To manage effectively, information that tells management in real time how well the organizational and operational systems are performing in order is crucial.
People can make relatively logical assessment of situations and information, but we have to be careful of possible biases in our interaction with others.
When you have a complex supply chain, issues may occur with oversight responsibility for various operations. Fundamentally some of this emanates from the industry’s reaction and response to the promulgation of the Occupational Safety and Health Act.
Engaged employees not only have fewer incidents but those that do occur are significantly less costly and more than likely allows workers to get back to work far more quickly.
The intent of a “stop work authority” (SWA) when included in a safety program is to empower employees to take action when they see a situation that is unsafe or think a worker may get injured. Though the SWA process and practice may seem as beneficial at many levels in dealing with operational risk and worker safety; there potentially may be some unforeseen barriers or challenges to its actual utilization.
In spite of about 70 years since the start of passages of workers compensation laws and organization’s best efforts, injuries and fatalities still occurred, but at a somewhat reduced rate. Three factors come to light regarding occupational safety rules: regulation, management and practices.