Maintaining behavior requires the use of behavior analysis tools: feedback and positive reinforcement. Here is the overlap and symbiotic relationship between Lean tools and behavior analysis: using the Lean tools = behavior. The roofers might fall down on the roof, but not fall over the edge. Wearing the harness and anchoring with a tether line is part of the standard work procedure. Notice, however, that buckling on harness and anchoring yourself are behaviors, and those behaviors might need feedback and reinforcement through a BBS process. In the case of roofers, harnesses and anchors will prevent falling off the roof even if the roofer slips and falls down. Therefore, the Lean approach is to add equipment and/or tools that enable the work to be done safely. The Standard Work checklist will specify the steps for using the equipment. And even trapeze artists have been known to fall. Question: Could they walk safely if their lives depended on it? Answer: Not always. It’s a can’t do problem. You could argue that with training similar to circus trapeze artists, everyone could walk the roof safely. But that is lengthy training that also requires a high degree of physical fitness. Problem: Walking on roofs without falling off. The company found a vendor that offered “high fashion” safety glasses. The vendor held a “pop-up sale” at the plant, and people chose their own safety glasses that made them look glamorous. Negative consequence removed. One company in Italy heard from workers, “These safety glasses make me look dorky!” So wearing them was a negative consequence for the workers. Question: Could they wear safety glasses if their lives depended on it? Answer: Yes! It’s a won’t do problem. We can add “wearing eye protection” to our BBS checklist to watch for and make a positive comment on the spot if we see it. Problem: Not everyone wears safety glasses at all times. We need to train the person how to do it or provide the equipment and tools to do it or both. If the answer is no, then it is a training/equipment/tool problem. In this case, assuming they know when to perform the behavior, we need to add positive consequences for doing the behavior and remove negative consequences for doing the behavior. The person won’t do or simply doesn’t do it. If the answer is yes, then it is a motivation/consequence problem. The diagnostic question Mager recommends when the correct behavior is not occurring is, “Could he/she do it if his/her life depended on it?” won’t do distinction in his classic book Analyzing Performance Problems: Or, You Really Oughta Wanna, co-authored with Peter Pipe. This analysis of methods follows Robert F. Again, a job best performed by the workers and supervisors of that unit. This is a job for BBS observation and reinforcement of the safe behaviors to do the job.
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