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Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Copyright by Rockwell Automation Implementing a Behavior Based Safety Process at Rockwell.

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Presentation on theme: "Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Copyright by Rockwell Automation Implementing a Behavior Based Safety Process at Rockwell."— Presentation transcript:

1 Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Copyright by Rockwell Automation Implementing a Behavior Based Safety Process at Rockwell Automation Greater Cleveland Safety Council and the Northern Ohio ASSE Chapter August 6, 2009 Stuart J. Gock CSP HQ Manager of Safety/ Milwaukee

2 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Decision to Pursue BBS Process Rockwell Automation has a well- established safety process Generally good level of management support, employee involvement Enjoying relatively low safety incident rates Looking for the next step improvement in the safety process Identified the BBS Process as a possible alternative Decided to investigate BBS Process GOALS: –Identify and Select a BBS Partner to help implement a BBS Process –Implement the BBS process at Rockwell Automation

3 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Began by Doing Research on the BBS Process

4 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Identified Key Factors for a Successful BBS Process An initial commitment of support needs to be made by all key players. Meticulous and consistent communications need to occur between process leaders and organizational leaders Potential barriers need to be identified and addressed in the strategic plan. Expectations need to be clear and progress toward goals needs to be regularly measured. Ownership and accountability need to be defined and reinforced at all Levels

5 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Identified Key Factors for a Successful BBS Process Customization – Fit For Purpose –One size does not fit all Minimize Perception of Change –Integrate into infrastructure –Minimize the resistance Participation in the process needs to be growing and regularly measured. A careful separation needs to be maintained between BBS and any disciplinary measures. It has to have a review and continuous improvement process for sustainability

6 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Developed a Behavior Based Safety (BBS) Qualifications Information Request- Company Information- Expertise/ references Personnel Company Experience Implementations Number of Implementations last three years Implementation by Industry Types Three implementations 2 years and older with Updated Incident Data

7 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Behavior Based Safety (BBS) Qualifications Information Request- Process Information Overall Approach/ Theory Behavioral Components Behavior identification Approach to observation Feedback process Coaching/ reinforcement techniques Training Timeframes External v. Internal Training Delivery methods Information processing-Tracking, reporting mechanisms Sustainability/ Continuous Improvement

8 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Consultant/ Vendor Selection Process Request For Information Sent to Recognized BBS Vendors Selected Three for further evaluation, reference checks Chose ProAct- Lean BBS

9 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Secured Management Support for Selected Approach

10 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Developed Rockwell Automation BBS FOCUS Process F ocused O bservations C an U ncomplicate S afety

11 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. FOCUS Approach Chose an Internal consultant model to lead the effort Trained 8 individuals to be the HQ Process Experts

12 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Developed a Step Approach Step One-Site Preparation and Site Assessment Step Two- Training and Process Kickoff Step Three- Ongoing Activities and Continual Improvement

13 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. The First Step- Site Preparation and Assessment

14 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Results: Site Readiness Assessment- Tailored approach focusing the efforts specifically on those areas and behaviors needing improvement. The perception survey also helps identify potential barriers to a successful implementation. –Management Briefing- Pareto analysis on Existing Location Incident Data Perception surveys, Focus Groups Recommendations and Area of concerns

15 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Management Briefing-

16 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Developed Training, Educational Materials

17 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Step 2- Training and Process Kickoff

18 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Strategic Plan/ Deployment Form Steering Team-– – The steering team members are selected based on the needs and culture at the location. In addition, they also play a key role in developing site strategy, which minimizes perceptions of change and tailors the process to the individual site. – Team can be formed from existing committees/ teams

19 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Develop the Observation Process Observer Process –The steering team selects observers best suited to the behaviors and locations identified in the site assessment. Based again on the site assessment, the choice of observers could be any combination of management and floor employees. Observation Checklist- –Targeted Checklist behaviors are based on actual facility data. Behaviors are limited to 4-5 items minimizing observation time, and allowing internalization of the measured behaviors. Checklists are reviewed and modified as part of regular review process.

20 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Precaution worksheet

21 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Tailored Checklist

22 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Focus on Process Ownership- –Approach tailored to specific issues and culture at site. Not a canned approach. Fewer observed behaviors allows for the behaviors to be internalized by the observers –Accountability for both conducting observations and follow up actions (Scorecard example)

23 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Scorecard Metrics (Measurements and Expectations) Purpose: BBS Performance Metric requirements, Supervisor scorecard integration

24 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Process Overview

25 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Gather Insight Give Feedback WHAT WHY R+ Concern How does the BBS process get this information?

26 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. FOCUS BBS process and principles In my opinion... In my experience I dont think its a problem because... Ive done it before and not gotten hurt. Whats wrong with it? Thats the way I always do it! I dont know. I didnt think about it. Its the way we always do it around here I cant do it any other way because... It would be difficult to do it that way because... If I do it that way, (this would happen). Perception Conscious Choice Habit Sub-conscious choice Limited/No Choice Obstacle/Barrier RISK Based on the Risk Triangle-

27 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Information Reminders Physical or Organizational Changes Perception Conscious Choice Habit Sub-conscious choice Limited/No Choice Obstacle/Barrier RISK How Do We Properly Address Risk-Taking? FOCUS BBS process and principles

28 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Continual Improvement is built in Ongoing Steering Team Meetings at Location –Process includes process review and changes, including areas targeted for observations, observation checklist changes, and effectiveness of corrective actions Quarterly Corporate Users Groups Meetings Data Review Successes, failures

29 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Step 3- Ongoing activities

30 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Obstacles/ Challenges Encountered Selecting the Right Approach for your company, culture Designing and Maintaining a Database for Observations Changing the perception that its only about conducting observations Site Readiness Levels Business Conditions Cultural Differences at Locations

31 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Lessons learned Secure top senior and location management support for the effort Communicate process expectations up front before you begin to implement a site process The process kickoff can take longer than expected Communicate Successes and Activities Widely Its hard work to maintain momentum and Growth Done correctly, the process is a very positive addition to the safety effort

32 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Results- FOCUS based approach Average 3 Year Reductions

33 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. A BBS Location Perspective- Rockwell Automations Twinsburg location Truly Baird- Twinsburg FOCUS BBS Team Member

34 Copyright by Rockwell Automation Copyright © 2009 Rockwell Automation, Inc. All rights reserved. Thank You! Questions?


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