BBS and Cultural Change Gordon DeLashmitt Sr. Behavior Based Safety Coordinator Shaw Industries Inc.

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What is Culture? Culture is a socially transmitted disease? The totality of socially transmitted behavior patterns, arts, beliefs, institutions, and all other products of human work and thought. Does this mean….. Culture is a socially transmitted disease?

What is Culture? The predominating attitudes and behavior that characterize the functioning of a group or organization. Development of the intellect through training or education. Enlightenment resulting from such training or education.

The Way Things Were Events that will impact IR in a weak or poor culture Work slow down Plant shut down New processes Changes in product Rumors

The Results Then… Impacts on these plants: Rumors of shut downs, buy outs, poor floor communications, and industry changes

What is Culture? Developing an enlightened community where individuals will be responsible for and to each other. A community where safety and peer to peer feedback is a function of the work process rather than an addition to the process.

Paving The Way A very important precursor to BBS at Shaw was a process called Advanced Safety Auditing or ASA An ASA is a non threatening safety conversation between a manager and an hourly associate ASAs are no name, no blame ASA opened the door to a new kind of safety feedback

The Shaw BBS Story In 2001, 1 facility started BBS using the Behavioral Safety Technology (BST) methodology The results were impressive with IR cut by 30% in 2 years The BST approach was adapted by one manufacturing division Currently there are 6 facilities in Shaw using this BBS process Reduction came despite a 30% reduction in labor

The Shaw BBS Story In 2003 it was determined that all manufacturing, distribution, and transportation sites could benefit from BBS This decision meant that over 19,000 people would be touched by BBS Around 9,000 people would trained and active in the process The Behavioral Risk Improvement (BRI) methodology was selected as the tool for this company wide roll out

The Shaw BBS Story BRI was selected because it addressed the following areas: Lone Workers such as truck drivers Salaried involvement in BBS The “Habit Strength” concept Employee recognition for success Shaw internalization

The Process Three roles Management: Support the process Steering Team: Oversee the process Core Team: Run the process

Basic BBS Antecedent, Behavior, Consequence: The ABCs of why people do what they do Pinpointing: Being specific about behavior Measurement: Charting success Feedback: A behavioral intervention Reinforcement: Celebrating excellence

BBS Process Keys Success Metric: 30 consecutive working days at 100% safe for a given behavior Questions Why 30 days? Why celebrate? What cost?

Feedback Feedback is a cultural change device when…. It is genuine It is “layered” through the company It is consistent It is given for both positive and constructive reasons

Reinforcement Reinforcement tips Give it yourself Make the accomplishment “large” and the tangible reward “small” Never escalate Be consistent

Logical Outcomes The reasons BBS impacts culture Improved communication model Concerned associates to speak up about safety More input from the shop floor BBS can circumvent the “rumor mill”

BBS Visuals

Plant BBS Awareness Boards

BBS and Diversity

The Results Now

The Proof

Keys To Success Identify a Change Agent Involvement at all levels Management must support the process No Name, No Blame Patience is required Recognize excellence at every opportunity

Questions Gordon DeLashmitt Shaw Industries Inc Gordon.delashmitt@shawinc.com (706)279-8456