Creating a Safer, More Reliable World

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SEAM Group is uniquely capable of providing an integrated, technology supported blend of services to improve asset safety, reliability, and maintenance across your assets and to provide that across all your facilities globally.


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We’ll help you prevent incidents, educate employees and contractors, develop processes, reduce costs, and save lives.

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Strengthen asset performance, increase overall uptime, streamline operations, and improve work prioritization.

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Completing the asset optimization life cycle with mission-critical installations, maintenance, and repairs

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Our Service Offerings

Help organizations optimize energized asset performance.

Every day, our expertise in enhancing the safety, reliability, and maintenance of energized assets is leveraged by more than 500 clients across the world to achieve their safety and optimization goals. Explore our capabilities and discover why so many have come to rely on our team for success.

Consulting & Training

Consulting & Training

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Inspection & Assessment

Inspection & Assessment

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Installation & Repair

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Data & Technology

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About SEAM Group

Optimization Success Starts Here

SEAM Group is focused on optimizing asset safety, reliability, and maintenance for more than 500 clients in multiple industries around the world. Leveraging our One SEAM, One Solution approach, our team provides integrated solutions for common asset challenges through the most comprehensive suite of asset optimization capabilities available.

Each year, our expert team inspects, assesses, and supports more than 2,000,000 pieces of equipment worldwide. Our team helps organizations in hospitality, pharmaceutical, food processing, consumer goods, and more improve the performance of their assets, teams, and processes for more significant operational and financial impact and ensures everyone’s safety interacting with energized assets.

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Follow The Energy: One Factor Above All Defines Fatality and Serious Injury Causation – And Spots It in Advance

We are convinced the vast majority of successful endeavors to save lives and quality of life begins with following the energy – a comprehensive canvassing of facilities for the sources of potentially lethal energy. Despite breakthroughs more than a decade ago highlighting the different character of fatalities and serious injuries (FSIs or SIFs) compared with less consequential incidents, the worst accidents have remained stubbornly resistant to prevention. The patterns during the intervening years further validated those essential findings and demonstrated the struggles most leadership teams encounter in learning from them.

In this White Paper we discuss the historical challenges of managing safety in addressing FSI exposure, as well as cover the eight steps to identify, assess, predict and manage how FSI events in industrialized assets can be avoided.

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Explore industry trends, news, and insights from our expert team.

If you’ve had a chance to review the previous articles on the Laws of Enterprise Asset Management (EAM), you have started to understand that it takes more than just technical expertise to improve operational and safety performance in your organization. In this post, we continue the EAM discussion and provide an overview for laws five through seven. Known as the laws that represent the path to optimization, let’s review them below

Skip this post now and read all of the 9 Laws of Enterprise Asset Management when you download the latest white paper.

But First, a Recap…

In case you missed the previous articles, the “Introduction to Asset Management” provided an overview of SEAM Group’s white paper, the 9 Laws of Enterprise of Asset Management and highlighted the first law: Protect People. The second article covered the laws two through four that set the foundation for asset management: Know the true goal; Obsess over the basics; and Embrace the technology. An organization is less likely to succeed at EAM without a foundation.

The Path to Optimization

The following laws (numbers 5-7) set the path for asset optimization.

Law #5 – Focus on returns, not costs.

It’s not uncommon to hear, “We need to reduce costs,” and, “We need to do more with less.” The problem with the actions that follow is sometimes cutting costs has expensive consequences, such as asset breakdowns and safety incidents. This is why it’s important to focus on returns, and to consider any funds to be investments instead of costs. If a project costs $250,000 or the like, think about whether or not it has a high rate of return and how that could benefit your organization in the long-term.

Law #6 – Optimize the critical path.

Assets that create the most constraints are considered to have a much higher level of importance or “criticality.” The most effective enterprise asset management strategies will assign a higher priority to these type of assets in order to improve overall operations.

For example, assume a bottling facility has three machines that stamp out bottle caps compared to one machine that labels the bottles. The machines that stamp out the bottle caps can perform the work at a much faster rate than the labelling machine. However, the dependance on the labelling machine is significant, and therefore, is considered at a high criticality. The machine will be identified as a priority in an EAM strategy in order to continue operation and improve production without compromising safety.

Law #7 – Foresee the catastrophe.

In a world that prizes glass-half-full thinking, it’s not easy being the person who points out all of the worst-case scenarios. And yet, that’s the charge of a good asset manager. Knowing how to keep things running requires anticipating the “rare but predictable” events that could cause extended downtime for their enterprises. Therefore, asset managers must always be assessing the system’s vulnerabilities and asking themselves, “What can go wrong? What is the likelihood of that happening? And, what are the consequences if it does happen?” The reward of mastering this science is seeing a contingency plan work well in the off chance it’s needed and seeing the system continuing to run smoothly when it could otherwise have been brought to a halt.

The Complete List of EAM Laws Available Now

There are two more laws left to discuss, but you don’t have to wait for the next post to be published when you download the full white paper the 9 Laws of Enterprise Asset Management. Learn the core principles behind asset management all in one place and start applying them to your EAM strategy for improved performance across your organization.

Need an expert to help develop your strategy and guide your optimization efforts? Learn more about SEAM Groups’ EAM services and contact us to discuss your needs.






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If you eliminate non-injury incidents, you lessen fatal and serious injuries (FSI’s). That’s the theory behind well-known safety scholars like Herbert William Heinrich and Frank E. Bird, which is still being followed in many of today’s safety environments. The problem with this theory is that it is significantly flawed, especially when applied to energized asset management. In our latest white paper, Follow the Energy: One Factor Above All Defines Fatality and Serious Injury Causation – And Spots It in Advance, we discuss what’s wrong with the Heinrich-Bird accident pyramid and why a different strategy is needed to reduce serious injuries and fatalities in electrical safety. Read the overview of the white paper below and learn the best practices for FSI prevention when you download the full version here.

Why FSI’s Require Distinct Reduction Strategies

When working towards a safety goal of zero, almost all organizations continue to have just one initiative – one that is likely reducing slips, trips, falls, cuts, contusions, and sprains. Yet, no progress is being made towards preventing the worst incidents. It’s because of Heinrich’s and Bird’s pyramids that this initiative is common in many safety environments and why organizations are so adept to preventing less severe injuries.

While Heinrich’s and Bird’s work do play a positive role in helping organizations mitigate incidents, there is a drawback to highly focusing on near misses and minor incidents. Working primarily at the bottom of the accident pyramid leaves organizations vulnerable to more serious events, which contrary to belief, are not random and, in fact, predictable and avoidable with sufficient reliability and maintenance programs. SEAM Group’s white paper dispels the beliefs that FSI’s are freak accidents and ascertains that each FSI has a root cause, and therefore, are not chance events.

By developing targeted strategies and using sophisticated data collection systems, organizations can identify if an FSI is influenced by materials, equipment, facilities, humans, or energy. With this information, organizations can have a better understanding of why FSI’s happen, increase the level of their predictability, and have a mitigation plan in place for ongoing prevention.

Properly Predict and Prevent FSI’s in Your Organization

Nearly every serious injury and fatality is predictable and within the scope of a rigorous, risk-based, systemic approach. Knowing this, organizations can develop strategies at the leadership level for preventing FSI’s and train electrical safety workers to ensure no one gets seriously injured or hurt. If you’re an organizational leader that needs guidance on predicting and preventing FSI’s, download our latest paper to get started.

In this white paper we discuss:

  • The Heinrich-Bird accident pyramid and why it doesn’t work in electrical safety

  • Why developing a different strategy for reducing FSI’s is needed

  • Real-life scenarios that illustrate FSI predictability

  • Human factors and their influence on safe work performance

  • Eight steps for FSI prevention to ensure workers avoid high levels of energy

When organizations are able to protect their workers from incidents (no matter where they fall on a pyramid), every level of performance improves. Read our latest white paper to learn how applying a new approach and a few best practices can yield better safety outcomes across your organization.

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In December 1970 President Nixon signed the Occupational Safety and Health Act into law and in so doing created OSHA, NIOSH, and OSHRC.  In April of 1971 OSHA opened its doors and this month, therefore, celebrates its 50th anniversary.   Over the last 5 decades, it is undoubtedly the case that the efforts of OSHA, Employers, and Labor have collectively conspired to improve the health and safety of the workplace and that is, indeed, a cause for celebration. Non-fatal injuries in the workplace are estimated to have been cut by a factor of 4 in the intervening period. That equates to tens of thousands of workers, and their families, who have not had to deal with the trauma, pain, and loss of security that goes along with workplace injury. This is, most certainly, something for which we should all be immensely grateful.

It has been a collective effort, with stakeholders in government, unions, and industry working towards a common goal – that more people go home exactly as they came to work.  Though a collective effort, it is fair to say it has not always been collaborative. The focus and orientation of the various stakeholders have not always been aligned. The view on how best to make progress, and who best to drive the agenda, has been a point of contention. Nonetheless, we have made progress and we now have a regulatory framework, reporting requirements, standards, and management systems that any employer must or should be using as part of running their business safely.  In reality, however, progress has slowed. Recent administrations have struggled to drive the agenda, and the focus on rules and compliance has failed to sustain ongoing improvement.

Perhaps of greatest concern are two issues. First, that fatal incident rates have not improved in parallel with nonfatal. You can read more on this in our recent White Paper "Follow the Energy: One Factor Above All Defines Fatality and Serious Injury Causation – And Spots It in Advance." Great progress was made in the first three decades of OSHA’s existence, with fatal incidents falling by over half despite significant growth in the total workforce. But over the last two decades, this fatal injury number has been remarkably stubborn and resistant to the rates of improvement we should all expect. Clearly, the collective stakeholders here are getting something wrong.  Second, all the evidence suggests that occupational health in the US is a serious problem, lacking visibility, underreported, and with accountability and collective effort many decades behind our work in occupational safety. It is estimated 50,000 Americans lose their lives each year due to workplace exposures to harmful substances.

So, what for the future of OSHA?  There are those who may argue that more funding, more standards, more inspection, and more fines are a pathway to move forward. It is undoubtedly the case that some OSHA standards are ludicrously outdated, and the agency needs support in addressing those gaps. But, even a doubling of the inspection regime would mean most employers only getting a visit from OSHA once in the average American lifetime – hardly likely to move the bar. Penalizing those committing egregious acts, those responsible for the deliberate commission should be the stick used against the bad actors who willfully fail to take on board their responsibilities to their employees to keep them out of harm’s way. Most employers in this country would support that notion because most employers want the staff to be safe at work, and at home.  Stronger fines and negative publicity can be powerful levers in getting bad employers to pay attention. However, for the majority of employers, a more collaborative and participative model is far more likely to gain traction. And that starts with OSHA being at the leading edge of thinking in workplace safety and health. The agency should be the go-to place for help, support, advice, and assistance. This requires a pivot from ‘policing’ to ‘partnering’. It requires that OSHA take the lead on the issues and challenges employers face, providing tools, insights, resources that enable. OSHA has the wherewithal, as a short visit to the OSHA website illustrates. Multiple tools and assessments, guidance, and best practices. Indeed, even the offer of free onsite consultation. Directionally OSHA started moving toward this more collaborative approach 6-7 years ago and further investment in these resources is far more likely to bear fruit.

In the same vein, all stakeholders should be undertaking a concerted effort to collaborate and drive the agenda. All too often we see competition not collaboration – between industry bodies, workers representatives, industry leaders, consultants, and service providers. We would all do well to remind ourselves that safety is not proprietary – it’s a collective moral obligation to share what we know that can save lives and prevent injuries. And at the forefront of this collective effort should be OSHA (and NIOSH) driving new thinking, new approaches, new science, and understanding, leveraging new technology – all in pursuit of doing, even more, to make work safer still in the next 50 years.