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14447962 safety-audit

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