Safety improvement achieving

My safety policy states what 1 expect the line organisation to do and what 1 expect the HSE staff organisation to do 1 have attended the Basic Law training class My safety committee is comprised primarily of line people, with a minimum of HSE staff in attendance 1 make clear my expectation that an injured person must go to Medical even if they also wish to see their 1 visit work areas and make it a point to comment on hazards 1 have identified and safety improvements achieved... 

The shortest distance between A and B is not always a straight line. Keep in mind as you consider intangible factors that you must influence behavior in order to improve companywide safety performance. Achieving this may require a combination of skills and tactics, some of which may not be directly related to explicit PSM requirements. 

The identification and implementation of new or improved process safety metrics alone will not improve process safety. Rather, the data must be collected, analyzed, communicated, understood, and acted upon. While metrics can highlight process safety performance strengths and weaknesses, process safety improvement comes when such efforts are directed towards achieving and maintaining desired performance by correcting weak performance. 

In conclusion, inherent safety is achievable through safer processes, improved engineering and stringent safety procedures. Inherent safety will be cost-effective in the medium and long terms, even if higher costs may be incurred in the short term. It should be pursued to safeguard the health and safety of all involved, including consumers, and to protect the environment. 

There have also been more critical comments made of such utopian thinking in society. For example philosopher John Gray (2007 28) feels a project is utopian if there are no circumstances under which it can be realised if a project seeks to eliminate the fundamental contradictions of human needs it will not achieve success. Human needs in the construction site system arguably remain focused on time and money, where people are essentially paid to work faster and take risks to get the job done. Within the industry as it is presently structured, any health and safety improvements could certainly be considered, by Gray s definition, a utopian venture in the unachievable sense of the word. 

The conflict myth arises because of a misunderstanding about how safety is achieved and the long-term consequences of operating under conditions of high risk. Often, with the best of intentions, we simply do the wrong things in our attempts to improve safety. It s not a matter of lack of effort or resources applied, but how they are used that is the problem. Investments in safety need to be funneled to the most effective activities in achieving it. 

The main objectives of the meeting were to exchange information on the studies performed and countermeasures taken for coping with accidents during low power and shutdown conditions, and to define the necessity and directions of further activities which may promote safety improvements for NPPs. Participants from east European Member States were requested to present their activities and results on this topic and to participate in the discussions. Experts from selected western countries were requested to summarize the most important results achieved in LPS work in their countries. 

Considering the NORSOK Standard Z-013 model for risk estimation, analysis and evaluation this proposed framework can be used as a framework to deal further risk reducing measures after achieving the acceptable risk levels and there still safety improvements that can be implemented. And also held decisions about which risk reduction measures should be implemented, the priority of each action, the risk involved in different parts of the process. 

The proposed framework will be illustrated by a case study using realistic data in a situation where all the acceptable risk limits has been achieved but there stiU some safety improvements that could be done, and the decision problem is to implement or not these... 

During these overseas experiences and our visits to different countries, I had the opportunity to discuss road safety development with local professionals and consultants. There I also had the opportunities to attend various conferences, seminars and workshops and to hsten to experts from different countries. This was a rewarding learning experience, which was especially meaningful for me in terms of future contacts. There were always questions raised during this work, for instance, how do we define and measure road safety development in a country How do we determine the progress this country has achieved How do we estabhsh targets for road safety improvement in a country Until now, there is no simple answer to these questions. This has inspired me to develop sets of macro-indicators that can be used as appropriate benchmarks to compare the performance of different countries. I started to use previous results of the projects as a point of departure, in order to build a model from the conclusions drawn. 

Safety must include a comprehensive recognition and evaluation of total costs and consequences related to safety. The dollar balance between achievement of safety improvement, loss incident free operation (cost to business) must be assessed. 

Time required to implement corrective actions and/or safety improvements. Any decision by the regulatory body to require corrective actions and/or safety improvements should take account of the actual benefit to safety that the action will achieve and the duration of the benefit (the remaining period of plant lifetime). If the modification is necessary on grounds of unacceptable risk, then continued operation should not be permitted until it has been made or adequate interim measures have been taken. 

Ensure that there is ongoing prioritization and achievement of safety improvement objectives. 

At this time, a senior manager who champions this program is invaluable. Building interest can be achieved by showcasing industry success stories and by highlighting the potential cost savings and safety improvements that can be achieved through PtD. 

Employee behaviour modification processes, as with all other human processes, can become stale and ineffective. A significant proportion of the safety improvement comes from the early interaction between the observer and the observed. If this process becomes superficial then few improvements in safety performance can be expected. Refreshing the whole intervention process periodically is essential and can be achieved by ... 

MDS Nordions Theratronics division deals with more conventional workplace safety issues in its industrial operations. Here there are hazards related to operating power tools, handling heavy materials or hazardous chemicals, and maintaining acceptable noise levels. Through the 1990s, Theratronics has steadily improved its workplace safety record, achieving its lowest-ever rate of safety-related incidents. 

A forest products company saved over 1 million in workers compensation and other costs from 2001 to 2006 by investing approximately 50,000 in safety improvements and employee training costs. The company has participated in OSHA s Safety and Health Achievement Recognition Program (SHARP) since 1998. 

Further improvements in processing safety were achieved by the use of retarders such as N-nitrosodiphenylamine, phthalic anhydride and benzoic acid but these not only lengthened the induction period but also reduced the rate of the subsequent cross-link insertion reaction. 

In recent years it has become necessary to develope techniques to ensure the safety of computer embedded systems controlling potentially dangerous processes. Some works published last years showed that reliability and safety improvements could be achieved by using FTA 4,5 and FMEA 6 (Failure Mode and Effect Analysis) techniques. This paper attemts to apply and evaluate the FTA method in a software embedded system. Such an application will enable the safety engineer to use one method for the system as a whole without separating the software from the hardware. 

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