Alive and Well at the End of the Day, 2nd Edition

CHAPTER 12MANAGING ACCOUNTABILITY

We have listened to our stakeholders’ concerns that a lack of individual accountability undermines the…ability to rebuild trust and to move forward.

—Chairman of Rio Tinto

In operations dealing with problems is an everyday part of the front‐line leader’s job. Every once in a while, the problem or event has consequences significant enough to get management’s attention, and that’s the point where holding people accountable often becomes an important part of the conversation.

10:40 a.m., Managers’ Conference Room

Owing to the seriousness of the incident—there had been a huge product release and the potential for an explosion and fire—the general manager had flown in from headquarters to sit in on the investigation review. The meeting, which had begun at 10 a.m., was drawing to a close. The GM, who had sat silently through the meeting, was about to speak.

“Let me see if I heard this thing right. The two maintenance contractors knew exactly what was required to do the job safely before they began disconnecting the line. So did the leadman assigned to watch this job. Those requirements were documented on the Job Safety Analysis they received—which they signed. But they didn’t follow those instructions. When our operator checked on the job, he found them working but not complying. He said nothing. When the technical specialist visited the job and saw the problem, he said nothing. Is that right?”

The members of the plant management team nodded ...