Читать книгу Delivering Safety Excellence - Michael M. Williamsen - Страница 12
ОглавлениеPrologue
A while back a friend sent in the following thought‐provoking question: “Do you see a reduced need for safety professionals in the future while considering the huge ongoing tech advances in the industry that could greatly affect the need and actions of present and future safety professionals? Examples include: robotics, drones, automation, employees using smart phones to capture hazards and send in reports, wearable devices that monitor a worker's health conditions and physical exertion, etc. With this tsunami of change, consider how technology is disrupting so many fields and causing job losses, e.g. trucking in the future with driverless trucks, delivery drones replacing drivers, robotic welding replacing welders, etc., how might this affect future safety professionals?”
One thing we can always count on in life is change. And with change comes transformation. Consider how the safety profession began in earnest with the Triangle Shirtwaist factory disaster back in 1911 (see Chapter 1). At that point in time there were no laws, or standards, or safety professionals. Then in the 1970s all the regulations and bureaucracies associated with OSHA caused another huge change in what safety was and how it is practiced. In the meantime, we have seen the rise and fall of behavior‐based safety (BBS) and then the initiation of safety accountabilities and safety culture. Through it all we have transformed the way we work in order to protect others. And now our future seems to include many changes through the tech innovations mentioned and many more.
These changes bring to mind Moore's Law: Technically, Moore's law is the observation that the number of transistors in a dense integrated circuit doubles approximately every two years. The observation is named after Gordon Moore, the co‐founder of Fairchild Semiconductor and Intel, whose 1965 paper described a doubling every year in the number of components per integrated circuit, and projected this rate of growth would continue for at least another decade. Since then, the term Moore's Law has been applied to other industries as an intentional generalization to describe the significant technology explosions occurring in many fields in addition to integrated circuits. These significant advances/changes will likewise require associated advances in the development and application of robust techniques for improving safety. Although we are no longer producing nearly as many (of what some would consider) obsolete technology products, there is always the need for the fundamentals of safety: such as regulations, PPE (Personal Protective Equipment), and the like including the continued development and application of safety fundamentals.
Newer technologies bring new challenges to other associated cultures such as human relations, training, industrial safety, and much more. The generational changes that come with a Moore's Law society also affect how we live and what we do as the older generations are continually replaced by younger generations. There are, and will be, foundational safety challenges that must continually be addressed. There will also be all kinds of new challenging safety issues with: electronic and chemical processing, nanotechnology, healthcare, robotic utilization, drone usage, biological safety, security enforcement, etc. The continuing tech upheaval does, and will, change what goes on in the field. As we look to the future, safety professionals, if they want to continue to protect employees, will need to adjust to the changes impacting our frontline production and society. A part of this future will be the need for safety documentation and accountability, and safety culture excellence which may very well be something challenging for younger generations to grasp. This newer generation has many people who have had far less practical experience than the older generations who grew up in a more “mechanical,” hands on culture, which taught them the importance of personal safety, sometimes through the “school of hard knocks” and associated “ouch factors.”
The need for safety professionals will still be an integral part of our world's future and a part of many ongoing transformations. Just as our profession has transformed from 1911 to now, it will continue to transform with technological advancements. Different skill sets, technical knowledge, and cultural approaches will continuously be required. There will be a new kind of safety professional required to meet the demands of an ever safer future with technology implementation. This is just like the truth that there have been huge changes in the skill sets, talents, and abilities of safety professionals now compared to when our profession was launched more than 100 years ago. Fortunately for this next generation of safety professionals, we all stand on the shoulders of those who have gone before us; we do not have to reinvent what they did. Looking back at the last 100+ years of our safety profession accomplishments this has always been the case. The safety profession will not go away, but we will have to significantly adjust and transform to the tsunami of technological change.1
How to go about this required transformation is the object of this book.
Much of the story line is anecdotal. However, it is also all based on real people and real happenings the author has experienced during his career of culture turnarounds for troubled organizations. The models contained in this book are meant to be thought provoking. There is underlying research behind them, but mostly they are the result of practical experiences of working with people who then begin to engage their own talents to identify the difficulties surrounding day‐to‐day life on and off the job and create needed improvements. There are some quotes from famous people including Albert Einstein, H.W. Heinrich, and Dr. Dan Petersen. However, they are not footnoted as this is a practical application book, not a text book. The author's objective has been to provide easily understandable visuals and context which will inspire hourly and salaried leaders to engage in and improve a culture that fixes problems and does not rely solely on fundamental initiatives which plateau way too soon (level 1 and level 2 tools explained later in this book, see Chapter 10). The author hopes this practical approach provides the inspiration, thought‐provocative material, and tools for you to go beyond a reactive condition solution mindset and into personal accountabilities and responsibilities. This different kind of safety tool set will assist you and your fellow workers to apply the efforts necessary to achieve a zero incident/zero at risk activity safety culture mindset and its resultant performance. The reader is encouraged to dig deeper into the works of these and other respected people. Indeed, all the material in this book has been presented at numerous global conferences, and thus is documented on the Web. As is common to professions, this same material has then been modified (and sometimes improved) by others. As you see items of interest to you, e.g. training, look at the reference provided and then expand your search to get a look at the greater depth that exists and is constantly changing. The information is out there and in this book, all you have to do is let it in as it applies to your individual interests and needs.
May you both enjoy and benefit from this work.
Sincerely, “The Doc”
