The business management process we incorporate are based in solid research and have evolved over many years and are widely accepted in business environments but rarely if ever employed to manage safety. An example is the ‘Plan – Do – Check – Act’ cycle whose roots are seen as far back as Galileo but only gained attention in the 1950’s as Edward Deming’s work with the Japanese gained notoriety.
The work of Dan Petersen who was one of the first to introduce the concept of ‘safety culture’ development rather than a punitive or ‘safety cop’ environment. Which has been adopted for managing safety through the use of ‘leading indicators’ – stated another way – measuring activities that you want to occur, rather than measuring ‘lagging indicators’ - events you hope to avoid.
The work of Peter Drucker who is credited with the phrase ‘Management by Movement’ – getting out of the office, being seen modeling the behaviors you want the work force to use. Research from organizations like Construction Industry Institute (CII) – funded by its membership and tasked with investigating various issues identified in the construction industry - one being the role of construction project onsite leaders in safety (RT 256), CPWR’s Strengthening Jobsite Safety Climate by Using and Improving Leading Indicators
Error reduction techniques which were initiated by the Human Performance community and gaining traction in many businesses today. Generally speaking they encompasses the way workers - the focal point, the organization, the environment and the management system work synergistically as an entire system.
Research supports each of the processes we employ which is why we begin with implementing performance based training to create awareness and teach error reduction techniques which correlate directly with error free performance