Human Error Safety Practice at work Place

Safety Practice at work place. This documents share pictures of unsafe act the work place, it has a space where as group can discuss how to prevent the incidents and capture the lessons learned from the discussion for record purposes. the document can be use to share what was discussed previously to people who are knew at the work place. its a document that can be filed for audit purposes and demonstrate how serious the company is when it come to safety. The document it can be used as a presentation where safety presentation are required to promote safety at work place. it also be used as part of the safety training and as an assessment document

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Figure 1 Pumps

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Figure 2 Confine Space.
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Figure 3 Part Installation
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Figure 4 Wrong Gasket Selection
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Figure 5 Relief Valve
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Figure 6 Valves
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Figure 7 Inspection
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Figure 8 Instruction
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Figure 9 Right or Wrong
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Figure 10 Right or Wrong
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Figure 11 Determine the cause
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Figure 12 Incorrect Project
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This is my favourite picture depicting the chaos of a project implementation which could go wrong in
every single aspect. It was shared in many implementation workshops which I participated or hosted
before. As the team is laughing about how ridiculously different between the deliverable and what
the customer really needed in this tree swing project, ironically, it’s possible that you are facing the
exact same reality in every project and every day.

Just to analyze what went wrong on the surface, you can name a few general areas such as
communication, scope and stakeholder expectation/requirement management etc. Recently as I read
this quote attributed to Konrad Lorenz, a light-bulb went on in my mind. This could be such a simple,
concise concept for every project implementation to take into consideration.

1. What’s thought is not said

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It might be a very common assumption that the customer must know what they want before the
project is initiated. Is that true? Unfortunately, the reality will probably tell you something opposite.
Even for those customers who have official RFP, RFQ or SOW, with the increasing complexity in the
global supply chain environment, it is very difficult to specify all the granular functions and features.
It’s the project manager’s job to help the client articulate their requirements through various tool
such as brain storming, check list or questionnaire etc.



2. What’s said is not heard

Have you found yourself in the situation which you lost the points discussed through the conference
meetings, calls or messages? Maybe the customer specified what the deliverable should be in the
mix of difficult channels. Maybe the whole discussion is progressively elaborated through a period of
time. It can take a great deal of effort for the project manager to keep the discussion on track and
restate the key points loudly and clearly. Remember someone said before if it’s important, repeat 3
times

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3. What’s heard is not understood

It might be a tendency for the project manager to conclude the discussion after the points are
outlined clearly. However, you will find it’s super invaluable if you give the team a bit more time and
room to digest and acknowledge what they heard. A great project manager may even extend their
effort to explain the downstream and upstream impact to help them to understand the full picture.



4. What’s understood is not agreed

Understanding and acknowledgement doesn’t equal agreement. Do you agree? Often, you are so
busy to make our points crossed and understood. It’s easy to forget to ask the formal agreement. If
you go ahead to execute without it, it can fire back on you later. All the scope creep or variation will
be a nightmare with a proper documented agreement of service deliverable

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5. What’s agreed is not applied

Believe most project managers know this part very well. It’s their job to direct and monitor the
execution. The usual challenges nowadays are responsibility isn’t as clearly defined and performance
isn’t as easily measured in global organizations. Sadly, the project can be slowed down because of
internal silos, cynics and politics. Collaboration and coordination is becoming very difficult for project
managers. Constant checking, testing, inspecting and auditing is required to make sure what's
produced is what's agreed on schedule.

Does this make sense to you as a project manager? If the project manager of the swing project
followed the above steps, would it help align the deliverable with what the customer really needed?
Next time, if you see your project off track, please pick up a couple work streams such as IT or
finance, give it a try to use the above steps to exam where went wrong. I hope you find them useful
to avoid a project result like the tree swing project.

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Figure 1 Proper Handover

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Figure 14 Alignment
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Compile By: Thapelo Makofane
Date: 28/04/2024