After a year of disappointing results, Michael knew he needed help. It was around this time he was introduced to Weever through a colleague, who offered help with a digital relaunch of their BBSO program. 

New Tools

First, the plant’s paper observation cards were digitized using Weever software, allowing staff to easily enter observation data every month using tablets and terminals placed around the facility. Staff were retrained on the use of the Weever platform, the new BBSO form, and how to submit them. Training included the use of the enhanced features of the digital BBSO form including capturing richer data using conditional logic, drop-down fields, taking photos to embed in submissions, and others. 

To encourage participation the site elected to use Weever Rewards to provide an incentive for the staff who went “above and beyond”. Participants were allotted points redeemable in the factory's self-managed rewards shop. A leaderboard highlighted the program's top contributors. 

New Training

Michael realized that veteran employees would always be resistant to change, so he opted to focus on training new hires. During orientation he made BBSO a core part of their training, investing in videos that demonstrated the importance of safety observations. Every new class of trainees hit the factory floor with an enthusiastic attitude towards BBSO, and gradually the more tenured employees warmed up to the new procedures and adopted them over time.   

Automation

All safety observation data was gathered and collated automatically by Weever software, eliminating tedious data entry. A detailed, entirely automated, reporting dashboard was set up to show program performance and key areas of concern. Program results were broadcast to staff in real-time, which reinforced the impact of their commitment to safety.

Better Data = Faster Results

Prior to the relaunch, Michael and the Safety committee members reviewed and evaluated submissions on a quarterly basis. Using the new data, Weever built custom dashboards that highlighted trends in the data, giving them useful insights on where to take action. This meant the factory leadership could have timely follow-up and coaching opportunities, helping staff internalize safe behavior. This in turn began the process of gradual change towards a more safety-conscious culture. “Hot spot” at-risk categories and areas were identified and the committee put physical signs in the area to remind staff of the at-risk behaviors e.g. “Don’t forget to wear your gloves.”