Download e-book for kindle: Serious Incident Prevention. How to Achieve and Sustain by Thomas Burns

By Thomas Burns

  • The textual content is particularly good equipped. The anecdotes helped within the scholars knowing of the text.

Content:
Preface

, Pages ix-x
Chapter 1 - the development Challenge

, Pages 1-20
Chapter 2 - The boundaries to Improvement

, Pages 21-28
Chapter three - A confirmed method development Model

, Pages 29-36
Chapter four - administration dedication and Leadership

, Pages 37-47
Chapter five - worker Involvement

, Pages 48-59
Chapter 6 - worker Involvement—Developing Teamwork

, Pages 60-67
Chapter 7 - knowing the Risks

, Pages 68-82
Chapter eight - opting for the serious Work

, Pages 83-95
Chapter nine - picking the serious Work—Management of Change

, Pages 96-102
Chapter 10 - developing functionality Standards

, Pages 103-110
Chapter eleven - dimension and Feedback

, Pages 111-125
Chapter 12 - size and Feedback—Safety-Performance Indexing

, Pages 126-140
Chapter thirteen - Reinforcement and Corrective Action

, Pages 141-152
Chapter 14 - bettering and Updating the Process

, Pages 153-158
Chapter 15 - employing the method Model—A Case Study

, Pages 159-189
Chapter sixteen - Responding to the Challenge

, Pages 190-195
Index

, Pages 197-199

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Extra resources for Serious Incident Prevention. How to Achieve and Sustain Accident-Free Operations in Your Plant or Company

Sample text

Involved individuals understand the fundamental principles driving the incident prevention process and are more likely to maintain the commitment necessary to sustain performance. 5. Pride of ownership: People show polite interest in other people's babies but reserve real commitment and personal sacrifice for raising 54 m Serious Incident Prevention their own. It's the same with workplace initiatives. Passion is limited to initiatives where individuals are involved and feel ownership. Such commitment is critical for sustaining the long-term, task-oriented process of serious incident prevention.

I know every pin and grease circuit in it. I've fallen in love with this machine. Why? I can make people happy. Making it spin for them with all that hollering going on--that makes me feel good. That's why I stick with it. If I quit, I'd probably die. 1 A line manager or safety engineer would obviously be a fool not to involve Charles Ross in any initiative designed to improve Tilt-a-Whirl 48 Employee Involvement II 49 safety All companies have their Rosses, or at least those with the potential, at point-of-control positions.

An accurate identification of the critical work that, when executed, will provide the conditions and practices necessary to achieve and sustain a safe workplace. 5. A common understanding of performance expectations. 6. Effective measurement and timely feedback of performance in meeting objectives. 32 II Serious Incident Prevention 7. Effective reinforcement processes to help individuals and teams feel genuinely appreciated for their actions to meet or exceed performance expectations. 8. Application of a "Plan-Do-Check-Act" improvement process to ensure plans are implemented, performance monitored, and adjustments made as necessary to achieve desired results.

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