one day workshop on · ensure all plant vehicles are roadworthy; that is, they can pass a vehicle...

One day Workshop on

“Pollution & Accident free workplace & justice for affected

persons”

Date : 25/03/2007

Safety is Crucial At home While Traveling On the Job Organized Sectors – Large industries Major Construction Works Un organized sectors Small industries. Individual entrepreneurs

Safety – Who’s responsibility ? Management ? Line Manager ? Employee ? Safety Department ? Regulatory body ?

Safety is everybody’s business.

The work place is never really safe…

• It is the behaviour of people in the workplace that determines whether or not injuries occur!

Behavioural Safety is Crucial

6

Direct Costs:

Compensation premiums

Medical fees, etc.

Indirect Costs:

Replacement labor

Overtime

Lost production, productivity,

quality

Damaged equipment and goods

Missed shipments

Time required of management

Most Of The Cost Is Hidden

Up to 5X as large

$70 billion to US industry

last year alone

“We must

become the

change we want

to see.”

-- Mahatma Gandhi

Goals & Objectives

Standards

Motivation

Training

Audits Supportive

Safety Personnel

Visible Management Commitment

Organization Policy Responsibility &

Accountability*

Communication

Incident Investigations

MANAGING SAFETY

DuPont Safety Principles

All injuries can be prevented.

Employee involvement is essential.

Management is accountable for preventing injuries.

Working safely is a condition of employment.

All operating exposures can be safeguarded.

Management safety audits are a must.

Training employees to work safely is essential.

Prevention of personal injuries is good business.

We will promote off-the-job safety for our employees.

Hazards - Unsafe Acts

- Unsafe Conditions

Near-Misses or First Aid

Recordable Injuries

Majors

(LWCs and RWCs)

Fatal

Hazard Pyramid

1

30

300

3000

30000

Shrink the base by

eliminating

unsafe behaviours

and …

…shrink the

height by

establishing

inherently safer

processes and

practices

Gaps in Thinking

Hazards

- Unsafe Acts

- Employee-Created

Unsafe Conditions

Near-Misses or First Aid

Recordable Injuries

Majors

(LWCs and RWCs)

Fatal Hierarchy of

Consequence

Inadequate:

Safety Standards

Safety Awareness

Safety

Commitment

Safety Knowledge

Safety Motivation

Safety Competency

Safety Training

Suggested Quick actions to create immediate impact

• Install green cross safety boards at Factory Gate and Department Entrances

• Remove all unwanted boards across the facilities. • Communicate with the organization about what is happening and

why in Hindi and English. Coin a phrase to identify this initiative • Lead by example in the use of Personnel Protective Equipment (PPE) • Introduce Safety Pause in every meeting • Departmental Heads to initiate reporting of safety issues in the

morning dispatcher • Allocate specific time for safety • Catch people ‘doing right’ and appreciate • Incorporate ‘safety plan’ into ‘shut down plan’ • During the plant visits, take time off to talk about safety with

employees • Raise safety standards by removing easily identifiable hazards in

one’s own area

Detailed Recommendations – High standards of performance

1. Initiate a system to ensure all electrical equipment is checked for proper grounding

2. Ensure all portable electrical equipment has three pin plugs properly fitted

3. Decide on and adopt Company wide engineering standards (handrails, stairway & platforms, pipe color code, etc.)

4. Provide pedestal fans/air circulators with mesh guards of appropriate size

5. Ensure all plant vehicles are roadworthy; that is, they can pass a vehicle fitness test

6. Ensure all plant vehicles have an audible reversing alarm 7. Fit seat belts to mobile equipment; cars, trucks, forklifts, etc., and

make it mandatory to wear seat belts in vehicles where they are installed

8. Ensure plant and equipment guarding standards are met or exceeded; especially rotating equipment and conveyors

9. Ensure all crane hooks have safety latches fitted where appropriate 10. Ensure that the line organization is meeting legislative requirements

(as advised by Safety Group) in a timely manner


11. Extend legislative requirements and implement periodic equipment inspections for ladders, platforms, electrical cords, scaffolds, crane ropes, rigging slings, etc.

12. Initiate a system to ensure all fire extinguishers are checked on time

13. Have easily identifiable (color coding) tagging attached to lifting equipment to provide visible confirmation of timely testing

14. Use flow diagrams for construction project planning setting out the timetable for production, maintenance, and construction inputs and safety reviews

15. Clearly define who has responsibility for all parts of the plant, especially areas at the boundary between departments

16. Highlight edges of ledges and trip points with yellow tape or paint

17. Keep all emergency exits unlocked and clear at all times


18. Remove all dogs from the site and keep them out. 19. Adopt plant standards for clothing required to work on the site and

implement. 20. Upgrade “clearance procedure” to become a personal “lock, tag

and try” system. 21. Ensure all PPE used on the site meets Indian Standards as a

minimum. 22. Adopt standard international Safety Signs as plant standard and

include training in site inductions including both employees and contractors.

23. Identify high dust and fume environments (through measurement and/or monitoring) and limit access to those with appropriate respiratory PPE.

24. Introduce the rule to require bike helmets for all cyclists on the site.

25. Develop and implement site access control system for every one entering the site (employees, contractors, subcontractors, drivers, and visitors).

26. Implement visitor sign in – sign out systems for site and area access.


27.Extend the network of clearly designated walkways for visitors and limit visitors to these walkways.

28.Separate bicycles from two wheelers, cars and other heavy traffic. 29.Clearly identify roadways and the edges of roads. 30.Adopt international Traffic Signage as plant standard and include

training in induction’s for employee, contractors and visitors. 31.Develop and adopt traffic management plans to accommodate the

increased traffic volumes that will result from the planned site expansion plans.

32.Determine how rail/road intersections safety can be improved and implement solutions.

33.Clarify and clearly post plant speed limits (for all plant roadways). 34.Resolve over the road vehicle overloading issue. 35.Provide designated parking areas for transport vehicles, bicycles, two

wheelers and cars on the site. 36.Extend the two wheeler helmet rule to include eye protection (visors

down or goggles).

Best Practice Continuous safety training is important for all employees.

Therefore, it should be directed toward:

• The new employee.

• An employee who has transferred from another site.

• An employee who has moved from another area on the site.

• Supervision.

• The longer service employee (refresher training).

• Contractor employees (as appropriate).

Through continuous training, management can present

information, update skills, and encourage and reinforce a

positive attitude toward safety.

CONTINUOUS SAFETY TRAINING AND

DEVELOPMENT

INJURY AND INCIDENT INVESTIGATIONS AND

REPORTS

Best Practice

• A sound safety management program will include a system for reporting and comprehensively investigating injuries and serious incidents. By conducting investigations, management can determine underlying causes of injuries and eliminate them, thus preventing their recurrence.

• It is important to ensure that all employees follow the resulting recommendations.

• When employees see management taking quick, corrective action, they will conclude that safety has high priority. Management commitment in this area will do much to eliminate injury through prevention.

“You get the level of safety that

you demonstrate you want!”

Dupont Proverb

TATA Steel Jamshedpur

Green Cross Board - Recommendations

CONTENTS Initially the board may display the following details.

Employees: 1. Number of Injury Free Work days

2. Number of Injury Free Man hours

3. Number of days to achieve milestones (could be quarterly or yearly)

4. Number of Lost Workday Cases (LWC) for the month

5. Number of Lost Workday Cases (LWC) for the year (YTD)

6. Number of Medical Treatment Cases (MTC) + Restricted Workday Cases (RWC) for the month

7. Number of Medical Treatment Cases (MTC) + Restricted Workday Cases (RWC) for the year (YTD)


Green Cross Board - Recommendations

Contractors:

1. Number of Injury Free Work days 2. Number of Injury Free Man hours 3. Number of days to achieve milestones (could be

quarterly or yearly) 4. Number of Lost Workday Cases (LWC) for the month 5. Number of Lost Workday Cases (LWC) for the year

(YTD) 6. Number of Medical Treatment Cases (MTC) +

Restricted Workday Cases (RWC) for the month 7. Number of Medical Treatment Cases (MTC) +

Restricted Workday Cases (RWC) for the year (YTD)


Safety Management Evaluation Report

Resource Materials

I Recommended Charters for Safety Committee Formation

II Other Resource Materials for Use: Title DuPont Reference • Safety Organization S08.05 • Standards S07.05, S07.30 • Safety Audits S09.06C, S02.18 • Motivation S08.33, S07.42 • Communication S08.17

STRONG, DEMONSTRATED

MANAGEMENT COMMITMENT

Best Practice

• Commitment is the basic component of a successful safety program. For a program to be most effective, this commitment must exist from the top down through all levels of the organization.

• The commitment of top management establishes the importance of safety and guarantees support for individual elements of the safety program. To achieve the best results throughout the entire organization, top management must believe that safety is as important as cost, productivity, quality, and employee relations.

General Safety Rules

Chemical Hazards This is a chemical site. Many potentially dangerous materials are used here. You must follow exactly the health and safety instructions provided to avoid injury. Area Regulations Know and follow your Area Safety Rules, Building Safety Rules, and Area Procedures. Reporting Injuries Any injury, no matter how slight; or exposure to fumes; or contact with hazardous


Personal Hygiene Daily showers are required on many jobs. Wash hands and face before eating. Do not take food into operating sections of buildings. River and process water, unsafe for drinking, is used in many locations. Drink only from outlets known to be drinking water.

Fire Prevention Do not carry matches or lighters on the site. Smoke only in approved locations at designated times.

Emergencies Know the disaster and emergency plans and your responsibilities in their execution. Know the location of exits, emergency equipment, and facilities. Maintain accessibility. Stay away from the scene of emergencies unless you are directly concerned.

General Safety Rules Traveling On-Site Walk, do not run. Where special footpaths are not designated, travel on the left side of the road; face traffic. Cross roads at right angles, and look both ways for approaching traffic. Do not step on track rails. The driver of a motor vehicle is responsible for its safe operation. The maximum speed limit is 25 m.p.h., but it may be lower under local conditions. Approach railroad crossings with caution and honor all signals, manual or mechanical. Seat belts must be used while driving or riding in any vehicle while on company business.

Safety Equipment Side-shield safety spectacles are minimum eye protection required for all operating buildings, warehouses, laboratories, shops, tank farms, and for chemical and mechanical work. Safety hats and safety shoes must be worn on most jobs. Consult supervision for special protective equipment and clothing required for each assignment.


Special Procedures Special procedures are required for the following types of work:

• Locking out • Vessel Entry • Welding and Burning • Roof Entry • Moving Machinery

Consult your supervisor for instructions.

Electrical Only authorized qualified personnel may perform electrical work.

Entering Buildings Personnel not assigned to an operating building must report promptly to supervision after entry.


Horseplay Horseplay of all types is prohibited. Violators are subject to discharge and criminal prosecution.

Contraband Materials The following materials are not permitted on the site unless specifically authorized:

• Illicit drugs or narcotics • Firearms or ammunition or explosives • Gambling paraphernalia • Alcoholic beverages • Cameras • Matches or lighters (on the person) • Portable radio receivers or transmitters • Concealed deadly weapons


Off-Site Company Business All safety rules, where applicable, apply to company employees engaged in company business while off the site.

Report Safety Hazards Report any unusual incident, unsafe practice, or unsafe condition to your supervision immediately.

Compliance Compliance with safety regulations, rules, and practices is a condition of employment. Violators will be subject to disciplinary action.

The purpose of the overall safety organization, described more fully in Figure1 and paragraphs following, is to mobilize all available talent in the interest of safety, health, and environmental protection. It does not in any way relieve individual members of the line organization of their safety responsibilities; rather it provides additional resources upon which they can draw to execute these responsibilities more effectively.

Figure 1 Safety Committee Organization Chart

The Safety Organization


The Central Safety Committee This committee is made up of the site manager (who serves as chairman), all department heads, the safety supervisor, and the physician. The safety supervisor usually serves as permanent secretary. This committee originates, guides, and coordinates the overall safety effort, reviews investigations of serious injuries and major incidents, approves site safety policies, and, in general, deals with safety matters of wide concern. This committee meets at least once a month and maintains minutes.


Subcommittees Subcommittees, acting in specific areas of interest, can relieve the Central Safety Committee of many details of safety administration while providing the opportunity for broader participation in the safety effort. See Figure 2 for clarification of this structure. Subcommittee chairmen are usually members of and responsible to the Central Safety Committee. They issue monthly reports to the Central Safety Committee. The following list of common subcommittees describes their functions.

Incident/Injury Investigation The Incident/Injury Investigation Subcommittee assists the line organization to investigate serious injuries or incidents having serious injury potential to determine the causes, ways to prevent recurrences, and the applicability of preventive measures to other areas.


Safety Program and Activities The Safety Program and Activities Subcommittee develops site wide safety programs and activities to guide individual area efforts. Some examples include the annual site safety program, inter-area competitions, the publicity of forthcoming safety awards, and the promotion of certain aspects of off-the-job safety.

Process Safety Management The Process Safety Management Subcommittee performs several functions that help the line organization keep their skills for identifying, understanding, and controlling process hazards changes. One of these functions is preparation of guidelines for administering the site’s programs for managing process safety consistent with corporate guidelines, laws, and regulations. They also advise the line concerning process safety training particularly training of members of the process hazards review teams. Finally, they provide a psuedo-external auditing function to see that all the essential elements of process safety are meeting site standards of performance.


New Equipment or Process Acceptance The New Equipment or Process Acceptance Subcommittee assists the line organization to inspect new facilities before start-up to ensure that all necessary safeguards have been provided. Membership usually consists of representatives from operations, maintenance, or engineering, technical and safety, and fire protection. Follow-up reviews are normally conducted to assess the adequacy of safety features under actual operating conditions. Sometimes, particularly on smaller sites, this subcommittee is combined with the Process Safety Management Subcommittee.

Off-the-Job Safety The Off-the-Job Safety Subcommittee is charged with planning, developing, and promoting suitable material for the off-the-job program. At some sites, these activities may be assigned to the Safety Program and Activities Subcommittee.


Audit The Audit Subcommittee’s function is to help evaluate the effectiveness of committees, programs, safety rules, and procedures, and safety audit programs. Findings are turned over to the Central Safety Committee or other subcommittees for implementation.

Emergency Preparedness The Emergency Preparedness Subcommittee provides guidance to site management to ensure that the proper facilities, resources, procedures, training, plans, and organization exist to handle emergency situations that may arise at the site, such as fire, fume release, and evacuation.

Safety Rules and Procedures The Safety Rules and Procedures Subcommittee is responsible for ensuring that site employees have adequate safety procedures and standards by which to work safely and efficiently, and ensuring that the site safety manual is kept up-to-date.


Departmental Safety Committees Departmental safety committees are composed of the department head as chairman and members of supervision reporting directly to the department head. Such committees act on all safety matters within the department, referring to the Central Safety Committee the problems that they are unable to solve or that have ramifications outside the department. These committees also meet at least once a month.

Area Safety Committees Area safety committees may be organized at large units where there are intermediate levels of supervision between the first-line supervisor and the department head, with the supervisor as chairman and members of supervision who report to that supervisor as members. Their functions are similar to the departmental committee, but their responsibilities and activities are limited to their particular area. Such committees usually meet semimonthly or monthly, as the needs of the particular location dictate.


First-Line Supervisor’s Safety Meetings

First-line supervisor’s safety meetings are headed by the first-line supervisors and include all employees under their supervision. It is during these meetings that the site’s safety program and the supervisor’s expression of personal commitment reach the employee. These meetings should be participative in nature and concern themselves principally with safety communication, training, and resolution of the group’s safety problems. Every employee should attend at least one meeting each month, although certain groups, such as maintenance crafts, frequently hold biweekly or weekly meetings.

The first-line supervisor’s safety meeting should act upon all the safety problems within the area, referring to the departmental or area committees whatever problems that it cannot solve or that have departmental or site wide application. Because the overall site safety program reaches the individual employee at this point, these meetings are in many respects the most important links in the safety organization.


In some instances, round-the-clock shifts may preclude the possibility of assembling certain employees in formal safety meetings at periodic intervals without penalties for overtime or employee dissatisfaction because of disrupted carpool arrangements. In such cases, it may be satisfactory for the first-line supervisor to set up a personal contact program, formalized to the degree necessary to ensure effectiveness. Such a program should include well-planned personal contacts between the first-line supervisor and each employee on pertinent safety subjects. Records of these contacts are valuable in ensuring that over a period of time the subjects selected are appropriate and that all employees are given the opportunity to contribute to the program regularly.

Safety Communications Goals The basic goal of any safety program is to reduce and eliminate the number and severity of injuries and illnesses. It is important that people understand how to avoid injury and, more important, that they choose to do so. Knowledge must be transferred to the employee in order to accomplish this, using all possible communications paths. The paths should not contradict one another, should be mutually supportive, and should combine to present the entire range of knowledge that is desired. All safety communications should reflect management’s commitment to work safely. The most significant safety communications are one-on-one communications from the supervisor to those people working for him or her. The message can be very simple: “This is what I believe is necessary for you to avoid injury; this is what I want you to do regarding safety.”

Safety Communications


The message is reinforced through • The safety policy statement. • Orientation. • Training. • Rules and procedures. • Safety goals and objectives. • Personal one-on-one messages. • Job safety analysis. • Toolbox and tailgate meetings. • Work group safety meetings.

Supplementary paths of communication such as slogans, posters, and incentives communications are useful but are not significant safety communications in themselves.


Communications Paths Safety Policy Statement

A safety policy statement is a permanent message to the organization that expresses management’s overall approach, expectations, and goals in the field of safety. Periodic review and public posting of the policy should increase employees’ awareness of the safety policy. Safety decisions, priorities, standards, and responses to problems should be based on this policy. For example, DuPont’s safety policy states,

“We will not make, handle, use, sell, transport, or dispose of

a product unless we can do so safely and in an environmentally

sound manner.”


The six key principles supporting this policy are

• All injuries and illnesses can be prevented. • Management is responsible for preventing injuries and illnesses. • All operating exposures can be safeguarded. • Training employees to work safely is essential. • Working safely is a condition of employment. • Injury prevention is good business.


Orientation Orientation to new assignments (due to promotion within a department, a transfer from one job to another, or hiring a new employee) requires an organized, formal discussion of safety responsibilities as well as a technical review of local hazards. This orientation is the responsibility of a direct supervisor, although other experts may assist in particular parts of the program.

Training All job training should cover the safety hazards and preventive measures required for the work in question. Safety should not be addressed separately in training; it should be included within the overall work procedure instructions so that the trainee understands the hazards of each job and how to cope with them as he or she learns the particular details of how to perform the job.


Rules and Procedures Rules and procedures should exist to guide people’s actions. To be effective, they should be documented, reasonable, known, followed, and enforced. Without rules and procedures, people are left to determine their own methods for performing activities; these may not always be safe and productive.

Safety Goals and Objectives Goals tend to reflect longer-term or ideal expectations, while objectives tend to be shorter-term steps or activities to help achieve goals. Both should clearly state what the organization is trying to achieve. Objectives should be quantitative, reasonable, and whenever possible developed with input from many levels in the organizations.


Examples of goals Operate without injuries/illnesses. Have the lowest injury incidence rate in our comparison companies.

Examples of objectives Provide safety training to all supervisors in the next 12 months. Improve total recordable incidence rates by 35 percent in the coming year.

Personal One-on-One Messages One-on-one messages are the most effective way to influence an individual’s behavior regarding safety. Subjects that may be covered include safety goals or programs, performance versus safety goals, recent incidents and how to apply lessons learned from them, and safety problems and successes. An excellent way to reinforce a safety meeting message or a change in standards or procedures is to discuss the topic during one-on-one communications with individuals. Management safety audits represent excellent opportunities to utilize this approach by both the auditors & members of the work group being audited. Remember that listening is an

important part of communication.


Job Safety Analysis (JSA)

This technique is an analysis of injury potential for a particular task, which establishes the precautions to be taken to avoid injury. JSAs can raise everyone’s safety awareness. Writing JSAs usually involves the supervisor or crew leader and one or two people who perform the particular task.

Toolbox and Tailgate Meetings

In these meetings, work groups meet before beginning the job with the supervisor or crew leader to discuss either the day’s work or the start of a multi day assignment. Safety information specific to the work situation should be discussed, such as relevant safety incidents, rules and procedures, problems, unusual situations, and new information. Various members of the work group can present information on these topics.


Work Group Safety Meetings

Work group safety meetings are typically conducted each month, frequently by the supervisor and those reporting to him or her. These meetings usually address a specific topic of interest and maximize employee participation. Often the meeting leader can present a question for discussion and ask the group to brainstorm ideas, select actions, and then determine who will do what, when.

Opportunities should also be provided for issuing updates on safety performance, discussing lessons learned from safety incidents, and soliciting safety concerns from the employees. Meetings usually last from 15 to 60 minutes. To maximize the opportunity for employee participation, the size of the group should not exceed 15 people.

Safety and Motivation

Background Consider two basic motivational concepts:

• Internal Motivation: People will motivate themselves to accomplish objectives that they support because of their internal drives or needs.

• External Control: People learn to conduct themselves properly through external direction and control emanating from higher authority. Authority’s power and willingness to reward or punish are implicit.


Both of these motivational concepts have been used in industry since industry began. The external control concept dominated for years; punishment or potential punishment were the control mechanisms.

Currently, the idea of internal motivation is rapidly becoming dominant to the point that external control is considered backward and unacceptable in some organizations. The concept of internal motivation assumes that it is natural for reward, recognition, and personal satisfaction to accrue to those who perform any endeavor well. In an industrial application, internal motivation assumes proper praise for good performance as well as involvement of employees at any level in controlling the activities that affect them. An individual’s right to contribute and influence in addition to proper reward are believed to lead people to motivate themselves to higher performance levels.


The concept of internal motivation is the foundation of today’s worldwide trend toward “Involvement” Management, wherein employees are involved in managing the activities that affect them. Programs such as “Quality Circles” and “Commitment Through Involvement” are spreading to all industries. That the movement is generally successful substantiates the internal motivation concept.

However, using the internal motivation concept requires high-level supervisory skills and behavior quite different from that normally associated with supervisors. Untrained leaders can create long-term problems because initial successes come easy.

A Manager’s Guide to Personal Safety

Audits Safety and housekeeping in your site reflect the

standards you are willing to accept; they will improve as soon as you communicate convincingly that you want them to improve. The intent of this guide is to help you improve safety and house keeping by establishing a personal safety audit system.

This guide has five steps: 1) Audit 2) React 3) Communicate 4) Follow up 5) Raise standards


Audit You must get out into your area (s) of responsibility every week

with one of your direct subordinates to make a safety audit. You do not have to devote a lot of time to the audit, and you do not have to conduct a complete tour of an area. If you have several locations that you know are trouble spots, concentrate on them first. Sample one or more portions of an area where you can audit employee work practices and conditions quickly and effectively. The way you allot time for this safety audit will reflect your style of managing: some managers elect to take 15 or 20 minutes each day for this purpose; others choose to make a single audit once a week, spending 30 to 60 minutes. You need to develop your own system; in fact, you will only get results if you do develop an auditing system and adhere to it. It is crucial that you do not try to combine a safety audit with other visits to the area. Your safety audit to an area must be specifically designed to evaluate safety. Learn to take notes of the things you see.


React

The only way you and your site can benefit from your audit is for you to react. The manner in which you react may well be the strongest single element in improving the safety climate at your site. Your reaction (or lack of it) tells your organization what is and is not acceptable. With the philosophy that all injuries and occupational illnesses can be prevented, you must display confidence that your site can achieve high standards of safety.

Specifically, each time you audit an area, building, work site, room, or other facility, you must ask yourself a question and make a decision: “Are all aspects of safety acceptable?” Whenever the answer is “no,” you should record your reaction and comments about how the facility deviates from your standards. Your standards will not be static; they will change with time and as you develop more skill in auditing.

You must come away from each audit with a reaction: • The operation is acceptable because. . . . • The operation is not acceptable because. . . . • The operation has deteriorated because. . . . • The operation has improved because.


Communicate Since you have already accepted the basic principle that safety is a

line organization responsibility, the next step in your personal safety audit effort is to communicate your reaction. Talk with your subordinate who has responsibility for the area you audited. Stick to the line structure, and do not be casual about this communication.

In order for the contact to be productive, your subordinate must understand that

• You audited his or her area. • You are pleased (or displeased) with what you saw because

of. . . . (Discuss your observations.) • You expect him or her to react to your comments, and more

importantly, to improve the quality and effectiveness of his or her own audit system so that permanent improvements are made.

• You will audit the area again in a specified number of days. You and your subordinate must understand the implications of these

points. If you expect your subordinate to address certain situations, be sure he or she has the necessary authority to obtain the resources to appropriately react to your comments.


Follow Up

Follow-up is the magic step for achieving results. You have now spent time auditing, reacting, and communicating. If you fail to set up an effective reminder or tickler system to enable you to follow up personally and demonstrate that you mean what you say, your efforts may be wasted. Failure to follow up will give your subordinates the perception that you do not care and that high standards of safety are not one of your important priorities.

You must clearly communicate your assessment of the obtained results to your subordinates. By doing this in an effective, timely manner, you will help them learn to manage safety more effectively in their area of responsibility.


Raise Standards

By consistently following the first four steps, you will see steady improvements in safety and housekeeping at your site. Part of the challenge will be to keep raising your standards and providing the leadership necessary to continue to make progress. First, solve the gross problems, then begin to fine-tune your safety and housekeeping efforts.

one day workshop on · ensure all plant vehicles are roadworthy; that is, they can pass a vehicle...

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