if you look at the doc I posted and put into word, you will find there is nothing big or difficult about it. I sat down with groups of 4-5 and went through it with them and the maintenance person, whilst also issuing defect books per item of plant. it fits on a page with formatting, and was though about for a while.
in some respects, i agree with the focus on 3-5 things, however I tried to do some sort of what good looks like (or bad looks like then countering it). - easier to list.
We had to go through the issues we felt needed addressing and at the same session, used the dvsa "check it out video" (older one than one on youtube), but you get the message, to ensure that people look at their equipment and treat as "their own". they got the original, and we kept a copy. (both can refer back to afterwards)
it was a process that took a while to get through, however it was needed as we were in a waste site and were unhappy with a lack of ownership of machines used by people and "forgotten about/ignored".
within what we were doing, we were trying to set some form of "school rules" so that everyone knew where they were, and there were issues with follow up, when others did use things or leave in a lesser state than would have been wanted, leading to some disciplinaries where rule for me vs rule for them.
all that said, it provided a line in the sand where everyone knew they were on notice that safety was being taken seriously, and would be acted upon.
apparently, the point when people realised it was seriously was when I frogmarched a customer to our weighbridge to get a hard hat with associated "chat", however i asked him "how come all these people can do it but you can't be arsed? you are disrespecting the policies and procedures that they all have to adhere to and it's not acceptable". He wasn't happy at all, however I think it marked a point of support to our people that they aren't just being asked to do it for them, and as such they knew it mattered.
I don't want to suggest you engineer a similar event, however I would say that the seeing to be policing is important, as it gives permission to the staff to do to each other and support the positive culture.
if it's not getting better, it will be getting worse, so you need to keep the pressure on and visibility, questioning, and showing it's important.
The same will apply to important visitors. some may need respectful but firm assurance that they will be following the same rules as the staff, and anyone walking around with you will also be observed, so have a stash of kit ready so that they get to know "it's not worth the headache to me of you not wearing and do what I ask them to do when you are here.
You will be criticised for any deviations from the rules, far more harshly than anyone else, and as such it will be brough up on a continual basis to slap you in the face for years to follow, so make sure you follow own rules.
a spreadsheet of kit also helped to enable filing of relevant "stuff" per piece of equipment inc photos in a folder and reports/info/risk assessments etc. it is a system approach you need to think about as multiple attack vectors you can try/prod with to nudge people in the direction you want them to go.
we also put all supervisors and managers on IOSH Managing Safely - 4 day course, a real way of getting them to think and talk through (with people from other organisations) their thoughts on health and safety, and why it was being done.
I think this was a significant trigger too in pushing the message through the organisation and bringing ownership to more of the workforce.
good luck.
Edited by user 30 June 2017 11:41:25(UTC)
| Reason: added iosh managing safely reference