BBS PRESENTATION FOR VPPPA _3_

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					Behavior Based Safety

    Frito Lay
What is Behavior Based
        Safety?
 “Behavior Based Safety is a process of involving workers
 in defining the ways they are most likely to be injured,
seeking their involvement and obtaining their buy-in, and
asking them to observe co-workers in order to determine
      progress in reduction of unsafe procedures.”

                                          ~Dan Peterson
History OF Behavior Based Safety
 BBS has been part of the Frito Lay Culture
  for the past 10 Years
 It Began With a man named Earl Blair
       Professor @ Indiana University
   BBS Is part of:
     Culture
     New employee Orientation
     Meetings etc.
     Everyone is expected to participate
         National BBS Observations


2010 National FL Behavior
 Based Safety Scorecard         P1       P2       P3       TTL
TTL BBS Observations            43,409   48,574   49,968   141,951

TTL # of MFG Observations       29,223   31,223   30,682    91,128

TTL # of Warehouse Observ.       5,492    6,993    6,936    19,421

TTL # of Traffic Ctr Observ.     1,884    2,092    2,056     6,032

TTL # of Sales Ops Observ.       6,551    8,257    8,861    23,669

TTL # of Observations Retired        7        5        6         18
    Our FLNA Safety Score Card -
2.01
              2009
YTD                                                                                                                                                                                                                              .23 YTD
                                  IFR Performance                                                                                          Lost Time Injury Frequency
                  Recordable Injuries / 200,000 hours worked                                                                               LTI Performance per 200,000 hours)

            24.0                                                                                                              3.50                         3.3
      25

      20                                                               418 Fewer
                                                                                                                              3.00                                                           188 Fewer
                                                                                                                                           2.4
                         16.5
                                                                        Injuries
                                                                                                                              2.50
                                                                                                                                                                              2.1             Injuries
      15                                                                                                                      2.00
                                11.2                                                                                                                    1.7                                   1.7
      10                                                                                                                      1.50                                                                               1.2
                                                   7.0
                                                               4.5                                      3.09                  1.00
                                                                                                                                                                        0.94              0.86                            0.85
       5                                                                                              2,71                                                                                                             0.65
                                                                                                                              0.50
       0
            '95   '96     '97   '98    '99   '00   '01 '02     '03    '04   '05     '06   '07   '08    '09                    0.00
                                                       Ops                                                                                 '00   '01     '02     '03         '04     '05    '06         '07    '08         '09
                                                       Sales                                                                                                           Ops            Sales




                    Operations OTR Fleet Safety                                                                                                        Sales / Fleet Safety
           Collisions and 3rd Party Claims / 1,000,000 Miles                                                                                           Collisions / 100 assets
  5        4.70
                                                                                                                            7.0
                                                                                                                                     6.3
                                                                                                                                                  6.0
  4                                                                                                                         6.0                                  5.4                5.7
                                 3.30                                                                                                                                                             5.0
                                                                2.76                                                        5.0
  3                                                                                                                                                                                                                  4.3
                                                                                          2.08                              4.0
  2                                                                                                            1.43
                                                                                                                            3.0
             0.91                     0.84                                                                                  2.0
  1                                                                    0.69                     0.66
                                                                                                                     0.28
                                                                                                                            1.0
  0
           '00          '01      '02         '03      '04            '05      '06         '07          '08     '09          0.0
                                                                                                                                  2004           2005          2006                2007       2008            2009 YTD
                                                       AFR
                                                       CFR                                                                                                              VCFR
Two Distinct Approaches to BBS


             Focus on
             Individual
              Behavior


                           Focus on
                          Developing
                          the Safety
                            Culture




      Both approaches have merit, and the
    ideal BBS process is a combination that
   addresses behaviors at all levels with the
   longer term goal of enhancing the safety
          culture of your organization.         6
        FL Behavior Based Process
              Consists of…
   Training
     Annual – All
     Train the Trainer Course (3 years)
         Giving   and receiving feedback training
 Audit Owners
 No Debates
 Data collection/sharing
    It Is Important to Remember
            That BBS is…
 Process vs. Program
 Employee-based vs. Top-down
 Peer Intervention vs. Supervisory
  Authority
 Positive vs. Negative
 Proactive vs. Reactive
    It Is Important to Remember
            That BBS Is…
                Con’t
 Custom vs. Off-the-Shelf
 Enhance vs. Replace
 Coach vs. Blame/Punish
 Influence vs. Coercion/Manipulation
 Value vs. Quota
The Ideal State of BBS

                                   Data Collection –
                                  Data is collated and          Ownership –
                                  analyzed to identify      Committed Partnership
                                trends, reduce hazards      between management
                                   and solve system             and workforce
                                         issues




                         Feedback – Various
                            mechanisms of
                                                                      Training – Everyone
                          feedback; one-on-
                                                                      continually improves
                           one feedback is
                                                                      knowledge and skills
                            practiced as a
                         constructive dialogue




                                                 Observations – Mix
                                                    of methods
                                                  conducted daily




                                                                                             10
         Basic FL BBS Model
1.   Employee Buy In
2.   Develop a Safe Behavior Inventory – Focus
     On Pin Points
3.   Customize Behavioral Checklists based on
     the Inventory
4.   Conduct Quality Observations & Feedback:
     Skilled Safety Coaching
5.   Collect, Analyze, Share Data
6.   Use Data and Issues to Solve Problems and
     Develop Interventions to Continually Improve
     Safety Performance
        Characteristics of Pinpoints*

“Pinpointing is the process of
being precise about what
people do.”

 Our goal is to enable workers
 to become fluent in safe
 behaviors (performs correctly
 without hesitation).

 * (Aubrey Daniels –
 Performance Management



                                        12
Pinpoint Behaviors




                     13
                          Pin Point Observations
                               Warehouse
       ….BBS Make It Personal                                                          Feedback
                                                                      Safe   At-Risk     Given    Total
Warehouse         ….Make Personal
Date _______
Shift _______

Employees execute pre-drive inspections prior to driving

Employees remain 4 feet away from active forklifts

Horns used at intersection & around pedestrians

Gave POSITIVE feedback/THANKED someone for working
safely

       * Total observation refer to a group or informal observation
                           Pinpoint Observations
                                    Back
Packer
Date _______
Shift _______                                                           Increase observations to decrease injuries

Details (Be specific as possible )




  If you wish to be contacted, please include name: _________________
Next Phase




                          Prepare


             Follow-Up                 Discuss



                         Show / Help




                                                 16
An Observation and Feedback Process
         Reduces Injuries.

                               Behavior Observation and
                                  Feedback Process


                                              Formal                                   Self
      Informal                       Weekly observations that Analyze,
Daily observations conducted      intervene to Increase safe and decrease   Use your mental checklist, and
  by the Safety Leader and                                                    remember to use the two
                                       at-risk behaviors. Utilizing the
   discussed at Pre-shits..
                                                  checklist
                                                                                     foot circle.




                                           Purpose:
                                 Injury Reduction

                   “BROTHER’S SISTER’S KEEPER”
                               BBS data application
Strengths: Built specifically for Frito Lay BBS users. BBS input & stats/feedback for individuals, teams, & and
site observations achieved/found on same page.
Opportunities: Would need to add necessary Administrative and Reporting features. Technical architecture
(VB.NET Windows application accessing database across WAN) of the program is not approved by BIS.
Next Steps: Explore possible BIS exception for the current technical architecture. Incorporate strengths of this
application into other 2010 BBS solution candidates.
                                     BBS Safety Process
4   0    0    0   4   Behavior-Based Safety Process                                                                                                         26      0      26

                      REPEAT DEFICIENCIES ARE AN AUTOMATIC 2X POINT DEDUCTION                                                                                PT    N/A   EARNED
Y   N   N/A   R       AUDIT QUESTIONS: "Y" = Yes; "N" = No; "N/A" = Not Applicable; "R" = Repeat                                                           VALUE   PTS     PTS

x                      3pts   1 Have all BBS trainers attended a FL Train-the-Trainer course?                                                                3      0      3
                                 Site BBS trainer must attend a FL train-the-trainer class and receive continuing education every 3 years.


x                     10pts   2 NO DEBATE: Established, functioning BBS program in place; with 50% of the site performing more than                         10      0      10
                                one observation per period to include all functions; manufacturing, warehouse and traffic.
                                 The review process should be team member lead, reviewing training; concepts, purpose and methods.
                                 The process should include anonymous observations, management participation and visible LT commitment,
                                 documenting both positive and negative performance.
                                 NOTE: The Traffic Center is required to complete two observations per driver, per year.
                                 One of the two required observations may be a self-observation.


x                     10pts   3 PRIORITY: Is there an adequate method of documenting the observation results to ensure that                                 10      0      10
                                identified behaviors are corrected and is there a mechanism in place to ensure that at-risk
                                observations identified have been corrected?
                                 Auditors should verify that the location has reviewed observation data to determine trends on a period basis
                                 and that the review is reported back to the site. The behavior analysis should be used in site safety plans.


x                      3pts   4 Has information and training in all stages of the behavior based process been provided to all observers                      3      0      3
                                and is documentation maintained?
                                 Training should include information on behavior identification, giving and receiving feedback , assessment, control and
                                 evaluation. A key component of training should be around the key critical behaviors.
   This NO DEBATE is currently at GREEN status.

                                                   Behavior-Based Safety OBSERVATION PROGRAM
                       2006 SAFETY "NO DEBATES" … "CREATING THE VISION" …CREATING THE DESIRE" … "LEADING THE WAY" … "MAKING IT STICK"
Place an "X" in the box that matches the assessment. EXPECTATIONS MUST BE FULLY MET TO RECEIVE CREDIT at that rating                                                           (WHO, WHAT, WHEN)
                             GREEN                                                              YELLOW                                                 RED                      ACTION ITEM
  Established, functioning BBS program in place; to           x   Behavior-Based Safety observation                       No established BBS observation program.
  include all functions; manufacturing, and warehouse.            program partially in place.                             The process includes no management participation
  The process should include management participation             The process includes little management participation    and minimal LT commitment.
   and visible LT commitment.                                     and minimal LT commitment.




  A Brother/Sister Keeper program has been                    x   A Brother/Sister Keeper program has been                No brother/sister keeper program in place.
  implemented and documentation to support.                       implemented and with no documentation to support.


  > 40% of Mfg and Warehouse are performing more than             <40 % and greater than 20% of the BBS observations      < 20% of the BBS observations are performed by
  one safety observation per period and issues                x   are performed by technicians, and issues/findings are   technicians.
  and findings discussed, addressed and documented                discussed, addressed, and documented monthly.
  monthly. Observers must attend giving and receiving
  feedback training.


  An observation review process should be in place for            An established BBS team is in place that evaluates      No established BBS team is in place that evaluates
  each function that evaluates the data for action planning       the data for action planning but the information        the data nor KPM owners per function.
  on a period basis. The process/evaluation should include x      is not followed up on nor do they have BBS KPM owners
  % safe by department, assigned BBS KPM owner,
  criticle behavior checklist and YTD as well as PTD data.


  Site has conducted annual BBS training for all              x   Site has conducted annual BBS training but              Site's annual BBS training has not
  employees. At least 90 % completion is expected.                completion is > 90 % but < 50 %.                        been conducted, and or, is at > 50%.
          Building a Leading
        Safety Culture with BBS
•   Safety is a core value.
•   Everyone looks out for themselves AND for their
    coworkers - Brother’s/Sister’s Keeper
•   The Organization establishes management
    systems to sustain safety performance.
   In the Long Run We are Trying
      to Improve Safety Culture
The reason we identify our most
critical safety behaviors Pin points
(Safe Behavior Inventory), and
engage in safety coaching is to
improve our safety culture.


Why? Safety Culture dictates the
level of Safety Performance!
THE START OF BBS FOR
    WILLIAMSPORT
         2003
 AFTER NATIONAL TRAINING THE
 PROGRAM TOOK ON A NEW NAME
 TRIPLE P = PEOPLE PROTECTING
             PEOPLE
        HOW DID IT GO????
   ROUGH / SLOW START

   TEAM MEMBER OPINON

   COACHING

   ISSUE’S
        ROUGH / SLOW START

   We were expecting great results.

   But…..

   What we got, was a very slow start to this
    process.

   We felt - Slow was better than nothing
      TEAM MEMBERS OPINIONS

   A program that would go away
   Tattle -Tail Program
   Program of the month
   If they are stupid enough to get hurt, let them
   This to will pass
   They don’t care about me
              OPINIONS CON’T
   Just another thing we have to DO:

   WIIFM

   If we stick together and don’t do Triple P
    Observations, they will go away, they will get
    tired of trying to get us to do it.

   This program is going to get us all fired!
                    ISSUE’S

   Afraid to Give Feedback

   No At-Risk Behaviors

   Check the Box
                  COACHING

   Started with our 1-1
    process

   Team members
    coached other team
    members

   Safety Team

   Resource’s
            TOTAL NUMBER
           LOWEST/HIGHEST
   2003   95 - 174 PER PERIOD

   2004   148 - 315 PER PERIOD

   2005   236 - 797 PER PERIOD
                    NEXT STEPS

   MID-ALANTIC REGION TRAINING – 2006
       Earl Blair – World Tour


   MORE TEAM MEMBERS INVOLVED

   CHANGED OBSERATION FORMS

   COACHING AND FEEDBACK TRAINING
MID-ALANTIC REGION TRAINING
   Safety is becoming a core value

   Focused on behavior as a leading indicator
      Because you can see it
      Stop at-risk behaviors

   Reinforce behaviors
       Opportunities for injury
       Identify potential for safer way

   Proactive Approach
       Stop an accident before it happens

   Brother’s/Sister’s Keeper
       Looking out of your co-workers
       Caring that they don’t get hurt
Proactive Approach



              Fatality

              Serious

               Minor

              Near Miss

             Behaviors
Leading Safety Cultures Require
 Continual Focus on all 3 Sides




            SAFETY
           CULTURE

       People & Behavior
           After the 2006 Earl Blair
                   World Tour
   2006    562 – 911 PER PERIOD

   2007    741 – 1153 PER PERIOD

   2008   1012 – 1174 PER PERIOD

   2009    869 – 1399 PER PERIOD

   2010 TO DATE   1187 – 1365 PER PERIOD
          MORE INVOLVEMENT
   Team members that were already involved
    started to coach others.

   LT talked at every State of the Site

   Make safety personal
    COACHING AND FEEDBACK
   Focused more on “How to give and
    Receive Feedback”

   Safety coaching is a Caring intervention,
    not a Confrontation

   Safety coaching is to improve performance
IFR Williamsport Site
                          Safety Culture

Safety is Important Safety is a Priority          Safety is a Value
      Dependent               Independent             Interdependent

       Top Down                 Bottom Up         Empowerment/Ownership
Condition of Employment    Personal Commitment       Team Commitment
     Disincentives            Safety for Self         Safety for Others
 Environmental Focus            Incentives        Recognition for Behavior
     Fault Finding          Behavior Focused     Env / Beh / Person Triangle
        Quick Fix              Fact Finding           System Thinking
                               Eventual Fix       Continuous Improvement

      Level 1                   Level 2                    Level 3



       Three Phases of our Safety Culture
                          Safety Culture

Safety is Important Safety is a Priority          Safety is a Value
      Dependent               Independent             Interdependent

       Top Down                 Bottom Up         Empowerment/Ownership
Condition of Employment    Personal Commitment       Team Commitment
     Disincentives            Safety for Self         Safety for Others
 Environmental Focus            Incentives        Recognition for Behavior
     Fault Finding          Behavior Focused     Env / Beh / Person Triangle
        Quick Fix              Fact Finding           System Thinking
                               Eventual Fix       Continuous Improvement

      Level 1                   Level 2                    Level 3



        Three Phases of our Safety Culture
        This is Where We Want Frito Lay to Be…

Safety is Important Safety is a Priority         Safety is a Value
      Dependent              Independent             Interdependent

       Top Down                Bottom Up         Empowerment/Ownership
Condition of Employment   Personal Commitment       Team Commitment
     Disincentives           Safety for Self         Safety for Others
 Environmental Focus           Incentives        Recognition for Behavior
     Fault Finding         Behavior Focused     Env / Beh / Person Triangle
        Quick Fix             Fact Finding           System Thinking
                              Eventual Fix       Continuous Improvement

      Level 1                  Level 2                    Level 3



         Three Phases of our Safety Culture
Let’s Continue To Make Safety a Value…

             Safety is a Value


             Empowerment/Ownership
          Self Directed Team Commitment
                  Safety for Others
           Recognition for engagement
             4 Disciplines of Execution
                  System Thinking
              Continuous Improvement
           TEAM 4 WARD
 Started in March 2009
 18 Team Members
 Drivers/Owners

				
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