Invitation To Discover Job Smart System Benefits 

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Have Job Smart Systems OSHA-authorized Outreach Trainer conduct an on-site Confined Space Entry training seminar that is tailored to the specific needs of your company! 

Dr. Deborah Kearney Certified OSHA Training will conduct on-site confined space entry training for your entry supervisors, entrants, attendants, and rescue personnel. Training materials include a free model written confined space entry program on disk that you can revise for your own use!

Topics addressed during your on-site training seminar include:

     * Identifying permit-required confined spaces and their hazards

     * Proper utilization of gas monitoring equipment

     * Methods to safely ventilate your confined space

     * Duties of supervisors, entrants, and attendants

     * Requirements for rescue services & personnel

     * Steps necessary to temporarily declassify a permit-required confined space

     *  How to take advantage of OSHA's alternate entry procedures

     * Ensuring your written Confined Space Entry program and procedures meet OSHA regulations (seminar includes model written program complete with permits on disk)

Other Confined Space Entry services available include:

  * Customized written confined space entry programs and permits for you, including OSHA-compliant alternate entry procedures;

  * Conduct annual confined space program reviews; and,

  * Job Smart System can also assist with confined space identification and hazard assessments.

Money Saving Tip!  Consider having our OSHA Compliance Specialist conduct Confined Space Entry Training in conjunction with one of the OSHA 10 or 30 Hour Safety Courses!

Get your Company into compliance with OSHA's Confined Space Entry standards now!

Safety Professionals...

Career Builder Tips  

 Stay Current : Read cross industry journals to revitalize your thinking

1. Blog: Get on line and see if it suits your fancy. Try Technorati.com or Blogsearchengine.com

2. Dress for success. People notice even on casual Friday

3. Be a mentor: People notice people who see value in others

4. Associate with the doers. Get to know more people who you see succeeding

5. Redecorate your workspace: Get clear of the piles

6. Speak up : Let your voice be heard and share new facts. This newsletter can give you ideas.

7. Think positive. Get rid of the words can't and but from you language. Boost Morale 

8. Roll up your sleeves and pitch in for the extra project

9. Help a fellow employee out who is getting behind if you have the expertise share it

10. Use emails to share information that you find important.

11. Take a class it will energize your brain. Give one if you have the desire

12. Be your own best motivator and show management your organizational and time management skills

13. Be creative with humor in the right places . It also boosts morale

14. Keep your business cards updated and with you . You never know when opportunity will knock

15. Get on out of department committees . This is your best cross training

16. Stay connected with your professional organizations . Meet and greet

17. Looking for a real challenge. Take an overseas position

18. Seek feedback , not for praise but for growth . Ask how you can improve

19. Know when to stay and when to move on

Safety Points To Ponder ...

Safety professionals must prove their relevancy in business terms, best-selling author says -
Identifying successful leadership traits and risk factors for individual and company success in the ever changing business marketplace were key topics at a recent two-day American Society of Safety Engineers' (ASSE) "Using Risk Principles for Safety and Health Decisions Symposium" in San Diego.

There is a sea of transition taking place today at work, in commerce, in the marketplace and to be successful in this environment people, including occupational safety, health and environmental (SH&E) professionals, must prove their relevancy in business terms and go above and beyond what is perceived to be 'their job' best-selling author and business consultant Dr. Oren Harari told attendees.

Using the example of how one large telecom company recently bought another, Harari noted how companies have become irrelevant and are being eaten up by other companies or disappearing all together. "Many Fortune 500 companies from the 1980s no longer exist," Harari said. "It is predicted that by the year 2020 the average life of a Fortune 500 company will be 10 years. They need your help.

"What does that mean for you?" Harari said. "Top management will be looking to you, their employees, to create value for their customers, to make the company more competitive — so you need to break the routine, keep looking under the surface, initiate fresh ideas, cross departments with your expertise and do more, smartly."

Harari stated that today employers, like their customers, consider doing a job and doing it well, as the norm. Employers want employees to go above and beyond the "job description." They want employees to help them meet a bigger goal.

"I find most successful companies have a greater calling," Harari said. "Their business goals are framed by a bold mission — a calling, a cause, a mission. He cited one company of having the goal of being the third place one would want to go to get away from it all followed only by being at home or work. A grocery company wants to change the way people eat and although their products are high in cost their market share continues to grow. Successful companies continue to strive to provide their customers with the best possible products and service."

The best leaders, Harari noted, are those with "Big Harry Audacious Goals" BHAG. For example one airline executive asked airline employees to reduce the turnaround time for planes to be back in the air by 80 percent. This seemed impossible, Harari said, but everyone worked together, identified the risks, what needed to be done and were able to reduce the turnaround time by 60 percent, hence putting the planes back in operation sooner and increasing profit. Make change.

"However, goals are not enough," Harari said. "You need a mission and most importantly people. You must be personally committed to the goal and you need buy-in from all your employees. As General Colin Powell says, 'drive it down to the last private.'"

If you left your job today, would they remember you tomorrow? Harari asked. Many jobs now are just a commodity and are becoming outdated. To avoid becoming irrelevant, Harari urged SH&E professionals to take their expertise and to move beyond the job description to become a value added, relevant employee.

"Zero defects today is just the price of entry," Harari said. "If you do this you have a chance of surviving. Safety will always be here, you just need to expand with new initiatives aimed at creating additional value and success for the company. Make that business connection."

Steve Owens agreed with Harari's presentation and noted that in the 30 years he has been in safety that it's peoples' futures SH&E professionals are ensuring along with that of the future of the business, not just preventing injuries and illnesses. Owens is President of Maxim Performance Systems, Inc., and works with SAIC on the Space Shuttle Program at the Kennedy Space Center in Florida within the Safety and Mission Assurance area for the Return of Flight of the nation's Space Shuttle.

"You need to have all of your employees emotionally connected to the product, the goal," Owens said. "For instance, every employee in the space program wants those astronauts to come home safely to their families. That's an emotional connection. Look at the employees at Disney world. It's not just a job; they are providing a memorable experience for attendees and the many children and adults that go to their entertainment parks. It's not just a job.

"Today, more than ever as safety professionals we have not only the opportunity but also the tools to be key drivers in the improvement of results for the whole of the businesses we serve, not just for the safety processes we lead. Because the businesses that employ our services face a multitude of risks in today's global marketplace, our work within these organizations must begin to bring greater value than in past years," Owens said. "As our businesses continuously change to face new marketplace challenges and risks, we must do the same. Although successful, the safety practices and procedures we've used in past must be rethought. Our focus on compliance must begin to shift to quantifying and mitigating risk, much the same way as done in other elements of the business. Our work must connect directly to results for the whole business and we as the safety professionals must be prepared to lead that effort by engaging our business leaders in continuously understanding, controlling and mitigating the safety risk inherent in operation of the organizations processes and in the performance of its people."

What is risk? Webster defines risk as the chance of harm or loss, or being put in danger. That definition focuses on the possibility of a negative consequence. For the most part, Owens notes, risk management professionals don't even have a common definition of risk. However, Dr. David Hillson, Director of Consultancy, PM Professional Solutions, Ltd, cited in his April 2002 article in InfoRM Magazine that many institutions and organizations are beginning to recognize risk as both threats and opportunities.

If safety professionals are going lead change in their organizations, the focus on risk must consider both negative and positive consequences, the threats and opportunities. It is not enough just to be able to quantify what negative result or threat that might occur with each risk. Real value also comes when the safety professional can quantify what opportunity or positive result should occur by taking a particular action for safety.

In its basic form the risk management process must include a process for identifying risk and taking appropriate mitigation action. You must know: What could happen? (What are the risks) — negative or positive; how likely is it to happen?; what is the expected consequence?; can the likelihood be changed?; can the expected consequence be changed?; and, what are the strategies to deal with the risks?

Once risks are identified in the system. connect them to how they might affect the human performance that is necessary to create operational excellence. We also identify the management processes that influence maintaining balance in the overall system. It is then when we can develop appropriate strategies for addressing the risks, prioritize the elimination or control of the identified risks, and insure our results are continuously assessed to determine effectiveness, making corrections where necessary, Owens noted.