Description

Sometimes despite significant means to make activities more reliable (written and explained procedures, modification of processes, etc.), errors and accidents are repeated. We see this in the field: the organization designed to reduce the risk of work accidents, product or environmental non-conformities must integrate the human factor upstream, both individually and collectively. This training gives you the keys to strengthening the reliability of your Quality-Health/Safety-Environment management systems by deploying a real operational culture focused on prevention and continuous improvement.

Who is this training for ?

For whom ?

Quality, Health-Safety and/or environment manager. Managers, team leaders.

Prerequisites

Training objectives

Understand the issues related to the behavior of individuals and teams.

Identify influential management methods.

Locate the keys to success to deploy a real QHSE culture in the field.

Training program

• Understand individual and collective modes of operation
  • From beliefs to risk perceptions.
  • Relations between identity, attitude and individual behavior.
  • The modes of operation of the human brain (SRK, Rasmussen model) .
  • Human capacities and limits.
  • The operating modes of an organization: the production/prevention compromise.
  • Impact of the type of management: autonomy and accountability.
• 3Dissecting the phenomenon of human error The human factor in accidents: cause or consequence?
  • Key lessons linked to major past industrial and technological accidents.
  • Are humans reliable? Where do our errors come from? Concept of active error, latent error.
  • Stress and human reliability.
  • Problems of coactivity.
  • The Reason Model.
• Organize and make QSSE activities reliable Evaluate and make real activity reliable: the difference between compliance with the prescribed and reality; accept the limitation of rules and procedures.
  • Bird's pyramid.
  • Manage by taking into account FOH: know how to observe: distinguish between field approaches (visit, audit, control), know how to react to findings of discrepancies, the QSSE equation: between compliance and proactivity; convincing: the ABC model.
  • The key attitudes of the manager.
• Establish an operational QHSE culture
  • Types of QHSE culture.
  • Evaluate the reliability of the real QHSE management system.
  • Know how to test the system in place.
  • Engage in continuous improvement: indicators and feedback.