Jumat, 21 Desember 2007

BEHAVIOUR BASED SAFETY in connection with Mr. Ridwan Sjaaf


Last month I described the foundation of behavior-based safety, behavior-focused observation and feedback. Additionally, I provided some details on the essential characteristics of the observation card to be used by employees as part of a solid behavior-based safety process. If you will recall, the observations work not only to help employees look-out for one another and increase awareness, but as importantly, to produce the behavioral measures of safety. This month I will introduce the basic behavioral science understanding of “why people do what they do,” the foundation for promoting safety improvements in areas you’ve identified with your observations.

The ABCs of Safety Improvement
A major aspect of behavior-based approaches to safety focus on systematically studying the effects of various interventions on target behaviors by first defining the target behavior in a directly observable and recordable way and then observing and recording occurrences of these behavior in their natural setting. Interventions are implemented to change the behavior in beneficial directions once problem spots are identified. Interventions typically involve modifying or changing the importance of the antecedents and/or consequences of specified target behavior(s). The figure below depicts this arrangement and is often called the “ABC model” of behavior change.
Antecedent (Activator)-----Behavior-----Consequence
---------------------------Person---------------------------
Antecedents or activators, such as safety signs, education/training, rules and policies, come before behavior and are said to direct behavior. That is, they tell a person what to do. Activators are useful when it has been determined that safety problems are a result of workers not “knowing” what to do. Activators can get behavior started, but in most instances, are not sufficient to keep behavior going. Consequences, such as feedback, praise, rewards, and penalties come after behavior and are said to motivate behavior. That is, people generally behave to get pleasant consequences or to avoid unpleasant consequences. Consequence interventions are best when people know what to do, but don’t do it regularly. Finally, the “person” component represents experience. People will behave consistent with what their past experience has told them. That is, if in the past they have received positive consequences for a behavior, they will behave. On the other hand, if in the past that behavior has produced negative consequences (or no consequences) they will not behave. Thus, consequences provide the foundation for durable behavior change. And, we have the power to arrange the work environment to change people’s experiences with consequences. Consider that the most effective activators are reliably paired with the most effective consequences, those that are Positive, Immediate and Certain (PIC). We can create such an arrangement with our behavior-based safety process!

Let's consider an everyday example to understand the power of consequences in determining behavior. When the phone rings (activator), a person will be motivated to answer it (behavior), if on balance his/her experience suggests that someone he/she wants to talk with (positive consequence) is on the other end. He or she would be less inclined to answer if rarely someone they wanted to talk with was on the other end (uncertain consequence) or if he/she had to wait a significant time to speak with that person after the phone rings (delayed consequence) or if only people he/she didn’t want to talk with were calling (negative consequence).

One reason I don’t answer my phone between 6-8 p.m. is that my experience has told me that my friends and clients do not call at that time. Rather, it’s usually someone who wants to sell me something. And, I don’t like talking to sales people. This is a negative consequence of phone answering for me. Thus, you can see, even though the activator has not changed (i.e., my phone rings the same way between 6-8 p.m. as it does during other times), the consequence has (i.e., positive, immediate, and certain during most of the day and negative, immediate, and certain between 6-8 p.m.). Thus, as can be predicted by the consequence, a different behavior occurs. Specifically, I work to avoid the negative consequences typical between 6-8 p.m. (no phone answering) and work to get the positive consequences typical the rest of time (very consistent phone answering).

The same principle can be applied to safety-related behaviors. That is, just as I can predict my phone answering behavior during the majority of the day, we can create a system of positive consequences that will produce occurrences of safety-related behaviors that are just as reliable …once we’ve implemented the behavior-focused foundation of our process. In other words, behavior-based observation and feedback becomes the vehicle with which we can, not only identify areas in need of improvement, but also to apply positive consequences effectively so we can produce real and measurable behavior change. This is truly powerful stuff when done correctly.

Next month I’ll take up the issue of why enforcement is not sufficient to make your facility the best it can be in promoting safety success. I’ll also address common pitfalls to avoid when using positive consequences to motivate employees. Until then, jump start improvements in safety by informally applying the power of positive consequences in your facility by “catching people doing the safe thing” and thanking them for setting the safe example. If you’re sincere about your thanks, and you attach it to a specific behavior, provide it right away, and provide it often, you’ll likely see dramatic improvements in behavior by this time next month.

To close, all of us at CBS would like to wish you and yours a Safe and Happy Holiday season. See you next year.

AERIAL WORK PLATFORMS

Manlifts and scissor lifts, if used correctly, provide quick and safe access to work areas that at one time could only be reached from scaffolding or a crane's manbasket. These lifts are important tools, but there are right and wrong ways to use them safely.

According to Toolboxtopics.com, the most important tip to remember before operating any aerial lift platform, is always read and follow the manufacturer's safety and operation manual. This information must be kept on the rig, and can usually be found in a PVC tube that's tied to the machine's frame or rails.

Other safe operating procedures for manlifts and scissor lifts include:

• Always check for overhead obstructions before driving or elevating the platform.
• Refuel tanks only when the unit is turned off. If battery powered, the batteries should be charged only in a well ventilated area, away from any open flame.
• Prior to each shift a safety inspection should be completed by the operator; this includes both a visual inspection and a function test.
• Elevate the platform only when it is on a firm, level surface.
Scissor lifts are efficient one-direction lifts. They provide a solid surface to work from, but always remember:
• Guardrail, midrails and toeboards must be in place. The toe board can be omitted at the door.
• The platform must be equipped with a mechanical parking brake that will hold the unit securely on any slope it is capable of climbing. The brake should be tested periodically.
• Never use the lift's rails, planks across the rails, or a ladder, to gain additional height.
Unique hazards for manlifts: Manlifts can move in more than a single direction, increasing the risk of mishaps, so it's important to remember the following:
• When ever working out of a manlift, a full body harness must be worn, and properly attached to the basket. A sudden jolt has thrown people from manlifts, before they could react.
• Always maintain a safe distance from debris piles, drop-offs, floor openings, etc.
• Never drive the manlift when it is elevated above the limit the manufacturer considers safe. Each piece of equipment will state what the maximum extension can be while being driven.

VIBRATION HAZARDS

Vibrations caused by power tools, vehicles and heavy equipment expose six million workers to whole-body and hands-transmitted vibration, which can cause vascular, neural and musculoskeletal disorders, according to NIOSH.

A study by Loughborough University in England produced a long list of sources of occupational vibration – from power and impact tools to vehicle seat dynamics and steering wheel vibration (for the complete list, go to: http://www.lboro.ac.uk/departments/hu/groups/noisevib).

The Canadian Center for Occupational Health and Safety says employers can measure vibration with accelerometers and frequency analyzers. They can protect workers from vibration by providing them with appropriate tools and vibration-absorbing materials like gloves. The can train their employees on safe work practices, such as employing a minimum hand grip, avoiding continuous exposure and maintaining sharpened cutting tools. They should encourage employees to consult doctors at the first sign of vibration disease.

EMERGENCY PLANNING FOR SMALL BUSINESS

September is National Preparedness Month, the time to focus on the job of getting prepared for the naturally-occurring or man-made disasters. Small business must focus on emergency planning, because 25 percent of them do not reopen following major disasters, according to the Institute for Business and Home Safety.

In an effort to protect the city’s 65,000 small businesses from earthquakes, fires, electrical outages, severe storms, hazardous material spills, tsunamis and acts of terrorism, The San Francisco Small Business Commission offered these helpful tips, which businesses everywhere can follow:

* Protect critical systems such as computers and telephone equipment from failure or attack by installing surge protectors and antivirus software
* Assemble and store emergency supplies
* Provide for emergency backup power and lighting
* Identify and post evacuation routes and assembly areas
* Develop an emergency communication plan – assess alternate communication systems
* Establish a notification plan and emergency contact list
* Conduct regular exercises with employees to review emergency procedures
* Establish an emergency training plan -- orient employees to your specific recovery plans and provide staff training in first aid and CPR

FROM: Safetytraining on BBS

Certifiacte TL9000 ver 4 for LONGVIN Indonesia


Congratulation for LONGVIN Indonesia awarding TL9000 version 4 year 2007 assited by PT Anadaln Quality Dunia - ICA. Also congratulation to theirs MR; Mr. Tony and Ms. Ira as Documnet Controller. Attached Certificate awarded by BSI UK.