This post contains a series of questions, that members of an organization might use – from the boardroom to the shop floor – to help them consider their personal contributions to safety culture. The questions are not intended to be exhaustive. We encourage operating organizations to use these questions as a basis for discussion and […]
In this post, I am using two recognized and widely used models to assess the “culture” of a facility. To be honest, as far as I know, these two models were never intended to be used next to each other. But the fit is amazing. I am calling these: Path of Progress and Path of
The best birthday present a process safety engineer could ask for; especially on a birthday when a client is dealing with a tragedy. OSHA has “officially” announced the potential changes to the scope of the current PSM standard it is considering:
As my year comes to a close on the railroad, I recently has a discussion with a senior manager about ALARP, a new acronym for the RR. The manager wanted to know more about using the Hierarchy of Controls to reduce risks; more specifically, how we would reduce the SEVERITY of the consequence of an
The process of planning and controlling work activities is implemented to maintain safety. Work management is a deliberate process in which work is identified, selected, planned, scheduled, executed, closed, and critiqued. The entire organization is involved in and fully supports the process. Attributes: Work Management: The organization implements a process of planning, controlling,
A Safety-Conscious Work Environment (SCWE) is maintained where personnel feel free to raise safety concerns without fear of retaliation, intimidation, harassment, or discrimination. The Service Unit creates, maintains, and evaluates policies and processes that allow personnel to raise concerns freely. Attributes: SCWE Policy: The organization effectively implements a policy that supports individuals’ rights and
Issues potentially impacting safety are promptly identified, fully evaluated, and promptly addressed and corrected commensurate with their significance. Identifying and resolving a broad spectrum of problems, including organizational issues, strengthens safety and improves performance. Attributes: Identification: The organization implements a corrective action program with a low threshold for identifying issues. Individuals identify issues
Opportunities to learn about ways to ensure safety are sought out and implemented. Operating experience is highly valued, and the capacity to learn from experience is well developed. Training, self-assessments, and benchmarking are used to stimulate learning and improve performance. Safety is constantly scrutinized through various monitoring techniques, some of which provide an independent “fresh
Trust and respect permeate the organization. A high level of trust is established in the organization, fostered partly through timely and accurate communication. Differing opinions are encouraged, discussed, and resolved promptly and professionally. Employees are informed of the steps taken in response to their concerns. Attributes: Respect is Evident: Everyone is treated with
Decisions that support or affect safety are systematic, rigorous, and thorough. Crews are vested with the authority and understand the expectation to place the train in a safe condition when faced with unexpected or uncertain conditions. Senior leaders support and reinforce safety conservative decisions. Attributes: Consistent Process: Individuals use a consistent, systematic approach
Executives and senior managers are committed to safety in their decisions and behaviors. Executive and senior managers are the leading safety advocates and demonstrate their commitment in word and action. The safety message is communicated frequently and consistently as a stand-alone theme. Leaders throughout the organization set an example for living a life of
Communications focus on safety as a company value rather than a priority. Safety communication is broad and includes Service Unit-level communication, job-related communication, worker-level communication, equipment labeling, operating experience, and documentation. Leaders use formal and informal communication to convey the importance of safety being a personal value. The flow of information up the organization is
