Tag Archives: safety measurement

Right Tool for the Job

I see lots of articles on LinkedIn and various blogs about how some methods used in workplace safety management are of no value, or worse, these tools are straight from Hell itself. I’ve read that things such as BBS (Behavior Based Safety), measuring safety performance, or computer based training (CBT/WBT) are not to be used by the right-thinking safety professional. Some safety professionals are saying that these methods are “snake oil” and those that promote the use of these methods are con artists. But I think we may be looking at these methods incorrectly.

My father was a carpenter and he had this massive tool box that went with him on most jobs. It was like the rolling, multi-drawer metal toolboxes you might see today at an auto repair shop, except his was made of wood and he built it himself. He had literally hundreds of tools in the drawers of that toolbox, and each had specific functions. I can’t imagine one of his co-workers saying to him “I don’t know why you keep that #3 Phillips screwdriver in your toolbox; it doesn’t work on a #2 Phillips screw”, or “Why do you have that cross-cut saw? It can’t be used in cutting out a pattern”. It’s really no different when we talk about the various methods, or tools, used in workplace safety management. BBS, CBT, measuring safety performance…these are all just tools that are available. And they don’t work when used for the wrong job.

For example, trying to implement BBS in a place where the organizational culture is one of fear and mistrust would not be effective: in fact, it could be quite harmful to the organization. Additionally, thinking that BBS is the ONLY method to use for safety performance improvement could also be harmful to the organization. BBS is a tool, but it does not focus on identifying and correcting hazards, whereas another tool such as Safety Management Systems do focus on hazards. BBS could be used as a tool in providing an opportunity to perform tasks safely, and then coach individuals on what was observed and discuss decision making in job performance. But if BBS is used to “catch” people or to place blame, individuals involved might be perceived as “safety cops”, not something that is seen in a positive light in most organizations. BBS is just a tool that has correct and incorrect uses.

Another error we might make is measuring safety performance by just looking at injury numbers; this does not tell you what is and is not working in your safety system. Proper use of safety metrics can drive performance toward more efficient use of resources, improved compliance and profitability, and improved general health and well-being of an organization and its workers. But metrics in themselves will not achieve excellence. They do, however, provide a “window” through which management can see the effectiveness of their systems. Injury rates, a lagging indicator, are a measure of our failure, but we can use leading indicators to focus on future safety performance, not the past. Some examples of leading indicators include:
• Perception surveys
• Findings from Safety Audits/Inspections
• Behavior Observation Data
• Number of Job Hazard Analysis (JHAs) performed
• Percent of corrective actions completed
• Number of Lock-out/Tag-out procedures reviewed each year
• Percentage of purchasing contracts that include safety requirements.
• Average time to act on safety suggestions.
• Percentage of funds allocated for safety suggestions

Safety performance measurement is just a tool that has correct and incorrect uses.

Some authors and safety professionals would have you believe that using CBT for safety training will damage your organization’s safety culture. When it comes to training our employees, we need to realize that using CBT as the ONLY delivery method for all of our training will not result in an effective transfer of knowledge and skills. But to use a blanket statement like “CBT is Bad For Your Safety Culture” does a great disservice to a tremendous learning tool and may steer employers away from something that can improve their safety culture, not destroy it. CBT was never meant to replace all classroom training. Some subjects require a significant amount of hands-on training and need to be delivered via classroom, lab, or on-the-job training. But this does not mean that CBT can’t be effectively used to cover some of the details that would normally be covered in classroom lecture format. CBT is just a tool that has correct and incorrect uses.

This was a discussion of just a few of the many safety improvement tools, each that can be used correctly or incorrectly. As safety professionals, we have a variety of tools available to us today to help ensure the safest workplace possible. Why limit ourselves by refusing to keep our toolbox full of these tools? It all boils down to using what works. No one system, process, or theory has all of the answers. The key is in selecting the right tool for the job.

If you would like to learn more about some of the many tools we have to choose from, please check out some of my live and recorded audio conferences:

Behavior Based Safety: What Works, What Doesn’t, and How It Can Help Your Organization: http://www.theindustrycalendar.com/showWCDetails.asp?TCID=1014275&RID=1011610

How to Use and Understand Safety Metrics: http://www.theindustrycalendar.com/showWCDetails.asp?TCID=1014502&RID=1011610

How to Develop and Conduct Safety Training: http://www.theindustrycalendar.com/showWCDetails.asp?TCID=1015035&RID=1011610


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Safety Metrics: Measuring What Matters Most

You’ve worked hard at developing a safety system for your organization. How do you know if it is delivering the best results possible? Is your safety system meeting the goals you established? They way to know for sure is through Safety Metrics, also called Safety Performance Measurement.

Simply put, Performance Measurement is a means to show how well we are doing in achieving an objective or goal. It indicates what a program is accomplishing and whether results are being achieved, and it provides information on how resources and efforts should be allocated to ensure effectiveness.

Benefits of Performance Measurement
Performance Measurement is a continuous improvement tool that provides many benefits. Performance Measures are effective tools because they:

  • Help us make informed resource decisions; decisions are based on fact, as opposed to emotion.
  • Drive a process by focusing on Things that are Important.
  • Help us better understand our processes.
  • Identify if we are meeting customer (internal & external) requirements.
  • Identify where improvements need to be made.
  • Verify the effectiveness of corrective actions.
  • Serve as an early warning of problems or conditions that could lead to serious error.
  • Demonstrate accountability to all concerned.
  • Allow us to benchmark our performance with other organizations.

Many organizations use only Lagging Indicators in their measurement system. While these are important, and in fact are required to be kept as directed by OSHA regulations, adding Leading Indicators can help us to see where we need to improve. In fact, Leading Indicators can actually serve to prevent injuries rather than simply report on injuries that have already occurred. Here are some examples:

Lagging or Trailing Indicators

  • Lost work time,
  • Injury rate,
  • Work restrictions, etc., and

Leading Indicators or Positive Performance Measures 

  • Proactive measures to control or prevent injuries.
  • Number of scheduled inspections completed.
  • Percentage of Lockout/Tagout procedures reviewed annually.

“Measuring the effectiveness of safety programs usually becomes an assessment of accident statistics. This is basically an exercise in measuring luck” Dan Petersen

But a solid performance measurement system does not just happen; research and planning are essential. The 4 key steps in developing a Performance Measurement System are:

  1. Strategic objectives are converted into Key Goals,
  2. Metrics are established to compare the desired performance with the actual achieved standards,
  3. Gaps are identified to allow us to understand performance, and
  4. Improvement actions are initiated.

There are a variety of tools that can be used in measuring safety. Some of these tools are found in the improvement methodology known as “Lean”. In Lean terminology, poor safety is a form of waste. Using Lean methodologies, we can incorporate safety into process and production plans and thereby achieve goals in improved worker health, reduced costs, and increased value.

There is much more to using Safety Metrics and bringing LEAN methodologies into the picture. View my recorded Audio Conference titled “How to Use and Understand Safety Metrics”  to learn more about how metrics can help improve your safety management system and your safety culture as well. For more information or to register, visit:


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