Safety Thought of the Week

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 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

An SMS forces an organization to examine its operations and the decisions around those operations. An SMS allows an organization to adapt to change, increasing complexity, and limited resources. An SMS promotes the continuous improvement of safety through specific methods to predict hazards from employee reports and data collection. Organizations will then use this information

“It is important to establish the difference between leadership, which is acquired, and authority, which is assigned. An optimal situation exists when the two are combined. Leadership involves teamwork, and the quality of a leader depends on the success of the leader’s relationship with the team. Leadership skills should be developed for all through proper

It has become fashionable to claim that human error is implicated in 80-90 percent of all major accidents. While probably close to the truth, this statement adds very little to our understanding of how and why organizational accidents happen. In the first place, it could hardly be otherwise, given the range of human involvement in

It is difficult for engineers to change human nature and therefore, instead of trying to persuade people not to make errors, we should accept people as we find them and try to remove opportunities for error by changing the work situation — that is, the plant or equipment design or the method of working. Alternatively,

If we want to understand why the activity of operators has a particular characteristic, it is often necessary to look for reasons other than those that are immediately visible. The operator working on an aspect of the process is placed in a working environment that will play a part in determining his/her activity and, therefore,