Can Wearables Boost Safety?
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Technological wearables are on the horizon in fast-paced world, but JMJ ascribes to the tried and true IIF approach to address safety. We combine the traditional focus on the processes, practices and individual behaviors used to improve safety with an exploration into how people think about, feel about and relate to safety. Not only does the IIF approach lead to a safer workplace, it leads to a healthier, more productive workforce with stronger relationships up and down the organization.
Taking a lesson from the consumer world, Kinetic is out to start a new industrial wearable movement that targets safety first.
Technological wearables are on the horizon in fast-paced world, but JMJ ascribes to the tried and true IIF approach to address safety. We combine the traditional focus on the processes, practices and individual behaviors used to improve safety with an exploration into how people think about, feel about and relate to safety. Not only does the IIF approach lead to a safer workplace, it leads to a healthier, more productive workforce with stronger relationships up and down the organization.
Mike Goddu
Author
Michael co-founded JMJ in 1987 and has more than 25 years of industry and consulting experience. In the early 90’s, Mike developed the firm’s High Performance Projects practice, and has led numerous commercial and government engagements for JMJ, including Bechtel Group’s work during the rebuilding of Kuwait following the 1990-91 war; petroleum and chemical projects for Chevron in the U.S. and Middle East; alignment and leadership development for multi-billion (USD) chemical plants in Venezuela, Saudi Arabia and Kuwait; and alliance development and project execution for a $3 billion (CD) Shell refinery project in Canada.
Mike Goddu
Michael co-founded JMJ in 1987 and has more than 25 years of industry and consulting experience. In the early 90’s, Mike developed the firm’s High Performance Projects practice, and has led numerous commercial and government engagements for JMJ, including Bechtel Group’s work during the rebuilding of Kuwait following the 1990-91 war; petroleum and chemical projects for Chevron in the U.S. and Middle East; alignment and leadership development for multi-billion (USD) chemical plants in Venezuela, Saudi Arabia and Kuwait; and alliance development and project execution for a $3 billion (CD) Shell refinery project in Canada.
