Every contractor has used a mirror for some reason or another. After completing a successful project, a convex mirror (the kind that makes you look taller and thinner) is often used by contractors to proclaim, “I’m proud to say I contributed to that.” But if quality or safety errors were committed, we often ignore mirrors entirely, especially rear-view mirrors, for fear of seeing a trail of evidence such as leaks and rework that reflects poor quality, or worse yet, a trail of victims that reflects a lack of safety. The latter is unforgivable! No project team has a right to harm anyone.
No leaks
At a recent project, a plant manager said what most say in their kickoff speeches. He said, “We want to complete this project reaching three goals: no leaks, no hurts and no budget overruns.” A start-up without leaks is a good goal. Leaks are an indication the contractor did not deliver a quality job. It only takes a few rework items to leave a lasting impression the job was not done well. However, it’s not just leaks that hurt a plant; it could be a materials bust. Positive materials identification (PMI) is a biggie in industry. Using inappropriate or unspecified materials can be a deal killer. PMI analysis is used to identify metallic composition content. When dissimilar metals are welded or flanged together, it is only a matter of time until they “act” differently. One may slowly deteriorate and a unit will most likely fail. Even long after the contractor is gone, the error of materials failure will be found. Fires, explosions and gas releases are a product of errors in quality. When that happens, no mirrors, not even rear-view mirrors, can be found.
No hurts
I used to kid fellow contractors about how a project manager in Canada pronounced an injury. “No one wants to be ‘urt’,” he proclaimed. Often his safety talks were delivered with tears. He was passionate about safety and would do anything to prevent an injury. His project results proved his vision and passion for eliminating “urts.” It is well known, yes, safety is first always but without funds, budgets and production, there won’t be an opportunity to get to safety. Production is vitally important for any operation. We should strive for “safe production” as well. There is always a safe method for it. No craft training teaches injury and no lessons in “urts” are built into the production process. No contractor is taught how to have an accident that leads to injury. Nobody has to tell a person taking risks and cutting corners is a method for faster production. But, shortcuts and working faster definitely can lead to injury.
In safety, happy losers get people hurt
Distortions
Blurred instructions mixed with inappropriate leadership also lead to injury. At one plant turnaround, a foreman gave a hurried tailgate meeting and was hasty in task instructions. Without asking the crew if they understood the task or how to perform it safely, he just got a few “bobblehead” moves from the crew and left for another area. Within minutes, the call came over the radio one of his crew was injured due to performing an at-risk task. Instead of getting confirmation of his instructions from the crew, the foreman assumed all understood the task and how to do it. What should have been done was what led to a new leadership activity known as “Tell me what I told you.” This leadership method assures employees are listening to instructions and if a craftsman can’t repeat the instructions, they are repeated as often as needed to gain understanding. Effective communication by the foreman means all can hear and repeat the instructions. There is no room here for any distortion-type mirror because mirrors, like poor instructions, can blur the truth.
We all want a clear image of reality. In life or on a project, looking into a mirror and seeing what is real is important. If it’s not done right we have regrets. Safety and quality are important for life. When distorted, both bring undesired results. Be sure to do it right so nobody gets “urt.”
For more information, contact HASC Customer Relations (281) 476-9900, Ext. 310 or visit www.hasc.com.
