Ebook: Alive and Well at the End of the Day: The Supervisor's Guide to Managing Safety in Operations

Industrial facilities supervisors, from front-line managers to CEOs, can depend on Alive and Well at the End of the Day for tested and proven management and leadership practices that ensure the safety of their workers. With more than thirty years of hands-on experience in the chemical industry, including front-line management, author Paul Balmert understands the challenges facing supervisors in industrial facilities. His advice, based on firsthand experience, shows you how to identify and correct flaws in industrial practices. Moreover, he shows you how to lead by example, overcoming all obstacles that interfere with safety.

Rather than focus on theory, this book offers concrete strategies and tactics that enable you to:

• Recognize and capitalize on the moments when workers are most receptive to learning safety

• Discover what's really going on when you tour and inspect plant operations

• Engage in a helpful discussion with someone who is not following safety guidelines

• Understand the various types of risk involved in an industrial operation

• Implement a comprehensive strategy to manage and minimize risk

Throughout the book, plenty of case studies and examples illustrate key challenges alongside step-by-step solutions. You'll also learn how to understand and leverage the psychology and motivations of your staff in order to fully implement safety practices and procedures. In short, with this book as your guide, you will be equipped and ready to lead your staff to safety.Content:
Chapter 1 A Guide to the Guide: Getting the Most out of this Book (pages 1–6):
Chapter 2 The Case for Safety (pages 7–15):
Chapter 3 The Practice of Leadership (pages 17–26):
Chapter 4 Moments of High Influence (pages 27–33):
Chapter 5 Managing by Walking Around (pages 35–43):
Chapter 6 Following All the Rules … All the Time (pages 45–52):
Chapter 7 Recognizing Hazards and Managing Risk (pages 53–68):
Chapter 8 Behavior, Consequences—and Attitude! (pages 69–85):
Chapter 9 The Power of Good Questions (pages 87–92):
Chapter 10 Making Change Happen (pages 93–99):
Chapter 11 Managing Accountability (pages 101–110):
Chapter 12 Safety Meetings Worth having (pages 111–119):
Chapter 13 Managing Safety Suggestions (pages 121–127):
Chapter 14 Creating the Culture you Want (pages 129–141):
Chapter 15 Investing in Training (pages 143–156):
Chapter 16 Understanding What Went Wrong (pages 157–167):
Chapter 17 Measuring Safety Performance (pages 169–187):
Chapter 18 On the Horns: Managing Safety Dilemmas (pages 189–208):
Chapter 19 Leading from the Middle (pages 209–221):
Chapter 20 The Top 10 Mistakes Managers Make in Managing Safety Performance (pages 223–251):
Chapter 21 Execution: The Name of the Game … and Safety's Bottom Line (pages 253–264):
Chapter 22 Can You Really Make a Difference? (pages 265–267):