Topic 1 - OSH Management Commitment

8/17/2019 Topic 1 - OSH Management Commitment

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TOPIC 1Management Commitment


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Learning Outcomes1. Describe the differentr eras in the development of OSH

act (OSHA)2. Explain the prinsciples of industrial safety

3. Identify the different type of safety culture4. Define the management’s rols and responsibilities in

safety and health5. Examine the accountability of management and the

supervisor6. Analyse the functions of the Safety and Health

Commitee


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1.1 The Eras of SafetyManagement


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1.Inspection Era (1911 – 1931)• Focusing on workers’ behavior by correcting or eliminating physical

hazards• Assumtions that cleaning up physical conditions came first as this

was thought to possibly be actual cause of injuries


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2. The Unsafe Act and Condition Era(1930-1940)

• Focusing on unsafe act cause of high percentage of accidenht,88% (Heinrich, 1931)

• Applying• Cleaning up the physical condition

• Trying to teach and train workers on the safe ways if working• Removing unsafe conditions andstopping unsafe acts in the workplace


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3. Industrial Hygine Era• Physicians were focusing occupational diseases• Three concentration area:

• Concentrate at the physical conditions• Focus on the behavior of workers

• Monitor environmental conditions


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4. Noise Era• 1951 – A worker loss his hearing due to his job.• Worker compensation were intruduced• Two protective actions

• Protecting workers from any hearing loss

• Protecting the company from paying for hearing loss occurredelsewhere


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5 Safety Management Era• Safety profesional start to see the management in safety.• Safety policies inplace, defining responsibility and clarifying the role

of authorities• Profesional view about:

• Attemting to better define the scope and functions of the position• Developing curriculum for formal education to prepare a potential

profesioanal• Evolving a profesional certification programme


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6 Occupational Safety and Health Era(early 1970)

• OSH Act changing the world of safety management• Concetrate on two promary things

• Removing physical conditions mentions in the standards• Documenting everything that was done


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7 The Accountablity Era• Aboved management commitment• Focusing in 3 different view:

• Different ways to measure performance• New defination of managerial roles

• Better defination of what is acceptable safety performance at all levelsof organization


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8 Behavior Based Era and Human Era• Used the principle of Human Behavior in safety program• Consideration of employee perceptions of the organisation and the

working climate that implementation of these approaches havecreated


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1.2 PRINCIPLES OFSAFETY MANAGEMENT


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Heinrich’s Axiom of Industrial Safety1. Injuries result from a complete series of

factors, one of which is the accident itself2. An accident can occur as a result of unsafe act

and/or unsafe conditions3. Most accidents are the result of unsafe

behaviour by people4. An unsafe act or an unsafe conditions does not

immediately result in an accident/injury;


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Heinrich’s Axiom of Industrial Safety5. The reasons why people commit unsafe acts

can serve as helpful guides in selectingcorrective actions.

6. The severity of an accident is largelyfortuitous (by chance) and the factors that cause it arelargely preventable.

7. The prevention techniques are analogous withthe best quality and productivity techniques.


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Heinrich’s Axiom of Industrial Safety8. Management should assume responsibility for

safety because it is in the best position to getresults.

9. The supervisor is the key person in theprevention of industrial accidents.

10. In addition to the direct costs of an accident(i.e. compensation, liability claims, medicalcosts, and hospital expenses) there are alsohidden or indirect costs.


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The Domino Theory and MultipleCausation Theory• The easiest and most effective domino to remove is the

one at the center• “If you are to prevent loss, remove the unsafe act or the

unsafe condition” • Use this theory in two fundamental areas today

• Accident Investigation• Inspection


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Domino Theory• Each factor is the fault of the factor that immediately

precedes it• A preventable injury is the natural culmination of a series

of events or circumstances, which occur in a fixed logicalorder


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Domino Theory• If one of the dominoes is removed then the chain of

events will be halted, and the accident will not happen• Element 3 (unsafe act and/or mechanical or physical

hazard) is probably the easiest factor to remove


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Domino Theory


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Multiple Causation Theory• May be more than one cause, not only in sequence, but

occurring at the same time• In accident investigation all causes must be identified• Usually simple accidents have a single cause• Major disasters normally have multiple causes


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Multiple Causation Theory

Cause a

Cause b Unsafe Act

Cause c

AccidentInjury or Damage

Cause d

Cause eUnsafe

Condition

Cause f


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Unsafe Act• Categories:

• Operating without clearance• Operating at unsafe speed• Rendering safety devices inoperative• Using unsafe equipment, or using it unsafely• Unsafe methods e.g. loading, carrying, mixing• Adopting unsafe position or posture• Working on moving or dangerous equipment• Horseplay e.g. distracting, teasing, startling• Failure to wear PPE• Lack of concentration; fatigue or ill health• Human Factors


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Unsafe Act• Unsafe acts can be active or passive:

• Active Unsafe Acts:• Worker deliberately removes machine guard

• Passive Unsafe Acts:• More difficult to deal with• By pursuing an active safety policy, it is possible to achieve a reduction

in bad habit s and hence accidents


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Unsafe Condition• Categories:

• Inadequate guarding• Unguarded machinery• Defective, rough, sharp, slippery, decayed, cracked surfaces• Unsafely designed equipment• Poor housekeeping, congestion• Inadequate lighting, glare, reflections• Inadequate ventilation, contaminated air• Unsafe clothing or PPE• Unsafe processes• Hot, humid or noisy environment


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Unsafe Acts/Conditions• The picture shows how unsafe acts & conditions may

interact to produce an accident.• Accident potential is increased when unsafe acts &

conditions occur simultaneously. Of course, this is not tosay that an act or condition alone could not result in anaccident.


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Unsafe Acts/Conditions

Unsafe Acts

Unsafe

Conditions

A c c

i d e n

t

P o

t e n

t i a

l


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THE DEVELOPMENT OFMANAGEMENT SYSTEM


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Defining a Management System• ILO-OSH 2001

• A set of interrelated or interacting elements to establish OSH policyand objectives, and to achive those objectives

• ISO 1400 (1996)• The part of the overall managemnet system that includes

organizatioal structure, planning activities, responsibilities,practices, procedures, processes and resrouces for developing,implementing, achivei, reviewing and mantaining the environmentalpolicy


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Further System Characteristic• Open System

• System interact by exchanging infromation

• Close System• Limit their ability to adapt or respond to changing externel

conditions


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Key System Distinctions1) Management Leadership and Commitment2) Worker participation3) Continual Improvement

4) Evaluation5) Integration6) Management Review


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4 SAFETY CULTURE ANDMANAGEMENT


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Safety Culture:Concept and Realities

• Safety culture refers to the ways that safety issues areaddressed in a workplace. It often reflects "the attitudes,beliefs, perceptions and values that employees share inrelation to safety ." In other words, "the way wedo safety around here."


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Safety Culture Component• The value, beliefs and principles that serve asa a

foundation for the safety management system• A set of practices and behaviors that exemplify and

reinforce those basic principles


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Safety Culture


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Safety Culture and Safety Performance

• Evidence of safety-oriented workforce is a positive factorfor the firm’s safety performance.

• Three important contributions;• Top management’s leadership and support • Lower managemnet commitment• Employees’ involvement in occupational safety.


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The management of an Integrated SafetyCulture• Systematic approach to supervisors’ behavior change is

the most efficient strategy to effect change.• Three problem address need to solve:

• The resistence of individuals to change• The adaptation of existing management formal system to support

the process of change• The shaping of the informal political and cultural dynamics of the

organization.


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5 MANAGEMENTCOMMITMENT ANDINVOLVEMENT


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Defination


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Roles and Responsibilities ofManagement


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Roles and Responsibilities of Managersand Supervisors


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6. SAFETY AND HEALTHCOMMITTEE


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Responsibilities• Encouranging Workers’ Involvement

• “It takes two to tango”


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Establishment of a Safety and HealthCommitee


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Documents

Topic 1 - OSH Management Commitment