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Instruction Manual Rev. Feb 4, 2016

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Table of Contents

PREFACE…………………………………………………………………………………………………………………………………..…4

1. INTRODUCTION ............................................................................................................................ 6

2. CORE CONCEPTS & DEFINITIONS ................................................................................................. 7

3. OPTIMIZING HUMAN PERFORMANCE ....................................................................................... 11

4. THE BUILDING LIFE JHA .............................................................................................................. 18

5. PROJECT SETUP .......................................................................................................................... 19

6. SAFETY HUDDLES ........................................................................................................................ 21

7. FIVE WORKER LUNCHES ............................................................................................................. 23

8. SAFETY OBSERVATION AND RECOGNITION CARDS (S.O.A.R.) ................................................... 24

9. CONTINUOUS IMPROVEMENT ................................................................................................... 25

10. METRICS ................................................................................................................................... 29

11. BUILDING L.I.F.E.® RESPONSIBILITY MATRIX ............................................................................ 30

12. TRAINING REQUIRED ................................................................................................................ 30

13. SUPPORTING DOCUMENTATION……………………………………………………………….………………………. 32

14. ORGANIZATION ....................................................................................................................... 33

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PREFACE

As a large international construction company, Turner Construction faces the ongoing challenge of

continuous improvement for an already mature and advanced safety program. In order to help meet the

continuous improvement challenge, Turner Safety and Operations senior management teamed with

Liberty Mutual and Predictive Solutions to develop the Building L.I.F.E. ® (Living Injury Free Everyday)

process and program.

Building L.I.F.E. ® is intended to build upon, not substitute for, traditional construction safety processes and was developed as a means to seek increased involvement from front-line workers in the safety process and deliver world-class safety performance. It’s a program that looks to leading indicators and “going upstream”; and it is the first step—and only way—towards sustainable safety results and a culture that puts safety at the continuous improvement table with the other critical business imperatives. To deliver world-class performance, Turner knew it must develop and implement safety management processes that systematically identify and mitigate risks, engage those closest to the risk, and integrate risk management (assessment observation, feedback, and mitigation) into our safety management processes to be progressive in our approach to safety management, and be more likely to deliver sustainable safety performance and send workers home safely every day.

Building L.I.F.E. ® seeks to shift the emphasis away from top-down directives to bottom-up engagement.

Building L.I.F.E. ® does this by obtaining significant involvement from the front-line workers in the safety

process, and by using key elements of Behavior Based Safety and Human Performance. As we continue to

roll out this program to each Business Unit we are seeing a program that optimizes systems through the

Building L.I.F.E. ® process and seeing positive and measurable differences, from front-line workers

bringing solutions that are more holistic and sustainable, to more proactive leadership and engagement

from subcontractors. Workers ultimately want to be part of a Turner project because it is safer, and that

is a true-value proposition that creates sustainable results. Put another way, Building L.I.F.E. ® is a way of

“doing safety” with and for front-line workers, rather than to them.

As involvement and active participation increases, so does their ownership of the daily safety process.

Ultimately by working this model consistently, it fosters a better-educated workforce that makes safe

decisions, even when no one is watching, not only for themselves, but also for others around them. The

practice of safety evolves from a mandate to a value.

The strategy for rolling out Building L.I.F.E. ® in your Business Unit includes:

1. Reaching out to the Building L.I.F.E. ® resource and support team to schedule the first Executive

Kickoff Meeting,

2. Establishing a BU Building L.I.F.E. ® steering committee,

3. Conducting a baseline Cultural Assessment and,

4. Identifying projects to implement the Building L.I.F.E. ® process.

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Our implementations throughout Business Units engaged in the process have proven effective in

improving safety on the job and our Building L.I.F.E. ® culture. While we can’t predict how the program

will affect your safety metrics, we can guarantee that shifting focus and energy to reducing process

failures as a result of risk from system variance will increase reliability in systems and drive out

uncertainty, and will reduce the risk in those systems.

As with any program, Building L.I.F.E. ® will only be as successful as our ability to demonstrate value, not

just from a safety standpoint, but operationally as well. Since the Building L.I.F.E. ® process focuses on

upstream measures ahead of incidents; the metrics are more designed to capture activities, rather than

results or outcomes.

Because Building L.I.F.E. ® is a participatory process; the decision to implement the program should

include upper-level management. Because of its flexibility, implementation may be considered for small

projects or large projects. Because Building L.I.F.E. ® is a complex process based on human performance

and behavioral principles; implementation should be done with the help of our internal resource team.

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1. INTRODUCTION

Mission Statement

To create and sustain a culture which promotes an incident-free environment and provides the safest workplace possible for our employees, contractors, clients, and the communities in which we work.

Guiding Principles

1) Injuries are preventable

2) Perform a task only if it is safe

3) Working safely is a condition of employment

4) Practice and expect safe behavior everywhere, everyday

Program Goals & Objectives

1) Implement a more comprehensive continuous improvement model for safety & risk management that supports Lean Construction, OHSAS 18001 and ISO 14001 by building continuous improvement cycles into each of our key risk-reduction processes.

2) Embed an upstream “systems focus” into our planning and problem-solving tools focusing on risk and the systems that are driving risk.

3) Increase the engagement and participation of frontline workers in our safety processes to increase ownership, change culture and improve results.

4) Utilize Behavior-Based Safety (BBS) science and Human Performance principles to provide a more holistic approach to safety management and culture change.

What is Building L.I.F.E. (Living Injury Free Everyday)®?

The Building L.I.F.E.® program is a continuous-improvement program aimed at reducing process discrepancies and risks that in turn lead to injury or loss. This program also aims to create a more positive safety climate by frequently involving our project teams and subcontractors (including the frontline worker) in many aspects of our safety processes.

One favorable outcome of BL is the cultural transition from one that has been traditionally compliance-driven under a command & control management style, to one of true partnering based on trust, collaboration, and positive interactions. There is a noticeable shift from safety “done to the worker,” to safety “done for and with the worker.” Building L.I.F.E.® encourages individual discretionary participation. Workers are involved because they want to be.

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2. CORE CONCEPTS & DEFINITIONS

Defining Risk

The Building L.I.F.E.® (BL) program breaks risk into three components:

- (F) Frequency - How often is the activity performed?

- (L) Likelihood - When the activity is being performed, what are the odds that the hazard being considered will lead to injury?

- (S) Severity – If this injury occurs, how serious will it be?

Risk can be minimized by reducing any or all of the three attributes described above. For higher risk activities or when trying to decide between various safety controls, there is an optional Job Hazard Risk Analysis JHRA that can be used to quantify and reduce risk. The Liberty Mutual R3 Process may also be used. On the optional JHRA, Risk is calculated based on the following scale:

FLS RATING GUIDE

FLS Rating → 1 2 3 4 5

(F) FREQUENCY < 1 x Month < 1 x Week < 1 x Shift > 1 x Shift At all Times

(L) LIKELIHOOD Highly

Unlikely Unlikely Possible Probable Highly Likely

(S) SEVERITY 1st Aid Medical Lost Time Partial

Disability Severe / Fatal

Once each component is rated, overall risk is quantified by multiplying the three component ratings.

Risk = Frequency x Likelihood x Severity

Once defined, risk can be quantified, and subsequently measured and reduced. For example if we can reduce the likelihood of occurrence, we can reduce the risk in a measurable way. Understanding risk in this fashion becomes a key building block for driving upstream safety.

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The Building L.I.F.E.® Systems View: Defining the Systems Solutions that Support Safe Work

The workplace can be viewed as a system comprised of 3 components:

Taking a “whole-system” view of the workplace facilitates a deeper understanding of the factors that contribute to risk, and therefore sets the stage for more complete and sustainable risk-based solutions. The systems view should be incorporated into pre-planning efforts, worker selection, auditing and inspection practices, worker feedback, etc. Additionally, when unplanned and unwanted events occur, a systems-focused investigation should be completed, as opposed to a blame-finding investigation.

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The Hierarchy of Controls

Hierarchy of hazard control is a system used to minimize or eliminate exposure to hazards. These principals should be integrated into our safety planning including Safety Plans, Job Hazard Analysis and Pre-Task Plans. The idea behind this hierarchy is that the control methods at the top of the list are potentially more effective and protective than those at the bottom. Following the hierarchy normally leads to the implementation of inherently safer systems where the risk of illness or injury has been substantially reduced.

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Building L.I.F.E.® Process Model

The BL problem-solving model follows a four-step process and is aligned with the Plan, Do, Check, Act (PDCA) continuous improvement cycle.

Step 1 – Implement Building LIFE Processes

Step 2 – Capture Performance Data

Step 3 – Analyze Performance Data

Step 4 – Enhance Performance

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The Building L.I.F.E.® Dashboard

The “Building LIFE Dashboard” below shows the three primary goals of Building LIFE (yellow boxes) and is followed by the set of processes or tools below them (green) that are each meant to facilitate the achievement of one or more of the goals. Each process is described later in this manual.

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3. OPTIMIZING HUMAN PERFORMANCE

To fully understand some of the underlying component processes that anchor Building L.I.F.E.®, a basic understanding of human behaviors is needed. Remember, a whole-systems approach to safety management must include analysis of factors influencing the behaviors out in the workplace. The following is a brief summary of the ABC’s of Behavior:

- Antecedents – are the “cues” or signals that come before behavior. - Behaviors – are the actions we can see workers doing. - Consequences – are the results we get from what we do.

Although antecedents provide valuable direction, it is actually consequences that have a far greater influence on behavior. There are several types of consequences, ranging from punishment (or the threat of punishment) to positive reinforcement. Consequences (either negative or positive) are most powerful when they are delivered promptly; when it’s a certainty that they will be delivered; and when they are pertinent to the person receiving them. Experimental Psychologist Richard Herrnstein discovered that people direct the choices they make (or behaviors they exhibit) toward the ones that provide the greatest reward. This is known as the “Matching Law.” However, in construction, traditionally there has been a paucity of positive consequences, with a distinct bent toward the discipline and negative feedback. One of the fundamental elements of Building L.I.F.E.® is to dramatically “turn up the dial” in terms of providing more positive reinforcement when we see safe behaviors (because it builds trust and safe habits). Additionally, the Building L.I.F.E.® “Critical Safe Behavior (CSB) Coaching” process (described later), will allow us to increase our feedback focus on the behaviors that, when not practiced, drive the majority of our injuries. These are the so-called “Critical Safe Behaviors”.

Lastly, Building L.I.F.E.® embraces the fact that in order to achieve a “safety by choice” culture, we need to engage and empower the workforce in our safety processes and let them know their safety matters to us on a personal level.

At the project level, there are three primary human performance (or behavior-based) elements in the Building L.I.F.E.® Program:

1. Safety Orientation (address values, communication and “Active Caring”*) 2. Daily Safety Feedback & Recognition 3. Critical Safe Behavior (CSB) Coaching Process

BBS in the Safety Orientation Attitudes drive behavior just like system factors. In Building L.I.F.E.®, the crux of the safety orientation shifts from one dominated primarily by “safety rules” to one with more emphasis on why safety is important and how we intend to engage and empower the workforce, giving them an ownership stake in safety. We must push accountability for self and others. Safety must be personal.

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Following orientation, we ask workers to do two things that drive the “make safety personal” philosophy even farther.

1. We ask them to sign the “Building L.I.F.E.®” banner hanging in the room as a show of their personal commitment to being accountable for safety and watch out for their coworkers.

2. We then invite them to bring a photo of someone they care about, or that depends on their safety, to hang on the BL Photo Board. The idea is that seeing that important face every time they walk onto the jobsite will cue their desire to be safe.

Daily Safety Feedback & Recognition Safety feedback and safety recognition are really two separate behavior-based processes. They can, however, be linked together if desired, so the feedback program is one avenue to drive safety recognition. Feedback training has been integrated in the 5-hour BL training (for Turner project staff, Steering Committees, and BUSDs) as a critical element to support the culture change desired in Building L.I.F.E.®. Feedback training is also conducted during the Subcontractor Safety Pre-Con Meeting for the project leadership teams. The purpose of appreciative feedback is to build trust and increase the frequency of the desired behaviors. The purpose of constructive feedback is to “cue” the desired behaviors so that they can be reinforced after they occur. For maximum impact, appreciative feedback should be given at an enhanced ratio (perhaps 3:1 or 4:1) to constructive feedback. In other words, we need to spend a lot more time “catching them doing it right”. Appreciative feedback needs to be more than a “thumbs up”. It needs to include – “I saw what you did (describe), I liked it, and I thank you” Recognition is another way to acknowledge desired safe behavior. It can be made in both individual and group formats. Actual tangible gifts are not necessary for safety recognition but are a traditional approach. Caution should be used not to use the term “incentive” if gifts are awarded. Safety recognition should be primarily behavior-based (recognizing safe work practices and desired safe behavior) and never based on zero-injuries. The Building L.I.F.E.® Recognition Ticket One unique feedback & recognition process involves giving out a Building L.I.F.E.® Recognition Ticket (shown below) periodically when delivering feedback (or to workers who make good safety suggestions, or share great safety ideas for the project). The ticket shown is actually a two-piece raffle ticket (the large piece is kept by the worker and the stub goes into the drawing bowl) allowing the worker to have a ticket in the raffle bowl for each time a Turner employee gives appreciative feedback. The more times a worker receives appreciative feedback, the more tickets he/she has in the raffle bowl. Ticket stubs are drawn from the bowl during weekly safety meetings.

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Challenge your safety committee to design a creative recognition program. Critical Safe Behavior (CSB) Coaching Process Theory The Building L.I.F.E.® Model drives us to look farther upstream to identify system factors that support or influence safe or at-risk conditions and behaviors. However, in developing a more holistic risk prevention model, the behaviors themselves should not be ignored since they are a significant contributing factor to many incidents, regardless of the system discrepancies causing the behavior. This manual has already described the processes supporting the systems analysis. Observation and feedback, and the Critical Safe Behavior (CSB) Coaching Process, tackles the other half of this equation. The Pareto Principle applied to behavior-based safety states that 80% of incidents are caused by 20% of all available unsafe behaviors. It is the 20% group of behaviors that we draw the most benefit from focusing on. The Critical Safe Behavior Coaching form in Predictive Solutions contains nearly 20 of these behaviors for us to focus on. CSB Coaching - Process Description

The CSB Coaching process should be done by groups of two to four observers - ideally a Turner lead accompanied by one to three subcontractor employees. This not only makes it easier to count CSBs, but provides a valuable learning opportunity for anyone not well-versed on the “critical safe behaviors”. It also teaches the observation and feedback skillset to others to use, thus strengthening the BL Process Model.

Using the CSB Coaching form in Predictive Solutions, Turner staff will periodically observe workers for a period of time (10 to 15 minutes is a good guideline) and count the number of each critical safe behavior (CSB) they observe either safe or at-risk. At the end of the observation period, the observer(s) summons the crew foreman or

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superintendent to stop the crew for a feedback or “coaching moment.” Adhere to the feedback tips described below. See Chapter 9. Continuous Improvement for instruction on using the data collected.

As they are two separate but related activities, using a combination of daily observation and feedback coupled with the Critical Safe Behavior Coaching Process will provide the greatest impact on optimizing human performance for safe work. Feedback can be delivered frequently and should be each time a person is performing health & safety observations. The CSB process, on the other hand, needs to be performed at a frequency that is scaled to the number of staff and workers on the project. While there is no hard and fast inspection frequency requirement, as there are for most other Predictive Solutions based inspections, there are a couple of good rules of thumb to follow.

1. All project field staff and the BUSD should perform CSB Coaching.

2. Even on the smallest projects, Turner superintendents should strive for two CSB events a week since these only take a few minutes (only focused on CSB list) and are crew-focused as opposed to walking the whole project.

3. For projects with safety staff, strive for two to three CSB events a week, possibly substituting these for one of the three regularly required weekly Predictive Solutions’ SafetyNet inspections.

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Delivering Feedback

When Delivering Appreciative Feedback:

Try to… Try not to…

Give the feedback as soon as possible after the behavior is observed

Postpone the feedback

Give the feedback in a private setting or at least out of earshot of others

Make it known to others that you are delivering feedback to the individual

Plan what you are going to say before you approach the performer

Approach the performer before you know what you are going to say

Include an objective description of the observed Use vague or subjective statements like:

behavior (Just like it is stated on the checklist) • “You’re working safely” • “You’re being careful” • “You’re doing it right”

Use “I” statements like: • “I noticed…” • “I saw…” • “I liked the fact that…”

Use “we” statements

Show that you are glad to be delivering the feedback

Appear that you are delivering the feedback because you

by: have to by

• Looking the person in the eye • Looking down or away from the person

• Smiling • Speaking in a low voice

• Maintaining a level, conversational, tone of voice

• Hesitating or rushing through what you have to say

Say what the performance means to you like: Imply that you are neutral on the performance (That it does not really matter to you whether the behavior

• “It’s nice to work with people who work at was done or not)

setting a good example for others”

• “I like being on a high performing team with

people like you”

• “It’s a pleasure seeing someone who takes their

safety, and those of others, seriously”

Involve the performer in the discussion by:

• Asking what they think about the performance • Ask could task be made easier for others

Write down what they tell you

Appear not to hear what the performer has to say about the performance or the barriers to it.

Say “thank you” for the performance Include any suggestions for further improvement the performer could make

Remember that the feedback is intended to be something the person wants

Give four times as much appreciative feedback as constructive feedback

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When Delivering Constructive Feedback:

Try to… Try not to…

Give the feedback as soon as possible before the behavior is likely to occur

Always use constructive feedback as a consequence for at risk behavior

Give the feedback in a private setting or at least out of earshot of others

Make it known to others that you are delivering feedback to the individual

Plan what you are going to say before you approach the performer

Approach the performer before you know what you are going to say

Include an objective description of the safe behavior needed (Just like it is stated on the checklist)

Assume the receiver knows what is expected by making vague or subjective statements like:

• “You need to work safely” • “Be careful”

Say what needs to be done and why “Soften the blow” by sandwiching the constructive feedback between complimentary or apologetic statements like: • “You’re a valued asset so…” • “You’re doing a great job, but…” • “Sorry to have to tell you this…”

Used “I” statements Use “we” statements

Show that you want to be delivering the feedback by:

Appear that you are delivering the feedback because you have to by

• Looking the person in the eye • Looking down or away from the person

• Smiling • Speaking in a low voice

• Maintain a level, conversational, tone of voice • Hesitating or rushing through what you have to say

Say what the performance means to you like: • “I don’t want you to get hurt” • “I want us all to help each other”

Imply that you are neutral on the performance (That it does not really matter to you whether the behavior was done or not)

Say how the safe behavior affects others, for example: • Setting a good example • Achieving higher performance • Making the team look good

Give reasons for the safe behavior that may not matter to the person receiving the feedback such as: • Reducing accident costs • Reducing accident frequency

Involve the performer in the discussion by: • Asking what they think about the performance • Asking how the performance could be made easier • Writing down what they tell you • Thanking them for the input

Appear not to hear what the performer has to say about the performance or the barriers to it.

Remember that constructive feedback is most effective when used to cue or instruct a person to do something

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4. The Building LIFE JHA

There are two variations of medium to long-range risk assessment forms for Building L.I.F.E.®. The first is Building L.I.F.E.® Job Hazard Assessment (BL JHA), which is the primary planning tool. The second, which is completely optional, and not covered in standard Building L.I.F.E.® training, is the Job Hazard Risk Assessment (JHRA) that embeds the Liberty Mutual R3 (Residual Risk Reduction) into the Turner JHA.

The BL JHA takes a traditional Turner JHA and builds in five new components to improve the effectiveness of the plan:

1. The Hierarchy of Hazard Controls (this is also an OHSAS 18001 requirement)

2. The “Systems Model” for environment, capability and behavior

3. Prompts risk reduction by addressing frequency, likelihood and severity

4. A page to document worker review signatures at the subcontractor’s orientation

5. An added page to document a Rapid Improvement Event for continuous improvement (this separate process is discussed on page 26)

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5. PROJECT SETUP Set-up JHA Completion Checklist. A best

practice is to prominently and visually display things that need to be tracked, such as JHA completion by trade and corresponding Rapid Improvement Events. Have scheduler build JHA submittals and Rapid Improvement Events into the schedule.

Set-up a binders (or files on a shared drive) to house all BL JHAs and PTPs, Meeting Minutes (safety-related) and Rapid Improvement Events for easy reference and field check.

Post a Safety Accountability Calendar on the trailer wall to assign Turner staff to periodically attend morning Huddles, safety meetings, Rapid Improvement Reviews, etc as a QC check.

Post the Safety Statement of Rights poster in the orientation room and on site.

Post a large Building L.I.F.E.® Commitment Banner in the orientation room and invite workers to sign it as a show of commitment during orientation.

Build or purchase a large sign-board for workers to bring and hang pictures of people that are important to them (“Reasons to be Safe”).

Hang the series of Turner B.L. posters around the site (see example below). These can be obtained from the BUSD.

Post an Injury-Free Recognition Sign for injury-free days.

Post the Safety Observation and Recognition (SOAR) Sign with drop-box in the work area.

Meridian Resources has provided preferred pricing on whiteboard sticker sets, SOAR Cards, Banners, Orientation Stickers and BL Recognition Raffle Cards. SOAR Signs with lock-boxes are sold through Safety Products Inc at 888-449-7233.

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Above: one of the Turner B.L. Posters from series.

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6. SAFETY HUDDLES

Frequently referred to as “whiteboard huddles” and “morning huddles”, the pre-shift Safety Huddle should be completed by each crew from each contractor at the beginning of every shift (daily). The purpose of the huddle is threefold: 1.) plan the day’s work with a proactive focus on incident prevention, 2.) create an opportunity to empower the front-line worker to take ownership of a vital safety process, and 3.) obtain a greater degree of hazard recognition and control by having those “closest to the risk” perform the risk assessment.

At the huddle, the subcontractor’s frontline workers review the activities that they will complete that day, discuss associated safety & health risks and review necessary controls. One worker is chosen to “facilitate” the questions while leading the group.

The primary questions outlined on the board and being asked by

the facilitator during a huddle are:

- What are the tasks being performed that day (“What are we doing”)?

- What are the risks associated with those tasks (“How could we get hurt”)?

- What controls should be in place to address the risk (“How can we keep from getting hurt”)?

Additional questions may include:

- How does our work (or access/egress) interface with other contractors or the public?

- What are the risks associated with that interface?

It is important that the facilitator solicit responses for the above questions from as many crew members as possible, writing each response on the board. The crew foreman should be comparing the results on the whiteboard to the already-prepared Pre-task Plan (PTP) to ensure risks and controls are not overlooked by the crew. And conversely, the PTP should be adjusted to include any details the crew comes up with that weren’t previously identified on the PTP. A critical step not to overlook in this process is the foremen should internally consider for each task, “have we addressed the factors that influence behavior?” (Environment, Capability and Motivation)

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Workers will still sign every PTP created before starting the tasks. A separate sign-off sheet can be created to document attendance at the morning huddle if a PTP was not created for that day. Photos of the huddle-boards can be captured to document the planning electronically.

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7. FIVE-WORKER LUNCHES

Process

This feedback-based process supports continual improvement and worker engagement. Turner selects 5 workers from various contractors to have an informal free lunch with Turner site management team and available BU Managers. The Turner facilitator explains to them over lunch that “we need their input so we can continue to assess and improve the effectiveness of our safety program and leadership. Although we’ll keep notes during the meeting so we can follow up on their feedback and ideas, no names will be attached and their comments are confidential for the staff in the room only”. This is a monthly process, at a minimum. 5 workers is a guideline. The feedback we receive from this meeting should be tracked in meeting minutes. Select items requiring Turner action should be addressed and resolution shared verbally at all-hands safety meetings.

How to select the five workers

Each worker should be from a different subcontractor. Preference should be given to companies that meet the following:

- Safety problems have been noted

- New subcontractor to Turner Construction

- High-risk activities

What to talk about (questions to ask)

- What’s working? - What’s not working? - What can be changed or added to improve the project environment? - Is there any training or education that would be beneficial? - Are there any procedural improvements that would be beneficial? - Are there any barriers in the way of safe performance of this task or activity? - Do you feel that most workers look out for each other on this project? - Do workers give other workers safety-related feedback? - Do you feel comfortable enough to do this yourself?

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8. SAFETY OBSERVATION AND RECOGNITION CARDS (S.O.A.R.)

Safety Observation and Recognition Cards, or SOAR

Cards for short, serve two purposes in supporting

Building L.I.F.E.®.

First, SOAR Cards provide a good avenue for workforce

engagement which creates further ownership in our

safety program and supports the desired culture shift.

Secondly, SOAR is another feedback mechanism

supporting continuous improvement - this mechanism

focused on providing feedback to Turner Construction. It

allows workers the opportunity to anonymously become

extra eyes and ears in the field.

The SOAR Card signs with drop-boxes should be

prominently displayed at the entrance to the project.

Turner staff should check the drop-box daily. There is

also a digital version of this can be accessed from a QR

code on project signs/posters and utilizes “Google

Forms.”

Observations and recognition submitted should be shared during morning safety meetings to

discuss actions taken and to close the loop with the workers.

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9. CONTINUOUS IMPROVEMENT

At its core, Building L.I.F.E.® is a continuous improvement program necessitating regular assessments of its component processes and overall program efficacy. The primary tools developed for this assessment are Predictive Solutions’ Building L.I.F.E.® Process Assessment and the Critical Safe Behavior Coaching Form. We should also use the Safety Perception Survey and feedback from both the SOAR Cards and the 5-Worker Lunches to understand performance in all areas. The Rapid Improvement Event is set up to periodically assure that our work tasks are optimized not just for safety, but for production, quality and elimination of waste. The final continuous improvement tool supporting Building L.I.F.E.® is the Root Cause Analysis.

Predictive Solutions’ Building L.I.F.E.® Process Assessment

The BL Process Assessment is the primary quality control tool for the Building L.I.F.E.® Program and assesses each of the major B.L. processes. The BLPA form breaks down into two distinct groups: Turner-controlled processes and subcontractor-controlled processes. The goal is for the safety manager, BUSD and Liberty Mutual (where available) perform one assessment each per month, preferably dividing up the subs to be assessed to eliminate overlapping effort. The report should be printed after each assessment to target opportunities to improve our core processes. At the end of each month, a Summary Report should be run by the safety manager, for the trailing 30 days, for further analysis and to prepare for ORM discussion.

Predictive Solutions’ Critical Safe Behavior Coaching Summary Report

At least monthly, the safety manager or superintendent should run a Predictive Solutions Summary Report for the Critical Safe Behavior data in the system for the trailing 30 days. This report will indicate the “Critical Safe Behaviors” needing the most attention (through further observation/feedback and coaching, and/or just-in-time training on the topics. Target behaviors (lowest scoring) should then be noted on the Project Monthly Safety Report.

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Figure 1 Example of CSBs Targeted for Improvement

Safety Perception Survey (available in Predictive Solutions)

Safety Perception Surveys should be completed once a month with a random sampling of the project workforce (25% is a good guideline). The summarized data can be inputted into the Predictive Solutions Safety Survey form so trending and analysis can be done. The results should be reviewed at the ORM and soonest staff meeting to address findings. Findings can be shared with the workforce and lowest scoring items should be discussed with all personal in leadership positions (foreman up).

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Figure 2 Example of Survey Areas Identified for Improvement

To gain access to all three Building L.I.F.E.® forms in Predictive Solutions, after logging into the PS website, perform the following steps:

1) Sign in to Predictive Solutions

2) Click on your name at the top of the screen

3) On the 2nd tab down called “Notification and Inspector Flags”…

4) check that “Flag Status” says “Custom”

5) then click on “Show Flag Matrix” and…

6) check the box for the B.L. inspections that you want access to

a. B.L. Process Assessment

b. Critical Safe Behavior Coaching

c. Workforce Safety Survey

7) at bottom of page, select “Save the Entire Page”

Root Cause Analysis Multiple Root Cause Analysis (MRCA) is an iterative problem-solving tool used to support continuous improvement programs including OHSAS 18001, LEAN and Building L.I.F.E.®. MRCA is used to identify the true causes of incidents. However, in following with the B.L. “whole-systems approach,” MRCA can and should be used after near-misses and even farther upstream to examine “system discrepancies” that can lead to unwanted, unplanned events. The lessons-learned from MRCA events will provide opportunity for continuous improvement and program evolution. It is beyond the scope of this instruction manual to provide MRCA Training. Please consult with your safety department to set up training.

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Rapid Improvement Event

A Rapid Improvement Event is a “Lean” improvement process meant to accomplish two things:

1. Improve the strength and quality of our pre-plans, such as JHAs, etc. 2. Make sure every major task of work has been optimized for safety, efficiency and quality

(reducing all forms of waste).

It also satisfies three critical Building L.I.F.E.® goals: taking a systems-based approach, engaging the workforce, and continuous improvement.

Each employer authorizes a 2 to 4 worker "Rapid Improvement Team“ from a selection of front-line workers. Ideally, some the team members chosen will have firsthand knowledge of the task(s) to be reviewed. It is suggested that a different team be assigned for each subsequent Rapid Improvement Event.

The team takes existing work plans including the JHA into the field and reviews the tasks as they happen. This would include reviewing the life-cycle of material handling as well, from delivery to staging, to end-point use, since this is when many injuries happen.

The team should observe at least two "cycles" of each task and interview coworkers if necessary. Team should ask themselves or coworkers:

Are the tasks being performed in the field listed on the JHA or other plan?

Does the JHA/plan recognize all hazards or risks?

Are the hazard controls established adequate to prevent all incidents?"

Could this task be made more efficient? Less waste?

Is there something we could do differently to improve quality of work?

Could material handling or logistics be improved to make the work easier?

The Rapid Improvement Team should document their recommendations for improvement on the “Rapid Improvement Event Form” and present them to project management (Turner and Sub).

Finally, the Rapid Improvement Team should review the outcomes of the process at the next safety meeting, sharing improvements made.

Rapid Improvement Events could be completed within the first two-weeks of a subcontractor’s schedule, ideally. For longer-term projects, a Rapid Improvement could be conducted again at 60 days and 180 days, or after any incident or other undesirable event.

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10. METRICS

Building L.I.F.E.® – Measures of Success – To be reported in monthly Operations Review Meetings (ORM) and weekly staff meetings. Specific measures below will be tracked on a running basis.

Building L.I.F.E.® Process Assessment (from Pred. Sol. Report)

Critical Safe Behaviors to Target for the Next Month (Fig. 1) (data from P.S. Report)

Safety Perception Survey - 3 Key Targets (Fig. 2) (data from P.S. Report)

Safety Perception Survey – Percent Favorable Trendline

Critical Safe Behavior Coaching – Total Completed Trailing 30 Days

Rapid Improvement Events – Trailing 30 days

SOAR Cards received Note that other measures and metrics are available, specifically in the risk reduction and behavioral areas. These metrics are not included in the ORM at this time.

EXAMPLES: JOBSITE MEASUREMENT & TRACKING

CSB Coaching – Completed by Month

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11. BUILDING L.I.F.E.® RESPONSIBILITY MATRIX

This is an example of an optional responsibility matrix and can be found in Excel form on the Building LIFE Website.

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12. TRAINING REQUIRED

Exec Level Kick-off Meeting (Turner GM, OM, PXs, Estimating, Purchasing and BUSD):

Prior to beginning the BL rollout in a BU

Facilitated by Building L.I.F.E.® Champion

5-Hour Comprehensive Building L.I.F.E.® Training (Turner Project Staff, BU Safety Steering Committee and BUSD):

Prior to start of project or startup of a steering committee

Facilitated by Building L.I.F.E.® Champion

Covers:

1. BL Culture & Model

2. Implementation key tools

3. BL behavior-based safety components

Subcontractor Management Training (Approx 1.5 hour - foremen and above)

Imbedded into the pre-existing safety portion of the Pre-Con or can be done separately

Conducted again as additional subs or staff assigned

Reviews our BL culture and system basics

Subcontractor frontline workers

BL covered in safety orientation

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13. SUPPORTING DOCUMENTS

Building L.I.F.E.® JHA and PTP

Rapid Improvement Event Form

5 Worker Lunch Steering Questions

Predictive Solutions BL Process Assessment

Predictive Solutions Critical Safe Behavior (CSB) Coaching Form

Safety Perception Survey

BL Contract Language

ORM Metrics File

JHA Completion Checklist

BL Quick Reference Card

Feedback Pocket Card

BL Leadership Quick Reference Card

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14. ORGANIZATION

BL National Facilitators:

Tom Gregg – Turner Construction (tgregg@tcco.com)

Mike Diehl - Liberty Mutual

* “Active Caring” is being used with permission from E. Scott Gellar.