Safety Team

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Safety Team Problem Solving
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Goals
1. Describe various problem solving
techniques. 2. Identify and analyze safety
committee problems. 3. Develop solutions to
safety committee problems. 4. Know effective
recommendations.
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Introductions
Form problem solving teams
Elect Team Leader Select Spokesperson Name
you team.
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Step 1 Understand the problem q Perceive the
symptoms Behaviors Performance
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q What is the nature of the problem?
Leadership Management Relationship
Process Environment Equipment/Materials
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q What is the scope of the problem?
Within or between persons? Within or between
groups? Within the whole organization? q Is
there REALLY a problem? Is there a gap between
what we want and what weve got? Get agreement
- is everyone sold?
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q Is this really a problem? Is the problem
statement accurate? Get agreement - is
everyone sold? q If more than one
problem exists, which one should we solve
first? Instant Priorities Priority Matrix
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Perceiving the problem What observable/measurable
signs or symptoms lead you to believe there is a
problem? What is the nature of the
problem? What is the scope of the
problem? Write the problem statement. Is there
consensus agreement with the problem statement?
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Step 2 Determine the cause(s)
q Break the problem down into component parts.
Some simple techniques Circle Key words
Develop a sequence of steps q Ask who, what,
where, why, when and how, to get to the source or
root problem.
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Getting caught up in your work...
1. What are possible surface causes for the
accident? 2. What are possible root causes
for the accident?
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Step 3 Targeting Solution(s)! q Develop
specific primary and alternative solution
strategies. q Determine resources and
responsibilities. q Design specific
primary and alternative solutions. q Decide on
appropriate time lines.
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What recommendations would you make to make sure
the accident described in the previous scenario
never happened again? Engineering
controls Administrative controls Personal
Protective Equipment
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Step 4 Selling the solution What is an
effective recommendation? First, answer five
key questions 1. What exactly is the problem
(surface and root)? 2. What is the history of
the problem. Any similar accidents in the
past? 3. What are the options that would
correct the problem? Include at least three.
These options must address the hazards and the
exposures. 4. Who is the decision maker. Who
can approve, authorize, and act on the corrective
measure and when can it be carried out once
approved? 5. What will be gained (the
benefits) by approving the recommendation and
what is the predictable result (costs) if not
approved?
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• Effective Objectives
• Goals are easy to write. They're nothing more
  than wishes.
• Improve the hazard control program.
• Eat some really great food today.
• Lose some wait today.

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• Objectives take a little more thought. Well
  written objectives should have the following
  elements present
• Starts with an action verb. (Decrease, increase,
  improve, etc.)
• Specifies a single key result to be accomplished.
• Is quantifiable. Uses numbers to measure a
  desired change. (i.e., 50 increase)
• Specifies a target date for accomplishment.

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• For example, operational safety objectives might
  be written like this
• Increase the number of safety suggestions by 25
  by July 31st.
• Train all new employees in out hazard
  communication program before they begin work.
• Show a 35 reduction in back injuries by the end
  of 1997.
• Develop and implement an effective supervisor
  safety training program by Tuesday.

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Step Five Implementing the
Solution
q Change q Transition q Phases of
Transition Phase One. Letting go. Ending the
old order. Unfreeze old behavior. Acceptance.
Phase Two. Adapting. Searching for new
identity. Limbo. Neutral zone. Learning new
behaviors, performance. Phase Three. Grabbing
hold. A new beginning. Refreeze new behavior.
Acceptance.
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Part II APPLYING THE PROBLEM
SOLVING PROCESS
Role - The part you play Purpose - Intended
goal, result, effect, object Function -
Unintended result, effect
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Conducting the Perception Survey
1. Gather a team.
2. Determine who youre going to sample.
3. Decide how youre going to do the survey
4. Tell everyone why youre going to have a
survey
5. Conduct the survey.
6. Summarize the results.
7. Meet directly with the CEO to discuss the
results.
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Sample perception survey ____ 1. My
supervisor/I personally train safety procedures
for specific tasks. ____ 2. My supervisor/I
conduct regular safety meetings. ____ 3. My
supervisor/I displays safety leadership by what
is said and done? ____ 4. My supervisor/I
regularly recognize(s) safety performance? ____
5. My supervisor/I conduct regularly safety
inspections? ____ 6. My supervisor/I
provide(s) on-the-spot correction for unsafe work
procedures? ____ 7. My supervisor/I reward(s)
or recognize(s) for reporting hazards? ____ 8.
My supervisor/I enforce safety rules and policies
appropriately? ____ 9. My supervisor/I
encourage(s) safe work practices? ____10. My
supervisor/I encourage(s) and recognize(s)
reporting injuries? Total score
________ Average score of all employees __
Average score of all supervisors __
1. Rate your agreement by scoring each statement
below as follows Strongly disagree -5,
Disagree -3, Not observable 0, Agree3,
Strongly agree 5 2. If you are an employee,
start each statement with My supervisor. If
you are a supervisor or manager, begin each
statement with I.
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The Mind Map
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Prioritizing problems as a team
1. Team. From the Mind Map exercise enter
any five problems in the left hand column of the
priority worksheet below.
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2. Each team member. Prioritize the problems by
giving each a rating between 0 and 100 in the
yours column box to the right of each listed
problem so that all individual scores add up to
100.
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3. Each team member. Obtain and list other team
member scores for each problem.
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4. Team. Add (across each row) all individual
scores for each problem to arrive at the total
team score. The highest score(s) represent the
teams consensus on the relative value or
importance of each problem. The problem with the
highest score should be the first problem
addressed by the team.
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Brainstorming
1. Define the issue 2. Critical
non-judgement 3. Organized chaos 4. Similar
originality 5. Quantity, not quality 6.
Brief summary statements
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How about a Mind Meld
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The final exam