I am against the BBS system used at SRS. Most of the "observations" are worthless and table-topped just to get numbers and parking spaces. In ten years in the program I have seen maybe a half dozen done correctly.
BBS teaches that workers are stupid and cause accidents. It blames the worker. The original study on which BBS was based claimed workers who got injured were of a low class. When you blame the worker for every type of accident by falling back on, "they needed to be more aware of their surroundings" i.e. meaning there were hazards in the area the plant didn't want to address, you get an atmosphere were accidents are simply NOT reported, so de facto you get a better safety record. We used to have one cooking type accident a month. Since BBS started blaming people, that number has gone to zero.
BBS should have been insituted first with managers. They should have been taught that their ignoring bad safety practices makes them responsible for accidents. Then at that point BBS is introduced to the workers. BBS observations should be mandatory and assigned to every job to be done effectively. SRS did NOT use the original BBS system used effectively by P&G, but rather they bought a modified plan from DuPont, who they in turn pay to see how effective is their safety program. Try to guess the results of that?
It is not that management doesn't know this. I have written up 4 pages of how the system doesn't work using specific examples here at SRS. I have given this information to multiple levels of management, including Munns when he was here. As long as they have the numbers and don't have to address safety issues which cost money, they are happy.
