How a BBS Process Can Drift Off-Track Over Time and How to Reboot

Thursday • Carson 1 • 1:30 PM

Tom Werner
Senior Consultant
Quality Safety Edge

JP Martinez
Senior International Consultant
Quality Safety Edge

Track: Advanced

Behavior-Based Safety processes are sophisticated initiatives with numerous key elements. Typically, during initial start-up, a BBS process is carefully designed and implemented according to behavioral principles and local needs. However, given the number and complexity of the key BBS elements, it is possible that, over five, ten, or more years, these elements may drift away from their original design. This can lead to reduced participation, frustration among steering committee members, and a suboptimal effect on safe behavior.

Tom Werner is a Senior Consultant at Quality Safety Edge with over 30 years’ experience in applying behavioral practices in work. Tom’s recent projects include the implementation of Behavior Based Safety processes in FirstEnergy nuclear power plants and in Cargill cocoa and chocolate plants. Tom also assisted CB&I in improving the nuclear safety culture of a nuclear fabrication plant.

JP Martinez is a Senior International Consultant with Quality Safety Edge. He has successfully designed, implemented, and evaluated safety and quality behavioral improvement systems in a wide variety of organizational settings. His industry/field experience includes the petrochemical industry, power generation, manufacturing, the medical industry, human services, electric and gas utility, and multiple types of heavy industry. He has worked with such clients as Kuwait Oil Company, Tasnee National Industrialization Company, BP, Archer Daniels Midland, Phifer, Consumer’s Energy, First Energy, and the Kellogg Company. JP specializes in the integration of behavioral technology with Lean Six Sigma, Operational Excellence, and World Class Manufacturing systems, emphasizing a data-driven approach to behavioral change.