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E3-E4
TELECOM FACTORY CORE
Industrial Safety Management
WELCOMESAFETY
SEMINAR
INDUSTRIAL SAFETY MANAGEMENT
SAFETY NEEDS
YOUR PARTICIPATION
LIFE IS RARE
LIVE WITH
CARE
ROLE OF
SAFETY MANAGEMENT IN
PRESENT SCENARIO
MANAGEMENT
- IT IS THE ART OF “KNOWING WHAT YOU
WANT TO DO” AND THEN SEEING THAT IT
IS DONE IN THE BEST AND CHEAPEST WAY.
- F.W.TAYLOR
- “THE ART OF THINGS DONE THROUGH OTHER
PEOPLE”.
- The American Management Associates
- “MANAGEMENT IS THE PROCESS BY WHICH
MANAGERS CREATE, DIRECT, MAINTAIN AND
OPERATE PURPOSIVE ORGANISATIONS
THROUGH SYSTEMATIC, COORDINATED,
COOPERATIVE HUMAN EFFORTS”
- DALTON E. MEFARLAND
- “MANAGEMENT IS WORK, AND AS SUCH IT
HAS ITS OWN SKILLS, ITS OWN TOOLS, ITS
OWN TECHNIQUES”, MANAGEMENT IS
PRACTICE. ITS ESSENCE IS NOT KNOWING
BUT DOING.
- PETER F. DRUCKER
WRONG ATTITUDES OF A COMMON MAN TOWARDS
SAFETY
“SAFETY & PRODUCTIVITY ARE TWO SIDES OF SAME COIN.
WITHOUT INCORPORATIING OR PRACTISING
SAFETY,OPTIMUM PRODUCTIVITY CAN’T BE ACHIEVED”.
SOME WORKER & SUPERVISORS THINK THAT
“ACCIDENTS ARE ACTS OF GOD & MAN CAN’T PREVENT”
THEY EVEN THINK THAT BY PRAYING GOD IT CAN
BE PREVENTED. .
SOME SAYS THAT
“DEVOTING TIME TOWARDS
SAFETY IS WASTE OF TIME”. AND
SAYS THEY ARE TOO BUSY
HENCE, FIND NO TIME TO DEVOTE TO
SAFETY.
SOME THOUGHT “ACCEPT THE SAFETY REGULATIONS”
MEANS THEORITICAL, BUT THE SAME CAN NOT BE PUT
INTO PRACTICE.
BY DOING SO PRODUCTION SCHEDULE WILL BE AFFECTED.
SOME SAYS THAT “ THE RESPONSIBILITY TO ENSURE
SAFETY IS NOT THEIR, BUT IT IS THE RESPONSIBILITY OF
“SAFETY OFFICIALS”. THEY DON’T BELIEVE THAT IT IS
THE “RESPONSIBILITY OF EVERY ONE”.
SOME SUPERVISORS DO NOT WANT TO INVOLVE FULLY IN
THE SAFETY MATTERS & THEY SATISFY THEMSELVES BY
SAYING “I HAVE DONE MY BEST AND NOW IT IS FOR THE
WORKERS TO FOLLOW THE SAFETY RULES”.
THE ABOVE MENTIONED DRAW BACKS OF THE
“WORKERS”, “SUPERVISORS”, “MANAGERS” Etc. CAN BE
REDUCED BY CONTINUOUS EDUCATION ON SAFETY
MATTERS. THUS, ACCIDENTS WILL BE PREVENTED.
NEW PRINCIPLES OF SAFETY MANAGEMENT
1. AN UNSAFE ACT, AN UNSAFE CONDITION, AN ACCIDENT: ALL THESE ARE SYMPTOMS OF SOMETHING WRONG IN THE MANAGEMENT SYSTEM.
2. CERTAIN SETS OF CIRCUMSTANCES CAN BE PREDICTED TO PRODUCE SEVERE INJURIES.THOSE CIRCUMSTANCES CAN BE IDENTIFIED AND CONTROLLED:
UNUSUAL, NON-ROUTINE
HIGH ENERGY SOURCES
NON-PRODUCTIVE ACTIVITIES
CERTAIN CONSTRUCTION SITUATIONS
3. SAFETY SHOULD BE MANAGED LIKE ANY OTHER COMPANY FUNCTION.
MANAGEMENT SHOULD DIRECT THE SAFETY EFFECT
• BY SETTING ACHIEVABLE GOALS
• BY PLANNING
• BY ORGANIZING
• BY CONTROLLING
4. THE KEY TO EFFECTIVE LINE SAFETY PERFORMANCE IN MANAGEMENT PROCEDURES THAT FIX ACCOUNTABLLITY.
1. WHY- SEARCHING FOR ROOT CAUSES OF ACCIDENTS ?
2. WHETHER OR NOT ?
• THE KNOWN CERTAIN EFFECTIVE CONTROLES ARE
BEING UTILISED.
5. THE FUNCTION OF SAFETY IS TO LOCATE AND DEFINE THE OPERATIONAL ERRORS THAT ALLOW ACCIDENTS TO OCCUR.
THIS FUNCTION CAN BE CARRIED OUT IN TWO WAYS :-
6. THE CAUSES OF UNSAFE BEHAVIOUR WHICH CAN BE IDENTIFIED AND CLASSIFIED.
SOME OF THE CLASSIFICATIONS ARE: -
• OVERLOAD (IMPROPER MATCHING OF A PERSON).
• WORKER’S DECISION TO ERROR.
7. IN MOST CASES, UNSAFE BEHAVIOR IS NORMAL
HUMAN BEHAVIOR, IT IS THE RESULT OF NORMAL
PEOPLE RELATING TO THEIR ENVIRONMENT.
MANAGEMENT’S JOB IS TO
CHANGE THE ENVIRONMENT THAT LEADS TO THE UNSAFE BEHAVIOR.
8. THERE ARE THREE MAJOR SUB-SYSTEMS THAT MUST BE
DEALT WITHIN BUILDING OF AN EFFECTIVE SAFETY SYSTEM :
(1) THE PHYSICAL
(2) THE MANAGERIAL
(3) THE BEHAVIORAL
9. THE SAFETY SYSTEM SHOULD FIT THE CULTURE OF THE
ORGANIZATION. THE SAFETY MANAGEMENT IN THE
ORGANISATION MUST BE IN CONSISTENT WITH THE OTHER
FUNCTIONS. THEY SHOULD NOT BE DIRECTIVE AND
AUTHORITARIAN. THEY NEED TO BE OPENED &
PARTICIPATIVE LIKE OTHER FUNCTION IN ORGANISATION.
10. THERE IS NO ONE RIGHT WAY TO ACHIEVE SAFETY IN AN
ORGANIZATION. HOWEVER FOR A SAFETY, SYSTEM TO BE
EFFECTIVE, IT MUST MEET CERTAIN CRITERIA.
(1) FORCE SUPERVISORY PERFORMANCE.
(2) INVOLVE MIDDLE MANAGEMENT.
(3) HAVE TOP MANAGEMENT VISIBLY.
(4) SHARING THEIR COMMITMENT.
(5) HAVE EMPLOYEE PARTICIPATION.
(6) BE FLEXIBLE.
(7) BE PERCEIVED AS POSITIVE.
JOB OF ANY
KIND
PLAN
WITH
SAFETY
IN MIND
THE PHILOSOPHY AND THE NEED FOR SAFETY
ACCIDENTS DO NOT HAPPEN
BUT
THEY ARE CAUSED
ABOUT 95% OF ACCIDENTS TAKE PLACE
DUE TO
UNSAFE PRACTICES
AND
UNSAFE WORKING FACILITIES
NOW THERE IS A NEED OF
CONTINOUS VIGILANT EFFORTS
MINIMIZE THE ACCIDENT TO A
VERY GREAT EXTENT
THEORY OF OCCURANCE OF AN ACCIDENT
H.W. HEINRICH ACCIDENT CAUSATION MODEL
IN THE YEAR 1929-30
H.W. HEINRICH - FIRST MAN IND. SAFETY & ACCIDENT
FAULT OF A PERSON
UNSAFE ACTION
88%UNSAFE
CONDITION 10%
ACCIDENT
INJURY
98% ACCIDENTS MISTAKES OF
HUMAN BEING
MISTAKES COMMITTED BY HUMAN BEING
- ANCESTRY & SOCIAL ENVIRONMENT – SURROUNDING
- HERIDITARY - BACKGROUND,INHARANT DISEASES
- KNOWLEDGE - SKILL, ATTITUDE
- APPLICATION OF KNOWLEDGE
IN PRACTICAL MEANS
- PHSYCHOLOGICAL - ANEXITY DUE TO FEAR & DISCOMFORT
FACTOR
1
29
300
FATAL/MAJOR ACCIDENT – 0.3%
MINOR INJURY - 8.8%
NO INJURY ACCIDENT - 90.9%UNSAFE ACT/COND
- HEINRICH THEROY - SAYS ABOUT INJURY
- WEAVER’S - SAYS SYMPTOMS OF OPERATIONAL ERROR
- FRANKE BIRD’S THEROY –TOTAL LOSS
ACCIDENT AND CAUSES OF ACCIDENT
ACCIDENT :- UNFORSEEN,UNCONTROL,UNEXPECTED
OR
SEQUENCE OF EVENT
OR
“AN INCIDENT HAS A POTENTIAL TO CAUSE LOSS.”
ACCIDENT DO NOT HAPPEN THEY ARE CAUSED
UNSAFE ACTS
PERSONALUNSAFE CONDITION
PHYSICAL OR MECH.
A: PROXIMATE OR DIRECT CAUSES.
B: CONTRIBUTING OR INDIRECT CAUSES.
88% 10%
2% ACT OF GOD NOT PREVENTABLE ACCIDENTS
DIRECT UNSAFE ACTS:- ANY ACTION WHICH CAN CAUSE
HAZARD TO RESULT AN ACCIDENT
OR NEARMISS
-OPERATING WITHOUT AUTHORITY –M/C,EQUIP.,VEH. etc.
-FAILURE TO SECURE
-FAILURE TO WARN
-OPERATING IN UNSAFE SPEED
-BY PASSING SAFETY DEVICES
-UNSAFE LOADING
-UNSAFE PLACING
-UNSAFE POSTURE
-WORKING ON DANGEROUS OR MOVING EQUIPMENTS
-FAILURE TO USE PERSONAL PROTECTIVE EQUIPMENTS
-USING WRONG TOOLS AND EQUIPMENTS
-HORSE PLAYING
UNSAFE ACTS
CONTRIBUTING OR INDIRECT CAUSES OF UNSAFE ACT
INADEQUATE SAFETY INSTRUCTION BY SUPERVISOR
LACK OF SUPERVISION ON OPERATORS
INCOMPLETE UNDERSTANDING OF TOOLS,M/Cs,EQUIP.
WITH REFERENCE TO THEIR DANGER
FOR GETTING TO USE SAFETY GUARDS
PHYSICAL AND MENTAL UNSTABILITIES-e.g.
POOR EYE SITE,
HARD HEARING, INTOXICATED, CRIPILED,
UNDERAGE, OVERSENSITIVE
UNSAFE CONDITION
A . DIRECT UNSAFE CONDITION:
1. UNGUARDED OR INADEQUATELY GUARDED M/Cs OR
EQUIPMENT.
2. DEFECTIVE CONDITION OF M/Cs, EQUIP., TOOLS ETC.
3. UNSAFE DESIGN OR CONSTRUCTION OF M/c & EQUIP.
4. HAZARDS WORK ARRANGEMENTS & METHODS –
INCLUDES UNSAFE METHOD OF STORING, PILING
ETC.
5. INADEQUATE OR INCORRECT ILLUMUNATION .
6. INADEQUATE VENTILLATION.
7. IMPROPER HOUSE KEEPING – THINGS ARE NOT IN
PROPER PLACES BLOCKING SAFE AND MOVEMENT
OF MAN AND MATERIAL AT THE WORK AREA.
8. NON PROVISION OF SAFE P.P.E.
U/C
B. CONTRIBUTING OR INDIRECT
CAUSES TO UNSAFE CONDITION
LACK OF ADEQUATE SAFETY TRAINING TO
EMPLOYEE
FOR ACCOMPLISHING JOB SAFETY.
LACK OF SAFETY AWARENESS BY THE MGMT.
NEGATIVE ATTITUDE OF MGMT. TOWARDS SAFETY.
SLACKENING OF ENFORCEMENT OF SAFE WORKING
RULES AMONGSTS EMPLOYEES.
IT IS
NOTHING
BUT
LOSS
SCENE AFTER AN ACCIDENT
ACCIDENT
INTERRUPTION OR STOPPAGE OF PRODUCTION
-RESULTS IN DAMAGE TO THE MATERIAL OR MACHINE.
-TO REDUCE MORAL & INTEREST OF THE WORKER.
-EFFECT ON QUALITY.
-TO INCREASE OPERATION COST,
MATERIAL COST, M/ C COST.
-TO REDUCE PROFIT MARGINE.
-TO INCREASE THE PRODUCT COST.
- INCREASE BURDEN ON SUPERVISOR IN ATTENDING TO
THE INJURED PERSON & INVESTIGATION WORK TO FIND
OUT CAUSES OF ACCIDENT.
- GOODWILL LOSS OR LOSS OF PRESTIGE IN THE SOCIETY.
“ULITIMATILY THE UNIT KNOWN AS
ACCIDENT PRONE INDUSTRY”
TO GET MORE
OUT OF LIFE--
WORK SAFELY
-REPLACEMENT OF DAMAGE
EQUIPMENTS & TOOLS
-TRAINING OF SUBSITUTES
WORKER,MEDICAL EXP.&
COMPENSATION
CONSEQUENCES RESULTING FROM ACCIDENTS
THE EMPLOYER
FOR
-TRAINED & EXPERIENCED
WORKERS
-WORKING HOURS
DIRECTLY & INDIRECTLYLOSS OF
COST OF
THE WORKER -PHYSICAL INCAPACITY
-PHYSICAL & MENTAL
SUFFERING
-MEDICAL EXPENSES
LOSS OF
-EARNING CAPACITY
-LIFE, EMPLOYMENT
THE FAMILY
-LOSS OF AN EARNING MEMBER
-PHYSICAL & MENTALSUFFERING
-EXPENSES TOWARDS LOOKING
AFTER THE WORKER, IF HE IS
PERMANENTLY DISABLED.
THE SOCIETY
-PERMANENTLY DISABLED
WORKER BECOMES BURDEN
TO THE SOCIETY.
-HAS TO PAY INDIRECT COST
OF ACCIDENT INCLUDED IN THE
PRODUCT SOLD/SERVICED BY
EMPLOYER.
THE STATE
-MEDICAL EXPENSES OF INJURED.
-INVESTIGATING EXPENSES.
-LEGAL EXPENSES FOR CASES.
COST OF ACCIDENTS
DIRECT COST MEDICAL & COMPENSATION
EXPENSES
COST OF WORKING TIME.
REPAIRING COST.
COST OF WAGES.
OVERTIME COST.
SUPERVISORY COST.
COST DUE TO DECREASE OUTPUT.
TRAINING COST.
UNINSURED MEDICAL COST.
INVESTIGATION COST.
COMPENSATION COST.
COMPENSATION PROCESSING.
INDIRECT COST
MISCELLANEOUS COSTS
PUBLIC LIABILITY CLAIM.
LOSS OF PROFIT ON CONTRACT.
ORDER LOST.
COST OF EXCESS SPILLAGE OR WASTAGE.
COST OF DEMURHAGE.
COST ANALYSIS
SAFETY IS RESPONSIBLE FOR THE REDUCTION IN
THE
INPUT COST OF AN INDUSTRY.
THE COST OF
ACCIDENTS
DIRECT OR
VISIBLE COST
INDIRECT OR
INVISIBLE COST1 : 4
SAFETY IS RELATED MAINLY TO THE PREVENTION OF
ACCIDENTS IN AN INDUSTRY.
ACCIDENTED PERSON/WORKER GIVEN FIRST-AID.
DIRECT OR VISIBLE COST
TRANSPORTATION CHARGES TO THE NEAREST HOSPITAL.
HOSPITAL CHARGES AFTER ADMISSION INTO THE HOSPITAL.
FREE MEDICAL AID & WAGES DURING OSPITALLISATION
COMPENSATION AMOUNT FOR INJURY AS PER RULE.
HEAVY COMPENSATION AMOUNT IF WORKER LOST HIS LIFE .
IF WORKER DIES , WIFE IS TO BE PAID FAMILY PENSION.
DEEPENDS ON NATURE OF ACCIDENTS OR ITSSERIOUSNESS .
STOPPAGE OF WORK DUE TO ACCIDENTS . AFFECTS PROD.& PROD. SCHEDULE.
INDIRECT OR INVISIBLE COST
INTERRUPTION IN SUPERVISION WORK & ITS COST.
DAMAGE OR SPOIL TOOL OR MACHINE APART FROM INJURED WORKER.
REPAIRING COST OF DAMAGED MACHINE .
IF WORKER DIES SUITABLE SUBSTITUTE IF NOT , TRAINING COST.
FREQUENT VISIT COST TO THE HOSPITAL FOR PAYMENT TO THE INJURED WORKER TILL HIS RECOVERY.
COST OF ENQUIRY , INVESTIGATION , COMMITTEE MEETING , VISIT FACTORY INSP.LEGAL FORMALITIES.
ACCIDENT PREVENTION
METHODS
ENGINEERING REVISION
EDUCATION & TRAINING
ENFORCEMENT
TO PREVENT UNSAFE
CONDITION
TO FOLLOW SAFETY RULES
ENTHUSIASM TO MAINTAIN INTEREST
EXAMPLE TO LEAD THEM TO CORRECT
WAY TO ENSURE SAFETY
TO PREVENT UNSAFE ACTS
ENGINEERING REVISION TO ELIMINATE UNSAFE CONDITIONS
AT THE DESIGN STAGE
- POOR LAYOUT.
- POOR ILLUMINATION.
- VENTILATION.
- UNGUARDED MACHINES.
DANGEROUS MATERIAL & PROCESS
- FEASIBLE SUBSTITUTION.
- ALTERATION.
CLOSE CO-ORDINATION
WITH SAFETY DEPARTMENT
- PURCHASE DEPTT.
- QUALITY CONTROL DEPTT.
- PRODUCTION DEPTT.
* EDUCATION & TRAINING
* TRAINING TO NEW WORKER
-ABOUT THE DANGERS OF THE JOB
-TO WORK CORRECT & SAFE WAY
EDUCATION TO EXISTING EMPLOY
IN THE FIELD OF SAFETY
-SEMINARS & REFRESHERS
COURSE
TO IMPROVE KNOWLEDGE OF WORKER
& SUPERVISOR
-SAFETY EXHIBITION
- SAFETY FILMS
ENFORCEMENT
o THE MANAGEMENT SHOULD IMPLEMENT
- LEGAL PROVISIONS
- SEEK GUIDANCE FROM ENFORCEMENT AUTHORITIES
o SUITABLE PUNISHMENT AS PER LEGAL
PROVISIONS
- WILLFULLY INDULGE IN UNSAFE ACTS
- WORKERS WORK IN DRUNKEN CONDITION
o THE MANAGEMENT SHOULD THINK OF PROVIDING
ALTERNATE EMPLOYMENT
- FOR ACCIDENT- PRONE EMPLOYEE
o TRY TO INVOLVE TRADE UNIONS
- IN IMPLEMENTAION OF SAFETY
ACTIVITIES
ENTHUSIASM• SUGGESTION & REWARD
-INVITE SUGGESTIONS FROM WORKERS,SUPERVISORS,
AND OFFICERS
• TO CREATE INTEREST IN THE FIELD OF SAFETY
- BY CONDUCTING SAFETY COMPETITION,CONTESTS etc.
• GROUP CASH AWARD
-BEST HOUSE KEEPING SHOP
-ACCIDENT FREE PERFORMANCE
EXAMPLE
MANGEMENT SHOULD SET AN EXAMPLE
-BY PREPARING SAFETY POLICY AND CIRCULATING THE
SAME AT ALL LEVEL OF EMPOYEES,PERIODICALLY
SUPERVISORS SHOULD SET AN
EXAMPLE
-WILLINGLY TAKEUP THE IMPLEMENTATION OF SAFETY
RULES IN THEIR RESPECTING AREA
-WHOLEHEARTED INVOLVEMENT IN THE SAFETY OF
THEIR WORKERS FOR SAFE WORKING
SAFETY IS MULTI DISCIPLINARY
FUNCTION
AND
CALLS FOR INVOLVEMENT OF ALL
CONCERNED
SAFETY IS EVERY BODY’S
RESPONSIBILITY
IT IS LINE RESPONSIBILITY
AND STAFF
FUNCTION
TIPS OF ACCIDENT PREVENTION
S.H.E. POLICY TO COMPLY
EQUIPMENTS
MACHINERY
TOOLS
IN GOOD CONDITION,SAFE
WORKING ORDER & FREE FROM
ANY DAMAGE.
HOUSE KEEPING TO MAINTAIN GOOD.
P.P.E. TO PROVIDE & ENSURE ITS USE.
SAFETY RULES ADHERENCE OF SAFE WORKING
PRACTICES.
SAFETY COMMITTEE WHOLE HEARTED PARTICIPATION
ANY HAZARDOUS
U/A,U/C
BE CONSTANT ALERT &
ANTICIPATE.
ANY U/A,U/C OBSERVED,BRING IT TO THE NOTICE OF
SUPERVISOR OR SAFETY OFFICER.
SAFETY IS NOT ONE TIME
AFFAIR
BUT
IT IS CONTINOUS ONE
BETTER BE SAFE
THEN SAY
SORRY
AFTERWARDS.
SAFETY MANAGEMENT SYSTEMSTO ENSURE HIGH SAFETY PERFORMANCE IN AN
INDUSTRIAL UNIT :-
- FORMULATING AND ADOPTING AN
OCCUPATIONAL HEALTH AND SAFETY
POLICY.
- ESTABLISHING A GOOD SAFETY
ORGANISATION.
- CONSTITUTING A SAFETY COMMITTEE.
- ALLOCATING A SAFETY BUDGET.
- ESTABLISHING A SYSTEM OF ACCIDENT
REPORTING INVESTIGATION & ANALYSIS.
- FORMULATING SAFETY INSPECTION
PROCEDURE.
- ARRANGING FOR SAFETY EDUCATION &
TRAINING.
- ADOPTING SAFETY COMMUNICATION
/ MOTIVATION/PROMOTION MEASURES.
- IMPROVING GENERAL WORKING
CONDITIONS INCLUDING HOUSE
KEEPING, NOISE CONTROL,
VENTILATION & ILLUMINATION.
- ESTABLISHING HAZAARD IDENTIFICATION
AND CONTROL MEASURES WITH TECHNICAL
ASPECTS.
- FORMULATING EMERGENCY PREPAREDNESS
PLAN.
1. WHETHER HAZARDS ARE IDENTIFIED OR NOT
- APPROPRIATE HAZARD IDENTIFICATION TECHNIQUES.
2. FIRE FIGHTING FACILITIES (CERTIFIED BY T.A.C.)
EXTINGNISHERS TO BE OPENED & CHECKED EVERY MONTH
(I.S. 2190, 1992).
3. AVAILABILITY OF EMERGENCY EQUIPMENTS.
4. FIRST AIDERS (QUALIFIED FROM St. JHOM AMBULANCE).
EMERGENCY PREPAREDNERS
- LIST OF SUCH EQUIPMENTS.
TYPE OF TRAINING GIVEN TO :-
- FIRST AIDERS
- FIRE FIGHTERS
- GENERAL PUBLIC
5. MUTUAL AID SCHEME EXIST OR NOT
6. DIRECTORY OF EXTERNAL TECHNICAL SUPPORT IN EMERGENCY
PLAN.
- AVAILABLE OR NOT
7. EVACUATION PROCEDURES.
8. ARRANGEMENT FOR BEEPING DETAILS OF VISITORS.
- (DISCHARGE OF WASFE MATTER)
- HOW MANY.
- SOURCE OF SUPPLY TO ALARM SYSTEM.
- ELECTRICALLY OPERATED.
- MANUALLY OR MECHANICAL.
9. ALARM SYSTEMS :-
- DISTINCTIVE ALARMS.
10. ALARM FOR OUTSIDE PUBLIC AS WELL.
11. EMERGENCY CONTROL ROOMS
- YES OR NOT
13. EMERGENCY SHUT DOWN PROCEDURE
14. WHETHER SPECIFIC INDIVIDUAL HAVE BEEN DESIGNATED OR
NOT FOR EMP.
- GIVEN OR NOT
- HOW MANY
- WHETHER IN OPPOSITE DIRECTION
- WHETHER IN RISH AREA OR MINIMUM RISK AREA
- HOW MANY.
12. ASSEMBLY POINTS :-
- WHETHER AT SAFE PLACE.
- ROUTES FOR REACHING ASSEMBLY POINTS, MARKED
15. PROCEDURE FOR ALL CLEAR SIGNAL.
POINTS TO BE REMEMBERED TO CREATE SAFE WORKING CONDITION
- WELL-PLANNED LAYOUT
- SUFFICIENT NATURAL AND ARTIFICIAL
LIGHTING.
- SUFFICIENT VENTILATION AND TEMPERATURE
CONTROL.
- GOOD ARRANGEMENT FOR STORAGE OF TOOLS
AND EQUIPMENTS AND PROPER PLACE FOR
SCRAP.
- ISOLATION OF PROCESS WITH A HIGH
FIRE OR EXPLOSIVE RISK.
- SUPPLY OF GOOD DRINKING WATER AND
WASHING FACILITIES TO BE PROVIDED.
- PERSONAL PROTECTIVE EQUIPMENT.
- SUFFICIENT No. OF FIRE FIGHTING EQUIPMENTS
- FIRST- AID EQUIPMENT.
- IMPLEMENTATION OF STATUTORY AND
OTHER SAFETY PROVISIONS.
- ACCIDENT INVESTIGATON AND FOLLOW-UP.
- SUFFICIENT PRECAUTIONS ARE TO BE TAKEN
AGAINST DANGEROUS MACHINES.
PDCA CYCLE
PLAN
DO
CHECK
ACT
1. PLAN
Determine strategies and methods to reach the goals
2. DO
Educate the employees to change
3. CHECK
Check the effects of the change. Have the goals been achieve ? If not, return the Plan stage.
Take appropriate action to institute the change.
4. ACT
CONTINUAL IMPROVEMENT OF HSE
MANAGEMENT MODEL
POLICY
ORGANISATION
PLANNING&
IMPLEMENTATIONEVALUATION
ACTION FORIMPROVEMENT
AUDIT
1. POLICY
OHS POLICY
WORKER PARTICIPATION
2. ORGANIZING
RESPONSIBILITY & ACCOUNTABIOITY
COMPETENCE & TRAINING
OHS DOCUMENTATION
COMMUNICATION
3. PLANNING & IMPLEMENTATION
INITIAL REVIEW
SYSTEM PLANNING
DEVELOPMENT AND IMPLEMENTATION
OHS OBJECTIVES
HAZARD PREVENTION
4. EVALUATION
PERFORMANCE MONITORING & MEASUREMENTINVESTIGATION
AUDIT
MANAGEMENT REVIEW
5. ACTION FOR IMPROVEMENTPREVENTIVE AND CORRECTIVE ACTION
CONTINUAL IMPROVEMENT
MANAGER – SPECIALIST INTERACTION
Manager’s Responsibility
Key Result Areas Specialist’s Responsibility
Applicable Laws, Regulations,Policies, Rules
Public Needs and Wants
MissionObjectives
Assure Compliance
Minimum Do Not Oppose Maximum Satisfy
Know and
Implement
Know
Assess Continually
Know and Advise How to Fulfill
Cost BenefitEffectiveness
Control ThreatsTo Mission
PersonnelPerformance
Measurement
Determine Best
Means of OptimizingCommunicate Regarding Optimization
Determine Priorities: Control Worst First
Identify and Evaluate
Plan, Organize, Coordinate
Identify Needs and Means for Optimization
Reinforce and correct Achievement Needs
Provide Reliable and Valid Evaluations of Progress
1
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