Top 10 Mistakes

Top 10 Mistakes

Biggest Mistake Number 1

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.

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Top 10 Mistakes

Biggest Mistake Number 2

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

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Top 10 Mistakes

Biggest Mistake Number 3

It’s a scene that every one in operations and those of us who have ever managed operations knows all too well.

We’ve gathered up the entire department for an important safety meeting – important because we’re rolling out a new company safety policy.

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Top 10 Mistakes

Biggest Mistake Number 4

When we were kids growing up in school, we all knew who the leaders were. They were the ones who were the best athletes, had the best personalities, and yes, were the best looking. Everybody – us included – followed them. They made leading look easy – and cool.

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Top 10 Mistakes

Biggest Mistake Number 5

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.

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Top 10 Mistakes

Biggest Mistake Number 6

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.

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Top 10 Mistakes

Biggest Mistake Number 7

The management team has gathered around the conference table in an emergency meeting. The urgent topic: what to do to stanch the rising tide of accidents and injuries?

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Top 10 Mistakes

Biggest Mistake Number 8

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.

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Top 10 Mistakes

Biggest Mistake Number 9

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?

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Top 10 Mistakes

Biggest Mistake Number 10

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.”

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Popular Topics

Popular Articles

A Safety Ambassador

This month Paul examines influence and influencers. He separates the current trend of self-proclaimed influencers from the real influencers. Especially those who make a difference in industrial organizations sending people home alive and well at the end of the day. He ends up focusing on one particular person who’s influence, even though he does not blow the whistle, has made a huge difference. You will want to know about this Safety Ambassador.

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Performance Feedback

In this month’s Newsflash Paul discusses performance feedback – good and bad – and the important role good and honest coaching plays in sending everyone home safe.

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About Safety Meetings

This month Paul examines safety meetings. Now before you run off saying you have been to and given hundreds and know how to do it well, he wrote this exactly for you. Safety meetings should make a difference and to know if they are making a difference you need to know how to evaluate them. Paul offers you a tool to be able to do that.

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Safety Meeting Self Evaluation

When we launched the Flash seven years ago, our objective was to provide suitable content for the Ask, Don’t Tell© process, and in so doing, offer one practical step to improve the quality of safety meetings.

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Regarding Knowledge

This month Paul examines what matters most to working safely. You might be surprised that the real First Line of Defense is not what leaders often focus on. But it is not enough to know what it is, every leader needs to understand the process, the best process, for obtaining it. This may be Paul’s most important message for good leaders like you.

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Procedures

In this month’s edition Paul discusses procedures and offers a simple lesson along with a tragic example of what can happen when they are not known or understood.

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Applying Root Cause Failure Analysis to Safety

In this month’s Managing Safety Performance News Bill is back to dive deeper into improving safety performance this time through the lens of Root Cause Failure Analysis. In this new article, he focuses on applying the tools and concepts of RCFA on the challenge of rule compliance, or if you prefer, the challenge of rule non-compliance. Bill admits it took him a long time to learn some important lessons. He shares them with you here, so you don’t have to learn the hard way.

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Correcting Problems

Everyone knows the point of troubleshooting is to fix a problem. But there’s a world of difference between trying to fix a problem and successfully correcting the problem.

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Do Not Assume

It’s easy to be lulled into making assumptions. People make them all the time. This month Paul discusses assumptions as they relate to safety and provides a tragic example of how they can prove fatal.

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Eye On The Prize

Imagine situations where the clock is ticking, fast, and lives hang in the balance. This month Paul examines cases where getting it right matters and identifies some key lessons that can make a huge difference in sending people in your organization home alive and well at the end of the day.

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