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The Behavior-Based Safety Process Since the behavior-based approach to accident prevention was launched in 1980 by the author and his associates, safety performance is increasingly prominent on the agendas of many companies. Several powerful factors contribute to this trend. The widespread reorganization of personnel into work-groups that are leaner and more self-directed, the increasing importance of international competition, the growing awareness of critical environmental issues—these and related factors highlight the value of any mechanism that promotes continuous improvement in safety performance. Detailing a step-by-step approach to just such a mechanism for continuous improvement, The Behavior-Based Safety Process is a path-breaking guide that represents an important resource for anyone concerned with performance related issues in the workplace. As the title indicates, the focus is on process versus programs. The reason is simple: off-the-shelf safety imposed from the top down does not meet the safety needs of most organizations. This fact has been abundantly demonstrated in facility after facility throughout the 1970s and 1980s. In genuinely meeting the need for continuous improvement in safety performance, the behavior-based approach presents many parallels with the quality improvement process. Both of these approaches use scientific methods to identify, measure, and provide feedback on upstream factors of excellence. In the case of the behavior-based approach to safety, these upstream factors are critical behaviors that are the leading indicators of safety performance in the organization, targeting areas of concern in advance of even first-aid incidents. For an in-depth treatment of how to integrate behavioral and statistical methodologies, see the authors companion volume from Van Nostrand Reinhold: Employee-Driven Systems for Safe Behavior. In addition to presenting these parallels with quality. The Behavior-Based Safety Process also provides powerful techniques aimed at implementation issues: organizational development, trainer-training, and employee involvement. The author and his associates developed these techniques over a decade of consultation with a variety of industries, working closely in that time with such safety leaders as Monsanto, Shell Chemical Company, ARCO Chemical, ALCOA, Rohm and Haas, Scott Paper Company, Georgia Gulf Corporation, The Pillsbury Company, and Chevron U.S.A.
From the Back Cover
The Behavior-Based Safety Process Since the behavior-based approach to accident prevention was launched in 1980 by the author and his associates, safety performance is increasingly prominent on the agendas of many companies. Several powerful factors contribute to this trend. The widespread reorganization of personnel into work-groups that are leaner and more self-directed, the increasing importance of international competition, the growing awareness of critical environmental issuesthese and related factors highlight the value of any mechanism that promotes continuous improvement in safety performance. Detailing a step-by-step approach to just such a mechanism for continuous improvement, The Behavior-Based Safety Process is a path-breaking guide that represents an important resource for anyone concerned with performance related issues in the workplace. As the title indicates, the focus is on process versus programs. The reason is simple: off-the-shelf safety imposed from the top down does not meet the safety needs of most organizations. This fact has been abundantly demonstrated in facility after facility throughout the 1970s and 1980s. In genuinely meeting the need for continuous improvement in safety performance, the behavior-based approach presents many parallels with the quality improvement process. Both of these approaches use scientific methods to identify, measure, and provide feedback on upstream factors of excellence. In the case of the behavior-based approach to safety, these upstream factors are critical behaviors that are the leading indicators of safety performance in the organization, targeting areas of concern in advance of even first-aid incidents. For an in-depth treatment of how to integrate behavioral and statistical methodologies, see the authors companion volume from Van Nostrand Reinhold: Employee-Driven Systems for Safe Behavior. In addition to presenting these parallels with quality. The Behavior-Based Safety Process also provides powerful techniques aimed at implementation issues: organizational development, trainer-training, and employee involvement. The author and his associates developed these techniques over a decade of consultation with a variety of industries, working closely in that time with such safety leaders as Monsanto, Shell Chemical Company, ARCO Chemical, ALCOA, Rohm and Haas, Scott Paper Company, Georgia Gulf Corporation, The Pillsbury Company, and Chevron U.S.A.
The Behavior-Based Safety Process Since the behavior-based approach to accident prevention was launched in 1980 by the author and his associates, safety performance is increasingly prominent on the agendas of many companies. Several powerful factors contribute to this trend. The widespread reorganization of personnel into work-groups that are leaner and more self-directed, the increasing importance of international competition, the growing awareness of critical environmental issues—these and related factors highlight the value of any mechanism that promotes continuous improvement in safety performance. Detailing a step-by-step approach to just such a mechanism for continuous improvement, The Behavior-Based Safety Process is a path-breaking guide that represents an important resource for anyone concerned with performance related issues in the workplace. As the title indicates, the focus is on process versus programs. The reason is simple: off-the-shelf safety imposed from the top down does not meet the safety needs of most organizations. This fact has been abundantly demonstrated in facility after facility throughout the 1970s and 1980s. In genuinely meeting the need for continuous improvement in safety performance, the behavior-based approach presents many parallels with the quality improvement process. Both of these approaches use scientific methods to identify, measure, and provide feedback on upstream factors of excellence. In the case of the behavior-based approach to safety, these upstream factors are critical behaviors that are the leading indicators of safety performance in the organization, targeting areas of concern in advance of even first-aid incidents. For an in-depth treatment of how to integrate behavioral and statistical methodologies, see the authors companion volume from Van Nostrand Reinhold: Employee-Driven Systems for Safe Behavior. In addition to presenting these parallels with quality. The Behavior-Based Safety Process also provides powerful techniques aimed at implementation issues: organizational development, trainer-training, and employee involvement. The author and his associates developed these techniques over a decade of consultation with a variety of industries, working closely in that time with such safety leaders as Monsanto, Shell Chemical Company, ARCO Chemical, ALCOA, Rohm and Haas, Scott Paper Company, Georgia Gulf Corporation, The Pillsbury Company, and Chevron U.S.A.
From the Back Cover
The Behavior-Based Safety Process Since the behavior-based approach to accident prevention was launched in 1980 by the author and his associates, safety performance is increasingly prominent on the agendas of many companies. Several powerful factors contribute to this trend. The widespread reorganization of personnel into work-groups that are leaner and more self-directed, the increasing importance of international competition, the growing awareness of critical environmental issuesthese and related factors highlight the value of any mechanism that promotes continuous improvement in safety performance. Detailing a step-by-step approach to just such a mechanism for continuous improvement, The Behavior-Based Safety Process is a path-breaking guide that represents an important resource for anyone concerned with performance related issues in the workplace. As the title indicates, the focus is on process versus programs. The reason is simple: off-the-shelf safety imposed from the top down does not meet the safety needs of most organizations. This fact has been abundantly demonstrated in facility after facility throughout the 1970s and 1980s. In genuinely meeting the need for continuous improvement in safety performance, the behavior-based approach presents many parallels with the quality improvement process. Both of these approaches use scientific methods to identify, measure, and provide feedback on upstream factors of excellence. In the case of the behavior-based approach to safety, these upstream factors are critical behaviors that are the leading indicators of safety performance in the organization, targeting areas of concern in advance of even first-aid incidents. For an in-depth treatment of how to integrate behavioral and statistical methodologies, see the authors companion volume from Van Nostrand Reinhold: Employee-Driven Systems for Safe Behavior. In addition to presenting these parallels with quality. The Behavior-Based Safety Process also provides powerful techniques aimed at implementation issues: organizational development, trainer-training, and employee involvement. The author and his associates developed these techniques over a decade of consultation with a variety of industries, working closely in that time with such safety leaders as Monsanto, Shell Chemical Company, ARCO Chemical, ALCOA, Rohm and Haas, Scott Paper Company, Georgia Gulf Corporation, The Pillsbury Company, and Chevron U.S.A.
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Inside This Book
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First Sentence:
"An opening note about terms, orientation, and scope." Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
inventory review meetings, accident prevention process, adaptive readiness, behavioral safety process, charted feedback, sample splashed, firstline supervisors, recordable rate, accident review committee, new safety initiative, accident cycle, informed competence, behavioral inventory, observation data sheet, total injury rate, safety incentive programs, safety performance improvement, based safety process, implementation steering committee, improved safety performance, successful implementation efforts, safety cycle, involvement indicators, safety culture, upstream factors Key Phrases - Capitalized Phrases (CAPs): (learn more)
Reduction Average, Boise Cascade, Texas Eastman, Supporting After Reduction Statistics, Months Average, Months Before Implementation After Implementation Average, Hill's Richmond, Targeted Performance Improvement, Kim Sloat, Hill's Pet Nutrition, Monsanto Pensacola, Edwards Deming, Industries Inc, Lake Charles, Analyze the At-risk Behavior, Regular Success, United Paperworkers International Union New!
Books on Related Topics | Concordance | Text Stats Browse Sample Pages:
Front Cover | Table of Contents | First Pages | Index | Back Cover | Surprise Me!
"An opening note about terms, orientation, and scope." Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
inventory review meetings, accident prevention process, adaptive readiness, behavioral safety process, charted feedback, sample splashed, firstline supervisors, recordable rate, accident review committee, new safety initiative, accident cycle, informed competence, behavioral inventory, observation data sheet, total injury rate, safety incentive programs, safety performance improvement, based safety process, implementation steering committee, improved safety performance, successful implementation efforts, safety cycle, involvement indicators, safety culture, upstream factors Key Phrases - Capitalized Phrases (CAPs): (learn more)
Reduction Average, Boise Cascade, Texas Eastman, Supporting After Reduction Statistics, Months Average, Months Before Implementation After Implementation Average, Hill's Richmond, Targeted Performance Improvement, Kim Sloat, Hill's Pet Nutrition, Monsanto Pensacola, Edwards Deming, Industries Inc, Lake Charles, Analyze the At-risk Behavior, Regular Success, United Paperworkers International Union New!
Books on Related Topics | Concordance | Text Stats Browse Sample Pages:
Front Cover | Table of Contents | First Pages | Index | Back Cover | Surprise Me!
Citations (learn more)
This book cites 12
books:
See all 12 books this book cites
13
books
cite this book:
See all 13 books citing this book
- Accident Prevention: PS3 (Super) by National Examing Board for Supervisory Management on 4 pages
- Underground Clinical Vignettes: Behavioral Science: Classical Clinical Cases for USMLE Step 1 Review by Vishal, M.D. Pall in Front Matter (1), Front Matter (2), and Back Matter
- Safe Behavior Reinforcement by Dan Petersen on page 6, and Back Matter
- Organizational Culture and Leadership (J-B US non-Franchise Leadership) by Edgar H. Schein on page 35, and page 118
- Out of the Crisis by W. Edwards Deming on page 117, and page 322
See all 12 books this book cites
- Firing on All Cylinders by Jim Clemmer in Back Matter (1), Back Matter (2), and Back Matter (3)
- Innovations in Safety Management: Addressing Career Knowledge Needs by Fred A. Manuele on page 204, and page 212
- On the Practice of Safety, Third Edition by Fred A. Manuele on page 419, and page 435
- The Psychology of Safety Handbook by E. Scott Geller on page 49, and page 152
- Loss Prevention Threats and Strategies: How People Steal From Your Business and What You Can do to Stop It by Thomas N. Monson on page 231
See all 13 books citing this book
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