What safety issues should line managers in Plant Operations be trained to address?

** ISOLATION** understanding energy sources in the plant is a MUST. Many incidents arise as a result of no isolation processes or lack of knowledge of the energy source and how it must be managed when completing works. Basic process: 1. know your energy sources & it goes well beyond electricity, most get that one - substances & things under pressure or tension are often overlooked 2. identify points on the machine/process where the energy source can be exhausted of its energy 3. make a plan for isolation & TELL OTHERS 4. use locks, tags, physical barriers etc to secure the points of isolation 5. TEST THE SYSTEM !!!! - before you being work, make sure all energy is exhausted 6. reverse this process when finished

It is very simple, all of it. Operations, maintenance, etc. all own safety more than your small team of safety professionals. If the one's actually doing the job do not know and do safety daily; then it is not going to happen. It is a core to the daily work. You can't have DELIVERY without successful Safety and Quality.

There is no doubt that mangers MUST be trained in hydraulic safety. Less than 1% of plant maintenance mechanics have received hydraulic safety training. Over 85% cannot pass a test in fundamental hydraulics. Over 99% of hydraulic systems are inherently unsafe by design. It’s “the perfect storm” for injuries and deaths.

Safety is a very important aspect not only in manufacturing operation but in our regular activities. For making a safe work place in operations, it starts from planning the facility with safety standards, improvising right interlocks, fall protection, use of right PPE's based on process & environment, use of right tools & handling equipment, Health & wellness program etc. So, Safety is not just a set of rules and regulations which need to be followed but it is a culture that must be ingrained in the DNA of any organization, Safety culture develop a sense of collective responsibility, creating an environment where everyone is dedicated to promoting and maintaining a safe and secure workplace.

Isolation and understanding energy sources. The comments confirm how out of touch people are with the topic of hydraulic energy. Here are the undeniable facts: 1. Less than 1% of hydraulic systems comply with OSHA’s Control of Hazardous Energies standard. 2. It is not possible for workers to either detect, or render energy neutral a hydraulic system post lockout. 3. Due to sub-standard hydraulic system design maintenance workers are “forced” to risk life and limb when they perform invasive work on hydraulic systems. 4. Hydraulic systems can store literally dozens of stored energy cells post lockout. 5. Untrained workers are instructed to remove cartridges and “crack” connectors to release stored energy. I’ll debate these facts anytime.

The prevention of accidents and incidents starts with the culture and the managers behaviours and views on health and safety. Supervision and coaching from managers that lead by example will bring only benefits. Training and regular checks from senior management will enable plant operations management to prevent incidents and accidents.

An incident or near-miss is one of the critical areas that needs to be addressed and we must encourage the workforce to report such incidents so that controls can be put in place. The reoccurrence of incidents leads to an accident. But when incidents are controlled, accidents are also limited.

Statistical data tells us that most accidents are preventable. I believe that operations leaders should be trained on how to strengthen both preventative and recovery measures of any threat line. Empowered leaders who understand this will make the right call to mitigate the release of a hazard. They are also able to prioritise safety over production and make the call to keep everyone safe.

Accident and incidents don't happen by mistake it's the small behavior we don't correct that over time become serious incidents. Most incidents can be prevented.

Partiendo de la teoría de la causalidad de los accidentes, se puede concluir que los mismos son prevenibles, en este contexto, el aporte que los gerentes de planta pueden hacer con sus colabores, se sustenta en una adecuada comunicación e información de los riesgos existentes en su planta y la forma de prevenirlos, para esto se puede apoyar en los procedimientos, normas, informes de incidentes entre otras muchas herramientas que fomenten la cultura de la prevención, pero sobre todo la conciencia en el trabajor sobre la importancia de trabajar de forma segura.

Safety department has the vital roll to maintain safety at plant as compared the line manager.Line manager has his goals and targets to achieve in define time span,so he couldn't deep focus as compare to safety department which has core responsibility to monitor, evaluate, implement, maintenance and measre the safety performance and practices and analyse the employees commitment and interest.Safety performance can only be improve by developing a healthy environment in which everyone participate by feeling ones responsibility instead of fear of pnelty and job risk. Improvement can also be achieve by appreciation, encouragement and trainings.

1. Hazard identification and risk assessment: Recognizing potential hazards in the workplace and assessing the associated risks. 2. Machine safety: Ensuring that machinery is properly maintained, guarded, and used safely to prevent accidents. 3. Chemical safety: Handling, storing, and disposing of hazardous chemicals properly. 4. Emergency response: Being prepared to respond effectively to emergencies such as fires, spills. 5. Personal protective equipment (PPE): Ensuring that employees have access to and properly use appropriate PPE for their tasks. 6. Worksite ergonomics 7. Safety culture promotion 8. Compliance with regulations 9. Trainings 10. Incident investigation and analysis

Line managers in plant operations should be trained to address machine safety, hazardous materials handling, personal protective equipment (PPE), emergency procedures, fire safety, electrical safety, Isolation, workplace ergonomics, safety training, risk assessment, and communication. By addressing this issues line manger can help create a safer working environment.

Recent practices in plant operation focus on energy optimization and sustainable operation. However this should be no excuse to compromise safety in plant operation. Operation team should highlight and escalate all unsafe practices in the plant . A healthy culture is the practice of appreciating reporting near misses by operation staff.

Safety performance is truly our license to operate. This is what all operations should focus on. Truly with hurt people we cannot have the volumes we want.

Treinar os líderes de linha de frente operacional em cultura de seguran?a é fundamental por várias raz?es: 1.Lideran?a pelo exemplo:Líderes de linha de frente s?o frequentemente vistos como modelos a serem seguidos pelos seus subordinados. 2. Compreens?o dos riscos operacionais 3. Comunica??o eficaz 4. Resposta a incidentes 5.Promo??o de um ambiente seguro 6. Empoderamento e envolvimento da equipe 7. Melhoria contínua 8. Cumprimento das regulamenta??es Em resumo, o treinamento de líderes de linha de frente em cultura de seguran?a é crucial para garantir a seguran?a e o bem-estar de todos os funcionários, além de contribuir para a eficiência e sucesso operacional da organiza??o.

Consistency in leadership behavior to prioritize and role model proper employee behavior is critical. When incidents happen, we need to look hard for the ‘why’ behind risky behavioral elements. Was leadership consistent in their messaging or undermining results with silent consent for poor behavior? Also, was there a ‘reward’ that encouraged poor behavior (such as being celebrated for getting more production done)? Remove the incentive for poor behavior and good practices will happen.

Here are some key issues: 1- Safety Procedures and Protocols: Managers must be thoroughly familiar with safety procedures and protocols, including the use of personal protective equipment (PPE), proper handling of hazardous materials, and emergency procedures. 2-Mental Health and Stress: Mental health is an important part of workplace safety. Managers should be trained to recognize signs of stress or mental health issues in their staff and know how to address them appropriately. 3-Training and Communication: Managers should be trained in how to effectively communicate safety information to their team and how to provide appropriate safety training

?Security is not accidental; it is the result of a strong culture and committed leadership ?. — be accountable. Line managers are the framework of this ecosystem, responsible for establishing an environment in which each employee may reach their maximum potential while maintaining their integrity. The culture of security is at the heart of each industrial unit. It is about building a workplace in which safety is the number one concern, and each employee feels accountable for his or her personal well-being as well as that of his or her coworkers. Line managers must be ready to deal with a wide range of security challenges, including: ? Physical Risks: ? Mechanical Risks: ? Electrical risk: ? Ergonomic Risks: ? Psychosocial hazards

Employees always look up their superior most of the time. If the manager don't lead by example, don't expect employees to follow the safety culture. Once in my workplace people do hot work (grinding) beside thinner (highly flammable) at painting area which is restricted area for any hot work. Suprisingly the instructions come from the operation manager. Complete failure of leadership.

Line managers should be able to easily execute safety training. There are three types of training to execute: 1. Incoming training. This is training that you execute as soon as your employees begin work. All new employees need to be properly trained before performing any work task, should be aware of the hazards. 2. Continuous improvement training. This is training that is used to constantly improve the team. It can be Toolbox Talks, or training required as a result of new equipment, processes, or awareness. 3. Incident training. Incident training is training that you execute as a result of a recent safety incident. This should be executed ASAP after the incident to ensure that there is now chance of the incident occurring again.

Safety training in one of the critical trainings in operation we need to allow. Most often we want to concentrate on other things and not realise that training prevents incidents and accidents. This training can happen in our daily meetings as we walk in the plant coaching our employees.

O treinamento adequado dos funcionários em seguran?a é essencial para garantir que eles estejam cientes dos procedimentos de seguran?a relevantes e equipados para realizar suas tarefas com seguran?a. Os gerentes de linha devem coordenar e supervisionar programas de treinamento em seguran?a que abranjam uma variedade de tópicos, desde a opera??o segura de equipamentos até procedimentos de evacua??o de emergência. Além disso, é importante oferecer oportunidades contínuas de desenvolvimento em seguran?a para garantir que os funcionários estejam atualizados com as melhores práticas e regulamenta??es mais recentes em matéria de seguran?a ocupacional.

For a safe working environment, trainings and coaching must be properly enforced to help refresh our minds. As technology keeps advancing, employees must be trained to acquire new techniques in solving issues and implementing new designs into our various systems to eliminate manual operating of things and handling. Coaching is one of the ways to help develop your employees and always keep them on track in doing the right thing.

Safety training and development is one allowed to all workers in plant operations,safety management are scheduled for the training.safety management is coordinating to supervisor and foreman.the foreman is responsible to provide the people in this process.

They should possess the capability to recognize hazards and risks, and to implement suitable control measures. Furthermore, continual review and evaluation of the effectiveness of these measures must be conducted even after implementation.

Line managers should be directly involved in all of these aspects, but their primary responsibility should be accident/incident investigations. 1. They are close to the event when it occurs and can begin an investigation immediately. 2 they should already have expert knowledge of the process and equipment. 3. They know the people involved and should already have a rapport with them for interviews. 4 the supervisor will gain the most from the investigation and is best suited to implement corrective actions.

One of the best ways to identify both safety challenges, and opportunities, is to create a Near-Miss submission program. Use the program to require your managers to submit a minimum number of near-misses, and/or safety observations per month. Then develop a plan with you managers to correct these. At a high-level, the more of the "little stuff" that you catch, the less likely your plant is to suffer from big things, and catch recordable cases. It also gives you the opportunity to engage not just your managers, but your entire team. Get your team involved, and elevate the entire team to a higher standard.

Totally agree, communicating is training. By isuing a training passportto each employee with their own development plan e,g recording the following eg Induction and date Policies, which one eg HS, Enviro, Quality etc. and the date undertaken Other training and date achieved Etc. to arrange training through Inductions, Toolbox talks, posters, newsletters, monthly koi reports, HSE ALERTS AND BULLETINS. Online training courses and classroom attendance and finally classroom/ teams meetings to share PowerPoint presentations

Totally agree, communicating is training. By isuing a training passportto each employee with their own development plan e,g recording the following eg Induction and date Policies, which one eg HS, Enviro, Quality etc. and the date undertaken Other training and date achieved Etc. to arrange training through Inductions, Toolbox talks, posters, newsletters, monthly koi reports, HSE ALERTS AND BULLETINS. Online training courses and classroom attendance and finally classroom/ teams meetings to share PowerPoint presentations

Starting from effective design Acquisition and installation satisfies with design requirements Safety, policy rules and regulations Process safety management SOP, Safety design limits Loss prevention Risk based thinking Reliability based inspection Date analysis Incident Reports and lesson learned Site tour management Action tracking Benchmarking Motivation and encouragement Competency and Trainning Emergency management plan Business process plan Plant aging Safe to Operate

3. Leadership commitment to improving safety culture. Line managers must be trained on the need to establish programs that will ensure supervisors are involved in field inspections, interactions, award systems, etc... 4. Operational Control. The use of suitable and functional equipment, maintenance, Isolation, confined space, height works chemical awareness, etc and arrangements to ensure a smooth implementation of procedures.

Line managers in Plant Operations should undergo training to address critical safety issues. This includes recognizing and mitigating potential hazards within the facility, implementing and enforcing proper lockout/tagout procedures, ensuring the correct handling and storage of hazardous materials, and promoting a culture of continuous risk assessment. They need to be adept at emergency response planning, including evacuation procedures and first aid. Training should also emphasize the importance of fostering a safety-conscious mindset among employees and regularly updating protocols to align with industry standards and regulatory requirements.

1. Hazard Identification and Risk Management. Train line managers on understanding the concept and the relevance of having control over established hazard reporting and risk management systems- reporting templates, bringing employees at the shop floor level up to speed on identifying hazards and reporting, registers to monitor trends, etc. 2. Accidents and Incident Management Line managers must be trained to understand how incidents are managed regardless of the severity- near miss, serious potential, property damage, first aid injuries, lost time injuries, fatalities, etc. They must understand, incident reporting protocols, incident investigation procedures, root cause analysis, and the importance of closing our corrective actions.

For me, the key is to understand the risks presented from specific plant equipment and training to mitigate those risks. Although generalised and non specific training have their place, it can only supplement plant specific training, not replace it. Training should focus on what controls are required but also develop an understanding of the reasons why those controls are required. The reason why helps emphasise the initial control and helps with the buy in, which can help improve the culture and adherence. Obviously there are key considerations for training such as; isolation, PPE, emergency controls, SSoW etc, but these need be specific to the equipment and site in which it is being used.