This presentation was made by Phil La Duke at the Canadian Society of Safety Engineering in Quebec City, QC in September 2008, For more information on this topic contact Phil La Duke (Pladuke@oe.com) or visit www.safety-impact.com
The document discusses the six values of the world's safest organizations: 1) safety is owned by operations, not just compliance, 2) all injuries are preventable through systematic analysis and prevention, 3) prevention is more valuable than correction, 4) safety is a strategic business element that reduces costs, 5) safety is everybody's job as defined in roles and reviews, and 6) continuous improvement focuses on leading safety indicators to anticipate hazards. These values are instilled through modeling, linking to consequences, and safety assessments that emphasize decreasing severity.
This presentation was delivered at the 2008 National Safety Council's National Conference and Expo in Anaheim California, by Phil La Duke (Director, Performance Improvement--O/E) Daryl James (retired--Chrysler) and George Drexel (Local 3520 President---UAW)
selling safety in tough times (Semanario International De Seguridad Minera ve...Phil La Duke
This presentation was made at the XIV Seminario Internacional De Seguridad Minera, in Lima, Peru. It is essentially the same as the National Safety Council presentation of the same name. I updated the notes pages and some of the graphics.
This presentation was made by Phil La Duke (Director, Performance Improvement--O/E), Cal Schalk (Vice President, Cellular Manufacturing--Williams International); Dave Carr (Vice President, Infrastructure--Williams International) and Ron Gebhardt (Safety Manager--Williams International) at the 2007 Michigan Safety Conference in Grand Rapids, Michigan For more information on this topic contact Phil La Duke (Pladuke@oe.com) or visit www.safety-impact.com
Creating strong safety cultures in offshore operations faces unique challenges. Offshore subcultures can develop their own norms and values that differ from the parent organization. To foster safety, organizations should build on the positive aspects of offshore cultures rather than try to change them. Safety professionals should avoid shocking offshore cultures with abrupt changes and instead introduce gradual, flexible changes that incorporate input from offshore leadership and hybridize cultures rather than replace them.
Role Of Safety In Operations ExcellencePhil La Duke
This presentation was presented by noted safety and operations excellence expert, Phil La Duke in 2008 at Automation Alley in Troy, Michigan, For more information on this topic contact Phil La Duke (Pladuke@oe.com) or visit www.safety-impact.com
This presentation was made at the National Safety Council conference in Orlando, October 27, 2009 by Phil La Duke. It is an update and expansion of La Duke's Selling Safety In Hard Economic Times, which he presented at the Michigan Safety Conference in Grand Rapids, in April of 2009. For further information go to: http://www.congress.nsc.org or www.safety-impact.com
I also presented an updated version of this at the XIV International Symposium on Mining Safety In Lima Peru
The document discusses the six values of the world's safest organizations: 1) safety is owned by operations, not just compliance, 2) all injuries are preventable through systematic analysis and prevention, 3) prevention is more valuable than correction, 4) safety is a strategic business element that reduces costs, 5) safety is everybody's job as defined in roles and reviews, and 6) continuous improvement focuses on leading safety indicators to anticipate hazards. These values are instilled through modeling, linking to consequences, and safety assessments that emphasize decreasing severity.
This presentation was delivered at the 2008 National Safety Council's National Conference and Expo in Anaheim California, by Phil La Duke (Director, Performance Improvement--O/E) Daryl James (retired--Chrysler) and George Drexel (Local 3520 President---UAW)
selling safety in tough times (Semanario International De Seguridad Minera ve...Phil La Duke
This presentation was made at the XIV Seminario Internacional De Seguridad Minera, in Lima, Peru. It is essentially the same as the National Safety Council presentation of the same name. I updated the notes pages and some of the graphics.
This presentation was made by Phil La Duke (Director, Performance Improvement--O/E), Cal Schalk (Vice President, Cellular Manufacturing--Williams International); Dave Carr (Vice President, Infrastructure--Williams International) and Ron Gebhardt (Safety Manager--Williams International) at the 2007 Michigan Safety Conference in Grand Rapids, Michigan For more information on this topic contact Phil La Duke (Pladuke@oe.com) or visit www.safety-impact.com
Creating strong safety cultures in offshore operations faces unique challenges. Offshore subcultures can develop their own norms and values that differ from the parent organization. To foster safety, organizations should build on the positive aspects of offshore cultures rather than try to change them. Safety professionals should avoid shocking offshore cultures with abrupt changes and instead introduce gradual, flexible changes that incorporate input from offshore leadership and hybridize cultures rather than replace them.
Role Of Safety In Operations ExcellencePhil La Duke
This presentation was presented by noted safety and operations excellence expert, Phil La Duke in 2008 at Automation Alley in Troy, Michigan, For more information on this topic contact Phil La Duke (Pladuke@oe.com) or visit www.safety-impact.com
This presentation was made at the National Safety Council conference in Orlando, October 27, 2009 by Phil La Duke. It is an update and expansion of La Duke's Selling Safety In Hard Economic Times, which he presented at the Michigan Safety Conference in Grand Rapids, in April of 2009. For further information go to: http://www.congress.nsc.org or www.safety-impact.com
I also presented an updated version of this at the XIV International Symposium on Mining Safety In Lima Peru
Taking Control of Workplace Safety outlines how safety professionals can take a strategic approach to improving workplace safety. Key points include:
1) Provide operations with actionable safety information and recommendations rather than just data to help them own safety.
2) Take a proactive, preventative approach through measures like a balanced scorecard, monthly strategy sessions, and trend analysis rather than just focusing on corrections.
3) Understand the business priorities and costs of safety issues and injuries to operations in order to develop an effective safety business plan and drive improvements that benefit the organization's bottom line.
4) Act as an agent of change by making incremental improvements and using safety to drive broader process enhancements.
Behavior-based safety is a process that helps employees choose safe behaviors over unsafe ones through observation and feedback. It involves observing employees' behaviors, providing feedback on safe and unsafe behaviors, analyzing the data to measure improvements in safety over time, setting improvement goals, and reinforcing safe behaviors and goal attainment. When implemented successfully, it can result in increased efficiency, productivity, morale and profitability.
Presents the core features of how to create a Behavioral Safety process. The process is customizable to suit any type of industry / location and is based on a 20 year track record of success on 5 continents.
The document outlines six secrets of the world's safest companies based on benchmarking studies. The secrets are: 1) all injuries are predictable and preventable through tools like failure mode and effects analysis and job safety analysis; 2) compliance alone is not enough and prevention-driven approaches are better; 3) companies should take a proactive balanced scorecard approach using leading safety indicators; 4) safety is owned by operations, not just the safety department; 5) safety should be defined as everyone's job and part of performance reviews; and 6) safety should be viewed as a strategic business element given the high costs of injuries.
A case study examining the actual impact of safety leadership on employee safety behavior in the OIl & Gas construction sector, over a two year period during the roll-out and execution of 'B-Safe', a behavioral safety process.
The Security Practitioner of the FutureResolver Inc.
In the face of changing business needs and threat environments, companies, organizations and individuals will continue to encounter increasingly diverse and sophisticated risks from an equally broad range of adversaries. These adversaries are equipped as never before supported by education, experience, publicly available critical information and the technology to bring their efforts to realization. Tomorrow’s security practitioner will need an array of integrated tools to effectively prepare for and counter tomorrow’s adversary. These “tools” will always include some traditional tried and proven practices; however, the need for practitioners to think critically, make risk-based decisions, implement leading practice solutions and define security optimization is required.
Presentation by:
Dennis Shepp, MBA, CPP, CFE, Consultant, Security Expert
Phillip Banks, P. Eng, CPP. Director, The Banks Group
Behaviour-based safety (BBS) is the “application of science of behaviour chan...Indohaan Technology
The document discusses human factor analysis and accident causation. It describes several models for analyzing accidents, including the human factors model which views accidents as resulting from interactions between humans, machines, environments and tasks. The document also discusses how human factors like attitudes, motivation, fatigue and organizational culture can influence safety. It provides examples of root causes identified in past accidents, such as inadequate training, procedures, communication and hazard awareness.
This was first presented by Phil La Duke at the American Society of Safety Engineers (ASSE) on June 15, 2010 in Baltimore, MD. An mp3 of this speech is available at www.safety-impact.com.
If you enjoyed this presentation, check out Phil La Duke's articles in Facilities Safety Management Magazine, or his column, The Safe Side, in Fabricating and Metalworking magazine. Phil La Duke is on LinkedIN, and you can follow him and SafetyIMPACT! on Twitter
Behavior-based safety is a process that focuses on identifying and choosing safe behaviors over unsafe ones. It involves observing employees' behaviors, providing feedback, analyzing the data to determine improvements in safe behaviors over time, setting goals for increased safety, and reinforcing safe behaviors and goal attainment. When implemented effectively through observation, feedback, goal-setting, and rewards, behavior-based safety can lead to reductions in workplace accidents as well as increases in efficiency, productivity, morale and profitability.
Learn how to implement Behavioral Based Safety system (BBS) at your workplace; what are the benefits of BBS, what are the roles of the employees and more.
1. The document discusses operational excellence and how safety is a key part of achieving it. Safety eliminates waste from injuries and downtime and helps drive continuous improvement.
2. Tools for achieving operational excellence like eliminating waste, improving equipment reliability, standard work, and visual management all help improve safety as well as efficiency.
3. Tracking safety metrics and managing safety using data helps identify issues and drive organizational change for both safety and productivity gains. Maintaining safety is important for cost reduction and achieving operational excellence.
This document discusses strategies for improving safety culture in an organization. It defines safety culture as the set of values that determine how management and employees act at work, rather than simply prioritizing safety. Some recommendations include viewing safety as a continuous process rather than just compliance, analyzing accidents by looking at the systemic factors that led to them rather than blame, integrating safety fully into daily operations, and involving employees in safety decision-making. Lastly, it notes that truly changing an organization's safety culture requires consistent leadership promoting new safety values through education and encouragement over time.
People-Based Safety focuses on influencing employee attitudes towards safety in order to improve safety performance. There are three categories of employee attitudes - complainers, spectators, and champions. Ten factors that influence employee attitudes are identified, including communication, locus of control, self-efficacy, optimism, self-esteem, belonging, empathy, self-motivation, self-monitoring, and self-awareness. Increasing these ten factors can foster more champion attitudes, reduce complainer attitudes, create a healthier organizational culture, and ultimately improve safety.
The document discusses best practices for PEO (professional employer organization) risk control related to workers' compensation. It notes that on-the-job injuries cost the US economy $127 billion annually. PEOs can help small businesses by leveraging workers' compensation relationships and providing safety resources. NAPEO recommends PEOs include specific safety requirements in client agreements, assist clients with safety manuals, conduct site inspections, and monitor claims experience. Top safety practices include senior management support for safety and training new employees, while bottom practices are individual incentives and posters. PEOs should understand clients' daily safety efforts and measure/motivate safety performance. Creating a positive program involves management accountability, training, and action plans tailored to specific
A Keynote speech by Dr Domininc Cooper CFIOSH C.Psychol examining the 'true' success factors of Behavior-Based Safety from the 1970's to the present day.
Behavio-Based Safety is still evolving to the point where it is effective in all workplaces, all of the time. Many implementations have been successful, but many have failed or faded away over the years. What can we learn from the past and the present to optimize future BBS implementations for the good of all? This tour of BBS examines the evolution of BBS, implementation strategies, and remaining challenges. Issues to be addressed include (but are not limited to):
[1 Where BBS fits in an organizations Safety Culture
[2] Who owns BBS?
[3] The role of employees and managers
[4] BBS design Issues
[5] Integrating BBS into mainstream safety management systems
The document discusses performance-based safety measurement and management. It provides examples of leading and trailing indicators that can be used to measure safety performance. Leading indicators measure proactive elements of a safety system like training, inspections, audits. Trailing indicators measure outcomes like injuries and accidents. A balanced set of metrics is recommended to fully evaluate safety. Establishing clear objectives, regular monitoring and using data to drive improvement are key aspects of an effective performance-based safety management system.
You Get What You Measure Tips For Establishing Safety MetricsPhil La Duke
The document provides tips for establishing effective safety metrics in the workplace. It recommends measuring factors that are key to business success like costs, risk, compliance, and quality. The desired state of safety should go beyond zero injuries to also minimize risk and promote continuous improvement. Example metrics could include workers' compensation costs, safety inspection findings, and trends in injuries and hazards over time. Leading indicators and scorecards can help track progress. Integrating safety metrics into overall business operations and demonstrating the tangible value and costs of safety are also discussed.
Does one size fit all in the complex world of Global regulation? Mary Moffett, Chief Compliance Officer from the Canadian and English Caribbean Operations of Swiss Re, a global reinsurer and commercial line writer, discusses the very real operational, system and execution considerations from both a global and local perspective.
Presentation by: Mary Moffett, VP & Compliance Officer, Swiss Re
Using Safety to Drive Lean ImplementationPhil La Duke
Using safety to drive lean implementation can help organizations gain competitive advantages through greater efficiency while eliminating waste. Implementing lean tools such as standard work, visual management, and empowering workers to stop production for safety issues can simultaneously make workplaces safer and more productive. Many actions that make work safer, such as error proofing equipment and processes, also make operations leaner. Viewing safety as a way to reduce costs from injuries and as a leading indicator of lean implementation can provide benefits across quality, production, and costs.
This document discusses establishing a culture of safety in EMS. It defines a culture of safety as prioritizing worker and public safety at all levels of an organization. EMS personnel, patients, and community members are all at risk of harm. The six core elements of an EMS culture of safety are: 1) a just culture that categorizes incidents and focuses on prevention, 2) coordinated support and resources, 3) a national data system, 4) EMS education initiatives, 5) EMS safety standards, and 6) requirements for reporting and investigating incidents. Organizations should consider changes needed to develop a culture of safety, how mistakes are currently handled, and how a just culture approach could change incident handling.
The document discusses safety metrics and scorecards. It defines key terms like metrics, indicators, and measures. It explains the differences between leading and lagging metrics, and process and outcome metrics. Examples are provided of metrics that measure activities, processes, outputs and outcomes. The document also discusses developing a balanced scorecard for safety with metrics in areas like customers, internal processes, learning and growth, and financials. The expected outcomes are to understand the differences between indicators and measures, and process and leading metrics, as well as to see examples of process metrics and a safety balanced scorecard.
This document contains statistics on mining accidents from 2005 to 2008 (as of July 29). It shows the number of reported accidents by cause for each year. The main causes of accidents were falls of persons, falls of objects, and falls of coal. The number of total reported accidents fluctuated between 38 and 47 each year. The number of serious accidents was lower, ranging from 1 to 12 annually.
Taking Control of Workplace Safety outlines how safety professionals can take a strategic approach to improving workplace safety. Key points include:
1) Provide operations with actionable safety information and recommendations rather than just data to help them own safety.
2) Take a proactive, preventative approach through measures like a balanced scorecard, monthly strategy sessions, and trend analysis rather than just focusing on corrections.
3) Understand the business priorities and costs of safety issues and injuries to operations in order to develop an effective safety business plan and drive improvements that benefit the organization's bottom line.
4) Act as an agent of change by making incremental improvements and using safety to drive broader process enhancements.
Behavior-based safety is a process that helps employees choose safe behaviors over unsafe ones through observation and feedback. It involves observing employees' behaviors, providing feedback on safe and unsafe behaviors, analyzing the data to measure improvements in safety over time, setting improvement goals, and reinforcing safe behaviors and goal attainment. When implemented successfully, it can result in increased efficiency, productivity, morale and profitability.
Presents the core features of how to create a Behavioral Safety process. The process is customizable to suit any type of industry / location and is based on a 20 year track record of success on 5 continents.
The document outlines six secrets of the world's safest companies based on benchmarking studies. The secrets are: 1) all injuries are predictable and preventable through tools like failure mode and effects analysis and job safety analysis; 2) compliance alone is not enough and prevention-driven approaches are better; 3) companies should take a proactive balanced scorecard approach using leading safety indicators; 4) safety is owned by operations, not just the safety department; 5) safety should be defined as everyone's job and part of performance reviews; and 6) safety should be viewed as a strategic business element given the high costs of injuries.
A case study examining the actual impact of safety leadership on employee safety behavior in the OIl & Gas construction sector, over a two year period during the roll-out and execution of 'B-Safe', a behavioral safety process.
The Security Practitioner of the FutureResolver Inc.
In the face of changing business needs and threat environments, companies, organizations and individuals will continue to encounter increasingly diverse and sophisticated risks from an equally broad range of adversaries. These adversaries are equipped as never before supported by education, experience, publicly available critical information and the technology to bring their efforts to realization. Tomorrow’s security practitioner will need an array of integrated tools to effectively prepare for and counter tomorrow’s adversary. These “tools” will always include some traditional tried and proven practices; however, the need for practitioners to think critically, make risk-based decisions, implement leading practice solutions and define security optimization is required.
Presentation by:
Dennis Shepp, MBA, CPP, CFE, Consultant, Security Expert
Phillip Banks, P. Eng, CPP. Director, The Banks Group
Behaviour-based safety (BBS) is the “application of science of behaviour chan...Indohaan Technology
The document discusses human factor analysis and accident causation. It describes several models for analyzing accidents, including the human factors model which views accidents as resulting from interactions between humans, machines, environments and tasks. The document also discusses how human factors like attitudes, motivation, fatigue and organizational culture can influence safety. It provides examples of root causes identified in past accidents, such as inadequate training, procedures, communication and hazard awareness.
This was first presented by Phil La Duke at the American Society of Safety Engineers (ASSE) on June 15, 2010 in Baltimore, MD. An mp3 of this speech is available at www.safety-impact.com.
If you enjoyed this presentation, check out Phil La Duke's articles in Facilities Safety Management Magazine, or his column, The Safe Side, in Fabricating and Metalworking magazine. Phil La Duke is on LinkedIN, and you can follow him and SafetyIMPACT! on Twitter
Behavior-based safety is a process that focuses on identifying and choosing safe behaviors over unsafe ones. It involves observing employees' behaviors, providing feedback, analyzing the data to determine improvements in safe behaviors over time, setting goals for increased safety, and reinforcing safe behaviors and goal attainment. When implemented effectively through observation, feedback, goal-setting, and rewards, behavior-based safety can lead to reductions in workplace accidents as well as increases in efficiency, productivity, morale and profitability.
Learn how to implement Behavioral Based Safety system (BBS) at your workplace; what are the benefits of BBS, what are the roles of the employees and more.
1. The document discusses operational excellence and how safety is a key part of achieving it. Safety eliminates waste from injuries and downtime and helps drive continuous improvement.
2. Tools for achieving operational excellence like eliminating waste, improving equipment reliability, standard work, and visual management all help improve safety as well as efficiency.
3. Tracking safety metrics and managing safety using data helps identify issues and drive organizational change for both safety and productivity gains. Maintaining safety is important for cost reduction and achieving operational excellence.
This document discusses strategies for improving safety culture in an organization. It defines safety culture as the set of values that determine how management and employees act at work, rather than simply prioritizing safety. Some recommendations include viewing safety as a continuous process rather than just compliance, analyzing accidents by looking at the systemic factors that led to them rather than blame, integrating safety fully into daily operations, and involving employees in safety decision-making. Lastly, it notes that truly changing an organization's safety culture requires consistent leadership promoting new safety values through education and encouragement over time.
People-Based Safety focuses on influencing employee attitudes towards safety in order to improve safety performance. There are three categories of employee attitudes - complainers, spectators, and champions. Ten factors that influence employee attitudes are identified, including communication, locus of control, self-efficacy, optimism, self-esteem, belonging, empathy, self-motivation, self-monitoring, and self-awareness. Increasing these ten factors can foster more champion attitudes, reduce complainer attitudes, create a healthier organizational culture, and ultimately improve safety.
The document discusses best practices for PEO (professional employer organization) risk control related to workers' compensation. It notes that on-the-job injuries cost the US economy $127 billion annually. PEOs can help small businesses by leveraging workers' compensation relationships and providing safety resources. NAPEO recommends PEOs include specific safety requirements in client agreements, assist clients with safety manuals, conduct site inspections, and monitor claims experience. Top safety practices include senior management support for safety and training new employees, while bottom practices are individual incentives and posters. PEOs should understand clients' daily safety efforts and measure/motivate safety performance. Creating a positive program involves management accountability, training, and action plans tailored to specific
A Keynote speech by Dr Domininc Cooper CFIOSH C.Psychol examining the 'true' success factors of Behavior-Based Safety from the 1970's to the present day.
Behavio-Based Safety is still evolving to the point where it is effective in all workplaces, all of the time. Many implementations have been successful, but many have failed or faded away over the years. What can we learn from the past and the present to optimize future BBS implementations for the good of all? This tour of BBS examines the evolution of BBS, implementation strategies, and remaining challenges. Issues to be addressed include (but are not limited to):
[1 Where BBS fits in an organizations Safety Culture
[2] Who owns BBS?
[3] The role of employees and managers
[4] BBS design Issues
[5] Integrating BBS into mainstream safety management systems
The document discusses performance-based safety measurement and management. It provides examples of leading and trailing indicators that can be used to measure safety performance. Leading indicators measure proactive elements of a safety system like training, inspections, audits. Trailing indicators measure outcomes like injuries and accidents. A balanced set of metrics is recommended to fully evaluate safety. Establishing clear objectives, regular monitoring and using data to drive improvement are key aspects of an effective performance-based safety management system.
You Get What You Measure Tips For Establishing Safety MetricsPhil La Duke
The document provides tips for establishing effective safety metrics in the workplace. It recommends measuring factors that are key to business success like costs, risk, compliance, and quality. The desired state of safety should go beyond zero injuries to also minimize risk and promote continuous improvement. Example metrics could include workers' compensation costs, safety inspection findings, and trends in injuries and hazards over time. Leading indicators and scorecards can help track progress. Integrating safety metrics into overall business operations and demonstrating the tangible value and costs of safety are also discussed.
Does one size fit all in the complex world of Global regulation? Mary Moffett, Chief Compliance Officer from the Canadian and English Caribbean Operations of Swiss Re, a global reinsurer and commercial line writer, discusses the very real operational, system and execution considerations from both a global and local perspective.
Presentation by: Mary Moffett, VP & Compliance Officer, Swiss Re
Using Safety to Drive Lean ImplementationPhil La Duke
Using safety to drive lean implementation can help organizations gain competitive advantages through greater efficiency while eliminating waste. Implementing lean tools such as standard work, visual management, and empowering workers to stop production for safety issues can simultaneously make workplaces safer and more productive. Many actions that make work safer, such as error proofing equipment and processes, also make operations leaner. Viewing safety as a way to reduce costs from injuries and as a leading indicator of lean implementation can provide benefits across quality, production, and costs.
This document discusses establishing a culture of safety in EMS. It defines a culture of safety as prioritizing worker and public safety at all levels of an organization. EMS personnel, patients, and community members are all at risk of harm. The six core elements of an EMS culture of safety are: 1) a just culture that categorizes incidents and focuses on prevention, 2) coordinated support and resources, 3) a national data system, 4) EMS education initiatives, 5) EMS safety standards, and 6) requirements for reporting and investigating incidents. Organizations should consider changes needed to develop a culture of safety, how mistakes are currently handled, and how a just culture approach could change incident handling.
The document discusses safety metrics and scorecards. It defines key terms like metrics, indicators, and measures. It explains the differences between leading and lagging metrics, and process and outcome metrics. Examples are provided of metrics that measure activities, processes, outputs and outcomes. The document also discusses developing a balanced scorecard for safety with metrics in areas like customers, internal processes, learning and growth, and financials. The expected outcomes are to understand the differences between indicators and measures, and process and leading metrics, as well as to see examples of process metrics and a safety balanced scorecard.
This document contains statistics on mining accidents from 2005 to 2008 (as of July 29). It shows the number of reported accidents by cause for each year. The main causes of accidents were falls of persons, falls of objects, and falls of coal. The number of total reported accidents fluctuated between 38 and 47 each year. The number of serious accidents was lower, ranging from 1 to 12 annually.
IT Quality Testing and the Defect Management ProcessYolanda Williams
This document provides an overview of defect management processes. It discusses defining defects, defect prevention, discovery, resolution and process improvement. The key aspects covered are:
- Defining goals as preventing defects, early detection, minimizing impact and process improvement.
- Activities like root cause analysis, escape analysis and process metrics.
- The defect lifecycle of prevention, discovery, resolution and continuous improvement.
- Examples of defect analysis and status reporting including metrics like density, backlog and mean time to repair.
Root Cause Analysis - methods and best practiceMedgate Inc.
A critical part of any safety management system comes after incidents occur. Effective incident investigation including root cause analysis can provide many answers for your organization regarding why an incident or event has occurred. Even if your safety department excels at completing investigations and undertaking corrective actions, your SMS will not be effective if you fail to identify root causes quickly and accurately.
Safety teams that make Root Cause Analysis central to their day-to-day activities will significantly improve their ability to better the safety of the workplace and ensure that incidents do no reoccur.
In these slides, Medgate Safety expert Shannon Crinklaw discusses Root Cause Analysis, outlining its potential impact, covering different analysis methodologies and outlining best practices.
To view the accompanying webinar, go to http://bit.ly/X518oY where you will learn:
What type of incidents are most common.
Mistakes that organizations should avoid when carrying out root cause analysis.
Different models of root cause analysis, such as Five Why and Cause-and-Effect diagrams.
The long term benefits of root cause analysis efforts.
This Template is created for helping the quality or continuous improvement professionals to generate a step by step problem solving report, which include the guidance on each steps in a 8D process, also include the templates of popular quality tools such as 5-Why and Fishbone Diagram.
想学习六西格玛?可以看看ucourse.org的网上课程。
http://ucourse.org/ssgb
An accident investigation aims to improve safety by exploring the causes of events and identifying remedies. All accidents, regardless of severity, should be investigated to some degree to understand root causes. A thorough investigation involves collecting evidence from the scene, documents, and witness interviews without blame. The investigation process determines immediate causes like unsafe acts or conditions, as well as underlying causes involving management systems. The results are recorded and analyzed to identify corrective actions and prevent future occurrences.
Targeted Solutions provides behavior modification solutions to organizations to help improve safety performance. They use a behavior-based process that focuses on identifying and eliminating at-risk behaviors. This process is implemented from the lowest to highest levels of an organization using group dynamics and feedback to encourage safe behaviors. Targeted Solutions has over 40 years of experience applying this methodology across various industries globally.
This document discusses the concepts and principles of Continuous Safety Improvement (CSI) and how they relate to Total Quality Management. It provides an overview of two workshop goals: 1) becoming familiar with the origins and contributions of the Total Quality Management movement and W. Edwards Deming, and 2) applying Deming's 14 Points to workplace safety. Several of Deming's 14 Points are then examined in more detail and how they can guide a proactive, systems-based approach to safety management focusing on continuous improvement.
ISO-27001-Beginners-Guide.pdf guidline for implementationIrmaBrkic1
ISO 27001 is an internationally recognized standard for information security management systems that sets out best practices for securing data. It focuses companies on continually reviewing processes to assure customers and stakeholders that data is protected. As more types of data are collected and stored, the security of that data becomes increasingly important to protect organizations from risks like data breaches, corruption, or theft. Implementing an ISO 27001 system establishes management processes to meet security goals, provide necessary resources, and monitor performance to ensure legal obligations are met and improvements are made.
1) Achieving zero incidents is possible through developing a strong safety culture where safety is the top priority and responsibility of all employees and managers. This requires clear communication from top management about the need for culture change.
2) A safety culture focuses on eliminating the root causes of incidents rather than just reactions. It views safety as an integral part of business operations and empowers employees to take responsibility for safety.
3) Key elements of an effective safety culture include management commitment, well-defined safety policies and goals, employee training, hazard analysis, and recognizing employees for safe behaviors. With the right systems and commitment from all levels, any organization can achieve an incident-free work environment.
This document discusses organizational professionalism and reliability. It begins by outlining an agenda for creating a professional culture and infusing professionalism through mindful organizing. It then discusses how to emulate "reliability professionals" from high reliability organizations by cultivating mindful organizing. Mindful organizing consists of preoccupation with failure, reluctance to simplify interpretations, commitment to resilience, sensitivity to operations, and deference to expertise. The document examines how mindful organizing is associated with improved reliability and outcomes. It also explores how experiences, commitment, and human resource practices can enable mindful organizing within organizations. Interventions like leader rounding, huddles, and safety action teams may also help enhance mindful organizing.
Have an internal control expert reduce the risk CflCoaching
Rather an expert will help design controls that would be contributing towards an effective risk management.
Your organization can greatly benefit with an internal control expert
Corporate Safety Governance and Role of LeadeshipConsultivo
Corporate Safety Governance stresses on the need of management intervention to address the issues related to health and safety for the proper functioning of an organisation. High level of health and safety performance is directly linked to business excellence.
This presentation will give you a clear understanding of corporate safety governance and the role of leadership, safety governance pathway, safety culture and factors contributing towards good safety culture within an organisation.
This document provides tips for selling safety programs to operations during tough economic times. It recommends getting operations buy-in by speaking their language and demonstrating how safety supports operational goals. It also suggests running safety like a business by developing a zero-sum budget, calculating return on investment for initiatives, and looking for low-cost options or grants. Additionally, the document advises integrating safety into operational activities such as inspections, investigations, and reviews in order to demonstrate value and urgency while avoiding complex initiatives.
This document provides an introduction to continuous safety improvement (CSI) concepts. It discusses how total quality management (TQM) and continuous quality improvement (CQI) principles can be applied to occupational safety and health. The workshop goals are to familiarize participants with W. Edwards Deming's contributions to quality management, and to apply his 14 Points to workplace safety. Deming's 14 Points are then discussed in detail and related to concepts of proactive safety management versus traditional reactive approaches. The document emphasizes that achieving continuous safety improvement requires changing systems and processes, rather than focusing solely on numerical goals or results.
Safety Inspections and Sample Safety Inspection.Health and safety training D...Salman Jailani
Safety Inspections and Sample Safety Inspection.Health and safety training Definition of risk WHAT ARE PERMITS-TO-WORK
Mechanical Engineering
00923006902338
Practical aspects of health &safety by Jayadeva de SilvaSelf-employed
The document discusses health, safety, and welfare in the work environment. It provides guidance on developing an effective health and safety management system, including having a sound safety policy, visible management commitment, clearly defined safety responsibilities, competent advisors, operating procedures, training, and monitoring tools like inspections, audits, and incident reporting. Effective worker involvement is also key, such as having safety committees and representatives, and consulting with workers on health and safety issues. The goal is to create awareness of managing these issues to protect employees, contractors, and others.
This document provides guidance to security managers on modernizing security programs and demonstrating value to business partners. It suggests that traditional security programs are often tactical rather than strategic and fail to gain needed support. The document advocates presenting security priorities in a business context by explaining how security activities make money, keep money, and save money. It stresses communicating strategies rather than just responding to incidents. Additionally, it provides templates for security managers to develop business plans and strategic plans that align security with business objectives and demonstrate return on investment. The overall message is that security programs must speak the language of business and show how they strategically manage risks.
Safety Productivity Multiplier_ How to Turn Workplace Safety into a Competiti...Sue Antonoplos
Safety is a hidden competitive opportunity that directly impacts operational and financial performance. When implemented strategically through a focus on behaviors rather than just tasks, safety initiatives can drive cost reductions, improve culture, and boost employee productivity and morale. Data from manufacturers and retailers shows that for every $1 spent on injuries, $3 is spent indirectly. Progressive companies make safety an "operational pivot" that touches all human behaviors and roles. Using systems control charting to measure the impact of safety programs indicates whether changes are sustainable or just temporary. A 100 basis point change in injury frequency can equate to a $15 million impact on EBITDA or sales. Workplace safety therefore generates a multiplier effect on economic growth and performance.
Serious Incident PreventionSM(SIP) provides critical training designed to reduce catastrophic events.
Participants will learn how to:
Identify risks and work practices critical to addressing those risks
Measure and track those work practices
Encourage conversations around those critical work practices
Identify improvement targets and creates action plans
Include an effective Process Safety Leadership
Develop a Team that involves representative engineers, management, operators, and maintenance
Measure behaviors that are critical to serious incidents:
Maintenance of instrumentation and controls
Completion of hazard analysis, inspection, and testing
Compliance with work permits and procedures
Completion of process upset logs and review at shift change
TESTIMONIALS
“Best workshop I have ever been to. I have been struggling for a while as to how I could engage in our safety program in a meaningful way. You have given me the keys.”
“This is exactly what we needed. And it comes at a great time in the development of our safety program”
For full details, download the PDF brochure today OR contact kris@360bsi.com.
The document discusses the role and importance of business research. It defines business research as the systematic process of generating objective information to aid business decisions. Business research can be basic or applied. Basic research expands knowledge without addressing specific problems, while applied research addresses real-life business problems. The document also outlines factors to consider when determining whether to conduct business research such as time constraints, data availability, decision importance, and costs versus benefits.
Raising Awareness on S&S Management at workplaceMahmudul Hassan
This document discusses techniques for raising safety and security awareness in the workplace. It identifies why awareness is important, which is to help staff understand safety arrangements, risks, and their roles. Several methods for raising awareness are proposed, including a top-down approach, appointing champions, campaigns, and empowering staff. The document also covers focusing on health, safety, and security, and involving staff in decision making. It concludes with proposing a group exercise to generate ideas for awareness topics, challenges, and innovative promotion strategies.
The document describes a Risk and Safety Capabilities Maturity Reference Model created by the Safety Institute of Australia. It identifies objectives, themes, gaps and areas for prioritization to improve risk and safety capabilities. Key areas for focus include identifying and sharing best practices, establishing clear guidelines, addressing respectful behavior, rebuilding partnerships between HR/IR and OHS, and considering options like wellness programs and job redesign to deal with issues like an aging workforce. The maturity of capabilities is assessed on a scale from lack of awareness to full awareness, adoption of solutions, and embedding solutions across businesses.
ERM occasionally sponsors free seminars in Southeast Michigan. In this particular short presentation I explore how injuries are really just process failures.
A safety culture is characterized by shared beliefs, values and attitudes regarding safety. It is a subset of overall organizational culture. Key aspects of a positive safety culture include employees understanding the importance of safety and exhibiting safe behaviors like wearing PPE. Developing a strong safety culture should be a top priority as it has the greatest impact on reducing accidents. Objectives of a safety culture include connecting all employees around reducing incidents through following not just procedures but also being accountable for safety. Management must be committed to enforcing standards while employees follow and ensure compliance. Developing a culture of safety is an ongoing process that requires continuous efforts like training, feedback, and recognizing safe behaviors.
The document provides guidance on effective safety committees. It begins by having the reader rate their current safety committee and identifies that safety responsibilities are often combined with other roles. An effective safety committee is described as integral to a comprehensive safety program and helps promote safety awareness, build enthusiasm, reduce injuries, and ensure regulatory compliance. Keys to success include clear goals, management support, training, effective problem-solving, and making meetings productive and engaging for members.
Similar to Taking Control Of Workplace Safety (20)
The document discusses how businesses can hardwire safety into their operations to improve results. It argues that safety is the output of well-run business systems that focus on competency, process capability, leadership, hazard and risk management, and accountability. It provides examples of how establishing the right safety systems, training employees, ensuring safe and standardized work processes, engaging leadership on safety, and holding all levels accountable can help create a culture where safety is prioritized over production and injuries are avoided.
The role of technology in safety traininngPhil La Duke
Featured at the Society for Applied Learning Technology this presentation identifies ways in which companies can leverage technology to deploy safety courses to the widest possible audience quickly and effectively
You get what you measure tips for establishing safety metricsPhil La Duke
Some believe that if you can't measure something it doesn't exist. Other people believe in Big Foot and crop circles. But I believe you will get improvements in the things you measure.
The document discusses creating a safety infrastructure for retaining gains in sustainability. It defines a safety infrastructure as a framework for improving safety culture and consistently managing safety with a values-based approach. The document outlines six key safety values and discusses aligning various approaches like training, processes, and accountability with organizational vision and values. It also provides examples of project results for heavy truck manufacturing, aerospace, automotive and healthcare industries that saw reductions in injuries and financial returns.
The secret to workplace organization lies in the 5 s', Sort, Set in Order, Shine, Standardize, and Sustain. This is a tool used in lean manufacturing and has been adapted to numerous discipline.
Changing culture means changing valuesPhil La Duke
Your company culture, in the broadest strokes, is defined by the shared values of the population of the organization. These values have to be much more than what is plastered in the posters on the walls, but must guide every decision that every worker makes. So if you are unhappy with your culture and wish to change it you will have to examine your values, your REAL values not the ones to which you aspire.
Complacency, that is, a familiarity with a process so in depth that workers take it for granted that they will not get hurt while performing a routine task
Too many companies feel like it will cost way too much money to keep workers safe. This presentation was made at the Lakeshore Safety Meeting and demonstrates how a company can decrease risk without breaking the bank
This agenda outlines a training session that will cover several topics related to organizational culture and operations. It will discuss the role of individuals and supervisors, operations leadership, maintenance and facilities, training, and safety. The session will conclude with a closing statement and time for questions.
Whats wrong with safety training and what to do about itPhil La Duke
This article first appeared in the on-line edition of Fabricating and Metalworking Magazine. It did not appear in print however, and the on-line version is no longer available from the magazine. It will appear in both the print and on-line editions early next year.
This article appeared in the Spring 2011 edition of HR Pulse, the official quarterly of the American Society of Healthcare Human Resources Administrators (ASHHRA)
I was asked by a colleague to kick off the Michigan Chapter of ISPI with a 5 minute speech. I chose to talk about expanding the view of Performance Improvement beyond training and organizational development.
Dr. W. Edward Deming developed 14 points for continual improvement that can be applied to worker safety. The points focus on constancy of purpose for safety, eliminating fear in the workplace, and ensuring management's commitment to safety improvement through education, training, and breaking down barriers between departments. Top management must clearly define their permanent commitment to improving safety and take action to implement Deming's principles.
This document discusses various tools that can be used to sustain safety in an organization, including process monitoring tools, change reinforcement tools, structure and infrastructure tools, training and reference tools, and process integration tools. Some key tools mentioned are scorecards, dashboards, reports, HICCAT, mobile devices, auditing software, physical security systems, RFID tagging, collaboration platforms, unified communication systems, electronic performance support tools, safety kiosks, and online safety training. The document provides advantages and limitations of different tools and examples of how they can be implemented.
Leveraging Technology In The New Employee Orientation ProcessPhil La Duke
This presentation was first made by Phil La Duke (Director Performance Improvement for O/E Learning) on August 19, at the Society for Applied Learning Technologies (SALT) Washington Interactive Technologies Conference in Washington DC. For more information on this topic contact Phil La Duke (Pladuke@oe.com) or visit www.safety-impact.com
The Role Of Technology In Safety TrainingPhil La Duke
This presentation was first made by Phil La Duke (Director Performance Improvement for O/E Learning) on August 21, at the Society for Applied Learning Technologies (SALT) Washington Interactive Technologies Conference in Washington DC, For more information on this topic contact Phil La Duke (Pladuke@oe.com) or visit www.safety-impact.com
Creating Safety Cultures In Off Shore OperationsPhil La Duke
This presentation---first presented by noted workplace safety expert, Phil La Duke---focuses on developing a safety culture in overseas operations, but because the venue was in Houston many in the audience assumed the term "off-shore" referred to oil exploration.
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi_compressed.pdfKhaled Al Awadi
Greetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USA
Revolutionizing Surface Protection Xlcoatings Nano Based SolutionsExcel coatings
Excelcoating Transforming surface protection with their cutting-edge, eco-friendly nano-based coatings. This presentation delves into their innovative product lineup, including Excel CoolCoat for roof cooling, Excel NanoSeal for cement surfaces, Excel StayCool for UV-filtering glass, Excel StayClean for solar panels, Excel CoolTile for heat-reflective tiles, and Excel InsulX for film insulation.
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Adani Group Requests For Additional Land For Its Dharavi Redevelopment Projec...Adani case
It will bring about growth and development not only in Maharashtra but also in our country as a whole, which will experience prosperity. The project will also give the Adani Group an opportunity to rise above the controversies that have been ongoing since the Adani CBI Investigation.
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L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions. 𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
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➢ Korean President visits Samsung Electronics R&D Center
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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3. Provide Information Not Data
Collect data that is meaningful to
operations
Analyze data and turn it into information
Understand what Operations will do
with the information
Integrate safety data into process data
Provide solutions and recommendations
not questions
4. Advise Don’t Preach
Help Operations to own safety by helping
them to better understand safety
Focus on prevention rather than correction.
Don’t use scare tactics.
Provide advice not lectures
Understand that while safety may be most
important, it’s not always urgent
5. Be Proactive
Balanced Scorecard Approach
Monthly Strategy Sessions
Leading Indicators
Analyze and Understand Safety Trends
and Take Appropriate Action
11. Understand Operations and Speak its Language
Know Operations “hot buttons”
Understand how injuries impact
your organization’s key
measurables
Understand your organization’s
business model
Know---and be able to explain---
the costs of worker injuries
Develop a Safety Business Plan
13. Determining Your Safety Philosophy
Systems Oriented
Behavior Oriented
IndividualAccountability
CorporateAccountability
14. Be A Change Agent
Understand that resistance to change is
biologically hard-wired.
Make simple and incremental change
Understand that organizations that are best
able to adapt are most likely to survive and
thrive
Use safety to drive process improvements that
positively impact your organization’s bottom
line
Focus on problem solving and process
improvement
15. Be A Strategic Business Thinker
Injuries are inefficient and cost money and
productivity.
Understanding the true cost of injuries.
• Obvious costs
• Hidden costs
Guide the review and change of Policies to
reflect changes in the business environment.
Worker Safety Insurance Board (WSIB) Costs
17. Hidden Costs of Safety
Legal Fees
Public Relations Fallout
Disruption of Productivity
Work Stoppages
Turnover
Lower Quality
Property Damage
Scrap
18. Conclusion
The best way to take control of workplace
safety is to understand your organization’s
business model
Modify your style to mesh with how
Operations does business
Be proactive
Focusing on Problem Solving is a way to
enhance both your reputation and value to the
organization
You must align your values with those of the
company
Questions?
Collect data that is meaningful to operations. There’s a lot of data that is really interesting to safety professionals that is completely lost on Operations personnel. To be a credible resource you must stick to the topics that are most important to Operations. If you’re not sure what that information is, provide a list of the kinds of data you can collect and ask Operations leadership which is most important and why. From there you can provide a more impactful information package and in most cases save yourself a lot of work. If you expect to get leadership/operations support, you need to collectively establish what measurable will be meaningful to operations and then report trend data at regular intervals.
Analyze data and turn it into information. Too often safety professionals mistake “data” with “information”. Data isn’t, in itself, useful and for us to be a resource to Operations we need to analyze the data and provide information in the form of conclusions and recommendations. Many safety professionals don’t feel comfortable drawing conclusions and making recommendations, but unless you do so, you will never be an effective manager.
Understand what Operations Will Do with the information. Deal with the “how”s and “why”s rather than the “who”s and “what”s. To take control of your workplace safety you will have to let go of your role of policeman and tattle-tale.
Integrate safety data into process data
Provide solutions and recommendations not questions
leadership/operations support,
and collectively establish what measurable will be meaningful to operations and then report trend data at regular intervals?
What I would like you to do now is go back to your organization and take a look at your info.