Search Results for: Preparation

SoSSB 10P 03 Preparation

♦ SERIES ♦♦   SAFETY ON A SHOESTRING BUDGET   ♦♦ SERIES ♦

PREPARATION

Safety Tip #3 in the series

  ◊  PREVENTION   ◊  PURPOSE
  ♦  PREPARATION   ◊  PEOPLE
  ◊  PROBLEMS   ◊  PAT-ON-BACK
  ◊  PLAN   ◊  PROGRESS
  ◊  PEN-TO-PAPER   ◊  PRO-ACTIVE

The purpose of this series is to give struggling-but-eager SHE professionals and practitioners, who are working for financially-constrained companies, pointers on how to get the safety awareness message across to both management and workers, on a shoestring budget.

Today’s topic, PREPARATION, highlights the importance of FOCUS and SCHEDULING when it comes to effective and efficient Walk-Abouts.

It’s the old story of
… if you fail to plan, you plan to fail …
i.e. what you put into preparing will determine the outcome

If you don’t prepare your walk about, you will end up policing and fault finding.

If you, the safety professional, want to help your leaders, prepare a check list of focus areas for them:

  • There are many items – hundreds – to focus on.
  • There are many generic ones, but also industry-specific ones.
  • Fire-fighting, trips and alarms, safety equipment, PPE, safety signs, permits to work, inspection records, etc.
  • Base the list on your specific safety issues and on past incidents too, with emphasis on PREVENTION.
Focus and Schedule

Notify the plant / operation owner / foreman, otherwise you will end up finding too many locked doors (store rooms, cupboards, tool boxes, etc.) and documents and records which are not available.

Make sure that the relevant people are available to walk about with you (see next topic PEOPLE).

Draw up your own schedule for these walk-abouts – for yourself and also for the senior management team – they have to become VIP’s = Visible Involved Pro-active.

Want to comment on this SIMPLY SMART SAFETY™ Tip or share your insights with me?
You are more than welcome to do so here.
© Copyright:Jürgen Tietz

SCnSP – When is the safety battle won?

♦♦  CULTURE   &   SAFETY PERFORMANCE  ♦♦
Jul 2017
     

When Is The Safety Battle Won?

Engaging hearts and minds

Heart = OwnershipMind = Commitment

     

Many centuries ago, a Roman general was leading his legions towards the enemy in a swampy country. He knew that the next day’s battle would be fought on a certain plain because it was the only dry, flat place for miles. He pushed his army all night, marching them through a frightening and formidable swamp, so that they reached the battle site before the enemy and could claim the high ground.

In the aftermath of victory, the general called his troops together and asked them, “Brothers, when did we win the battle?”
One captain replied, “Sir, when the infantry attacked.”
Another said, “Sir, we won when the cavalry broke through.”
“No,” said the general. “We won the battle the night before – when our men marched through that swamp and took the high ground.” [1]

So, when is the SAFETY battle won?

Not when the rubber hits the road, or the airplane is at cruising height, or the construction is in progress, or the plant is operating on full steam. Not by analysing the statistics, reporting ‘near misses’ and investigating incidents. Not by paperwork and audits. Not by being reactive.

No … because by then it’s too late. All you can do then is police for compliance. I mean, can you imagine if the general in the above story had used that approach – having to check (audit) that his troops are actually fighting and using the correct combat tactics, rather than leading them in battle?

No. The safety battle is won long before any of the items mentioned above. It is won when we manage to get safety into the hearts and minds of all our people. It is won when we have succeeded in getting people to make safety a habit, in everything they do. Before they tackle each task, while they’re carrying out the task and after they’ve completed the task. It is won when the safety ABC is in place – individual safety Attitude, Behaviour, Choice. It is won when our people are no longer complying out of fear of being caught and disciplined or because the boss is watching. The safety battle is won when our people are thinking ‘Safety Assurance’ as part of the preparation for everything they do. It is won when individual perceptions of risk include thinking about consequences.

Finally, the safety battle is won when we all are looking at continuous improvement and best practices and sharing how to work smarter and safer. It is won when our people are not afraid of failing and treat every ‘near hit’ as an opportunity to improve productivity and safety.

Picture: Disruptive safety call to action icon

As safety professionals, we should strive to support the business by improving productivity safely!
We should be the first port of call when people are thinking of taking a shortcut or reporting a ‘near hit’ or ‘failure’. And it should be because they know and trust that we will help them do it safely, instead of blaming, and crucifying them for pushing the boundaries.
Safety Always.

[1]   Pressfield, Steven. The Warrior Ethos. Black Irish Entertainment LLC (2011). 978-1936891009.

ESSENTIAL LINKS

Icon: Jurgen-Antzi with a mike

The Safety Rep’s Survival Guide  –  what it is and why you need it

Let me help your staff reflect upon, recommit to and be responsible for championing your safety culture.

Search the S.H.E. ATM  –  for safety and wellness answers, tools and methods

Contact Jürgen

Copyright: Jürgen Tietz
Terms of Use

«  prev

next  »

 

SCnSP – The Best Audits

♦♦  CULTURE   &   SAFETY PERFORMANCE  ♦♦
Oct 2013

In this series, I share with you my thoughts on Why Safety Is An Issue For Most Companies. One of the Things We Must Address If We Want To Improve Our Safety Performance is to examine the purpose for Safety Audits and how this necessary practice can be used as an improvement tool.

     

The Best Audits

     

If your company operates on the principle that safety audits are carried out by Safety Professionals for the purpose of policing non-compliance to “The Rules and Standards”, then read on.

The safety fraternity has adopted this practice from the accounting profession for good reason – inspecting, examining, checking and verifying of safety systems, procedures and equipment are all necessary. Sadly, the correction aspect is seldom seen as an improvement tool, and the safety audit, rather than being a means to an end, is merely the end itself.

So how do you facilitate a mindset shift from “This safety audit is a necessary evil of policing, inflicted by some external source (the Safety Professionals)” to “This safety audit is a powerful self-improvement tool ” ?

  1. Invest the time necessary to make sure everyone understands the fundamental purpose (in its entirety) for continuous safety audits, viz.

  2. Make safety auditing an on-going line responsibility (same as you do with output, costs, quality, etc.).
  3. The systems, rules and regulations, standards and procedures should not only be “in place” and working, but also be accepted and understood by all, so as to foster an ownership mentality.
  4. Auditing of plant and equipment, safety mechanisms, fire fighting, first aid, emergency equipment, interlocks, trips and alarms, instruments and other safety critical devices with a “look to see” mindset will highlight aspects that could be improved on.
  5. Make sure that the inspection, examination, verification and reporting aspect of a safety audit is not used as an excuse for “not having time” to workshop and implement improvements.

ACTION

'Stop unsafe practice' and 'Safety Champion Recognition' tool - isiZulu version

  • Issue each auditor with a set of 2 red and 4 green cards. Red to stop an unsafe practice / operation and green to recognise people who are doing the right or safe thing. This will force the auditors to look for the GOOD things and find safety champions to recognise.
  • Schedule time to coach line people to do self-audits. (This investment in time will save you plenty of time in the long run.) Then, at the annual Safety Day, recognise and reward those who self-audit well, instead of just those with the best metrics.
  • Auditor Hat - A practical application of the audit logos
    Audit Hat Logos e.g. PPE Examiner, Work Permit Specialist, Machinery Expert and more

  • Get the auditors to wear hats / badges, depicting the focus area which they will be looking at. This gives high visibility and at the same time ensures that each auditor is concentrating on one specific aspect of safety.
  • Although I am against paperwork, consider drawing up an audit preparation check list: What to do and have ready for an effective audit. Provide training for the ‘hosts’, as well as your team leaders and safety reps, on how to enable an audit.
  • Give feedback on the audit findings to the ‘players’ who “push the buttons and use the tools”, not only to the ‘coaches’ (managers). The players have just as much a role to play in the safety ‘game’!

DOWNLOAD

The Best Audits – Auditing vs Policing

RELATED READING

What’s in a Hat?

Back-end a Dead-end?

ASK ME ABOUT

COOL TOOL™ TOOLBOX TALKS – Topic: Checklists, Inspections and Audits”

SEND YOUR FEEDBACK

Contact Jürgen

LOOKING FOR SOMETHING?

Search the S.H.E. ATM
Copyright: Jürgen Tietz
Terms of Use

«  prev

next  »

 

VUKA! VUSA!™ Safety Boot Camp

 

Jurgen Tietz: Anda Manufacturing CC TA eKhuluma logoimpleX Legal Compliance Solutions logo

VUKA! VUSA! Wake Up! Rise up! Boot Camp by eKhuluma and impleX

The SHE Rep plays a pivotal role in any OHS Management System:

  • On the one hand, the SHE Rep represents the employee – for the employees, by the employees.
  • On the other hand, the SHE Rep is a member of the committee tasked with making representations to the Employer on OHS issues.
Approach, Objectives and Outcomes

By involving the SHE Reps in the management of incidents (prevention, preparation, response and recovery), the employer will reap double the benefits. Not only will the SHE Reps be familiar with and understand the preventative measures relating to hazards and risks in the workplace (incidentally a legal requirement), but they will also be able to understand corrective action measures, and thus be able to explain these to the employees.

By equipping SHE Reps with the knowledge and understanding of the legislative requirements for reporting of incidents, accidents and other health threatening occurrences and near misses, you can ensure compliance with the legislative requirements, which is in the best interest of employees, whilst ensuring a workplace that is safe and without risk to health.

Course Outline

To ensure that we capture the SHE Rep audience and hold their attention, this unique BOOT CAMP comprises of

  • 1-2 hours discussion on the legislative requirements, in easy and understandable terms, using information provided by a legal expert from impleX.
  • Each delegate then receives a COOL TOOL™ pack.
  • 2-3 hours of application of the legislative measures to everyday objects through fun activities and association.

The double impact will ensure that the SHE Reps leave the boot camp understanding and, more importantly, remembering the requirements. They will be eager to relate this knowledge, on a sustainable basis, to their areas of responsibility.

PART 1: DISCUSSION – LEGISLATIVE REQUIREMENTS

  • An introduction to the applicable Health and Safety legislation
  • How to interpret the law – for non-lawyers
  • Duties of the employer
  • Duties of the employee
  • Duties of the Health and Safety representative – in terms of the law
  • Hazard Identification and Risk Assessment – Assessing and responding to risk
  • Training, Information, Instruction and Supervision
  • Investigation and reporting of accidents, incidents and diseases
  • Your company-specific procedure for incident management
  • The cost of non-compliance – liability, penalties and action by the inspectorate

PART 2: APPLICATION ACTIVITIES – LEGISLATIVE MEASURES

Jurgen Tietz - Vuka Vusa toolbox - closed view

The novel, unique and flexible COOL TOOL™ TOOLBOX items are specifically aimed at raising the awareness and need for action in OHS related matters. Using a hands-on approach gets the people at the rock face / shop floor to “eKhuluma” (talk) about and take action on safety related matters.

This approach makes the OHS messages ‘stick’. The power of the COOL TOOL™ items lies in their simplicity and in associating everyday items with OHS. With minimal guidance and training, your H&S Reps will be able to engage people across cultures and levels to “walk their talk”.

Jurgen Tietz - Vuka Vusa boot camp toolbox showing contents
Number of Attendees & Sessions

Minimum 30 attendees per session, but up to 60 can be accommodated.

Duration & Timing

Up to 5 hours training, excluding lunch and tea breaks.

The quote is based on training sessions done Monday to Friday, during day-shift hours.

If training sessions are required over the weekend or after hours, a 50% surcharge per delegate will be imposed.

Venue & Preparation

The Client is responsible for arranging a suitable venue that meets our requirements for workshop facilitation and interaction with the delegates.

The Client will deal with the logistics and provision of refreshments.

The contact details of the delegates need to be provided by the Client before each session, so that we can send the delegates the pre-work required in preparation for the workshop, as well as invite them to share with us any questions and/or issues they may have.

Equipment / Presentation Aids Requirements

Please confirm that you have a screen projector and flip chart / white board available in the training facility.

Certificates & Feedback

An Attendance Certificate will be given to each workshop attendee and a summary of the feedback and evaluation comments will be given to the client.

Customization for In-House Boot Camps: MIRROR TECHNIQUE

This critical technique involves taking photos of your specific site and giving feedback to the audience about the GOOD, the bad and the ugly. I focus on personal workspaces, where you sit, eat, work and keep your tools, as I believe that safety starts ‘at home’. In the feedback I use the Safety Game analogy, with the ‘players’ and ‘coach’, as well as the “ISIBOPHO” whistle and red / green card. The delegates have to ‘look to see’ and accept responsibility for the need to change. This technique involves photos of your operation, which the delegates can recognize and identify with. Below are a few examples of photos which I share with the people ‘who push the buttons and use the tools’.

Mirror Technique photo exampleMirror Technique photo example

Mirror Technique photo exampleMirror Technique photo example

Mirror Technique photo exampleMirror Technique photo example

The customisation is included in the Boot Camp fee. We estimate that it will take half a day to walk about, take suitable photographs and prepare the mirror sessions for the delegates. The client has to provide a safety person to act as a guide for these walkabouts.

A brochure containing this information can be downloaded here.

SoSSB 10P 10 Pro-active Action

♦ SERIES ♦♦   SAFETY ON A SHOESTRING BUDGET   ♦♦ SERIES ♦

PRO-ACTIVE  ACTION

Safety Tip #10 in the series

  ◊  PREVENTION   ◊  PURPOSE
  ◊  PREPARATION   ◊  PEOPLE
  ◊  PROBLEMS   ◊  PAT-ON-BACK
  ◊  PLAN  ◊  PROGRESS
 ◊  PEN-TO-PAPER  ♦  PRO-ACTIVE

The purpose of this series is to give struggling-but-eager SHE professionals and practitioners, who are working for financially-constrained companies, pointers on how to get the safety awareness message across to both management and workers, on a shoestring budget.

“There is nothing which moves people more than ACTION,
and nothing which is more powerful than prompt, PRO-ACTIVE ACTION.”
Jurgen Tietz
Bias towards ACTION is what counts …
Bias for Action by Jurgen Tietz Safety Speaker
RE-ACTIVE vs PRO-ACTIVE

PRO-ACTIVE:
  “Acting in anticipation of future problems, needs, or changes.”
   Synonyms: farseeing, forward-looking
   Antonyms: half-baked, shortsighted
   (Merriam-Webster Student Dictionary)

RE-ACTIVE:
  Corrective action is taken following incidents and investigations.
  Often  wait-&-see-&-hope-for-the-best  instead of  take-charge-&-own-SAFETY.

One of the problems is that safety professionals are swamped with admin and paper work. Reports, statistics, emails and then, of course, one of the number one time wasters: meetings.

ACTION:

Analyse your activities.
  How many fall into the re-active category?
  Most people do 95% plus in response to things, audit findings, requests, etc.

Analyse the decisions taken in your safety meetings.
  Which are re-active vs. pro-active?
  How many of those are actually closed out and completed?

Remember:
  Near Miss = Near Hit

“Even if you are on the right track, you’ll get run over if you just sit there.”
Will Rogers
This wiki has more on the basics of “Being Pro-Active”: http://www.wikihow.com/Be-Proactive.
If you would like more detail on “Using Leading Performance Indicators”,
or would like a copy of my story on Being A Mainstay, request it here.
Want to comment on this SIMPLY SMART SAFETY™ Tip or share your insights with me?
You are more than welcome to do so here.
© Copyright:Jürgen Tietz

SoSSB 10P 09 Pen-To-Paper

♦ SERIES ♦♦   SAFETY ON A SHOESTRING BUDGET   ♦♦ SERIES ♦

PEN-TO-PAPER

Safety Tip #9 in the series

  ◊  PREVENTION   ◊  PURPOSE
  ◊  PREPARATION   ◊  PEOPLE
  ◊  PROBLEMS   ◊  PAT-ON-BACK
  ◊  PLAN  ◊  PROGRESS
  ♦  PEN-TO-PAPER   ◊  PRO-ACTIVE

The purpose of this series is to give struggling-but-eager SHE professionals and practitioners, who are working for financially-constrained companies, pointers on how to get the safety awareness message across to both management and workers, on a shoestring budget.

PEN-TO-PAPER, OWNERSHIP and ACTION go hand-in-hand when it comes to implementing change and improving safety.

Changing well-entrenched habits and routines is a tricky business, requiring perseverance to push through the discomfort and resistance and inevitable desire to revert to the status quo. But the process of change can be oiled by sending, and making sure people get, the right message right.

To many people, walkabouts by management are seen like a royal state visit. The king & queen walking at the front and everyone else following behind, looking at what the king is looking at or finding wrong. Funny picture? For sure! So what needs to change?

The plant / office / site owners should be leading the walk about, because they know their area. They know where the good, bad and ugly things are which the team should be looking at to improve and reinforce safety.

PEN-TO-PAPER Everyone walking about must make it a HABIT to take their OWN NOTES and take OWNERSHIP and ACTION for fixing or improving things. That is 100 times better than waiting for a report from head office in 4 weeks’ time! Often that is anyway too late – safety ACTION needs to be taken promptly, pro-actively, NOW.

One most powerful reason for putting PEN-TO-PAPER is what it signals to the people on the plant / site / office. They see and take note of who is writing, because that sends a message that this must be important because the ‘boss’ is making a note. However, BEWARE, because this also creates an expectation – that something will be done.

Bottom line: do not only WRITE, but ACT upon what you have noted, and, most importantly, make your intentions to act known to those who are seeing you write.
If you would like a copy of my ‘experiments’ with change, you can request it here.
Want to comment on this SIMPLY SMART SAFETY™ Tip or share your insights with me?
You are more than welcome to do so here.
© Copyright:Jürgen Tietz

SoSSB 10P 08 Progress

♦ SERIES ♦♦   SAFETY ON A SHOESTRING BUDGET   ♦♦ SERIES ♦

PROGRESS

Safety Tip #8 in the series

  ◊  PREVENTION   ◊  PURPOSE
  ◊  PREPARATION   ◊  PEOPLE
  ◊  PROBLEMS   ◊  PAT-ON-BACK
  ◊  PLAN   ♦  PROGRESS
  ◊  PEN-TO-PAPER   ◊  PRO-ACTIVE

The purpose of this series is to give struggling-but-eager SHE professionals and practitioners, who are working for financially-constrained companies, pointers on how to get the safety awareness message across to both management and workers, on a shoestring budget.

Because of the reality of CHANGE, we are faced with the necessity for ACTION  –  
action that requires PROGRESS to be made.

CHANGE
is certain

We have come a long way since the 1930’s, when the Empire State building was constructed and over 150 people were killed in the process.

Everything that is being done now, is going to be done differently in the future.

And that’s PROGRESS.

ACTION
is what counts

Most improvements are re-active:

There is an accident, especially one involving people and serious injury, or someone is killed.

NOW we install the guard, barrier, interlock, stop sign.

IT’S TOO LATE!
Corrective action is too late – definitely for the injured person.

We must be pro-active and identify the hazards and take action to prevent it happening in the first place!

PROGRESS
A PLAN without making any progress, is a waste of paper and time,
practically as bad as no PLAN at all!
Ask the people at the site for their Safety Improvements Plan and look for PROGRESS, i.e. items that have been completed and pro-active items.
look for progress
Doing a HIRA (Hazard Identification and Risk Assessment) is one way of identifying areas for improvement, and, when done on a regular basis, a good tool for measuring progress.
If you would like a copy of the story “CHANGE JUST IN TIME”,
you can request it here.
Want to comment on this SAFETY TIPS or share your insights with me?
You are more than welcome to do so here.
© Copyright: Jurgen Tietz

SoSSB 10P 07 Plan

♦ SERIES ♦♦   SAFETY ON A SHOESTRING BUDGET   ♦♦ SERIES ♦

PLAN

Safety Tip #7 in the series

  ◊  PREVENTION   ◊  PURPOSE
  ◊  PREPARATION   ◊  PEOPLE
  ◊  PROBLEMS   ◊  PAT-ON-BACK
  ♦  PLAN   ◊  PROGRESS
  ◊  PEN-TO-PAPER   ◊  PRO-ACTIVE

The purpose of this series is to give struggling-but-eager SHE professionals and practitioners, who are working for financially-constrained companies, pointers on how to get the safety awareness message across to both management and workers, on a shoestring budget.

Today’s topic, PLAN, is a reminder that “FAILING TO PLAN = PLANNING TO FAIL” and that “THINK SAFETY” means keeping safety at the forefront of everyone’s mind.

Production people are thinking about producing / output.
Engineers are thinking about designing and fixing stuff.
Logistics people are thinking about delivering the right stuff on time.

That is their number 1 priority, and for them, Safety, Health & Environmental impact are at the bottom of their list.

SAFETY

SAFETY at forefront of mind

♦ it is not rocket science, but a MINDSET
   ♦ it is keeping safety TOP-OF-MIND in all we do or use, from design to operation
   ♦ it is THINKING about the consequences of our actions
♦ it is not driving safety in a re-active manner – reacting to accidents and incidents
   ♦ it is about PRO-ACTIVE PLANNING for ONGOING safety improvements
   ♦ it is about a Plan on how to do it SAFER, BETTER, CHEAPER
The best plans are those that are
drawn up and owned by the people who will implement the actions.
back of matchbox safety plan
Better to have a back-of-the-match-box or
written-on-a-serviette plan, which is
        ♦ alive and well
        ♦ being worked on and implemented
 
than to have the grand affair forced onto people from above
        ♦ ending up full of dust and out of date
        ♦ in the bottom drawer of a cabinet.
ACTION

           Always ask   ♦ Where is YOUR Safety Improvement Plan?
           Always ask   ♦ Who OWNS it?
           Always ask   ♦ Can I SEE it?
“Uithaal en Wys” is what counts, not a lot of “yada-yada”

If you want my doc on “HOW TO KEEP SAFETY TOP-OF-MIND”, you can request it here.
Want to comment on this SIMPLY SMART SAFETY™ Tip or share your insights with me?
You are more than welcome to do so here.
© Copyright:Jürgen Tietz

SoSSB 10P 06 Pat-on-Back

♦ SERIES ♦♦   SAFETY ON A SHOESTRING BUDGET   ♦♦ SERIES ♦

PAT-ON-BACK

Safety Tip #6 in the series

  ◊  PREVENTION   ◊  PURPOSE
  ◊  PREPARATION   ◊  PEOPLE
   ◊  PROBLEMS  ♦  PAT-ON-BACK
  ◊  PLAN   ◊  PROGRESS
  ◊  PEN-TO-PAPER   ◊  PRO-ACTIVE

The purpose of this series is to give struggling-but-eager SHE professionals and practitioners, who are working for financially-constrained companies, pointers on how to get the safety awareness message across to both management and workers, on a shoestring budget.

Today’s topic, PAT-ON-BACK, addresses the importance of
RECOGNITION and ENCOURAGEMENT

The RECOGNITION TECHNIQUE

COST:

  • time (minimal)
  • effort (minimal)
  • mind-set change (varies depending on individual)
  • R 0.00 (i.e. zero, nil, nada)

METHOD:

  • STOP the following:
    • fault-finding
    • punishment
  • START looking for AND find:
    • the good
    • what’s right
    • the person/team responsible for it
  • DEVELOP the habit of looking for opportunities to say WELL DONE and THANK YOU – preferably 3 times a day
well done! halala! tebogelo! geluk! usebenzile!
well done! halala! tebogelo! geluk! usebenzile!

RESULT:

  • GOOD BEHAVIOUR is effectively & powerfully REINFORCED and ENCOURAGED!

That is all that is required.
Recognition doesn’t have to be a monetary reward or trip to Mauritius.
Ideally, the recognition should be in the presence of the manager and/or team.

NON-NEGOTIABLE:

  • DON’T FAKE IT!
  • Be sincere (people see through pretense very quickly)
If you would like a copy of the story “Praise the Cook”,
you can request it here, using “SHOESTRING STORY: PRAISECOOK” as the SUBJECT.
Want to comment on this SIMPLY SMART SAFETY™ Tip or share your insights with me?
You are more than welcome to do so here.
© Copyright:Jürgen Tietz

SoSSB 10P 05 Problems

♦ SERIES ♦♦   SAFETY ON A SHOESTRING BUDGET   ♦♦ SERIES ♦

PROBLEMS

Safety Tip #5 in the series

  ◊  PREVENTION   ◊  PURPOSE
  ◊  PREPARATION   ◊  PEOPLE
  ♦  PROBLEMS   ◊  PAT-ON-BACK
  ◊  PLAN   ◊  PROGRESS
  ◊  PEN-TO-PAPER   ◊  PRO-ACTIVE

The purpose of this series is to give struggling-but-eager SHE professionals and practitioners, who are working for financially-constrained companies, pointers on how to get the safety awareness message across to both management and workers, on a shoestring budget.

Today’s topic, PROBLEMS, highlights the importance of understanding why a PROBLEM CULTURE exists & why employees take SHORTCUTS.

“What you don’t know won’t hurt you.”NOT!
When it comes to safety, chances are that it WILL hurt you in the long run!

We need a culture of openness, disclosure and opportunity-seeking, leading to PRO-ACTIVE HELP, NOT PUNISHMENT. (The latter compels people to hide their problems.)

The people who “push the buttons and use the tools” and their managers know what their safety problems are. ASK them to show / share these with you. Ask them to tell you WHY they are doing what they are doing, be it taking shortcuts, breaking the rules, or other problem behaviour.

SHORTCUTS

The reality is that people invariably look for ways and means to make their jobs easier, lighter, more comfortable. We humans are driven by pain and pleasure i.e. less pain and more pleasure. 🙂

Sometimes the rules aren’t practical, because they have been drawn up by people in offices who don’t understand / know the situation at ground zero.

Sometimes it is a case of ignorance or of ‘tata ma chance’.

SHE Policy vs Tata ma Chance?

PRO-ACTIVE HELP

OFFER TO HELP (and I don’t mean help in the form of a report documenting what they already know!)
EXPLAIN the consequences of taking shortcuts / breaking the rules … “do you know what … if … ?”.

If you would like a copy of the story “Walk Smarter, Not Harder”,
you can request it here.
Want to comment on this SIMPLY SMART SAFETY™ Tip or share your insights with me?
You are more than welcome to do so here.
© Copyright:Jürgen Tietz
Jurgen Tietz brings you Safety: by the people, for the people
Need a keyword?

H&S Rep Workshop

H&S Rep Training
The
Not Just Any
H&S Rep Workshop
that’s for everyone.

Read about it here

Share this page

Find me on

Connect with Jurgen Tietz via FacebookConnect with Jurgen Tietz via LinkedIn

Join the revolution

Disruptive Safety
The Safety Reps Survival Guide handbook