Most of what goes wrong happens in the minutes around the work: at handover, during a changeover, in maintenance on a running plant.
Safety teams at
Two shifts stand in the same aisle for ten minutes. One crew is explaining what the machine did overnight, the other is already reaching for the tools. Nobody is watching the aisle.
Guards are open, tools are in hand, and a line that costs money is standing still. The rules have not changed. The time people give themselves to follow them has.
One machine is isolated and the two beside it are not. The work happens in a metre of floor that belongs to both, and the person doing it has their back to the gangway.
New starters, agency staff, a contractor crew in for a shutdown. They can read the markings. They cannot know that the tugger train comes through at half past six, or which door opens outwards.
The gangway between two running machines is wide enough for a person or for a pallet truck. Twenty times a shift it is used by both, and the person is the one carrying something with two hands.
Coolant on the floor, swarf under a bench, an air line pulled across for one job. None of it looked dangerous when it was put there, and all of it is on the route the early shift walks.
Your risk assessment lists them on separate pages. In a hall they turn up in the same gangway, in the same minute, and usually to the same person.
Nobody plans to reach into a machine that has not come to rest. People do it because it is quicker, because the part is right there, and because it has gone well a hundred times before. What decides the outcome is what the hands do in the next second.
The routes are marked and the driver knows them by heart. What is not marked is the pallet set down over the line for two minutes, and nobody hears a truck coming over a hall that is running. Both sides assume the other one has seen them.
A hall is full of small level changes: the stair to the mezzanine, the ramp at the bay, the lip where the old floor meets the new one. Every one of them is fine on its own. None of them is fine when the hands are full and the eyes are on the load.
“That guard is in the briefing every single year. In March somebody took it off to clear a jam, and I could not name one thing we had done differently since the year before.”
A run takes minutes and happens on your own floor. It fits into the gaps a shift already has, and a team can do it again as often as it needs to.
Two or three people at a time, at handover, during a changeover, on a maintenance morning. The situation runs for them and ends when they are done. Nothing on the floor is shut down, roped off or slowed for it, and no machine is taken out of the plan.
That is what makes repeating it possible at all. The same situation can be run again the same week and again a year later, as often as somebody needs it, and it costs the shift the same few minutes every time.
New starters, agency staff, a contractor crew in for a shutdown. They go through the same run as the permanent team, in the week they arrive, instead of waiting until enough people have been collected for a date.
Who took part, on what, and when — by team and by site, ready to export into the records you keep anyway. Participation, nothing about how a single person did.
Four figures from production sites that have been running this for a year. None of them describes the offer. They describe what the plant did with it.
Grouped the way your assessment groups them. The time is how long one run takes, from the first word to the last.
Your shortlist builds itself as you go
One of these ten is already saved. Whatever you add here stays in the Shortlist at the top of this page, and we go through it with you in the call.
Two of the ten, in full. A module is held for a year and the price does not move with how often you run it.
Machinery and tools
15–25 min per run
€499 per module per year
plus €2.39 per learner per year
Internal traffic
10–20 min per run
€499 per module per year
plus €2.39 per learner per year
A safety specialist who already covers three sites does not need a fourth thing to maintain. These four run alongside the training and none of them is booked separately.
You can see who trained on what, by team and by site.
The list can be exported the day somebody asks for it. Participation, not performance.
The record lands in the training file the plant already runs.
It is handed over in the form you already keep it in, so there is no second list to look in.
Everything a run needs is provided and kept working.
We service it and replace a unit that fails. Nothing is bought and nothing sits in a cupboard.
The first sessions are run on your floor, with your shift.
We stay until your own people run them without us. The first units, together.
These four are the reason a training still happens in the second year. What stays on your side is a space where people can move safely, somewhere to charge, and a slot in the shift.
What runs alongside the training
They are not asking the same question. A session that only answers one of the three never gets past the other two.
“I have said the same sentence about that guard for six years. Now they have taken it off and put it back with their own hands, and they are the ones who bring it up.”
“My only question was what it costs me in output. They go in two at a time at handover, so the answer was nothing. That is why I said yes.”
“I wanted to know what gets recorded about the people who take part. It is who was there and when, and it stops there. That was the point I would have blocked it over.”
Sorted into two: what you check before you decide, and what it takes to run it in a plant. Where the answer is no, it starts with no.
Write it in your own words. You get an answer in writing that you can pass on inside your company. We answer in English and German.
questions@preventario.exampleNo. Your safety instruction stays required and stays yours. The training sits next to it and gives people the situation the rules were written for, so the next briefing lands on something they have already done with their own hands.
No. Nobody is scored and nothing is graded. The plant gets a list of who took part, and that is all it gets. Individual results do not go to line managers and are not kept as a personnel file. We put that in writing before you start, so your works council can read it instead of taking our word for it.
One page, agreed before anyone takes part: what is recorded, what is not, who can see it, and how long it is kept. It is written with the council rather than handed to them, and it is the page everything later refers back to. Ask for it before the first session and take it into the meeting.
Usually nothing. The equipment runs on its own. It does not need your network, your directory, or anything installed on a machine in the plant. If you want the record connected to the system you already run, we tell your IT exactly what that takes and answer their questions directly.
In the gaps a shift already has: at handover, during a changeover, on a maintenance morning. Two or three people at a time step out, go through the situation and go back. Nothing on the floor is shut down, roped off or slowed for it.
They can go through the same run as the permanent team, in the week they arrive. That is usually the point of it: the people who do not yet know which gangway the tugger train uses are the ones a briefing reaches latest.
They can, and most should not. You pick the hazards per site, because a press shop and a packing hall do not share a risk assessment. The equipment moves between sites, so you do not need a set standing in every building to get going.
With one hazard at one plant, run with the people who would actually use it rather than with the management team. They tell you afterwards whether it was worth their time. The first conversation is about your risk assessment, not about a contract.
We take one hazard out of it — the machine, the route or the floor — and go through the training that covers it, the same way one of your people would.