Managing Safety Performance News

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

The Journey To Zero

This month Paul discuss the annual performance review process on The Journey to Zero. He reflects on safety goals and the measurement of safety performance and if there is a measurement there is a need for comparison — aka benchmarking. This is where it gets really interesting — compared to what? Then he points out the part of the process that in his experience is not done well. I think you’ll find his conclusions quite interesting and even useful.

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On Further Review

This month Paul reflects back on the annual tradition of reflecting back during the holidays about what matters most and sending people home alive and well at the end of the year. He discusses the value of reflecting back on incidents and near misses — the root cause of root causes. And he shares his thoughts on the flaws in most investigations, but I am going to stop there and let him have the last word.

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Seeking Understanding

This month Newton Scavone, one of our senior teacher/consultants, who was born and raised in Brazil, shares his thoughts on many aspects of understanding and why it matters to sending people home alive and well at the end of the day. He shares his journey seeking understanding and explains the difference, in his terms of art, between “square feet” and “cubic feet” of understanding.

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A Little Doubt

Doubt is a feeling of uncertainty; a lack of conviction. Feel unsure, you’ll be reluctant to commit and take action. Thinking that sounds like a bad thing, but it that really true – for safety?

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Owning Safety

This month Paul steps aside so that Gary Rivenes, one of our senior teacher/consultants, can share his thoughts on the responsibility of leaders to own safety — theirs and that of those who work for them. Gary makes the case that owning safety is critical to getting great safety performance but that owning it, without acting on it, is not enough.

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A Reset

This month Paul takes a moment to hit the reset button when it comes to running effective safety meetings, and revisits the simple approach of asking the right questions to help you make the most of yours.

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Recognizing Hazards

This month Paul does a deep dive into understanding hazards — what can hurt us – and hazard recognition. Actually, that is not exactly correct, he does a deep dive into understanding the failure to recognize hazards and getting to the truth about what really happened. As long as I have known him, Paul has had a fascination of trying to understand what really happened when things go wrong. He puts the “axe of truth” to the reported findings. He has done Root Cause of Root Cause investigations analyzing the findings of reports in his organization and those in the public domains. Whatever your role in your organization, understanding what he shares this month can make a difference sending people home alive and well at the end of the day.

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Knowing And Understanding

There’s a world of difference between knowing something and understanding it. In this edition of the Flash, Paul gives some insight as to how we come to understand, as well as what might be done with that important knowledge.

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The More Things Change

This summer Paul has locked himself in his hut, affectionately known as “The Cave”, working on the Second Edition of Alive And Well At The End Of The Day. Last week Paul finished the task and has reemerged from The Cave. This month he shares some of what he was thinking about while writing. He reflects on making change happen, accountability and culture while discussing recent headlines. He’s included some insight into the writing process as well.

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