The document discusses encouraging safe behavior at work and provides a tool for shop floor managers to manage behavioral risks. It outlines a process that includes perceiving risks from individual activities, analyzing risks behaviorally, communicating risks, managing risks, reviewing plans, and correcting plans if needed. It also discusses how the work environment and human factors like experience, memory, stress, and mood influence risk perception, decisions, and safe or risky behaviors. The role of managers is to address risk perceptions and focus on decisions and behaviors of employees.
The document discusses organizational planning and goal setting. It provides information on different levels of goals from strategic goals set by the organization as a whole down to operational goals for individual departments and employees. It also discusses the purposes of goals and plans in providing direction, motivation and standards for performance assessment. Additionally, it covers Peter Drucker's eight content areas for developing goals and characteristics of effective goal setting including goals being specific, measurable, challenging and linked to rewards.
The document discusses time management and goal setting for academic coaching. It provides information on the expectations and responsibilities of coaches and students in the coaching process. Goals help students stay motivated, prioritize their time, and become independent learners. SMART goals are specific, measurable, achievable, realistic and timely. Effective time management includes creating a weekly schedule with classes, studying, and other commitments blocked out by time and day. A monthly planner can help students plan for long-term assignments by blocking out test, project and paper due dates across the semester. Coaches can help students develop goals and time management skills to succeed academically.
1. The document discusses Bosch's approach to process management, including its core processes of product engineering, production engineering, procurement, production, and order fulfillment.
2. It provides an overview of Bosch's Order Fulfillment Process and its adoption of a BPS (Bosch Production System) approach.
3. The BPS aims to achieve lean production through principles, tools, and elements that empower workers to execute the principles, with the goal of achieving best-in-class status.
The document discusses workers' participation in management. It describes various forms of participation including sharing information, joint consultation, and involving workers in decision making. It also outlines the government's policies towards participation in India, including works committees, joint management councils, and worker directors. However, many participation schemes have failed due to lack of commitment from both management and workers. For participation to be effective, both groups must be willing to invest time and have the right attitudes.
Workers' participation in management involves giving workers influence over managerial decision-making through information sharing, joint consultation, and suggestion schemes. The main forms of participation in India are Works Committees, Joint Management Councils, and Worker Directors, which allow for indirect representative participation. Direct participation also occurs through communication, quality circles, 5S concepts, PDCA cycles, and quality of work life programs that aim to improve productivity, industrial harmony, and democracy in decision-making. However, many participative arrangements have had only partial success due to issues like lack of competence, union opposition, and recommendations not being enforced.
The presentation will discuss common issues on shop floors and how to move to paperless 21st century manufacturing. It will identify problems with outdated instructions, multiple hard copy drawings, handwritten forms causing errors, and reliance on printed documentation. It will suggest that electronic routing, drawings and forms could help but are still printed, and that video instructions and barcoding could help simplify tasks. It will also note challenges with training new employees, removing obsolete documents, and infrequent updates due to cost and time of paper-based systems. The presentation argues that going paperless can help address these issues.
This document discusses achieving business excellence through strategies like having a clear vision and communication plan, flawless execution, a performance-oriented culture with high standards, and an agile organization. It provides examples of companies that exemplify excellence like Southwest Airlines, Dell, Toyota, and Starbucks. Key lessons from top CEOs emphasize having an outside perspective, passion for the job, understanding culture, and creating next-generation solutions. Maintaining excellence requires clear communication, forcing hard decisions, focusing on results, and remaining flexible to change.
The document outlines an agenda and objectives for a 5S training for shop floor employees, describing the five S's of 5S (Sort, Set In Order, Shine, Standardize, Sustain) and how to implement them to organize the workplace, eliminate waste, improve safety and quality, and establish standards and habits to maintain the 5S system. The 5S methodology is presented as a tool to help make operations more lean by reducing waste and non-value added activities.
The document discusses organizational planning and goal setting. It provides information on different levels of goals from strategic goals set by the organization as a whole down to operational goals for individual departments and employees. It also discusses the purposes of goals and plans in providing direction, motivation and standards for performance assessment. Additionally, it covers Peter Drucker's eight content areas for developing goals and characteristics of effective goal setting including goals being specific, measurable, challenging and linked to rewards.
The document discusses time management and goal setting for academic coaching. It provides information on the expectations and responsibilities of coaches and students in the coaching process. Goals help students stay motivated, prioritize their time, and become independent learners. SMART goals are specific, measurable, achievable, realistic and timely. Effective time management includes creating a weekly schedule with classes, studying, and other commitments blocked out by time and day. A monthly planner can help students plan for long-term assignments by blocking out test, project and paper due dates across the semester. Coaches can help students develop goals and time management skills to succeed academically.
1. The document discusses Bosch's approach to process management, including its core processes of product engineering, production engineering, procurement, production, and order fulfillment.
2. It provides an overview of Bosch's Order Fulfillment Process and its adoption of a BPS (Bosch Production System) approach.
3. The BPS aims to achieve lean production through principles, tools, and elements that empower workers to execute the principles, with the goal of achieving best-in-class status.
The document discusses workers' participation in management. It describes various forms of participation including sharing information, joint consultation, and involving workers in decision making. It also outlines the government's policies towards participation in India, including works committees, joint management councils, and worker directors. However, many participation schemes have failed due to lack of commitment from both management and workers. For participation to be effective, both groups must be willing to invest time and have the right attitudes.
Workers' participation in management involves giving workers influence over managerial decision-making through information sharing, joint consultation, and suggestion schemes. The main forms of participation in India are Works Committees, Joint Management Councils, and Worker Directors, which allow for indirect representative participation. Direct participation also occurs through communication, quality circles, 5S concepts, PDCA cycles, and quality of work life programs that aim to improve productivity, industrial harmony, and democracy in decision-making. However, many participative arrangements have had only partial success due to issues like lack of competence, union opposition, and recommendations not being enforced.
The presentation will discuss common issues on shop floors and how to move to paperless 21st century manufacturing. It will identify problems with outdated instructions, multiple hard copy drawings, handwritten forms causing errors, and reliance on printed documentation. It will suggest that electronic routing, drawings and forms could help but are still printed, and that video instructions and barcoding could help simplify tasks. It will also note challenges with training new employees, removing obsolete documents, and infrequent updates due to cost and time of paper-based systems. The presentation argues that going paperless can help address these issues.
This document discusses achieving business excellence through strategies like having a clear vision and communication plan, flawless execution, a performance-oriented culture with high standards, and an agile organization. It provides examples of companies that exemplify excellence like Southwest Airlines, Dell, Toyota, and Starbucks. Key lessons from top CEOs emphasize having an outside perspective, passion for the job, understanding culture, and creating next-generation solutions. Maintaining excellence requires clear communication, forcing hard decisions, focusing on results, and remaining flexible to change.
The document outlines an agenda and objectives for a 5S training for shop floor employees, describing the five S's of 5S (Sort, Set In Order, Shine, Standardize, Sustain) and how to implement them to organize the workplace, eliminate waste, improve safety and quality, and establish standards and habits to maintain the 5S system. The 5S methodology is presented as a tool to help make operations more lean by reducing waste and non-value added activities.
This presentation gives in depth details about Doing AAC Blockwork with thin mortar adhesive.
It covers all aspect of blockwork activity start from panning till completion.
it also contains the common mistakes made by mason labour during execution of work.
This is from our 3 hour Goal Setting Mastery Workshop. If you'd like a version of this brought into your organization, just connect with us at www.carnegiejunction.com.
Energy audits identify opportunities to reduce energy usage and costs in facilities. An energy audit involves gathering utility data and assessing energy consumption across systems through a plant visit. Auditors then analyze usage patterns, identify inefficient equipment and processes, and provide a prioritized list of recommendations. Implementing recommended upgrades can help companies lower energy costs significantly and improve profitability. Regular follow-ups ensure the effectiveness of changes made and continued progress towards energy management goals.
The document discusses managing an organization with a focus on:
1) Equipping managers and workers to maximize productivity through management-task cycles and values-based transformation.
2) Desirable traits for Filipino employees include customer orientation, continuous improvement, and striving for excellence.
3) Successful management involves comprehensive planning aligned with vision/mission, goal-setting, positioning teams, and ongoing monitoring/improvement.
This document discusses workers' participation in management in India. It provides context on the historical development of workers' participation in India through various acts and policies since independence. It highlights some key challenges to effective participation including resistance from employers who see workers as not competent for decision making, lack of interest from workers, and perfunctory government attitudes. It emphasizes the need for education and training of workers, clear objectives agreed by both sides, and participation starting at operational levels to strengthen participative management in India. The main forms of participation currently used are collective bargaining, works councils, joint management councils and workers ownership of enterprises.
The company has effectively implemented various HR techniques at its plant like 5S, Kaizens, SQC, TQM and Poka-Yoke. Workers are aware of these concepts and their implementation has reduced wastage. HACCP standards are followed for food safety. Wastage is minimized through techniques like reprocessing undersized/overbaked biscuits and sending total wastage to poultry farms. Workers surveyed showed positive response to the techniques adopted by the plant and suggested some further focus areas for improvement.
The document provides an agenda for a workshop on effective shop floor organization for small furniture manufacturers. The workshop covers topics like effective layout options, process flow and organization, safety standards, basic equipment maintenance, and preventing electrical hazards. It emphasizes organizing the production space through proper layout and process flow, and maintaining the organization through the "5S" methodology of sorting, setting in order, shining, standardizing, and sustaining cleanliness and order over time. The overall goal is to help small businesses improve efficiency, safety, and productivity through an organized and well-maintained workshop environment.
The Role of the Practicing Veterinarian in Emergency ResponseClayton McCook
This presentation, delivered at the North American Association of Racetrack Veterinarians conference in Lexington, KY on 11/6/18, describes the history of the Oklahoma Large Animal First Responders (OLAFR) and examines the role of the practicing veterinarian in emergency incidents involving animals.
The document discusses risk management and occupational health and safety risk management. It defines risk and outlines the sequence of risk management, which includes risk identification, quantification, classification, prioritization, and mitigation. It then discusses identifying common hazards at the workplace, assessing associated risks, and developing risk management procedures. Specific methods are provided for quantifying risks based on likelihood and impact scores to develop a risk matrix and prioritize risks. The importance of identifying hazards for assessing and mitigating health and safety risks is emphasized.
This document discusses individual behavior and differences. It notes that understanding individual differences requires observing and recognizing differences, studying variables that influence behavior, and discovering relationships among variables. Key areas that influence individual behavior are abilities and skills, demographics like gender and culture, and psychological variables such as perception, attribution, attitudes, personality, and emotional intelligence. The document provides examples of how these factors can influence behaviors and outcomes in organizational settings.
This document discusses the role of human resources in ensuring health and safety in the workplace. It outlines common health and safety hazards and prevention strategies, including chemical, ergonomic and biological hazards. It also discusses management leadership in health and safety, hazard control through analysis and identification, and the importance of training and education for managers, supervisors and employees to understand and address workplace hazards.
This document outlines the university's injury and illness prevention program (IIPP), which is mandated by law to protect employees, students, and the public. It describes the 6 required elements of the IIPP including accountability, methods for reporting unsafe conditions, training, inspections, and a safety committee. It also reviews the responsibilities of faculty and supervisors to identify and address safety issues, as well as policies and services provided by the Risk Management and Safety department.
This document describes the SEEN BREAKDOWN process for performing hazard identification during work site inspections. The process uses the acronym SEEN to survey for hazards, evaluate them, examine corrective actions, and notify the immediate supervisor. It then uses the acronym BREAKDOWN to break the work area into smaller tasks, review documentation, inspect equipment and the work area, keep storage areas organized, document findings, observe crews, walk around the entire work area, and notify supervisors and crews of findings and needed corrective actions. The goal is to improve hazard recognition and safety awareness through a standardized inspection process.
This document summarizes the implementation and results of a macroergonomic approach to injury prevention at Fort Sam Houston over two years. Initial assessments found high injury rates from running and marching. General interventions reduced injuries 10.8% by increasing awareness and standardizing policies. Targeted running program interventions further reduced new injury profiles 48.6% and clinic visits 36.5%, saving over $137,000 annually. Continued surveillance found the 232nd Battalion program modifications successfully sustained these injury reductions over multiple training cycles.
This document outlines the key aspects of risk management for high risk sports. It discusses defining risk and hazards, assessing risk through various methods, and how to effectively manage risk. The document provides examples of different types of risks, such as mechanical, physical, chemical and environmental risks. It emphasizes that the goal of risk management is to resolve risk levels and implement safety controls to reduce risk while still allowing enjoyment of activities.
Risk management: the systematic application of management policies , procedures and practices to the tasks of identifying , analysing , assessing , treating and monitoring risk.
This document provides an overview of topics covered at a Parish Leadership Workshop on human resources. Key topics included health and safety training requirements, emergency preparedness, screening policies, and guidelines around hiring contractors versus employees. Specific canons and policies around clergy remuneration, workplace violence, and ending employment were also reviewed. Resources from the Diocese of Toronto website such as templates and guidelines were highlighted.
This document provides an overview of topics covered at a Parish Leadership Workshop on human resources. Key topics included health and safety training requirements, emergency preparedness, screening policies, and guidelines around hiring contractors versus employees. Specific canons and policies around clergy remuneration, violence and harassment prevention, and proper documentation for endings such as resignations and dismissals were also reviewed. Resources from the Diocese of Toronto website including templates, checklists, and staff contacts were highlighted.
This presentation gives in depth details about Doing AAC Blockwork with thin mortar adhesive.
It covers all aspect of blockwork activity start from panning till completion.
it also contains the common mistakes made by mason labour during execution of work.
This is from our 3 hour Goal Setting Mastery Workshop. If you'd like a version of this brought into your organization, just connect with us at www.carnegiejunction.com.
Energy audits identify opportunities to reduce energy usage and costs in facilities. An energy audit involves gathering utility data and assessing energy consumption across systems through a plant visit. Auditors then analyze usage patterns, identify inefficient equipment and processes, and provide a prioritized list of recommendations. Implementing recommended upgrades can help companies lower energy costs significantly and improve profitability. Regular follow-ups ensure the effectiveness of changes made and continued progress towards energy management goals.
The document discusses managing an organization with a focus on:
1) Equipping managers and workers to maximize productivity through management-task cycles and values-based transformation.
2) Desirable traits for Filipino employees include customer orientation, continuous improvement, and striving for excellence.
3) Successful management involves comprehensive planning aligned with vision/mission, goal-setting, positioning teams, and ongoing monitoring/improvement.
This document discusses workers' participation in management in India. It provides context on the historical development of workers' participation in India through various acts and policies since independence. It highlights some key challenges to effective participation including resistance from employers who see workers as not competent for decision making, lack of interest from workers, and perfunctory government attitudes. It emphasizes the need for education and training of workers, clear objectives agreed by both sides, and participation starting at operational levels to strengthen participative management in India. The main forms of participation currently used are collective bargaining, works councils, joint management councils and workers ownership of enterprises.
The company has effectively implemented various HR techniques at its plant like 5S, Kaizens, SQC, TQM and Poka-Yoke. Workers are aware of these concepts and their implementation has reduced wastage. HACCP standards are followed for food safety. Wastage is minimized through techniques like reprocessing undersized/overbaked biscuits and sending total wastage to poultry farms. Workers surveyed showed positive response to the techniques adopted by the plant and suggested some further focus areas for improvement.
The document provides an agenda for a workshop on effective shop floor organization for small furniture manufacturers. The workshop covers topics like effective layout options, process flow and organization, safety standards, basic equipment maintenance, and preventing electrical hazards. It emphasizes organizing the production space through proper layout and process flow, and maintaining the organization through the "5S" methodology of sorting, setting in order, shining, standardizing, and sustaining cleanliness and order over time. The overall goal is to help small businesses improve efficiency, safety, and productivity through an organized and well-maintained workshop environment.
The Role of the Practicing Veterinarian in Emergency ResponseClayton McCook
This presentation, delivered at the North American Association of Racetrack Veterinarians conference in Lexington, KY on 11/6/18, describes the history of the Oklahoma Large Animal First Responders (OLAFR) and examines the role of the practicing veterinarian in emergency incidents involving animals.
The document discusses risk management and occupational health and safety risk management. It defines risk and outlines the sequence of risk management, which includes risk identification, quantification, classification, prioritization, and mitigation. It then discusses identifying common hazards at the workplace, assessing associated risks, and developing risk management procedures. Specific methods are provided for quantifying risks based on likelihood and impact scores to develop a risk matrix and prioritize risks. The importance of identifying hazards for assessing and mitigating health and safety risks is emphasized.
This document discusses individual behavior and differences. It notes that understanding individual differences requires observing and recognizing differences, studying variables that influence behavior, and discovering relationships among variables. Key areas that influence individual behavior are abilities and skills, demographics like gender and culture, and psychological variables such as perception, attribution, attitudes, personality, and emotional intelligence. The document provides examples of how these factors can influence behaviors and outcomes in organizational settings.
This document discusses the role of human resources in ensuring health and safety in the workplace. It outlines common health and safety hazards and prevention strategies, including chemical, ergonomic and biological hazards. It also discusses management leadership in health and safety, hazard control through analysis and identification, and the importance of training and education for managers, supervisors and employees to understand and address workplace hazards.
This document outlines the university's injury and illness prevention program (IIPP), which is mandated by law to protect employees, students, and the public. It describes the 6 required elements of the IIPP including accountability, methods for reporting unsafe conditions, training, inspections, and a safety committee. It also reviews the responsibilities of faculty and supervisors to identify and address safety issues, as well as policies and services provided by the Risk Management and Safety department.
This document describes the SEEN BREAKDOWN process for performing hazard identification during work site inspections. The process uses the acronym SEEN to survey for hazards, evaluate them, examine corrective actions, and notify the immediate supervisor. It then uses the acronym BREAKDOWN to break the work area into smaller tasks, review documentation, inspect equipment and the work area, keep storage areas organized, document findings, observe crews, walk around the entire work area, and notify supervisors and crews of findings and needed corrective actions. The goal is to improve hazard recognition and safety awareness through a standardized inspection process.
This document summarizes the implementation and results of a macroergonomic approach to injury prevention at Fort Sam Houston over two years. Initial assessments found high injury rates from running and marching. General interventions reduced injuries 10.8% by increasing awareness and standardizing policies. Targeted running program interventions further reduced new injury profiles 48.6% and clinic visits 36.5%, saving over $137,000 annually. Continued surveillance found the 232nd Battalion program modifications successfully sustained these injury reductions over multiple training cycles.
This document outlines the key aspects of risk management for high risk sports. It discusses defining risk and hazards, assessing risk through various methods, and how to effectively manage risk. The document provides examples of different types of risks, such as mechanical, physical, chemical and environmental risks. It emphasizes that the goal of risk management is to resolve risk levels and implement safety controls to reduce risk while still allowing enjoyment of activities.
Risk management: the systematic application of management policies , procedures and practices to the tasks of identifying , analysing , assessing , treating and monitoring risk.
This document provides an overview of topics covered at a Parish Leadership Workshop on human resources. Key topics included health and safety training requirements, emergency preparedness, screening policies, and guidelines around hiring contractors versus employees. Specific canons and policies around clergy remuneration, workplace violence, and ending employment were also reviewed. Resources from the Diocese of Toronto website such as templates and guidelines were highlighted.
This document provides an overview of topics covered at a Parish Leadership Workshop on human resources. Key topics included health and safety training requirements, emergency preparedness, screening policies, and guidelines around hiring contractors versus employees. Specific canons and policies around clergy remuneration, violence and harassment prevention, and proper documentation for endings such as resignations and dismissals were also reviewed. Resources from the Diocese of Toronto website including templates, checklists, and staff contacts were highlighted.
The document outlines topics to be covered at a Parish Leadership Workshop on human resources. Key topics include health and safety training requirements, workplace violence and harassment policies, emergency preparedness planning, the difference between employees and contractors, clergy remuneration processes, and screening policies for volunteers. Templates and resources on these topics can be found on the diocesan website.
This document provides background information on David S K Leong and his experience in risk management and internal auditing. It discusses Leong's career history working in risk management, internal audit, and compliance roles for several large banks in Malaysia over 35 years. The document also outlines some key risk management challenges organizations often face and provides guidance on establishing an effective enterprise-wide risk management program, including integrating it with internal audit and focusing on the most significant risks.
Psychosocial Risk: Moving from risk to opportunityGreg Kontusz
Organizations don't understand PSR and less what to do about it. But what if you could turn the problem and eliminate the risk by focusing on the opportunity. The flip side of PSR is Employee Engagement and performance.
The document provides an agenda for the PRIMA meeting on March 29, 2012 in Stevens Point, WI. The schedule includes registration from 9:00-9:30 AM with pastries, a welcome from 9:30-9:50 AM by the Secretary of the Wisconsin Department of Safety and Professional Services, a presentation from 9:50-11:00 AM by the Section Chief of the department on public employee safety regulations, a break from 11:00-11:15 AM, a presentation from 11:15-12:15 PM by a State Patrol investigator on compliance reviews, lunch from 12:15-1:00 PM sponsored by Aegis Corporation, and a final presentation from 1:00-
This document provides an overview of key concepts in risk management for project management. It defines common terms like risk, risk tolerance, risk levels and sources. It also outlines the seven steps of the risk management process: 1) plan risk management, 2) identify risks, 3) analyze risks qualitatively, 4) analyze risks quantitatively, 5) plan risk responses, 6) implement responses, and 7) monitor risks. Quantitative analysis techniques are discussed like expected monetary value analysis and qualitative techniques like risk priority assessment. Response strategies and closing of risks are also covered.
The document provides guidelines for carrying out risk assessments and preparing safety statements as required by law. It outlines a six step process for managing workplace safety: [1] developing a safety policy, [2] identifying hazards, [3] assessing risks, [4] deciding on precautions, [5] recording findings, and [6] reviewing and updating the program. The guidelines explain each step and how following this process helps employers comply with their legal duties and reduce workplace accidents and ill health.
This document outlines a 7-stage behavioural safety program. It discusses establishing management and workforce buy-in, selecting a driving team, training observers, identifying critical safety behaviors, establishing a baseline, and implementing an observation and feedback process to continually monitor and improve safety culture. The goal of a behavioural safety program is to modify worker behaviors to improve safety performance and culture through positive reinforcement.
This document provides guidelines for employees on preventing the spread of COVID-19 at the workplace. It discusses proper hand hygiene, maintaining social distancing, disinfecting common surfaces, wearing masks, and monitoring for COVID-19 symptoms. Employees are instructed to inform managers if they experience symptoms like fever, cough or difficulty breathing. The guidelines aim to keep the workplace safe and prevent transmission of the virus between employees.
This document provides a training manual for employees on COVID-19 protection and prevention measures. It outlines various responsibilities and guidelines for maintaining hygiene and social distancing. This includes procedures for temperature screening, travel, meetings, cafeteria use, toilets, and disinfection of common areas. Symptoms of COVID-19 are defined and procedures for identifying infected individuals and disposing of used masks are explained. The overall goal is to make all employees aware of measures to protect themselves and prevent transmission of the virus at work.
The document discusses emergency information panels (EIPs) that must be displayed on vehicles transporting hazardous chemicals. It notes that:
1) EIPs display warning and emergency information, including the chemical name, UN number, hazard class, HAZCHEM code, emergency contact numbers, and special advice.
2) Indian law mandates that vehicles transporting hazardous chemicals display an EIP with specified details.
3) EIPs help emergency response teams properly handle chemical emergencies.
This document outlines the 5 steps of the "STOP" observation process:
1. Observe work activities and the surrounding environment, looking for both safe and unsafe acts.
2. If an unsafe act or condition is observed, stop the job and discuss it with the workers involved to understand the risks.
3. Make recommendations with worker input on how to complete the job safely.
4. Complete a behavior observation card with details of the unsafe act and agreed corrective actions.
5. Be specific on the card about the observation, corrective actions, completion dates, and observers. Submit the card for review.
Occupational safety & health regulatory framework in indiaPANNALAL SONI
The document outlines India's occupational safety and health regulatory framework. It discusses key laws governing OSH across different sectors like factories, mines, ports, and construction. The framework is overseen by the Ministry of Labour and other state labour departments. The document also defines workers, employers, and their respective duties to ensure health and safety. Employers must provide first aid facilities, personal protective equipment, welfare amenities, and conduct health monitoring of workers exposed to hazards.
Hazop study training at gujarat safety councilPANNALAL SONI
The document discusses the HAZOP (Hazard and Operability Study) methodology. It begins with an overview of the history and development of HAZOP. The document then explains key aspects of conducting a HAZOP study such as assembling a multi-disciplinary team, using guide words to identify potential deviations from the design intent, and documenting the findings along with recommended actions. The last part provides examples of applying guide words to identify deviations for a process parameter. In summary, the document provides guidance on properly planning and executing a HAZOP study to systematically identify potential hazards and operability issues in a process.
The document contains details of a one day training session on health, safety and environment (HSE) legislations to be delivered by Pannalal Soni on February 26, 2018. The training will cover numerous Indian laws governing factory safety, hazardous chemicals, explosives, gas cylinders, boilers, electricity, and environmental protection. It will explain the objectives of safety legislation, responsibilities of employers and employees, and the authorities responsible for enforcement. An overview of key sections of the Factories Act of 1948 regarding occupational health, safety, welfare, working hours and penalties will also be provided.
The document discusses current trends in process safety management in India from both a legal and operational perspective. It notes that while laws were strengthened after Bhopal to address major accidents, incidents still occur due to lack of awareness, competent professionals, monitoring, and information sharing. The discussion focuses on ensuring proper assessment of process safety systems, mandatory audits, compliance beyond paperwork, and public disclosure of emergency information as required by law.
This document discusses the hazards of static electricity and methods for its control. It begins by introducing static electricity as a charge generated by contact and separation of materials. Three conditions are necessary for static electricity to cause ignition: a combustible material, a built-up static charge, and sufficient spark energy. Common sources of static charges are liquid and gas flows, conveyor belts, and personnel movement. Key control methods include bonding and earthing conductive equipment, increasing conductivity of floors/materials, and ionizing air. Special attention for liquid flows includes pipe design and limiting flow velocities to reduce static buildup.
This document discusses the skills needed to be a successful manager. It emphasizes that managers must shift their focus from doing the job themselves to planning, controlling, and managing others. Key responsibilities of managers include dealing with people, developing abilities, building teams, achieving results, and integrating safety into job planning. Managers must take on roles as leaders, administrators, coordinators, trainers, communicators, and problem solvers. They are responsible for motivating subordinates, organizing resources, resolving conflicts, delegating tasks, and demonstrating consistency, fairness and leadership qualities. Overall, the document outlines the varied skills required of managers and their responsibility for the performance and safety of their teams.
1) The document discusses defensive driving techniques, including identifying common causes of road accidents such as unsafe driving conditions, practices, and adverse weather.
2) It outlines important traffic rules and regulations in India and describes proper signaling and emergency procedures.
3) The summary emphasizes the need for drivers to identify hazards posed by human error and dangerous conditions, obey traffic rules using common sense, and remember their defensive driving training.
The document discusses Failure Mode and Effects Analysis (FMEA). It describes FMEA as a step-by-step approach to identify potential failures in processes. There are different types of FMEAs that focus on systems, design, processes, services or software. An FMEA provides benefits like identifying critical process failures and enabling preventative actions. The key steps of an FMEA are to determine potential failure modes and their causes/effects, rate the severity, occurrence, and detection of failures, calculate a Risk Priority Number, and develop recommended actions. The document provides an example FMEA for an extruder process and emphasizes prioritizing high RPN failures.
This document discusses the skills needed to be a successful manager. It emphasizes that managers must shift their focus from doing the job themselves to planning, controlling, and managing others. Key responsibilities of managers include dealing with people, developing abilities, building teams, achieving results, and integrating safety into job planning. Managers must take on roles as leaders, administrators, coordinators, specialists, trainers, communicators, and problem solvers. They are responsible for motivating subordinates, exercising self-discipline, identifying training needs, and making the best use of resources.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
1. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
ENCOURAGING SAFE BEHAVIOR AT WORKENCOURAGING SAFE BEHAVIOR AT WORK
TOOL FOR SHOP FLOOR MANAGERTOOL FOR SHOP FLOOR MANAGER
By :By :
PANNALAL SONIPANNALAL SONI
2. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Behavioral Risk ManagementBehavioral Risk Management
Initiatives & ApplicationInitiatives & Application
Risk Perception from individual's activities
Behavioral based Risk Analysis of individual
Risk Communication
Risk Management
Review of plan
Correction in plan, IF REQUIRED
Initiatives & ApplicationInitiatives & Application
Risk Perception from individual's activities
Behavioral based Risk Analysis of individual
Risk Communication
Risk Management
Review of plan
Correction in plan, IF REQUIRED
3. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Work
Environment
&
Human
Activities
Work
Environment
&
Human
Activities
4. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Work
Environment
&
Human
Activities
Work
Environment
&
Human
Activities
1. Experience
2. Memory
3. Stress
4. Mood
1. Experience
2. Memory
3. Stress
4. Mood
5. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Work
Environment
&
Human
Activities
Work
Environment
&
Human
Activities
1. Experience
2. Memory
3. Stress
4. Mood
1. Experience
2. Memory
3. Stress
4. Mood
1. Environment
2. Exposure
3. Group
4. Culture
1. Environment
2. Exposure
3. Group
4. Culture
6. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Work
Environment
&
Human
Activities
Work
Environment
&
Human
Activities
1. Experience
2. Memory
3. Stress
4. Mood
1. Experience
2. Memory
3. Stress
4. Mood
1. Environment
2. Exposure
3. Group
4. Sign
1. Environment
2. Exposure
3. Group
4. Sign
7. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Work
Environment
&
Human
Activities
Work
Environment
&
Human
Activities
1. Experience
2. Memory
3. Stress
4. Mood
1. Experience
2. Memory
3. Stress
4. Mood
1. Environment
2. Exposure
3. Group
4. Sign
1. Environment
2. Exposure
3. Group
4. Sign
Perception ofPerception of
Risk FactorsRisk Factors
Perception ofPerception of
Risk FactorsRisk Factors
8. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Work
Environment
&
Human
Activities
Work
Environment
&
Human
Activities
1. Experience
2. Memory
3. Stress
4. Mood
1. Experience
2. Memory
3. Stress
4. Mood
1. Environment
2. Exposure
3. Group
4. Sign
1. Environment
2. Exposure
3. Group
4. Sign
Perception ofPerception of
Risk FactorsRisk Factors
Perception ofPerception of
Risk FactorsRisk Factors
9. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Work
Environment
&
Human
Activities
Work
Environment
&
Human
Activities
1. Experience
2. Memory
3. Stress
4. Mood
1. Experience
2. Memory
3. Stress
4. Mood
1. Environment
2. Exposure
3. Group
4. Sign
1. Environment
2. Exposure
3. Group
4. Sign
Perception ofPerception of
Risk FactorsRisk Factors
Perception ofPerception of
Risk FactorsRisk Factors
DecisionDecision
10. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Work
Environment
&
Human
Activities
Work
Environment
&
Human
Activities
1. Experience
2. Memory
3. Stress
4. Mood
1. Experience
2. Memory
3. Stress
4. Mood
1. Environment
2. Exposure
3. Group
4. Sign
1. Environment
2. Exposure
3. Group
4. Sign
Perception ofPerception of
Risk FactorsRisk Factors
Perception ofPerception of
Risk FactorsRisk Factors
DecisionDecision
11. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Work
Environment
&
Human
Activities
Work
Environment
&
Human
Activities
1. Experience
2. Memory
3. Stress
4. Mood
1. Experience
2. Memory
3. Stress
4. Mood
1. Environment
2. Exposure
3. Group
4. Sign
1. Environment
2. Exposure
3. Group
4. Sign
Perception ofPerception of
Risk FactorsRisk Factors
Perception ofPerception of
Risk FactorsRisk Factors
DecisionDecision
Safe or at Risk BehaviorSafe or at Risk BehaviorSafe or at Risk BehaviorSafe or at Risk Behavior
12. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Work
Environment
&
Human
Activities
Work
Environment
&
Human
Activities
1. Experience
2. Memory
3. Stress
4. Mood
1. Experience
2. Memory
3. Stress
4. Mood
1. Environment
2. Exposure
3. Group
4. Sign
1. Environment
2. Exposure
3. Group
4. Sign
Perception ofPerception of
Risk FactorsRisk Factors
Perception ofPerception of
Risk FactorsRisk Factors
DecisionDecision
Safe or at Risk BehaviorSafe or at Risk BehaviorSafe or at Risk BehaviorSafe or at Risk Behavior
YourYour
Role #01Role #01
YourYour
Role #01Role #01
13. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Work
Environment
&
Human
Activities
Work
Environment
&
Human
Activities
1. Experience
2. Memory
3. Stress
4. Mood
1. Experience
2. Memory
3. Stress
4. Mood
1. Environment
2. Exposure
3. Group
4. Sign
1. Environment
2. Exposure
3. Group
4. Sign
Perception ofPerception of
Risk FactorsRisk Factors
Perception ofPerception of
Risk FactorsRisk Factors
DecisionDecision
Safe or at Risk BehaviorSafe or at Risk BehaviorSafe or at Risk BehaviorSafe or at Risk Behavior
Address
Risk Perception
Issue
Address
Risk Perception
Issue
YourYour
Role #01Role #01
YourYour
Role #01Role #01
14. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Work
Environment
&
Human
Activities
Work
Environment
&
Human
Activities
1. Experience
2. Memory
3. Stress
4. Mood
1. Experience
2. Memory
3. Stress
4. Mood
1. Environment
2. Exposure
3. Group
4. Sign
1. Environment
2. Exposure
3. Group
4. Sign
Perception ofPerception of
Risk FactorsRisk Factors
Perception ofPerception of
Risk FactorsRisk Factors
DecisionDecision
Safe or at Risk BehaviorSafe or at Risk BehaviorSafe or at Risk BehaviorSafe or at Risk Behavior
Address
Risk Perception
Issue
Address
Risk Perception
Issue
YourYour
Role #01Role #01
YourYour
Role #01Role #01
YourYour
Role #02Role #02
YourYour
Role #02Role #02
15. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Work
Environment
&
Human
Activities
Work
Environment
&
Human
Activities
1. Experience
2. Memory
3. Stress
4. Mood
1. Experience
2. Memory
3. Stress
4. Mood
1. Environment
2. Exposure
3. Group
4. Sign
1. Environment
2. Exposure
3. Group
4. Sign
Perception ofPerception of
Risk FactorsRisk Factors
Perception ofPerception of
Risk FactorsRisk Factors
DecisionDecision
Safe or at Risk BehaviorSafe or at Risk BehaviorSafe or at Risk BehaviorSafe or at Risk Behavior
Focus on
Decision &
behavior
Focus on
Decision &
behavior
Address
Risk Perception
Issue
Address
Risk Perception
Issue
YourYour
Role #02Role #02
YourYour
Role #02Role #02
YourYour
Role #01Role #01
YourYour
Role #01Role #01
16. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Incorporate Human elements intoIncorporate Human elements into
Risk Management and Actively addressRisk Management and Actively address
employees working under you foremployees working under you for
Risk Perception at workRisk Perception at work..
Incorporate Human elements intoIncorporate Human elements into
Risk Management and Actively addressRisk Management and Actively address
employees working under you foremployees working under you for
Risk Perception at workRisk Perception at work..
17. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Incorporate Human elements intoIncorporate Human elements into
Risk Management and Actively addressRisk Management and Actively address
employees working under you foremployees working under you for
Risk Perception at workRisk Perception at work..
Incorporate Human elements intoIncorporate Human elements into
Risk Management and Actively addressRisk Management and Actively address
employees working under you foremployees working under you for
Risk Perception at workRisk Perception at work..
KnownKnown
Visual RiskVisual Risk
KnownKnown
Visual RiskVisual Risk
18. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Incorporate Human elements intoIncorporate Human elements into
Risk Management and Actively addressRisk Management and Actively address
employees working under you foremployees working under you for
Risk Perception at workRisk Perception at work..
Incorporate Human elements intoIncorporate Human elements into
Risk Management and Actively addressRisk Management and Actively address
employees working under you foremployees working under you for
Risk Perception at workRisk Perception at work..
KnownKnown
Visual RiskVisual Risk
KnownKnown
Visual RiskVisual Risk
Unknown/Unknown/
Hidden RiskHidden Risk
Unknown/Unknown/
Hidden RiskHidden Risk
19. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Incorporate Human elements intoIncorporate Human elements into
Risk Management and Actively addressRisk Management and Actively address
employees working under you foremployees working under you for
Risk Perception at workRisk Perception at work..
Incorporate Human elements intoIncorporate Human elements into
Risk Management and Actively addressRisk Management and Actively address
employees working under you foremployees working under you for
Risk Perception at workRisk Perception at work..
KnownKnown
Visual RiskVisual Risk
KnownKnown
Visual RiskVisual Risk
EXAMPLESEXAMPLES
??????
EXAMPLESEXAMPLES
??????
Unknown/Unknown/
Hidden RiskHidden Risk
Unknown/Unknown/
Hidden RiskHidden Risk
21. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
ExampleExample
#01#01
ExampleExample
#01#01
22. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
NONO
ExampleExample
#01#01
ExampleExample
#01#01
23. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
At
Risk
At
Risk
NONO
ExampleExample
#01#01
ExampleExample
#01#01
24. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
At
Risk
At
Risk
NONO
YesYesYesYes ExampleExample
#01#01
ExampleExample
#01#01
25. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Does they know the risk
associated with it
Does they know the risk
associated with it
At
Risk
At
Risk
NONO
YesYesYesYes ExampleExample
#01#01
ExampleExample
#01#01
26. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Does they know the risk
associated with it
Does they know the risk
associated with it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
ExampleExample
#01#01
ExampleExample
#01#01
27. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Does they know the risk
associated with it
Does they know the risk
associated with it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
YesYesYesYes
ExampleExample
#01#01
ExampleExample
#01#01
28. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Does they know the risk
associated with it
Does they know the risk
associated with it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
YesYesYesYes
ExampleExample
#01#01
ExampleExample
#01#01
29. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Does they know the risk
associated with it
Does they know the risk
associated with it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
YesYesYesYes
ExampleExample
#01#01
ExampleExample
#01#01
NONO
30. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Does they know the risk
associated with it
Does they know the risk
associated with it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
YesYesYesYes
YesYesYesYes
ExampleExample
#01#01
ExampleExample
#01#01
NONO
31. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are they made aware about SOP,Are they made aware about SOP,
is it available at shop floor &is it available at shop floor &
does they enforced to follow itdoes they enforced to follow it
Are they made aware about SOP,Are they made aware about SOP,
is it available at shop floor &is it available at shop floor &
does they enforced to follow itdoes they enforced to follow it
Does they know the risk
associated with it
Does they know the risk
associated with it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
YesYesYesYes
YesYesYesYes
ExampleExample
#01#01
ExampleExample
#01#01
NONO
32. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are they made aware about SOP,Are they made aware about SOP,
is it available at shop floor &is it available at shop floor &
does they enforced to follow itdoes they enforced to follow it
Are they made aware about SOP,Are they made aware about SOP,
is it available at shop floor &is it available at shop floor &
does they enforced to follow itdoes they enforced to follow it
Does they know the risk
associated with it
Does they know the risk
associated with it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
NONO
YesYesYesYes
YesYesYesYes
ExampleExample
#01#01
ExampleExample
#01#01
NONO
33. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are they made aware about SOP,Are they made aware about SOP,
is it available at shop floor &is it available at shop floor &
does they enforced to follow itdoes they enforced to follow it
Are they made aware about SOP,Are they made aware about SOP,
is it available at shop floor &is it available at shop floor &
does they enforced to follow itdoes they enforced to follow it
Does they know the risk
associated with it
Does they know the risk
associated with it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
NONO
YesYesYesYes
YesYesYesYes
YesYesYesYes
ExampleExample
#01#01
ExampleExample
#01#01
NONO
34. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Does they pay attention onDoes they pay attention on
safe job performancesafe job performance
Does they pay attention onDoes they pay attention on
safe job performancesafe job performance
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are they made aware about SOP,Are they made aware about SOP,
is it available at shop floor &is it available at shop floor &
does they enforced to follow itdoes they enforced to follow it
Are they made aware about SOP,Are they made aware about SOP,
is it available at shop floor &is it available at shop floor &
does they enforced to follow itdoes they enforced to follow it
Does they know the risk
associated with it
Does they know the risk
associated with it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
NONO
YesYesYesYes
YesYesYesYes
YesYesYesYes
ExampleExample
#01#01
ExampleExample
#01#01
NONO
35. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Does they pay attention onDoes they pay attention on
safe job performancesafe job performance
Does they pay attention onDoes they pay attention on
safe job performancesafe job performance
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are they made aware about SOP,Are they made aware about SOP,
is it available at shop floor &is it available at shop floor &
does they enforced to follow itdoes they enforced to follow it
Are they made aware about SOP,Are they made aware about SOP,
is it available at shop floor &is it available at shop floor &
does they enforced to follow itdoes they enforced to follow it
Does they know the risk
associated with it
Does they know the risk
associated with it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
NONO
NONO
YesYesYesYes
YesYesYesYes
YesYesYesYes
ExampleExample
#01#01
ExampleExample
#01#01
NONO
36. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Does they pay attention onDoes they pay attention on
safe job performancesafe job performance
Does they pay attention onDoes they pay attention on
safe job performancesafe job performance
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are they made aware about SOP,Are they made aware about SOP,
is it available at shop floor &is it available at shop floor &
does they enforced to follow itdoes they enforced to follow it
Are they made aware about SOP,Are they made aware about SOP,
is it available at shop floor &is it available at shop floor &
does they enforced to follow itdoes they enforced to follow it
Does they know the risk
associated with it
Does they know the risk
associated with it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
NONO
NONO
YesYesYesYes
YesYesYesYes
YesYesYesYes
YesYesYesYes
ExampleExample
#01#01
ExampleExample
#01#01
NONO
37. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Does they pay attention onDoes they pay attention on
safe job performancesafe job performance
Does they pay attention onDoes they pay attention on
safe job performancesafe job performance
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
They are SAFEThey are SAFEThey are SAFEThey are SAFE
Are they made aware about SOP,Are they made aware about SOP,
is it available at shop floor &is it available at shop floor &
does they enforced to follow itdoes they enforced to follow it
Are they made aware about SOP,Are they made aware about SOP,
is it available at shop floor &is it available at shop floor &
does they enforced to follow itdoes they enforced to follow it
Does they know the risk
associated with it
Does they know the risk
associated with it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
NONO
NONO
YesYesYesYes
YesYesYesYes
YesYesYesYes
YesYesYesYes
ExampleExample
#01#01
ExampleExample
#01#01
NONO
38. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Does they pay attention onDoes they pay attention on
safe job performancesafe job performance
Does they pay attention onDoes they pay attention on
safe job performancesafe job performance
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
Are workers Aware ofAre workers Aware of
moving part of machinemoving part of machine
They are SAFEThey are SAFEThey are SAFEThey are SAFE
Are they made aware about SOP,Are they made aware about SOP,
is it available at shop floor &is it available at shop floor &
does they enforced to follow itdoes they enforced to follow it
Are they made aware about SOP,Are they made aware about SOP,
is it available at shop floor &is it available at shop floor &
does they enforced to follow itdoes they enforced to follow it
Does they know the risk
associated with it
Does they know the risk
associated with it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
NONO
NONO
YesYesYesYes
YesYesYesYes
YesYesYesYes
YesYesYesYes
ExampleExample
#01#01
ExampleExample
#01#01
NONO
As a traffic Police
It is our responsibility
To enforce them for
Their own safety
As a traffic Police
It is our responsibility
To enforce them for
Their own safety
40. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are workers aware about risk of cellAre workers aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
Are workers aware about risk of cellAre workers aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
ExampleExample
#02#02
ExampleExample
#02#02
41. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are workers aware about risk of cellAre workers aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
Are workers aware about risk of cellAre workers aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
NONO
ExampleExample
#02#02
ExampleExample
#02#02
42. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are workers aware about risk of cellAre workers aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
Are workers aware about risk of cellAre workers aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
At
Risk
At
Risk
NONO
ExampleExample
#02#02
ExampleExample
#02#02
43. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are workers aware about risk of cellAre workers aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
Are workers aware about risk of cellAre workers aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
At
Risk
At
Risk
NONO
YesYesYesYes
ExampleExample
#02#02
ExampleExample
#02#02
44. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are workers aware about risk of cellAre workers aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
Are workers aware about risk of cellAre workers aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
Does they pay attention for itDoes they pay attention for it
At
Risk
At
Risk
NONO
YesYesYesYes
ExampleExample
#02#02
ExampleExample
#02#02
45. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are workers aware about risk of cellAre workers aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
Are workers aware about risk of cellAre workers aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
Does they pay attention for itDoes they pay attention for it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
ExampleExample
#02#02
ExampleExample
#02#02
46. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are workers aware about risk of cellAre workers aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
Are workers aware about risk of cellAre workers aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
Does they pay attention for itDoes they pay attention for it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
YesYesYesYes
ExampleExample
#02#02
ExampleExample
#02#02
47. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are workers aware about risk of cellAre workers aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
Are workers aware about risk of cellAre workers aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
Does they have sense to perceive t he riskDoes they have sense to perceive t he risk
associated with cell phone use at workassociated with cell phone use at work
Does they have sense to perceive t he riskDoes they have sense to perceive t he risk
associated with cell phone use at workassociated with cell phone use at work
Does they pay attention for itDoes they pay attention for it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
YesYesYesYes
ExampleExample
#02#02
ExampleExample
#02#02
48. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are workers made aware about risk of cellAre workers made aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
Are workers made aware about risk of cellAre workers made aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
Does they have sense to perceive t he riskDoes they have sense to perceive t he risk
associated with cell phone use at workassociated with cell phone use at work
Does they have sense to perceive t he riskDoes they have sense to perceive t he risk
associated with cell phone use at workassociated with cell phone use at work
Does they pay attention for itDoes they pay attention for it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
NONO
YesYesYesYes
ExampleExample
#02#02
ExampleExample
#02#02
49. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Does they have sense to perceive t he riskDoes they have sense to perceive t he risk
associated with cell phone use at workassociated with cell phone use at work
Does they have sense to perceive t he riskDoes they have sense to perceive t he risk
associated with cell phone use at workassociated with cell phone use at work
Does they pay attention for itDoes they pay attention for it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
NONO
YesYesYesYes
YesYesYesYes
ExampleExample
#02#02
ExampleExample
#02#02
Are workers made aware about risk of cellAre workers made aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
Are workers made aware about risk of cellAre workers made aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
50. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Are they bringing Cell phone at workAre they bringing Cell phone at workAre they bringing Cell phone at workAre they bringing Cell phone at work
Does they have sense to perceive t he riskDoes they have sense to perceive t he risk
associated with cell phone use at workassociated with cell phone use at work
Does they have sense to perceive t he riskDoes they have sense to perceive t he risk
associated with cell phone use at workassociated with cell phone use at work
Does they pay attention for itDoes they pay attention for it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
NONO
YesYesYesYes
YesYesYesYes
ExampleExample
#02#02
ExampleExample
#02#02
Are workers made aware about risk of cellAre workers made aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
Are workers made aware about risk of cellAre workers made aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
51. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Does they have sense to perceive t he riskDoes they have sense to perceive t he risk
associated with cell phone use at workassociated with cell phone use at work
Does they have sense to perceive t he riskDoes they have sense to perceive t he risk
associated with cell phone use at workassociated with cell phone use at work
Does they pay attention for itDoes they pay attention for it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
NONO
YesYesYesYes
YesYesYesYes
YESYES
ExampleExample
#02#02
ExampleExample
#02#02
Are they bringing Cell phone at workAre they bringing Cell phone at workAre they bringing Cell phone at workAre they bringing Cell phone at work
Are workers made aware about risk of cellAre workers made aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
Are workers made aware about risk of cellAre workers made aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
52. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Does they have sense to perceive t he riskDoes they have sense to perceive t he risk
associated with cell phone use at workassociated with cell phone use at work
Does they have sense to perceive t he riskDoes they have sense to perceive t he risk
associated with cell phone use at workassociated with cell phone use at work
Does they pay attention for itDoes they pay attention for it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
NONO
NONONONO
YesYesYesYes
YesYesYesYes
YESYES
ExampleExample
#02#02
ExampleExample
#02#02
Are they bringing Cell phone at workAre they bringing Cell phone at workAre they bringing Cell phone at workAre they bringing Cell phone at work
Are workers made aware about risk of cellAre workers made aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
Are workers made aware about risk of cellAre workers made aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
53. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
SafeSafeSafeSafe
Does they have sense to perceive t he riskDoes they have sense to perceive t he risk
associated with cell phone use at workassociated with cell phone use at work
Does they have sense to perceive t he riskDoes they have sense to perceive t he risk
associated with cell phone use at workassociated with cell phone use at work
Does they pay attention for itDoes they pay attention for it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
NONO
NONONONO
YesYesYesYes
YesYesYesYes
YESYES
ExampleExample
#02#02
ExampleExample
#02#02
Are they bringing Cell phone at workAre they bringing Cell phone at workAre they bringing Cell phone at workAre they bringing Cell phone at work
Are workers made aware about risk of cellAre workers made aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
Are workers made aware about risk of cellAre workers made aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
54. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
SafeSafeSafeSafe
Does they have sense to perceive t he riskDoes they have sense to perceive t he risk
associated with cell phone use at workassociated with cell phone use at work
Does they have sense to perceive t he riskDoes they have sense to perceive t he risk
associated with cell phone use at workassociated with cell phone use at work
Does they pay attention for itDoes they pay attention for it
At
Risk
At
Risk
NONO
YesYesYesYes
NONO
NONO
NONONONO
YesYesYesYes
YesYesYesYes
YESYES
ExampleExample
#02#02
ExampleExample
#02#02
Are they bringing Cell phone at workAre they bringing Cell phone at workAre they bringing Cell phone at workAre they bringing Cell phone at work
Are workers made aware about risk of cellAre workers made aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
Are workers made aware about risk of cellAre workers made aware about risk of cell
Phone use at shop floor and while drivingPhone use at shop floor and while driving
As a traffic Police
It is our responsibility
To enforce them for
Their own safety
As a traffic Police
It is our responsibility
To enforce them for
Their own safety
56. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
ExampleExample
#03#03
ExampleExample
#03#03
Are all Health Hazards at floor are identifiedAre all Health Hazards at floor are identified
57. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
ExampleExample
#03#03
ExampleExample
#03#03
NONO
Are all Health Hazards at floor are identifiedAre all Health Hazards at floor are identified
58. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
ExampleExample
#03#03
ExampleExample
#03#03
NONO
At
Risk
At
Risk
Are all Health Hazards at floor are identifiedAre all Health Hazards at floor are identified
59. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
ExampleExample
#03#03
ExampleExample
#03#03
NONO
At
Risk
At
Risk
YESYES
Are all Health Hazards at floor are identifiedAre all Health Hazards at floor are identified
60. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
ExampleExample
#03#03
ExampleExample
#03#03
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
NONO
At
Risk
At
Risk
YESYES
Are all Health Hazards at floor are identifiedAre all Health Hazards at floor are identified
61. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
ExampleExample
#03#03
ExampleExample
#03#03
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
NONO
At
Risk
At
Risk
YESYES
NONO
Are all Health Hazards at floor are identifiedAre all Health Hazards at floor are identified
62. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
ExampleExample
#03#03
ExampleExample
#03#03
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
NONO
At
Risk
At
Risk
YESYES
YESYES
NONO
Are all Health Hazards at floor are identifiedAre all Health Hazards at floor are identified
63. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
ExampleExample
#03#03
ExampleExample
#03#03
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Does Workers made aware aboutDoes Workers made aware about
Health Hazards at their workHealth Hazards at their work
Does Workers made aware aboutDoes Workers made aware about
Health Hazards at their workHealth Hazards at their work
NONO
At
Risk
At
Risk
YESYES
YESYES
NONO
Are all Health Hazards at floor are identifiedAre all Health Hazards at floor are identified
64. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
ExampleExample
#03#03
ExampleExample
#03#03
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Does Workers made aware aboutDoes Workers made aware about
Health Hazards at their workHealth Hazards at their work
Does Workers made aware aboutDoes Workers made aware about
Health Hazards at their workHealth Hazards at their work
NONO
At
Risk
At
Risk
YESYES
YESYES
NONO
NONO
Are all Health Hazards at floor are identifiedAre all Health Hazards at floor are identified
65. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
ExampleExample
#03#03
ExampleExample
#03#03
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Does Workers made aware aboutDoes Workers made aware about
Health Hazards at their workHealth Hazards at their work
Does Workers made aware aboutDoes Workers made aware about
Health Hazards at their workHealth Hazards at their work
NONO
At
Risk
At
Risk
YESYES
YESYES
YESYES
NONO
NONO
Are all Health Hazards at floor are identifiedAre all Health Hazards at floor are identified
66. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
ExampleExample
#03#03
ExampleExample
#03#03
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Does Workers made aware aboutDoes Workers made aware about
Health Hazards at their workHealth Hazards at their work
Does Workers made aware aboutDoes Workers made aware about
Health Hazards at their workHealth Hazards at their work
Are appropriate & AdequateAre appropriate & Adequate
Engineering Controls availableEngineering Controls available
Are appropriate & AdequateAre appropriate & Adequate
Engineering Controls availableEngineering Controls available
NONO
At
Risk
At
Risk
YESYES
YESYES
YESYES
YESYES
NONO
NONO
NONO
Are all Health Hazards at floor are identifiedAre all Health Hazards at floor are identified
67. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
ExampleExample
#03#03
ExampleExample
#03#03
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Does Workers made aware aboutDoes Workers made aware about
Health Hazards at their workHealth Hazards at their work
Does Workers made aware aboutDoes Workers made aware about
Health Hazards at their workHealth Hazards at their work
Are appropriate & AdequateAre appropriate & Adequate
Engineering Controls availableEngineering Controls available
Are appropriate & AdequateAre appropriate & Adequate
Engineering Controls availableEngineering Controls available
Are all PPEs made available &
Peoples are enforced to use them
Are all PPEs made available &
Peoples are enforced to use them
NONO
At
Risk
At
Risk
YESYES
YESYES
YESYES
YESYES
NONO
NONO
NONO
NONO
Are all Health Hazards at floor are identifiedAre all Health Hazards at floor are identified
68. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
ExampleExample
#03#03
ExampleExample
#03#03
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Does Workers made aware aboutDoes Workers made aware about
Health Hazards at their workHealth Hazards at their work
Does Workers made aware aboutDoes Workers made aware about
Health Hazards at their workHealth Hazards at their work
Are appropriate & AdequateAre appropriate & Adequate
Engineering Controls availableEngineering Controls available
Are appropriate & AdequateAre appropriate & Adequate
Engineering Controls availableEngineering Controls available
Are all PPEs made available &
Peoples are enforced to use them
Are all PPEs made available &
Peoples are enforced to use them
NONO
At
Risk
At
Risk
YESYES
YESYES
YESYES
YESYES
YESYES
NONO
NONO
NONO
NONO
Are all Health Hazards at floor are identifiedAre all Health Hazards at floor are identified
69. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
ExampleExample
#03#03
ExampleExample
#03#03
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Does Workers made aware aboutDoes Workers made aware about
Health Hazards at their workHealth Hazards at their work
Does Workers made aware aboutDoes Workers made aware about
Health Hazards at their workHealth Hazards at their work
Are appropriate & AdequateAre appropriate & Adequate
Engineering Controls availableEngineering Controls available
Are appropriate & AdequateAre appropriate & Adequate
Engineering Controls availableEngineering Controls available
Are all PPEs made available &
Peoples are enforced to use them
Are all PPEs made available &
Peoples are enforced to use them
Does they use all PPEs and follow SOPsDoes they use all PPEs and follow SOPs
without enforcementwithout enforcement
Does they use all PPEs and follow SOPsDoes they use all PPEs and follow SOPs
without enforcementwithout enforcement
NONO
At
Risk
At
Risk
YESYES
YESYES
YESYES
YESYES
YESYES
NONO
NONO
NONO
NONO
Are all Health Hazards at floor are identifiedAre all Health Hazards at floor are identified
70. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
ExampleExample
#03#03
ExampleExample
#03#03
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Does Workers made aware aboutDoes Workers made aware about
Health Hazards at their workHealth Hazards at their work
Does Workers made aware aboutDoes Workers made aware about
Health Hazards at their workHealth Hazards at their work
Are appropriate & AdequateAre appropriate & Adequate
Engineering Controls availableEngineering Controls available
Are appropriate & AdequateAre appropriate & Adequate
Engineering Controls availableEngineering Controls available
Are all PPEs made available &
Peoples are enforced to use them
Are all PPEs made available &
Peoples are enforced to use them
Does they use all PPEs and follow SOPsDoes they use all PPEs and follow SOPs
without enforcementwithout enforcement
Does they use all PPEs and follow SOPsDoes they use all PPEs and follow SOPs
without enforcementwithout enforcement
NONO
At
Risk
At
Risk
YESYES
YESYES
YESYES
YESYES
YESYES
NONO
NONO
NONO
NONO
NONO
Are all Health Hazards at floor are identifiedAre all Health Hazards at floor are identified
71. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
ExampleExample
#03#03
ExampleExample
#03#03
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Does Workers made aware aboutDoes Workers made aware about
Health Hazards at their workHealth Hazards at their work
Does Workers made aware aboutDoes Workers made aware about
Health Hazards at their workHealth Hazards at their work
Are appropriate & AdequateAre appropriate & Adequate
Engineering Controls availableEngineering Controls available
Are appropriate & AdequateAre appropriate & Adequate
Engineering Controls availableEngineering Controls available
Are all PPEs made available &
Peoples are enforced to use them
Are all PPEs made available &
Peoples are enforced to use them
Does they use all PPEs and follow SOPsDoes they use all PPEs and follow SOPs
without enforcementwithout enforcement
Does they use all PPEs and follow SOPsDoes they use all PPEs and follow SOPs
without enforcementwithout enforcement
NONO
At
Risk
At
Risk
YESYES
YESYES
YESYES
YESYES
YESYES
NONO
NONO
NONO
NONO
NONO
YESYES
Are all Health Hazards at floor are identifiedAre all Health Hazards at floor are identified
72. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
ExampleExample
#03#03
ExampleExample
#03#03
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Does Workers made aware aboutDoes Workers made aware about
Health Hazards at their workHealth Hazards at their work
Does Workers made aware aboutDoes Workers made aware about
Health Hazards at their workHealth Hazards at their work
Are appropriate & AdequateAre appropriate & Adequate
Engineering Controls availableEngineering Controls available
Are appropriate & AdequateAre appropriate & Adequate
Engineering Controls availableEngineering Controls available
Are all PPEs made available &
Peoples are enforced to use them
Are all PPEs made available &
Peoples are enforced to use them
Does they use all PPEs and follow SOPsDoes they use all PPEs and follow SOPs
without enforcementwithout enforcement
Does they use all PPEs and follow SOPsDoes they use all PPEs and follow SOPs
without enforcementwithout enforcement
NONO
At
Risk
At
Risk
YESYES
YESYES
YESYES
YESYES
YESYES
NONO
NONO
NONO
NONO
NONO
YESYES
Are all Health Hazards at floor are identifiedAre all Health Hazards at floor are identified
73. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
ExampleExample
#03#03
ExampleExample
#03#03
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Are Risk associated with eachAre Risk associated with each
health hazards are assessedhealth hazards are assessed
Does Workers made aware aboutDoes Workers made aware about
Health Hazards at their workHealth Hazards at their work
Does Workers made aware aboutDoes Workers made aware about
Health Hazards at their workHealth Hazards at their work
Are appropriate & AdequateAre appropriate & Adequate
Engineering Controls availableEngineering Controls available
Are appropriate & AdequateAre appropriate & Adequate
Engineering Controls availableEngineering Controls available
Are all PPEs made available &
Peoples are enforced to use them
Are all PPEs made available &
Peoples are enforced to use them
Does they use all PPEs and follow SOPsDoes they use all PPEs and follow SOPs
without enforcementwithout enforcement
Does they use all PPEs and follow SOPsDoes they use all PPEs and follow SOPs
without enforcementwithout enforcement
NONO
At
Risk
At
Risk
YESYES
YESYES
YESYES
YESYES
YESYES
NONO
NONO
NONO
NONO
NONO
YESYES SAFESAFESAFESAFE
Are all Health Hazards at floor are identifiedAre all Health Hazards at floor are identified
74. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Other Human Factors to be consideredOther Human Factors to be considered
Other Human FactorsOther Human Factors
75. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Other Human Factors to be consideredOther Human Factors to be considered
Other Human FactorsOther Human Factors
76. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Other Human Factors to be consideredOther Human Factors to be considered
Other Human FactorsOther Human Factors
PhysiologicalPhysiological
FactorsFactors
PhysiologicalPhysiological
FactorsFactors
77. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Other Human Factors to be consideredOther Human Factors to be considered
Other Human FactorsOther Human Factors
PhysiologicalPhysiological
FactorsFactors
PhysiologicalPhysiological
FactorsFactors
1. Poor Hearing
2. Poor Vision
3. Colour blindness
4. Low weight
5. High weight
6. Illness
7. Sex
8. Individual difference
9. Poor Oxygen uptake
10. Allergic to workplace
11. Mentally retarded
1. Poor Hearing
2. Poor Vision
3. Colour blindness
4. Low weight
5. High weight
6. Illness
7. Sex
8. Individual difference
9. Poor Oxygen uptake
10. Allergic to workplace
11. Mentally retarded
78. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Other Human Factors to be consideredOther Human Factors to be considered
Other Human FactorsOther Human Factors
PhysiologicalPhysiological
FactorsFactors
PhysiologicalPhysiological
FactorsFactors
1. Poor Hearing
2. Poor Vision
3. Colour blindness
4. Low weight
5. High weight
6. Illness
7. Sex
8. Individual difference
9. Poor Oxygen uptake
10. Allergic to workplace
11. Mentally retarded
1. Poor Hearing
2. Poor Vision
3. Colour blindness
4. Low weight
5. High weight
6. Illness
7. Sex
8. Individual difference
9. Poor Oxygen uptake
10. Allergic to workplace
11. Mentally retarded
79. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Other Human Factors to be consideredOther Human Factors to be considered
Other Human FactorsOther Human Factors
PhysiologicalPhysiological
FactorsFactors
PhysiologicalPhysiological
FactorsFactors
1. Poor Hearing
2. Poor Vision
3. Colour blindness
4. Low weight
5. High weight
6. Illness
7. Sex
8. Individual difference
9. Poor Oxygen uptake
10. Allergic to workplace
11. Mentally retarded
1. Poor Hearing
2. Poor Vision
3. Colour blindness
4. Low weight
5. High weight
6. Illness
7. Sex
8. Individual difference
9. Poor Oxygen uptake
10. Allergic to workplace
11. Mentally retarded
PsychologicalPsychological
FactorsFactors
PsychologicalPsychological
FactorsFactors
80. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Other Human Factors to be consideredOther Human Factors to be considered
Other Human FactorsOther Human Factors
PhysiologicalPhysiological
FactorsFactors
PhysiologicalPhysiological
FactorsFactors
1. Poor Hearing
2. Poor Vision
3. Colour blindness
4. Low weight
5. High weight
6. Illness
7. Sex
8. Individual difference
9. Poor Oxygen uptake
10. Allergic to workplace
11. Mentally retarded
1. Poor Hearing
2. Poor Vision
3. Colour blindness
4. Low weight
5. High weight
6. Illness
7. Sex
8. Individual difference
9. Poor Oxygen uptake
10. Allergic to workplace
11. Mentally retarded
PsychologicalPsychological
FactorsFactors
PsychologicalPsychological
FactorsFactors
1. Egoist
2. No safety attitude
3. Fearful
4. Disloyal
5. Absent minded
6. Lazy
7. Crazy
8. Superior's attitude
9. Co-worker's attitude
10. Non cooperative
11. Facilities & Workplace
12. Awards/Motivations
1. Egoist
2. No safety attitude
3. Fearful
4. Disloyal
5. Absent minded
6. Lazy
7. Crazy
8. Superior's attitude
9. Co-worker's attitude
10. Non cooperative
11. Facilities & Workplace
12. Awards/Motivations
81. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Other Hazards,Other Hazards,
if not managed byif not managed by
means of suitable Engineeringmeans of suitable Engineering
& Managerial Control, they& Managerial Control, they
may also affect themay also affect the
BEHAVIOUR of the shopBEHAVIOUR of the shop
floor employeesfloor employees
Other Hazards,Other Hazards,
if not managed byif not managed by
means of suitable Engineeringmeans of suitable Engineering
& Managerial Control, they& Managerial Control, they
may also affect themay also affect the
BEHAVIOUR of the shopBEHAVIOUR of the shop
floor employeesfloor employees
82. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Other Hazards,Other Hazards,
if not managed byif not managed by
means of suitable Engineeringmeans of suitable Engineering
& Managerial Control, they& Managerial Control, they
may also affect themay also affect the
BEHAVIOUR of the shopBEHAVIOUR of the shop
floor employeesfloor employees
Other Hazards,Other Hazards,
if not managed byif not managed by
means of suitable Engineeringmeans of suitable Engineering
& Managerial Control, they& Managerial Control, they
may also affect themay also affect the
BEHAVIOUR of the shopBEHAVIOUR of the shop
floor employeesfloor employees
1. Physical Hazards1. Physical Hazards
2. Mechanical Haz.2. Mechanical Haz.
3. Electrical Haz.3. Electrical Haz.
4. Chemical Haz.4. Chemical Haz.
5. Biological Haz.5. Biological Haz.
6. Other Hazards6. Other Hazards
1. Physical Hazards1. Physical Hazards
2. Mechanical Haz.2. Mechanical Haz.
3. Electrical Haz.3. Electrical Haz.
4. Chemical Haz.4. Chemical Haz.
5. Biological Haz.5. Biological Haz.
6. Other Hazards6. Other Hazards
83. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Other Hazards,Other Hazards,
if not managed byif not managed by
means of suitable Engineeringmeans of suitable Engineering
& Managerial Control, they& Managerial Control, they
may also affect themay also affect the
BEHAVIOUR of the shopBEHAVIOUR of the shop
floor employeesfloor employees
Other Hazards,Other Hazards,
if not managed byif not managed by
means of suitable Engineeringmeans of suitable Engineering
& Managerial Control, they& Managerial Control, they
may also affect themay also affect the
BEHAVIOUR of the shopBEHAVIOUR of the shop
floor employeesfloor employees
1. Physical Hazards1. Physical Hazards
2. Mechanical Haz.2. Mechanical Haz.
3. Electrical Haz.3. Electrical Haz.
4. Chemical Haz.4. Chemical Haz.
5. Biological Haz.5. Biological Haz.
6. Other Hazards6. Other Hazards
1. Physical Hazards1. Physical Hazards
2. Mechanical Haz.2. Mechanical Haz.
3. Electrical Haz.3. Electrical Haz.
4. Chemical Haz.4. Chemical Haz.
5. Biological Haz.5. Biological Haz.
6. Other Hazards6. Other Hazards
Noise & Vibration,
Poor Illumination & Glare
Bad-smell
Poor cleanliness
Dust, fumes, gases
Bad housekeeping
Slip, trip & fall
Noise & Vibration,
Poor Illumination & Glare
Bad-smell
Poor cleanliness
Dust, fumes, gases
Bad housekeeping
Slip, trip & fall
84. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Other Hazards,Other Hazards,
if not managed byif not managed by
means of suitable Engineeringmeans of suitable Engineering
& Managerial Control, they& Managerial Control, they
may also affect themay also affect the
BEHAVIOUR of the shopBEHAVIOUR of the shop
floor employeesfloor employees
Other Hazards,Other Hazards,
if not managed byif not managed by
means of suitable Engineeringmeans of suitable Engineering
& Managerial Control, they& Managerial Control, they
may also affect themay also affect the
BEHAVIOUR of the shopBEHAVIOUR of the shop
floor employeesfloor employees
1. Physical Hazards1. Physical Hazards
2. Mechanical Haz.2. Mechanical Haz.
3. Electrical Haz.3. Electrical Haz.
4. Chemical Haz.4. Chemical Haz.
5. Biological Haz.5. Biological Haz.
6. Other Hazards6. Other Hazards
1. Physical Hazards1. Physical Hazards
2. Mechanical Haz.2. Mechanical Haz.
3. Electrical Haz.3. Electrical Haz.
4. Chemical Haz.4. Chemical Haz.
5. Biological Haz.5. Biological Haz.
6. Other Hazards6. Other Hazards
Cut
Shear ,
Pin & Puncture
Abrasion
Pinch
Unguarded Moving parts
Cut
Shear ,
Pin & Puncture
Abrasion
Pinch
Unguarded Moving parts
85. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Other Hazards,Other Hazards,
if not managed byif not managed by
means of suitable Engineeringmeans of suitable Engineering
& Managerial Control, they& Managerial Control, they
may also affect themay also affect the
BEHAVIOUR of the shopBEHAVIOUR of the shop
floor employeesfloor employees
Other Hazards,Other Hazards,
if not managed byif not managed by
means of suitable Engineeringmeans of suitable Engineering
& Managerial Control, they& Managerial Control, they
may also affect themay also affect the
BEHAVIOUR of the shopBEHAVIOUR of the shop
floor employeesfloor employees
1. Physical Hazards1. Physical Hazards
2. Mechanical Haz.2. Mechanical Haz.
3. Electrical Haz.3. Electrical Haz.
4. Chemical Haz.4. Chemical Haz.
5. Biological Haz.5. Biological Haz.
6. Other Hazards6. Other Hazards
1. Physical Hazards1. Physical Hazards
2. Mechanical Haz.2. Mechanical Haz.
3. Electrical Haz.3. Electrical Haz.
4. Chemical Haz.4. Chemical Haz.
5. Biological Haz.5. Biological Haz.
6. Other Hazards6. Other Hazards
Shock
Electrocution
Burn
Fire & Explosion
Shock
Electrocution
Burn
Fire & Explosion
86. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Other Hazards,Other Hazards,
if not managed byif not managed by
means of suitable Engineeringmeans of suitable Engineering
& Managerial Control, they& Managerial Control, they
may also affect themay also affect the
BEHAVIOUR of the shopBEHAVIOUR of the shop
floor employeesfloor employees
Other Hazards,Other Hazards,
if not managed byif not managed by
means of suitable Engineeringmeans of suitable Engineering
& Managerial Control, they& Managerial Control, they
may also affect themay also affect the
BEHAVIOUR of the shopBEHAVIOUR of the shop
floor employeesfloor employees
1. Physical Hazards1. Physical Hazards
2. Mechanical Haz.2. Mechanical Haz.
3. Electrical Haz.3. Electrical Haz.
4. Chemical Haz.4. Chemical Haz.
5. Biological Haz.5. Biological Haz.
6. Other Hazards6. Other Hazards
1. Physical Hazards1. Physical Hazards
2. Mechanical Haz.2. Mechanical Haz.
3. Electrical Haz.3. Electrical Haz.
4. Chemical Haz.4. Chemical Haz.
5. Biological Haz.5. Biological Haz.
6. Other Hazards6. Other Hazards
Chemical Burn
Fire & Explosion
Toxicity
Carcinogenicity
Radioactivity
Chemical Burn
Fire & Explosion
Toxicity
Carcinogenicity
Radioactivity
87. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Other Hazards,Other Hazards,
if not managed byif not managed by
means of suitable Engineeringmeans of suitable Engineering
& Managerial Control, they& Managerial Control, they
may also affect themay also affect the
BEHAVIOUR of the shopBEHAVIOUR of the shop
floor employeesfloor employees
Other Hazards,Other Hazards,
if not managed byif not managed by
means of suitable Engineeringmeans of suitable Engineering
& Managerial Control, they& Managerial Control, they
may also affect themay also affect the
BEHAVIOUR of the shopBEHAVIOUR of the shop
floor employeesfloor employees
1. Physical Hazards1. Physical Hazards
2. Mechanical Haz.2. Mechanical Haz.
3. Electrical Haz.3. Electrical Haz.
4. Chemical Haz.4. Chemical Haz.
5. Biological Haz.5. Biological Haz.
6. Other Hazards6. Other Hazards
1. Physical Hazards1. Physical Hazards
2. Mechanical Haz.2. Mechanical Haz.
3. Electrical Haz.3. Electrical Haz.
4. Chemical Haz.4. Chemical Haz.
5. Biological Haz.5. Biological Haz.
6. Other Hazards6. Other Hazards
Virus
Bacteria
Fungus
Pathogens
Germs
Virus
Bacteria
Fungus
Pathogens
Germs
88. 05/22/15 HSE / RAJASHREE POLYFIL / BHARUCH
Other Hazards,Other Hazards,
if not managed byif not managed by
means of suitable Engineeringmeans of suitable Engineering
& Managerial Control, they& Managerial Control, they
may also affect themay also affect the
BEHAVIOUR of the shopBEHAVIOUR of the shop
floor employeesfloor employees
Other Hazards,Other Hazards,
if not managed byif not managed by
means of suitable Engineeringmeans of suitable Engineering
& Managerial Control, they& Managerial Control, they
may also affect themay also affect the
BEHAVIOUR of the shopBEHAVIOUR of the shop
floor employeesfloor employees
1. Physical Hazards1. Physical Hazards
2. Mechanical Haz.2. Mechanical Haz.
3. Electrical Haz.3. Electrical Haz.
4. Chemical Haz.4. Chemical Haz.
5. Biological Haz.5. Biological Haz.
6. Other Hazards6. Other Hazards
1. Physical Hazards1. Physical Hazards
2. Mechanical Haz.2. Mechanical Haz.
3. Electrical Haz.3. Electrical Haz.
4. Chemical Haz.4. Chemical Haz.
5. Biological Haz.5. Biological Haz.
6. Other Hazards6. Other Hazards
Not listed in
above cadre
Not listed in
above cadre