For years, I have advised my clients to use the ANSI/ASSE Z590.2 standard when building their Safety Management System (SMS), as it provides a clear-cut model for the Scope and Function of the safety professional’s role within an organization. Members can read the following two articles on how this can be done. Establishing the scope, […]
It is important to note that preventive actions are not entirely the same for the different risk categories (minor, serious, or major): organizational failures generally play a much greater role in serious accidents than minor accidents. Indeed, a serious event usually implies the systemic failure of many barriers. The prevention of major accident hazards should,
It is important to note that preventive actions are not entirely the same for the different risk categories (minor, serious, or major): organizational failures generally play a much greater role in serious accidents than minor accidents. Indeed, a serious event usually implies the systemic failure of many barriers. The prevention of major accident hazards should,
Last week, I had an interesting discussion with a long-time client about the next steps in their safety evolution. While working with their safety team members out and about in the plant, we hardly see any violations, errors, or mistakes when auditing work permits and the like. But we are dressed like Christmas trees during
“Kick Up The Arse” – KUTA principle Here is the rule Comply with the rule Enforce the rule Punish people who don’t comply Put a cop on every beat and police the rule We’ll catch you and watch out. Results? No ownership, limited maturity, and reporting goes “underground.” This thinking drives a “nanny” mindset: power
We can change people’s performance by better training and instructions, better supervision, and, to some extent, better motivation.
The leaders of an organization MUST be the drivers of the proverbial “safety vehicle.” They steer and control the acceleration and braking. They also choose where they want the organization to go and enter that info into the vehicle’s GPS.
Having a functional and mature Safety Management System (SMS) is ALL about decision-making. Thus, the SMS must be a safety decision-making tool, unlike the traditional safety “programs” that are usually separate from business and operational decision-making.
The appreciation that a person makes of the situation depends mainly on the following four (4) elements:
A few weeks ago, I shared my thoughts on whether a business was ready for a Behavior-based Safety process (BBSP). Since then, I have been asked what some “indicators” could be that a business is “culturally ready” for a BBSP. And for me, it can all hinge on how management EMBRACES NEAR-MISS gifts. Yes, near-misses
I am seeing a lot of disinformation regarding Behavior Based Safety, and of course, those dis’ing BBS have the latest and greatest approach to fix all your safety problems. But don’t be fooled. BBS is a tool in our safety toolbox and like any tool in the hands of UNTRAINED personnel, it can be misused
A Process Safety Management System (PSMS) is built off the SIF approach many companies are dipping their toes into today. If you are a PSM/RMP-covered facility, you already have an SMS; it’s just called a PSMS, and it is a 14-element SMS that is ALL about the SIF approach. YOU ARE CLOSER TO SIF then
