Dear Kesava Sir ,
Thanks for detail reply . If you got some time pls guide on points mentioned in my post also.
@ Hansaji ... Thanks pictorial points definitely help employees to understand difference between incident and Near miss . if you got some time pls guide on points mentioned in my post also
Thanks
Abhay
From India, Thana
21Thanks for detail reply . If you got some time pls guide on points mentioned in my post also.
@ Hansaji ... Thanks pictorial points definitely help employees to understand difference between incident and Near miss . if you got some time pls guide on points mentioned in my post also
Thanks
Abhay
From India, Thana
Dear Abhay,
I tried to address points 1 to 3 as we also faced the same issues. For points 4 and 5, during our discussions with employees, we always strive to convey that near misses are not about blaming anyone, but rather aiming to identify systemic failures that, if not corrected, could result in injuries. Nobody is held accountable for reporting or during the investigation of near misses. We always emphasize where the system failed, was inadequate, or was nonexistent, leading to human error or other physical factors resulting in near misses.
Although fostering a safety culture, as Kesava Sir rightly pointed out, takes time for people to grasp and adapt to, it is essential to persevere and comprehend the challenges individuals encounter when reporting near misses or why they might be hesitant to do so. Do not lose hope. Change will come.
Regards,
Hansa Vyas
From India, Udaipur
I tried to address points 1 to 3 as we also faced the same issues. For points 4 and 5, during our discussions with employees, we always strive to convey that near misses are not about blaming anyone, but rather aiming to identify systemic failures that, if not corrected, could result in injuries. Nobody is held accountable for reporting or during the investigation of near misses. We always emphasize where the system failed, was inadequate, or was nonexistent, leading to human error or other physical factors resulting in near misses.
Although fostering a safety culture, as Kesava Sir rightly pointed out, takes time for people to grasp and adapt to, it is essential to persevere and comprehend the challenges individuals encounter when reporting near misses or why they might be hesitant to do so. Do not lose hope. Change will come.
Regards,
Hansa Vyas
From India, Udaipur
Dear Friends,
Definition of industrial safety starts like this: Safety is an art and science devoted to ����and son on. You may know the rest.
Problem with safety people are:
1. Most safety people are safety qualified experts in the science part of safety. It means they know what is required to cure.
2. They may not be artists. It means they lack an understanding on how to approach an issue at hand- how to achieve results.
Permit me to give you an example here:
One of the famous doctors doing research for many years and of high standing; invented an effective medicine in tablet form for one of the most dreaded diseases of children. If somehow consumed it is a sure cure. However no one succeeded in making the children take it.
It became a great failure.
Here comes the real doctor. He obtained all the rights.
He coolly sugar coated the tablets. He used striking colors for the tablets. He gave it a fancy name for children to sing it.
No coercion needed any more. Children started enjoying it. Children consumed it any time it is offered to them. In time the disease disappeared.
Question is who is a real doctor ?
There is a similarity in safety administration and the above example.
I suggest the forum members to post their success stories. Let others learn from each. I am sure it will enrich at least the younger ones in the profession.
Kesava Pillai
From India, Kollam
Definition of industrial safety starts like this: Safety is an art and science devoted to ����and son on. You may know the rest.
Problem with safety people are:
1. Most safety people are safety qualified experts in the science part of safety. It means they know what is required to cure.
2. They may not be artists. It means they lack an understanding on how to approach an issue at hand- how to achieve results.
Permit me to give you an example here:
One of the famous doctors doing research for many years and of high standing; invented an effective medicine in tablet form for one of the most dreaded diseases of children. If somehow consumed it is a sure cure. However no one succeeded in making the children take it.
It became a great failure.
Here comes the real doctor. He obtained all the rights.
He coolly sugar coated the tablets. He used striking colors for the tablets. He gave it a fancy name for children to sing it.
No coercion needed any more. Children started enjoying it. Children consumed it any time it is offered to them. In time the disease disappeared.
Question is who is a real doctor ?
There is a similarity in safety administration and the above example.
I suggest the forum members to post their success stories. Let others learn from each. I am sure it will enrich at least the younger ones in the profession.
Kesava Pillai
From India, Kollam
Dear Kesava Sir ,
at my organization , my safety person is taking out works by applying same method mentioned by you , he is taking maint guy/concerned person to show unsafe location and asking such open ended queries/concern/questions and not only taking solutions from them but also implementing it by them . He is developing ownership concept among all of us.
Your suggestions in this forum is really motivating all of us . at our org. we started BBS .If time allows you then pls guide us on how to make critical behavior list , Pictorial explanation on terms Line of Fire , eyes on Path , eyes on task .
Herewith I am requesting our dynamic forum member Mr.Dipil also to suggest some guidelines.
Thanks
Abhay
From India, Thana
at my organization , my safety person is taking out works by applying same method mentioned by you , he is taking maint guy/concerned person to show unsafe location and asking such open ended queries/concern/questions and not only taking solutions from them but also implementing it by them . He is developing ownership concept among all of us.
Your suggestions in this forum is really motivating all of us . at our org. we started BBS .If time allows you then pls guide us on how to make critical behavior list , Pictorial explanation on terms Line of Fire , eyes on Path , eyes on task .
Herewith I am requesting our dynamic forum member Mr.Dipil also to suggest some guidelines.
Thanks
Abhay
From India, Thana
CiteHR.AI
(Fact Checked)-[The user's reply provides a relevant example of motivating workers through ownership development and open communication in safety practices. It aligns with best practices in safety management.] (1 Acknowledge point)
According to me, you have to be friendlier with the workmen and ask them about the chances of accidents and the types of incidents that have occurred. Keep monitoring plant activities during safety rounds. Lastly, don't wait for the reporting of near-misses; if it's only an ISO standards issue, report fake near-miss incidents or the likelihood of incidents as narrated by the workmen.
From India, Thana
From India, Thana
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CiteHR.AI
(Fact Checked)-The user provided a comprehensive and accurate response regarding motivating workers for near miss reporting, emphasizing systemic failures rather than blaming individuals. (1 Acknowledge point)