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CONSTRUCTION SAFETY

Foremen

chika
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CONSTRUCTION SAFETY

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    1. CONSTRUCTION SAFETY Safety Performance & First Line Supervisors + Middle Managers

    2. Foremen & New Workers Foremen = primary link between management & labor force. Link of workers to management. New worker orientation is required, regardless of his/her experience. Typically, new workers must be acquainted with the foreman, the crew, the tasks, the general layout of the project, any unique procedures or policies that apply to the work, and the job-site safety policies to be followed.

    3. Foremen & New Workers On a study of 30 pipe-fitter foremen on a nuclear construction project (McMeel), it was found that differences in the treatment of new workers are associated with differing safety performances

    4. Foremen & New Workers

    5. Foremen & New Workers Lessons: Thorough orientation is required. Following up (training is never over). The foremen with the best safety records were those who personally continued to have a watchful eye on the new worker (McMeel).

    6. Motivational Approaches Can Improve Safety Foremen must try to utilize the crew member’s knowledge. Some problems require ingenuity. One of the best ways to solve such problems is to ask crew members for suggestions. If some of these ideas are put to use, worker self esteem is boosted. Positive reinforcement is also effective.

    7. Job Pressures

    8. Job Pressures If the estimated time is in error, the workers will try to accomplish the task(s) in a time frame that is not realistic. “Mental Baggage” - not job related.

    9. Leadership Style Do supervisory styles affect safety? There is a direct relationship, in many instances, between supervisory approaches and safety performance. A study of over 600 Navy Seabees provided some interesting information on this subject.

    10. Leadership Style Do supervisory styles affect safety?

    11. Leadership Style Do supervisory styles affect safety? Lessons learned from this study: Setting a good example on & off the job. Praising workers when they perform a good job. Helping workers who have personal problems. Respecting workers. Considering ideas offered by workers. Possessing the skills required to motivate workers.

    12. Leadership Style Is the Foreman’s accessibility associated with good safety performance?

    13. Leadership Style What is the best way (regarding safety) in which the foreman should react when the schedule is NOT met? Previous studies have reflected how “evaluating the situation” with the workers can lead to a safer job-site.

    14. Managerial or Supervisory Style

    15. Safety and Project Constraints There are situations where Foremen have little or no control. The type of work may directly affect safety performance.

    16. Safety and Project Constraints

    17. Safety and Project Constraints From the previous figure, the roofers had a higher injury frequency than did the pipe fitters. Flat roofs have less injuries when compared to pitched roofs. Foremen can do little to change the types of roofs on which they work, but they have to be aware of the potential inherent hazards of each type of roofing.

    18. Safety and Project Constraints: Crew Size Another concern over which a foreman may be able to exert little control is crew size. Labor agreements (before the foremen is hired) Larger crews = less control by Foreman Larger crews = less personal attention.

    19. Safety and Project Constraints: Crew Size

    20. Safety and Project Constraints: Worker/Supervisor Ratio

    21. (Chapter 15 Summary) Foremen Must Have A Good Attitude Towards Safety They must accept responsibility for their role. They must have a commitment to safety. They must understand that injuries will occur if they do not take the proper steps to prevent them.

    23. Chapter 16: Safety & Middle Managers Superintendents & New Workers Worker turnover affects job-site safety. Superintendents who are able to transfer more of their workers with them from project to project have a considerable advantage in maintaining a safer project.

    24. Superintendents & New Workers

    25. Superintendents & New Workers (Every Project will have some unfamiliar Workers) You can’t really transfer ALL workers from project to project with a given superintendent. The superintendent therefore, must get involved with new hires.

    26. Superintendents & New Workers

    27. Safer Superintendents Are Good Managers A Good Manager = Leader Planner Organizer Good role model for others “Good managers can quickly assess or identify problems before they become critical”

    28. Safer Superintendents Are Good Managers: Previous Studies Superintendents with excellent management skills do not have poor safety records. Superintendents with poor management skills rarely have good safety records.

    29. Safer Superintendents Are Good Managers: Previous Studies

    30. Safer Superintendents Are Good Managers: Importance of personnel management Superintendents must be sensitive towards the personal needs of workers. The influence of that sensitivity on Safety Performance has been demonstrated through the results of previous construction safety studies.

    31. Safer Superintendents Are Good Managers:

    32. Superintendents Keep Job Pressures Down Productivity and Safety are viewed as being in conflict, and productivity is viewed as more important to success. However, this is not true. From previous studies it was found that efficient project control goes hand-in-hand with safe performance.

    33. Superintendents Keep Job Pressures Down

    34. Superintendents Keep Job Pressures Down Safe superintendents know that their subordinates are motivated to do good jobs. Safe superintendents do not pressure their subordinates on issues of costs & schedules. This was proven through previous studies:

    35. Superintendents Keep Job Pressures Down

    36. Superintendents Keep Job Pressures Down Pressure can take various forms on construction projects. Competition is considered by many superintendents their favorite means of enhancing productivity. According to previous studies, in some cases competition may be healthy, but in others it can compromise safety.

    37. Superintendents Keep Job Pressures Down

    38. Superintendents Keep Job Pressures Down In short, superintendents should not formally instigate the competition. In stead, superintendents may set up conditions in which competition can be a natural outgrowth of the circumstances.

    39. Model of Superintendents and Safety

    40. Superintendents Make a Real Difference in Worker Safety

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