{"id":945,"date":"2018-04-30T19:00:47","date_gmt":"2018-04-30T19:00:47","guid":{"rendered":"https:\/\/balmertcom.com\/?p=945"},"modified":"2019-01-22T19:42:08","modified_gmt":"2019-01-23T00:42:08","slug":"on-the-road-again","status":"publish","type":"post","link":"https:\/\/balmert.com\/fr\/2018\/04\/30\/on-the-road-again\/","title":{"rendered":"Sur la route une fois de plus"},"content":{"rendered":"
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\u00abUn petit pas pour l'Homme. Un pas de g\u00e9ant pour l'humanit\u00e9<\/em>"<\/em><\/p>

~ Neil Armstrong<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Si vous voulez voir le monde, devenez consultant. Au cours du dernier mois, mes coll\u00e8gues et moi avons pu apprendre nos outils de leadership en mati\u00e8re de s\u00e9curit\u00e9 aux chefs d'exploitation, entre autres, dans une mine au Canada, une usine chimique en \u00c9gypte et des usines de papier en Inde et en Sib\u00e9rie. Accumuler des miles de fid\u00e9lisation est un autre avantage.<\/span><\/p>

Quant \u00e0 savoir qui allait o\u00f9, quelqu'un pensait que la Sib\u00e9rie serait l'endroit id\u00e9al pour envoyer le directeur dans la pratique.<\/span><\/p>

Mais au cas o\u00f9 vous ne sauriez pas exactement o\u00f9 il se trouve (je ne le savais pas), je sais maintenant par exp\u00e9rience personnelle exactement o\u00f9 il se trouve: cinq fuseaux horaires \u00e0 l'est de Moscou, au nord de la Mongolie. Deux vols de nuit pour aller d'ici \u00e0 l\u00e0.<\/span><\/p>

Si rien d'autre, cela prouve que c'est un grand monde l\u00e0-bas. Un grand monde, avec un monde de diff\u00e9rences.<\/span><\/p>

Ou alors il semble. Ensuite, vous partez d\u00eener avec un groupe de chefs des op\u00e9rations: vos pairs. Tout le monde s'assoit, et ce qui se passe ensuite est totalement pr\u00e9visible.<\/span><\/p>

\"IMG_1101\"<\/p>

Ils parlaient russe; Je ne parle pas russe. Peu importe, je savais exactement ce qui se passait: appeler le bureau; appeler la maison. Tr\u00e8s probablement dans cet ordre. Dans le monde industriel du 21e si\u00e8cle, c'est comme \u00e7a, o\u00f9 que vous soyez dans le monde.<\/span><\/p>

Ce n'est peut-\u00eatre pas un si grand monde apr\u00e8s tout. Peut-\u00eatre que la seule chose qui nous s\u00e9pare est beaucoup de g\u00e9ographie.<\/span><\/p>

La question du dollar $64<\/span><\/strong><\/p>

Demandez \u00e0 une salle pleine de chefs d'exploitation, partout sur la plan\u00e8te \u00abQuels sont les d\u00e9fis de s\u00e9curit\u00e9 les plus difficiles auxquels vous \u00eates confront\u00e9 - chaque jour?\u00bb, Leurs r\u00e9ponses sont totalement pr\u00e9visibles: attitude, comportement, adh\u00e9sion, conformit\u00e9, complaisance, communications, sous-traitants, culture, distractions, \u00e9quipement, environnement, concentration, amener les gens \u00e0 rapporter ce qui se passe r\u00e9ellement, reconnaissance des dangers \u2026\u2026\u2026 .. pression des pairs\u2026 .. formation \u2026\u2026<\/span><\/p>

Ce n'est pas comme s'il y avait un probl\u00e8me; c'est une s\u00e9rie de probl\u00e8mes. Des probl\u00e8mes familiers qui s'expliquent le mieux par le simple fait que les gens sont plac\u00e9s dans un environnement comportant des risques et sont cens\u00e9s \u00aby arriver\u00bb.<\/span><\/p>

Et, \u00abfait en toute s\u00e9curit\u00e9\u00bb.<\/span><\/p>

Le d\u00e9fi auquel sont confront\u00e9s les dirigeants du monde entier est vraiment aussi simple que cela. Les gens sont des gens: nous, les humains, ne sommes pas naturellement pr\u00e9dispos\u00e9s \u00e0 travailler en toute s\u00e9curit\u00e9. C'est juste qui nous sommes. Et, peu importe ce que certains pourraient penser ou vouloir, il n'est pas possible de g\u00e9rer tous les dangers hors du lieu de travail. Tant qu'il y a des dangers, ces d\u00e9fis de s\u00e9curit\u00e9 difficiles doivent \u00eatre g\u00e9r\u00e9s.<\/span><\/p>

Et s'ils ne le sont pas?<\/span><\/p>

Si un leader a de la chance, rien ne se passe. Les gens sont des cibles difficiles \u00e0 atteindre: il en faut beaucoup pour que quelqu'un se blesse assez gravement pour que cela soit port\u00e9 \u00e0 l'attention d'un leader. Mais t\u00f4t ou tard, la chance c\u00e8de aux lois de la probabilit\u00e9.<\/span><\/p>

Exemple concret: un rapport r\u00e9cent d'un incident mortel impliquant une \u00e9quipe travaillant dans une installation industrielle, envoy\u00e9 par un bon ami de l'entreprise. Pannes multiples: mat\u00e9riel d\u00e9fectueux, personnes non form\u00e9es, dangers non identifi\u00e9s, proc\u00e9dures non suivies. Il se trouve qu'il s'agissait de quatre de ces d\u00e9fis de s\u00e9curit\u00e9 difficiles auxquels sont confront\u00e9s les leaders du monde entier; ils se sont simplement pr\u00e9sent\u00e9s au m\u00eame moment et au m\u00eame endroit.<\/span><\/p>

L'\u00e9quipement, la formation et la conformit\u00e9 ne sont jamais parfaits et ne le seront jamais. C'est pourquoi \u00abl'identification des dangers\u00bb est une partie si importante du processus de renvoi de tout le monde \u00e0 la maison, vivant et en bonne sant\u00e9 \u00e0 la fin de la journ\u00e9e. En fin de compte, il incombe aux personnes qui font le travail de reconna\u00eetre les dangers qui peuvent les blesser: ce sont eux qui sont en danger.<\/span><\/p>

Mais c'est aux dirigeants de faire en sorte que cela se produise.<\/span><\/p>

Arr\u00eater le travail<\/span><\/strong><\/p>

Dans un sens, la reconnaissance des dangers n'a pas besoin d'\u00eatre g\u00e9r\u00e9e: c'est quelque chose que chaque personne sur la plan\u00e8te fait, \u00e0 chaque minute de sa vie. Nous, les humains, sommes c\u00e2bl\u00e9s pour d\u00e9tecter les dangers qui peuvent nous nuire: cela s'appelle l'auto-pr\u00e9servation, quelque chose que nous faisons instinctivement.<\/span><\/p>

Mais la plupart des dangers auxquels les gens sont confront\u00e9s au travail ne se pr\u00eatent pas \u00e0 une \u00abreconnaissance naturelle\u00bb. Les gens doivent \u00eatre form\u00e9s, inform\u00e9s ou avertis \u00e0 leur sujet. Et puis il y a la question des biais perceptifs: la contribution de notre cerveau \u00e0 rendre la vie plus facile en modifiant la r\u00e9alit\u00e9 pour r\u00e9pondre \u00e0 nos besoins. Tout cela complique ce qui semble \u00eatre un processus simple, la reconnaissance d'un danger.<\/span><\/p>

Mais c'est une autre histoire pour un autre jour.<\/span><\/p>

Donc, danger reconnu. Maintenant quoi?<\/span><\/p>

C'est sans conteste la question la plus simple de ce test. Tout le monde conna\u00eet la r\u00e9ponse: des mesures sont prises pour assurer une protection ad\u00e9quate, de sorte que le danger ne cause aucun dommage \u00e0 quiconque travaille au travail.<\/span><\/p>

Quant \u00e0 savoir exactement quelles sont ces \u00ab\u00e9tapes\u00bb, il n'y a rarement aucune option pour rendre quelque chose de s\u00fbr; beaucoup plus d'options que ce que l'on voit g\u00e9n\u00e9ralement au premier abord. S'il en \u00e9tait autrement, nous serions tous en train de composer \u00abO\u00bb sur un t\u00e9l\u00e9phone \u00e0 cadran pour parler avec l'op\u00e9rateur - quand notre maison est en feu!<\/span><\/p>

L'une de ces mesures garantira-t-elle que personne ne sera bless\u00e9 en faisant ce travail?<\/span><\/p>

Bien s\u00fbr que non. Affectez n'importe qui \u00e0 n'importe quelle t\u00e2che, quelle que soit la s\u00e9curit\u00e9 et la bonne conception, il y a toujours une possibilit\u00e9 que quelque chose de mal se produise. Le risque z\u00e9ro n'existe pas; il n'y a que plus de risques - ou moins de risques.<\/span><\/p>

\u00c0 moins que le travail ne soit arr\u00eat\u00e9 et non termin\u00e9. Ensuite, le potentiel de pr\u00e9judice a \u00e9t\u00e9 r\u00e9duit \u00e0 z\u00e9ro.<\/span><\/p>

C'est la beaut\u00e9 d'arr\u00eater le travail: soit (a) des mesures sont prises pour r\u00e9duire le risque, soit (b) le travail n'est pas fait, auquel cas le risque devient nul. Tout cela repr\u00e9sente un pas de g\u00e9ant pour la s\u00e9curit\u00e9.<\/span><\/p>

Tout ce qu'il faut, c'est un \u00abpetit pas\u00bb pour nous les humains: dire \u00abStop\u00bb.<\/span><\/p>

Dire "Arr\u00eatez!"<\/span><\/strong><\/p>

Ainsi, un \u00e9quipage est affect\u00e9 \u00e0 une t\u00e2che qui s'est av\u00e9r\u00e9e mortellement d\u00e9fectueuse. Vous pensez que personne n'a rien vu de mal? Peut-\u00eatre.<\/span><\/p>

Ou peut-\u00eatre qu'une personne qui pensait que quelque chose n'allait pas n'a pas dit quelque chose\u2026 ou a arr\u00eat\u00e9 le travail.<\/span><\/p>

Vous et moi pouvons sp\u00e9culer; un enqu\u00eateur peut demander: \u00abQuelque chose vous a sembl\u00e9 probl\u00e9matique?\u00bb \u00abAvez-vous pens\u00e9 \u00e0 dire quelque chose?\u00bb \u00abAvez-vous envisag\u00e9 d'arr\u00eater le travail?\u00bb Seul l'\u00e9quipage conna\u00eet la v\u00e9rit\u00e9 et peut d\u00e9cider: "Vous ne pouvez pas g\u00e9rer la v\u00e9rit\u00e9."<\/span><\/p>

Ce que l'on peut dire avec une grande confiance, c'est ceci: pour la grande majorit\u00e9 des gens, arr\u00eater un travail n'est pas facile. Ce n'est pas seulement une opinion personnelle: je pose des questions sur cette pratique importante depuis des ann\u00e9es et j'ai entendu des milliers de personnes qui travaillent pour une grande vari\u00e9t\u00e9 d'op\u00e9rations industrielles dans le monde entier, y compris certaines qui sont tr\u00e8s, tr\u00e8s s\u00fbres. Il ne devrait pas en \u00eatre ainsi, mais c'est ce que c'est.<\/span><\/p>

Si vous pensez que votre fonctionnement est diff\u00e9rent \u00e0 cet \u00e9gard, un mot d'avertissement: faites des v\u00e9rifications, obtenez des donn\u00e9es, posez des questions, regardez certains emplois dont vous pourriez penser qu'ils ne sont pas si s\u00fbrs.<\/span><\/p>

D'un autre c\u00f4t\u00e9, si vous pensez que votre op\u00e9ration et les gens de votre op\u00e9ration sont comme tout le monde sur la plan\u00e8te, mon conseil est de trouver comment faire en sorte que les gens \u00abarr\u00eatent le travail\u00bb plus facilement s'ils pensent que quelque chose ne va pas. tout cela en toute s\u00e9curit\u00e9.<\/span><\/p>

Ce petit pas d'une seule personne pourrait bien sauver une vie.<\/span><\/p>

Paul Balmert
<\/span>Avril 2018<\/span><\/p>

<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

Dans le bulletin intitul\u00e9 Managing Safety Performance News de ce mois-ci, dans un restaurant en Sib\u00e9rie, Paul examine les diff\u00e9rences et les similitudes des d\u00e9fis auxquels les superviseurs et les gestionnaires sont confront\u00e9s pour amener les gens \u00e0 travailler en toute s\u00e9curit\u00e9 dans le monde entier, y compris un d\u00e9fi tr\u00e8s important.<\/p>","protected":false},"author":1,"featured_media":946,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center 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