SAFE 412 Exam 1
Acts as a linking event between hazard and injury/illness
Unsafe act
SOPS, JSAs etc.
safety procedures/practices (element 1.2 management maintains clearly stated health policy)
Based on: Plan Do Check Act Continuous improvement cycle
Consensus standards (continual improvement)
Know difference of approaches
Approaches
Seeks to balance the indicators used to measure organizational results against the drivers of that performance Reactive (lagging) indicators: -performance results -stakeholder indicators Leading indicators: -Internal process indicators -Learning and growth indicators
Balanced Scorecard (Kausek Article)
-They can be located -Periodically reviewed, revised -Current versions available -THEY CAN BE CONTROLLED :To be controlled a document should be: -reviewed for accuracry -signed by approval authority -dated/revised number THE Above are typical requirements of SMS
Basic requirements for managing directives/documents
Time is the reason this is hard Key points: unsafe behaviors lead to incidents and accidents advantages: statistics support the notion that unsafe workers behaviors are the leading cause of accidents. disadvantages: behavior is hard to change: MODEL DOES NOT TYPICALLY ADDRESS MANAGEMENT SYSTEM DEFICIENCIES
Behavior-Based Safety Approach
The extent to which: -employees submit suggestions or ideas to improve OHS -employees watch out for eachother -employees are observed complying with safe work practices
Behavioral Indicators (examples)
Objective: Teach you how to develop a safety reward and recognition system What do you reward? Worker participation in: -activities that control or eliminate hazards -activities that teach workers to recognize hazards Reward safe work behaviors and actions Reward participation Reward performance on leading indicators
DEVELOPING A SAFETY REWARD AND RECOGNITION PROGRAM
An ever changing condition in which one attempts to minimize the risk of injury, illness, or property damage from hazards
Definition: Safety
The reward system is fair and everyone can participate Reward system is described The worker behavior being rewarded is specifically described The process which the rewards are determined is specifically described The nature of the reward is described -money how much? -time off how much?
Developing a safety reward and recognition system
Types of systems: Formalized systems -rewards are distributed on a quarterly basis -a certain amount of monies are set aside for making awards Ad-hoc systems - On the spot awards > "Caught in the Act" Types of rewards -money -Time off work -Recognition in meetings
Developing a safety reward and recognition system
Can be policies, program plans, or site wide procedures with one or more of the following -Establish or change EHS policies -Provide info essential to the operation of ehs organization -Define requirements/responsibilities that must be met for corporate EHS requirements
EHS directives
Key indicator of excellence Management makes safety performance a key indicator safety = productivity = quality
Element 1.10
goals/objectives management creates clear safety program goals
Element 1.3
Performance measurement management maintains a safety performance measurement and monitoring system that includes proactive performance measures measurements should be leading indicators OSHA type of measures : total record able case rate
Element 1.4
Management involvement Management shows visible participation on regular basis
Element 1.5
Roles and Responsibilities Management assigns roles/responsibilities
Element 1.6
Safety and health staff: act as a guide Supervisors (1st line): hold workplace safety meetings Managers (higher up): provide on going coaching and training Employees: follow all safety and health procedures and rules
Element 1.6 Roles
Sufficient Resources Management allocates sufficient resources time/money
Element 1.7
A system of accountability Management uses a system of accountability to ensure everyone completes their safety responsibilities Direct: performance appraisal, reward systems
Element 1.8
Periodic Reviews Periodic review of programs
Element 1.9
Element 2.1: Communication Policy -Management establishes policies for communicating information about sms Communication policy should cover every type of safety and health program -Job safety procedures (sops, work procedures) -Key communicative procedures ( lo/to, confined space, sds) use intranet for policy and processes for general communication option
Element 2 Organization communications and system documentation
Management has a mechanism for communicating safety and health info from top leadership through all levels.
Element 2.2 Leadership Communication
Management maintains a mechanism for getting feedback from employees to appropriate level of management. How to obtain info? -suggestion box -require tailgate meetings before major projects -etc
Element 2.3 Employee Feedback
Management maintains recordkeeping system including a clearly written document control procedure Benefits of recordkeeping: managers are more likely to address hazards if they see them in writing What should i keep?? -injury/illness data -IH surveys -Incident investigations -Audit results -Chemical inventory
Element 2.4 Record keeping Systems
Cost analysis/ Recordkeeping -Worker compensation costs -Uninsured medical costs paid by company -Equipment and materials repair and replacement costs
Element 2.4 continued
Why is employee involvement so important? employees are engaged in sms engaged workers tend to be safer workers they will buy into safety
Element 7 Employee involvement
Management has a policy or other documents that identify employee involvement as an element vital to the success of sms Element 7.1.1 - organization has identified benefits expected from employee involvement activities Element 7.1.2 - goals for employee involvement
Element 7.1
Management has a policy identifying site specific employee involvement tools Employee training: clear list of safety related roles for each position Recognition and reward: Employees who participate should receive recognition ACTIVITY BASED HAZARD RECOG AND ABATEMENT TOOLS: JSA'S, PHYSICAL HAZARD INSPECTIONS, SAFETY MEETINGS, etc
Element 7.2 Individual employee involvement
Element 1: Management leadership and commitment- Foundation, and management element Element 2: Organization communications and system documentation - PLAN and management element Element 7: Employee involvement- DO cultural and behavioral element
Elements covered from Czerniak and Ostrander
Conducting inspections Attending safety meetings ETC.
Employee roles of element 7
-Number of near misses reported -Percent of JSA's completed -Pecentage of training completed Good and bad leading indicators -Attendance rates at safety meetings -average time to implement corrective actions -number of audits/inspections conducted versus planned -number of positive rewards given for safety performance
Examples of Leading Indicators
Reward employees and supervisors for participating in safety activities/safe behaviors Make safety performance a key indicator in your business' performance in end year performance evaluations
Examples of management commitment (Element 1.1 =management makes sure all levels of line management implement sms)
Source with a potential to cause injury
Hazard
HIGHEST: Policy: Provides direction and vision Plan: Presents planning/implementation strategies Site-wide Procedures: required to implement the policies and operating plans Forms: collects info generated by process requirements, verifies that the process has been completed LOWEST:
Hierarchy among directives
Key point: error prone conditions and organization deficiencies lead to human error Advantages: error prone conditions are observable, predictable, and controllable Disadvantages: too much emphasis on these error prone conditions versus why these error prone conditions are allowed
Human Performance Approach
Incident (near miss): undesired event that, under different circumstances, could have resulted in personal hard or property damage Accident: unplanned and injurious or damagng event which interrupts the normal progress of an activity, preceded by an unsafe action
Incident vs accident
Safety professional is a technical upfront resource -recognition of hazards -evaluation of hazards
Logical role of safety professional in SMS
Key point: decisions can be reduced to cost/benefit determinations advantage: approach speaks in language of managers ($$) disadvantage: indirect cost of accidents are difficult to determine
Loss-Prevention/Control Approach
Set of interrelated or interacting elements of an organization to establish policies and objectives and processes to achieve those objectives
Management System (ISO-45001)
Do not measure effective implementation of safety programs ARE NOT PREDICTIVE > past performance does not predict future performance
Lagging Indicators (Negative)
Provide an overall estimate of the progress achieved a vision of "zero harm" Lagging measures are required by OSHA -OSHA 300 and 300A Forms
Lagging Indicators (Positive)
Metrics used to drive performance and are carried out to prevent and control injury, damage or loss > PREDICTIVE of future performance Metrics used to reflect improvements in -sms -worker behavior
Leading Indicators
Internal Process indicators: -Completion of JHA's -Percent of jobs ranked negligible or low risk Learning and growth indicators: -Training measures -behavior indicators
Leading indicators
Top Four: Issue safety and health policy statement Clearly define and communicate safety and health program goals/objectives Be visibly involved in safety program from top management show leadership
Management and leadership commitment (Element 1)
Lagging(trailing or reactive) Indicators -These rates measure "bad things" that have already happened (ex: injuries) These "after the fact" or "end of the road" rates include -OSHA total recordable case rate (TRC Rate) -OSHA lost work day case rate (LWC Rate) -OSHA days away, restricted, or transferred case rate (DART Case Rate) Ex. Injury rates, lost work days, number of incidents
Module 2: Performance measures
Unsafe Acts and Unsafe conditions what causes unsafe acts to occur? : faulty management or management systems
Near cause of accidents
Management system or part of a management system used to achieve the OH&S policy
OH&S Management System (ISO-45001)
-Number of reported near misses -number of employees voluntarily conducting safety walkthroughs -results of employee safety surveys
Obtaining info on behaviors > indirect
Plan > Do > Check > Act Performance measures Safety managers often have to select the group of safety performance indicators for the organization effectiveness of the safety manager and program are judged by these indicators
Performance Indicators
"Control the system" Key point: efficiency (productivity), quality, and safety are on the same playing field. = theres something wrong with the processes if deviations/accidents occur. advantage: safety becomes part of the business culture, strongly embraces continual improvement disadvantage: hard to change culture, takes commitment and time
Quality-Based Safety Approach
Key point: safety performance can be measured by degree of compliance with regulations advantage: easy to understand expectations disadvantage: hazards can still exist that are not covered by regulations
Regulatory Compliance Approach
Failure to report incidents, and near misses, defeats the whole purpose of a proactive safety program Creates pressure on employees not to report accidents, injuries, near misses
Rewarding Performance Based on Lagging Indicators
Programs designed to reward employees for safety-related behaviors evidenced and activities completed rather than for results
Rewarding performance based on leading indicators
Key point: there is an acceptable level of risk (MANAGEMENT + REGULATIONS) > this level of risk varies among organizations advantage: more flexible than loss prevention approach in terms of its end goal > its not just about saving money. its about enhancing reputation, etc. disadvantage: risk tends to be more qualitative (subjective). = hard to come up with solid numbers
Risk-Based Safety Approach
Directives Objective of this module is to understand the importance of safety and health directives and safety and health management system documentation and why they need to be controlled
SMS Objectives for this class
Key point: by controlling management systems you become more safe, by continually improving systems you reduce risk. advantages: you can "institutionalize" safety through issuance of directives (procedures) disadvantages: takes time and money to implement, takes management commitment.
Safety Management Systems Approach
Directive: an approved and controlled document that provides direction > policies, plans, or procedures governing site-wide operations > directs the ORGANIZATION -hazard communication plan -confined space permit entry procedure
What is a directive?
Safety management approach = quality + risk based approaches Part of an organizations management system used to develop and implement its safety policy and manage its safety risks safety management system is organized and structured to ensure they are capable of achieving standards of safety performance it is proactive and preventative in nature continuous management process
What is a safety management system (Continual improvement approach)
National safety council sms comprised of -administrative and management elements -operational and technical -cultural/behavioral ADOPTED BY (Czerniak and ostrander)
What is a safety management system (functional approach)
EHS is a sunk cost to the organization
Why are EHS professionals not liked in workplace
To establish consistent approved means for accomplishing a particular task, program, etc Also to meet requirements set forth in ISO-14001 Env management system ISO-45001: OSH management system
Why are directives needed
Leads to better control of processes REDUCES RISKS TO THE SAFETY PROFESSIONAL shows management commitment
Why is controlled SMS documentation needed
If employee sees something occurring that threatens the env then a directive needs to be written or revised to ensure a safer process is put into place [CONTROL] [PROCESS IMPROVEMENT] [ENFORCEMENT]
Why should employee be concerned about directives?
management is the safety program "doer" -correction -prevention -mitigation management is the drivers seat
logical roles for management under sms
based on ISO-9001 Quality standard (came first) based on ISO-14001 Environmental standard (came second)
safety management system (Continual improvement)
