Safety By Design - Implementation and Operation with Pam Tompkins CSP, CUSP

In this fifth installment of the Safety by Design series, host Nick welcomes back Pam Tompkins to discuss her article, "Safety by Design: Implementation and Operation". Focusing on the ANSI/ASSP Z10 standard, Pam breaks down how utility and safety leaders can transition from planning to real-world execution. The conversation explores bridging the gap between "work as imagined" and "work as done," emphasizing that operational units must take proactive ownership of safety protocols rather than treating safety as a standalone department responsibility. Key topics include operational planning, integrating front-line workers into rule development, effective change management, maintaining electrical and mechanical systems, and establishing strong contractor safety standards.

Key Takeaways

• Operational Ownership: Safety cannot be bottlenecked in the safety department; operational leaders and front-line workers must take proactive ownership to integrate safety directly into daily procedures.

• Proactive Change Management: Constant industry evolution requires structured change management to train employees, introduce new equipment, and ensure safety long before workers arrive at a job site.

• Bridging the Gap: To align "work as imagined" with "work as done," leadership must continuously seek feedback from front-line workers to eliminate operational flaws and impractical rules.

Questions & Answers

Q1: Why does safety often get bottlenecked in organizations, and how can leaders fix it?

A: Safety gets bottlenecked when organizations view it as a forced requirement focused solely on OSHA compliance rather than a driver of success. To fix this, leadership must shift from compliance to continuous improvement, ensuring operational leaders own the safety process while safety professionals act as facilitators.

Q2: What is the biggest disconnect between leadership's expectations and front-line reality?

A: The biggest disconnect occurs when leadership focuses strictly on theoretical "work as imagined" while ignoring how tasks are actually executed in the field. This often leaves workers unable to follow impractical rules in real-world environments, highlighting the need for leadership to visit job sites, listen to feedback, and assess operational processes.

Q3: What immediate step should a frontline supervisor take to start building a culture of responsibility?

A: Supervisors should change the daily dialogue on the front line by asking workers, "What’s the worst thing that can happen on our job site today?" and using their feedback to proactively address operational hazards, communication gaps, and outdated maintenance.

 

#UtilitySafety #SafetyByDesign #SafetyManagementSystems #WorkplaceSafety #IncidentPrevention

 

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This podcast is sponsored by T&D Powerskills. If you are looking for a comprehensive lineworker training solution, visit tdpowerskills.com today and use the exclusive podcast listener promo code IP2026 to receive a 5% discount!