Human Resource Management (527)

Assignment No.2

Job safety and health

By

Haider AliRoll# AD 511549

Department of Business Management

Allama Iqbal Open University2011(autumn)

Acknowledgement

In the name of Allah who gave me this worth to write down all this which I have

learnt from the teachers and from the our colleagues .The study for this topic was

interesting and found that how much it is helpful in our future life. I special pay thank

to our tutor who really gave and paid full attention to understand this subject. I am

confident that I shall utilize this knowledge in my future very well. Besides having this

much knowledge regarding HR I am confident that in future I shall prove to be a better

manager.

Executive Summary

Safety, along with quality and the environment, is an important topic relating to the very foundation of

a corporation. Based on the philosophy of "Respect for People," and the fundamental policy that

"Safety is management itself" and "it is everyone's responsibility, from senior executives to every

employee at the workplace, to place safety first," Toyota is making an effort to create a safe and

energetic work environment.

Safety and Health

Beginning with development of activities which demonstrate assurance of zero accident record,

Toyota has developed a range of independent accident prevention activities. Although the number of

STOP61-type accidents and designated occupational diseases2 in FY2002 were the fewest to date, the

goal of zero was not reached. Nonetheless, through these activities, results have been achieved in

terms of workplace management and environmental improvements, including the strengthening of

workplace teamwork and the improvement in the inherent safety3 of equipment.

1. STOP6: Safety Toyota 0 (zero accidents) Project 6

Activities to prevent six types of accidents which may cause death or disability (caught in machines,

contact with heavy objects, contact with vehicles, falls, electrocution, and contact with heated objects)

2. Designated occupational diseases: Injury from dust and noise, or musculoskeletal disorders

3. Inherent safety: Completely eliminate or reduce the risk of accidents associated with work or

equipment so as to pursue intrinsic safety at the workplace at the equipment design stage

Table of contents

1. Introduction-----------------------------------------1

2. Case study--------------------------------------------3

3. Health and safety policy at Toyota-------------4

4. Data collection---------------------------------------6

5. SWOT analysis--------------------------------------6

6. Conclusion and recommendations-------------7

Introduction

To make the workplace safer, the organization has to acknowledge which potential health and

safety hazards are present. Or determine where and what and how a worker is likely to become injured

or ill. It starts with analyzing individual workstations and program areas for hazards — the potential

for harm — be it a frayed electrical cord, repetitive motion, toxic chemicals, mold, lead paint or lifting

heavy objects.

Workplace safety is about preventing injury and illness to employees and volunteers in the

workplace. Therefore, it's about protecting the nonprofit's most valuable asset: its workers. By

protecting the employees' and volunteers' well-being, the nonprofit reduces the amount of money paid

out in health insurance benefits, workers' compensation benefits and the cost of wages for temporary

help. Also factor in saving the cost of lost-work hours (days away from work or restricted hours or job

transfer), time spent in orienting temporary help, and the programs and services that may suffer due to

fewer service providers, stress on those providers who are picking up the absent workers' share or,

worse case, having to suspend or shut down a program due to lack or providers.

Workplace safety & health is a category of management responsibility in places of

employment. To ensure the safety and health of workers, managers establish a focus on safety that can

include elements such as:

Management leadership and commitment

Employee engagement

Accountability

Safety programs, policies, and plans

Safety processes, procedures, and practices

Safety goals and objectives

Safety inspections for workplace hazards

Safety program audits

Safety tracking & metrics

Hazard identification and control

Safety committees to promote employee involvement

Safety education and training

Safety communications to maintain a high level of awareness on safety

Case Study

Global Vision 2010 - Respect for all People

At Toyota we recognize that highly skilled and motivated people who are treated with trust and respect

show great commitment to the fulfillment of the company's goals.

Toyota's 'people' philosophy provides each and every member with growth opportunity and stable

fulfilling employment. Toyota believes that this can be best achieved by securing long-term prosperity

for the company.

Securing the commitment necessary to fulfill the company's objectives depends upon a number of

factors. Training is essential to the on-going development of individuals and company performance

and it is therefore directed at developing skills to meet job requirements. From day one On the Job

Training (OJT) encourages individuals to learn their own jobs well enough to be able to train others.

All members are multi-skilled and so broaden their knowledge and optimize production flexibility.

The focus of each member’s training is the development of initiative and creativity. Members are

involved directly in running the Toyota Production System. They are also given the responsibility for

the quality of their own role in the production process, passing on only good work to the next stage on

the line which they see as their ‘customer’.

Both short and long term success at depends on the continuous commitment of members. Total

involvement, training, multi-skilling, job rotation and good communication play a part, as do a

competitive salary and benefits package, regular performance appraisal, company support for

education and an opportunity to discuss work issues with the company through the Toyota Members

Advisory Board. The company is committed to providing fair and equitable treatment for all members.

The company’s single union agreement with Amicus helps to support this philosophy.

Health & Safety

Health & Safety is our number one priority at our UK plants. We are committed to providing

designing safe processes, and maintaining safe equipment to ensure we provide a safe and healthy

working environment for all.

Safety training is part of our policy of continuous improvement. Training commences immediately

upon starting employment with Toyota, during the induction programme and continues through an

employees career.

Safety is integral to each employees working day. At pre shift meetings safety it is the first agenda

item and pre safety checks are carried out on equipment. It is also important to confirm employees

health ahead of each shift and for some employees pre shift exercises are undertaken to ensure muscles

groups are warmed up ahead of production.

Safe working is split into three key areas, safe processes and equipment, safety kaizen and training

&confirmation. For all three areas to be effective employees require a safety mind, this is enhanced via

KYT (hazard awareness training) and near miss reporting. A fundamental part of the Toyota Way is

genchi-genbutsu - (go, look and study) - is a key part of the accident prevention process and allows

senior management to witness first hand any safety related issues and to heighten awareness of health

and safety issues.

In order to raise safety awareness of employees, each year February and October are dedicated ‘safety

focus months’, during this time special focus activities are carried out and promotional material

circulated to all employees The focus area for 2007 safety months is: vehicle and pedestrian safety.

The below graph shows that through our continued focus in this crucial area we have been able to

reduce the number of loss time accidents and incidents of Muscular Skeletal Symptoms (MSS) at our

UK manufacturing plants.

Our commitment to Health and Safety is evident with our awards history, in 2001 we were awarded

the UK’s premier accolade for Occupational Health and Safety from the Royal Society for the

Prevention of Accidents (RoSPA) when we were awarded the ‘Sir George Earle trophy’ in recognition

of having the best health and safety systems in the UK. Year on year we continue to receive

recognition from RoSPA for our commitment in this area.

Occupational Health

A comprehensive Occupational Health service is provided for all employees. This commences with

the pre employment medical through to regular health confirmations throughout an employees career.

Two occupational health centers are manned by trained health professionals to support members with

ill health, occupational health advice and illness prevention.

Code of Conduct

Our code of conduct ensures that our business practices are conducted with integrity and honesty,

therefore confirming our commitment to complying with laws, regulations and working standards. The

code of conduct explains the type of behaviour required and expected by all employees irrespective of

their level whilst enhancing business performance to provide employment and to maintain fair and

stable working conditions for our employees. In addition, the code gives guidance to our employees to

support them in their daily decision making activity:

The code covers a wide range of topics :-

Respect for human rights

Health and Safety

Compliance with the law

The Management and use of confidential information

Environmental preservation

Honest and fair transactions

Our relationships with suppliers and shareholders

Philanthropy and community relations

All employees have been issued with the code of conduct and it form part of all new employees

induction training:

Data collection Methods

Data for the above topic was collected from different sources like employees of the organization

internet, and few books of human resource management.

Data was collected by two sources of Qualitative and Quantitative aspects.

One was from the internet and the other was from the employees and other text sources.

SWOT analysis

Toyota Motor Corporation

Strengths

Global organization, with a strong international position in 170 countries worldwide. High

financial strength (1997, sales turnover, £131,511 million), sales growth of 29.3%.Strong brand

image based on quality, environmental friendly (greener), customized range.

Industry leader in manufacturing and production .Maximizes profit through efficient lean

manufacturing approaches (e.g. Total Quality Management) and JIT (Just in Time)

manufacturing and first mover in car research and development.

Excellent penetration in key markets (US, China, EMEA) and now the second largest car

manufacturer in the world, surpassing Ford.

Weakness

Japanese car manufacturer - seen as a foreign importer.

Production capacity. Toyota produces most of its cars in US and Japan whereas competitors

may be more strategically located worldwide to take advantage of global efficiency gains.

Some criticism has been made due to large-scale re-call made in 2005, quality issues.

Opportunities

Innovation -first to develop commercial mass-produced hybrid gas-electric vehicles (gas and

electric), e.g. Prius model. Based on advanced technologies and R&D activity. With oil prices

at an all time high - this investment and widening of product portfolio fits consumers looking

to alternative sources of fuels away from gas guzzling cars.

To expand more aggressively into new segments of the market. The launch of Aygo model by

Toyota is intended to take market share in youth market.

To produce cars which are more fuel efficient, have greater performance and less impact on the

environment.

To develop new cars which respond to social and institutional needs and wants. The

development of electric cars, hybrid fuels, and components reduces the impact on the

environment. Toyota's Eco-Vehicle Assessment System (Eco-VAS) has helped in production,

usage, and disposal.

Continued global expansion - especially in the emerging markets e.g. China and India, Russia,

where population and demand is accelerating.

Threats

Saturation and increased competition, intense marketing campaigns increasing competitive

pressures. Shifts in the exchange rates affecting profits and cost of raw materials.

Predictions of a downturn in the economy e.g. recession, will affect car purchases (especially

new cars). As household budgets tighten - this could lead a decline in new car sales and

possible rationalization of dealerships.

Changing demographics e.g. number of large families is declining. Undermining the demand

for large family cars.

Changing usage - families using the car less for taking children to schools. Home deliveries.

Businesses - restricting business travel (tele-conferencing). Governments encouraging

alternative forms of transport - cycling and incentives to use public transport across Europe.

Rising oil prices (fuel costs) and the costs of maintaining cars. Increase in families who have

chosen not to own a car, or decided to use their car less

Conclusion and Recommendations

To permit effective examination of the relationship between health and employment and work-

related factors among older workers it is necessary to create new, longitudinal data sets containing

detailed information on workers’ employment histories and the specific demands of the job, as well as

objective information on the health and safety risks to workers in the job. Such data sets do not

currently exist because they are costly to create.

An ideal longitudinal data set would contain baseline information on the health status and

previous work histories of a representative sample of older Americans, with overrepresentation of

minority and other high-risk groups. The survey that collects these data would periodically gather from

respondents and their employers data that provide researchers with consistent, reliable, and continuous

information on respondents’ employment and earnings, the risk factors associated with employment,

including work organization and job demands on physical and mental capacity, and exposure to risk

factors such as harmful chemicals. These data are needed to follow work and retirement patterns in

aging cohorts of workers and to assess the effects of work on health. These data are also needed to

assess the effects of health, workplace health risks, family obligations, and other causal factors on

employment in later life. The old Retirement History Survey and newer Health and Retirement Study,

as well as other longitudinal surveys now available, do not contain reliable or continuous information

on the risk factors to which workers are exposed in their jobs.