Why employees still might consciously choose to take risks? Part 2
Why employees, even when they know the safety policy, they’ve been properly trained in the policy and even paid attention to it, still might consciously choose to take risks? Part 2
Why employees, even when they know the safety policy, they’ve been properly trained in the policy and even paid attention to it, still might consciously choose to take risks? Part 2
In the Kelby Ergo Design Ergo Advantage March 2013 newsletter the title of the feature article was “Safety is #1”: Why Employees Don’t Believe It”. In it we covered the most common reasons why employees don’t believe safety truly is a priority for management despite what the fact that management says they do. There are two additional questions that should be asked and answered that pertain to this topic. The first question is the title to this blog, “Why
Patient falls in healthcare settings has long been a problem that despite many attempts to solve still continues to happen all too frequently. The solution most hospitals and long term care facililities have implemented in recent years are bed and chair alarms.
What is the age that you use to define for an “older” worker? Is it 45, 50, 55 or 65? Employers across the nation are seeing the average age of their work force getting older each year as people are delaying retirement more than ever before. This is a trend that has employers concerned for several reasons with two being the most impactful—potential injury/safety ramifications and upcoming knowledge loss. The “common wisdom” has been that older workers don’t get hurt often but when they do the expenses are very high. Is this “common wisdom” true? A
Many companies devote time to training their employees on back safety in which they teach the basics of back anatomy and safe lifting techniques. The question I have had on this training “Is the time and money spent on back injury prevention worth it?” Of course, this question (“Is it worth it?”) should be asked of any training. After all, training takes time, takes employees away from their jobs and therefore is a significant investment by the company in their personnel as well as financially.
This is the fourth blog in the series on deer hunting and Lean, Ergonomics (Human Factors, Six Sigma and Systems Thinking (L.E.S.S.).
In my last blog I explained how a couple of Lean principles are used pre and post-hunt. Well, those same principles can be used once the hunter arrives in the woods. As a reminder, two of the primary principles Lean are to reduce waste and non-value added activities. The goal of hunting is to spend as much time as possible hunting, i.e. in the stand/blind, and minimize the time spent on preparation.
Final pre-hunt preparation
This is the third blog in the series on deer hunting and Lean, Ergonomics (Human Factors, Six Sigma and Systems Thinking (L.E.S.S.).
This is the third blog in the series on deer hunting and Lean, Ergonomics (Human Factors, Six Sigma and Systems Thinking (L.E.S.S.).
In my last blog I spent time talking about how I adjusted my rifle to fit me. In this blog I want to discuss two other items—tree stands (physical ergonomics) and my crossbow (human factors).
The challenge for balancing productivity and safety exists for all industries but especially in the tree care industry where there are many variables that impact both. Tree care companies experience costs related to incidences involving damage to their own property and/or that of the client as well as employee injuries. Often times these incidences are accepted as the normal cost of doing business. The bills are paid and business continues as usual. However, these costs have a significant impact on the amount of extra business a company has to bring in in order to cover these costs. Th
Productivity and efficiency—two buzz words that are talked about and heard continually from large to small businesses. Why? The productivity and efficiency of people and operations can make or break a business. Unfortunately we can’t snap our fingers and make high productivity happen all by itself. However, significant improvements are common when you apply the right principles, guidelines and tools to your business systems and processes.