CREATIVE ideas are what turn ordinary companies into market leaders. These companies see the end result first and then build a path to achieve those results.
SOME weekdays I feel darn lucky to reach my office or my home unscathed. I am a good driver, far from a perfect driver, whose urban commute often puts me in close contact with motorists who drive dangerously, competitively, even angrily.
IF you type the phrase "EHS audit" into any of the Internet's more popular search engines, it just might take you longer to read through and decipher the search results than to actually perform a simple audit. Instead of finding information on the auditing procedure, you'll be linked to the Web sites of hundreds of companies willing to help you with your every EH&S auditing need.
"DO I have to go to safety training again?" "Is this the same safety training video that we saw last year?" Most safety professionals have had to field these questions at one time or another.
ARE we working too little? The idea seems far-fetched: No other industrialized country's workers put in more hours annually than the average U.S. full-time employee. But many of us won't cut back without a fight.
SINCE the 1970s, the safety profession has continued to excel. In that time philosophies have changed, but the never-ending quest for "zero accidents" remains the same. The 1990s explored the human element and behavioral safety.
IN 2002, Moline, Ill.-based Deere & Company resolved 95 percent of its environmental compliance issues in North America within 90 days. It was able to build a "Top Ten" list from more than 1,000 regulatory line items.
Genetic profiling has potential, says NIOSH's director.
I am a fan of the movie "Minority Report," in which a trio of seers visualized violent crimes before they happened. Armed with infallible foreknowledge, pre-crime police swooped down to arrest criminals who had not yet committed their crimes. Once locked away, they would never commit them.
Paul Dragul, M.D., is not a marriage therapist, but he often hears this complaint in his line of work. Instead of marital counseling, he recommends a hearing test and the use of ear plugs while at work.
When business gets tough, cutting costs is a logical solution. But how effective are across-the-board budget cuts? Reduce budgets. Reduce staffing. Reduce customer service. Each person left is expected to do more work with fewer resources. Has history proven this is the pathway to long-term success?
PATRICK Walsh has big dreams. He leads the Firefighters Save-A-Life Fund, a not-for-profit charitable organization dedicated to ensuring every fire department in America has at least one thermal imaging camera. To accomplish its mission, the fund is trying to raise $250 million however it can.
ON April 25, 1995, a 37 year-old shop foreman was fatally injured after the forklift he was operating overturned. The victim was turning while backing down an incline with a four percent grade. The forklift was transporting a 3-foot-high, 150-pound stack of cardboard with the forks raised approximately 60 inches off the ground.
FOR a new safety manager, there are many options to consider while putting together a program. Safety philosophies and methodologies, as well as commercial promotions for safety incentives and motivators, can be utilized in a program to complement a safety culture.
THE U.S. Department of Agriculture's Rural Housing Service is a $6 billion, 51-year-old agency. It issues loans and grants to build low-income and elderly apartments, housing for farmworkers, child care centers, fire and police stations, hospitals, libraries, nursing homes, and schools in rural communities.
A vast range of human activities--from writing to laying bricks, to opening a can of soda--would be impossible without the healthy functioning of the elbow, wrist, and hand. Yet this area is one of the most intricate and one of the most vulnerable to injury in the human body.
LATE last year, two armed robbers stormed a Miami pizza shop, demanding cash and then fatally shooting an employee. The incident hit close enough to home for Steven Erekson, a 16-year old who works at a shop in the same chain less than 60 miles north of Miami, to take notice--but not close enough to make him worry or take any long-term related action.
AT first, it's hard to believe a simple red marker light presents a significant fire risk. More than 80 fires documented since July 2001 prove it, however. What is harder to believe is why these loading dock fires are a recent phenomenon: because enforcement of a U.S./Canadian safety regulation enacted in 1968 finally began four years ago.
DOES this sound familiar? It's a scenario repeated in organizations year after year . . . the dreaded annual planning process! It starts at or about the end of the third quarter--Sept. 30, give or take a week. The CEO returns from the annual "Performance Improvement Strategy Session" with the board of directors and calls a Monday morning staff meeting.
WE'RE broke. Putting it more precisely, our retirement is busted, tapped out, barely breathing on government life support.
DECISION-making embraces every facet of your life. Whether you are in sales, education, health care, energy, finance, marketing, pharmaceuticals, or politics, you will be required to make crucial decisions.