Can you expand a little by letting us know what system you were using? Do you mean a tool for tracking behavioural safety observations (number taken place and corrective actions?) or some software for recording all accidents, incidents, near-miss', interventions etc etc etc as well as behaviour based. Rgds Damian

Jennifer I personally draw back a little from this until you have more experience as it can be a thorny road and grow like topsy or crash like a lead balloon, either way it will be your fault. Start small with some form of near miss reporting BUT even this can be contentious. Get an agreed definition of what one is BUT then train and train and train so all understand. One to one training on the job as you walk around is the best regular follow up. Try to look at product safety in with the mix and remember that in a factory not all have intranet access so you you need it with a simple card report form. Finally do not forget to feedback on all matters raised. If there is no perceived feedback the system will fail. Bob

Hi Jennifer, You can set something like this up on the cheap. Make some observation cards and leave them is strategic locations around the site. The cards should have things like unsafe act/condition, corrective action, preventative action recommended etc and put some boxes up for people to post them in. Log them on a spreadsheet and use that to follow it up. Communicate the close out using the notice board and at safety meetings etc. Use the spreadsheet to collate your stats. If that works then look at expensive electronic systems. It won't be easy at first, some people will see it as "grassing" on their mates or will use it as a joke. In time, and with some encouragement from you, will be able to make it work how you want it to. Good look

Hi Jen We carry out observation tours which are lead by the shop floor management teams. they carry out at least one tour per shift rotation. The tours consist of at least one department Manager and include warehouse ops, drivers, office staff etc They look at hazards and unsafe practices, however they also look for good practices e.g people wearing correct ppe, using the correct manual handling techniques so its not just looking for the negatives. The results are then unloaded to a spread sheet and any action (if action cannot be taken at the time) required with dates and who's responsible. These are then reviewed in the H&S Meetings. Only negatives seem to be if don't keep and eye on it they put me down for every action! lol bless erm!

Agree with all above comments, keep it simple, pertinent to your new site and the current status of 'safety culture' within the organisation on thier behavioural journey. Feedback is always the make or break - always finish the loop with originator feedback. They will use the 'system' again if they get timely feedback. All the software I have seen to manage behavioural safety observation programs once they are set up and running are actually no better than a well formatted excel spreadsheet so save some dosh! As has been suggested, typicaly the majority of the 'shopfloor' need a paper based system as access to PC's is limited - keep the form simple, one sided and with a simple structure that outlines the flow from origination to feedback with space for interested parties to add comment. Rgds

seeBee google improving safety Culture Dominic Cooper It should lead you to a free to download book (260 pages)

Jennifer, firstly welcome to the profession. Sounds like you've got a lot of enthusiasm but try and pace yourself, its a looooong road ahead and you don't want to run out of steam. So, it's great that you want to introduce a new system into your new workplace, what i would say is that to do something like this effectively you need to have a lot of conversations with those who would be expected to use, manage and implement it. All the reading in the world won't help if its perceived that you're forcing a square peg into a round hole, H&S is ALL about the conversations and relationships you build with those who enable your success. With that in mind ask questions of the frontend users and managers and listen to their responses. This will work in 2 ways, the first (most obvious) will be you'll be able to identify how to integrate a system into the normal working environment. It may be the case that what you're looking to do is already being done, if not company wide then maybe by a particular manager/department. If that is the case can you adopt the process but in a different format? The second reason to have these conversations is that it will give people an opportunity to describe their concerns (e.g. workload) and ideas to you whilst also enabling you to give those same people the answers/solutions. This in turn will give the target audience a sense of ownership of the system and the reason behind adopting it. When this happens it's more likely to work effectively. If you've got a unionised workplace then the other essential thing to do is consult the H&S Rep's and get them on board. The bif thing here is that you may get management buy in but will this be seen as a system that works against the frontline staff? It may be with the best intentions on your part but it can, and often will, be seen in a very different light by those at the sharp end. Good luck with it. If you need some pointers you know where to come.

Hi, Have a look at this; http://www.stepchangeins...ion.cfm/publicationid/30 It is a free download created to share best practice from the Oil and Gas industry. Regards, Ross

Hi Jennifer Sage words from all above; now for some dirty tricks. Maintenance will have some sort of pm and reactive works order system, this probably can be piggybacked on. Upside- no spend, everyone is familiar with it, most fitters and key operators will have access to it, if electronic then some nice person in stores will be a guru at producing reports from it for the benefit of engineering- at this point a bought scone and cuppa will pay dividends in the future with said store person. Downside- it may not do everything you want. Food site- probably 10 times the quality and HACCP checking staff compared to the safety staff. They are a resource, probably all ISO trained and compliance is their way of life. They may also have a corrective action tracking spreadsheet already set up, you could use that. But the main advantage is they are apart and at the same time part of the shop floor culture. Wonderful source of info on what works and what hasn't worked from a team more sympathetic to observation and checking of operator behaviours all be it in relation to quality. Last but not least. Get a budget. Nothing says I mean business to the long in the tooth managers than a young professional who recognises the cost implications of what they are embarking on and budgets accordingly. Some will think that all these hazards and doodads being fixed is going to eat up their maintenance budget and they could be right, you need to prepare for that salvo. Talk this over with your line manager so that they can get you the support you need. Talk to who deals with the insurance elements for the site re claims history etc, they may be able to leverage the reduced premium angle. Apologies if this is all a bit pompous, I am making an assumption that you are relatively new and may be solely considering the OSH technical elements without worrying about the business elements. Kind regards and good luck. Jeff