The 100-Hour Rule is the theory that to master a topic and get the benefits of greatness doesn’t need to take 10,000 hours. Rather, it can often take approximately 100 hours if you break down skills into rare and valuable micro-skills. It is an exciting study that seems to have some validity to it. Basically, […]
What is the difference between “root cause” and “direct cause”? (Please note that I am only using the single tense of these terms in the question; I am not implying these causes can only be singular.) But I tend to see a lot of “direct causes” being tagged as “root causes,” and in my eye,
“A major flaw in our system of government, and even in industry, is the latitude allowed to do less than is necessary. Too often, officials are willing to accept and adapt to situations they know to be wrong. The tendency is to down-play problems instead of actively trying to correct them. Recognizing this, many subordinates
Disclaimer: I am not a psychologist but have stayed at a Holiday Inn Express once or twice! This is my take on why “safety affirmations” like “Safety is #1“, “Safety is our top priority,” etc. fail time and again. Most everyone has heard of “affirmations.” These are the daily and deliberate things one says
Ten (10) core principles shape a “culture of safety.” Each may need a specific plan to develop, improve, or maintain while the others develop. Safety Culture – The shared values, actions, and behaviors that demonstrate a commitment to safety over competing goals and demands.
This 5-minute video from our friends “way down under” in New Zealand (NZ) is just three safety pros explaining their roles in implementing and managing risks using the NZ Aviation Safety Management System (SMS). These are three pros talking like real safety pros from the trenches, and they nailed it. Many organizations struggle with the
In essence, Quality Assurance is about determining gaps in the SMS elements based on non-compliance with regulatory or organizational requirements. It is looking at weaknesses in the safety management system, which increases risk. Like the quality assurance process, the safety assurance process includes requirements for analysis, documentation, auditing, and management review to meet performance criteria.
There is a push by the transportation businesses to allow for single-crew cockpits in planes and trains, like what is allowed in commercial trucking. But is the risk the same across all three modes of transportation? Take the worst-case scenario you can reasonably identify in all three (3) modes and ask… what layers of protection
What do I mean when I say, “we want our SMS to be more like a diesel engine than a bottle rocket“? It is a simple analogy that almost anyone can relate to. A bottle rocket may be easy to launch, but it is FAST, UNCONTROLLABLE, and in the end, it COMES APART soon after
When I first learned about the “management systems” approach to managing Occupational Safety and Health and Process Safety, I was taught to view them as a “spoked wheel.” This aligned with the Plan-Do-Check-Act cycle, so it made perfect sense. And ever since, I have been teaching Safety Management System courses using the “spoked wheel” images.
One missed opportunity for many businesses is an SMS Training Orientation for the new Safety Pros and Management Team members. The safety pro usually does not even sit through the “new employee safety orientation” when they arrive at the facility. But even rarer is an orientation for the safety and management team members on the
It is so sad when I hear a management team talk about how their employees are the problems with safety like they are some beasts that can’t be controlled. And the look on their faces is priceless when a “consultant” tells them they should be proud of the “beast they have created.” A review and
