Ikhwan Muhammad - Literature Review Safety Management System

8/12/2019 Ikhwan Muhammad - Literature Review Safety Management System

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Ikhwan MuhammadLiteratures review: safety management system

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Literatures review: the relation of Safety management System, Quality Management

System and Environmental Management System

The shared history of the management approaches

The historical development of Safety Management System (SMS) is ironically started

by a tragic consequence for the absence of the system, a disaster. The first requirement for

companies to present a Safety Case is led by an accident in Flixborough back in 1974, in this

accident, an explosion at the Nypro Ltd caprolactam production facility tragically blown

away a whole village (Hudson, 2001). However, a massive disaster occurred in Bophal,

December 1994, is believed to act as a catalyst leading to the actual awareness of a safety

system (Gallagher, Teicher, Health, Commission, & Relations, 1997). Sweeney (1992)

points out that after the disaster occurred; companies start to put more serious attention to the

hazards and risks posed in the process throughout the organisation.

Being in the spot of attention since the disaster, numbers of Process Safety

Management models were developed by many organisations. Some of the developers of these

models include Central for Chemical Process Safety (CCPS), the American Petroleum

Institute (API), the Chemical Manufacturers Association (CMA), and the Occupational

Safety and Health Administration (OSHA) (Sweeney, 1992).

Realizing the importance of the system in a company, scholars start to make effort to

introduce health and safety as an integrated part of a management system (Gallagher et al.,

1997). In relation to this,Gallagher, Rimmer, and Underhill (2001)mention that a successful

implementation of SMS can only be achieved by integrating it into a broader management

systems. According to Karapetrovic and Jonker (2003), the interest to the integration itselfstarted about 6 years ago with the introduction of the second internationally recognized

Management System Standard (MSS) (ISO 14001: 1996). At first, the early literatures shown

that the scholars focused only on the integration of Quality Management System (QMS) and

Environmental Management System (EMS), not until recently that SMS started to be

included into the functional scope (Karapetrovic & Jonker, 2003).

Karapetrovic (2002)state that the idea of integration is originated from the demand of

company performance to provide adequate worth to employees, local and global community,

investor, and society rather than only focus on customer need.

However, the integration of the systems pose is somehow problematic, because each

of the MS has its own standard (e.g. ISO 9000, ISO 14000, and OHSAS 18001). It is also

believed that there is limitation in the integration of SMS into a general management system

(Gallagher et al., 2001). For this,Karapetrovic and Jonker (2003)further conclude that what

standard user actually need is a model that is able to accommodate the standard and its

diverse requirements.

Key historical figures in the management approaches

There are numbers of historical figures in the development of management; one of

them is William Edward Deming. One of his major contributions is the introduction of

Demings Cycle in management to develop continuous improvement in the company. This


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principle is adopted in the implementation of QMS, EMS and SMS. Furthermore, Dr.

Deming also emphasises about the integration of safety and quality in one management

system (Rahimi, 1995).

Elton Mayo, a professor in Harvard, is also considered as one of the important figures

in the development of management. He states that manager should become more peopleoriented. He further emphasize that the workers productivity is largely affected by

participation in social groups and group pressure. This finding led to the revolution of

managerial role to give more concern to the workers physical and mental health (Bosman,

2009).

In the development of SMS, one of important figures that play a great role is Lord

Cullen. Lord Cullen identified the requirement for systematic safety management after Piper

Alpha disaster in 1987 (Hudson, 2001). In his investigation report, He outline that it is

essential to create a corporate atmosphere or culture in which safety is understood to be and is

accepted as, the number of priority (Roger, Flin, Mearns, & Hetherington, 2010). According

toHudson (2001), this requirement developed the goal setting approach which later resulted

in the UK Health and Safety at Work Act in 1974.

Commonalities between of the management approaches

On one hand, along with the development of the systems; QMS, EMS and SMS share

common approaches in the implementation. One of the direct ways to address the

commonalities is by reviewing the development of the management standards based on ISO

9000 (QMS), ISO 14000 (EMS) and OHSAS 18001 (SMS). It is based on the commonalities

on these standards, numerous attempts have been made to combine them into one integratedmanagement system (e.g. Matias & Coelho, 2002). The followings are some of the

commonalities of the management approaches.

Both, QMS and EMS use common terms, including leadership, top management and

continuous improvement. Furthermore, both also focus on process improvement and

optimisation (Matias & Coelho, 2002).

QMS concern with environmental preservation, externally in terms of natural

environment (related to EMS) and internally to the organization itself in terms of work

environment (related to OHSMS) (Matias & Coelho, 2002).

In the revision version of QMS standard in 2000, it introduces the new concept of

working environment. The standard explicitly emphasizes the importance of human

resources and their working environment for the quality of products. In other word it gives

concern to the OHSMS.

QMS, EMS, and OHSMS demand common general requirements, including: system

requirements, leadership (management responsibility), management of resources,

management of processes, system implementation, and monitoring and measuring. In term of

specific requirements, the common requirements shared include: system documentation,

verification, audits, conformity, continuous improvements and prevention (Matias & Coelho,

2002).

The three MSS adopt Demings cycle (Plan-Do-Check-Act) as their basic underlying

principle for continuous improvement. In terms of continuous improvement, the standards


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outline that it is important to improve the management system continuously, as the Demin gs

cycle they use as the basis (Matias & Coelho, 2002).

In terms of leadership, the three MSS outline that top management should ensure

process leadership and have the maximum responsibility. Furthermore, the top management

should also nominate one of its members to conduct correct implementation of themanagement system (Matias & Coelho, 2002).

In terms of prevention the three MSS outline that in order to prevent the occurrence of

potential non conformities, preventive actions should be identified(Matias & Coelho, 2002).

Therefore, based in this commonalities, it is generally that the implementation of

OHSMS will also satisfy the aims of other management system (Matias & Coelho, 2002).

Differences between of the management approaches

In the other hand, apart from the commonalities, there are some differences between

QMS, EMS and SMS which are expressed in the set of standards. These differences are both

beneficial and problematic in the efforts of integrating the systems. Some of the

commonalities of the management systems are mentioned below.

According toMatias and Coelho (2002), the most clear difference is in the aim. They

emphasize that QMS specifically aims toward customer satisfaction, while EMS aims toward

environmental protection, pollution prevention and promoting social-economic harmony, and

SMS aims toward occupational risk control to improve safety and health related performance.

Environmental protection and energy conservation are mentioned more thoroughly in EMS

while SMS focus on creating and maintaining safe environment, while protecting and

maintaining the good health of the workers.Gallagher et al. (2001)outline that QMS, EMS and SMS possess different traditional

mode of operation; these are logic of managerial control, logic of accountability and state

control, and logic of interest representation and bargaining respectively.

In terms of the implementation, QMS is applied 100% voluntarily, while EMS, even

though also voluntarily offered, is partly obligated by legal demands in many countries

(Matias & Coelho, 2002).

Another difference is that there is no ISO standard for SMS in the present, which

differentiate SMS with the other two MS. Moreover, the available SMS standard is somehow

superimpose with other legal demands in many countries and havent been globally accepted

while QMS standard can be easily adopted in many countries (Matias & Coelho, 2002).


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References

Bosman, M. (2009). The Historical Evolution of Management Theory from 1900 to Present:

The Changing role of Leaders in Organizations. Retrieved from

http://www.strategicleadershipinstitute.net/news/the-historical-evolution-of-

management-theory-from-1900-to-present-the-changing-role-of-leaders-in-organizations-/

Gallagher, C., Rimmer, M., & Underhill, E. (2001). Occupational Health and Safety

Management Systems [electronic Resource]: A Review of Their Effectiveness in

Securing Healthy and Safe Workplaces: National Occupational Health and Safety

Commission.

Gallagher, C., Teicher, J., Health, A. N. O., Commission, S., & Relations, M. U. N. K. C. i. I.

(1997). Health & safety management systems: An analysis of system types and

effectiveness: National Key Centre in Industrial Relations, Monash University.

Hudson, P. (2001). Occupational Health & Safety Management Systems: Proceedings of the

First National Conference. Paper presented at the the First National Conference on

Occupational Health and Safety Management System, the University of Western

Sydney.

Karapetrovic, S. (2002). Strategies for the integration of management systems and standards.

The TQM Magazine, 14(1), 61-67.

Karapetrovic, S., & Jonker, J. (2003). Integration of standardized management systems:

searching for a recipe and ingredients. Total Quality Management and Business

Excellence, 14(4), 451-459.

Matias, J. C. D. O., & Coelho, D. A. (2002). The integration of the standards systems of

quality management, environmental management and occupational health and safety

management.International Journal of Production Research, 40(15), 3857-3866.

Rahimi, M. (1995). Merging strategic safety, health and environment into total qualitymanagement.International Journal of Industrial Ergonomics, 16(2), 83-94.

Roger, I., Flin, R., Mearns, K., & Hetherington, C. (2010).Leading Safely: Development Of A

Safety Leadership Tool For Senior Managers.

Sweeney, J. C. (1992). Measuring process safety management. Plant/Operations Progress,

11(2), 89-98.
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Ikhwan Muhammad - Literature Review Safety Management System