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Avoiding the Monday Morning Quarterback: Measuring Risk Management Success through Leading Indicators

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Avoiding the Monday Morning Quarterback: Measuring Risk Management Success through Leading Indicators

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    1. 1 Avoiding the Monday Morning Quarterback: Measuring Risk Management Success through Leading Indicators

    2. 2 Measuring Success How do you like to be measured? What measures do you like? What measures do you NOT like?

    3. How do you measure safety success?

    4. How do you measure safety success?

    5. How do you measure safety success?

    6. 6 What is the problem with these measures? “Negative” measures of success Assume accidents have & will happen

    7. Why do we use these as indicators? It is EASY Defined by Specific Time frames Benchmarking capabilities Consistent measures

    8. Who is your hero?

    9. 9 Leadership Traits Drive - high effort level, ambition, energy, tenacity Self Confidence - willing to take risk & overcome setbacks Knowledge - create strategies, solves problems, makes tough choices Proactive- looks to the future

    10. 10 Actions vs. Talk “What we do is who we are” What really makes a leader?

    11. 11 Managing Risk through Leading Indicators Positive Proactive Prevention Measure success through actions not accidents

    12. 12

    13. 13 Why do employees take risks & get injured? "Natural" rewards and punishments usually favor unsafe behavior Nearly always faster, more convenient and comfortable Rarely results in injury on any single occasion Ex. Top Rung of a ladder/ My back When rewards are certain and risks are low, "human nature" is to take the risk (e.g., speeding)

    14. 14 Why do employees take risks & get injured? "Natural" rewards and punishments usually favor unsafe behavior Nearly always faster, more convenient and comfortable Rarely results in injury on any single occasion When rewards are certain and risks are low, "human nature" is to take the risk (e.g., speeding)

    15. 15 The Accident Prevention Formula Safe working conditions + Safe worker behavior = NO ACCIDENTS

    16. 16 What is a “safe condition”? Unsafe condition left “as is” may lead to an accident May have time to correct unsafe conditions before an accident Safe working conditions are important- just need to ask why? Example: Broken ladder

    17. Example- Safe Behaviors Lifting a box from a shelve to a pallet Good- Using proper lifting techniques Bad- Twisting while lifting Worker walking in an area with falling object hazards Good- Wearing a hard hat Bad- Not wearing a hard hat Worker driving on a highway Good- Maintain safe following distance Bad- Following too close

    18. Leading Indicators If ? Then If… you stay out all night Then… you’ll be tired the next morning If… you wear ear plugs Then… you won’t lose your hearing

    19. Leading Indicators for Safety Clean Floors Then… you won’t trip & fall Proper Lifting Techniques Then… you won’t hurt your back

    20. Leading Indicators Must be SMART Specific Measurable Achievable Relevant Time 20

    21. Leading Indicator- Example Warehouse Worker Risk: Forklift accident Indicators: Trained operator Maintained equipment Proper storage (Clear aisles/ pallet storage) Observed safe operation 21

    22. Leading Indicator- Example Commercial Painter (Interior) Risk: Workplace accident Indicators: ? - - - - 22

    23. Leading Indicator-Concerns It takes WORK Difficult to measure Difficult to benchmark 23

    24. Leading Indicator- The Good News… It may not be that hard… You may have already done the work You can still use your lagging indicators Allows a focus on Behaviors Proactive Approach- can help control your own destiny Be a LEADER FOR SAFETY! 24

    25. 25 Questions???

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