By Kishor Bhagwati
What are injuries? Are they only information that your security division sends to you per month and that you look over and wonder even if the protection expert you might have hired is doing his task right?Aimed essentially at best and center administration, this publication adopts the recent method of combating critical incidents instead of minimum compliance with laws. It takes you step-by-simple-step to teach how injuries might be refrained from with little attempt and funds, permitting you to harvest the rewards such an injury-free tradition brings: greater employee morale, higher product caliber, and greatest productiveness. Plus the interior pride of attaining a objective that's worthy striving for, specifically 0 injuries.
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Extra resources for Managing Safety: A Guide for Executives
Production would suffer. I knew a plant manager in a metal rolling mill I was consulting, who used to rule with an iron hand. For him, the workers were just trouble-makers, who had to be kept strictly in line to ensure production. He never had an open ear for any grievances and used punishment as motivation. He told me once that he runs his plant like a military general, expecting strict obedience to his orders. Nonobedience would not be tolerated in his plant. He walked through the plant to find who was working unsafely, and sneaked up on him to catch him unawares in flagranti.
Unsafe conditions contributing to the rest of accidents can in most cases be traced back to faulty design or bad workmanship, something that can also be classified as unsafe acts. When I talk of unsafe acts, I do not mean only acts of workers, but also the decisions of management. The decision-making process is as much a human act as any other activity. I had heard the sentence: “Every accident is a sign of management failure”, and I once used this statement at our board meeting. You can imagine the uproar it created.
Unfortunately, the person who was supposed to inform the captain was sleeping in his cabin, and the captain started off without this information. Not to have the interlock was a managerial decision to save money. After a public inquiry into the sinking in July 1987, Britain’s Lord Justice Sheen published a report that castigated Townsend Thoresen, the ship’s owners, and identified a “disease of sloppiness” and negligence at every level of the corporation’s hierarchy. I think we now agree that even these big catastrophes are caused by human acts, because taking decisions is a human act too.