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Unassigned

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Training

1Critical Errors Units

1All employees have been trained on the SafeStart Critical Errors units. The five Critical Errors units are the core of SafeStart training. Employees develop a solid understanding of the core concepts of human error and the state-to-error pattern, and receive enough practice to solidify those concepts and be able to practically apply them to reduce their risk of injury on a daily basis.

2Most employees have been trained on the SafeStart Critical Errors units. It’s encouraging that the majority of employees have received Critical Errors training but because the first five units are the foundation of SafeStart training it’s essential that all employees receive the full training. In these training sessions employees develop a solid understanding of the core concepts of human error and the state-to-error pattern, and receive enough practice to solidify those concepts and be able to practically apply them to reduce their risk of injury on a daily basis. Ensure that anyone who has missed out on some training is brought up to speed as quickly as possible.

3Some employees have been trained on the SafeStart Critical Errors units, but a number of employees are missing some training components. It’s essential that all employees who haven’t yet completed Critical Errors training do so immediately. The first five units are the core of SafeStart training. Employees develop a solid understanding of the core concepts of human error and the state-to-error pattern, and receive enough practice to solidify those concepts and be able to practically apply them to reduce their risk of injury on a daily basis.

2Critical Decisions Units

4All employees have been trained on the SafeStart Critical Decisions units. Critical Decisions units are completed after a good grasp of the Critical Errors units of the SafeStart course has been established. The Critical Decisions units are used as a sustainability measure to retain the knowledge and results achieved with the Critical Errors units. These units cover decision-making, more specific applications and additional situations, advanced concepts to further improve the safety skills of employees, and they address difficult topics like deliberate risk. With all employees trained on the Critical Decisions units, the site should focus on sustaining SafeStart concepts and skills.

5Most employees have been trained on the SafeStart Critical Decisions units. While providing Critical Decisions training to most employees is a positive step, all employees should have the same level of training. This is especially true of Critical Decisions training. These units cover decision-making, more specific applications and additional situations, advanced concepts to further improve the safety skills of employees, and they address difficult topics like deliberate risk.

6Some employees have been trained on the SafeStart Critical Decisions units, but a number of employees are missing some training components. If training levels continue to be lopsided, employee-to-employee communication will suffer and there will be an overall negative effect on the site’s safety culture. It’s vital that all employees should have the same level of training, and this is especially true of Critical Decisions training because the Critical Decisions units are a sustainability measure to retain the knowledge and results achieved with the Critical Errors units. These units cover decision-making, more specific applications and additional situations, advanced concepts to further improve the safety skills of employees, and they address difficult topics like deliberate risk.

7Training on the SafeStart Critical Decisions units is currently underway. Critical Decisions units are completed after a good grasp of the Critical Errors units of the SafeStart course has been established. In-house trainers certified to deliver the Critical Errors units can deliver the Critical Decisions units without further training because the Critical Decisions units follow the same delivery format as the Critical Errors units. The Critical Decisions units are used as a sustainability measure to retain the knowledge and results achieved with the Critical Errors units. These units cover decision-making, more specific applications and additional situations, advanced concepts to further improve the safety skills of employees, and they address difficult topics like deliberate risk. As training continues, be sure to monitor how well employees are retaining knowledge, and provide additional reinforcement and support as required.

8Training on the SafeStart Critical Decisions units has not yet begun because Critical Errors unit training is still underway. Ensure that Critical Decisions training has been scheduled to start shortly after Critical Errors training is complete. Critical Decisions units are completed after a good grasp of the Critical Errors units of the SafeStart course has been established. In-house trainers certified to deliver the Critical Errors units can deliver the Critical Decisions units without further training because the Critical Decisions units follow the same delivery format as the Critical Errors units. The Critical Decisions units are used as a sustainability measure to retain the knowledge and results achieved with the Critical Errors units. These units cover decision-making, more specific applications and additional situations, advanced concepts to further improve the safety skills of employees, and they address difficult topics like deliberate risk.

197Training on the SafeStart Critical Decisions units has not yet begun because the Critical Errors units training just finished. Critical Decisions units are completed after a good grasp of the Critical Errors units of the SafeStart course has been established. In-house trainers certified to deliver the Critical Errors units can deliver the Critical Decisions units without further training because the Critical Decisions units follow the same delivery format as the Critical Errors units. The Critical Decisions units are used as a sustainability measure to retain the knowledge and results achieved with the Critical Errors units. These units cover decision-making, more specific applications and additional situations, advanced concepts to further improve the safety skills of employees, and they address difficult topics like deliberate risk. Two units per year should be conducted.

9It’s time to schedule training on the SafeStart Critical Decisions units. Critical Decisions units are completed after a good grasp of the Critical Errors units of the SafeStart course has been established. In-house trainers certified to deliver the Critical Errors units can deliver the Critical Decisions units without further training because the Critical Decisions units follow the same delivery format as the Critical Errors units. The Critical Decisions units are used as a sustainability measure to retain the knowledge and results achieved with the Critical Errors units. These units cover decision-making, more specific applications and additional situations, advanced concepts to further improve the safety skills of employees, and they address difficult topics like deliberate risk. Two units per year should be conducted.

3Training New Employees

10There is a formal plan that includes all the recommended steps for training new employees on SafeStart. The site should be congratulated for preparing to deliver SafeStart training to all new hires.

11There is a formal plan for training new employees on SafeStart but it does not include all the recommended steps. Ensure that SafeStart Orientation is part of the site’s new hire orientation training. This allows new employees to join the workforce with a base understanding of the states, errors and CERTs. Once new employees are past their probation period they should receive full SafeStart training in a classroom when possible. If classroom training is not feasible then they should receive remote worker training.

12There is no formal detailed plan for training new employees on SafeStart. SafeStart Orientation should be added to the site’s new hire orientation training. This will ensure that new employees join the workforce with a base understanding of the states, errors and CERTs. Once new employees are no longer in a probation period they should receive full SafeStart Critical Errors training in a classroom when possible. If classroom training is not feasible then they should receive remote worker training.

4Trainer Certification

13There are a sufficient number of certified trainers on-site. It is commendable that there are enough SafeStart trainers as this will allow for timely training of new employees and the speedy rollout of any additional training.

14There are not enough certified trainers on-site. It is recommended that a SafeStart consultant come on-site to deliver a train-the-trainer session in order to provide on-site trainers with a five-year training certification. Once certified, the new certified trainers will be able to deliver training to all employees based upon the implementation schedule.

15More on-site certified trainers are required. It is recommended that additional trainers attend an upcoming SafeStart workshop to receive a five-year training certification. Once certified, the new certified trainers will be able to deliver training to all employees based upon the implementation schedule.

16Additionally, please note that training certification expires after five years. All current trainers should confirm when their certification expires and attend a SafeStart workshop to be recertified. Only certified trainers are permitted to deliver SafeStart training.

17All certified trainers should ensure they are members of the SafeStart Certified Trainer LinkedIn group. This LinkedIn group is an excellent resource for trainers, as it allows them to pose questions and receive answers from SafeStart consultants, get advice on training best practices, and learn from other trainers’ experiences.

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Employee Accomplishments and Gaps

5Knowledge of SafeStart

18The majority of employees have a strong understanding of the state-to-error pattern. A practical knowledge of the states and errors is the foundation of SafeStart training and it’s a good sign that most employees were able to name the states and errors when quizzed on them.

19There is a limited knowledge of the state-to-error pattern. Some employees were able to name the four states and four errors, but others struggled to identify them when quizzed.

20Employees do not sufficiently understand the states and errors. The foundation of SafeStart training is the knowledge and application of the state-to-error pattern and it is concerning that relatively few employees were able to demonstrate a strong awareness of the states and errors.

21The majority of employees have a good working knowledge of the critical error reduction techniques (CERTs). The CERTs provide a way for employees to effectively avoid incidents, learn from past mistakes and the mistakes of others, and build critical safety habits. They’re an important part of the SafeStart process, and supervisors should focus on sustaining the daily application of the CERTs and promote their use at home and on the road.

22Employees are somewhat able to recall the critical error reduction techniques (CERTs) but improvement is required. The CERTs provide a way for employees to effectively avoid incidents, learn from past mistakes and the mistakes of others, and build critical safety habits. They’re an important part of the SafeStart process, and without the widespread use of the CERTs there is the risk the injury-reducing effects of SafeStart will fade over time.

23Most employees were unable to recall the critical error reduction techniques (CERTs). The CERTs provide a way for employees to effectively avoid incidents, learn from past mistakes and the mistakes of others, and build critical safety habits. They’re an important part of the SafeStart process, and without a good working knowledge of the CERTs, there is the risk the injury-reducing effects of SafeStart will fade over time. Long-term success of the SafeStart implementation is at serious risk of failure. To encourage use of the CERTs, supervisors should distribute SafeStart CERT practice cards to analyze SafeStart stories and recordable injuries that CERTs could have prevented.

6Attitude and Use of SafeStart Language

24Employees have a generally positive attitude towards SafeStart. Training was well received by employees and this positive view of SafeStart provides a good environment for consolidating and sustaining existing use of SafeStart and for any additional training in the future.

25The general attitude towards SafeStart among employees is mixed. There is some acceptance of SafeStart but employees haven’t fully embraced the state-to-error pattern. Helping employees view SafeStart in a positive light will create an environment that is more conducive to sustaining SafeStart training into the future.

26Employees’ prevailing attitude towards SafeStart is negative. If there is resistance to the SafeStart concepts then it will be challenging for the employees to effectively use them to reduce the risk of injury.

27SafeStart terminology is frequently used by employees and supervisors. This is a strong indication that employees have understood and embraced SafeStart concepts and are actively using their training to avoid making errors that increase the risk of injury. However, without continual support there is always a risk that the use of SafeStart terminology could fade. Be sure to regularly encourage employees to communicate about states, errors and critical error reduction techniques, and to lead the way by having supervisors use SafeStart language whenever possible.

28Although SafeStart terminology isn’t part of regular conversations between employees, it is often used when an incident occurs. This denotes the beginning of a culture shift within the organization. However, there are steps that can be taken to increase the use of SafeStart language.

29SafeStart terminology is rarely used by employees or supervisors. Without the regular use of SafeStart language, employees are unlikely to maintain the SafeStart skills and awareness they gained from their initial training. It’s important to lead the way by using SafeStart terms and concepts in everyday activities, from toolbox talks to safety and hazard analyses.

7Taking SafeStart Home

30Many employees have taken SafeStart home to their families. This is an important step to instilling safety as a core value and reducing employee risk of injury no matter where they are. Employees should continue to be encouraged to take SafeStart home. In particular, supervisors should have a discussion with employees who haven’t made use of the Taking SafeStart Home program or to discuss SafeStart with family members. The majority of injuries take place at home and on the road, and employees can make their families safer by sharing SafeStart with them.

31Only some employees have taken SafeStart home to their families. This is an important step to instilling safety as a core value and reducing employee risk of injury no matter where they are. Employees should continue to be encouraged to take SafeStart home. In particular, supervisors should publicly discuss the value of talking about SafeStart with family members and should review the Taking SafeStart Home program with employees. While it’s not realistic to expect every employee to take SafeStart home, there is still room for improvement in this area and the company will benefit from further promoting the at-home use of SafeStart. Additionally, because the majority of injuries take place at home and on the road employees can help make their families safer by sharing SafeStart with them.

32Overall, employees have not taken SafeStart home to their families. This is an important step to instilling safety as a core value and reducing employee risk of injury no matter where they are. Employees should be encouraged to make use of the SafeStart Home program and to discuss SafeStart with family members. While it’s not realistic to expect every employee to take SafeStart home, there is still much room for improvement in this area and the company will benefit from putting more effort into promoting at-home use of SafeStart. Additionally, because the majority of injuries take place off the job, employees can make their families safer by sharing SafeStart with them.

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Organizational Accomplishments and Gaps

8Steering Committee

33The SafeStart steering committee is a strong on-site steward of SafeStart. The steering committee is following the recommended implementation timeline and is taking the necessary steps to foster a positive attitude towards SafeStart. The steering committee should continue to consult the steering committee resources for ideas on sustaining SafeStart. It’s also important for the steering committee to keep a fresh perspective and effectively support SafeStart’s presence in the future, so don’t forget to plan for the rotation of steering committee members.

34The site has a SafeStart steering committee but the committee isn’t working as effectively as it could be to sustain SafeStart’s presence. The committee should consult SafeStart’s steering committee resources to ensure it is following all the recommended steps and to craft a clear plan to sustain SafeStart over the next several years. The committee should also be meeting on a regular basis. It may also be necessary to reinvigorate the steering committee by allowing some longstanding committee members to step back from their duties and be replaced by new members.

35There is no formal SafeStart steering committee on-site, and one should be formed as soon as possible. The steering committee needs to be involved with clear goals and responsibilities to ensure sustainability and structuring of the five-year strategy (refer to the milestones set out in the steering committee resource binder). This strategy includes all engagements of the SafeStart components from workplace champions to family initiatives to on-going training in its efforts in keeping the drive alive. The makeup of the committee should have membership from both management and different departments throughout the site with a makeup of 6-8 people. One person should be designated the chair of the committee and another as the recording secretary for recording and distributing minutes. It is recommended that the on-site safety specialist is not the chair.

36A steering committee training session should be delivered by a SafeStart consultant as soon as possible. This half-day training session covers the essential functions and best practices of a SafeStart steering committee, and it also teaches how to develop a plan for emphasizing the critical error reduction techniques on a regular basis.

37Steering committee members should serve on the committee for 18-24 months and should then step aside so that others can join the committee. A steady rotation will help keep the steering committee fresh and energized, and to stave off the committee becoming complacent or developing tunnel vision. No more than half the committee should be changed at any one time to ensure continuity as new members come on, and there should always be a good mix of management and members from different departments.

9Leading SafeStart 24/7

38Leading SafeStart 24/7 was conducted on-site. It is important for the leadership team to be on board with this SafeStart initiative and learn how to coach their employees through the process. There are clear signs that leadership personnel take their role as SafeStart advocates seriously and are dedicated to the SafeStart process.

39Although Leading SafeStart 24/7 has already been conducted on-site, the course should be delivered again to provide a refresher on key concepts. This training course is an integral part of a successful SafeStart implementation because it introduces supervisors and managers to the SafeStart concepts and establishes their roles and responsibilities both during and after the delivery of the SafeStart units. Refreshing the training will demonstrate a renewed commitment to the success of SafeStart and will provide on-site leadership with additional knowledge and skills they need to coach employees through the SafeStart process. It is recommended that the half-day course be delivered by a SafeStart consultant when possible.

40The Leading SafeStart 24/7 training was not conducted for this site. It is recommended that the half-day course be delivered by a SafeStart consultant immediately. This training course is an integral part of a successful SafeStart implementation because it introduces supervisors and managers to the SafeStart concepts and establishes their roles and responsibilities both during and after the delivery of the SafeStart units. This course allows them to be more invested in the training and they learn to “Walk the Talk”, using their influence (leading by example) to have an impact on their employees 24 hours a day, 7 days a week.

10Safety Communications and Observations

41It is recommended that the Rate Your State program be implemented at this site. The Rate Your State program is a practical application of the hands-on portion of the SafeStart training. The Rate Your State process is used in three ways: supervisor-led conversations with workers, peer-to-peer communications, and personal application. Implementing the Rate Your State program begins with supervisory training and focuses on the supervisor-worker conversations. Rate Your State training teaches observers the subtleties of coaching others through a self-assessment of their states and resulting actions so that it is always perceived and presented as a positive intervention. Confirming that people have grasped Rate Your State also provides a sound indicator that they are ready for more advanced SafeStart training in the Critical Decisions units.

69This site is to be commended for their efforts and diligence in conducting an observation and feedback process. Observing a co-worker provides the opportunity to deliver meaningful and positive reinforcement, especially for on-going safe behaviors like eyes on task, body position out of the line-of-fire and balance, traction and grip. An effective observation process also offers the opportunity to positively correct at-risk behavior if observed. It is suggested that the organization review the concepts of the SafeTrack program, particularly Unit #3 on Communication Skills, an in-depth instruction of Positive Reinforcement and Positive Corrections to strengthen their observation and feedback process.

42This site could use improvement on their observation and feedback process. It is recommended that SafeTrack be implemented immediately. SafeTrack is a process designed to reduce injuries and unfortunate events through positive reinforcement. Teaching people how to observe a co-worker deliver both positive reinforcement and constructively correct something deemed as at-risk if observed creates an environment of keeping safety top of mind. It is suggested that SafeTrack be implemented immediately after the SafeStart core concepts have been learned within the facility.

34SafeStart for Ergonomics

211Ergonomics training is a crucial element of workplace safety training. The physical factors of ergonomics are easy to identify but you need to assess the human factors involved before the physical factors develop in in order to prevent them. SafeStart’s innovative approach to ergonomics goes well beyond standard instructions on safe lifting techniques and discusses risk factors for repetitive strain injuries. SafeStart for Ergonomics should be implemented after the Critical Errors units to teach workers to identify exertion injuries and repetitive strains before they happen because it uses the same concepts and techniques.

17SafeTrack

70All employees have attended the SafeTrack Employee Overview session. The SafeTrack Employee Overview session ensures employees develop a strong understanding of the concepts and benefits of an observation and feedback process. With all employees having attended the overviews, the site may consider expanding the observation process to peer to peer observations.

71Most employees have attended the employee overview session yet many employees have not had a SafeTrack observation conducted while performing their task. SafeTrack is intended to positively correct at-risk behavior if observed. It is suggested the certified trained observers conduct more observations within operations.

72Not all employees have attended the employee observation session and have not had an observation conducted. It is suggested that the purpose of conducting an effective observation process is to reduce injuries positively and efficiently by using meaningful positive reinforcement. It is suggested that further communication about the SafeTrack process is delivered showing support and direction. Observation and feedback processes have been around for a long time and thousands of companies around the world have used them to successfully decrease injuries. However, injury reductions and other benefits aren’t free—they require hard work and a strong commitment to safety.

11Integration

43Toolbox talks occur regularly and SafeStart concepts are regularly included in them. The site should be commended for integrating SafeStart concepts into safety meetings. This is a good way to encourage employees to keep the state-to-error pattern in mind throughout the day.

44Toolbox talks are conducted regularly but the SafeStart concepts are not a consistent part of the discussion. Safety meetings provide an excellent opportunity to reinforce SafeStart concepts and get employees to practice using the state-to-error pattern and applying the critical error reduction techniques. Integrating SafeStart into your current toolbox talks will help sustain the injury-reducing effects of SafeStart and further embed it into the company’s SafeStart culture.

45Toolbox talks are not conducted frequently enough. Holding safety meetings at the beginning of the work day is an important method of getting employees to think about safety. It’s also a good way to reinforce SafeStart concepts and encourage employees to keep the state-to-error pattern in mind throughout the day.

46Consider beginning each meeting with a SafeStart story, even for meetings that have nothing to do with safety. Doing so will demonstrate that leadership takes safety seriously and that they are committed to improving safety everywhere. Additionally, because everyone is at risk of committing a human error, it’s important to make sure everyone regularly discusses the state-to-error pattern. There only needs to be one story per meeting, so it will take very little time, but taking this step can have a dramatic effect on the site’s safety culture.

47The site is doing a good job of considering SafeStart concepts whenever a job safety analysis/job hazard analysis (JSA/JHA) is conducted. This is a key step in sustaining the personal safety awareness that employees receive from SafeStart training. It’s important to keep in mind that including SafeStart concepts on JSA/JHA forms isn’t enough to ensure they are properly being considered, and JSA/JHAs should be reviewed regularly to ensure that human factors are being properly considered.

48SafeStart concepts are sometimes considered in the site’s current job safety analysis/job hazard analysis (JSA/JHA) but further integration is required. This is a key step in sustaining the personal safety awareness that employees receive from SafeStart training. Fully integrating SafeStart concepts during the preparation of a JSA/JHA will give you a more complete view of the potential hazards of a job task. It’s important to keep in mind that including SafeStart concepts on JSA/JHA forms isn’t enough to ensure they are properly being considered, and JSA/JHAs should be reviewed regularly to ensure that human factors are being properly considered.

49SafeStart should be integrated into the site’s current job safety analysis/job hazard analysis (JSA/JHA). Integrating SafeStart concepts during the preparation of a JSA/JHA will give you a more complete view of the potential hazards of a job task. It doesn’t take a special form, and you can adapt your current JSA/JHA to include SafeStart concepts by considering how the task, tools and work environment could contribute to a worker being in one of the four states. The goal is to add states and errors to the list of potential hazards and to get employees to ask themselves where they could affect the job at hand. It’s also possible to consider which critical error reduction technique could be used to prevent a critical error.

50The site’s current job safety analysis/job hazard analysis (JSA/JHA) process is doing an inadequate job of preparing employees for hazards and other crucial safety issues. JSA/JHAs are required to identify the hazards of a job before they occur so that preventative measures can be established before there is an injury.

63SafeStart concepts are an integral part of the site's near-miss reporting process. This is very encouraging, as it is a crucial part of sustaining SafeStart and ensuring employees analyze small mistakes and errors to avoid making larger ones. Continue to monitor near-miss reports to maintain the current success of near-miss reporting.

64At times SafeStart concepts are included in all near-miss reporting. However, additional work should be done to ensure the states, errors and CERTs are front and center in the near-miss reporting process. Think of it as the formal component of CERT #2: Analyzing close calls and small errors to avoid agonizing over big ones. Encourage the use of SafeStart concepts in near-miss reports by including a section on the form for the states, errors and CERTs. Employees should also be coached on the importance of discussing the state-to-error pattern in near-miss reports.

65SafeStart concepts are not used in near-miss reports. These reports provide crucial learning opportunities and offer employees and management a chance to examine how the states and errors appear on site before an injury occurs. As such, major learning opportunities are currently being missed. Think of it as an institutional version of CERT #2: Analyzing close calls and small errors to avoid agonizing over big ones. Encourage the use of SafeStart concepts in near-miss reports by including a section on the form for the states, errors and CERTs. Employees should also be coached on the importance of discussing the state-to-error pattern in near-miss reports.

66The site does not have a sufficiently robust near-miss reporting process. Near-miss reports help workers learn from errors and allow management to identify hazards or dangerous states that are present in the workplace. Near-miss reporting is a crucial component of a robust safety management system. A proper near-miss reporting process should be implemented and SafeStart concepts should be a central consideration in near-miss reports.

12Communication Kit

51During the walkaround it was easy to see that the SafeStart communication kit has been used extensively throughout the site. Posters and banners have been posted in high-traffic areas and it was noted that they are changed regularly.

52During the walkaround there was some evidence of SafeStart-related signage but there should be more posters and banners displayed in high-traffic areas. For safety communications to be effective, they need to be displayed where employees will see them regularly. Viable locations include entrances and exits, break areas and other places that are frequented by the majority of employees.

53It was noted that the existing SafeStart visual displays are not rotated on a regular basis. Safety signs can quickly become stale and employees will stop mentally registering them if they aren’t consistently changed. The steering committee should create a rotation schedule to ensure the messaging stays fresh.

54During the walkaround there was little evidence of a SafeStart communication kit or other SafeStart-related signage. Posters, banners and other signage are an excellent way to reinforce SafeStart language and help keep the state-to-error pattern at the front of mind for employees. Purchase the SafeStart communication kit and display posters and banners in high-traffic areas. The steering committee should also create a rotation schedule to ensure the posters are rotated regularly and the messaging stays fresh.

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