RC 381581 Principles of Occupational SafetyLoss Control

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RC 381/581Principles of Occupational Safety/Loss
Control

• Performance Measurement

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Performance Measurement

• The measurement used determines what one pays
  attention to.
• Peter Drucker

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Performance Measurement

• Management needs can best be served by providing
  measurements of consequence, measurements of
  cause, and measurements of control. Each provide
  a different type of information and serves a
  separate useful purpose in the safety program.
  While all three measurements are important, a
  good audit system provides management (at all
  levels) with timely information needed to correct
  performance and produce desired results!

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Top five are measures of our failures. They are
after-the fact (reactive measures)
Fatality
Lost Work Day
Recordable Injury
Consequences
First Aid Case
Near Miss
Property Damage
BOS - Categorizing - Tracking - Trending Real
Causes
Causes
Accident Analysis
Task Observations
Organizational Rules
Meetings
PPE
Training
Purchasing Engineering
Investigations
Inspections
Task Analysis
Controls
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Measurement of Loss Control Performance

• As with any aspect of business, it is necessary
  to set objectives and then objectively measure
  performance against such.

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Measuring performance answers questions like

• How well are we performing in our risk control
  efforts?
• Are we progressing toward our objectives, if not
  why not?
• Are we complying with legislation?
• What are our losses (time and money)?
• How many injuries and cases of ill health have
  there been?

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Means of Measuring Risk Control Performance

• Active Benchmarking
• Used to determine the performance of managements
  risk control efforts before things go wrong (most
  preferred)
• Completion of task/hazard analysis
• Completion of employee training
• Completion of planned/routine inspections
• Use of personal protective equipment
• Results of behavioral observation sampling

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Means of Measuring Risk Control Performance
(cont.)

• Reactive Benchmarking
• Used to quantify managements risk control
  efforts after things go wrong
• Accident statistics/analysis
• Loss tab analysis
• Worker compensation costs
• Days away from work due to injury/illness
• Is a useful measurement as long as quality
  reporting/collection methodologies are used

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Reactive Benchmarking Techniques

• OSHA Incidence Rate
• Total recordable incidents X 200,000
• Total of person-hours worked
• Recordable defined as anything requiring medical
  treatment (except first aid)

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Reactive Benchmarking Techniques (cont.)

• OSHA Frequency Rate
• lost-time injuries/illnesses X 200,000
• Total of person-hours worked
• Essentially tells us how often a lost-time
  injury occurred or would likely occur within our
  workforce

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Reactive Benchmarking Techniques (cont.)

• OSHA Severity Rate
• work days lost X 200,000
• Total of person-hours worked
• Essentially tells us how severe the lost-time
  injuries are that occur within our workforce

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Bottom Line of Performance Measurement

• When accidents occur ...
• We focus on the management system
• We dont blame the people (hourly or mgmt.)
• The success of risk control efforts are better
  measured by the completion of activities (e.g.,
  control measures) targeted at preventing loss
• Simply measuring the presence or absence of
  accidents doesnt help prevent them

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Components of an Effective Management Control
System

• Identification of required activities
• Establishment of internal standards
• Measurement of personnel against established
  internal standards
• Provide commendation/constructive correction
• Perform regular program monitoring/ updating as
  required

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Identification of Required Activities

• System activities required to achieve desired
  risk control objectives should include
• Top management leadership
• Planned/routine inspections
• Task observation analysis
• Effective workstation design
• Up-to-date written job descriptions
• Organizational rules procedures

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Identification of Required Activities (cont.)

• Diligent use of personal protective equipment
• Purchasing/Engineering/Product Development
  department involvement
• Emergency preparedness
• Employee/management training
• Routine group meetings/correspondence
• Accident analysis w/corrective follow-up
• Health services support

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Management Control System
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Identification of Work

• Planned Inspections
• Job/Task Analysis
• Accident Investigation
• Organizational Rules

• Accident Analysis
• Personal Protective Equipment
• Purchasing and Engineering Controls
• Group Meeting

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Standards

• Establishing standards for the work performance
  expected in each work activity area identified.
• Safety/loss control standards tell you who does
  what and when.
• Without adequate standards, there can be no
  meaningful measurement, evaluation or correction
  of substandard performance!

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Measurement

• Measuring performance by degree of compliance
  with established standards.
• You cannot manage what you cannot measure.
• What get measured get done.

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Evaluation

• Evaluating performance on a timely basis and
  communicating it to those accountable.
• Evaluation of performance is determining to what
  degree a standard or standards have been met.

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Commendation and Constructive Correction

• Commending compliance and correcting deficiencies
  in performance standards.
• Allows good performance to be identified with
  appropriate commendation.
• Enables substandard performance to be identified
  and corrected.

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Benefits of Regular Program Monitoring

• Provides objective behavior performance data for
  timely
• feedback, comparisons, competition, correction,
  reinforcement, recognition
• When appropriately used, these actions result in
  effective control.