Delivering Safety Excellence - Engagement Culture at Every Level [Hardback]

Description: Acknowledgements xi Author Biography xiii List of Figures xv Preface xix Prologue xxi Introduction xxv Part I 1 1 The Funeral 3 Notes 10 2 No Support for Safety 11 3 The Tyranny of the Urgent 15 4 No Pay for Safety 21 Note 24 5 Weak Culture Miseries 25 6 Injury Plateau 27 Limitations of Safety Observation Sampling 28 Note 29 7 A Brief Safety History 31 8 Beyond Accident Reaction 39 Note 44 Part II 45 9 Safety Culture Beginnings 47 Notes 54 10 More Safety Culture 55 10.1 Background for Culture Improvement 61 10.2 Human Interaction Realities 63 11 Active Resistance 69 12 Zero Injuries 75 13 How Long? 85 13.1 POP Statement 89 13.2 Action Item Matrix (AIM) 91 13.3 Workers' Compensation Carrier Claim Processing Procedure 92 14 World-Class Safety 97 Note 101 15 Watch Out 103 15.1 Setting Priorities 103 15.2 Management Reluctance to Be Involved 104 15.3 Regulatory Audits 105 15.4 Team Inclusiveness 105 15.5 The Importance of Good Data and a Solid Improvement Process 106 15.6 The Need for a Challenging Time Line 107 15.7 Urgency Followed by Complacency 108 15.8 Series or Parallel Problem Attack Process 109 15.9 The Importance of Viable Metrics 111 Note 112 Part III 113 16 Moving Forward to Safety Culture Excellence 115 Note 120 17 The Critical Safety Steering Team 121 18 The RIW Process 133 18.1 Rapid Improvement Workshop Teams 135 18.2 Delivering a Better Safety Performance 139 19 Fundamentals That Are a Result of Developing a Culture of Safety Excellence 141 Note 146 20 Communication and Recognition 147 20.1 Encouraging Positive Behavior 149 Notes 151 21 Hazard Recognition Is Different than Hazard Control 153 21.1 The Common Threads 154 21.2 Overestimating Personal Capabilities 155 21.3 Complacency - Familiarity with the Task 157 21.4 SafetyWarnings - the Severity of the Outcome 157 21.5 Voluntary Actions and Being in Control of Them 159 21.6 Personal Experience with an Outcome 160 21.7 Cost of Noncompliance 161 21.8 Overconfidence in the Equipment 161 21.9 Overconfidence in Protection and Rescue 163 21.10 Potential Profit and Gain from Action 164 21.11 Role Models Accepting Risk 165 22 The Trap of Complacency 169 Epilogue 173 A The History of the Continuous Excellence Performance (CEP)/Zero Incident Performance (ZIP) Process 177 B The Railroad Study by Petersen and Bailey 181 Using Behavioral Techniques to Improve Safety Program Effectiveness 181 B.1 MR Study of Safety Program Effectiveness 182 B.1.1 Phase I - 1979-1983 182 B.1.2 PHASE II - 1985-1988 183 B.1.2.1 Study Overview 183 B.1.2.2 Participants in Study 184 B.1.2.3 History - Need for Study 185 B.1.2.4 Three Management Approaches to Safety Programming 187 B.1.2.5 Philosophies Underlying Three Approaches to Safety Programming 187 B.1.2.6 Development of the Study Format 188 B.1.2.7 Assumptions to be Tested 194 B.1.2.8 Safety Program Activities Survey 194 B.1.2.9 Involvement of Top Railroad Safety Officers 195 B.1.2.10 Pilot Survey - Railroads I and II 195 B.1.2.11 AAR Study Group Analysis 197 B.1.2.12 Aberdeen Study Group Analysis 198 B.1.2.13 Further Refinement of the Survey Process 199 B.1.2.14 Survey Verification Study - Railroads III and IV 200 B.1.2.15 Description of Analysis Program 201 B.1.2.16 Analysis and Use of Survey Data by Managements 202 B.1.2.17 Testing a Human Behavioral Factors Approach 204 B.1.2.18 Technique to Measure the Effects of the Experimental Program 204 B.1.2.19 Training Format - Railroads I and II 205 B.1.2.20 Results of Positive Reinforcement - Railroads I and II 206 B.1.2.21 Verification of Results on Railroads III and IV 207 B.1.2.22 Reductions in Unsafe Behaviors 208 B.1.2.23 Summary of Positive Reinforcement Experimental Results 208 Impact of Study - Four Railroads 209 B.2 Railroad I 209 B.2.1 Background 209 B.2.2 Impact of Study 210 B.3 Railroad II 210 B.3.1 Background 210 B.3.2 Impact of Study 210 B.4 Railroad III 211 B.4.1 Background 211 B.4.2 Impact of Study 211 B.5 Railroad IV 211 B.5.1 Background 211 B.5.2 Impact of Study 212 B.5.2.1 Longer Term Use of Positive Reinforcement 212 B.5.2.2 Study Conclusions and Outcomes 213 B.5.2.3 A FinalWord 214 Appendix 1: Sample - Chart Used for Analysis on One of the Study Railroads 214 Appendix 2: Sample - Chart Used for Analysis on One of the Study Railroads 216 Appendix 3: Sample - Chart Used for Analysis on One of the Study Railroads 217 Appendix 4: Sample - Chart Used for Analysis on One of the Study Railroads 218 Appendix 5: Sample - Chart Used for Analysis on One of the Study Railroads 219 Appendix 6: Total Response - 20 Categories - 4 Railroads 220 Appendix 7: Comparison of Positive Responses by Category - 4 Railroads 221 Appendix 8: Comparison of Training Results - 4 Railroads 222 Appendix 9: Positive Recognition Training Outline 223 Appendix 10: Assessment Questions Used by Supervisors 224 Appendix 11: Analysis of Responses to Pilot Survey Questionnaires for Railroads I and II. Source: Based on American association of railroads 225 C The Charter Document 227 C.1 Process and Objectives (Outcomes) 228 C.2 Scope and Authority 228 C.3 Roles and Responsibilities 229 C.4 Team Member Representation 229 C.5 Team Safety Department Representative 229 C.6 Voting and Quorum 229 C.7 Team Member Service 229 C.8 Team Leader Service 230 C.9 Selection of Team Leader 230 C.10 Meeting Frequency 230 C.11 Recordkeeping 230 C.12 Communication 231 C.13 Team Learning Plan 231 C.14 Annual Review of POP Statement (Purpose Outcomes Process) and Team Charter 231 C.15 Measurables 232 C.16 Effective Team Norms 232 C.17 Steering Team Member Training 232 C.17.1 CIT Facilitator 232 C.18 Continuous Improvement Team Management 233 C.19 Continuous Improvement Topics 233 C.19.1 Continuous Improvement Process Implementation and Sustainability 233 Index 235

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