Leading Metric Indicators

Expected Outcomes

Understand the difference between performance indicators and measures

Why lagging indicators don’t tell the true measure of your program performance

Choosing the right leading metrics based on program maturity

Definitions

Data – The numbers themselves

Metrics – The collection of data into a meaningful

boundaries and targets Leading & Lagging Activity or Progress Process vs. Outcome

Performance Indicators – Indirect indicators of a result

Performance Measures – The actual measurement of a

result

Leading vs. Lagging

Leading

• Event Index

• Inspection Findings

• Program Implementation

• Training

• Behavior

Lagging

• Overexposure

• Workers’ Compensation loss experience

• Illness Rates

Some typical examples

Problems With Current Measures?

Incidence rates do not drive superior health & safety performance

Overly Broad

Not very accurate

The more pressure, the less accurate they get

Problems With Current Measures

Incidence rates are an Indicator, NOT a true measure of program performance

Retrospective, little predictive value

Root cause seldom identified

No relationship between program and effect

Problems With Current Measures

The historical Health & Safety measurement mindset is:

One of tracking failure

Showing loss avoidance

Not positive contribution to the business

Goals like “Cut Rates 20%” Don’t Work

Short term results are unsustainable

Law of averages

Hawthorne effect

Delivering to expectations

Metrics

“What Gets Measured Gets Done.”

“What Gets Celebrated Gets Done Well.”

Do we measure progress or activity?

Activity Progress (good) “OR” (better)

The committee held 12 The committee implemented meetings 10 corrective actions

Key Principles of Effective Metrics

Measure Results, not Activities

Must be Visible

Must be Kept Current

Provides Feedback

Must be Compared to Something

Is Shown in Context

Uncluttered

At the Point of work

Realistic and Attainable Goals

Don’t Change Often

Result in Action Plans

Selection of Leading Metrics

Cover all items from the management system that pose significant threats

Cover areas with the greatest opportunity for improvement

Be objective and measurable

Provide information that guides action to improve performance

Under control of workgroup to influence performance

Level 1 Metrics (Examples)

Health & Safety Policy reviewed and distributed

Training hours logged per period

JHA’s completed and/or reviewed against number planned

Supervisory audits conducted vs. number planned

PPE assessments

Safety Committee audits vs. number planned

Employee suggestions & percent completed

Level 2 Metrics (Examples)

Safety audit recommendations closed out on time

Time to implement action on complaints or suggestions

Number of guarding issue identified, and time to correct

The extent to which plans and objectives have been set and achieved

Number of JHA’s/JSA’s updated as a result of changes in work-scope

Number of manual material handling & slip, trip, and fall hazard assessment completed as a percentage of those required

Level 3 Metrics (Examples)

% indentified competency gaps addressed

% of ergonomic assessments completed

% reduction in people exposed to noise, dust, etc

% of root cause analysis performed and closed out

Training program assessment

Measure retention on safety training

New ideas generated for safety contacts with employees

Performance Metrics

Keep in mind…….

That the metrics are part of a continuous improvement process.

As progress is achieved, it will be necessary to review the metrics selected and revisit the performance standards set in order to maintain their effectiveness and adapt them to changing circumstances.

Each department or operation will select indicators that are most relevant to their improvement process, or which pose the greatest risk

Tools (Available on the Corporate Safety Intranet Site)

Leading Performance Indicators Guide

Supervisor Score Card

Supervisor Activities Form