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.
A jury and judge have ordered Albany-based asbestos abatement and demolition company Champagne Demolition, LLC and its owner, Joseph A. Champagne, to pay $173,793.84 to a former employee who was fired in June 2010 after reporting improper asbestos removal practices at a school worksite in Gloversville, New York. On June 10, 2010, an employee of Champagne Demolition, LLC informed company management of the improper practices. The employee was fired the next day and subjected to verbal threats and legal action.
Findings show how CEOs can encourage a company-wide commitment to safety that prevents injuries
October 10, 2016
New research published in the Journal of Applied Psychology shows how CEOs can play a more effective role in developing an organizational safety climate in their organizations that actually reduces injuries.