“Much has been said of near accidents—meaning those that produce no injury whatever, although having the potentiality of doing so. These improper occurrences—these defects, slips, and fumbles; these near accidents—because of their proportionately greater volume, present to the capable person who is intelligent enough to take advantage of it, a splendid opportunity to anticipate and […]
“In many cases the same faulty practice is involved, and the reason for existence of the fault is similar, both for accident occurrence and for unsatisfactory production. If it is known as a result of a correct fact-finding job that a particular unsafe practice is chiefly responsible for accident occurrence, it can safely be assumed
“We often hear: “We have to change people’s behavior”. However, behavior is not only the result of an operator’s personality or training. The characteristics of the situations in which a human being is placed make certain types of behavior more likely. Some operating situations can have characteristics that increase the probability of undesirable human behavior.
Safety is not the only priority the organization’s leaders have to manage. Within a constrained environment, they must produce products or services that fulfill customer requirements, using specific raw materials, within a given time frame, etc. Accidents are not the only danger that threatens the entity. It can also be jeopardized by customers taking their
Here is a list of eight general principles that was established, following the major steps in the approach but adapted specifically to the implementation of Golden Rules. These principles emphasize the set-up of a coalition and the importance of ensuring synergy with the actions and processes of any external contractor companies. These steps are intended
Taking from the “Five Themes for Excellence in Safety Management Systems (SMS)”, we can look at a facility’s ability to assess and manage risks through this lens of excellence and measure the maturity of the safety culture. To recap the progression, here are the five levels: Ad-Hoc Managed Standardized Predictable Excellence Using an organization’s ability
Taking from the “Five Themes for Excellence in Safety Management Systems (SMS)”, we can look at the means a facility holds its front-line supervisors and managers accountable for safety through this lens of excellence and measure the maturity of the safety culture. To recap the progression, here are the five levels: Ad-Hoc Managed Standardized Predictable
Vulnerable zones are areas that could be affected by a release from a chemical accident at a facility subject to the risk management program requirements in 40 CFR Part 68. How can one determine if they live or work within a vulnerable zone?
As part of the hazard assessment, owners and operators of Program 2 and Program 3 covered processes must identify and analyze alternative release scenarios (40 CFR §68.28). What criteria should be used when selecting an alternative release scenario?
I love using these tools to help identify where a client is at in their maturity level within their safety efforts.
If you thought SIF was a new concept, well it is relatively new – Heinrich discussed the concept in his 1931 and 1941 books… “Undoubtedly a healthy condition exists when attention is concentrated upon the prevention of fatalities and serious injuries. This work should not be neglected, but the general problem will be more speedily
