Forum -> Safety and Reliability ->When does Safety become a hindrance rather than help?

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Ferrara
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When does Safety become a hindrance rather than help?

Postby Ferrara » Tue Sep 09, 2014 7:52 pm

Safety comes first and having a detailed safety policy, safe OHS practices, rules etc. are prerequisite at most of the places these days.
Many a times, things may go overboard on the name of Safety and the noble purpose of safe work practices may become too bureaucratic and cumbersome.
Have you ever experienced illogical and incoherent practices taking over the Operations of an organization?
How can a perfect balance between safety culture and bureaucratic controls be achieved?

Ash1
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Re: When does Safety become a hindrance rather than help?

Postby Ash1 » Wed Sep 17, 2014 7:44 pm

Hi Ferrara,
I fully agree with you on this. More often than not, I've seen safety as an excuse to hamper smooth operation and making an issue just for the sake of it. Since everyone is aware that the NOISE created with safety at the forefront will get an airtime, that is exactly what they do. In my view there is a fine line between safety and insanity and most the people tend to be on the other side of this line

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Re: When does Safety become a hindrance rather than help?

Postby Ferrara » Wed Nov 19, 2014 8:24 pm

Thanks, Ash1.

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Re: When does Safety become a hindrance rather than help?

Postby Rose » Tue Apr 28, 2015 10:55 pm

Safety culture often reflects "the attitudes, beliefs, perceptions and values that employees share in relation to work practices and safety. Doing things safely, even when no one is looking should be the target for any organization.

This can't be enforced, but this feeling can be inculcated in the workforce by following what you preach, to improve safety culture

Executive management provides the incentives for safety performance. This means that senior management is not only committed to and supports safety, but that it insists on safety performance in a manner that is clearly understood and echoed at all levels.
Existence of a company-wide framework or systematic, standardised approach to safety. The approach has performance standards that are audited.
Safety personnel report in at the highest level in the organisations. They have mainly an advisory function. Management and supervision drives the safety programme not the safety personnel.
Active personal involvement of senior management personnel in the safety programme
Safety is considered in performance evaluations of all staff
Regular, detailed audits of the safety management system
Formal approaches to hazard identification and risk analysis, employees are fully involved in this
All levels in the organisation make decisions that reflect the philosophy “Safety first-Production will follow”



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