Toolbox Talks

“ZERO WORK HOURS WITHOUT TAKING A CHANCE”
What if we worked ten million (10,000,000) hours without an injury, but after careful analysis we recognize that we also work zero (0) hours without taking a chance.
In other words not an hour in each work day or not one work day passes without at least one worker deviating from standard safety procedure, taking a shortcut, breaking a safety
rule or displaying any particular unsafe behaviour.
Would we genuinely believe that we have a world class safety system or that we truly value safety or would it be fair to say that we have a world class safety record “for the time being”?
The fact of the matter is that our safety system and true safety performance is a measure of our performance the next work hour which ultimately develops into the performance the next work day, etc.
This is simply so because whatever happens within the next hour will determine what our ultimate safety performance is.
This also means that as long as we go to work, engage in specific activities with various risks at home, on the road or at play the next hour is extremely important, bearing in meantime that the next hour evolves into a lifetime.
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Normalization of deviance: ever heard of it?
The term refers to the change that takes place, over a period of time, when people gradually stray from established standards without negative consequence until that lower standard becomes the norm.
The deviation is incremental, hardly noticeable.
As such, these small changes, again over time, are easily accepted. In most cases, the changes that have taken place because of normalization of deviance only become apparent when an actual incident occurs.
Your safety and well-being are far more important to your manager, co-workers and customers — not to mention your family — than getting the job done quickly and unsafely.
We all like to get our work done without unnecessary effort, getting the most out of the time and energy we spend on each task and sometimes this attitude helps us find a better way of getting things done. But at other times, when it leads us to take shortcuts, it can put us on a direct route to trouble.
A successful shortcut—meaning one that results in no damage—nevertheless has a downside.
It gives us the feeling that we can always substitute the quick way for the tried-and-true safe way and get out of it in one piece. Unfortunately, that feeling can be misleading.
In order to be confident that a record truly reflects what is happening is to demonstrate operational discipline moment by moment.
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Operational Discipline is the dedication and commitment by members of the organization to perform their work consistent with the requirements of the management system and defined procedures.

What are some of the characteristics of organizations with a high level of operational discipline?
• Leadership is by example – enforcement of rules and refusal to accept deviations
• Up-to-date documentation and procedures
• Absence of shortcuts and at-risk behaviors – practices are consistent with procedures
• Strong sense of teamwork – everyone is important
• Active lines of communication up and down the organization
• High level of training – important skills are practiced and proficiency must be demonstrated
• Shared values – actions are driven by common beliefs
• Excellent housekeeping
• Pride in the organization

“Nothing in the world is more dangerous than a sincere ignorance and conscientious stupidity.” ~ Martin Luther King Jr.

Thanks, TO