Hi,

Had something like it in a previous life. If you wish to spend most of your time validating and recording the cards / reports you could find the odd gem amongst a stack of returns.

Very time intensive. Why just management observations?

Dupont run a card system across the company, which is available at a cost http://www.training.dupont.com/dupont-stop

My own experience was that when cascaded to the shop floor, with an expectation of at least one per person per month it became a numbers game.

Managers and supervisors also appeared to develop a 'must do a card to stay in date' approach.

Although the odd manager / supervisor did report back to say that they had had some good contact and conversations.

Largely depends on the individuals involved.

Regards,

S

Unsafe conditions may originate from a poor management decisions.... so how are you going to mark such issues?

Minus points to the MD for deciding not to invest in new processes/equipment etc.

Such scoring systems are a bag of worms, very subjective.

Sooner you than me.

Ray
I understand the point you are trying to make, but the root cause of the unsafe condition could be a poor management decision to invest in something (for example).

So how are such poor decisions 'scored' - as I say, complete bag of often subjective worms these sort of schemes.

It can all end in tears and fights!!

Hi All

Firstly , Thank you for the feedback .

SNS

I had a look at the Dupont system and got some good ideas. I realise that the manager/supervisor feedback is critical and it can be become a numbers game . I am lucky in this regard as we have a team that are very much so safety orientated .

RayRapp

Totally agree that people can highlight negative easier. I am hoping to have a similar program which is audit based and focuses on management.

Ian Bell

hoping my audit program will address these issues, easier said than done I know

jontyjohnston

To be honest it was originally pushed by Corporate in US, so have to try implement and test.

it will be designed to capture both and I do realise its going to be a big challenge. My intentions are to start positive rewarding to achieve exactly what you mentioned.

A lot of hard work ahead but fingers crossed :)

Thanks for the help

Hi

Whilst I see what you are trying to achieve with a safety card system this is something I personally wouldn't touch. My thoughts are that by issuing a penalty to a member of staff for an unsafe act this to me is allocating blame on that individual without fully looking at the events surrounding the act.

Taking a step back from any particular unsafe act I'd need to look a bit further before issuing anyone a penalty:

Is this driven by commercial pressure within the business which sees the line managers pushing hard for production, which leads to corners being cut? If so are the line managers then also responsible for the unsafe act therefore liable for a penalty? then what about senior Management? MD? I would be wary of instantly penalising someone for an action/inaction without fully understanding the real cause of the event. I'd be even warier of introducing a system that doesn't encompass every Manager, irrespective of position / ranking.

Is the act down to lack of training, instruction or supervision? Again a management failure if the individual doesn't fully understand what they should be doing, therefore is it fair to only blame the one individual?

You mention retraining of repeat offenders, is the initial training really fit for purpose if these staff need to be retrained? Inadequate training may be the real cause of the unsafe act, not the individual.

Obviously this is a generalisation and not meant to be a slant against your organisation, I just see a penalty system as being a negative to a company.
Also, will incident / accident reporting rates drop as staff become wary of reporting anything in case they a) get themselves penalised, or b) inadvertently get a colleague penalised by reporting unsafe acts / conditions. Peer pressure is a powerful tool if staff feel they may be ostracised by their peers for raising a near miss event.

Likewise regarding positives, I worked for a blue chip company not many moons ago where Operators had to submit a minimum 3 near miss reports per month or their quarterly bonus was affected. Operators only ever reported the 3 near misses and no more per month purely to hit their quota, not because they had identified a hazard that needed attention. Offering reward for positive safety can again ultimately become a negative as staff participate with financial gain as the driving force, not safety.

Just my thoughts anyway, good luck whichever route you choose :)
Alan