05-05-2010, 03:23 PM
Hello,
I have read your answers several times. Firstly let me say this; short isn't always bad. If you are concise but precise, brevity is fine.
Let me ask you a couple of questions and maybe you can assess your own answers. I believe the question's answers are broader than the answers given seem to imply. The answers certainly are a good start.
1) How does a safety case ensure safety is managed? Do you not feel that the staff working to approved and accepted standards, processes and procedures plus employing competant staff (trained and relevant experience) who a trained and their performance mentored would be more apt?
2) Emphasises the need to discuss processes in part 1! There are softer issues too like having toolbox talks, a no-blame culture allowing people to stop work if they feel it is unsafe or are unable to carry out the task. Competancy matricies are good but a qualification is not the same as being competant.
3) I would think about taking equipment out of service too quickly. Maybe you would want to assess the risks, put together a plan of action, consider the bigger picture. You mention checking previous work and that may well be required as may retraining. Remember, competance isn't passing a test. Competance is the indvidual's ability to carry out a task (usally following training and a period of mentorship (i.e. task experience) plus the individual's acceptance they have the skills to carry the task out correctly.
Are you coming to Derby this weekend? If so, come have a word or take the feedback from here and have another go. Don't forget, a piece of paper doesn't make something safe.
Jerry
I have read your answers several times. Firstly let me say this; short isn't always bad. If you are concise but precise, brevity is fine.
Let me ask you a couple of questions and maybe you can assess your own answers. I believe the question's answers are broader than the answers given seem to imply. The answers certainly are a good start.
1) How does a safety case ensure safety is managed? Do you not feel that the staff working to approved and accepted standards, processes and procedures plus employing competant staff (trained and relevant experience) who a trained and their performance mentored would be more apt?
2) Emphasises the need to discuss processes in part 1! There are softer issues too like having toolbox talks, a no-blame culture allowing people to stop work if they feel it is unsafe or are unable to carry out the task. Competancy matricies are good but a qualification is not the same as being competant.
3) I would think about taking equipment out of service too quickly. Maybe you would want to assess the risks, put together a plan of action, consider the bigger picture. You mention checking previous work and that may well be required as may retraining. Remember, competance isn't passing a test. Competance is the indvidual's ability to carry out a task (usally following training and a period of mentorship (i.e. task experience) plus the individual's acceptance they have the skills to carry the task out correctly.
Are you coming to Derby this weekend? If so, come have a word or take the feedback from here and have another go. Don't forget, a piece of paper doesn't make something safe.
Jerry
Le coureur