Author Archives: Mark Paradies

How Can We Help You? (More ways than you might think!)

Posted: October 1st, 2014 in Performance Improvement, Pictures

We can help you stop bad things from happening.

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Is your team trying to prevent fatalities?

Improve quality?

Improve your root cause analysis?

Investigate a difficult incident?

Solve equipment reliability issues?

Improve profitability?

Reduce lost time accidents and workers comp costs?

Stop sentinel events?

Improve process safety?

Meet senior management improvement expectations?

We would be glad to help.

In helping companies all over the world implement TapRooT® and train their personnel to use advanced root cause analysis, we get involved in all types of performance improvement initiatives. We see what works. We see what doesn’t. 

What are some common areas where we can help?

IMPROVE YOUR TapRooT® IMPLEMENTATION

We wrote the book on implementing TapRooT®. We know how it should be used and common ways to improve its use. We see best practices from around the world and we can help you catch up by applying best practices that you haven’t tried.

How do you get started? Call us at 865-539-2139. We’ll be glad to listen to the issues you face, what you’ve done so far to make improvement happen, and explain what you can do to take your program to the next level.

INVESTIGATION FACILITATION

Our instructors are experts in applying TapRooT® to investigate problems. accidents, incidents, quality issues, sentinel events, equipment issues, production problems, and cost overruns. We don’t “do” investigations. But we can supply an an experienced TapRooT® facilitator to help your team with a tough investigation or to review an investigation that is nearing completion. Call us at 865-539-2139 or CLICK HERE to drop us a note to get the process started. 

BECOMING PROACTIVE

Using TapRooT® to investigate accidents and stop them from happening again is good. But is even better to use TapRooT® to stop accidents from ever occurring by being PROACTIVE.

We can show you how to apply TapRooT® proactively to stop accidents, incidents, quality issues, equipment reliability problems, production problems, or sentinel events. We actually have a specific course to teach the skills you will need to apply (Proactive Use of TapRooT® Course). You can attend the public course (next one is scheduled for June 1-2, 2015 in Las Vegas) which is offered just prior to the TapRooT® Summit. Or you can contact us to have a course at your site. And we would be glad to work with you before the course to get your proactive program set up to take advantage of the tools that TapRooT® offers.

ANALYZE TRENDS

Not only do we teach a course on Advanced Trending Techniques, we can help you apply those techniques to analyze your performance issues and help you present the findings to your management. We’ve found that many TapRooT® Users have never had experience in using trends to target improvement initiatives. So we can give you the training you need to understand trending and help you do your first trend analysis to understand how trending can be applied to prevent problems. Call us at 865-539-2139 or drop us a note to find out what we can do to help you look at your trends.

SOFTWARE IMPLEMENTATION

Many people use TapRooT® Software to analyze incidents. But to get the most from your software, you need to do up front business analysis to properly implement the software. Of course, we offer a course – Getting the Most from Your TapRooT® Software – to help TapRooT® Software Administrators and TapRooT® Software Super-Users learn what is needed to set up their software for best results. But we can also consult with TapRooT® Users and Software Administrators to help them develop a TapRooT® Software implementation plan. Call us at 865-539-2139 or drop us a note for more info about this service,

CREATE AN IMPROVEMENT INITIATIVE

If you are considering starting a new performance improvement initiative, why not get us involved from the ground up? We can use our knowledge of improvement programs from around the world to help you implement a world-class initiative. We can also bring in experts that we have worked with in equipment reliability, aviation safety, construction safety, nuclear safety, human factors, process safety, lean/six sigma, and patient safety to give your program a head start. Don’t try to reinvent the wheel. Let us help you get ahead of the game. Call us at 865-539-2139 to discuss your program and find out how we can help.

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That’s just a few ideas. We have many more. But you will never know how we could have helped you unless you give as a call (865-539-2139) or drop us a note. Our initial advice is FREE and we’ll be happy to provide a quote for any services, training, or software needed to help your program become world-class. 

Don’t procrastinate – call today.

Top 10 OSHA Citations in 2013

Posted: September 30th, 2014 in Current Events

OSHA published the top 10 OSHA citation from October 1, 2012 to September 20, 2013 (the federal government’s fiscal year 2013). here’s the list:

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What do you think?

Are these the top safety problems in the US? The biggest hazards your employees face?

Or is this just a list of what OSHA looks for when they do an inspection?

Let me know your thoughts by leaving a comment.

Monday Accident & Lessons Learned: Hot Work on Tanks Containing Biological or Organic Material

Posted: September 29th, 2014 in Accidents, Current Events, Investigations, Pictures

This week accident information is from the US Chemical Safety Board …

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CSB Chairperson Moure-Eraso Warns About Danger of Hot Work
on Tanks Containing Biological or Organic Material

 Begin Statement

Earlier this month a team of CSB investigators deployed to the Omega Protein facility in Moss Point, Mississippi, where a tank explosion on July 28, 2014, killed a contract worker and severely injured another. Our team, working alongside federal OSHA inspectors, found that the incident occurred during hot work on or near a tank containing eight inches of a slurry of water and fish matter known as “stickwater.”

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 The explosion blew the lid off the 30-foot-high tank, fatally injuring a contract worker who was on top of the tank. A second contract worker on the tank was severely injured. CSB investigators commissioned laboratory testing of the stickwater and found telltale signs of microbial activity in the samples, such as the presence of volatile fatty acids in the liquid samples and offgassing of flammable methane and hydrogen sulfide.

The stickwater inside of the storage tank had been thought to be nonhazardous. No combustible gas testing was done on the contents of the tank before the hot work commenced.

This tragedy underscores the extreme importance of careful hot work planning, hazard evaluation, and procedures for all storage tanks, whether or not flammable material is expected to be present. Hot work dangers are not limited to the oil, gas, and chemical sectors where flammability hazards are commonplace.

The CSB has now examined three serious hot work incidents—all with fatalities—involving hot work on tanks of biological or organic matter. At the Packaging Corporation of America (PCA), three workers were killed on July 29, 2008, as they were performing hot work on a catwalk above an 80-foot-tall tank of “white water,” a slurry of pulp fiber waste and water.  CSB laboratory testing identified anaerobic, hydrogen-producing bacteria in the tank.  The hydrogen gas ignited, ripping open the tank lid and sending workers tumbling to their deaths.

On February 16, 2009, a welding contractor was killed while repairing a water clarifier tank at the ConAgra Foods facility in Boardman, Oregon. The tank held water and waste from potato washing; the CSB investigation found that water and organic material had built up beneath the base of the tank and decayed through microbial action, producing flammable gas that exploded.

Mixtures of water with fish, potatoes, or cardboard waste could understandably be assumed to be benign and pose little safety risk to workers. It is vital that companies, contract firms, and maintenance personnel recognize that in the confines of a storage tank, seemingly non-hazardous organic substances can release flammable gases at levels that cause the vapor space to exceed the lower flammability limit. Under those conditions, a simple spark or even conducted heat from hot work can prove disastrous.

I urge all companies to follow the positive example set by the DuPont Corporation, after a fatal hot work tragedy occurred at a DuPont chemical site near Buffalo, New York. Following CSB recommendations from 2012, DuPont instituted a series of reforms to hot work safety practices on a global basis, including requirements for combustible gas monitoring when planning for welding or other hot work on or near storage tanks or adjacent spaces.

Combustible gas testing is simple, safe, and affordable. It is a recommended practice of the National Fire Protection Association, The American Petroleum Institute, FM Global, and other safety organizations that produce hot work guidance. Combustible gas testing is important on tanks that hold or have held flammables, but it is equally important—if not more so—for tanks where flammables are not understood to be present. It will save lives.

END STATEMENT

More resources:

http://www.csb.gov/e-i-dupont-de-nemours-co-fatal-hotwork-explosion/

http://www.csb.gov/packaging-corporation-storage-tank-explosion/

http://www.csb.gov/seven-key-lessons-to-prevent-worker-deaths-during-hot-work-in-and-around-tanks/

http://www.csb.gov/motiva-enterprises-sulfuric-acid-tank-explosion/

http://www.csb.gov/partridge-raleigh-oilfield-explosion-and-fire/&?nbsp;

 

What does a bad day look like?

Posted: September 25th, 2014 in Pictures

If you are having a bad day, have a look at these pictures and it might not seem so bad by comparison…

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Monday Accident & Lesson Learned: Fatal accident at Barratt’s Lane No.2 footpath crossing, Attenborough, Nottingham, 26 October 2013

Posted: September 22nd, 2014 in Accidents, Current Events, Investigations, Pictures

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The UK Rail Accident Investigation Branch issued a report about the fatal accident of a train striking a pedestrian at a footpath crossing near Nottingham, UK. See the entire report and the one lesson learned at:

http://www.raib.gov.uk/cms_resources.cfm?file=/140821_R182014_Barratts_Lane.pdf

Monday Motivation: Vision

Posted: September 22nd, 2014 in Video

Friday Joke: Need a Repeat Back?

Posted: September 19th, 2014 in Jokes, Video

Best of The Root Cause Network™ Newsletter – Beat ‘Em or Lead ‘Em … A Tale of Two Plants

Posted: September 18th, 2014 in Accidents, Investigations, Performance Improvement, Pictures

Note: We have decided to republish articles from the Root Cause Network™ Newsletter that we find particularly interesting and still applicable today. These are used with the permission of the original publisher. In some cases, we have updated some parts of the text to keep them “current” but we have tried to present them in their original form as much as possible. If you enjoy these reprints, let us know. You should expect about two per month.

Nucplant

BEAT ‘EM OR LEAD ‘EM
A TALE OF TWO PLANTS

You’re the VP of a 1000 MW nuclear power plant. A senior reactor operator in the control room actuates the wrong valve.

The turbine trips.

The plant trips.

If the plant had just 30 more days of uninterrupted operation, your utility would have been eligible for a better rate structure based on the Public Service Commission’s (PUC) policy that rewards availability. Now you can kiss that hefty bonus check (that is tied to plant performance goals) good-bye.

To make matters worse, during the recovery, a technician takes a “shortcut” while performing a procedure and disables several redundant safety circuits. An inspector catches the mistake and now the Nuclear Regulatory Commission (the plant’s nuclear safety regulator – the NRC) is sending a special inspection team to look at the plant’s culture. That could mean days, weeks or even months of down time due to regulatory startup delays.

What do you do???

PLANT 1 – RAPID ACTION

He who hesitates is lost!

Corporate expects heads to roll!

You don’t want to be the first, so you:

  1. Give the operator a couple of days off without pay. Tell him to think about his mistake. He should have used STAR! If he isn’t more careful next time, he had better start looking for another job.
  2. Fire the technician. Make him an example. There is NO excuse for taking a shortcut and not following procedures. Put out another memo telling everyone that following procedure is a “condition of employment.”
  3. Expedite the root cause analysis. Get it done BEFORE the NRC shows up. There is no time for detailed analysis. Besides, everyone knows what’s wrong – the operator and technician just goofed up! (Human error is the cause.) Get the witch-hunt over fast to help morale.
  4. Write a quick report. Rapid action will look good to the regulator. We have a culture that does not accept deviation from strict rules and firing the technician proves that. Tell them that we are emphasizing the human performance technology of STAR. Maybe they won’t bother us any more.
  5. Get the startup preparation done. We want to be ready to go back on-line as soon as we can to get the NRC off our backs and a quick start-up will keep the PUC happy.

PLANT 2 – ALTERNATIVE ACTION

No one likes these types of situations, but you are prepared, so you:

  1. Start a detailed root cause analysis. You have highly trained operations and maintenance personnel, system and safety engineers, and human factors professionals to find correctable root causes. And your folks don’t just fly by the seat of their pants. They are trained in a formal investigation process that has been proven to work throughout a variety of industries – TapRooT®! It helps them be efficient in their root cause analysis efforts. And they have experts to help them if they have problems getting to the root causes of any causal factors they identify.
  2. Keep the NRC Regional Office updated on what your team is finding. You have nothing to hide. Your past efforts sharing your root cause analyses means that they have confidence that you will do a thorough investigation.
  3. “Keep the hounds at bay.” Finding the real root causes of problems takes time to perform a trough investigation. Resist the urge (based on real or perceived pressure) to give in to knee-jerk reactions. You don’t automatically punish those involved. Yoiu believe your people consistently try to do their best. You have avoided the negative progression that starts with a senseless witch-hunt, progresses to fault finding, and results in future lies and cover-ups.
  4. Check to see that the pre-staged corrective maintenance has started. Plant down time – even unscheduled forced outages – is too valuable to waste. You use every chance to fix small problems  to avoid the big ones.
  5. Keep up to date on the root cause analysis team’s progress. Make sure you do everything in your power to remove any roadblocks that they face.
  6. Get ready to reward those involved in the investigation and in developing and implementing effective corrective actions. This is a rare opportunity to show off your team’s capabilities while in the heat of battle. Reward them while the sweat is still on their brow.
  7. Be critical of the investigation that is presented to you. Check that all possible root causes were looked into. Publicly ask: “What could I have done to prevent this incident?” Because of your past efforts, the team will be ready for good questions and will have answers.

DIFFERENCES

Which culture is more common in your industry?

Which plant would you rather manage?

Where would you rather work?

What makes Plant 1 and Plant 2 so different? It is really quite simple…

  • Management Attitude: A belief in your people means that you know they are trying to do their best. There is no higher management purpose that to help then succeed by giving them the tools they need to get the job done right.
  • Trust: Everyone trusts everyone on this team. This starts with good face to face communications. It includes a fair application of praise and punishment after a thorough root cause analysis.
  • Systematic Approach and Preparation: Preparation is the key to success and the cause of serendipity. Preparation requires planning and training. A systematic approach allows outstanding performance to be taught and repeated. That’s why a prepared plant uses TapRooT®.

Which plant exhibited these characteristics?

HOW TO CHANGE

Can you change from Plant 1 to Plant 2? YES! But how???

The first step has to be made by senior managers. The right attitude must be adopted before trust can be developed and a systematic approach can succeed.

Part of exhibiting the belief in your people is making sure that they have the tools they need. This includes:

  • Choosing an advanced, systematic root cause analysis tool (TapRooT®).
  • Adopting a written accident/incident investigation policy that shows managements commitment to thorough investigations and detailed root cause analysis.
  • Creating a database to trend incident causes and track corrective actions to completion.
  • Training people to use the root cause analysis tool and the databases that go with them.
  • Making sure that people have time to do proper root cause analysis, help if things get difficult, and the budget to implement effective corrective actions.
  • Providing a staff to assist with and review important incidents, to trend investigation results, and to track the implementation of corrective actions and report back to management on how the performance improvement system is performing.

Once the proper root cause analysis methods (that look for correctable root causes rather than placing blame) are implement and experienced by folks in the field, trust in management will become a forgone conclusion.

YOU CAN CHANGE

Have faith that your plant can change. If you are senior management, take the first step: Trust your people.

Next, implement TapRooT® to get to the real, fixable causes of accidents, incidents, and near-misses. See Chapter 6 of the © 2008 TapRooT® Book to get great ideas that will make your TapRooT® implementation world class.

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Copyright 2014 by System Improvements, Inc. Adapted from an article in the March 1992 Root Cause Network™ Newsletter (© 1992 by System Improvements – used by permission) that was based on a talk given by Mark Paradies at the 1990 Winter American Nuclear Society Meeting.

What does a bad day look like?

Posted: September 18th, 2014 in Pictures

Having a bad day? look at these pictures and your day might not seem so bad…

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Final Exercise at the 2-Day TapRooT® Incident Investigation and Root Cause Analysis Course in Dayton, Ohio

Posted: September 16th, 2014 in Courses, Pictures, TapRooT

Final presentations by the teams after performing a root cause analysis on their incident that they brought to the course…

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How Far Away is Death?

Posted: September 16th, 2014 in How Far Away Is Death?, Pictures

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He didn’t die … but his boss was fined £5,000 by the HSE.

Linda Unger Teaching the Public 2-Day TapRooT® Incident Investigation & Root Cause Analysis Course in Dayton, Ohio

Posted: September 15th, 2014 in Courses, Pictures, TapRooT

 

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View more photos here.

Need root cause analysis training at your site? Contact us to set up a TapRooT® Course by CLICKING HERE.

Teams Working on Their SnapCharT®s at the 2-Day TapRooT® Incident Investigation & Root Cause Analysis Course in Dayton, Ohio

Posted: September 15th, 2014 in Courses, Pictures, TapRooT

You have to understand what happened before you can understand why it happened. The SnapChart helps you do just that. These folks at the 2-Day class in Dayton are practicing their newly learned skills…

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View more photos here.

For the next public TapRooT® Course near you, click on your continent at:

http://www.taproot.com/store/Courses/

Monday Accident & Lesson Learned: Wheelchair / Baby Stroller Rolls onto the Tracks

Posted: September 15th, 2014 in Accidents, Current Events, Investigations, Pictures

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The UK Rail Accident Investigation Branch has published a report about two accidents where things (a wheelchair and a baby stroller) rolled onto the tracks.

To see the report and the one lesson learned, CLICK HERE.

Monday Motivation: Vince Lombardi

Posted: September 15th, 2014 in Pictures

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A man can be as great as he wants to be.
If you believe in yourself and have the courage,
the determination, the dedication, the competitive drive and
if you are willing to sacrifice the little things in life and
pay the price for the things that are worthwhile,
it can be done. ~ Vince Lombardi

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