Safety management
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Transcript of Safety management
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Safety ManagementBy
Channa Karunathilaka
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Management Responsibility
Legal Responsibility: Should adhere, at least to the minimum requirements stipulated under the Factories Ordinance and other legislations
Social Responsibility: Should be socially accountable
Economic Responsibility: Should avoid losses to survive
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Executive managementResponsibility Authority
Subordinate levels of
management
Subordinate levels of
management
Subordinate levels of
management
First line management
First line management
First line management
Operating personnel
Operating personnel
Operating personnel
Specialist staff
Acc
oun t
abili
ty
Aut
horit
y
The Distribution of Responsibility, Accountability and Authority
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SOME THOUGHTS ON SAFETY One point that is absolutely essential to high capacity as
well as to humane production, is a clean, well-lighted and well-ventilated factory (quoted in Willson, 1985:251)
The faster work tempo imposed by modern rationally organised production only worsens the [health and safety] situation, since the nervous tension and increased physical effort required undermines the worker's resistance unless we also introduce appropriate preventative measures (Willson, 1985:252)
Incidentally, guarding and other action of an 'engineering revision' nature often provide an immediate remedy even for accidents caused chiefly by man failure (Henrich,1959:34).
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Two Independent Approaches Behavioral approach
Legislated Engineering approach
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SOME VIEWS ON TWO INDIPEDENT APPROACHES
Over time the proponents of the behavioural and legislated-engineering approaches have adopted a dismissive and sometimes hostile stance towards each other.
Criticisms of the behavioural approach emphasise employees' limited control and capacity to influence factors underlying injury and ill-health (Bohle, 1993:109).
Mathews (1985:8) argues 'the very fact of intervention by the law to set a minimum standard of safety is a recognition of the point that safety lies in the system of work rather than in the behaviour of any worker'.
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SOME VIEWS ON TWO INDIPEDENT APPROACHES
On the other hand, Denton (1982:6), in seeking to establish the difficulty in changing employee behaviour, dismisses the tasks of hazard identification and control as relatively easy.
It might be noted that Heinrich did not ignore control at source as a control solution. He placed the safeguarding of mechanical equipment as the first remedial method and saw it as "the very first common sense step" (1959:22). But his conception of the limited role of the 'unsafe condition' in accident causation relative to the 'unsafe act' made it a lower priority with an incidental status:
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1.1 9.1
1.9
5.5
9.9
Con
cent
rat io
n o n
Peo
ple
Concentration on Engineering Controls
The Hazard Management Grid
1.9. Attention to people’s needs leads to program visibility and general safety awareness.
1.1. Minimum effort to meet hazard-control objective.
5.5. Adequate performance thorough balancing need for involving people and eliminating physical hazard at a satisfactory level.
9.1. Maximum reduction of hazard-producing designs and layouts, but minor attention to likely human error performance.
9.9. Accomplishment is from involved people and maximum elimination of error-(hazard) producing engineering designs.
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1
5 to 50
Cost of property damage
1 to 3
Miscellaneous costs
Insured cost
Uninsured cost
Accident Cost Iceberg
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Insured Cost
Compensation cost Medical cost
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Uninsured Cost Cost of wages paid for working time lost by the other
workers Net cost on repairs or replacement of damaged items Cost of wages paid for working time lost by the injured
worker Cost of wages paid to supervisors Wage cost due decreased output of the injured worker
after return to work Cost of time spent by staff and other officers on work
connected with the accident Cost of training of a new worker
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Degree of control
Cos
tTotal Cost to Community
Cost of damage
Cost of control
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ORGANISATION, RESPONSIBILITY, ACCOUNTABILITY
Senior manager/involvement Line Manager/supervisor duties Specialist personnel Management accountability and
performance measurement Company OHS policy
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CONSULTATIVE ARRANGEMENTS
• Health & safety representatives-a system resource
• Issue resolution-HSR employer representatives
• Joint OHS committees • Broad employee participation
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SPECIFIC PROGRAM ELEMENTS & PRINCIPLES
Health and safety rules and procedures Training program Workplace inspections Incident reporting & investigation Statement of principles for hazard prevention and control Data collection and analysis/record keeping OHS promotion and information provision Purchasing and design Emergency procedures Medical and first aid Dealing with specific hazards and work organisation
issues Monitoring and evaluation
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Safety Specialist (Safety Department)
Safety officer/Safety Manager/Safety Director- The person appointed to organise safety in the firmQualifications- Most outstanding quality he should posses is that of
making his advice carry weight with all grade within the works
He must be a person of standing and integrity He must be able to appreciate other people’s problems
and their arguments He must be able to interpret correctly the working of
related laws He should be a competent technician He should keep in touch with sources of information,
safety devices and equipment
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Duties of Safety Specialist He should organise a statistical service of some
kind He must be familiar with different techniques of
propaganda, the use and limitations Safety inspections with special attention to fire
prevention Investigation of accidents and job safety
analysis He should be the secretary of the safety
committee He should take the responsibility of organising
training programmes
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Constitution of the Safety Committee
CEO- Chairman of the committee Safety Officer- Secretary of the committee Supervisors and workers’ representatives
for each section Sub-contractors’ representatives Representatives from others whose work
has some impact on safety and health
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Functions of the Safety Committees
Organise safety planning of the workplace Review accident reports & other incidents Evaluate new measures Carry out weekly inspections Organise training and promotional
activities
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Safety Programming
Secure principal management's involvement Organise for achievements Detail the operating plan Inspect operations Consider engineering revisions Use guards and protective devices as last resort Provide education and training
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Why Information of Accidents Is Needed?
For compilation of statistics To review the policy To initiate appropriate action For prevention of accidents For payment of compensation To control cost
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Classification of Industrial Accidents
Diseases The nature of injury The bodily location of injury Type of accident The agency The time of accident The age
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Accident Analysis
Analyze the facts to determine, why? Is it due to working conditions and
environment Is it due unsafe act? Is it due to combination of both Is it due to an unsafe personal factor? Is there any violation of legal
requirements?
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Accident Investigation Investigate as early as possible Survey the scene of accident Collect the objects for evidence and analysis Approach witnesses early Question them to get the correct information Question the witnesses separately Question the witnesses on what he knows, but not on
what he thinks Try to get more information from experienced people Be careful when getting evidence from those who are
likely to be responsible
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Comparative Measures
Frequency Rate =Total number of accidents x 1,000,000
Total number of man hours worked
Incident Rate =Total number of accidents x 1000
Average umber of persons exposed
Severity Rate = Total number of days lost x 1000
Total number of man hours worked
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The Concept of Health and Safety Integration
The first approach integration of health and safety into an organisation's business plan
A second approach also locates health and safety as an integral organisational objective, but proposes discrete health and safety objectives and strategy plans developed through health and safety committees that are appropriately resourced and located at the heart of organisational decision-making
A third approach is centred upon more innovative integration opportunities such as the holistic approach to the integration of health and safety into quality management systems and recent innovative or best practice management techniques
The fourth approach is consistent with a traditional safety engineering approach and focuses on the integration of health and safety into the design of equipment and productive processes, and its inclusion in contractual agreements and quality assurance initiatives
Finally a behavioural approach can be identified, where integration is focused on infusing health and safety into the corporate culture in order to raise employees' awareness of the risks they face and their responsibility to behave safely
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Percentage distribution of accidents by type of accident
0 5 10 15 20 25 30 35
Misc
Hand tools
Manual handling
Fall of objects
Step on/striking obj
Fall of persons
Electricity
Harmful substances
Fire & Explosions
Transport
Machinery
Type
of a
ccid
ent
Percentage
1988
1987
1986
1985
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Percentage distribution of accidents by tupe of accidents 1985
Misc
Hand tools
Manual handling
Fall of objects
Step on/striking obj
Fall of persons
Electricity
Harmful substances
Fire & Explosions
Transport
Machinery
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Percentage distribution of accidents by time of the day
0
5
10
15
20
25
06to08
08to10
10to12
12to14
14to16
16to18
18to20
20to22
22to24
24to02
02to04
04to06
Time of the day
Perc
enta
ge 1985
1986
1987
1988
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Percentage distribution of accidents by location of injury
0 10 20 30 40
Multiple
Foot
Leg
Trunk
Arm
Hand
Eye
Head
Loca
tion
of in
jury
Percentage
1988
1987
1986
1985
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Percentage distribution of accidents by age group
0
5
10
15
20
25
30
<20 21-25 26-30 31-35 36-40 41-45 46-50 51-55 >55
Age group
Perc
enta
ge
1985
1986
1987
1988
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