Delivering Safety Excellence. Michael M. Williamsen

      1  Cover

      2  Title Page

      3  Copyright

      4  Acknowledgements

      5  Author Biography

      6  List of Figures

      7  Preface

      8  Prologue Note

      9  Introduction

      10  Part I 1 The Funeral Notes 2 No Support for Safety 3 The Tyranny of the Urgent 4 No Pay for Safety Note 5 Weak Culture Miseries 6 Injury Plateau Limitations of Safety Observation Sampling Note 7 A Brief Safety History 8 Beyond Accident Reaction Note

      11  Part II 9 Safety Culture Beginnings Notes 10 More Safety Culture 10.1 Background for Culture Improvement 10.2 Human Interaction Realities 11 Active Resistance 12 Zero Injuries 13 How Long? 13.1 POP Statement 13.2 Action Item Matrix (AIM) 13.3 Workers' Compensation Carrier Claim Processing Procedure 14 World‐Class Safety Note 15 Watch Out 15.1 Setting Priorities 15.2 Management Reluctance to Be Involved 15.3 Regulatory Audits 15.4 Team Inclusiveness 15.5 The Importance of Good Data and a Solid Improvement Process 15.6 The Need for a Challenging Time Line 15.7 Urgency Followed by Complacency 15.8 Series or Parallel Problem Attack Process 15.9 The Importance of Viable Metrics Note

      12  Part III 16 Moving Forward to Safety Culture Excellence Note 17 The Critical Safety Steering Team 18 The RIW Process 18.1 Rapid Improvement Workshop Teams 18.2 Delivering a Better Safety Performance 19 Fundamentals That Are a Result of Developing a Culture of Safety Excellence Note 20 Communication and Recognition 20.1 Encouraging Positive Behavior Notes 21 Hazard Recognition Is Different than Hazard Control 21.1 The Common Threads 21.2 Overestimating Personal Capabilities 21.3 Complacency – Familiarity with the Task 21.4 Safety Warnings – the Severity of the Outcome 21.5 Voluntary Actions and Being in Control of Them 21.6 Personal Experience with an Outcome 21.7 Cost of Noncompliance 21.8 Overconfidence in the Equipment 21.9 Overconfidence in Protection and Rescue 21.10 Potential Profit and Gain from Action 21.11 Role Models Accepting Risk Note 22