Your safety program has been efficiently mobilized. You've succeeded; you've stayed ahead of the curve. You try to admit that you have achieved safety, or at least come close. You treat it as an accomplishment (as opposed to a journey). However, a new OSHA standard is always looming; you never did complete your training agenda; a major operational redesign is coming; a new facility must involve your staff's technical and design expertise; organizational behavior absorbs cost and time; a major accident occurs, gouging everybody's conscience. The list goes on. You suddenly realize that the safety game is not over; and practically speaking, is seldom in total control. It remains "In Process".
Due to these effects that occur every day, and the fact that change happens (with a measure of constancy), we will always find ourselves behind the curve; still on that journey toward achievement. Our illustrious safety program is suddenly moved from the "completed" or "under control" stage to things like "keep after it"; or "here we go again". Then we get exhausted just thinking about this sudden need to redirect the implementation strategy of our safety program. We find ourselves in the midst of a major undertaking; perhaps even a vast, inexhaustible task. What's more, all of this is OUR responsibility!
Change is constant in our world of Safety. Admitting that our safety programs are always impacted with needs and the fact of change, our Safety Programs are never finished; they will never be achieved (even for structured, well-organized safety programs). Hence, Safety Programs are constantly "In Process"; and must be pursued! Constant change in our process and our goals commands both flexible and responsive safety management tactics that can adapt to this change through our resources (money/people/time), and through technical and routine elements of safety program management.
Let's review. We've just gone through three decades of establishing a qualified baseline for safety performance in our industrialized, high-tech world, building the tallest/fanciest buildings and using the most intricate of computers, technical, robotic, and dangerous components/processes. We built this baseline through successful engineering, volumes of codes, equipment provisions, inspections, and management of operations. We employ technical and industrial management methods into these processes. We use people (engineers/technicians/trainers/managers) to satisfy our pursuits. Successful methods by which we have involved people include formal education, forums, publications, and reference material - and of course experience.
Historically, senior (business) management's perspective has dictated the safety department's efforts in accordance with their budget, cost of insurance, profitability, cost/benefit, and cash flow. Business management's perspective also includes their level of understanding of safety's purpose. We all know the unpredictability associated with senior business management's attempt at progress; especially unpredictability associated with their understanding of what we do. This includes smaller and service organizations, although efforts of their business managers are typically more streamlined and more dependent on the bottom line (with safety not having been implemented into the process).
