自1970年代以降，行為安全BBS(Behavior-based safety)的觀念被認為是有效改善職業安全衛生問題的利器，在20年間，廣為國外先進之公司如杜邦公司、陶氏化學與豐田汽車等接受，形成一些推行方法以執行此項計畫。直至近年，BBS概念逐漸被引進台灣，許多本土企業才開始推行此項計畫。至目前，由於台灣在BBS計畫上起步較晚，因此在方法和成效上尚有許多進步空間。
因此，本研究的方法是對於三家推行「行為安全」的本土產業進行個案訪談，並進一歩比較三家國外工安先進廠商的推行方法與效益。總結本研究，發現對於本土廠商較佳的行為安全推動方法，除了要遵循由蓋勒所提出的操作要素(DOIT)：1.定義目標行為(D)；2.行為觀察(O)；3.介入改善(I);4.效益評量(T) 等四項以外，更重要的是必須包括5. 推動基礎條件，也就是「高層支持」與「全員參與」。

Since 1970, the concept of “Behavior-based safety (BBS)” is considered as an effective means in reducing occupational accidents. Within 20 years, this concept diffuses quickly, and is widely accepted by most advanced international enterprises, such as Du Pont, Dow Chemicals, and Toyota Automobiles, and many methods were developed for the launching of this program. Not until recent years, this BBS concept is gradually introduced into Taiwan, many local enterprises began to launch this program. So far, due to the fact that we are the later-comers, the methods and effectiveness in this BBS program can be further improved.
Therefore, the approach of this study is to investigate the method and effectiveness of three Taiwan local enterprises in BBS program and to compare their method and effectiveness with three advanced international enterprises. To conclude this study, a preferred BBS method for local enterprises is proposed. This method is to be operated in the following four phases, such as coined by Geller (DOIT): 1. defining target behaviors (D); 2. behavior observation (O); 3. intervention method (I); 4. effectiveness testing (T). Nevertheless, beyond these operational contents, the most critical basis paving to success is “managerial support” and “all-member participation”.

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