I concluded last week's installment with a discussion of the factors that cause critical errors leading to accidents. Let's wrap up this series by looking at error reduction techniques. Then I'll relate these techniques to the construction industry.

The 4 Error Reduction Techniques

There are four techniques to reduce critical errors:

• Recognition of the state or hazard that might otherwise cause the error;
• Analysis of close calls and small errors to prevent actual accidents and big errors;
• Identification of patterns that increase the risk of injury involving other persons; and
• Implementation of good safety habits that reduce the risk of injury.

The Construction Context -Time

As we mentioned in the previous installments, construction companies have been loathe to adopt behavior based safety techniques because of the perception that improvements take too long to achieve.

But training workers to handle critical errors and following up with on-the-job observations drives down injuries dramatically and swiftly. Companies typically experience injury reductions of 60 to 90 percent within the first six to 12 months of employing these techniques. Some companies report injury reductions of up to 80 percent within as little as four months.

Is this fast enough for construction companies? In some cases yes and in other cases no. It depends on how long a project takes to complete. But even if the results aren't achieved before an individual project ends, the implementation of behavior based safety establishes a model that can be adapted to future projects. So, eventually, construction companies will benefit from accident reduction.

The Construction Context--Cost

The other factor we identified as holding back construction companies are the costs of behavior based safety. Behavior based safety is a relatively expensive system. A basic 90 minute training session typically costs about $50 per worker. The costs of investigating injuries and incidents are also not inconsiderable.

However, the upfront costs companies incur get paid back many times over. The fact of the matter is that behavior based safety does reduce injuries. This enables companies to achieve savings in training, wages and fees. As one general contractor told me, "I would rather pay for training now than pay for injuries, damages and delays later."

Conclusion

Behavior based safety has been proven effective as an injury reduction strategy in other industries. Its failure to catch on in construction has been due to certain perceptions related to timing and costs. In this series, I have tried to show that these perceptions are actually misconceptions and that behavior based safety can and has worked in the construction industry.

EDITOR'S NOTE

Your Views on Behavior Based Safety

Last week, we asked for your opinions about behavior based safety. We were surprised and delighted at not just the number but the quality of the responses we received. Next week, we'll publish your views.

Glenn Demby
Editor-in-Chief
SafetyXChange

$AFETY & THE BOTTOM LINE

Safety & Profitability

By Glenn Demby

Company executives have historically viewed safety as a cost center that doesn't contribute to profitability. Thanks to studies and extensive research, we now know that safety does indeed have a significant and direct impact on an organization's financial performance.

But your CEO might not have gotten the word. So SafetyXChange will continue to show you how to document the link between safety and profitability. In the meantime, here are some statistics you can cite to get your point across:

$7,000: How much a company saves for each serious injury/illness it prevents.

$28,000: The amount a company saves for each injury/illness resulting in lost workdays it prevents.

$910,000: The amount saved for each workplace fatality prevented.

Source: OSHA e-compliance assistance tools

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