Once again, a great friend and former colleague invited me to discuss safety and culture at his new workplace with his C-Suite team. As usual, he was spot on in his thinking about safety. He has been with this organization for nine months and has recognized that in those nine months, every aspect of the […]
This is one of my favorite videos to use in my SMS Training courses (with approval from HR). Some of the scenes are over-the-top fake graphic scenes, but they are so over-the-top that I hope adults can handle them. The video mocks Lagging Indicators and Pizza Parties, which most of us have come to recognize
Safety should be an unwritten rule, a social norm, that workers follow regardless of the situation. It should become a value that is never questioned—never compromised. It is human nature to shift priorities, or behavioral hierarchies, according to situational demands or contingencies. But values remain constant. The early morning anecdote illustrates that the activity of
Catastrophe requires multiple failures – single-point failures are not enough The array of defenses works. System operations are generally successful. Overt catastrophic failure occurs when small, apparently innocuous failures join to create opportunity for a systemic accident. Each of these small failures is necessary to cause catastrophe but only the combination is sufficient to permit
Way back in 2006, when Dennis retired after a nearly 40-year career with OSHA and came to work with me at SAFTENG, we always traveled together, and he TAUGHT me more about “safety management” during those trips than I had learned in the preceding 13 years in industrial safety. One of the items we discussed
Why do “lagging indicators” remain such a popular means of gauging/measuring the success of the safety effort? We should measure the results and that these lagging indicators can/do play a role in measuring our success in all functions within a business. However, as I would like to point out to C-Suite executives, the company does
Leadership should demonstrate a commitment to safety within their organization by setting a clear tone from the top, promoting the vision for safety, and by: Source: JSP 815 Defense Safety Management System (SMS) Framework
The HSE Advisory Committee’s definition of safety culture is: An organization’s safety culture is the product of individual and group values, attitudes, perceptions, competencies, and patterns of behavior that determine the commitment to, and the style and proficiency of, an organization’s health and safety management.” A safety culture builds slowly, but behaviors are influenced quickly
Here are some FREE and straightforward Safety Management 101 items for your organization’s senior management. These could be applied to a facility’s senior management or at a corporate level. 1) Organizations MUST commit sufficient resources to identify and provide the minimum personnel levels (NOT just safety teams) to manage and address the risks they face.
An organization that listens to and learns from its people is constantly improving and understands that mistakes, errors in judgment, and the need to adapt are normal. Organizations should listen to and support their personnel by promoting a culture that: When an organization is listening and learning in relation to safety, the following are true:
A risk-based approach means focusing assurance efforts on the activities and controls that give rise to the most significant safety risks that may impact the successful delivery of the Organization’s objectives. It can also include focusing assurance in areas where the most benefit will be derived from the effort. This means a high-level prioritization approach
