1 / 66

Measuring Safety Performance

Measuring Safety Performance. Ohio BWC Division of Safety & Hygiene. 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

owen-zimmerman
Télécharger la présentation

Measuring Safety Performance

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Measuring Safety Performance Ohio BWC Division of Safety & Hygiene

  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. 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. Turn & Talk • Why measure performance?

  5. 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 Reasons for Measuring Performance

  6. 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. Viewpoints of Measurement

  7. Turn & Talk • How does your company currently measure safety performance?

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

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

  10. DIRECT COST INDIRECT COST IS 4 TIMES THE DIRECT COST VS INDIRECT COST

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

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

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

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

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

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

  20. Safety Culture Assessment

  21. The Perception Survey100 questionsSafety CategoriesPerceptions of all Employees

  22. Survey Results

  23. The Structured Interview25% of EmployeesFacilitation of DiscussionMore detailed comments

  24. Accountability The Key to Managing Safety

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

  26. Video “Safety Accountability” • Safety must be managed the same as productivity and quality

  27. The Key to Managing Safety • Accountability

  28. What gets measured….gets done

  29. Who Is Responsible for Safety?

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

  31. Exercise

  32. Steps to Accountability • Define expectations and explain rationale. • Provide the tools and skills. • Measure performance. • Provide feedback.

  33. Performance Formula • 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 Motivationx Ability x Job Clarity PERFORMANCE = Obstacles

  34. Turn & Talk • How do your employees know what is expected of them?

  35. 1. Define Expectations2. Provide Tools & Skills3. Measure Performance4. Provide Feedback • Policies • Safe Work Practices • Job Safety Analysis • Performance Goals • Job Descriptions

  36. 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.

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

  38. 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.

  39. Criteria for Safe Work Practices • Reasonable and specific • Enforceable • Easily understood • Positive • Regularly reviewed and updated

  40. 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.

  41. 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

  42. 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.

  43. Performance Goals Step 4 Performance Appraisals

  44. Job Descriptions

  45. 1. Define Expectations2. Provide Tools & Skills3. Measure Performance4. Provide Feedback • Needs assessment • Measured Activity • Training • Tools • Resources

  46. Division of Safety & Hygiene Classes / Workshops Ohio BWC

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

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

More Related