14447962 safety-audit

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14447962 safety-audit

  1. 1. شركـة الخدمـات البتروليـ ة للسـلامـة و البيئـه Petroleum Safety & En vironmental Services Co. A n Egyptian O il Sector C ompany P E T R O S A F E
  2. 2. اعـداد شـركة بتروسـيـف الخطة التدريبية لتدريب 15 % من إ جمالى العاملين بشركات القطاع العام البترول ي على أعمال السلامة والصحة المهنية وحماية البيئة خلال العام المالى 2004 - 2005 P E T R O S A F E Petroleum Safety & Environmental Services Co.
  3. 3. SPOT Auditing Prepared By : Petrosafe P E T R O S A F E Petroleum Safety & Environmental Services Co.
  4. 4. Definitions <ul><li>Auditor: </li></ul><ul><ul><li>One who hears ( A listener ) </li></ul></ul><ul><li>Auditing: </li></ul><ul><ul><li>Testing, verifying, commending and correcting </li></ul></ul><ul><li>Inspection: </li></ul><ul><ul><li>Focus on hardware </li></ul></ul><ul><li>Advanced Safety auditor: </li></ul><ul><ul><li>One who uses all the senses, but never underestimates the power of listening. </li></ul></ul>
  5. 5. The Evolution of Safety Engineering Procedures & Systems People Injuries Time
  6. 6. Purposes of Auditing <ul><li>Demonstrate managers commitment to Safety. </li></ul><ul><li>Sense the safety climate. </li></ul><ul><li>Encourage safe behavior. </li></ul><ul><li>Identify & correct unsafe work practices/procedures. </li></ul><ul><li>Increase safety awareness. </li></ul><ul><li>Raises work place standards. </li></ul><ul><li>Monitors the effects of safety awareness. </li></ul><ul><li>Motivates others. </li></ul>
  7. 7. Objectives of ASA <ul><li>Changing from a culture that: </li></ul><ul><ul><li>Condones unsafe practices </li></ul></ul><ul><ul><li>Reacts to accidents and concentrates on statistics </li></ul></ul><ul><ul><li>Treats safety as an extra, or add on part of the business </li></ul></ul><ul><ul><li>Sees safety as “someone else’s” responsibility </li></ul></ul><ul><li>To culture that: </li></ul><ul><ul><li>Observes, identifies and eradicates unsafe acts </li></ul></ul><ul><ul><li>Is concerned about people and is proactive in safety. </li></ul></ul><ul><ul><li>Integrates safety into the greater business culture. </li></ul></ul><ul><ul><li>Accepts that safety is a personal responsibility for everyone within the organization </li></ul></ul>
  8. 8. Causes of injuries 99% of all injuries result from Unsafe Acts
  9. 9. Principles of ASA Production Quality Cost Employee Relations Safety Business Success
  10. 10. Principles of ASA <ul><li>Observe People Working :- </li></ul><ul><li>Focus upon actions & behaviors </li></ul><ul><li>On the job. </li></ul><ul><li>Prepare an agenda </li></ul>
  11. 11. <ul><li>Use all senses :- </li></ul><ul><ul><ul><li>Touch </li></ul></ul></ul><ul><ul><ul><li>Smell </li></ul></ul></ul><ul><ul><ul><li>Sight </li></ul></ul></ul><ul><ul><ul><li>Hearing </li></ul></ul></ul>Principles of ASA
  12. 12. Principles of ASA <ul><li>Enter into conversation. </li></ul><ul><ul><ul><li>Open questions. </li></ul></ul></ul><ul><ul><ul><li>Unthreatening. </li></ul></ul></ul><ul><ul><ul><li>Respectful. </li></ul></ul></ul>
  13. 13. Principles of ASA <ul><li>Make agreements & give Praise </li></ul><ul><ul><ul><li>How job will be done in the future </li></ul></ul></ul><ul><ul><ul><li>Appropriate Praise </li></ul></ul></ul>
  14. 14. ASA is founded upon <ul><li>Focused Observation. </li></ul><ul><li>Open communication. </li></ul><ul><li>To Recognize unsafe acts & commit to work safely. </li></ul>
  15. 15. What is acceptable safety performance ? Focused safety observation <ul><li>Supervisors want to make certain that employees: </li></ul><ul><ul><li>Perform individual tasks correctly. </li></ul></ul><ul><ul><li>Follow safe procedures consistently. </li></ul></ul><ul><ul><li>Exercise good judgment. </li></ul></ul>
  16. 16. Focused safety observation <ul><li>How often employees need to be observed depends upon: </li></ul><ul><ul><li>Experience </li></ul></ul><ul><ul><li>Past Performance </li></ul></ul><ul><ul><li>Job Characteristics. </li></ul></ul>
  17. 17. Focused safety observation <ul><li>Behavior focused observations should be scheduled to determine : </li></ul><ul><ul><li>How much attention each employee pays to safety during all phases of a task. </li></ul></ul><ul><ul><li>How safely each employee performs specific procedures that involve special precautions. </li></ul></ul><ul><ul><li>How safely employees work at different times of the day. </li></ul></ul>
  18. 18. Focused safety observation <ul><li>What sources of information other than employees would help identify specific behaviors to watch for? </li></ul><ul><ul><li>JHA’s </li></ul></ul><ul><ul><li>SOP’s </li></ul></ul><ul><ul><li>Accident/Near Miss investigation reports. </li></ul></ul><ul><ul><li>Other supervisors managing similar operations. </li></ul></ul>
  19. 19. Focused safety observation <ul><li>What kind of critical procedures do employees perform? </li></ul><ul><ul><ul><li>Lock out/tag out. </li></ul></ul></ul><ul><ul><ul><li>Material handling (lighting, forklift operation). </li></ul></ul></ul><ul><ul><ul><li>Confined space entry. </li></ul></ul></ul><ul><ul><ul><li>Working at heights (ladders, scaffolds) </li></ul></ul></ul>
  20. 20. Effective communication
  21. 21. <ul><li>Make certain your message is complete. </li></ul><ul><li>Make certain your message is Accurate. </li></ul><ul><li>Consider how much your listeners know </li></ul>Effective Communication SPEAKING – Message content
  22. 22. <ul><li>SPEAKING – Message Delivery </li></ul><ul><li>Make certain you have the listener's full attention. </li></ul><ul><li>Begin with a summary of what you are going to talk about. </li></ul><ul><li>Identify & stress each key point. </li></ul><ul><li>Pause occasionally & encourage questions. </li></ul>Effective Communication
  23. 23. Effective Communication <ul><li>SPEAKING – Message Delivery </li></ul><ul><li>Pay attention to how you say something. </li></ul><ul><li>Decide on the most appropriate time & place . </li></ul><ul><li>Present information in a logical order sequence. </li></ul><ul><li>Keep the language simple. </li></ul>
  24. 24. <ul><li>SPEAKING – Ensuring understanding </li></ul><ul><li>Have employees paraphrase your message </li></ul>EFFECTIVE COMMUNICATION Speaking effectively is not complete until both yours & your listeners agree on the meaning of the message .
  25. 25. <ul><li>Give your full attention. </li></ul><ul><li>Stop talking. </li></ul><ul><li>Avoid interruption if possible. </li></ul><ul><li>Let the speaker know you are paying attention . </li></ul>EFFECTIVE COMMUNICATION LISTENING
  26. 26. <ul><li>Ask for clarification if necessary. </li></ul><ul><li>Listen “ between the lines” . </li></ul><ul><li>Successful communication is always your responsibility </li></ul>EFFECTIVE COMMUNICATION LISTENING
  27. 27. <ul><li>ANGER </li></ul><ul><li>Keep your emotions under control. </li></ul><ul><li>Lower your own voice & speak slowly. </li></ul><ul><li>Acknowledge the employee's anger. </li></ul><ul><li>Try to identify & eliminate the cause of anger. </li></ul><ul><li>Observe the employee’s behavior slowly after your </li></ul><ul><li>discussion. </li></ul>HANDLING DIFFICULT COMMUNICATIONS
  28. 28. <ul><li>INDIFFERENCE:- </li></ul><ul><li>Determine why the employee is not paying attention. </li></ul><ul><li>Be patient & use silence to your advantage. </li></ul>HANDLING DIFFICULT COMMUNICATIONS
  29. 29. Audit Process <ul><li>1. Prepare </li></ul><ul><ul><li>Decide to audit on regular basis. </li></ul></ul><ul><ul><li>Make agreement with your second auditor. </li></ul></ul><ul><ul><li>Select a suitable area to audit . </li></ul></ul>
  30. 30. Audit Process <ul><li>2. Observe </li></ul><ul><ul><li>People working </li></ul></ul><ul><ul><li>A small part of the overall task </li></ul></ul><ul><ul><li>Use all senses. </li></ul></ul><ul><ul><li>Look ABBI. </li></ul></ul><ul><ul><li>Use the checklist. </li></ul></ul><ul><ul><li>Create the agenda </li></ul></ul>
  31. 31. Audit Process <ul><li>3. Discuss </li></ul><ul><ul><li>Establish trust (unthreatening, respectful manner). </li></ul></ul><ul><ul><li>Open questions </li></ul></ul><ul><ul><li>Encourage to establish preventive measures. </li></ul></ul><ul><ul><li>Commend good practice if appropriate. </li></ul></ul><ul><ul><li>Correct unsafe acts immediately. </li></ul></ul><ul><ul><li>Make solid agreements. </li></ul></ul>
  32. 32. Audit Process <ul><li>4. De-Brief </li></ul><ul><ul><li>Discuss learned lessons. </li></ul></ul><ul><ul><li>Actions agreed. </li></ul></ul><ul><ul><li>Mutual coaching. </li></ul></ul><ul><ul><li>Auditors performance. </li></ul></ul>
  33. 33. Audit Process <ul><li>5. Record </li></ul><ul><ul><li>Observed safety deviations. </li></ul></ul><ul><ul><li>Time, place, date & activity. </li></ul></ul><ul><ul><li>Auditors names only. </li></ul></ul><ul><ul><li>Exceptional safety performance. </li></ul></ul><ul><ul><li>Follow up actions. </li></ul></ul>
  34. 34. Audit Process <ul><li>6. Follow up </li></ul><ul><ul><li>Check on agreements. </li></ul></ul><ul><ul><li>Own personal agreements. </li></ul></ul><ul><ul><li>Organization improvements programs. </li></ul></ul>
  35. 35. Observation Categories <ul><li>1. REACTIONS OF PEOPLE: </li></ul><ul><ul><li>Adjusting / adding personal protective equipment. </li></ul></ul><ul><ul><li>Changing position suddenly. </li></ul></ul><ul><ul><li>Rearranging job. </li></ul></ul><ul><ul><li>Stopping / leaving job. </li></ul></ul><ul><ul><li>Hiding, dodging. </li></ul></ul><ul><ul><li>Applying Isolations. </li></ul></ul><ul><ul><li>Changing tools. </li></ul></ul>
  36. 36. Observation Categories <ul><li>2. POSITIONS OF PEOPLE </li></ul><ul><li>(INJURY CAUSES): </li></ul><ul><ul><li>Striking against, being struck by. </li></ul></ul><ul><ul><li>Being caught in, or between. </li></ul></ul><ul><ul><li>Failing at same height or between different level. </li></ul></ul>
  37. 37. <ul><ul><li>Contacting temperature extremes. </li></ul></ul><ul><ul><li>Contacting electrical current. </li></ul></ul><ul><ul><li>Inhaling, absorbing through skin, swallowing </li></ul></ul><ul><ul><li>harmful material. </li></ul></ul><ul><ul><li>Overexerting while lifting, pulling, pushing and reaching. </li></ul></ul>
  38. 38. Observation Categories <ul><ul><li>(QUESTIONING ATTITUDE) </li></ul></ul><ul><ul><ul><li>What if the unexpected happens? </li></ul></ul></ul><ul><ul><ul><li>What injuries could occur? </li></ul></ul></ul><ul><ul><ul><li>How can this job be done more safely? </li></ul></ul></ul>
  39. 39. Observation Categories <ul><li>Open Questions </li></ul><ul><li>Can you tell me about </li></ul><ul><li>your job? </li></ul><ul><li>What could go wrong? </li></ul><ul><li>How could you got hurt? </li></ul><ul><li>What kind of injury </li></ul><ul><li>How serious? </li></ul><ul><li>How could you prevent it? </li></ul>
  40. 40. <ul><li>Who else could be affected? </li></ul><ul><li>What if the unexpected happened? </li></ul><ul><li>What worried me when I just saw you? </li></ul><ul><li>What do you think stopped you? </li></ul><ul><li>How can the job be done more safely? </li></ul><ul><li>What would you do in an Emergency? </li></ul>
  41. 41. Observation Categories <ul><li>3 . Personal Protective Equipment: </li></ul><ul><ul><li>Provides barrier. </li></ul></ul><ul><ul><li>Reflects state of mind. </li></ul></ul><ul><ul><li>Match the task/hazards with the protection worn. </li></ul></ul>
  42. 42. <ul><ul><li>Use the head-to-toe check. </li></ul></ul><ul><ul><ul><li>Head. </li></ul></ul></ul><ul><ul><ul><li>Eyes and face. </li></ul></ul></ul><ul><ul><ul><li>Respiratory system. </li></ul></ul></ul><ul><ul><ul><li>Hands and arms. </li></ul></ul></ul><ul><ul><ul><li>Trunk. </li></ul></ul></ul><ul><ul><ul><li>Feet and legs. </li></ul></ul></ul>
  43. 43. Observation Categories <ul><li>4. TOOLS & EQUIPMENT </li></ul><ul><ul><li>Observe employees using </li></ul></ul><ul><ul><li>tools or equipment: </li></ul></ul><ul><ul><ul><li>Right for the job? </li></ul></ul></ul><ul><ul><ul><li>Used correctly? </li></ul></ul></ul><ul><ul><ul><li>In safe conditions ? </li></ul></ul></ul>
  44. 44. Observation Categories <ul><li>5. PROCEDURES (Standards) </li></ul><ul><li>Evaluate standard procedures by observation: </li></ul><ul><ul><ul><li>Available? </li></ul></ul></ul><ul><ul><ul><li>Adequate for the job? </li></ul></ul></ul><ul><ul><ul><li>Known and understood? </li></ul></ul></ul><ul><ul><ul><li>Followed? </li></ul></ul></ul><ul><ul><ul><li>Maintained? </li></ul></ul></ul>
  45. 45. Observation Categories <ul><li>6. ORDERLINESS / TIDINESS </li></ul><ul><li>Evaluate orderliness by observation: </li></ul><ul><ul><ul><li>Standards established? </li></ul></ul></ul><ul><ul><ul><li>Standards understood? </li></ul></ul></ul><ul><ul><ul><li>Orderliness maintained? </li></ul></ul></ul>
  46. 46. Actions <ul><ul><li>Commend </li></ul></ul><ul><ul><li>Corrective (immediate). </li></ul></ul><ul><ul><li>Preventative (longer term). </li></ul></ul><ul><ul><li>Follow -up. </li></ul></ul><ul><li>NB Evolution is the route to long-lasting improvement–not Revolution . </li></ul>
  47. 47. INTERVENTIONS <ul><li>Have employee explain what risks are involved. </li></ul><ul><li>Have employee explain what was gained from the unsafe act. </li></ul><ul><li>Ask employee to evaluate the decision to work unsafely. </li></ul>It happened to me before, as I was ..……
  48. 48. COACHING Refers to …. “ A contract “ Formal, documented and very structured discussion Contract
  49. 49. COACHING <ul><li>Document all disciplinary actions carefully. </li></ul><ul><li>Coaching sessions are intended to develop agreements for </li></ul><ul><li>Specific behavior changes. </li></ul>PROGRESSIVE DISCIPLINE
  50. 50. COACHING <ul><li>Locate a private place to hold the session. </li></ul><ul><li>Choose a time for the meeting and inform the employee. </li></ul><ul><li>Make sure you will not be interrupted. </li></ul>PREPARE FOR A COACHING SESSIONS
  51. 51. <ul><li>Be able to describe the unsafe behavior. </li></ul><ul><li>Be ready to explain why unacceptable behavior is unsafe and </li></ul><ul><li>Acceptable one is safer. </li></ul><ul><li>Describe what you will accept as a contract. </li></ul>
  52. 52. COACHING <ul><li>Acknowledge that he understands rules , </li></ul><ul><li>he was violating . </li></ul><ul><li>Explain why he choose to act unsafely. </li></ul>CONDUCTING A COACHING SESSION
  53. 53. <ul><li>Explore steps to take to prevent behavior recurrence. </li></ul><ul><li>Establish a formal contract for improvement. </li></ul><ul><li>Observe employee after a coaching session. </li></ul>
  54. 54. REINFORCING SAFE PERFORMANCE <ul><li>Negative reinforcement </li></ul><ul><li>“ Eliminate unsafe behavior through negative consequences” </li></ul><ul><li>Positive reinforcement </li></ul><ul><li>“ Develop / maintain safe behavior through positive consequences” </li></ul>
  55. 55. <ul><li>Verbal acknowledgement </li></ul><ul><li>Public praise </li></ul><ul><li>Materials reward </li></ul><ul><li>I immediately ,During safety meetings ,Casual, Make suggestions </li></ul>
  56. 56. Benefits Of Safety Audits <ul><li>Displaying your interest </li></ul><ul><li>both in safety and in people </li></ul><ul><li>Promotes interest and involvement </li></ul><ul><li>stimulating and requires engagement </li></ul><ul><li>Enhancing employee relations </li></ul><ul><li>improving communication & understanding </li></ul><ul><li>Monitoring work practices & standards </li></ul><ul><li>finding out what is happening </li></ul><ul><li>Promoting auditing more widely </li></ul><ul><li>teaching others about the benefits of audits - leading & coaching </li></ul>
  57. 57. Benefits Of Safety Audits …follow <ul><li>Clarifying your standards </li></ul><ul><li> Re-affirm & re-establish </li></ul><ul><li>Evaluating individuals performance </li></ul><ul><li>For safety </li></ul><ul><li>Improving communication routes </li></ul><ul><li> Providing a good way to communicate two- way direction (listening!) </li></ul>
  58. 58. <ul><li>Identifying promotion potential </li></ul><ul><li>Assessing total performance </li></ul><ul><li>Providing early-warning information </li></ul><ul><li> Healthy communication lines </li></ul><ul><li>Stimulating others to audit their actions </li></ul><ul><li>Encouraging self auditing </li></ul>
  59. 59. When leadership visit the workplace they see the behaviours of their people, but also see reflected in them their own behaviour….. B Staley
  60. 60. LEADERSHIP Procedures, Standards & Policy Communication Responsibility & Accountability Audits Facilities Tools & Equipment Motivation Training Risk Assessment & Information Goals & Objectives
  61. 61. T H E E N D معاً من أجل ترسيخ مبدأ السلامة و الصحة المهنية و حماية البيئية مسؤولية الجميع P E T R O S A F E Petroleum Safety & Environmental Services Co.

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