![[object Object],[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommended
Recommended
More Related Content
What's hot
What's hot (19)
Viewers also liked
Viewers also liked (17)
Similar to Otn716o
Similar to Otn716o (20)
Otn716o
- 1. Evaluating Safety Management Systems
- 3. Trainer Name Position Company Phone Email (Revise as needed)
- 4. Form Evaluation Teams Introductions! Elect a Team Leader Select a Team Spokesperson Everyone is a Team Recorder
- 5. A tale of two cultures
- 6. You’re a safety management consultant … If both companies have virtually the same safety plan sitting on a shelf, why are the outcomes so different?
- 7. Structure Every system contains structure , inputs , processes and outputs
- 8. Inputs - Resources from other management systems Processe s - Using available resources Outputs - Conditions, Behaviors, Results
- 10. Where does the safety committee look to determine the effectiveness of the safety management system?
- 12. How does the principle below apply to the scenario? “ Every system is designed perfectly to produce what it’s producing”
- 13. “ Every system is designed perfectly to produce what it produces” What does it mean?
- 14. Without proper “nutrition,” systems may get sick It’s important to implement an effective system wellness plan Circle the system component that gives the most clues about its health. Inputs Processes Outputs
- 15. What are symptoms of an ailing system?
- 16. How do we usually treat those symptoms?
- 17. What are the underlying causes of an ailing system?
- 18. What is required to bring about a system cure?
- 19. Using the Failure Matrix to Evaluate the Safety Management System
- 20. Analyze this! Determine the failure mode for the scenario below
- 21. Bob, a maintenance worker who has been working for the company for 10 years, received a serious electrical shock while working on a conveyor belt motor. When asked why he did not use the company’s established lockout/tagout procedures he acknowledged that he had thought about it, but that the “old procedures” hadn’t been used for years, and he had done this same task many times before. And, besides, the production manager yelled at him to get the conveyor running again or it’s his job because the whole system was shut down. Failure mode __________ Justification
- 27. Evaluating Your Company's Safety Management System This exercise will help us compare and contrast safety management system processes in each of the seven elements of the OSHA Safety Management System Model
- 31. Step 3. Enter the score at the end of each section. Step 4. Enter clarifying comments in the comments if desired.
- 32. Step 5. Total all section scores to arrive at your final SCORE. If you would like more information, click on the links in the "Other Sources of Information" at the end of the evaluation.
- 33. Be prepared to present your evaluation to the class!
- 34. ELEMENT 1 - MANAGEMENT COMMITMENT
- 35. ELEMENT 2 - LABOR AND MANAGEMENT ACCOUNTABILITY
- 36. ELEMENT 3 - EMPLOYEE INVOLVEMENT
- 37. ELEMENT 4 - HAZARD IDENTIFICATION AND CONTROL
- 38. ELEMENT 5 - INCIDENT/ACCIDENT INVESTIGATION
- 39. ELEMENT 6 - EDUCATION AND TRAINING
- 40. ELEMENT 7 - PERIODIC PROGRAM REVIEW
- 41. The Deming Cycle PLAN STUDY DO ACT
- 42. Step 1: Plan – Design the change or test Step 2: Do - Carry out the change or test Step 3: Study – Examine the effects or results of the change or test Step 4: Act – Adopt, abandon, or repeat the cycle
- 43. Safety and Health Achievement Recognition Program (SHARP)
- 44. Voluntary Protection Program (VPP) - STAR
- 45. Let's Review!
Editor's Notes
- Structure of the organization: Is it burdened with many layers, levels, bureaucratic, or is it flat and streamlined. Either way, your safety management system must be designed to work within the structure. Style: Is your leadership and management style success-driven (tough-caring leadership) or fear-driven (tough controlling or tough-coercive)? You won't be able to successfully successfully sell strategies that that promote tough-caring leadership and management in companies that are fear-driven. All systems function within a corporate culture. Any given system will succeed or fail depending on the culture within which they exist. Think of organizational culture as being the same as an individual’s personality. It’s what makes the individual unique. It’s the way things are around here. The challenge: Developing an open and humane organizational culture. Cultural change will not happen unless people are ready. Think two years minimum...five years on average to make significant changes. Cultural change driven from above. It’s almost impossible to see a culture objectively if you are inside it. (Management should rely on labor..other outside observers to give them an objective perspective). Culture is what people do and what their actions mean to them. Culture is the ideas, interests, accepted behaviors, values and attitudes shared by a group . It is the background, skills, traditions, stories, communications and decision processes, myths, fears, hopes, aspirations, and expectations experienced by you and your people. Your organization’s culture is how people feel about about doing a good job and what makes equipment and people work together in harmony. It is the glue that holds, the oil that lubricates. It is history expressed to the present. (Barry Phegan, Ph.D., Developing Your Company Culture .
- A great reference text that explains these four categories is: How to Bring Out the Best in People…by Aubrey Daniels
- Sick systems do not move forward with a common purpose. They flounder. The lack of effective inputs, effective processes, poor quality of product, service, results all indicate a sick system. Symptoms of a sick system are manifested in a multitude of workplace conditions (states of being) or behaviors (actions) ...defects in the system. If we treat only the conditions and behaviors...symptoms of the sickness...the same conditions and behaviors will surface...just like a rash...unless the control measure is continually effective. Getting after the underlying causes means we have to discover and correct, improve, develop, implement system fixes...the inputs and processes...and the consequences...the system. System Matrix. Don’t let the System Failure Matrix scare you. All it is…is a way to systematically audit (1) resources, (2) the design of programs, and (3) their implementation Inadequate resource may result in less than adequate design and/or implementation. Even if you do have adequate resources, some combination of inadequate design or implementation may result in system failure. If you have adequate resources and adequate design, failure to effectively implement the program may result in system failure. Inadequate implementation of the system you’re currently evaluating may mean that there is a some sort of failure in one or more of the other subsystems within the safety management system programs. The outputs of other subsystems may be thought of as inputs to the subsystem your currently evaluating.