Like any other management system, the loss control program is a dynamic thing and today’s standards may not meet tomorrow’s needs. There must be constant growth through the addition of new program activities as well as additions and changes to the standards for each of these areas of management work.
Leaders in industry would be engaged in all the activities listed. Fig 2 identifies the critical program activities for a hypothetical company and the minimum standards of related work for all supervisors that could form the basis for maintaining a system of management control for that company. Further explanation that follows will show how management’s work performance can be measured and evaluated within this company.
2. He can measure the work performance of the management people who do the required to produce desired results.
Perhaps no other characteristic of the professional loss control manager is more important than his ability to measure performance or input into the program. The chapter on Measurement Tools for Management gives an in-depth discussion of the difference between “measurements of consequence” (results) and “measurements of control” (management). While it is unquestionably the results that in the final analysis determine success or failure of a program, it is the manager’s ability to measure performance or input on a timely basis that has the greatest influence on those results. Effective measurements of performance enable the loss control manager to provide meaningful evaluations to operating managers so that they can correct their program deficiencies.
The significant value of measurements of control in producing desired results is made clear in a recent comment made by Don Shula, coach of the Miami Dolphins professional football team. Mr. Shula was asked what was the biggest reason for the consistent success of his great Miami team. His answer was quoted in two major business magazines as a fine example of what professional management really is. This famous coach’s answer was, “Every player is given a performance grade on every play in every game.” This measurement of performance enables Don Shula to correct his game (program) deficiencies and produce desired results by winning games. It has been said that a Coca-Cola bottle also summarizes the value of measuring performance or input into the program-“no deposit-no return”. …………………………………………56…………………………………………
MINIMUM STANDARDS OF LOSS CONTROL
EVERY MEMBER OF MANAGEMENT WILL ENSURE THAT:
JOB INDOCTRINATION
1. Each employee has received the proper job indoctrination prior to the start of his work activity.
RULES AND PRACTICES
2. Each employee has had a complete indoctrination on all rules prior to beginning his job and that he knows and understands them. He will also make sure that a complete annual review of all rules is performed and take such action to ensure that they are enforced.
STANDARD JOB PROCEDURES
3. An approved standard job procedure has been developed for each critical task under his responsibility and that it has been issued to and thoroughly reviewed with each employee involved. He will update these procedures and review them with employees as required but not less than annually.
HAZARD CORRECTION
4. Any alleged unsafe practice of condition reported to him by an employee is promptly placed in the condition report system and followed up promptly. He his responsibility not less than once every two months and make sure that all critical parts in his area are inspected as required.
PROPER JOB INSTRUCTION
5. Each employee receives proper job instruction (PJI) with every new or different task assigned and that loss control tips are given frequently during routine contacts on a day-to-day basis.
SKILL TRAINING
6. The skill training program required for operators of machinery and equipment is properly given and recorded.
PROTECTIVE EQUIPMENT
7. All employees are fitted for and issued required protective equipment and that this is properly recorded. He will ensure that 100% compliance is maintained.
GROUP MEETINGS
8. Each employee attends a weekly group loss control meeting.
SUPERVISORY INVESTIGATION
9. Every accident resulting in physical harm or property damage and all incidents that could have resulted in loss are immediately investigated and reported on the supervisor’s report form.
PERSONAL CONTROL
10. He maintains an accurate knowledge of the degree of compliance he is maintaining with required minimum standards of this program. He will be prepared to discuss his performance with upper management at all times.
Figure 2
…………………………………………….57…………………………………………………………….
Failure to utilize measurements of control in programs is perhaps the greatest professional deficiency of a majority of safety and loss control mangers.
Fig. 3 reveals how the results of measurements of control could provide operating managers with timely evaluations upon which they would take corrective action. Use of performance evaluations enables management to be predictive rather than reactive, to recognize where they should concentrate additional management effort and take action before-the-loss.
3. He uses a specific vocabulary
Every professional manager has a vocabulary that is very specific to the profession or discipline of which he is a part, whether he be a lawyer, physician or loss control manager. Words used in this book are typical of those that characterize the loss control manager and his profession. Words like bio-mechanic, human factors engineering, planned job observations, incident recall, proper job analysis, disabling injury, etc., may not be readily understood by a manager in another professional discipline. While there is no great need to discuss this in any further depth, a specific vocabulary is one of the four major characteristics of the professional loss control manager.
4. He follows certain fundamental truths and principles.
As the loss control manager plans, organizes, leads and controls the important work in his program through other management people, he should make effective use of certain principles, or common truths, followed by professional managers.
A. The Principle of Resistance to Change:
“The greater the departure of any planned change form the accepted ways of the past, the greater the potential resistance on the part of people involved.”
This essentially means that as the loss control manager introduces anything new, he should be fully aware that the greater the change he is making from past practice, the greater the management resistance he should expect. Only he can determine whether the change should
…………………………………………….58………………………………………………………
be taken in one, two or three steps to minimize management’s resistance. The professional manager will constantly bridge the past to the present change, making the change more logical, and easier to deal with and understand. By being aware of this principle, he also knows that the bigger the change, the more he should plan and organize to minimize the resistance that can be anticipated. For this reason, the principle is usually associated with the planning function of management.
B. The Principle of Definition:
“A logical and proper decision can be made only when the basic or real problem is first defined.”
This principle is involved in almost every activity of a loss control program. Whether the manager is dealing with a hazard, an accident cause, or other item of concern, he must constantly be reminded that effective remedial results are possible only when the real or basic problem is clearly defined. While not always possible, he should always attempt to get at the “point of definition” for best results.
C. The Principle of Reciprocated Interest:
“People tend to be motivated to accomplish results you want, to the extent you show interest in the results they want to achieve.”
This simply means that the loss control manager can best sell any program or idea when he clearly establishes a bridge or connection of values between what he wants and something wanted by the operating manager or worker that he is trying to sell. This principle is discussed more fully in the chapter on “Economics in loss control”. It is the key to persuasive communications with management at all levels. Successful application of this principle, more than any other, will gain the top management support every safety and loss control manager seeks. It has been summarized as, “you scratch my back, and I’ll scratch yours.”
………………………………………60…………………………………………………
D. The Principle of The Critical Few:
“In any given group or array, a relatively small number of items will tend to give rise to the largest proportion of results.”
Vilfredo Pareto, an Italian economist and sociologist, was the first to set this concept down as an economic principle in 1906. It has since been referred to as “Pareto’s law.” While his view of this principle was rather narrow and based almost exclusively on economics, Joseph M. Juran, a well-known consultant and Fellow of the American Management Association, voiced the opinion in 1954 that the Pareto principle has application far beyond that of economics. Juran described the principle as “universal for management planning and control”. He referred to the principle in terms such as the “vital few” and “trivial many”-terms that are used widely today in business. As startling as it might seem to some, this principle indicates that only one problem out of four is worth more than a loss control manager’s fleeting glance. The other three can be dealt with summarily, since they are rarely of significant consequence. The loss control manager who recognizes this well-documented but often overlooked economic law takes a giant step in directing his limited time and efforts where they will do his ent
Like any other management system, the loss control program is a dynamic thing and today’s standards may not meet tomorrow’s needs. There must be constant growth through the addition of new program activities as well as additions and changes to the standards for each of these areas of management work.
Leaders in industry would be engaged in all the activities listed. Fig 2 identifies the critical program activities for a hypothetical company and the minimum standards of related work for all supervisors that could form the basis for maintaining a system of management control for that company. Further explanation that follows will show how management’s work performance can be measured and evaluated within this company.
2. He can measure the work performance of the management people who do the required to produce desired results.
Perhaps no other characteristic of the professional loss control manager is more important than his ability to measure performance or input into the program. The chapter on Measurement Tools for Management gives an in-depth discussion of the difference between “measurements of consequence” (results) and “measurements of control” (management). While it is unquestionably the results that in the final analysis determine success or failure of a program, it is the manager’s ability to measure performance or input on a timely basis that has the greatest influence on those results. Effective measurements of performance enable the loss control manager to provide meaningful evaluations to operating managers so that they can correct their program deficiencies.
The significant value of measurements of control in producing desired results is made clear in a recent comment made by Don Shula, coach of the Miami Dolphins professional football team. Mr. Shula was asked what was the biggest reason for the consistent success of his great Miami team. His answer was quoted in two major business magazines as a fine example of what professional management really is. This famous coach’s answer was, “Every player is given a performance grade on every play in every game.” This measurement of performance enables Don Shula to correct his game (program) deficiencies and produce desired results by winning games. It has been said that a Coca-Cola bottle also summarizes the value of measuring performance or input into the program-“no deposit-no return”. …………………………………………56…………………………………………
MINIMUM STANDARDS OF LOSS CONTROL
EVERY MEMBER OF MANAGEMENT WILL ENSURE THAT:
JOB INDOCTRINATION
1. Each employee has received the proper job indoctrination prior to the start of his work activity.
RULES AND PRACTICES
2. Each employee has had a complete indoctrination on all rules prior to beginning his job and that he knows and understands them. He will also make sure that a complete annual review of all rules is performed and take such action to ensure that they are enforced.
STANDARD JOB PROCEDURES
3. An approved standard job procedure has been developed for each critical task under his responsibility and that it has been issued to and thoroughly reviewed with each employee involved. He will update these procedures and review them with employees as required but not less than annually.
HAZARD CORRECTION
4. Any alleged unsafe practice of condition reported to him by an employee is promptly placed in the condition report system and followed up promptly. He his responsibility not less than once every two months and make sure that all critical parts in his area are inspected as required.
PROPER JOB INSTRUCTION
5. Each employee receives proper job instruction (PJI) with every new or different task assigned and that loss control tips are given frequently during routine contacts on a day-to-day basis.
SKILL TRAINING
6. The skill training program required for operators of machinery and equipment is properly given and recorded.
PROTECTIVE EQUIPMENT
7. All employees are fitted for and issued required protective equipment and that this is properly recorded. He will ensure that 100% compliance is maintained.
GROUP MEETINGS
8. Each employee attends a weekly group loss control meeting.
SUPERVISORY INVESTIGATION
9. Every accident resulting in physical harm or property damage and all incidents that could have resulted in loss are immediately investigated and reported on the supervisor’s report form.
PERSONAL CONTROL
10. He maintains an accurate knowledge of the degree of compliance he is maintaining with required minimum standards of this program. He will be prepared to discuss his performance with upper management at all times.
Figure 2
…………………………………………….57…………………………………………………………….
Failure to utilize measurements of control in programs is perhaps the greatest professional deficiency of a majority of safety and loss control mangers.
Fig. 3 reveals how the results of measurements of control could provide operating managers with timely evaluations upon which they would take corrective action. Use of performance evaluations enables management to be predictive rather than reactive, to recognize where they should concentrate additional management effort and take action before-the-loss.
3. He uses a specific vocabulary
Every professional manager has a vocabulary that is very specific to the profession or discipline of which he is a part, whether he be a lawyer, physician or loss control manager. Words used in this book are typical of those that characterize the loss control manager and his profession. Words like bio-mechanic, human factors engineering, planned job observations, incident recall, proper job analysis, disabling injury, etc., may not be readily understood by a manager in another professional discipline. While there is no great need to discuss this in any further depth, a specific vocabulary is one of the four major characteristics of the professional loss control manager.
4. He follows certain fundamental truths and principles.
As the loss control manager plans, organizes, leads and controls the important work in his program through other management people, he should make effective use of certain principles, or common truths, followed by professional managers.
A. The Principle of Resistance to Change:
“The greater the departure of any planned change form the accepted ways of the past, the greater the potential resistance on the part of people involved.”
This essentially means that as the loss control manager introduces anything new, he should be fully aware that the greater the change he is making from past practice, the greater the management resistance he should expect. Only he can determine whether the change should
…………………………………………….58………………………………………………………
be taken in one, two or three steps to minimize management’s resistance. The professional manager will constantly bridge the past to the present change, making the change more logical, and easier to deal with and understand. By being aware of this principle, he also knows that the bigger the change, the more he should plan and organize to minimize the resistance that can be anticipated. For this reason, the principle is usually associated with the planning function of management.
B. The Principle of Definition:
“A logical and proper decision can be made only when the basic or real problem is first defined.”
This principle is involved in almost every activity of a loss control program. Whether the manager is dealing with a hazard, an accident cause, or other item of concern, he must constantly be reminded that effective remedial results are possible only when the real or basic problem is clearly defined. While not always possible, he should always attempt to get at the “point of definition” for best results.
C. The Principle of Reciprocated Interest:
“People tend to be motivated to accomplish results you want, to the extent you show interest in the results they want to achieve.”
This simply means that the loss control manager can best sell any program or idea when he clearly establishes a bridge or connection of values between what he wants and something wanted by the operating manager or worker that he is trying to sell. This principle is discussed more fully in the chapter on “Economics in loss control”. It is the key to persuasive communications with management at all levels. Successful application of this principle, more than any other, will gain the top management support every safety and loss control manager seeks. It has been summarized as, “you scratch my back, and I’ll scratch yours.”
………………………………………60…………………………………………………
D. The Principle of The Critical Few:
“In any given group or array, a relatively small number of items will tend to give rise to the largest proportion of results.”
Vilfredo Pareto, an Italian economist and sociologist, was the first to set this concept down as an economic principle in 1906. It has since been referred to as “Pareto’s law.” While his view of this principle was rather narrow and based almost exclusively on economics, Joseph M. Juran, a well-known consultant and Fellow of the American Management Association, voiced the opinion in 1954 that the Pareto principle has application far beyond that of economics. Juran described the principle as “universal for management planning and control”. He referred to the principle in terms such as the “vital few” and “trivial many”-terms that are used widely today in business. As startling as it might seem to some, this principle indicates that only one problem out of four is worth more than a loss control manager’s fleeting glance. The other three can be dealt with summarily, since they are rarely of significant consequence. The loss control manager who recognizes this well-documented but often overlooked economic law takes a giant step in directing his limited time and efforts where they will do his ent
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