Maximizing Profitability with Safety Culture Development book cover

Maximizing Profitability with Safety Culture Development

Cliff Florczak has been an integral part of a number of highly successful zero incidents safety culture development programs. Here, he shares the details of these programs in order to provide others with the necessary information to assess their own safety culture. After a brief background on safety cultures themselves, the author utilizes some of the basic safety principles, combines them with some of the basic management theories and puts all of this to use in real life situations.

Audience
Safety engineers/directors/managers, owners/managers/operators of any type of manufacturing or construction company; Graduate and undergraduate students in safety engineering or safety/health management

Paperback, 325 Pages

Published: October 2002

Imprint: Butterworth Heinemann

ISBN: 978-0-7506-7610-6

Reviews

  • "The subject matter is of universal application... Maximizing Profitability With Safety Culture Development is a book that contains much that is useful, and offers practical help in several areas." Health and Safety at Work, April 2003

Contents

  • Introduction; Management Philosophies and Theory; X,Y, Z; Why Workers Perform Unsafe Acts; Assessment Tools; Accident Trends; Other Tools to Determine Safety Culture Development; Program Implementation - How to Start; Screening New Hires; The Role of the Receptionist; The Need for a Thorough Interview; Multi-Language Applications; Reference Checks; Background Checks; Medical Surveillance/Drug Testing; Medical Surveillance; Dealing with Disgruntled Employees; Drug Testing; New Hire Orientation; Office Orientation; The Use of Interactive Computer Orientation; Training; How Training Affects Safety Culture; The Job Safety Analysis; Determining the Training Objectives; Safety Performance as Part of Performance Evaluations; Performance Evaluations; The Link Between Safety Performance Evaluations; Performance Evaluation Content; Safety Incentives Bonus Programs; A Chain is as Strong as its Weakest Link; Cash Awards; Group Safety Milestones; Individual Incentive Awards; Planning for Filed Compliance; The Safety Program; Site Specific Plan; Safety Culture Barometers; OSHA Logs and Other Accident Related Information; Trend Determination; Detailed Records Must be Kept; Safety and Health Program Analysis Methods; Worksite Analysis; Safety and Health Training; Perceived Obstacles to Safety; Supervisor and Employee Identified Obstacles; Lack of Open Communication and Listening; Measuring Field Compliance; Measuring Field Compliance Using Safety; Inspections; A Closer Look at Professional Development; Machoism; Inspections at the Field Supervisor Level; Manager Level Inspections; Measuring Field Compliance Using Safety Audits; What Triggers a Safety Audit; Getting an Audit Program Started; Ensure the Audit is "Fair"; Increasing Program Effectiveness; Safety Audit Review Boards; Facilitating Change through Programs; Making Reasonable Recommendations; Training and Grooming Front Line Supervisors; How FLSs are Chosen; The "Gotcha" Attitude; The Supervisor's Role in Safety Inspections; The Supervisor's Role in Accident Investigations; The Late Reporting of Incidents; The FLS Post Accident Investigation Involvement; Working within Restrictions; The Supervisor's Involvement with JSAs; The Effects of a Tight Economy on Safety Programs and Culture; Safety Incentive Plans; Elimination of Lucrative Safety Programs; Safety Audits and Safety Inspections; Safety Service Awards; Safety Celebrations

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