Clients of CBS represent many industries ranging from construction and mining to manufacturing, service, and government entities. The CBS process has been used successfully in both union and non-union environments and in conjunction with ISO 9000 and ISO 14001 certification.
The CBS process produces high levels of employee participation and has consistently resulted in more than a 50% reduction of injuries during the first year, regardless of prior injury record. All clients have seen a significant savings in costs associated with injuries, some reporting up to an 80% reduction. We would be pleased to put you into contact with our current clients for more specific details on their successes using the CBS process.
Case Study #1: Behavior-Based Safety Reduces Lost Days at a Manufacturing Facility
Dr. Boyce assisted in the implementation of behavior-based safety with 476 hourly and salary employees at a manufacturing facility that produces engine parts for a large American automobile company. The population of employees ranged in age from 19 to 63 years and employment at the facility ranged from six months to more than 25 years.
The proportion of hourly to salary workers was approximately five to one. Read more…
Case Study #2: Behavior-Based Safety Initiative Helps a Large Gold Mining Facility Win “Most Improved” Safety Award
The Center for Behavioral Safety implemented a Behavior-Based Safety (BBS) process at Newmont Mining Corporation’s Lone Tree Complex, located in Northern Nevada. The Gold Mine is a large above ground facility that employed approximately 500 full-time workers at the time of implementation. The facility had a self-reported history of safety defined by “good years” followed by “bad years.”
The Center for Behavioral Safety was asked to change this cycle and help continuously improve the facility’s safety record after a relatively successful year. Read more…
Case Study #3: Exploring the Effects of Cultural Variables in the Implementation of Behavior-Based Safety in Two Organizations
Please contact us directly for a reprint of this article originally published in the Journal of Organizational Management.