Measuring Safety Performance

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Measuring Safety Performance

• Ohio BWC Division of Safety Hygiene

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Table of Contents

• Why Measure Performance?
• Types of Measures
• Accountability
• Step 1Define Expectations
• Step 2 Provide Tools Skills
• Step 3 Measure Performance
• Step 4 Provide Feedback
• Case Studies
• Follow-up Activities

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You will learn

• A sound foundation for developing or improving
  safety performance measuring systems
• Strategies and techniques for measuring safety
  performance, emphasizing process measures,
  accountability, systematic monitoring, and goal
  setting
• An understanding of how you can proactively use
  measurement systems to guide future performance
• Key elements of contemporary safety measurement
  tools

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Turn Talk

• Why measure performance?

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Reasons for Measuring Performance

• Improvement project evaluation
• Input into bonus and incentive systems
• A marketing tool
• Benchmarking
• Increased motivation

• A navigational tool
• An early warning sign
• Alter behavior
• To implement strategies and policies
• Trend Monitoring
• Improvement prioritization

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Viewpoints of Measurement

• Organizational
• A macro view how overall results are measured
  to determine whether safety efforts are paying
  off.

• Personal
• A micro view do measures insure individual
  performance or foster nonperformance.

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Turn Talk

• How does your company currently measure safety
  performance?

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Types of measures

• Results Measures
• Trailing
• Downstream
• End of Pipeline
• Results
• Achievement

• Activity Measures
• Leading
• Upstream
• Performance
• Predictors

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Results Measures

• Lost-Time Injury Rate
• Incidence Rate
• Severity Rate
• Accident Costs

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DIRECT COST
INDIRECT COST IS 4 TIMES THE DIRECT COST
VS
INDIRECT COST
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Results-measures are good when..

• They are broken down by unit
• They give insight into the nature and causes of
  the accidents
• They are expressed eventually in terms of
  dollars per unit
• They conform to any legal and insurance
  requirements

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Limitations of Results Measures

• Sometimes they measure only luck.
• They do not discriminate between poor and good
  performers.
• They do not diagnose problems.
• They can be unfair if used to judge individual
  performance

Results measures do not tell you why an
accident occurred or how to improve future
performance.
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Activity Measures

• Behaviors/performance linked to accident
  prevention.
• These measures assess results of supervisor or
  workgroup, or organizational action taken before
  accidents occur.

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Discussion

• What activities could prevent injuries from
  occurring at your company?

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Fatality
Safety Model
Lost Time
Recordable
First-Aid Case
Near Miss
Property Damage
Behaviors
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How Do You Decide Which Activities to Measure?

• It depends on your goals and what you want to
  accomplish

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Some Things To Look At

• Organizational vision, Goals, Strategic Plans
• Perception surveys
• Structured Interviews
• Safety Audits/Inspections
• Accident Analysis
• Accident Trends
• Behavior Observation Data

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What is Your Vision For The Future?

• Vision Serves Three Purposes
• Clarifies Direction
• Motivates People
• Aligns Individuals

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Characteristics of an Effective Vision

• Imaginable
• Desirable
• Feasible
• Focused
• Flexible
• Communicable

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Safety Culture Assessment

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The Perception Survey100 questionsSafety
CategoriesPerceptions of all Employees
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Survey Results
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The Structured Interview25 of
EmployeesFacilitation of DiscussionMore
detailed comments
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Accountability

• The Key to Managing Safety

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Rank the following

• Quality
• Cost Containment
• Safety
• Customer Satisfaction
• Production
• Employee Morale

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Video Safety Accountability

• Safety must be managed the same as productivity
  and quality

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The Key to Managing Safety

• Accountability

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What gets measured.gets done
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Who Is Responsible for Safety?
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Line Management Staff
CEO President Vice President Plant
Manager Supervisors Employees
Safety Human Resources Purchasing Accounting Q
uality
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Exercise
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Steps to Accountability

1. Define expectations and explain rationale.
2. Provide the tools and skills.
3. Measure performance.
4. Provide feedback.

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Performance Formula
Motivation x Ability x Job Clarity

PERFORMANCE
Obstacles
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Turn Talk

• How do your employees know what is expected of
  them?

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1. Define Expectations2. Provide Tools
Skills3. Measure Performance4. Provide Feedback

• Policies
• Safe Work Practices
• Job Safety Analysis
• Performance Goals
• Job Descriptions

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Safety policy criteria

• Express long-range purpose.
• Commit management at all levels to reaffirm and
  reinforce this purpose in daily decisions.
• Indicate the role lower-level management will
  have in the system.

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The Policy should Include

• Managements intent
• Scope of activity covered
• Responsibilities
• Accountability
• Safety staff assistance
• Safety committees
• Standards

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Safe Work Practices

• Leaders must communicate the need for all
  employees to understand the safety-related
  processes and procedures, and to actively
  participate in the organizations safety programs.

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Criteria for Safe Work Practices

• Reasonable and specific
• Enforceable
• Easily understood
• Positive
• Regularly reviewed and updated

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Job Safety Analysis

• Break the job down into component steps.
• 1.Select a worker to observe.
• 2. Observe the worker performing the job.
• 3. Describe each step and number
  sequentially.
• 4. Observe the worker several times to
  make sure all steps were noted.
• 5. Check the listed steps with the worker
  for agreement.

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Job Safety Analysis

• B. Identify the potential hazards.
• 1. types of hazards
• a. Contact
• b. Caught
• c. Falls
• d. Overexertion
• e. Exposure
• f. Repetitive motion

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Job Safety Analysis

• C. Safe work procedures
• 1. Explains how to do the job safely and
  efficiently, step by step.
• 2. Involves developing solutions to the
  potential hazards identified.

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Performance Goals

• Step 4 Performance Appraisals

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Job Descriptions

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1. Define Expectations2. Provide Tools
Skills3. Measure Performance4. Provide Feedback

• Needs assessment
• Measured Activity
• Training
• Tools
• Resources

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Division of Safety Hygiene Classes / Workshops

• Ohio BWC

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Leading the Change
Topics

• How injuries affect profitability
• Accident Causation
• Injuries equal Management error
• Motivation
• Measurement and Accountability
• Contemporary vs. Traditional Safety Programs

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Safety Involvement Teams
Topics

• The benefits of teams
• Phases of team development
• How to deal with team conflict
• Communication skills
• Team tools

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Facilitator Training
Topics

• Roles and responsibilities of the facilitator
• Team problem solving and decision making
• Running effective safety meetings
• Conflict resolution

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Behavior-Based Safety
Topics

• Why behavior-based safety works
• What to observe
• At-risk behaviors
• Feedback
• Positive reinforcement
• Coaching
• Managing behavior data

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1. Define Expectations2. Provide Tools
Skills3. Measure Performance4. Provide Feedback
Criteria

• Measure the performance of a task (rather than an
  outcome).
• Constructed to affect rewards.
• Specific and Measurable
• Within the persons span of control
• Measure the presence of a safety activity (not
  its absence).

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Criteria for Performance Measures continued

• Provide a means for swift and continuing
  feedback.
• Be flexible and allow for individual styles and
  strategies.
• Be simple and administratively feasible.
• Be self monitoring.

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Safety Performance Measurement Systems

• SCRAPE
• SBO
• Menu (DSH Model)
• Balanced Scorecard

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What Measures are Appropriate?

• Upper Management
• Middle Management
• Supervisors
• Safety Director
• Employees

• 100 Results
• 50 Results
• 50 Activities
• 100 Activities
• 100 Activities
• 100 Activities

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1. Define Expectations2. Provide Tools
Skills3. Measure Performance4. Provide Feedback

• List types of feedback recognition

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Criteria for Performance Evaluations

• Roles
• Numerical Rating
• Flexibility
• EE Involvement
• Central Coordination
• Addressing EE Weaknesses
• Additional Items
• System Evaluation

• What
• Who
• When
• Why
• How
• Systems Support
• Personal Impact
• Organizational Impact

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Positive Reinforcement

• Find someone doing something right, and reward
  them.
• Construct consequences to increase the
  probability that the behavior that precedes the
  consequence will occur more often in the future.

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Case Studies

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Review

• Steps to Accountability

1. Define Expectations
2. Provide Tools and Skills
3. Measure Performance
4. Provide Feedback

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Next Steps

1. Review current measurement systems.
2. Get management support/commitment.
3. Develop a vision.
4. Develop performance measures and activities for
   all levels of the organization.

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Next Steps

• 5. Conduct a Needs Assessment for tools and
  training required.
• 6. Determine how activities will be measured and
  reported.
• 7. How will performance be recognized and
  rewarded?
• 8. Re-evaluate the process.

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How Do You Know when You Get There?

• You never get there.

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There is Always Room For Improvement

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