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> Idiots walk into machinery all the time. Put up signs, do safety training, yell "Stop!" and still Darwin takes his share. It's still on leadership if they c

> Idiots walk into machinery all the time. Put up signs, do safety training, yell "Stop!" and still Darwin takes his share. It's still on leadership if they choose to hire idiots who get hurt. The solution is: don't hire idiots. If you look historically at manufacturing and the origins of signage and safety training, you'll find them mandated by the government (i.e. OSHA, etc.) because those things weren't always voluntarily provided by the employer. Upton Sinclair opened our eyes to this 100 years ago.

taneq 3y ago
What you're missing here is the numbers game. The size of the operation vs. the tolerance for worker injuries has a massive impact on this stuff. When you run a shop with five experienced people, if each of them has a 1-in-a-million chance of getting seriously injured on any given day, each year you have a 1-in-548 chance of a serious injury. Any sane person would call this risk acceptable. If you run a shop with 5000 people of equal skill level to those five above, you're talking a couple of deaths or permanent disability injuries per year, just from the numbers. Any rational person would say hey, that's the same risk, why are you mad? But society isn't rational and if any legal entity no matter how large kills or maims a couple of workers a day, there's an outcry and executive heads will roll. So yeah, they try to do better. At this point maybe 'hire smarter people' works? Now imagine you're running a multinational company with 500,000 people. If you operate like that original shop you'll see a couple of hundred deaths in your first year and then get sued into oblivion or lynched, and remember those were skilled experts. There aren't 500,000 skilled experts available for hire, and most of these jobs are ahem less skilled anyway, so you're hiring people with much higher rates of personal injury. To operate at this level you need to do stuff that seems dumb to the uninitiated, like relying on layers of subcontracting companies for everything while implementing byzantine and ever-shifting safety regulations that each subcontractor must commit to following. Sure, it costs an order of magnitude more, but it's worth it for the severability.

taneq 3y ago

What you're missing here is the numbers game. The size of the operation vs. the tolerance for worker injuries has a massive impact on this stuff. When you run a shop with five experienced people, if each of them has a 1-in-a-million chance of getting seriously injured on any given day, each year you have a 1-in-548 chance of a serious injury. Any sane person would call this risk acceptable. If you run a shop with 5000 people of equal skill level to those five above, you're talking a couple of deaths or permanent disability injuries per year, just from the numbers. Any rational person would say hey, that's the same risk, why are you mad? But society isn't rational and if any legal entity no matter how large kills or maims a couple of workers a day, there's an outcry and executive heads will roll. So yeah, they try to do better. At this point maybe 'hire smarter people' works? Now imagine you're running a multinational company with 500,000 people. If you operate like that original shop you'll see a couple of hundred deaths in your first year and then get sued into oblivion or lynched, and remember those were skilled experts. There aren't 500,000 skilled experts available for hire, and most of these jobs are ahem less skilled anyway, so you're hiring people with much higher rates of personal injury. To operate at this level you need to do stuff that seems dumb to the uninitiated, like relying on layers of subcontracting companies for everything while implementing byzantine and ever-shifting safety regulations that each subcontractor must commit to following. Sure, it costs an order of magnitude more, but it's worth it for the severability.