TOOLBOX TALK

The Big Idea is you don't value it till you lose it. That's why all the feverish activities once there has been a so-called accident just so you can salvage what can be salvaged while searching out ways and means to prevent a future recurrence. And hoping that everyone concerned shall remain 'sufficiently scared straight' for the immediate times ahead and that lessons arising will remain eternally fresh to make the difference between doing the right and the wrong. But does it always pan out as envisaged? Well, not exactly. At least, not all the time. So you might then wonder why. You see, SAFETY is an intangible quantity (or shall I say, invisible quantity?)  so most people hardly notice when routine operations are smooth sailing i.e. no unplanned stoppages, no product loss or damage, and no dicey close calls. That is how you can tell that everyone is doing what they're supposed to be doing the right way. No errors, forced or unforced; no short cuts, no superior...

Managing safely is synonymous to safe and efficient production. Yet not many businesses make that connection until it’s too late. All too often they suffer a death blow before sitting down to examine what went wrong. Experience shows that Managers who pay little attention to safety only end up paying a big time price attending to all kinds of post-incident business loss activities. Issues like absenteeism, lost workdays, spiraling medical bills, sagging public image, poor workforce morale, increase insurance premiums, dwindling production and a shrinking bottom line. It follows that poor safety performance directly translates to poor returns on investment and you don’t have to look too far to see it or why. It’s clearly signposted all over the workplace place; in the employees’ body language, asset use and misuse, mounting unresolved environmental issues, etc. Like they say, you can run but you can’t hide because safety issues are like a pack of dominoes, one falls and they all...

Managing safely is synonymous to safe and efficient production. Yet not many businesses make that connection until it’s too late. All too often they suffer a death blow before sitting down to examine what went wrong.   Experience shows that Managers who pay little attention to safety only end up paying a big time price attending to all kinds of post-incident business loss activities. Issues like absenteeism, lost workdays, spiraling medical bills, sagging public image, poor workforce morale, increase insurance premiums, dwindling production and a shrinking bottom line.   It follows that poor safety performance directly translates to poor returns on investment and you don’t have to look too far to see it or why. It’s clearly signposted all over the workplace place; in the employees’ body language, asset use and misuse, mounting unresolved environmental issues, etc. Like they say, you can run but you can’t hide because safety issues are like a pack of dominoes, one ...