Measuring Safety Management Performance lists and explains the difference between lagging and leading measures of safety management performance. It informs the reader how to use both proactive and reactive safety performance indicators and explains that consequence measurement is not an accurate reflection of the organization’s safety effort. It suggests managements’ Safety Performance Indicators (SPI) should be changed to proactive, positive measures of action and activities which can be controlled and accurately measured. A roadmap of a holistic system for measurement is offered that covers health and safety performance. It shows how management is traditionally informed about where they have been by information provided relating to injury data, rather than proactive, measurable, and controllable data on accident prevention efforts provided by the health and safety management system (SMS), which indicate where they are going.
This highly practical book features examples of safety performance indicators, provides positive guidelines for accurate safety performance measurement, and is based on actual workplace experiences. It explains the strengths and weaknesses of proactive and reactive measurement metrics and gives examples of leading and lagging safety performance indicators.
This book will be an ideal read for professionals and graduate students in the fields of occupational health and safety, ergonomics, and human factors engineering. It will have resonance with managers and professionals engaged in health and safety provisions at their place of work.
Part One. Introduction to Safety Management. 1. Safety Management. 2. Workplace Health and Safety. 3. Understanding and Analyzing Accidental Loss Causation. 4. Defining Safety Management Performance. Part Two. Safety Management Performance Measurements. 5. Pre-Contact, Contact, and Post-Contact Measurement. Part Three. Measuring Lagging Indicators of Safety Management Performance. 6. Lagging Indicators of Safety Performance: Injuries, Illness, and Diseases. 7. Underreporting of Injuries, Illnesses, and Damage. 8. Awards Based on Lagging Indicators. 9. Lagging Indicators of Safety Performance: Damage, Fires, and Interruption. 10. Cause of Injury or Damage: Transfer of Energy. 11. Total Cost of Risk. Part Four. Leading Safety Management Performance Indicators. 12. Safety Management Control. Part Five. Examples of Positive Performance Safety Indicators (PPSI). 13. Near Miss Incidents as a Measurement of Safety Performance. 14. High-Risk Behavior (Unsafe Act) and High-Risk Conditions (Unsafe Conditions). 15. Health and Safety Inspections. 16. Hazard Identification and Risk Assessment. 17. Health and Safety Committee Meetings. 18. Health and Safety Representatives Appointed. 19. Safety Perceptions Surveys. 20. Employees Trained in Health and Safety. 21. Safety Toolbox Talks and Task Risk Assessments. 22. Quality of Accident Investigation Reports. Part Six. The Safety Management System (SMS) Audit as a Safety Management Performance Measurement Tool. 23. The SMS Audit as a Safety Management Performance Measurement Tool. 24. Example Leading Safety Key Performance Indicators.
Biography
Ron C. McKinnon is an internationally experienced and acknowledged safety professional, author, motivator, and presenter. He has been extensively involved in safety research concerning the cause, effect, and control of accidental loss, near miss incident reporting, accident investigation, and safety promotion. He specializes in safety culture change and the implementation and auditing of safety management systems.
