Reply to: RE>A Safety Case LO2304
Geof, I'll take a quick stab in the form of an observation or two.
First, thanks for this case study. It's intriguing, real, blood boiling.
Just the stuff to make us think practical.
I won't make too many excuses for not comprehending the in's and out's of
organizational structure, so I may be off course in this observation:
If there were sub-divisions such as work cells or work groups, such groups
might provide a source for building in safety consciousness on a daily,
micro level. Recognition, by all accounts, is one of the most successful
motivators in working organizations. Suppose you had safety "leaders"
elected or appointed in each optimally sized work group or cell, whose
responsibilities would be both general and specific knowledge of safety
requirements for those on the group. A reporting process would provide a
recognition forum for each group, with appropriate reaction from superiors
(pins, banners, listings, alone and in combination, etc.).
By bringing the safety process into smaller groups, and having an explicit
means for group recognition, along with small group safety "leader"
training for tracking specific metrics which might presage problems, the
culture for safety might be invigorated.
Thanks for providing us with this. I'll be intrigued by others'
responses. Good luck!
-- Barry Mallis bmallis@markem.com