Greetings this week from Palatine, Illinois. Dr. Peter Drucker once said, “What gets measured gets managed”; of course my follow up always is: “If you don’t understand what you are measuring it will still be hard to improve.” In all of our years and experiences auditing and improving all of the major approaches around Behavior Based Safety (BBS); we have found that the most difficult aspect and the area that most sites struggle with, is sustainability. I truly have a belief that if a project fails, it is not that it failed in the end, most likely it failed in the beginning. So to that I am really excited about the audio podcast this week, as it is the beginning of a three part series that focuses on Behavior Based Safety Key Performance Indicators (KPIs). This audio podcast will start looking at the initial implementation metrics that are used by clients with single locations to organizations rolling this out across multinational facilities. I hope this brings you value and you can find new ways to measure your progress. Shawn Galloway
President & COO ProAct Safety, Inc.
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Hello this week from Punxsutawney, Pennsylvania. In the audio podcast this week I will be talking about two popular acronyms, SWAT and SWOT and a brief example of how they can apply these to safety. You will hear me tie this to two themes. First it is my belief that we need to be continuously looking for ways to continuously improve in safety. Even when we reach zero our efforts should not decrease. Heck most sites hit zero accidents… on the 1st of January every year. Second it tends to work best if you can identify the opportunities to improve by listening to the culture. Ray Stata the co-founder of Analog Devices once said, “The Rate at which an organization and individuals learns learn may well be the only sustainable competitive advantage”. Moreover Marshall Goldsmith’s Book “What Got You Hear Won’t Get You There” summarizes these principles very well and is a good read.
Shawn Galloway
President & COO
ProAct Safety, Inc.
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Hello from Paris, France. For the audio podcast this week I will present an idea, essentially the way that I tend to look at gathered observation (Precaution Taking and Identified Risk) data. Unfortunately the vast majority of other processes that we audit, not enough are sites and methodologies are focusing on the data by responding to the collected insight and most importantly communicating the findings back to everyone involved. Peter Drucker once said “Success always makes obsolete the very behavior that achieved it.” What we’ve done to get us to this point today, doesn’t mean that by doing the same will continue to produce future results. We have to be looking for new ways to provide value in safety for those that we work with. - Shawn Galloway
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Greetings from the Normandy Region of France. After many years of auditing all of the existing Behavioral Approaches to Safety, I share with you four (4) critical questions worth asking. I hope that these questions, (certainly not the only questions you should consider) will set you thinking in the right direction; to improve your existing Behavioral Approaches to safety… or help with the creation of a customized process.
If you would like more information about this particular topic visit www.proactsafety.com
Enjoy the recording!
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Today’s podcast concludes this six part Safety Process Communication Series.
How do you communicate to others and increase the staying power of what you would like others to remember? In other words, how do we make messages sticky? This audio podcast provides insight into one approach that I learned about in a great book: Made to Stick. I hope you enjoyed this series and appreciate the conversations I’ve had with many of you about this series and look forward to further discussions!
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Today’s podcast is part five of a six part Safety Process Communication Series. This week you can listen in to hear me provide examples, questions to ask and introductory information around how to workflow and value stream map your safety communication.
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Today’s podcast is part four of a six-part safety process communication series. This week you can listen in to hear about some common leading key performance indicators (KPIs) for your safety process and what real communication looks like. Remember friends, communication happens best as dialogue not monologue…
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There are many ways we are able to communicate with others, however too often we send out an email or post information on a wall and poof, believe that communication has occurred. This podcast covers some of the ways that we try to communicate with others in safety and the fallacy of our beliefs and common practice. I start to cover in this podcast (part 3 of 6 – Safety Process Communication Loop Series) some of the best practices we have been exposed to, through our global travels and engagements with some of the best performers in Safety Culture Excellence.
I hope you enjoy!
smg
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From: http://emeetingplace.com/safetyblog/?p=169 One Thing That We Often Forget!
One thing that we often forget and equally if not more important than employee behaviors is management behaviors. If management is trying to create or improve the safety performance, they need to ensure that they demonstrate the same behaviors they expect from their employees. Employees are watching management very carefully during any process change. If management’s personal behavior is not consistent with the verbal and written messages they are sending, then the process will not work, the safety culture will not be trustworthy, and the management system will fail.
The management system and the safety program should be evaluated to ensure that it is effective and appropriate to specific workplace conditions. The management system must be revised in a timely manner to identify and help correct infractions during a management system evaluation.
One of the issues that I really struggle with is focusing on OSHA Total Case Rates (TCIR). In many cases, management has a tendency to focus on how well they are doing by using numbers to measure safety program success. I do not have a problem with presenting these statistics to upper management, as they are a good measure of the system, but one must remember that people get hurt not numbers. You must learn to focus on individuals as opposed to how well the numbers line up. You must focus on proven activities that will put the accountability where it belongs.
As top management, your visible commitment to safety can make a major difference in the quality of your employees work life. You can choose among a variety of formal and informal methods and styles for achieving this impact. Demonstrate to everyone that you are vitally interested in employee’s safety. Do this by making yourself accessible, encourage your employees to speak up about safety, listen carefully, and then follow through. Set a good example: follow the rules, make time to carry out your safety responsibilities, and insist that your managers and supervisors do the same. Make sure that everyone understands that you are in charge of a business where safety will not be compromised and where hazard awareness and safe work practices are expected of everyone, including on-site contractors and their employees .
From: http://emeetingplace.com/safetyblog/?p=169 One Thing That We Often Forget!
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What are the most important things to communicate and how do we ensure that communication has actually happened? Too often we forget we have people acting as our front line defense in safety and we forget to communicate back with them on how they have helped or the opportunities to further improve. It is easy to forget messages that have been sent our way with the hyper-competitiveness of today’s communication; so how do we stay on message about the criticality of what we are trying to accomplish in safety? I hope you enjoy part two of this series!
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Communication is by far, one of the most important elements in creating an excellent safety culture. It must be timely, on target and clear, otherwise, communication doesn’t happen. In this session we will discuss effective channels of communication and how to ensure that people are hearing the message that you mean to send. This begins part one of a six part, Safety Process Communication Loop Series.
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This podcast is part 3 of this self awareness series and concludes this talk by Terry Mathis. I hope you enjoy and find some ideas to self implement!
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This podcast is part two of Terry’s recently recorded talk that focuses on how to implement innovative self observation strategies, that increase self awareness of low probability risk.
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Creating self awareness for safety is important, especially when you are working in environments where it is common to work without other co-workers present. In this three (3) part session, we will discuss one tested, successful approach to increase personal safety awareness and how this can be applied and used within a safety observation process.
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As you start to get people involved and initially support new change, and if they become a culture improvement spokesperson, what are you planning to do to make sure they feel smart about their involvement and support decision? What scores are you planning to share with them? By the way, avoiding failure scores are not the same as achieving success scores. Whether it is one on one communication, group posting of scores, wins and successes, results, status updates, missed opportunities, whatever it might be, if you really think about it, it all comes down to helping them to help you but most importantly, making people feel good, about doing the right thing…
There is a principle in marketing called reinforcing the buying decision. For example, aren’t you glad that you purchased a ticket to a game when your team or your favorite athlete wins! In a talk I gave several years ago I translated this principle to “Reinforcing the supporters of change”. This is the principle for today’s audio podcast.
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This week’s podcast is part two (2) of this talk. If you have ideas that you would like to share specific to this topic, please email us and we’ll share your thoughts with others in a future cast. The email address is provided at the end of the recording.
Thanks!
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According to numerous studies, one of the leading injuries in the workplace is hand related injury. Increasing awareness and applying behavioral coaching has helped many organizations reduce the number of hand injuries within their facilities. In this two part session, I’ll discuss different applications for behaviorally focused approaches, that can significantly impact your hand-injury trends.
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In the pharmaceutical industry product quality really is consumer safety. A few years ago we first began an innovative approch with a major pharmaceutical company. We helped them combine a behavioral approach, to both safety and quality. Based on this work, they recognized a 50% first year reduction in all incidents with injury, and savings in the millions in quality. Today most companies have a lot of past research, department resources, tools, and lessons learned from quality initiatives available to them. Could some of those resources and experiences be leveraged to create a customized best in class approach to both quality and safety? Absolutely! Today’s podcast is a case study of this success.
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While attending the Ohio Safety Congress & Expo last week, I had the pleasure to meet a group of people who were subscribers of this podcast. They had heard us present a popular analogy of ours called “The Cliff Analogy”, a couple of years ago at another safety conference. They asked that I record it so they could use it as a tool and share in their safety meetings. Thank you very much for subscribing and keep up the good work!
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“The best way to manage observer burnout is to anticipate it and prevent it from becoming a part of your process.” – Terry Mathis, Founder & CEO of ProAct Safety.
I think this is a great topic and I feel confident that it will help remind everyone who has employee involvement in safety observations, on the importance of collaboration, communication and appreciation for efforts and accomplishments. This Podcast includes a reading of an article “How to Deal With Observer Burnout” which was published in May, 2000. This article can be found by navigating to the following links: http://www.ishn.com or http://www.proactsafety.com
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Today’s recording provides additional ideas, examples and covers the following topics:
- Value Stream Mapping Expanded
- Use of Kanban Tools
- Voice of the Customer
- Lean or Six Sigma, is the Debate Useful?
- Taking the problem into Gemba
- Potential Integration or Further Frustration?
- Timing & Support: They Are Absolutely Critical
- Doing the Right Things Rather Than Doing Things Right
- Topic Summary
This recording is Part 3 of 3. Applying Lean & Six Sigma Principles to Behavior-Based Safety .
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