Alive and well at the end of the day : the supervisor's guide to managing safety in operations

Alive and well at the end of the day the supervisor's guide to managing safety in operations

Detalles Bibliográficos
Otros Autores: Balmert, Paul D., 1950- author (author)
Formato: Libro electrónico
Idioma:Inglés
Publicado: Hoboken, NJ : John Wiley & Sons, Inc [2023]
Edición:Second edition
Materias:
Industrial safety > Management.
Work environment > Safety measures.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009752727106719
Tabla de Contenidos:
  • COVER
  • TITLE PAGE
  • COPYRIGHT PAGE
  • CONTENTS
  • INTRODUCTION
  • ACKNOWLEDGMENTS
  • ABOUT THE AUTHOR
  • CHAPTER 1 THE LEADERSHIP CHALLENGE
  • CALLING ALL LEADERS
  • THE SAFETY LEADERSHIP CHALLENGE
  • LEADERS MUST LEAD!
  • THE FRONT-LINE SUPERVISOR
  • READING THE BOOK
  • THE CASE FOR SAFETY
  • JUST IN CASE
  • CHAPTER 2 THE CASE FOR SAFETY
  • TAKE TWO: FROM THE TOP
  • TAKE TWO: FROM THE MIDDLE
  • YOU'RE RESPONSIBLE
  • THE CASE FOR SAFETY
  • CHAPTER 3 THE PRACTICE OF LEADERSHIP
  • A DAY IN THE LIFE
  • LEADING VERSUS MANAGING
  • WORDS AND ACTIONS
  • LEADING BY EXAMPLE
  • USING WORDS
  • THE PRACTICE OF LEADERSHIP
  • CHAPTER 4 MOMENTS OF HIGH INFLUENCE
  • MOMENTS OF HIGH INFLUENCE
  • MISSING THE MOMENT
  • MOMENTS HAPPEN ALL THE TIME
  • CARPE DIEM
  • CHAPTER 5 MANAGING BY WALKING AROUND
  • ON BEING SEEN
  • THE VALUE OF OBSERVING
  • MANAGING BY WALKING AROUND
  • CALCULATION
  • THE OBSERVATION STEP
  • ANALYZING THE DETAILS
  • THE LAST WORD
  • CHAPTER 6 FOLLOWING ALL THE RULES … ALL THE TIME
  • ABOUT THE RULES
  • NON-COMPLIANCE
  • FOUR FUNDAMENTAL REASONS
  • REASON 1: FOLLOWERS DON'T UNDERSTAND THE RULES
  • 2: FOLLOWERS DON'T REMEMBER THE RULES
  • 3: FOLLOWERS FAIL TO RECOGNIZE WHEN THE RULES APPLY
  • 4: FOLLOWERS DON'T CHOOSE TO FOLLOW THE RULES
  • IMPROVING COMPLIANCE
  • CHAPTER 7 RECOGNIZING HAZARDS AND MANAGING RISK
  • WHAT IS A HAZARD?
  • WHERE DO I LOOK FOR HAZARDS?
  • THREE LINES OF DEFENSE
  • HOW DO I RECOGNIZE HAZARDS IN REAL TIME?
  • WHAT IS RISK?
  • ZERO RISK
  • WHAT IS THE RISK?
  • ASSESSING RISK
  • FOUR RULES FOR REDUCING RISK
  • CHAPTER 8 BEHAVIOR, CONSEQUENCES-AND ATTITUDE!
  • YOUR FIRST DECISION
  • YOUR INTERVENTION STRATEGY
  • THE SORRY MODEL
  • THE POWER OF POSITIVE REINFORCEMENT
  • GIVING POSITIVE FEEDBACK
  • MANAGING ATTITUDE
  • WHAT EXACTLY IS "ATTITUDE"?
  • ATTITUDE SURVEYS
  • THE EXPERTS SPEAK
  • MANAGING BEHAVIOR.
  • CHAPTER 9 THE POWER OF QUESTIONS
  • THE POWER OF THE QUESTION
  • TYPES OF QUESTIONS
  • A DARN GOOD QUESTION
  • THE RESPONSE
  • PUTTING DARN GOOD QUESTIONS INTO PRACTICE
  • CHAPTER 10 MAKING CHANGE HAPPEN
  • THREE THINGS TO UNDERSTAND ABOUT CHANGE
  • TWO KEY STEPS
  • TEMPLATE FOR MAKING CHANGE HAPPEN
  • EXECUTION, EXECUTION, EXECUTION!
  • CHAPTER 11 UNDERSTANDING WHAT WENT WRONG
  • IGNORE OR INVESTIGATE?
  • ABOUT FAULT
  • LEADING IN THE MOMENT
  • THE FUNDAMENTAL QUESTIONS
  • THE PROBLEM WITH SOLUTIONS
  • FINDING BETTER SOLUTIONS
  • CHAPTER 12 MANAGING ACCOUNTABILITY
  • ACCOUNTABILITY
  • DEFINING ACCOUNTABLE
  • MANAGING ACCOUNTABILITY
  • APPLYING THE FIVE Ss
  • CHAPTER 13 MANAGING SAFETY SUGGESTIONS
  • THE FIRST THREE QUESTIONS
  • EIGHT RULES FOR SUGGESTIONS
  • GOING ON THE OFFENSIVE
  • CHAPTER 14 SAFETY MEETINGS WORTHHAVING
  • THE PROBLEM WITH MEETINGS
  • BETTER SAFETY MEETINGS
  • "ASK, DON'T TELL" SAFETY MEETINGS
  • STEP 1: PURPOSE FIRST
  • STEP 2: CONDENSE INFORMATION
  • STEP 3: MAKE THE CONNECTION
  • STEP 4: ASK DARN GOOD QUESTIONS
  • A MOMENT OF HIGH INFLUENCE
  • BIG MEETINGS
  • CHAPTER 15 CREATING THE CULTUREYOU WANT
  • DEMYSTIFYING CULTURE
  • THE IMPLICATIONS
  • YOUR SAFETY CULTURE
  • CHANGE VERSUS TRANSFORMATION
  • A ROADMAP FOR TRANSFORMATION
  • CONCLUSION
  • CHAPTER 16 INVESTING IN TRAINING
  • KNOWLEDGE
  • COMPLIANCE AND CHANGE
  • TRAINING ISN'T ALWAYS THE PROBLEM
  • TRAINING IS AN INVESTMENT
  • WHO'S PROBLEM?
  • A PERFORMANCE PROBLEM
  • THE THREE Ts OF TRAINING
  • THE FIRST 'T': TIMING
  • THE SECOND 'T': TECHNIQUE
  • THE THIRD 'T': TEACHER
  • CREATING UNDERSTANDING
  • CHAPTER 17 MEASURING SAFETY PERFORMANCE
  • THE FUNCTION OF MEASUREMENT
  • METRICS AND INFORMATION
  • LEADING INDICATORS
  • NEAR-MISS REPORTS
  • FINDING BETTER MEASURES
  • CREATING A BALANCED SCORECARD
  • MEASUREMENT FOR THE FRONT-LINE SUPERVISOR
  • THE LAST WORD.
  • CHAPTER 18 MANAGING SAFETY DILEMMAS
  • 1. THE ACCOUNTABILITY DILEMMA
  • MANAGING THE DILEMMA
  • IDEA 1: RECOGNIZE THAT YOU ARE ON THE HORNS OF A DILEMMA
  • IDEA 2: CALL THE DILEMMA BY ITS PROPER NAME
  • IDEA 3: LEAD BETTER
  • IDEA 4: LOOK TO YOUR FOLLOWERS
  • 2. THE RISK DILEMMA
  • THE DILEMMA
  • THE TRUTH ABOUT CONSEQUENCES
  • THE RISK CONUNDRUM
  • THE HAZARDS
  • MANAGING THE DILEMMA-AND THE CONUNDRUM
  • IDEA 1: AVOID BEING TRAPPED BY ABSOLUTES
  • IDEA 2: THINK BETTER ABOUT HAZARDS, RISKS, AND HOW TO MITIGATE CONSEQUENCES
  • 3. THE INVESTIGATION DILEMMA
  • MANAGING THE INVESTIGATION DILEMMA
  • IDEA 1: RECOGNIZE THIS DILEMMA WHEN YOU FACE IT
  • IDEA 2: INDEPENDENCE HELPS
  • IDEA 3: MAINTAIN YOUR PERSPECTIVE
  • IDEA 4: BE PREPARED
  • 4. THE SYSTEM DILEMMA
  • WHERE'S THE DILEMMA?
  • THE IMPLICATIONS
  • MANAGING THE SYSTEM DILEMMA
  • IDEA 1: RECOGNIZE THE DILEMMA
  • IDEA 2: THINK LIKE A PARENT
  • IDEA 3: THINK CRITICALLY
  • 5. THE MIDDLE DILEMMA
  • THE MIDDLE DILEMMA AND MANAGING SAFETY
  • ABOUT REALITY
  • MANAGING THE DILEMMA
  • IDEA 1: DON'T HIDE THE TRUTH
  • IDEA 2: PRESENT REALITY BETTER
  • IDEA 3: THERE IS POWER IN NETWORKING WITH PEERS
  • IDEA 4: REMIND THOSE AT THE TOP WHAT'S AT STAKE
  • 6. THE LEADER DILEMMA
  • THE DILEMMA
  • MANAGING THE DILEMMA
  • THE LAST WORD ABOUT "BEING ON THE HORNS"
  • CHAPTER 19 LEADING FROM THE MIDDLE
  • UPWARD LEADING
  • FEELING POWERLESS
  • CONTROL VERSUS INFLUENCE
  • CRITICAL SAFETY FACTORS
  • STOPPING THE JOB
  • THE POWER OF INFORMATION
  • ORGANIZATION POWER IN PRACTICE
  • LEADING FROM THE MIDDLE
  • IT'S NEVER EASY
  • CHAPTER 20 MISTAKES MANAGERS MAKE
  • MISTAKE NUMBER 1: FAILING TO PREPARE
  • MANAGING OTHERS: THE GREAT CHALLENGE
  • "THEY'LL DO JUST FINE"
  • MISTAKE NUMBER 2: DRIVING OUT ALL FEAR
  • A GIANT LEADING THE WAY
  • THE PIPER MUST BE PAID
  • THE REALLY PAINFUL CONSEQUENCE.
  • MISTAKE NUMBER 3: FOCUSING ON THE SHORT RUN
  • INSTANT IMPROVEMENT
  • THE LONG TERM
  • MISTAKE NUMBER 4: TRYING TO BUY A GAME
  • CAN YOU BUY PERFORMANCE?
  • MISTAKE NUMBER 5: CONFUSING PERCEPTION WITH REALITY
  • MISTAKE NUMBER 6: COMMUNICATING WITHOUT A COMMON VOCABULARY
  • WHAT'S IN A WORD?
  • COMMUNICATING CLEARLY
  • CHAPTER 21 DRIVING EXECUTION
  • WHAT IS EXECUTION?
  • THE VALUE OF EXECUTION
  • THE EXECUTION GAP
  • PERFORMANCE VISIBILITY
  • DRIVING EXECUTION
  • THE PRINCIPLE OF HONEST DIALOG
  • EXPLODING THE MYTHS
  • BACK TO THE BASICS
  • CHAPTER 22 MAKING A DIFFERENCE
  • SAFETY LEADERSHIP TOOLS
  • LEADERS MUST LEAD
  • TOUGH CHALLENGES
  • IT'S YOUR CHOICE
  • MAKING A DIFFERENCE
  • REFERENCES
  • INDEX
  • EULA.

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