OceanGate CEO trashes safety, but in doing so, promotes its mission: “You know, there’s a limit. At some point safety is just pure waste. I mean, if you just want to be safe, don’t get out of bed, don’t get in your car, don’t do anything.”
When you have a complex supply chain, issues may occur with oversight responsibility for various operations. Fundamentally some of this emanates from the industry’s reaction and response to the promulgation of the Occupational Safety and Health Act.
The intent of a “stop work authority” (SWA) when included in a safety program is to empower employees to take action when they see a situation that is unsafe or think a worker may get injured. Though the SWA process and practice may seem as beneficial at many levels in dealing with operational risk and worker safety; there potentially may be some unforeseen barriers or challenges to its actual utilization.
In spite of about 70 years since the start of passages of workers compensation laws and organization’s best efforts, injuries and fatalities still occurred, but at a somewhat reduced rate. Three factors come to light regarding occupational safety rules: regulation, management and practices.
As manufacturers learned about the seven wastes that lean organizations seek to eliminate — overproduction, waiting, conveyance/movement, processing, inventory, motion, and correction — many added an eighth: underutilized talent.