Using best science to help others build systems and cultures that prevent injuries, illnesses, and low probability high consequence events.
www.eSurveysPro.com/Survey.aspx?id=91eef691-19ce-42a1-bd0a-aa6c5468d81eAccording to a 2012 study by the Gallup organization, “70% of American workers are either not engaged or actively disengaged.” How many of these are responsible for high hazard processes? Is this a result of bad workers? No, excellent companies are able to engage their workers. It’s the result of no science or even worse, bad science being applied to management.
An old management adage is “what gets measured is what gets done.” Unfortunately much of what gets measured is the wrong thing so that what gets done is also the wrong thing. This is certainly true in safety. As an unfortunate example, on April 20, 2010, BPs Deepwater Horizon drilling rig exploded and burned killing 11 employees and injuring 16 others. At the time of the explosion a number of managers were on board to celebrate 7 years without a lost time accident. In his report on BP’s Texas City refinery explosion, which killed 15 and injured over 170, James Baker noted as one of the causes, an excessive focus on recordable injuries. In industries that can produce high consequence events, recordable injuries and lost time accidents should be measured and prevented, but they are not the most important thing to focus on. They do not predict major events and the measures to prevent them will not prevent major events.
These are but 2 examples of the consequences of the application of bad science or no science to business. These particular problems and many others like them have actually been solved. The methodology we have applied over the past 20 years represents the application of good science to business, with considerable success. Our approach is based on four pillars: Leadership, Process Improvement, Profound knowledge (variation, psychology, and systems theory), and Training and education that produce results, supported by a foundation of a consistent culture and sound safety technology. To better understand the technical and cultural issues, we typically survey and interview employees at all levels of the company. Over the past 20 years, our assessment process has been shown to be a very effective culture measure, demonstrated in numerous peer-reviewed articles. Our methods provide the knowledge necessary to build leveraged strategies that will enable dramatic improvement of safety performance.