Tips for effective measurement of safety performance Kent Blackmon BSc crsp Ryan Orvis crsp chsc Session objectives Internal Responsibility System Benefits of measuring safety performance Measuring whats important ID: 321418
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Slide1
Balancing the safety scorecard
Tips for effective measurement of safety performance
Kent Blackmon BSc., crsp
Ryan Orvis crsp, chscSlide2
Session objectives
Internal Responsibility SystemBenefits of measuring safety performanceMeasuring what’s importantWhat makes measures effective
Leading vs. lagging indicators
Setting the standard
Integrating new metrics and establishing goals
Recognizing a Strong Safety Culture Slide3
Internal Responsibility System
3Slide4
Internal Responsibility System
Internal responsibility should be active at a workplace with partnerships in place to ensure a safe workplace which includes: responsibility, cooperation, sharing information, accountability and integrating H&S in to daily production activities.
Committees = play a large and important role at a workplace as they are the connection to hear concerns of the larger group.
Duties of
Managers
Duties of
Employers
Duties of
Workers
Right to
know
Duties of
Supervisors
Right to
Participate
Right to
Refuse
OHS Management
System
Safety OfficersSlide5
Internal Responsibility System
Supervisors = provide leadership in controlling hazards, training, monitoring to ensure compliance on their line and ensure implementation of policies on the floor, inspections,
and report
unsolvable issues
.
Employees = follow H&S policies
and procedures
, report hazards and cooperate with their
supervisor.
Safety Team = internal auditing, provide leadership, train, implement H&S policies, manage incidents, deal with reported hazards and monitor and enforce safety program.
Duties of
Managers
Duties of Employers
Duties of Workers
Right to know
Duties of Supervisors
Right toParticipate
Right to
Refuse
OHS Management System
Safety Officers Slide6
Internal Responsibility System
By understanding the “system” we see how each party in the workplace not only has responsibility, but more importantly how they intertwine and support each other.
We can also realize the importance of how relationships and communication between parties can determine the drive for a better safety culture and performance. Slide7
Relating the Internal Responsibility System to Safety Indicators
By
understanding the IRS and the difference between Leading & Lagging indicators we can see how they can relate.
By following the IRS employers will be accountable to have and monitor a strong OHS management system. All workers will be accountable to follow the safety program, and have the right to know and participate. Everyone will have a voice in the program. This would relate to our
leading indicators
.
Having a strong OHS management system supported by the IRS, theoretically
should reduce injury statistics. This would have a positive effect to our
lagging indicators.Slide8
Why Measure S
afety?
8Slide9
Why measure safety performance?
What gets measured, gets managedProvide an objective basis to determine program effectiveness.
Provide
information for decision making (management)
Forms
basis for continual
improvementSlide10
Plan-do-check-act Slide11
What makes measures effective
ReliabilityThe consistency or repeatability of the measurementValidityRelationship between measurement and program
Understandability
Can you/others explain what they mean?
Action-ability
Can results be translated into actionSlide12
HOW ARE WE DOING? Slide13
Measuring What’s Important
13Slide14
Safety Metrics Framework
Over the past decade, companies have been looking for better, more pro-active measures of safety performance.
Traditional methods of evaluating safety performance have not provided the right information.
Traditionally we would look at injury frequency’sSlide15
Traditional safety measures
Trailing (or lagging) IndicatorsResults measures that tell what
happened.
Focus on what went wrong.
Include injury statistics and loss reports.
Good for accountability but
not
indicative of best strategies for continuous improvement. Slide16
Problems with Lagging Indicators
Provides a limited, and often distorted, view of safety performance. Can be a deceptive indicator.
Lagging indicators do not explain performance; i.e. they provide insufficient data about what has been done (or not done); how well it was done; and their relationship to outcomes.
Possible “polluted" reporting.
Can be a motivation killer.
They do not provide sufficient process insights to effectively manage health and safety.Slide17
“
Managing safety only by LTI, is like playing tennis with your eye on the scoreboard and not on the ball” (Bernard Borg, 2002, Predictive Safety from Near Miss and Hazard Reporting) Slide18
Leading indicators
Measures that can be effective in predicting future safety performance.
“Before-The-Fact Measures
.”
Assess
results of
actions taken
before
incidents occur.Help to assess performance “effort” vs. “result’Slide19
Leading Indicators -Examples
Health & Safety Audits
Number (or %) of managers trained in Health & Safety Leadership
Number of senior leadership meetings with safety included on the agenda
Supervisor safety activities
Incident investigations completed within prescribed timeframe
Resolution of employee suggestions/Hazard ID
Percent of internal inspections conducted as scheduled
Number of safe acts, near misses reported or recognized
Employee safety perception surveys
Wellness program participation
Slide20
LEADING vs. LAGGING
Leading Indicators/Activities
Behavior Based Observations
Near Miss Reporting
Employee Perception Surveys
Supervisor Safety Activities
Hazard ID/Analysis Process
OHS Audits
Contractor EHS Selection
PRE LOSS / PREVENTION
LOSS CONTROL
Lagging Indicators
Reportable Injury Frequency
Lost Time Severity
Workers Compensation Costs
Property Damage Costs
Number of work improvement orders
POST LOSS / REACTION
LOSS CONTAINMENTSlide21
Setting the Standard
21Slide22
Safety management (SIMPLIFIED)
Injury Stats
Outcome
Process
Safety Program
Safety Culture
Hazard
Hazard
Hazard
Input
Uncontrolled
Hazards Slide23
The balanced scorecard
Results
Injury Stats
Program
Training, Inspections, investigations, audits etc.
Culture
Behaviors, conditions, perceptionsSlide24
Setting the standard
Standards for safety performance measurements should :Be documentedDefine
key safety performance measures
Identify minimum acceptable performance
Outline
how data is to be collected and reported at all
levels
S
trengthen
safety program oversightSlide25
When to measure?
Increase
the frequency
Decrease the frequency
Evidence of non-compliance
Required by legislation
Activity happens
frequently
High potential for change
Evidence of compliance
No legal requirement
Non-frequent activity
Low potential for change Slide26
What is acceptable performance?
Setting injury reduction targets –
ultimate goal is always zero.
Compliance targets –
ultimate
goal is always 100%
Acceptable performance should be defined for all metrics.
Question is – are we improving?Slide27
Setting safety targets
Specific M
easurable
A
ttainable
R
ealistic
T
imebound
Target
Slide28
Examples of Safety Targets
Who
What
When
Why
How
Senior
Managers
Injury RatesMonthlyInjury Reduction
Team Meetings Safety Committee
InspectionsQuarterly Legal Compliance
Bulletin-boards Supervisors Corrective Actions
Weekly Continuous Improvement
Committees Slide29
How are we doing?
Good input but poor output
Good input and output
Poor input and output
Good output but poor input
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sept
OctSlide30
BENCHMARKING
Ongoing process of measuring one company's safety performance against
those
recognized as
industry leaders.
Serves
as a measuring
stick for
the organization by identifying those organizations that are viewed as the best
.Comparing ‘apples to apples’ can be challenging (e.g. difference in calculations, organizations) Slide31
TIPS FOR MEASURING SAFETY PERFORMANCE
Define who, what , when, where, why and howBalance the scorecard – use leading and lagging indicators Set targets and goals that align with the organizations vision
Report progress at all organizational levels
Don’t forget to celebrate successes along the way
Slide32
Recognizing a Strong Safety Culture
32Slide33
Occupational Health and Safety Cultural ModelSlide34
Recognizing a strong safety culture
Measuring the right things and strong safety culture does not happen over night, but it can be achieved.
We need to focus on the right indicator, and not get caught up on the lagging.
We all can lead safety, we all can make a difference.Slide35
Questions
35