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Safety (1)
 

Safety (1)

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    Safety (1) Safety (1) Presentation Transcript

    • Introduction to the seven elements of effective Safety & Health Management Welcome! OR-OSHA 100 0102
        • Goals
        • 1. Understand the basics of a safety management system.
        • 2. Identify the seven core elements of an effective safety and health program.
        • 3. Describe the key processes in each program element.
      • 1. Management Commitment
        • 2. Accountability
        • 3. Employee Involvement
        • 4. Hazard Identification & Control
        • 5 . Incident/Accident Investigation
        • 6. Training
        • 7. Plan Evaluation
      The OR-OSHA Safety & Health Program Model Seven Elements
      • Inputs = Resources
      • Processes = Activities
      • Outputs = Conditions, Behaviors, Results
      Safety & Health Management System
    • “ Every system is designed perfectly to produce what it’s producing” What does this mean?
    • What might be the result if a safety plan is poorly written or not effectively implemented? Where do we look for clues that safety system design and/or implementation are flawed?
    • ELEMENT 1 – TOP MANAGEMENT COMMITMENT
      • What motivates management to “do” safety?
    • What is T op M anagement C ommitment? T M C Expression of leadership ime oney oncern
      • What has management done to demonstrate commitment at your workplace? Time, money, communications = TMC
      • What can we do to get management commitment?
    • Direct Costs Indirect Costs What do accidents cost your company? Unknown Costs
    • What injuries are causing the most claims in Oregon? Average Cost For Disabling Claims By Event or Exposure - Costs
    • Safety Pays! OSHA Advisor
    • Proactive Vs. Reactive Safety & Health Management
      • What's proactive? What's reactive?
        • What programs are emphasized?
    • ELEMENT 2 - ACCOUNTABILITY
      • Six essential elements of an effective accountability system
        • Established formal standards of behavior and performance.
        • 2. Resources provided to meet those standards.
        • 3. An effective system of measurement.
        • 4. Application of effective consequences.
        • 5. Appropriate application of consequences.
        • 6. Evaluation of the accountability system.
    • Management/Employee Accountability Manager Accountabilities Employee Accountabilities
    • Why does the employer have more accountabilities than the employee? Is that fair? What’s with that?
    • Before pointing the finger of blame, make sure management all obligations to the employee have been fulfilled. How are employees held accountable in your workplace? When is a supervisor justified in disciplining?
    • ELEMENT 3 - EMPLOYEE INVOLVEMENT
        • Group exercise: Discuss ways your employer uses (or could use) to increase involvement in the safety committee and other activities.
      • Choose one of the above ideas and discuss those methods and procedures that help ensure its success.
      • What is the purpose of your safety committee?
        • Our safety committee intends to…
      • What role does your safety committee play?
        • My safety committee performs the role of a/an…
      Involvement in the Safety Committee
      • What can the safety committee do to increase employee involvement in safety?
      • What can the safety committee do to help the employer manage safety programs?
    • ELEMENT 4 – HAZARD IDENTIFICATION AND CONTROL
    • What is a "hazard?" nsafe ondition ractice njury llness mployee reventable
    • Hazard analysis is smart business! What are the advantages of conducting hazard analysis vs. accident investigation ?
    • M E E P What are the four categories of hazards in the workplace? aterials nvironment eople quipment
    • Hazardous conditions or unsafe work practices: Which results in more accidents?
    • Any hazards or unsafe behaviors here?
    • Engineering Controls Management Controls Personal Protective Equipment Hierarchy of Controls
    • What control measures might work to correct these hazardous conditions and unsafe behaviors.
    • ELEMENT 5 - INCIDENT/ACCIDENT INVESTIGATION
    • What is an “accident?” Why do we “investigate” accidents?
    • How does your perception of a particular hazard change with daily exposure to that hazard?
    • Why are some accident reports ineffective? Why might it be dangerous to assume someone has "common sense"?
      • Be ready when accidents happen
        • Write a clear policy statement.
        • Identify those authorized to notify outside agencies (fire, police, etc.)
        • Designate those responsible to investigate accidents.
        • Train all accident investigators.
        • Establish timetables for conducting the investigation and taking corrective action.
        • Identify those who will receive the report and take corrective action.
    • Dig up the root causes of injuries and illnesses Conditions Behaviors Surface Causes Root Causes Direct Causes of Injury
      • The causes of Injury, Illness and Accidents
        • 1. Direct Cause of Injury
        • 2. Surface Causes of the Accident
        • 3. Root Causes of the Accident
      • Accident Causes
    • The six-step process Step 1 . Secure the accident scene Step 2. Collect facts about what happened Step 3. Develop the sequence of events Step 4. Determine the causes Step 5. Recommend improvements Step 6. Write the report
      • Three phases of analysis
        • Injury analysis
        • Event analysis
        • Systems analysis
      Why?
    • ELEMENT 6 - EDUCATION AND TRAINING
      • Education tells Why
      • Training shows How
      • Experience improves skills
      • Accountability sustains behavior
    • Give examples of effective safety training.
    • How do you know safety training is effective? Training is worthless without accountability
      • Safety training steps
        • Preparation
        • Presentation
        • Involvement
        • 4. Follow-up
    • ELEMENT 7 - PLAN EVALUATION
      • Last and first phase of planning cycle
      • Assess, analyze, evaluate, both labor and management
      • Use outside experts
      • Not a one person job - delegate monitoring responsibilities
      • Establish procedures for change - an action plan
      • Measure activity and results
      • Make effective recommendations
    • Before you run, time to review!