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
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
As human beings, we may think that we know what is good or bad in terms of human characteristics. However, common sense does not allow us to answer questions such as: ➡ For how long can an operator remain vigilant in front of a screen where not much is happening?➡ How can we design
“What further is there to say, except that the responsibility lies first of all with the employer. If he has an earnest desire to reduce the frequency and cost of accidents, if he recognizes his responsibility for the safety of his workers, and if he is aware of the fact that methods of achieving safety
As you probably know by now, I LOVE metrics in safety. I was raised in industrial safety/process safety by some great leaders and mentors who taught me that everything in safety must be defined and quantified. They also taught me that anything and everything can and most likely will be manipulated at some point in
Building on my post from this weekend, discussing the three (3) pillars of Safety: Technical Safety SMS HOF/HOP I wanted to share something I created for a client that needed to frame up the role of a safety professional within their organization. As in many immature safety cultures, safety people and even degreed, trained, and
“Little difficulty is experienced in correcting the mechanical hazards, but the correction of unsafe acts will remain troublesome unless there is a better understanding of the reasons or motives that permit these unsafe acts to occur. The purpose of this discussion is to point out that definite causative factors lie directly behind the occurrence of
To improve safety performance, coherent action is required in three (3) areas: technical aspects, safety management, and human and organizational factors These different “pillars” all influence the “culture of safety” within an organization. It should be emphasized that, in any given organization, safety priorities have undergone several phases of chronological development, with each new area
“The situation that the worker has to manage is always unique. Even if the prescribed operation is habitual, certain factors are specific to this particular time: the weather conditions, the time and the day of the week, the state of the upstream or downstream facilities, the equipment to be used, a maintenance technician nearby, the
