Managing safety performance– sending everyone home safe at the end of the day – is fundamentally a game of execution. No matter how good the game plan – policies, procedures and programs – when it comes to bottom line safety performance, the game is won or lost on the field.
Read the mission, vision and values statement of just about any industrial company these days, and you’re bound to find safety prominently mentioned. Words to the effect that “The safety of our stakeholders is of critical importance to the success of our business” can be found right next to the other goals and values so important
Sooner or later anyone who’s ever golfed as fallen to the temptation: buy the latest club to hit the market. The one guaranteed to knock strokes off next Saturday’s round.
Every once in a while, the latest technology works like magic. At least for a few rounds, and then we revert to form.
The people running operations – making the product, delivering the service, handling the materials – really are world class when it comes to measuring how well their business is performing. They’re all over all the important details of how much, how well, how often.
In his years of working with industrial clients, Deming built what many of us in the manufacturing management business would learn as his “14 Absolutes of Quality.” In the middle of his list of Absolutes was the proviso to “Drive out fear”, fear of getting in trouble for making defective products and reporting quality problems was a major roadblock to progress.
Good questions can do the heavy lifting for managers. A question starts by getting someone else talking. For all of the sophisticated theories that have been offered about the art of interpersonal communication, doesn’t communication fundamentally boil down to someone speaking, and others listening to what is being said?
Of all new assignments we encounter in the course of our career, no one is bigger than the change from managing yourself to managing others. When our new assignment and responsibilities were described, we were reminded “you are also accountable for the safety of those assigned to you.”
This month Paul looks at the challenges of creating the culture you want. Said another way, culture change. It is rare for me to have an initial conversation with prospective and existing clients without them using the term “culture.” Two calls already this morning and it is early. In Changing the Culture Paul provides some brilliant insights while cutting through all the culture change clutter. There is a lot in this one and worthy of multiple reads. This one is brilliant and important! He also will have everyone pulling out their old Geometry text book.
In this month’s Managing Safety Performance News, Paul dives into planning for the New Year. Specifically, planning to send everyone home alive and well at the end of each and every shift. January is the time we seem to be most focused on planning and Paul’s got a few words of good advice.
In this month’s Managing Safety Performance News, Paul looks back to the lessons learned on his last trip of the year that included developing a new teacher for Balmert Consulting in Germany. But that is not the story, not this month.
This month Paul finds safety leadership in the most unusual place and follows the thread back fifty years to his first boss and the plant manager.