Copyright © 2012 NatSteel Holdings Pte Ltd 1 A practitioner perspective Tan Mong Nguang 4 th Oct...

Copyright © 2012 NatSteel Holdings Pte Ltd1

AA practitioner perspective practitioner perspective

Tan Mong Nguang4th Oct 2012

Behaviorial Safety:Behaviorial Safety:

NatSteel Holdings

CII Safety Symposium


1. Heinrich's Accident Pyramid

Reactive

Pro-active


2. What causes accidents?


BUT DOES NOT ALTER ATTITUDE!

SMS system helps to:

Eliminate Unsafe Environmental Conditions. Upgrade Engineering Controls. Optimize Administrative Controls. Provide Adequate PPE

ATTITUDE DRIVES BEHAVIOUR

Attitude Completes Gaps in SMS


Behavior

Observable Action Safe Behavior At-risk Behavior

Measurable

Causes most accidents

Consequences motivate change


3. What is BBS?

Behavioral – Based Safety (BBS) is an injury prevention process

Focuses on at-risk behaviors that can lead to injury

Focuses on safe behaviors that can contribute to injury prevention

Copyright © 2012 NatSteel Holdings Pte Ltd71b

3. What is BBS?

There are 3 types of at-risk behavior: Conscious behavior Habitual behavior Unintentional behavior

BBS is about unintentional behavior and habitual behavior.

To be more specific, it's about how to prevent mistakes or errors you never wanted to make in the first place.


THE CONCEPTS OF BBS CAN BE

APPLIED ANYWHERE!!!

While Driving

At Home

At Work

Application


Rushing

Frustration

Fatigue

Complacency

Behavioral Factors causing injury


Eyes not on Task

Mind not on Task

Line - of - Fire

Balance/Traction

Critical Behavioral Errors


Deadly Combination

Rushing Eyes not on Task

Frustration Mind not on Task

Fatigue Line-of-Fire

Complacency Balance/Traction

++

= Increasing Risk of Injury


Safety is about people Compliance to system is not sufficient to

ensure injury-free workplace environment Consequences drive behavior Performance Feedback Deep involvement & participation by all Truly proactive Proven effective Build good safety culture

4. Why Implement BBS?


Reduces injury and illness

Helps workers feel good about their work

Reduces workers’ compensation costs

Elevates SAFETY to a higher

level of awareness

Good BBS Program


Management Commitment

Felt Leadership & Dedication

Personal Interest

BBS Implementation Success Factors


5. About NatSteel

■ A subsidiary of Tata Steel

■ Employs over 3,500 employees ■ World leader in scrap management and melting operations

■ World-class operations

■ Industry leader in Safety, Health and Environmental practices

China

Australia

PhilippinesVietnam

Thailand

India

Singapore

Wuxi

NSX

SAMC*

NSH

SIW

BB / NSAU

NSV

Steel Plant (EAF)

Rolling Mill

Downstream Fabrication Services

Wires

Tata Steel India

* Minority share holding

•** Did not include Tata Steel Thailand (subsidiary of Tata Steel)


Our Integrated Steelmaking OperationsProducing green steel from recycling metal waste

16

1. Radiation detection and sorting of metal scrap

2. Steel production using world’s most energy efficient Electric Arc Furnace

3. Rolling mill benchmarked against global standards

4. World’s largest single fabrication facility for higher productivity for the construction industry.

Fabricates 500,000 mt of products per year, using state-of-the-art technology to meet customers’ orders within 1 to 5 days:• Cut-And-Bend to fabricate bars• Mesh to weld and bend welded fabric reinforcement from wire rods• Caging assembles reinforcement bars and mesh into 3-D cages


6. Our Program - STOPTM

Start of Safety Excellence Journey in May 2008

Implementation of Safety Training & Observation

Program (STOP™)

BBS methodology

Empowerment of supervisors and employees

Strong communication between management and

employees

Felt leadership, management commitment & role-modeling

Coverage at all site operations

STOP and the STOP™ logo are registered trademarks of E. I. du Pont de Nemours and Company (DuPont)


Involvement

STOP™ is a continuous program

Cascaded top-down to all levels achieve critical mass

Top Management

Line Managers

Workers

Supervisors


Six Step Process

A 6-step process of interaction to cultivate safety awareness and positive behaviors.

The STOP™ observation process is the copyrighted material of DuPont. Used with permission of DuPont


Observation and feedback goals

Initiate dialogue

Create a situation where employees will consciously practice safe behaviors.

Reinforce safe behaviors.

Correct worker when at-risk behaviors are observed.

Through feedback look for the cause of at-risk behaviors; facility/equipment, disagreement, etc.


BBS Implementation in NSH

The observation categories are the copyrighted material of DuPont. Used with permission of DuPont.


BBS Implementation in NSH

6 categories:

Reactions of people

Personal protective equipment

Position of people

Tools and equipment

Procedures

Orderliness Standards

The observation categories are the copyrighted material of DuPont. Used with permission of DuPont.


BBS Data Management


Department A observed to be the area that having highest

unsafe acts/hour(based on 26 observations)

BBS Data Management


5S Housekeeping

Safety action plan developed based on STOP™ observation data One example is 5S Housekeeping, to target ‘Orderliness’

5 different activities:• Sort• Set in Order• Shine• Sustain• Standardize

Achieve and sustain clean, neat and tidy workplace


30 Days Clean Up

Types of actions includes:

• Rectification works• Disposal of old and unused equipments• Cleaning & painting, • Rearrangement of equipments and storage, • Renovation works and dust removals • Engineering control measures• And more...

Creates visible impact on the shop-floor


30 Days Clean Up

Bending Machine

Bending Machine

Link Bender

Link Bender

Cutting Machine

Cutting Machine

BE

FO

RE

AF

TE

R


30 Days Clean Up

Workshop Storage Area Parts Room

Workshop Storage area Parts Room

BE

FO

RE

BE

FO

RE


7. Roadmap

• Formed a Safety

Observations and

Audit (SOA) safety

subcommittee to

oversee this

STOP™ program

• Training of 15

managers monthly

(includes CEO &

COO)

• Created

observation areas,

frequency, and

schedule

• SOA subcommittee

tracks compliance

schedule

• Cascade training to

50 employees and

supervisory levels

monthly

• Continuous growth

of STOP™

observers

• Pair up of new

STOP™ champions

with experienced

observers

• Half-day training

for all ground

workers

• Specific focus on

objectives and

awareness of

STOP™


8. Safety Performance

Significant safety improvements over past 4 years

Achieved through high compliance of actual vs planned in

BBS schedule


9. Summary

Low upfront costs of implementation

Use felt leadership to change safety mindset and

culture

Significant safety ownership among all employees

BBS is one of our most important safety management

tools


WSA Award

CEO Mr. Vivek Kamra receiving Safety Award from WSA in 2011

Copyright © 2012 NatSteel Holdings Pte Ltd 1 A practitioner perspective Tan Mong Nguang 4 th Oct...

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