Your math for TRIR, DART, and LWDII was off by quite a bit! You estimated the manhours worked per year for the three measurements, and it considerably less than as reported on the firms’ Form 300. Indeed, Form 300 shows manhours worded for a year to be 58,675, which, of course, would make a significant alteration to the answer you calculated.


Your math for TRIR, DART, and LWDII was off by quite a bit! You estimated the manhours worked per year for the three measurements, and it considerably less than as reported on the firms’ Form 300. Indeed, Form 300 shows manhours worded for a year to be 58,675, which, of course, would make a significant alteration to the answer you calculated.

You did get SR correct, however. Partial credit is given also for the others, principally because you did show your work so that it was able to determine where you went astray.

Your discussion on leading indicators was weak, also.

Lagging and leading indicators are tools used in the safety profession to measure a company’s safety performance. Lagging indicators are measures of what has already occurred. The number of accidents, fatalities, and property damage are lagging indicators. Lagging indicators tell us where we have been – like looking in the mirror of your car. You see where you have been. The OSHA 300 is a collection of lagging indicators.

Leading indicators look ahead, like looking are looking through the windshield of your car to get an idea of where we are going and what we must do to get there. Leading indicators give us a chance to see what is coming and provide us with time to make an appropriate reaction. So leading indicators are used to measure future safety performance and continuous improvement. Examples of leading indicators are:

•Reported near-misses,

•The number of hazards eliminated,

•The evaluation and monitoring of safety performance through audits and inspections,

•Positive employee surveys,

•Generally good housekeeping throughout the worksite,

• The number of safety meetings,

• The numbers and levels of attendance in your training programs, and

•The support received from management in the form of their commitment and support of the safety culture, discipline rendered to safety violators, and the size of your safety budget are all examples of leading indicators.

Lagging indicators, for many reasons, need to be balanced with the progress reports generated by leading indicators, as lagging indicators can often give false impressions that a safety effort is working when in fact, it has just been lucky. Because of the limited sample size, a single event can alter the lagging indicators significantly. We also tend to over-react to changes in lagging indicators, too. We need to balance lagging indicators with leading ones, therefore.

One last thing – you have Goetsch identified in your text as a resource you used but it is not posted within the reference list.

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