Mike Williamsen, Ph.D., is a safety consultant with 30+ years of business change-management experience for companies such as Frito-Lay, Inc., General Dynamics, and Standard Oil. He earned his Ph.D. in business at Columbia Southern University.
Recently, I was in the Central American country of Costa Rica. While there I kept hearing the phrase Pura Vida as people greeted one another. As I discussed this with our host he gave me two translations; the word by word meaning is the pure life.
For years, the Las Vegas tiger show wowed audiences as Siegfried and Roy petted the tigers. Slowly and lethally the new normal lulled the entertainers into complacency with their truly dangerous pets. And then one day…
Global and regional companies experience seasonal peculiarities that can have a definite impact on the employees and their families. Last month I received a warning notice from a facility cautioning their employees about “Monsoon June.”
Two of Australia’s indigenous creatures, kangaroos and emus, have something in common – they seldom move backward. Kangaroos, because of the shape of their body and the length of their strong tail, can bounce along with forward movement, but they cannot easily shift into reverse.
The technical detail available to members of our profession is incredible. It also has the potential to be suffocating as the voluminous regulations, ISO policies, procedures, local site requirements, paperwork, basic training, etc. become overwhelming commitments of our time and effort. With all this focus on reactive and condition-based issues, where is the time for a safety engineering focus that goes beyond traditional safety?
A heavy manufacturing organization commonly used Total Quality Manufacturing (TQM) and Total Productive Maintenance (TPM) techniques. They had some small Continuous Improvement (CI) Teams that engaged in solving the front line day-to-day difficulties which commonly occur in operations of organizations worldwide.
Recently, one of our safety pro acquaintances made a disturbing discovery --his responsibility for improving safety was being hampered by a culture of evaporative acts in the work groups with whom he was to meet. His approach of engaging in open-ended safety conversations with front line employees had developed trust among many of the people at each of the work sites.
What does it take for a computer to help us do our jobs better and enjoy our lives more? A simplified answer that doesn’t go into nano-detail is that a computer requires both hardware and software to be functional.
A common safety leader’s complaint deals with individuals who fudge the numbers – those who do not report all the injuries and incidents that occur, and those who fudge the severity and do not take incidents as recordable.