Production Pressure Versus Safety

by Randy Cadieux

In many organizations an inherent conflict often exists between production pressure and safety. On the one hand, the organizational leadership may be responsible to various stakeholders and may also be responsible for increasing shareholder wealth. To do otherwise might jeopardize the long-term existence of the organization. On the other hand, while numerous employees within the organization depend on the continued existence of the organization, they also want to work in a safe operating environment. At the end of the day, individuals and team or crew members want to go home in the same condition as when they arrived at work. Many employees not only desire, but expect the organization to help provide a safe working environment where hazards are minimized and risk is reduced to a level which is As Low As Reasonably Practicable (ALARP). Sometimes the continued pressure to attain operational goals and increased efficiencies (to reduce costs and increase profits) may lead to a reduction in levels of safety.

While the organization desires employees to be obedient and meet the production goals, employees may use initiative to create their own methods for getting the job done faster. In the face of increased pressure, individuals and teams may either increase their exposure to hazards without realizing it. While the organization pushes to meet internal or external demands for products or services, the increased pressure may push the boundaries of safe operations. Many organizations can function safely with expanded production goals, but only for a limited time. Consider military surges during combat operations; the organization functions effectively and can achieve short term goals, but a surge is not normally intended to sustain increased operations for an indefinite amount of time. When organizations begin increasing production and operations to a point where previous short-term goal expansions become the new norm, the organization may not understand how much their safety margins have eroded and many employees may not comprehend how high the risk has actually risen.

If the organization fails to recognize the potential for increased hazards (either through increased exposure or the introduction of new hazards) during a high operational tempo period, employees may be unnecessarily exposed to increased risk. While it may seem that operations and safety are incongruous, there may be a possibility of achieving increased production goals while maintaining safety goals and values and keeping risk to an ALARP level, but it requires thorough planning, including a comprehensive systems safety hazard analysis. The hazard analysis and risk assessment should include the recommendation and implementation of controls to reduce risks. This process may help organizations accurately recognize their distance from safety boundaries and develop controls which help minimize levels of risk to employees, equipment, and the environment.