The foundation components of Behavior Based Safety (BBS) are well known: Leadership support and involvement, Steering Committee, Observers, Systematic Data collection and Analysis, and Feedback. The methods for organizing and administering these functional components vary broadly. Many companies adhere to a model acquired from one of the well-known consulting providers while others put together a home-grown model which usually excludes one or more of these key components. An example of the latter would be a company that puts together their own system which includes only observations without any special leadership training, an employee based steering committee, or a reliable data system.
There are problems in establishing commitment to the process that occur quite frequently; one problem is the absence of employee participation. Inadequate employee participation derails a great many BBS processes. Causes for low levels of employee participation include the inability of frontline supervisors to deliver recognition, the inability of observers to provide feedback properly, and the absence of senior leadership involvement and support. Without leadership attention and visible involvement, BBS is put on the back burner. It may start out strong, but it will drift as more pressing production problems arise. Under these circumstances, frontline employees find little reason to engage in the process.