As safety practitioners we all are faced with a long list, sometimes written sometimes not, of many ideas that we just can't seem to get done fast enough. We are all beginning to admit that we cannot get this done without the involvement of many others within and outside the organization. This presentation will provide ideas and tools to pursue this effort connecting the company vision, mission, values, and goals to a continuous improvement process sponsored by the Senior Management/Leadership Group. This group would in a very clear, practical and formal means create a Safety Improvement Team, at each location within the organization, with a balanced membership of management and associates that would coordinate all recommended risk related improvements at that location. This relationship between management and employees would provide the best opportunity for each facility of the organization through the creation of this high performance cross-functional team of employees. These ideas and tools can be applied and integrated very effectively into quality, productivity and other aspects of a business.
Management commitment, employee involvement and participation, safety culture, safety organization, safety improvement planning, performance measurement, clear communications, practical, effective, and sustainable improvements, imbedded coaching, etc. This presentation will provide ideas, tools and a means of establishing a new or reorganizing the current Safety Committee into a potentially high performance Safety Improvement Team or with a broader scope (i.e. safety, health, environmental, property, etc.) the Risk Improvement Team.
As safety practitioners we all are faced with a long list, sometimes written sometimes not, of many ideas that we just can't seem to get done fast enough. We are all beginning to admit that we cannot get this done without a lot of help from a lot of people. This presentation will provide ideas and tools to pursue this effort connecting the company Strategic Plant (e.g., vision, mission, values, and goals) to a continuous improvement process sponsored by the Senior Management (and hopefully Leadership) Group. (See Appendix I; Basic Strategic Planning Process.)
The Senior Leadership Group would in a very clear, practical and formal means create a Safety Improvement Team, at each location within the organization, with a balanced membership of management (e.g., 30%) and associates (e.g., 70%) that would coordinate all recommended safety improvements at that location. This relationship between management and employees would provide the best opportunity for each facility of the organization through the creation of this high performance cross-functional team of employees. These ideas and tools can be applied and integrated very effectively into quality, productivity and other aspects of a business. For clarity in presenting the concepts here the focus will be safety improvement.
We have seen the traditional Safety Committees in action over the years. Many still exist today. The primary purpose for the group is to conduct a safety inspection of the facility, which includes: hazard recognition, reporting and correction deficiencies.
