Abstracts – Browse Results

Search or browse again.

Click on the titles below to expand the information about each abstract.
Viewing 11 results ...

Abdelhamid, T S and Everett, J G (2000) Identifying Root Causes of Construction Accidents. Journal of Construction Engineering and Management, 126(01), 52–60.

Allouche, E N, Ariaratnam, S T and Lueke, J S (2000) Horizontal Directional Drilling: Profile of an Emerging Industry. Journal of Construction Engineering and Management, 126(01), 68–76.

Back, W E, Boles, W W and Fry, G T (2000) Defining Triangular Probability Distributions from Historical Cost Data. Journal of Construction Engineering and Management, 126(01), 29–37.

Chinowsky, P S and Meredith, J E (2000) Strategic Management in Construction. Journal of Construction Engineering and Management, 126(01), 1–9.

Dunston, P S and Reed, A G (2000) Benefits of Small Projects Team Initiative. Journal of Construction Engineering and Management, 126(01), 22–28.

Ernzen, J J and Schexnayder, C (2000) One Company's Experience with Design/Build: Labor Cost Risk and Profit Potential. Journal of Construction Engineering and Management, 126(01), 10–14.

Hendrickson, C and Horvath, A (2000) Resource Use and Environmental Emissions of U.S. Construction Sectors. Journal of Construction Engineering and Management, 126(01), 38–44.

O'Connor, J T and El-Diraby, T E (2000) Urban Freeway Bridge Reconstruction Planning: Case of Mockingbird Bridge. Journal of Construction Engineering and Management, 126(01), 61–67.

Rowings, J E, Federle, M O and Rusk, J (2000) Design/Build Methods for Electrical Contracting Industry. Journal of Construction Engineering and Management, 126(01), 15–21.

Tilford, K R, Jaselskis, E J and Smith, G R (2000) Impact of Environmental Contamination on Construction Projects. Journal of Construction Engineering and Management, 126(01), 45–51.

Wilson, J M and Koehn, E & (2000) Safety Management: Problems Encountered and Recommended Solutions. Journal of Construction Engineering and Management, 126(01), 77–79.

  • Type: Journal Article
  • Keywords:
  • ISBN/ISSN: 0733-9364
  • URL: https://doi.org/10.1061/(ASCE)0733-9364(2000)126:1(77)
  • Abstract:
    The philosophy of safety management is a relatively new method of controlling safety policies, procedures, and practices within a company. This philosophy is currently being implemented by many construction companies to limit their liabilities and costs, thereby making them more competitive in the construction marketplace. While the principles behind safety management are fairly simple in concept, it is during the implementation of such a program that construction companies may encounter their most difficult obstacles. In fact, it is often the workers who present the greatest opposition—the same individuals who benefit the most by improved safety conditions on the site. Safety management is a dynamic process operating in a constant state of change. Therefore, the process must be constantly monitored and adjusted to achieve the desired goals. This paper presents a discussion of the methods of safety management employed on a small-to medium-sized project in the northwestern United States. The discussion will highlight several of the problems encountered and the solutions utilized to overcome these problems.