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Quality Safety Edge offers the most intelligent approach to adapting behavior-based safety to vastly different organizational cultures.

Unique Approach

Every organization has a unique safety culture. Off-the-shelf behavior-based safety (BBS) approaches are not specifically designed to function effectively for each culture. Quality Safety Edge (QSE) develops a customized BBS process unique to each organization that consistently creates employee ownership and participation. QSE takes pride in providing the level of support your organization wants and needs to implement and sustain an effective behavior-based safety process. QSE provides services that range from initial workshops to full, turn-key BBS implementation.

Pioneers in Behavior-Based Safety

QSE is a pioneer in behavior-based safety with more than 25 years of proven results. QSE has experience implementing customized BBS processes on a global scale. By customizing each process and creating training materials unique to each business, QSE has adapted BBS to companies in over 30 nations.

Values-Based Safety®

The second component of QSE's business value proposition is a commitment to values alignment. As part of each behavior-based safety implementation, QSE has a unique process for aligning leader and employee behavior with safety as a value.

Behavioral Quality Improvement

Many of our clients have utilized the behavioral tools from BBS to improve their quality improvement initiatives. Data from systematic studies conclusively demonstrate that 70% of Lean, Six Sigma, and other initiatives fail to achieve significant quality results. Behavioral Quality Improvement prepares organizations to systematically pinpoint, measure, and recognize quality-critical behaviors and integrate behavioral solution strategies into Six Sigma and Lean Six Sigma.

Contact us to learn more about how we can support your efforts!

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by Terry E. McSween, Ph.D.

Many organizations struggle to address the safety of lone workers and small crews. One strategy to get those workers involved in an organization’s safety improvement efforts is through a process of self-observations. My clients are often skeptical of self-observations. That skepticism usually has two sides: one is grounded in the fact that self-observations have to be managed differently than peer to peer observations; the other is a false belief that self-observations don’t work. The fact is that self-observations are more difficult to sustain, requiring higher levels of support from both leadership and the safety committee. I’ll discuss the nature of that support in the paragraphs below. The false belief is that self-observations cannot work.

Last December, in Houston, the national OSHA Oil & Gas Conference brought renewed attention to the importance of addressing the prevention of serious incidents and fatalities. Drs. Terry McSween, CEO and President of Quality Safety Edge, and Judith Stowe, Co-Founder and Sr. Program Director, both presented papers on aspects of this topic in relation to Behavior-Based Safety (BBS). Numerous papers covered many of the basic issues in safety but these papers took a serious look at the fact that while individual safety is improving, serious incidents and fatalities have not shown the decline alongside of individual safety performance. While these presentations centered on the oil and gas industry, this phenomenon is also true in other industries such as construction.

This book is a must-read for anyone who has implemented a quality improvement initiative but has not achieved or sustained the desired results. It describes the element that is commonly overlooked by many quality processes; the failure to specifically identify the critical-to-quality behaviors needed to improve quality and to sustain the quality improvement initiative.

The authors provide a detailed understanding of where quality processes typically break down and how they work better with a focus on the right behaviors. The book provides a systematic blueprint for engaging employees in a behavior-based quality system that can improve their existing quality improvement initiative’s results and achieve significant quality improvement for any organization. 

WHAT OTHERS ARE SAYING

This is a great book, easy to read, understand the concepts and be able to apply them in real situations. This should be a must-read for professionals working in the quality arena or managers looking to improve their quality goals.

This seems like the missing link to make our quality system actually function. It is all about training, feedback, and especially getting supervisors to do their job in a much more successful manner. We need people to be active in making things better, not just accepting low quality and low productivity.

This is a great book and great authors. I have consulted with these guys at my last company and these concepts work!