Management Processes Typically Ripe for Improvement
- Define safety responsibilities for all levels of the organization, e.g., safety is a line management function.
- Develop upstream measures, e.g., number of reports of hazards/suggestions, number of committee projects/successes, etc.
- Align management and supervisors by establishing a shared vision of safety and health goals and objectives vs. production.
- Implement a process that holds managers and supervisors accountable for visibly being involved, setting the proper example, and leading a positive change for safety and health.
- Evaluate and rebuild any incentives and disciplinary systems for safety and health, as necessary.
- Ensure the safety committee is functioning appropriately, e.g., membership, responsibilities/functions, authority, meeting management skills.
- Provide multiple paths for employees to bring forward suggestions, concerns, or problems. One mechanism should use the chain of command and ensure no repercussions. Hold supervisors and middle managers accountable for being responsive.
- Develop a system that tracks and ensures timeliness in hazard correction. Many sites have been successful in building this in with an already existing work order system.
- Ensure reporting of injuries, first aid cases, and the near misses. Educate employees about the accident pyramid and importance of reporting minor incidents. Prepare management for an initial increase in incidents and a rise in rates. This will occur if underreporting exists in the organization. It will level off, then decline as the system changes take hold.
- Evaluate and rebuild the incident investigation system as necessary to ensure that investigations are timely, complete, and effective. They should get to the root causes and avoid blaming workers.