Presentation On Advance Safety Audit

Who’s Who?

 Who you are  Your company and role

 One thought on/a view about safety (either a positive or a negative aspect)

 Safety Auditing

 Aim is to achieve a step change in safety performance?  What does your Company say about Safety?  Have you achieved it? 

How Things Have Got Better…so Far.

•Behavioural Safety Auditing: Learning Outcomes 

Understand the wider consequences of accidents



Recognise the impact of our attitudes and behaviours on safety performance



Recognise how routine day-to-day activities cause harm,



Develop key skills to assist in the conduct of the behavioural safety auditing technique - changing/promoting safe behaviours  Role Play  (On site visit) 

Why all this effort for safety?

How we get Business Success

Definitions What does “auditing” mean to you? •Auditor- One who hears, a listener

•AuditingTest (what people know) Verify (what people do)

Commend Correct (self correction most effective) •People must be involved 

How do we measure Safety? Accident Rates at Work Source: H&S Statistics 98/99

Falls from a height Struck by moving vehicle Stuck by moving object (inc flying/falling) Contact with moving machinery Contact with electricity/electrical discharge Trapped – collapsing/overturning Drowning or asphyxiation Exposure to an explosion Injured by an animal Slips, trips or falls, on same level Exposure to fire Injuries not classified by type Injured while handling, lifting or carrying Exposure to/contact with a harmful substance Acts of violence Other kind of accident Strike against fixed or stationary object

Fatal

82 47 42 20 17 15 10 6 4 3 3 3 2 2 1 1

Major 3-Day (Non-fatal)

8279 Top5558 Prize? 929 2830 4280 1715 215 226 57 60 171 8767 59 37 2826 832 602 434 1337

A Lottery

17650 5584 458 511 106 134 849 25801 259 231 47188 4020 4376 2978 6834

Total

13919 3806 21972 7319 690 752 173 200 1024 34571 321 271 50016 4854 4979 3413 8171

Totals: Note: Reflects reported accidents only, Does not include ill-health/diseases etc Does not reflect “first-aid only” or less than 3-day injuries, Does not reflect “near-misses” 258 28114 127988 156360 Approx 700 reported injury-accidents per working day

Unsafe Acts and Safety Auditing

SAFETY AUDITING 

Why Do People Take Risks?

Wrong Motivation It Won’t happen to me!

Mistakes Don’t Know

Why Do People Take Risks?

Essential Principles & Values Where Do We Do Audits? Audits take place at the work site!!  Reality  That is where the accidents happen.  We can test what people know and verify what people do.  Person will feel more comfortable

 We “Walk the Talk” 

Essential Principles & Values Go Out in Twos     

Better balance See each others blind spots Accountability Gives confidence Coaching during evaluation

Essential Principles & Values How do we have a successful meeting? Agenda Item

Action Tell Barrier Discuss Do you…?

Can you…? Will you? 

Questioning Technique 80%Listening : 20% Asking - Open Questions Seeking Information Six questioning friends:

What How Where When Who Why*(use caution) 

Questioning Technique - Closed Questions Clarifying and Confirming Information Reaching Agreements (usually yes/no answers)  Closed Questions

Have you read it? Can you get it? Will you do it that way from now on? 

Questioning Technique - Practise

Life and Times Find out, through open style questions, about my time:

At School Out of School In Work “Out” of Work 

The Risk Assessment Model Task Description Risk

Hazard

(Probability x Effect)

Controls 

Safety Audit Risk Assessment Model Hazard

Risk (Probability x Effect)

Controls

Task description What job are you doing? How long have you been doing this job? What stage are you at?

How can you What would your get Hurt? Injuries be? What would that be like for you?

HIP What can you do to Prevent that from happening? What can I do…? What can the organisation do…..?

How else can you get hurt doing this Job? 

How can we detect danger?  Use your senses that are safe to use, but don’t put yourself in danger!    

Sight sound Smell Touch

 ... but not taste!!

 Experience  Gut Feel  Check lists

Advanced Safety Audit Report - Categories  There are 6 categories to assist us in determining unsafe acts and controls:  Reactions of people  Positions of people  Personal protective equipment  Tools and equipment  Procedures  Orderliness/tidiness

How can they get hurt? 1 2

Energy source

Work site

Product Escape

3 4 5

6

Manual Handling

Material/ Chemical Exposures

Mechanical

Priorities for Control  Remove the hazard or stop the job

2 3

4 5 6

7

Competent people 

1

 Engineering & Design  Tools & Equipment  Procedures (inc Emergency Procedures)  Orderliness at the work site

 Personal Protective Equipment

Logical And Creative Thinking

Logic L

Fight or Flight?

cReative R Cerebellum (Old brain)

Combining Logic and Creativity leads to Synergy: An order of magnitude greater 

Safety Audits

Perception

•How We Raise Risk Perception

Time

Tears to your eyes!!

Actions Commend

Actions

Agreement, to Correct an Unsafe Act  What agreement/s can be made to stop people getting hurt?  Ensure agreement is made by: You  The Person  Others in the Organisation  Score out of 10, a confidence level 

Step by Step 1. Get Ready 2. Consider Safety  At a distance  Closer look

3. The Audit - Listening  Introduction  Agenda  Summary

4. Evaluate 5. Record 6. Follow-up & Review 

Setting the Agenda - The Office

Setting the Agenda - Using the Staircase

Setting the Agenda - Tea Break

Setting the Agenda - More Stairs

Setting the Agenda - Forklift

Setting the Agenda - Pallet Load

Observe people before meeting  Look for any change of behaviour >>

 But don’t jump to conclusions!

 Look for no change of behaviour 

The Audit - Introduction  Introduction       

Introduce yourself Ask for their first names Explain what you are doing and why Show respect Friendly Eye Contact Smile!

The Audit  Ask about the job they are doing  Go through the agenda of hazards  Ensure you close out each agenda item  commend for good safety practices  commitment to action to correct unsafe acts 

Audit Role Plays 1

 Hedge Cutting

2

 Basket (half-height

 Unfavourable

container) Walking

Responses

3

 Handling Loads and Negotiating Stairs

4

 Broken Agreements  BSA or Discipline

 Fork Lifts and Unstable Loads

5

 Post Audit Actions

 Office Stairs

Close

The Audit - Summary  Get the person to summarise his/her actions  You summarise your actions to support improvement  Thank them for their time and involvement  Arrange time to call back to review actions 

Evaluate - The Audit

The Audit: • Actions and agreements made • Missed anything significant? • Organisation’s standards and practices

Evaluating the Audit: Plan, Perform, Measure, Improve

Evaluate - Yourselves

Yourselves: • How well did we do? • What have we learnt?



Make a Record of Audit  Faintest of ink is better than the strongest of memories  Brief  No names of people from work site (unless to commend)  Record names of auditors  Record unsafe acts  Record of actions  The record is primarily for you, but a copy is sent to Safety Advisor for analysis 

Review & Follow up  Your responsibility to ensure agreed actions are implemented  At the work site  Revisit until behaviour has changed



The Behavioural Safety Auditing Technique As well as using for BSA, the technique (“ask, don’t tell”) is equally valid for:  Toolbox talks/Pre-job talks

 Normal supervisory activity  Time out for Safety  Other issues:    

Production Costings Quality Environment, etc 

The Results  Promotes the elimination unsafe acts  Find out what’s happening before it turns into an incident  Ability to evaluate true safety performance 

TRUST

Your Organisation Needs You Will you….

……commit to undertake an audit within the next 2 weeks

 commit to frequent, quality, Safety Audits?  …….remember that the highest of standards

that we can expect from others, are those that we demonstrate ourselves? 

Linked Slides and Individual Options

Linked to “How do we detect danger: Button 1

How can they get hurt?

Next

       

Energy Source

Electricity Gas Radiation Falling objects Temperature extremes Noise Steam Compressed air 

Linked to “How do we detect danger: Button 2

How can they get hurt?

Work site

Trip hazards Fall from height Confined space Poor lighting Other people above, below adjacent  Blind corners  Waste material  Escape routes blocked      

Next

Linked to “How do we detect danger: Button 3

How can they get hurt?

Product Escape

    Next

Leak Spill Overflow Wrong mix 

Linked to “How do we detect danger: Button 4

How can they get hurt?

     Next

Pushing Pulling Lifting Repetitive movements Overexertion 

Manual Handling

Linked to “How do we detect danger: Button 5

How can they get hurt? Material/ Chemical Exposures  Inhalation  Absorption  Swallow (Ingestion)

Next

Linked to “How do we detect danger: Button 6

How can they get hurt? Mechanical

       

Crushing Shearing Cutting Entanglement Impact Stabbing Friction Vibration 

Linked to “Hierarchy of Controls: Button 1

Controls or „what can be done to stop people from getting hurt‟.

Next

Linked to “Hierarchy of Controls: Button 2

Controls or „what can be done to stop people from getting hurt‟.

Engineering •Protection of moving

rotating parts •No access to dangerous areas Next

•Handrail in position & good condition 

Linked to “Hierarchy of Controls: Button 3

Controls or „what can be done to stop people from getting hurt‟.

Tools & Equipment •Right for the job •In good condition •Used correctly  Next

Linked to “Hierarchy of Controls: Button 4

Controls or „what can be done to stop people from getting hurt‟. Procedures •Do they exist? •Do people know about them? •Are they being used? •Are they kept up to date? •How could they be improved?  Next

Linked to “Hierarchy of Controls: Button 5

Controls or „what can be done to stop people from getting hurt‟.

Emergency Procedures •What if something goes wrong? • Do emergency procedures exist? •Do people know and understand them?  Next

Linked to “Hierarchy of Controls: Button 6

Controls or „what can be done to stop people from getting hurt‟. Orderliness • • •

Next

A place for everything, everything in its place Safe Secure 

Linked to “Hierarchy of Controls: Button 7

Controls or „what can be done to stop people from getting hurt‟. Personal Protective Equipment •Head to toe •Consistency with fellow workers •Matches the hazard •Is it in good condition? 

Next

Linked to “Hierarchy of Controls: Button 8

Controls or „what can be done to stop people from getting hurt‟. Competency and Training

•Selection •Experience •Skill

•Knowledge 

Link from Audit Role Plays: Button 5

Stair Safety

Link from Audit Role Plays: Button 1

Hedge Cutting

Next

Audit - Hedge Cutter: Use slide if props (cutter) not available

Hedge Cutting (2)

Link from Audit Role Plays: Button 2

Deck Supervisor

Next

Link from Basket - Dealing with difficulties: from previous slide

Unfavourable Responses  Did my approach/questions promote an unfavourable response?  Did the individual understand my question?  Was the timing for the Audit appropriate? We may need to adapt our approach:

Next

 What If…?  Get the person to mentally substitute him/herself for someone else.  What is the safest way to do this job?  If danger is not imminent it may be appropriate to call back at a later time. 

Link from Basket - Dealing with difficulties: from previous slide

Broken Agreements? Don’t jump to conclusions, be friendly and ask questions first.

“What agreements did we make when we met last time?”

This question confirms understanding. If there has been no misunderstanding the next question is..

Next

What is the reason for breaking your agreement? 

Link from Basket - Dealing with difficulties: from previous slide

Safety Auditing and Discipline •Two totally different behavioural change tools •Positive strikes most effective way of bringing about change •May at times be necessary to use discipline but if that is the case it ceases to be safety auditing

But when? •Well established rule is broken •High risk of injury as a result •The person is not willing to learn



Link from Audit Role Plays: Button 3

Pallet Load

Link from Audit Role Plays: Button 4

Handling Loads