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Measuring Safety Performance Ohio BWC Division of Safety & Hygiene.

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Presentation on theme: "Measuring Safety Performance Ohio BWC Division of Safety & Hygiene."— Presentation transcript:

1 Measuring Safety Performance Ohio BWC Division of Safety & Hygiene

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

3 3 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

4 4 Turn & Talk >Why measure performance?

5 5 Reasons for Measuring Performance >A navigational tool >An early warning sign >Alter behavior >To implement strategies and policies >Trend Monitoring >Improvement prioritization >Improvement project evaluation >Input into bonus and incentive systems >A marketing tool >Benchmarking >Increased motivation

6 6 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.

7 7 Turn & Talk >H>How does your company currently measure safety performance?

8 8 Types of measures >Results Measures Trailing Downstream End of Pipeline Results Achievement >Activity Measures Leading Upstream Performance Predictors

9 9 Results Measures >Lost-Time Injury Rate >Incidence Rate >Severity Rate >Accident Costs


11 11 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

12 12 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”.

13 13 Activity Measures ❒ Behaviors/performance linked to accident prevention. These measures assess results of supervisor or workgroup, or organizational action taken before accidents occur.

14 14 Discussion >What activities could prevent injuries from occurring at your company?

15 15 Behaviors First-Aid Case Recordable Lost Time Fatality Safety Model Near Miss Property Damage

16 16 How Do You Decide Which Activities to Measure? >It depends on your goals and what you want to accomplish

17 17 Some Things To Look At: Organizational vision, Goals, Strategic Plans Perception surveys Structured Interviews Safety Audits/Inspections Accident Analysis Accident Trends Behavior Observation Data

18 18 What is Your Vision For The Future? >Vision Serves Three Purposes Clarifies Direction Motivates People Aligns Individuals

19 19 Characteristics of an Effective Vision >Imaginable >Desirable >Feasible >Focused >Flexible >Communicable


21 Safety Culture Assessment

22 22 The Perception Survey 100 questions Safety Categories Perceptions of all Employees

23 23

24 24 Survey Results

25 25 The Structured Interview 25% of Employees Facilitation of Discussion More detailed comments

26 Accountability The Key to Managing Safety

27 27 Rank the following: Quality Cost Containment Safety Customer Satisfaction Production Employee Morale

28 28 Video “Safety Accountability” >Safety must be managed the same as productivity and quality

29 29 The Key to Managing Safety >Accountability

30 30 What gets measured…. gets done

31 31 Who Is Responsible for Safety?

32 32 Line Management & Staff CEO President Vice President Plant Manager Supervisors Employees Safety Human Resources Purchasing Accounting Quality

33 33 Exercise

34 34 Steps to Accountability 1.Define expectations and explain rationale. 2.Provide the tools and skills. 3.Measure performance. 4.Provide feedback.

35 35 > Performance Formula Motivation x Ability x Job Clarity Obstacles PERFORMANCE = Performance = safe job execution Motivation = desire Ability = mental/physical ability Job Clarity = knows expectations Obstacles = The things that get in the way of great performance

36 36 Turn & Talk >How do your employees know what is expected of them?

37 37 1. Define Expectations 2. Provide Tools & Skills 3. Measure Performance 4. Provide Feedback >Policies >Safe Work Practices >Job Safety Analysis >Performance Goals >Job Descriptions

38 38 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.

39 39 The Policy should Include: >Management’s intent >Scope of activity covered >Responsibilities >Accountability >Safety staff assistance >Safety committees >Standards

40 40 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 organization’s safety programs.

41 41 Criteria for Safe Work Practices >Reasonable and specific >Enforceable >Easily understood >Positive >Regularly reviewed and updated

42 42 Job Safety Analysis A.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.

43 43 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

44 44 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.

45 Performance Goals Step 4 Performance Appraisals

46 Job Descriptions

47 47 1. Define Expectations 2. Provide Tools & Skills 3. Measure Performance 4. Provide Feedback >Needs assessment Measured Activity Training Tools Resources

48 Division of Safety & Hygiene Classes / Workshops Ohio BWC

49 49 Leading the Change Topics: How injuries affect profitability Accident Causation Injuries equal Management error Motivation Measurement and Accountability Contemporary vs. Traditional Safety Programs

50 50 Safety Involvement Teams Topics: The benefits of teams Phases of team development How to deal with team conflict Communication skills Team tools

51 51 Facilitator Training Topics: Roles and responsibilities of the facilitator Team problem solving and decision making Running effective safety meetings Conflict resolution

52 52 Behavior-Based Safety Topics: Why behavior-based safety works What to observe At-risk behaviors Feedback Positive reinforcement Coaching Managing behavior data

53 53 1. Define Expectations 2. Provide Tools & Skills 3. Measure Performance 4. Provide Feedback >Measure the performance of a task (rather than an outcome). >Constructed to affect rewards. >Specific and Measurable >Within the person’s span of control >Measure the presence of a safety activity (not its absence). Criteria:

54 54 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.

55 55 Safety Performance Measurement Systems >SCRAPE >SBO >Menu (DSH Model) >Balanced Scorecard

56 56 What Measures are Appropriate? >Upper Management >Middle Management >Supervisors >Safety Director >Employees 100% Results 50% Results 50% Activities 100% Activities 100% Activities 100% Activities

57 57 1. Define Expectations 2. Provide Tools & Skills 3. Measure Performance 4. Provide Feedback >List types of feedback & recognition

58 58 Criteria for Performance Evaluations >What >Who >When >Why >How >Systems Support >Personal Impact >Organizational Impact >Roles >Numerical Rating >Flexibility >EE Involvement >Central Coordination >Addressing EE Weaknesses >Additional Items >System Evaluation

59 59 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.

60 Case Studies

61 61 Review >Steps to Accountability 1.Define Expectations 2.Provide Tools and Skills 3.Measure Performance 4.Provide Feedback

62 62 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.

63 63 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.

64 64 How Do You Know when You Get There? >You never get there.

65 There is Always Room For Improvement


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