of the seafarer , for the seafarer
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Operational Excellence
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How does it work?
Observations - Watching someone at work for 10mins
once per month such that on the ship everyone is
observed once and does an observation once.
Observation is based on checklists which contain safe
and at risk behaviors e.g. tools and equipment, PPE,
positions of people and so on. Everyone on the ship is
involved, everyone will be trained as an observer
Additional behaviors which are observed but arent on
the checklist are written onto the checklist .
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How to do an observation?
For Observing Note- you ask them when
they were last observed if it was very
recently (say in the last week or two) then
you would go and pick someone else to
observe.
Once they have agreed to the observation
you then step back and watch the person for
the next 10minutes and with the help of a
checklist you write down all the behaviors
that you see them do, both safe and at risk.
Observer is not a police man
If something is not on the checklist then you
add it in the additional comments
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Feedback
Feedback- Looking for what people do right and then
commenting on that and also discussing with them
why people may engage in at risk behaviors that have
been seen in the observation. This means that we will
start acknowledging the good and safe work that you
already do.
Use positive coaching to discuss any at risk behaviors
and try to get to the root cause.
Both these processes relate to the behavior and not to
the individual
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How to give feedback.
Nothing- Telling someone nothing about the way
they are doing a job means they do not know if
they are doing the right thing
Negative- Giving negative feedback although will
stop at risk behavior in the short term does not
have lasting effects.
Positive- Positive feedback is nice to receive
although by itself does not help an individual if
there is a way they could be doing a job better.
Positive with coaching - Coaching just means
giving some guidance on the behaviors that you
have seen. Pick a selection of both safe and at risk
behaviors that you have seen. Praise the person
on what they did well, mentioning specific
behaviors observed and then try to introduce the at
risk behaviors in a non confrontational manner e.g.
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How to give feedback
If we see a behavior that could result in an incident then we stop the job
straight away and then discuss with the individual that we are going to
put it down. We can try to root cause the problem with the person to
include a solution. form. At the end of the observation thank the person
for letting you observe them and ask them if they felt that the
observation was fair
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Worked example:
A vessel has decided to focus on safe movement around the ship after noticing
that in 2006 fleet wide there have been 17 incidents, which have related to safe
movement around the vessel. They decide to carry out an observation, of
someone moving around the ship.
An observation is being done by you- The Chief Engineer, you are observing the
4th engineer- Jack doing engine room rounds. He begins by picking up his ear
defenders in the workshop before going into the engine room. You then see him
walk down the stairs to one of the lower decks and he is distracted by something
up to his right side- the cylinder lube oil header tank level gauge is next to the
stairs and so he was checking this, he isn't holding the handrail and you then
notice that he has the sleeves of his boiler suit rolled up. As he continues his
rounds he sees that someone has left a huge stilton on the ground and so he
picks it up so that no one will trip over it, although as he bends over he bends
with his back and not with his knees. Then as he continues his rounds an alarm
goes off and so he starts rushing back to the control room to see what it is .
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Worked example
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Scenario- Feedback phase
Scenario- Feedback phase
Then you-the Chief, give the 4th Engineer feedback on what you have seen.
Chief Engineer: I noticed that you were wearing your ear defenders in the engine
room, that's good and you were wearing your safety shoes properly and your
housekeeping was good, I was a bit concerned though that when you came down the
stairs that didnt have one hand for the ship and you might have fallen and you also
seemed a bit distracted, why was that?
4th Engineer: Oh I was looking at one of the gauges as I came down the stairs and
was concentrating on that so didnt realise I had even taken a hand off the handrail
C/E: what do you think that you could do differently next time to protect yourself from
injury?
4th: Next time on rounds I will check the gauge before going down the stairs
C/E: Great idea, thanks for letting me observe you
The percentage safe = 8/15 * 100 = 53 % safe
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Analyzing the Data
The process has 2 separate but equally important objectives:
1)TO IDENTIFY BARRIERS
People behave unsafe because it saves their time and effort (taking
short cuts or not using PPE).
Environmental solutions dont work so effectively as people may remove
guards and work in bad housekeeping.
Punishment may lead to positive or negative effects. Attitude change
does not help much, as it does not really convert into behavior.
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Analyzing the Data
The process has 2 separate but equally important objectives:
2) TO PROVIDE POSITIVE REINFORCEMENT & FEEDBACK
Quality of data will directly effect the quality of the resulting
analysis
The vessel has the ability to analysis its own data as well as all
going back to the office
Its important that Fleet Data is fed back to the fleet to make their
own comparisons
This gives the opportunity to have quality control within the
system
Data is now indicating where we should focus our resources
Such as training, changing procedures & improving equipment
etc
To set targets % safe = Number of safe behaviors observed /
Number of behaviors observed * 100
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CONCLUSION: 7 Basic Principles of BBS
Summary
The process must not be punishing
The process is only as good as the data collected, which requires
the data to be collected in a uniform manner by trained observers
The process must be driven by the workforce and supported from
above by management
People must see barriers being removed to maintain their
commitment to the process
Feedback is essential to the success of the Process
Confidentiality must be maintained to ensure open communication
Key safety behaviors are observable acts that need to be
understood and followed by everyone
So BBS can be tried for still better safety results.
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Thank you