| Too often, a well-designed, creative safety plan, | | | | do not use the OSHA Total Case Incident Rate |
| once developed and implemented, does not | | | | (TCIR) OSHA incident rates (OIR) as a |
| create the culture necessary for the | | | | measurement tool. Use the TCIR or the OIR is |
| accomplishment of the company vision. Why? | | | | counterproductive. It will force management to |
| Often times, the organizational culture did not | | | | work to a number without regard to the specific |
| include a tight (specific) accountability system, | | | | activities. |
| holding managers and supervisors accountable for | | | | Identify mandatory and optional activities that |
| the completion of assigned safety responsibilities. | | | | managers and supervisors can select to complete |
| Simply stated: What gets measured gets done? In | | | | their list of safety objectives. Align any part of |
| Dan Petersen's Safety by Objective book, he | | | | the merit compensation to the successful |
| added one caveat, "What gets measured, and | | | | completion of these selected safety activities. For |
| rewarded, gets done". Managers and supervisors | | | | example, you can identify a specific number of |
| must be positively recognized for effectively | | | | activities. Each manager and supervisor can pick |
| completing assigned safety responsibilities, while | | | | and choose the ones that they are comfortable |
| substandard performance should be dealt with | | | | with. As time goes by and the system is working |
| accordingly. | | | | as intended, activities can be changed to meet |
| These responsibilities should be treated as any | | | | the need. |
| other types of performance expectation and not | | | | Develop a measurement system that assists with |
| handled as a separate function. Separating these | | | | the tracking of related activities on a periodic |
| actives from other "routine" production and | | | | basis. |
| related activities will lessen the value that | | | | Periodically review the manager"s performance |
| management places on the completion of specific | | | | against the stated objectives, recognize |
| activities. A few suggested methods to assist | | | | satisfactory performance, and intervene in |
| with accountability include the following: | | | | substandard performance. |
| Make sure that each member of management | | | | Of course, the above list should look familiar, as |
| has specific safety objectives (activities) outlined | | | | performance, measurement includes the basic |
| in their annual performance appraisal | | | | management axiom of "Plan, Do, Check, Act". |
| (accountability contract). It is important that you | | | | |