Alive and Well at the End of the Day: The Supervisor's Guide by Paul D. Balmert

By Paul D. Balmert

Proven thoughts and strategies so you might use to guide staff to safety

business amenities supervisors, from front-line managers to CEOs, can rely on Alive and good on the finish of the Day for verified and confirmed administration and management practices that make sure the defense in their staff. With greater than thirty years of hands-on adventure within the chemical undefined, together with front-line administration, writer Paul Balmert is aware the demanding situations dealing with supervisors in business amenities. His recommendation, in response to firsthand adventure, exhibits you the way to spot and proper flaws in business practices. additionally, he indicates you the way to guide by means of instance, overcoming all hindrances that intrude with safeguard.

instead of specialize in thought, this booklet bargains concrete options and strategies that aid you:

  • realize and capitalize at the moments whilst staff are such a lot receptive to studying defense

  • notice what is quite occurring in case you travel and check out plant operations

  • interact in a important dialogue with somebody who's now not following protection directions

  • comprehend many of the varieties of danger considering an business operation

  • enforce a entire technique to deal with and reduce hazard

through the ebook, lots of case experiences and examples illustrate key demanding situations along step by step recommendations. you are going to additionally how you can comprehend and leverage the psychology and motivations of your employees which will absolutely enforce protection practices and strategies. briefly, with this ebook as your consultant, you may be outfitted and able to lead your employees to safety.Content:
Chapter 1 A advisor to the consultant: Getting the main out of this ebook (pages 1–6):
Chapter 2 The Case for defense (pages 7–15):
Chapter three The perform of management (pages 17–26):
Chapter four Moments of excessive impact (pages 27–33):
Chapter five dealing with by means of strolling round (pages 35–43):
Chapter 6 Following the entire principles … for all time (pages 45–52):
Chapter 7 spotting dangers and dealing with chance (pages 53–68):
Chapter eight habit, Consequences—and angle! (pages 69–85):
Chapter nine the facility of fine Questions (pages 87–92):
Chapter 10 Making switch ensue (pages 93–99):
Chapter eleven handling responsibility (pages 101–110):
Chapter 12 safeguard conferences worthy having (pages 111–119):
Chapter thirteen handling defense feedback (pages 121–127):
Chapter 14 developing the tradition you will have (pages 129–141):
Chapter 15 making an investment in education (pages 143–156):
Chapter sixteen knowing What Went incorrect (pages 157–167):
Chapter 17 Measuring protection functionality (pages 169–187):
Chapter 18 at the Horns: dealing with security Dilemmas (pages 189–208):
Chapter 19 prime from the center (pages 209–221):
Chapter 20 the pinnacle 10 error Managers Make in dealing with security functionality (pages 223–251):
Chapter 21 Execution: the secret … and Safety's final analysis (pages 253–264):
Chapter 22 are you able to quite Make a distinction? (pages 265–267):

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Additional info for Alive and Well at the End of the Day: The Supervisor's Guide to Managing Safety in Operations

Sample text

The accident report published by the government’s investigation agency was long on ways to prevent a recurrence, but short on answers to that vital question. Perhaps it was because answering that question would have required them to peer into the minds of others. If some good is to come from any of these tragedies, every supervisor responsible for the safety of others needs to understand the answer to that question, if not for those who were hurt, then for those he or she supervises. So why don’t people follow all the safety rules all the time?

Does that mean that someone couldn’t get seriously injured? Of course not. There are plenty of examples of something exactly like that happening. That’s the logic behind the list of the most likely reasons why people get hurt, and what brought the shop supervisor ’s MBWA to the cleanup job. What if one of the two workers did get seriously hurt? How would that leave the supervisor feeling—for the rest of his life? ” The growing list of problems found in this simple scenario makes this situation sound both serious—and bad.

Before the purchasing department issued its procedures, anyone could buy anything from anyone. Now that there is a set of purchasing procedures—somebody else’s rules—things have to be done the other person’s way. Then there are all the safety rules. Safety rules serve the same fundamental functions as all the other rules: promoting effectiveness and efficiency, providing knowledge, and reinforcing consistency. But there is one fundamental difference between safety rules and all the other rules that exist in the organization—and that is what caused the safety rules to be written in the first place.

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