Safety Focus Fragmentation

Focus Fragmentation

Safety Officers and Professionals experience difficulty in correctly focussing on critical safety areas.  The safety officers, only to appease themselves and management adopt a blanket general approach.  This blanket approach can lead to a less than satisfactory approach to eliminating hazards and preventing accidents.  There is a tendency to subscribe to OSHA updates and specifications thus interpreting what is either, not permissible and what is permissible. Not what is necessarily BEST!

Short-term gratification then gives way to long-term compliance; the policy appears fragmented and non- cohesive.  Problems and incidents appear through the cracks and the organization is left pondering its own fate and direction.

By examining an aspect of Safety Management (Working@Heights) we can highlight the first domino in the chain.  Safety Audits highlight disparate areas and shortcomings and lead to a reactive approach.  Do not be reactive!

Working @ Heights

1.       Start by defining every single instance of elevated work (not just those 6” or 2m from the ground)

2.       Research as much as one can on each aspect of your defined elevated work. Compile notes.  Unit Standards- ANSI Specs – Whatever legislated prescription that is available.

3.       Prepare a comprehensive Fall Protection Plan – Focussed on each elevated work task, not just a blanket approach.  Do not forget to include ALL equipment specifications.

4.       Supplement the Fall Protection Plan with an exacting and accurate Rescue Plan, one cannot use generalized terms and references, it must be achievable and attainable without any delay and/or hindrance.

5.       Thrash out the draft with senior management and engineers.

6.       Present the revised draft to the persons responsible for working at height.

7.       Sit once again with management and their team.  (Review)

8.       Train every worker – Keep record and assessment results.

9.       Stick it in the Induction Program

1.   Stick it into the Company Policy File

1.   Ensure contractors receive a copy and present their OWN Fall Protection Plan

1.   Review Annually

Now your focus is no more a fragmented one, the lengthy process may seem onerous, yet the satisfaction of unveiling possible low focus and grey areas makes it worthwhile. One cannot operate outside of a fall protection plan.

Du Pont Bradley Curve

With regard to my previous post on Safety Statistics, when speaking or training senior company members I find that their preoccupation with DuPont Bradley is pretty marked and intensive.  Perhaps it is the Nirvana of having Interdependent teams in their organizations that drives their desire.

Yet, in a class situation when I request delegates to determine their position on the curve, I normally have to leave the training room as delegates (from same organization) fight it out whilst attempting to determine their position (company/organization)  the heated arguments that emerge are at times embarrassing and worrisome.

I have to wait for a call to return, on my return the nominated spokesman stands up and blurts out “we are currently between – Dependent and Independent – I normally confirm with all delegates whether they are in unified agreement, if a quorum is achieved we can set about the business of determining the steps and resources required to achieve Interdependent teams.  Normally the lower paid employees tend to see it far differently than their management counterparts; the chasm that exists can be, attributed to the awareness that the executive have created, constraints to safety development and ultimately management and leadership styles.

Now, here is the defining factor, the LAST consideration they ALL make is the “COST” of achieving their Interdependence goal, when I raise the budgetary screen the combined sigh is very audible and exasperating from delegates.

Once again, proof that safety is not regarded as a major productivity and financial cost issue!

Safety Statistics - What Are They Telling Us?

Whilst the compilation of safety statistics can point us toward our “next” disabling incident, the amount of time, energy, and effort that goes into keeping accurate statistics is seemingly, in most industry professional’s opinion a contributing factor toward safety ignorance.

Why make such an outrageous claim?

The majority of organizations, mines, and companies are in “BUSINESS” business equates to profit or return on investment.  The last thing incumbent investors and stakeholders need is the hour ratios, or minutes.  This could possibly be a drag on production and/or profits.

  The statistics build a silent and secretive animosity toward Occupational Health and Safety by senior management and stakeholders alike.  “What is nice is not always best” “A Necessary pain”, or, “Part of the cost of ore”

Safety statistics could be, better served when measured against productivity, quantitative measurement the ideal for all financial managers.  Safety programs have a major impact on productivity, down time due to incidents are costly and positive productivity is negligible.  What is the cost of safety per can of beans or ton of ore?

The ratio – Output         the greatest measurement every safety professional should be using.

                     Input

The accumulative cost associated with the safety effort and program can be hidden or masked in other operational budgets, whilst some organizations have a budgetary cost centre called “Compliance” this will always present a skewed projection on the provisional income statement.

A Business approach to Safety is essential!