Management-based safety programs

Compliance-based safety programs, and many safety professionals and managers, rely on discipline to enforce, and reinforce, compliance to the... 

Discipline is woven into the fabric of compliance-based safety programs and used as a tool by those who manage them. Insurance carriers even ask their clients to provide discipline records as a way of ensuring a company is serious about safety The use of discipline is a very contentious subject in the compliance-based safety community and I have had some emotional... 

This helped to clarify why the team was formed. Apparently the injury rates associated with the work task were unacceptable, so management decided to give it focus. This is reactive safety and is part of a good compH-ance-based safety program. Using the data (injury rates by type and location) to drive action is a continuous improvement activity that will help to reduce or eliminate the occurrences. I only mention this because in a continuous improvement (Lean Safety) culture, the risks may have been proactively identified and solutions put in place before the injuries occurred. However, since that was not the case here, I agreed to schedule a visit and assist them. 

A primary objective of any safety program is to maintain or reduce the level of risk in the process. The design basis, especially inherently safer features that are built into the installation, must be documented. Management of change programs must preserve and keep the base record current and protect against elimination of inherently safer features. For identical substitution, the level of risk in the process is... 

Non-RCRA-permitted TSDs and waste treatment activities not covered by RCRA (e.g., wastewater treatment facilities permitted under the Clean Water Act) are not covered by HAZWOPER, except for emergency response and some limited waste management operations. Specific HAZWOPER elements are assimilated into the existing health and safety program based on hazard analyses. Worker protection requirements are met through existing health and safety plans [1]. 

Safety, System Safety Program for Modernization and Expansion Projects," DRC-PBM Memorandum No. 385-3, Office of the Project Manager for Munitions Production Base Modernization and Expansion, Dover, NJ, April 1978. 

For top and middle management, reviewing chemical safety program with real-world situations. Based on CCPS s "Guidelines for Technical Management of Chemical Process Safety. ... 

As part of operational management, a procedure should be developed for qualifying carriers. Carrier selection should include regulatory compliance, safety programs, security, and performance, with qualification based on the following steps ... 

The development and management of high quality technical information, particularly the safe upper and lower limit values, can be difficult and time-consuming but it is a vital activity. Without a sound information base, the quality of all of the other elements of the process safety program will always be in doubt. Therefore, it is critical that high priority be given to the development and maintenance of a high quality technical database. 

Consider this situation for an opposite and real picture. A safety professional is making an audit of the quality of hazards management. The maintenance superintendent displays an elaborate computer-based maintenance program, of which he is very proud. During the plant tour, many hazardous conditions are observed. A supervisor is asked why work orders aren t being sent to the maintenance department to have those conditions corrected. And the response is, We don t do that anymore. Safety work orders are the last priority for the maintenance department. Later it is determined that a great number of safety-related work orders are over six... 

When the first audits were conducted at our facilities, the base-line audits were a disappointment. With a potential of 100 available points, most facilities scored in the 20 s the highest score for a manufacturing plant was 34. In other words, at Midas locations the safety program had little direction and content. It took months to complete the base-line audits. After the scores were revealed to senior management, the CEO made it his goal to have all locations improve. 

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