oshms as a tool for continual improvement by mr roy sucofindo
Post on 08-May-2015
750 Views
Preview:
DESCRIPTION
TRANSCRIPT
11
22
OSHOSH & Business & Business
HazardExposure In-appropriate
Control
Loss
Poorperformance
Productiondecline
•Impact to Community
InternalInternal ExternalExternal
Business Requirement
•Competitive Advantage
18/07/1118/07/11 © PT. Sucofindo 201© PT. Sucofindo 20111 – All rights reserved – All rights reserved
33
GOOD CORPORATE GOVERNANCE
Role and
Function of BOC,
BOD and
Committees
Vision,Mission,Business
Goalsand
Objectives
AccountingandM IS
RiskManagement,
Complianceand
Audit
HumanResources
andPerformance
MeasurementSystem
Protectingright of
shareholder
G C GG C G
18/07/1118/07/11 © PT. Sucofindo 201© PT. Sucofindo 20111 – All rights reserved – All rights reserved
44
R E L AT ION S HIP S
T e c hnic a l R is ks
P HY S IC ALAS S E T S
Ope ra t io na lR is ks
HUMANF AC T O R S
C o m m e rc ia lR is ks
F ina nc ia lC o ntro ls
R is ks
F IN AN C E S
S tra te g ic R is ks
P L AN S� acquisitions� mergers� change of government� innovation
� treasury� accounting� systems� fraud
� suppliers� customers� government� stakeholder� third parties� competitors
� error� safety� health� selection� skills
� equipment failure� infrastructure� natural perils
Enterprise Risk ManagementEnterprise Risk Management
18/07/1118/07/11 © PT. Sucofindo 201© PT. Sucofindo 20111 – All rights reserved – All rights reserved
Risk Evaluation
18/07/1118/07/11 55© PT. Sucofindo 201© PT. Sucofindo 20111 – All rights reserved – All rights reserved
Challenges to be meet
O S H A c t / S ta nda rd C o nve ntio n e tc .
•S pe c ific
•De ta il
•E nfo rc e
•Hig h re quire m e nt
•F irs t prio rity
OSHAwareness
Integrated Approach
B us ine s s E nviro nm e nt R e quire m e nt
•T e c hno lo g y s e que nc e
•Im pro ve m e nt in pro duc tio n
pro c e s s a nd m e tho d
•T ra de B a rrie r•Hum a n R ig ht
Is s ue
OSH Existence Today
77
Strategy to creating sustainable Strategy to creating sustainable OHS systemOHS system
• Short termShort term – Corrective Action Plan (refer to SIP)Corrective Action Plan (refer to SIP)– Human approach (coaching & training)Human approach (coaching & training)– Standard approach (refer to MHSStandard approach (refer to MHS, OSHMS, OSHMS))
• Long termLong term– Empowering organization structure (clarity the chain of Empowering organization structure (clarity the chain of
command & job description)command & job description)– Empowering human resources (clarity the responsibility, Empowering human resources (clarity the responsibility,
authority, & enhancing competence)authority, & enhancing competence)– System approach based on risk management (PDCA cycle, System approach based on risk management (PDCA cycle,
objectives, targets, programs)objectives, targets, programs)– Process approach based on function (mapping business Process approach based on function (mapping business
process, MHS, process, MHS, OOSSHH standard, standard, SOPSOP))
Involved All Aspects (Man, Machine, Product, Process, Environment, etc)
Involved All Aspects (Man, Machine, Product, Process, Environment, etc)
Covered activities such as Preventive, Curative, Rehabilitation and Promotion
Covered activities such as Preventive, Curative, Rehabilitation and Promotion
Enforced Active Participation from all level function of workplaceEnforced Active Participation from all level function of workplace
Covered all Management function ( Planning, Organizing, Actuating and Controlling)
Covered all Management function ( Planning, Organizing, Actuating and Controlling)
As assurance for having continuous improvement processAs assurance for having continuous improvement process
As Assurance tool to comply with Regulation and StandardAs Assurance tool to comply with Regulation and Standard
Integrated with Workplace Management SystemIntegrated with Workplace Management System
O S HMS - Ma na g e m e nt S y s te m Appro a c h
99
Commitment & Policy
Management Review
Planning
• Hazard, Risk Identification•Aspect& Impact Identification
• Legal requirement• Objective and Target
•SHE Management Program
Implementation•Structure and Responsibility
• Training, Awareness and Responsibility• Communication• Documentation
• Document Control• Operational Control
• Emergency Preparedness/Responses
Checking and Corrective Action
• Monitoring and Measurement• Nonconformance and Corrective
and Preventive Action• Records
• Internal Audit
Continual Improvement
ACTACT PLANPLAN
DODOCHECKCHECK
Basic Principle of SMK3/OHSAS 18001:Basic Principle of SMK3/OHSAS 18001:20072007Integrated as Management SystemIntegrated as Management System
1010
Kebijakan K3Kebijakan K3
PolicyAuditAuditFeedback from Feedback from measuring measuring performanceperformance
Management ReviewManagement Review
PlanningPlanning
1111
PlanningPlanning
PlanningAuditAuditFeedback Feedback from from measuring measuring performanceperformance
PolicyPolicy
Implementation Implementation and Operationand Operation
1212
Implementasi & OperasiImplementasi & Operasi
Implementation and OperationAuditAudit Feedback Feedback
from from measuring measuring performanceperformance
PlanningPlanning
Checking and Checking and Corrective ActionCorrective Action
1313
Pengecekan dan Tindakan PerbaikanPengecekan dan Tindakan Perbaikan
Checking and Corrective
ActionAuditAudit
Feedback Feedback from from measuring measuring performanceperformance
Implementation and Implementation and OperationOperation
PolicyPolicy
1414
Tinjauan Ulang ManajemenTinjauan Ulang Manajemen
Management Review
Internal Internal FactorFactor
External External FactorFactor
Checking and Checking and Corrective ActionCorrective Action
PolicyPolicy
Standar Audit SMK3Standar Audit SMK3(Permenaker No. 05/MEN/1996 Lamp. II)(Permenaker No. 05/MEN/1996 Lamp. II)
No Elemen 1
Pembangunan & Pemeliharaan Komitmen
2 Strategi Pendokumentasian 3 Peninjauan Ulang Desain & Kontrak 4 Pengendalian Dokumen 5 Pembelian 6 Keamanan bekerja berdasarkan SMK3
7 Standar Pemantauan
8 Pelaporan dan Perbaikan
9 Pengelolaan Material & Perpindahannya 10 Pengumpulan & Penggunaan Data 11 Audit Sistem Manajemen K3 12
Pengembangan Ketrampilan & Kemampuan
Total 166 kriteria
Peningkatan Berkelanjutan
Komitmen & Kebijakan
Perencanaan SMK3
Penerapan SMK3
Pengukuran & Evaluasi
Tinjauan Ulang & Peningkatan oleh
Manajemen
5 Prinsip
1616
• Management Commitment• Condition of Employment• Fear/Discipline• Rules/Procedures• Supervisor Control, Emphasis, and Goals
• Value All People• Training
• Personal Knowledge, Commitment, and Standards• Internalization• Personal Value• Care for Self• Practice, Habits• Individual Recognition
• Help Others Conform• Others’ Keeper• Networking Contributor• Care for Others• Organizational Pride
Dependent IndependentReactive• Safety by Natural
Instinct• Compliance is the
Goal• Delegated to Safety
Manager• Lack of Management
Involvement
Natural Instincts
Supervision
SelfTeams
Inju
ry R
ates
Interdependent
OSH-MS TO ESTABLISH SAFETY CULTURE
Engineering Control
OSH - MS Behavioral Safety
Note1. Internal Audit2. Certified Operator3. Certified Safety
Professional4. Safety Committee report5. Emergency S ituation
Preparedness 6. Hazardous Substances
Handling7. Working environment
monitoring8. OSH Data 9. OSH Training10. Health Care
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
% NC
1 2 3 4 5 6 7 8 9 10
Jenis Kategori
10 Kategori %NC Tertinggi
NC
T o p T e n o f Hig he s t % N C R T o p T e n o f Hig he s t % N C R C a te g o rie s C a te g o rie s F ro m O S HMS A uditF ro m O S HMS A udit
PT. SUPERINTENDING COMPANY OF INDONESIA (PERSERO)
10 Highest NCR
1818
Based on Survey on OSH Condition of Small and Medium Based on Survey on OSH Condition of Small and Medium Scale Industries in Jakarta and its suburbs (100 Scale Industries in Jakarta and its suburbs (100 manufacturing)manufacturing)
• Commitment of employer and worker are very low, Commitment of employer and worker are very low, which is influenced by unclear responsibility at which is influenced by unclear responsibility at management level management level
• 16 % claimed that they have a written OSH Policy 16 % claimed that they have a written OSH Policy • 23 % have safety unit23 % have safety unit• 10 % require pre-employment examination10 % require pre-employment examination• 22 % keep records of occupational injuries 22 % keep records of occupational injuries • 81 % accident caused by human error (unsafe act) 81 % accident caused by human error (unsafe act) • 16 % have canteen or eating room16 % have canteen or eating room• 16 % have safety training for they employees or 16 % have safety training for they employees or
newly hired employeesnewly hired employees
1919
PROGRAMSPROGRAMSMinistry Regulation No. 05 Year 1996 concerning Ministry Regulation No. 05 Year 1996 concerning
OSH Management SystemOSH Management System
Gov Regulation for OSH-MS implementation
ACT No. 13 YEAR 2003Article 87
Compulsory in every companiy to implement OSH Management System
Governance Standards
Management System Standards
Process &methodology Standards
Capability Standards
Technology Standards
Terminology Standards
RequirementsStandards
Guidance Standards
Sector Specific Standards
Categories within the family of social security standards
2222
General ImprovementGeneral Improvement
AreaBaseline (Aug 06)
Second audit (Apr 07) May 2007 Jun 2007 Jul 2007 Aug 2007 Target (%)
MHS 02 Logistic 57 60 61 61 61 61 65MHS 08 Logistic 16 52 52 52 55 57 60MHS 11 Logistic 16 36 36 36 40 40 55MHS 17 Material Management 33 51 51 51 54 54 55
TOTAL 28 46 47 47 49 49 55
TARGET (%) 55CURRENT (%) 49NEED IMPROVEMENT (%) 6To Achieve Target 2
SCM MHS - SIP PROGRESS
0
10
20
30
40
50
60
70
MHS 02 MHS 08 MHS 11 MHS 17 TOTAL
SCM SIP Achievement
AreaBaseline (Aug 06)Second audit (Apr 07)May 2007Jun 2007Jul 2007Aug 2007Target (%)
2323
Gap analysis from previous auditGap analysis from previous audit
• Low awareness on MHS standardLow awareness on MHS standard• Lack of behaviour in operation level Lack of behaviour in operation level • Low competence on specific qualificationLow competence on specific qualification• Lack of communication from middle Lack of communication from middle
management to operator levelmanagement to operator level• Lack of leadership in terms of supervising in the Lack of leadership in terms of supervising in the
field operationfield operation• Inconsistency in the evaluation stages in terms Inconsistency in the evaluation stages in terms
of follow up corrective action the SIPof follow up corrective action the SIP
2424
Strategy to creating sustainable Strategy to creating sustainable OSH ManagementOSH Management SSystemystem
• Short termShort term – Corrective Action Plan (refer to SIP)Corrective Action Plan (refer to SIP)– Human approach (coachingHuman approach (coaching, , trainingtraining, promoting, promoting))– Standard approach (refer to MHS)Standard approach (refer to MHS)
• Long termLong term– Empowering organization structure (clarity the chain of command & Empowering organization structure (clarity the chain of command &
job description)job description)– Empowering human resources (clarity the responsibility, authority, & Empowering human resources (clarity the responsibility, authority, &
enhancing competence)enhancing competence)– System approach based on risk management (PDCA cycle, objectives, System approach based on risk management (PDCA cycle, objectives,
targets, programs)targets, programs)– Process approach based on function (mapping business process, MHS, Process approach based on function (mapping business process, MHS,
EHS standard, PKS)EHS standard, PKS)– Software for database & application (web based) : document control, Software for database & application (web based) : document control,
risk assessment, reporting non conformity & monitoring corrective risk assessment, reporting non conformity & monitoring corrective action action
2525
Challenge stages due to OSHMS Challenge stages due to OSHMS operation excellence in SCMoperation excellence in SCM
• DevelopmentDevelopment– System approach System approach
• EHSMS structure : OHS Policy, Objectives & programs, project palnningEHSMS structure : OHS Policy, Objectives & programs, project palnning• Document structure : document control list per functionDocument structure : document control list per function• Organization structure : project organization, report mechanism, MHS Organization structure : project organization, report mechanism, MHS
championchampion• OHSAS design approach (5 principle on OHSMS) : Commitment (Policy), OHSAS design approach (5 principle on OHSMS) : Commitment (Policy),
Planning, Implementation, Monitoring & Measurement, Evaluation Planning, Implementation, Monitoring & Measurement, Evaluation (Management Review)(Management Review)
– Standard approachStandard approach• MHS compliance checklist : comply to all 9 parameters (PDCA cycle) in each MHS compliance checklist : comply to all 9 parameters (PDCA cycle) in each
MHSMHS• Documentation : registration, risk assessment, skill matrix, working permit, Documentation : registration, risk assessment, skill matrix, working permit,
etc.etc.• Operational level : physically evidenceOperational level : physically evidence
– Human approachHuman approach• Awareness : dissemination by audit (SLA, ASA) refer to MHS standard, class Awareness : dissemination by audit (SLA, ASA) refer to MHS standard, class
room training for TKBM Balantang, safety meeting, safety talk,etcroom training for TKBM Balantang, safety meeting, safety talk,etc• Capacity building : training Lead Auditor for OHSAS 18001:2007, ISO Capacity building : training Lead Auditor for OHSAS 18001:2007, ISO
14001:2004, ISO 9001:2008, how to be a good auditor, internal auditor 14001:2004, ISO 9001:2008, how to be a good auditor, internal auditor MHS (EHS Dept)MHS (EHS Dept)
• MHS Champion coaching refer to MHS standardMHS Champion coaching refer to MHS standard
OSH
Coord
2626
Continue...Continue...• Deployment Deployment
– System approachSystem approach• EHSMS structure : SCM’s EHS Policy, Objectives & programs, project palnningEHSMS structure : SCM’s EHS Policy, Objectives & programs, project palnning• Document structure : document control list per functionDocument structure : document control list per function• Organization structure : project organization, report mechanism, MHS championOrganization structure : project organization, report mechanism, MHS champion• OHSAS design approach (5 principle on OHSMS) : Commitment (Policy), Planning, OHSAS design approach (5 principle on OHSMS) : Commitment (Policy), Planning,
Implementation, Monitoring & Measurement, Evaluation (Management Review)Implementation, Monitoring & Measurement, Evaluation (Management Review)– Standard approachStandard approach
• MHS compliance checklist : comply to all 9 parameters (PDCA cycle) in each MHSMHS compliance checklist : comply to all 9 parameters (PDCA cycle) in each MHS• Documentation : registration, risk assessment, skill matrix, working permit, etc.Documentation : registration, risk assessment, skill matrix, working permit, etc.• Operational level : physically evidenceOperational level : physically evidence
– Human approachHuman approach• Awareness : dissemination by audit (SLA, ASA) refer to MHS standard, class room Awareness : dissemination by audit (SLA, ASA) refer to MHS standard, class room
training for TKBM Balantang, safety meeting, safety talk,etctraining for TKBM Balantang, safety meeting, safety talk,etc• Capacity building : training Lead Auditor for OHSAS 18001:1999, ISO 14001:2004, ISO Capacity building : training Lead Auditor for OHSAS 18001:1999, ISO 14001:2004, ISO
9001:2000, how to be a good auditor, internal auditor MHS (EHS Dept)9001:2000, how to be a good auditor, internal auditor MHS (EHS Dept)• MHS Champion coaching refer to MHS standardMHS Champion coaching refer to MHS standard
– Setting EHS Committee : functional structure for EHSSetting EHS Committee : functional structure for EHS– QQTR : KPI per Superintendent areaQQTR : KPI per Superintendent area– Process approach : Mapping Bussines Process Vs Risk AssessmentProcess approach : Mapping Bussines Process Vs Risk Assessment
OHS
Coord
Superintendent
2727
Continue....Continue....• EmpowermentEmpowerment
– EHS committee take all project fase in terms of empowerment organizationEHS committee take all project fase in terms of empowerment organization– Training & audit by consultant teamTraining & audit by consultant team
– System approach System approach • EHSMS structure : OSH Policy, Objectives & programs, project palnningEHSMS structure : OSH Policy, Objectives & programs, project palnning• Document structure : document control list per functionDocument structure : document control list per function• Organization structure : project organization, report mechanism, MHS championOrganization structure : project organization, report mechanism, MHS champion• OHSAS design approach (5 principle on OHSMS) : Commitment (Policy), Planning, OHSAS design approach (5 principle on OHSMS) : Commitment (Policy), Planning,
Implementation, Monitoring & Measurement, Evaluation (Management Review)Implementation, Monitoring & Measurement, Evaluation (Management Review)– Standard approachStandard approach
• MHS compliance checklist : comply to all 9 parameters (PDCA cycle) in each MHSMHS compliance checklist : comply to all 9 parameters (PDCA cycle) in each MHS• Documentation : registration, risk assessment, skill matrix, working permit, etc.Documentation : registration, risk assessment, skill matrix, working permit, etc.• Operational level : physically evidenceOperational level : physically evidence
– Human approachHuman approach• Awareness : dissemination by audit (SLA, ASA) refer to MHS standard, class room Awareness : dissemination by audit (SLA, ASA) refer to MHS standard, class room
training for TKBM Balantang, safety meeting, safety talk,etctraining for TKBM Balantang, safety meeting, safety talk,etc• Capacity building : training Lead Auditor for OHSAS 18001:2007, ISO 14001:2004, ISO Capacity building : training Lead Auditor for OHSAS 18001:2007, ISO 14001:2004, ISO
9001:2008, how to be a good auditor, internal auditor MHS (EHS Dept)9001:2008, how to be a good auditor, internal auditor MHS (EHS Dept)• MHS Champion coaching refer to MHS standardMHS Champion coaching refer to MHS standard
Superintendent
2828
YANG PENTING……
2929
Terima Kasih
PT. Sucofindo (persero)Graha Sucofindo Lt. B1Jl. Raya Pasar Minggu Kav. 34Jakarta 12780
top related