Safety Requirements for Supervisors  Page 5​

​​STOP OBSERVATION PROGRAM

Stop, Think, Observe, Proceed   Program

The Safety, Quality, and Efficiency Observation Program proactively prevent incidents and injuries through the monitoring, trending, and management of safe vs. unsafe behaviors.  Effective communication of safe and unsafe behavior trends to the management team is critical to a successful program.  Not knowing why things get better for a reason is always difficult.  If it gets better “for no reason,” later it will probably get worse “for no reason.” The point is; it’s not enough to know that something works, it is vitally important to know why it works.  It is also vital that all supervisors and managers understand what is happening in the field. The standing in the circle process allows us to understand that. It is important to make sure the crews that are affected by our processes participate actively in making them better. The STOP observation program allows for that to happen.


An “actively caring” Total Safety, Quality and Efficiency Culture requires continual attention in three domains:
   Internal Personal Factors
        Knowledge, skills, abilities, intelligence, motives, personality and attitude
   External Environmental Factors
        Equipment, tools, machinery, housekeeping, temperature, engineering, standards, operating procedures, and rules
    Behavior Factors
          Compliance, reporting, coaching, recognizing, communicating, actively caring


This program will focus on the behavior factors of our workforce.  Focusing on behavioral factors can help measure compliance of external environmental factors and internal personal factors listed previously by capturing and documenting various snapshots of worker behavior in the field.  Focusing on and correcting the top unsafe, nonquality or inefficient behaviors will reduce project injuries, incidents, mistakes and lost time.  Also, by properly correcting unsafe, nonquality or inefficient behaviors, systematically and immediately in the field with proper coaching techniques, it will help encourage positive results and discourage repeated unsafe, nonquality or inefficient behavior, which is usually the cause of most accidents, mistakes and lost time.   

SCOPE
This program is intended to be used for all construction, service and solar projects which have at least one supervisor and crew of at least 5 or more men.

PROCEDURE

The supervisors and managers shall make observations, lasting approximately 30 minutes, of employees at work, out on the site. The supervisor or manager will use the iAuditor Template, Operations: Stand in the Circle (STOP) Stop, Think about Options and Plan. The template will take the observer through the process and provide a series of questions to be answered about the observation. We require that at least one STOP be done once per month on a project. You may do more as needed or wanted. The supervisors and managers should rotate doing the observations. The STOP observation process can also be used to focus on problem areas and this had been done with a great deal of success in the past. All managers and supervisors should be involved in the rotation of observations.

OBSERVATION PROCESS

Step 1:    PLAN where and when to make observations and recall what to look for.

Step 2:    OBSERVE worker behavior for safe and at-risk/unsafe performance, quality and nonquality installation and effective or inefficient installation procedures:

Snapshots of behavior
How many steps are needed to perform the task
How much of the time spent is used doing productive time, how much preparation time and how much lost time.
Don’t interfere with the installation. Let them work and just observe until you are done observing for 30 minutes. Unless there is a serious safety violation that needs to be addressed immediately.
Observe people and surroundings, how they do things, did they have what they needed, did they understand what they are doing.
Stop observing after 30 minutes or at-risk behavior is observed, whichever comes first
Step 3:    Once you are done with the observation, gather the crew together and COACH for improved performance by positively reinforcing or redirecting:
        Provide positive reinforcement
        Tell them what you saw that was good.
        Coach by shaping behavior if at-risk:
               Tell them what you saw that was unsafe, nonquality, or inefficient
               Ask them to see their Installation Plan and their JHA and their Pre-task cards
               Ask them if they are following the installation plan, understand the JHA and check if their pretask cards comply with the JHA
                          If not, find out why and correct either the process or modify the written installation plan.
              Ask them their opinion.
              What can they do safer, how can they prevent mistakes, what can they do to increase efficiency
              Try some things
Step 4:    RECORD what was observed, why it occurred, and now what will be done:
Keep the worker anonymous, be specific and timely and record it in the STOP audit you started.
Complete the audit and email it to :
          VP of Operations
          Director of the Department
          Director of Education and Loss Prevention
          PM
          Superintendent
          PE or Coordinator

COACHING TIPS

Use “I” vs. “you” language
Appeal to others’ interests and goals
Reflect feelings or emotions that go beyond the words
Clarify expectations
Talk about the behavior, not the person
Keep Calm
Find common ground
Help them understand the concepts of man minutes, productive time, preparation time and loss time
Move to problem-solving
Always keep in mind if you observe something that is wrong and do not say anything about it, you are telling your crew that it is alright. It is the same thing as coming right out and saying.....it is ok to violate company policy. Here are two examples to think about: 
1. You walk past a material lay down the area that is disorganized and there are two employees in the area. You don't say anything. You just told those two employees that keeping the material area organized is not necessary and it is ok that it is a mess. 
2. You talk to an employee that is not wearing cut gloves while working and don't say anything about not wearing cut gloves, you just told that employee that company policy is not important. 

The team must know that it is very damaging to the program for an observer to condone behaviors that are unsafe, nonquality, inefficient or against company policy

If there are particular good lessons learned,  share them so that all projects can benefit from the lessons learned.