gss - t2

globalisation, safety & sustainability, year 2, semester 1, term 2

sustainability

the ability to maintain a process over a long time

business

selling or producing goods or services

ethics

a standard for what defines right and wrong

business ethics

principles, values, and standards that guide behavior in the business environment ensure that companies act responsibly

corporate governance

rules, practices, and processes used to direct and control an organisation in the best way possible

corporate social responsibility

commitment to behave ethically, contribute to the economy, improving quality of life of workforce

triple bottom line (3P)

people, planet, & profit

anthropocene

a geological area where human activity is the dominant force in changing the ecosystem and environment

environment

living and non-living things and their effect on humans

environmental condition

the state it is in, including the natural resources and flora

environmental aspect

element of an organization’s services that interact with the environment

environmental impact

change to the environment resulting from a organization’s environmental aspects

pollution

bringing harmful substances into the environment that damage the ecosystem

ecosystem

a system of living organisms interacting with the physical environment

greenhouse effect

a process where gasses(inc. co2) trap heat in the atmosphere

climate change

long-term changes in the climate caused by human induced amplified greenhouse effect

ecosystem services

the benefits humans receive from the ecosystem. provisioning, regulating, supporting, & cultural

environmental challenges

problems in the ecological system

key sustainability principles

polluter pays, precautionary principle, participatory principle

sustainable supply chain management

the road of the product from raw materials to customer

Environmental management system (EMS)

managing environmental impacts by structured planning and implementing environment actions

environmental components

natural (biotic & abiotic), human made, human

emas & iso 14001

provide a framework for setting up and implementing an EM

sustainable operations management

designing and controlling business processes to maximize efficiency while reducing environmental impacts

life cycle assessment

determines environmental impacts, cradle to grave

sustainable product design

design to minimize environmental impact through its life cycle

lean and green manufacturing

combines waste and time reduction with environmental protection

safety regulations

legally binding rules established by authority to minimize risk

professional safety organizations

bodies dedicated to occupational health and safety, U.K. Institution of Civil Engineers, German Technischer Überwachungsverein (TUV), & American Society of Mechanical Engineers (ASME

insurance schemes

recognition of trade unions and work reduction in germany, workman’s compensation act in UK

taylorism scientific method

study work and determine the most efficient way to perform a specific task and write them down

taylorism rules & procedures

it says what must be done (or not done) and the conditions to do this

taylorism violations

Behavior that does not conform to the procedure

gilbreth method

to eliminate fatiguing and time-wasting motions

dekkers model 1

the old view of safety, accidents happen cause people fail to follow procedures

dekkers model 2

the new view of safety, accidents happen cause systems shape behaviour

job perception gap

difference between work as imaged and work how it’s done

psychological behaviorism

is useful to influence actions, engineers people to fit a system

heinrich’s accident pyramid

300 injury, 29 minor injuries, 1 serious injury

heinrich’s domino theory

social environment and ancestry, fault of person, unsafe acts/conditions, accident, & injury

bird’s theory: energy transfer

600 damage incidents, 30 damage injuries, 10 minor injuries, 1 serious injury

bird’s domino effect

lack of control, personal factors, job factors, substandard practices and conditions, accident, loss

common cause hypothesis

minor incidents, near misses, and major accidents share the same underlying, systemic causes

behaviour based safety

focusses on individual employees and their behaviors

degrees of injury

lost time injury, medical treatment injury and first aid injury

human factors/ ergonomics

safety science includes capabilities and limitations of people into design

information processing

complete process from sensing information through to taking action, first cognitive revolution

error resistant

designed to disallow errors

error tolerant

doesn’t oppose errors but is forgiving when they occur

cognitive system engineering

study of human-tech-work interaction for safety-critical systems

joint cognitive system

views people and technology as an unit capable of cognitive work

automation surprise

systems act by themselves or with a large delay, surprising the operator

system build up

system, subsystem, unit and part

system safety

understanding technical, human, and environmental factors to design and operate

hazard

potential undesirable event

hazard analysis

potentials are detected, and the probability of occurrence is estimated

risk analysis

understanding by estimating likelihood and consequences

risk

effect of uncertainty on objectives

failure

lack of success

man made disaster theory

a catastrophic event resulting primarily from human actions, turner & pidgeon

incubation period

people believe the risk is under control, while in reality the danger is silently increasing

normalization of deviance

risky conditions are accepted as normal, leading to a reinterpretation of deviations as acceptable

creation of local rationality

people's decisions make sense to them at the time based on their constraints, turner & pidgeon

data overload

to much information

practical drift

gradual deviation from procedures; designed, engineered, applied, & failed stage

drift to danger

a slow decent to accidents, shorts cuts that “worked” but are actually very dangerous and then in time lead to accidents

component failure accidents

when elements of a system fails

complex systems

parts interact in unexpected, non-obvious ways

linear systems

cause & effect, failures happen visibly

loose coupling

delays are allowed, buffers exist, time to think

tight coupling

sequences happen fast, no breathing room

perrow’s normal accidents

complex and tight coupled systems, accidents are structural because you can’t slow it down or understand it

lekka’s high reliability organization

accidents are possible but not inevitable, reliability is a process

swiss cheese model

accidents happen because multiple system defenses fail at the same time

barriers

counter/ safety measures

reason’s active failure

front line, visible, & close to accident

reason’s passive failure

hidden problems, could take years before accident happens

reason’s loss

happens when defenses fail, the cost of system failure

interpretivist and functionalist view

objective systems and social construct

safety management systems

structured, organization-wide framework for managing safety

safety culture maturity/ ladder

pathological, reactive, calculative, proactive, generative

resilience

ability of a system to adapt and continue operating safely

resilience engineering

focuses on how systems succeed, emphasizing flexibility

safety 1

defines safety as the absence of accidents, focusing on what wend wrong

safety 2

defines safety as the ability to succeed under varying conditions, focusing on what goes right

resilience analysis grid

evaluates whether a system has the abilities needed to adapt; respond, monitor, learn, & anticipate