Alliance -- An OSHA Cooperative Program << Back to The Business Case For Safety


HOME
Slides 1-10
Slide 11
Slide 12
Slide 13
Slide 14
Slide 15
Slide 16
Slide 17
Slide 18
Slide 19
Slide 20
Slides 21-30
Slides 31-40
Slides 41-50
Slides 51-60
Slides 61-70

 « Previous  |  Next »
Slide 14
 
      Leading
Metrics		 ||
||		 Trailing
metrics
Attitudes
(set up conditions, behavior)
      ←-------------- || --------------→
 
Program
Elements
 
Physical
Conditions
 
Behavior
(action)
||
Incident
or near
Miss
→ → → →
↑
|
|
|
↓		 ↑
|
|
|
↓		 ↑
|
|
|
↓		 ↑
|
|
|
↓		 ||
||
||
||
||		 ↑
|
|
|
↓
 - Perception surveys
 - Training
 - Accountability
 - Communications
 - Planning &
   Evaluation
 - Roles & Procedures
 - Incident
   Investigations
 - Inspections
 - Audits
 - Risk assessments
 - Prevention & control
 - Observations
 - Feedback loops
||
||
||
||
||
||
||
 - OSHA
   Recordables
 - Lost
   Workdays
 - Restricted
   Workdays
    ORC Worldwide Metrics Taskforce

    Speaker Notes:

    To effectively manage anything --

    You first must be able to measure it -- Safety is no different --

    • Historically -- we have used after the fact "trailing indicators" (measuring "failures")
       
    • Ideal situation is to develop a balanced scorecard of leading and trailing indicators -- the Key is to correlate leading with trailing to measure the effectiveness of your efforts. Maximum value from metrics.