Foreword by E. Scott Geller xi
Preface xiii
Acknowledgments xv
Chapter 1 Safety Basics 1
1.1 Traditional Safety Programs 1
1.2 Du Pont’s Success 4
1.3 Our Findings 6
1.4 The Safety Triangle 8
1.5 Complacency 8
1.6 Safety as a Team Process 9
1.7 Common Problems with Safety Efforts 11
1.8 Problems with Punishment 13
1.9 Appropriate Use of Punishment 16
1.10 Components of a Proven Safety Process 17
Chapter 2 The Vision 19
2.1 A Typical Week 19
Chapter 3 Value-Based Behavioral Safety Process 21
3.1 A Question of Balance 21
3.2 Ensure a Clear Mission or Vision Statement 24
3.3 Types of Mission and Vision Statements 25
3.4 What is a Value? 26
3.5 Why Clarify Values? 27
3.6 Use a Proven Process and Build on Basic Values 27
3.7 Concluding Remarks on Values 28
Chapter 4 Behavioral Safety Process 29
4.1 What’s in a Name? 30
4.2 Team-Based Process 30
4.3 Programs Versus Process 32
Chapter 5 Safety Assessment 33
5.1 What is a Safety Assessment? 34
5.2 Why Conduct a Safety Assessment? 34
5.3 Who Should Conduct the Assessment? 35
5.4 Objectives of the Assessment 36
5.5 Outcome of the Assessment 39
5.6 Safety Assessment Process 40
How Do You Conduct a Safety Assessment? 40
Step 1: Review Safety Data 41
Step 2: Conduct Interviews 42
Step 3: Observe Safety Meetings, Safety Audits, and Safety Practices in Work Areas 46
Step 4: Analyze Information and Develop and Improvement Plan 48
Step 5: Make the Final Report and Presentation 49
Chapter 6 Management Overview and Initial Workshops 51
6.1 What is the Management Overview? 52
6.2 What are the Objectives of the Management Overview? 52
6.3 What is the Design Team Workshop? 53
6.4 What are the Objectives of the Design Team Workshop? 53
6.5 What is the Agenda? 53
Chapter 7 Final Design 55
7.1 What are the Objectives of This Phase? 56
7.2 Design Team Process 57
7.3 Role of the Site Management Team 59
7.4 What are the Steps in This Phase? 59
Chapter 8 Step 1: Establishing Mission, Values, and Milestone Targets 61
8.1 Clarifying Values: A Structured Approach 62
8.2 Step 1: Brainstorm Actions Likely to Impact the Process 63
8.3 Step 2: Pinpoint Those Practices 63
8.4 Step 3: Sort These Practices into ‘‘Value’’ Categories 63
8.5 Step 4: Use Values in Designing Your Safety Process 64
8.6 Step 5: Discuss Values During Kickoff Meetings and Training 65
8.7 Step 6: Use Values as Criteria for Evaluation 66
8.8 Establish a Milestone Schedule 66
Chapter 9 Step 2: Creating the Safety Observation Process 68
9.1 How Do You Create the Observation Process? 70
9.2 Analyze Past Incidents and Injuries 70
9.3 Develop a List of Critical Safe Practices 71
9.4 Draft and Revise Checklists 77
9.5 Develop the Observation Procedure 82
9.6 Feedback on Observations 88
9.7 Trial Run the Observation Checklist and Process 92
9.8 Conduct Management Review 93
Chapter 10 Step 3: Designing Feedback and Involvement Procedures 94
10.1 Develop Guidelines for Using Graphs 95
10.2 Plan Reviews of Safety Process Data 98
10.3 Develop Guidelines for Setting Improvement Goals 99
10.4 Establish Guidelines to Expand Involvement in Observations 100
10.5 Checklist for Planning Feedback and Involvement 101
Chapter 11 Step 4: Developing Recognition and Celebration Plans 102
11.1 Overview of Safety Awards and Incentives 104
11.2 Safety Recognition 104
11.3 Simple and Concurrent Safety Awards 106
11.4 Tiered Safety Awards 108
11.5 Support through Traditional Compensation 117
11.6 Safety Incentive Compensation 117
11.7 General Guidelines on Supporting Safety Motivation 119
Chapter 12 Step 5: Planning Training and Kickoff Meetings 120
12.1 Observer Training 121
12.2 Plan Kickoff Meeting(s) 122
12.3 Plan Training Needed to Support the Process 123
Chapter 13 Step 6: Conducting Management Review 125
Chapter 14 Implementing Behavioral Safety Process 128
14.1 Conduct Training for Steering Committees 129
14.2 Establish a Process Owner 130
14.3 Steering Committee’s Responsibilities 130
14.4 Management’s Responsibilities 134
Chapter 15 Maintaining the Behavioral Safety Process 135
15.1 Steering Committee Members’ Responsibilities 136
15.2 Common Situations 138
15.3 Steering Committee’s Responsibilities 138
15.4 Management’s Responsibilities 141
Chapter 16 Some Final Suggestions on Implementation 143
Chapter 17 Special Topics: Safety Leadership 145
17.1 Biggest Barrier to Effective Safety Leadership 145
17.2 Other Barriers to Effective Safety Leadership 146
17.3 Leadership’s Special Role 147
17.4 Phases of Management Support 148
17.5 Management’s Most Important Role 149
17.6 Positive Questions 150
17.7 Formal Monitoring and Management Action Items 151
17.8 Role of Managers and Supervisors in Observations 152
17.9 Importance of Informal Leaders 153
17.10 Other Leadership Responsibilities 154
17.11 Safety Leadership Checklist 154
17.12 Concluding Comments on Leadership’s Role 155
Chapter 18 Special Topics: Serious-Incident Prevention 157
18.1 Element 1: Build Management Commitment and Leadership 159
18.2 Element 2: Involve Employees 159
18.3 Element 3: Understand the Risks 160
18.4 Element 4: Identify Critical Work for Controlling the Risks 160
18.5 Element 5: Establish Performance Standards 160
18.6 Element 6: Maintain Measurement and Feedback Systems 161
18.7 Element 7: Reinforce and Implement Corrective Actions 161
18.8 Element 8: Improve and Update the Process 162
18.9 Implementation of the Serious-Incident Prevention Process: Pipeline Operations Case Study 162
Chapter 19 Special Topics: Self-Observation Process 169
19.1 What’s My Job? 170
19.2 How Am I Doing? 170
19.3 What’s In It for Me? 171
19.4 How to Implement a Self-Observation Process? 171
Select a Safety Representative from Each Work Group 171
Create an Index 172
Develop a Sampling Process 173
Post the Self-Observation Data 174
Provide Group and Individual Recognition 175
19.5 Final Suggestions on Self-Observations 177
Chapter 20 Special Topics: The Steering Committee 178
20.1 Creating the Steering Committee 178
20.2 Training the Steering Committee 179
20.3 Steering Committee Responsibilities 179
A. Managing Process Measures 179
B. Managing Behavioral Safety Measures 183
C. Managing Safety Results or Outcome Measures 183
20.4 Responsibility Summary 186
Chapter 21 Advanced Topics: Why It Works and Behavioral Basics 188
21.1 Pinpointing 188
21.2 ABC Analysis 190
21.3 Consequences 191
21.4 Antecedents 194
21.5 Individual Learning History 195
21.6 Behavioral Analysis Worksheet 196
21.7 Developing an Action Plan to Address Behavioral Causes 198
Chapter 22 Advanced Topics: Improvement Projects 199
22.1 Problem-Solving Steps 199
22.2 Methods of Gathering Additional Information 200
22.3 Identifying Weak or Missing Contingency Elements 202
22.4 Guidelines for Setting Goals 204
22.5 Guidelines for Recognition and Celebrations 205
Chapter 23 Other Support Programs 208
23.1 Additional Safety Process Components 208
23.2 Supplemental Safety Programs 208
23.3 Additional Safety Process Components 209
23.4 Common Support Programs 211
23.5 Coordinate Special Programs 214
Chapter 24 Long-Term Case Studies 216
24.1 Behavioral Safety in a Refinery 216
Phase 1: Pilot Area 216
Phase 2: Plantwide Implementation 218
24.2 Employee Safety Process at an Ore-Processing Facility 219
Chapter 25 Self-Observation Case Studies 223
25.1 Canadian Gas Production and Pipeline Company 223
25.2 Electric Utility 227
25.3 Logging Industry 229
Chapter 26 Small-Company Case Studies 234
26.1 Pipeline Company 234
26.2 Polyolefin Plant 235
26.3 Food-Processing Plant 237
Chapter 27 Observer Effect 240
Chapter 28 Original Case Studies 253
28.1 Employee Safety Process at a Gas Pipeline Company 254
28.2 Creating a Positive Safety Process 255
28.3 Lessons Learned in Enhancing Safety Performance in a Paper Mill 256
28.4 Behavioral Approach to Industrial Hygiene 259
28.5 Long-Term Effects of a Safety Reward Program in Open-Pit Mining 266
Appendix A: Sample Implementation Schedules 271
Appendix B: Selected Consultants Experienced in Implementing Behavioral Safety Processes 274
Appendix C: Unstructured Approach to Identifying and Defining Values 275
Clarifying your Values 275
Phase 1: Identify Your Basic Values 276
Phase 2: Pinpoint Practices That Exemplify Those Values 276
Phase 3: Provide Training on the New Values 277
Phase 4: Use the Values as Basic Ground Rules for Interactions 278
References 279
Index 283
TERRY E. McSWEEN, PhD, is President and CEO of Quality Safety Edge, a company that specializes in the application of behavioral technology to create employee-driven safety and quality improvement efforts. He is also an active member in several business and professional organizations, including the Board of Trustees for the Cambridge Center for Behavioral Studies, the Association for Behavior Analysis, the American Society for Safety Engineers, and the Texas Association for Behavior Analysis.
“...application of behavioral science to safety is stressed throughout the text....the overall value the book in promoting behavioral safety.” (Chemical Health & Safety, November/December 2003)
|
Ask a Question About this Product More... |
|
