TRIPOD ENGAGEMENT

4.2 Engagement

Some conclusions:

• Safety and People are different entities that can’t be compared
  (false analogy).
• Safety, Project and Overhaul are of the same analogy
  (apparent equivalence).
• Safety ought to be aligned with Project and Overhaul, to enable the engagement that activates interactions between these entities.

Alignment of entities is required (author’s statement). The three Supports of the Tripod, should hold the job’s platform in a balanced position. The objectives for the Overhaul have to be stipulated in a “Methodology for Projects” and have to be noted down in a “Project Charter” as reference guide. The objectives should lead to a well-defined Support ‘Project’ and a well-defined Support ‘Overhaul’ avoiding quarrels between the Project Leader and the Plant Manager about Cost versus Reliability. The support Safety should then be aligned with the aforementioned supports Project and Overhaul for the same reason.

The only way out for these difficult situations, is finding a key-strategy that fits on all starting points of the three managers: Project, Overhaul (Production) and Safety. Strategies, which overrule, personal favorites of the different managers, fighting for their survival.

key-strategies, that fits on all starting points of the three managers

1. Responsibility of managers (in the line functions of the organization and managers with staff functions) shouldn't concentrate itself at the work preparation, personal protective equipment and procedures only. They should generate a structured Project Plan, including a Plan with targets on unsafe acts.
2. Management ought to assign, skilled workforce's which are essential for the Project, Overhaul and for Safety, without extra cost.
3. The Service organization executing the Overhaul, has to deliver a work list for the overhaul in such detail, that this list is realistic to explain the work for the day, to the workers. Although this detailed list has been derived from the planning,  the planning is different, is Project oriented where the work list is oriented to all three Supports: Project, Overhaul and Safety.
4. The supervisor, as the ‘first in line of supervision of the working team’, is the closest to the action and can target to improvements in unsafe acts and conditions. He has the knowledge, the opportunity and the authority to instruct how the job on the work list has to be accomplished; he is liable for unsafe acts and unsafe conditions.
5. The supervisor has to instruct on site the daily work (see point 3); he will discuss the quality issues of the conscious tasks and eventual unsafe conditions.
6. Have a logbook on the Overhaul deck with all key strategies from the three supports PMS are documented as a reference and log book.
7. The supervisor has to inspect on regular moments, how the work is progressing, the Overhaul issues and the Safety situation; if applicable, he will discuss with the workforces how to improve these matters.