We often hear it: “We have a world-class safety management system.” They are proud of what they have. They have worked hard to get where they are. But most of the time, they do NOT have a safety management system (SMS). What they have is a safety “compliance manual.” A binder that holds dozens of […]
Since this week is OSHA log posting week, I thought it was fitting to remind everyone… When safety is measured solely by lagging indicators, we put good men and women in situations where they are faced with making bad decisions. Setting a numerical end goal without providing a playbook, skills, and tools to
The respondent is the owner and operator of the water treatment plant, which treats and chlorinates water. The Facility maintains a maximum inventory of 32,000 pounds of chlorine as liquefied compressed gas. The Facility’s chlorine process is subject to the U.S. Occupational Safety and Health Administration (OSHA) process safety management (PSM) standard, 29 C.F.R §
Since this week is OSHA log posting week, I thought it was fitting to remind everyone… When safety is measured solely by lagging indicators, we put good men and women in situations where they are faced with making bad decisions. Setting a numerical end goal without providing a playbook, skills, resources, and tools
It does not matter how good a facility is in safety; I can assure everyone that within that facility, there are “routine violations.” Even in facilities with a very mature culture where safety has become a value (rather than a priority), we can find “routine violations.” So don’t be surprised or saddened that you discover
One of the MUST-read books for accident investigators and safety professionals trying to understand the acts/behaviors of workers (and management) is James Reason’s Human Error. In chapter 7, Dr. Reason makes a very profound statement regarding the significant role “latent organizational failures” play in the vast majority of accidents… “In the past, reliability analyses and
SMBWA is an unstructured hands-on approach in which managers directly participate in their subordinates’ work-related activities. In contrast to rigid and remote management approaches, SMBWA drives managers to spend a significant amount of time informally visiting work areas and interacting with employees. The practice is unscheduled, casual, and friendly. As managers walk around they can
Preliminary investigation indicates that two (2) HVAC contractors were in the vicinity of the ammonia leak when it was initiated. Norwood’s first responders were able to stabilize and transport one man to Good Samaritan Medical Center, and he was then further transferred to Massachusetts General Hospital for specialized treatment. The second contractor, 68, was deceased
At approximately 8:45 a.m. on March 4, 1986, Employee #1, at a cannery, attempted to remove chlorine gas cylinders from a distribution point located beneath a stairwell. Eight of the cylinders were mostly full and simply in storage. The system had not been used for five (5) years. One 150-lb cylinder was still connected to
In the retort area of the cannery, Employee #2 watched as Employee #1 took a 150-pound chlorine cylinder out of service. Employee #1 failed to follow posted instructions to ensure that the cylinder valve was fully closed. When the vacuum regulator was removed, chlorine gas began escaping. Employees #1 and #2 left the area. Employee
I have written numerous times about how the PSM/RMP thresholds are inconsequential regarding line/vessel opening hazards. A 1/2″ line in a water treatment process, NOT covered by PSM/RMP as it ran on 150# cylinders, poses the same risks as if the 1/2″ line was part of a covered process. Granted, the LOPC event could release
Listening is a function of Caring. Hearing is not Listening! Depending on your leadership style, this may be a growth opportunity for you. It’s a leadership characteristic we can all continuously improve upon! Hint- If you continue to hear the same message over and over…you might not be listening… or at least the people sharing
