Evaluating safety management systems
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This document discusses evaluating safety management systems. It aims to help participants gain a better understanding of safety programs as systems, learn a systematic approach to evaluating their company's safety program, and understand OSHA's Safety and Health Achievement Recognition Program (SHARP) and Voluntary Protection Program (VPP-STAR). The document guides participants through forming evaluation teams, analyzing a company's current safety management system, identifying areas for improvement, and implementing changes using Deming's Plan-Do-Study-Act model.
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Evaluating safety management systems
- 2. © 1996-2005 OSHA Training Network www.oshatrain.org Workshop Goals 1. Gain a better understanding of safety and health programs as systems. 2. Learn about a systematic approach to evaluating and improving your company’s safety and health program. 3. Better understand OSHA’s Safety and Health Achievement Program (SHARP) and the Voluntary Protection Program (VPP-STAR).
- 3. © 1996-2005 OSHA Training Network www.oshatrain.org Trainer Name Position Company Phone Email (Revise as needed)
- 4. © 1996-2005 OSHA Training Network www.oshatrain.org Form Evaluation Teams Introductions! Elect a Team Leader Select a Team Spokesperson Everyone is a Team Recorder
- 5. © 1996-2005 OSHA Training Network www.oshatrain.org A tale of two cultures
- 6. © 1996-2005 OSHA Training Network www.oshatrain.org You’re a safety management consultant … If both companies have virtually the same safety plan sitting on a shelf, why are the outcomes so different?
- 7. © 1996-2005 OSHA Training Network www.oshatrain.org Safety Engineer Safety Engineer Safety Manager Safety Manager HR Coordinator HR Coordinator Safety Committee Safety Committee Structure Every system contains structure, inputs, processes and outputs
- 8. © 1996-2005 OSHA Training Network www.oshatrain.org Inputs - Resources from other management systems Processes - Using available resources Outputs - Conditions, Behaviors, Results
- 9. © 1996-2005 OSHA Training Network www.oshatrain.org
- 10. © 1996-2005 OSHA Training Network www.oshatrain.org Where does the safety committee look to determine the effectiveness of the safety management system?
- 11. © 1996-2005 OSHA Training Network www.oshatrain.org We do what we do because of consequences! Helping Create a Culture of Consequences
- 12. © 1996-2005 OSHA Training Network www.oshatrain.org How does the principle below apply to the scenario? “Every system is designed perfectly to produce what it’s producing”
- 13. © 1996-2005 OSHA Training Network www.oshatrain.org “Every system is designed perfectly to produce what it produces” What does it mean?
- 14. © 1996-2005 OSHA Training Network www.oshatrain.org Without proper “nutrition,” systems may get sick It’s important to implement an effective system wellness plan Circle the system component that gives the most clues about its health. Inputs Processes Outputs
- 15. © 1996-2005 OSHA Training Network www.oshatrain.org What are symptoms of an ailing system?
- 16. © 1996-2005 OSHA Training Network www.oshatrain.org How do we usually treat those symptoms?
- 17. © 1996-2005 OSHA Training Network www.oshatrain.org What are the underlying causes of an ailing system?
- 18. © 1996-2005 OSHA Training Network www.oshatrain.org What is required to bring about a system cure?
- 19. © 1996-2005 OSHA Training Network www.oshatrain.org Using the Failure Matrix to Evaluate the Safety Management System Failure Resources Process Process Mode Design Implementation 1. (-++) Inadequate Adequate Adequate 2. (+-+) Adequate Inadequate Adequate 3. (++-) Adequate Adequate Inadequate 4. (+--) Adequate Inadequate Inadequate 5. (-+-) Inadequate Adequate Inadequate 6. (--+) Inadequate Inadequate Adequate 7. (---) Inadequate Inadequate Inadequate
- 20. © 1996-2005 OSHA Training Network www.oshatrain.org Analyze this! Determine the failure mode for the scenario below
- 21. © 1996-2005 OSHA Training Network www.oshatrain.org Bob, a maintenance worker who has been working for the company for 10 years, received a serious electrical shock while working on a conveyor belt motor. When asked why he did not use the company’s established lockout/tagout procedures he acknowledged that he had thought about it, but that the “old procedures” hadn’t been used for years, and he had done this same task many times before. And, besides, the production manager yelled at him to get the conveyor running again or it’s his job because the whole system was shut down. Failure mode __________ Justification
- 22. © 1996-2005 OSHA Training Network www.oshatrain.org Diagnose the underlying cause to determine the cure. … we must diagnose and eliminate underlying causes..
- 23. © 1996-2005 OSHA Training Network www.oshatrain.org • Determine where we are now - analyze! What does our safety management system look like now? Closely examine the outputs of the safety management system.
- 24. © 1996-2005 OSHA Training Network www.oshatrain.org • Determine best policies and practices for your industry - visualize! What do we want our safety system to look like? Research best practices.
- 25. © 1996-2005 OSHA Training Network www.oshatrain.org • Evaluate the system for strengths and weaknesses - scrutinize! What cultural values are supportive - non- supportive? What system components are adequate? inadequate? Rate the current system against best practices.
- 26. © 1996-2005 OSHA Training Network www.oshatrain.org • Implement proactive changes to improve the system - actualize! What forces are promoting or resisting change? Develop an action plan to transform the system. Use Deming’s Plan-Do-Study-Act process.
- 27. © 1996-2005 OSHA Training Network www.oshatrain.org Evaluating Your Company's Safety Management System This exercise will help us compare and contrast safety management system processes in each of the seven elements of the OSHA Safety Management System Model
- 28. © 1996-2005 OSHA Training Network www.oshatrain.org The OR-OSHA Model: Seven Elements of a Safety Management System • Management Commitment • Labor and Management Accountability • Employee Involvement • Hazard Identification and Control • Incident/Accident Investigation • Education and Training • Periodic Program Review
- 29. © 1996-2005 OSHA Training Network www.oshatrain.org Safety Management System Evaluation Audit Step one. Analyze indicators within each of the following five categories to more accurately determine the rating. 1. Standards 2. Conditions 3. Behaviors, actions 4. Knowledge, attitudes 5. Results
- 30. © 1996-2005 OSHA Training Network www.oshatrain.org Step two. Enter your rating score to the left of each statement. Use the following guidelines for your rating. 5 - Fully Met 3 - Mostly Met 1 - Partially Met 0 - Not Present
- 31. © 1996-2005 OSHA Training Network www.oshatrain.org Step 3. Enter the score at the end of each section. Step 4. Enter clarifying comments in the comments if desired.
- 32. © 1996-2005 OSHA Training Network www.oshatrain.org Step 5. Total all section scores to arrive at your final SCORE. If you would like more information, click on the links in the "Other Sources of Information" at the end of the evaluation.
- 33. © 1996-2005 OSHA Training Network www.oshatrain.org Be prepared to present your evaluation to the class!
- 34. © 1996-2005 OSHA Training Network www.oshatrain.org ELEMENT 1 - MANAGEMENT COMMITMENT
- 35. © 1996-2005 OSHA Training Network www.oshatrain.org ELEMENT 2 - LABOR AND MANAGEMENT ACCOUNTABILITY
- 36. © 1996-2005 OSHA Training Network www.oshatrain.org ELEMENT 3 - EMPLOYEE INVOLVEMENT
- 37. © 1996-2005 OSHA Training Network www.oshatrain.org ELEMENT 4 - HAZARD IDENTIFICATION AND CONTROL
- 38. © 1996-2005 OSHA Training Network www.oshatrain.org ELEMENT 5 - INCIDENT/ACCIDENT INVESTIGATION
- 39. © 1996-2005 OSHA Training Network www.oshatrain.org ELEMENT 6 - EDUCATION AND TRAINING
- 40. © 1996-2005 OSHA Training Network www.oshatrain.org ELEMENT 7 - PERIODIC PROGRAM REVIEW
- 41. © 1996-2005 OSHA Training Network www.oshatrain.org The Deming Cycle PLAN STUDY DOACT
- 42. © 1996-2005 OSHA Training Network www.oshatrain.org Step 1: Plan – Design the change or test Step 2: Do - Carry out the change or test Step 3: Study – Examine the effects or results of the change or test Step 4: Act – Adopt, abandon, or repeat the cycle
- 43. © 1996-2005 OSHA Training Network www.oshatrain.org 43 Safety and Health Achievement Recognition Program (SHARP)
- 44. © 1996-2005 OSHA Training Network www.oshatrain.org 44 Voluntary Protection Program (VPP) - STAR
- 45. © 1996-2005 OSHA Training Network www.oshatrain.org Let's Review!
- 46. © 1996-2005 OSHA Training Network www.oshatrain.org
- 47. © 1996-2005 OSHA Training Network www.oshatrain.org
Editor's Notes
- Structure of the organization: Is it burdened with many layers, levels, bureaucratic, or is it flat and streamlined. Either way, your safety management system must be designed to work within the structure. Style: Is your leadership and management style success-driven (tough-caring leadership) or fear-driven (tough controlling or tough-coercive)? You won't be able to successfully successfully sell strategies that that promote tough-caring leadership and management in companies that are fear-driven. All systems function within a corporate culture. Any given system will succeed or fail depending on the culture within which they exist. Think of organizational culture as being the same as an individual’s personality. It’s what makes the individual unique. It’s the way things are around here. The challenge: Developing an open and humane organizational culture. Cultural change will not happen unless people are ready. Think two years minimum...five years on average to make significant changes. Cultural change driven from above. It’s almost impossible to see a culture objectively if you are inside it. (Management should rely on labor..other outside observers to give them an objective perspective). Culture is what people do and what their actions mean to them. Culture is the ideas, interests, accepted behaviors, values and attitudes shared by a group. It is the background, skills, traditions, stories, communications and decision processes, myths, fears, hopes, aspirations, and expectations experienced by you and your people. Your organization’s culture is how people feel about about doing a good job and what makes equipment and people work together in harmony. It is the glue that holds, the oil that lubricates. It is history expressed to the present. (Barry Phegan, Ph.D., Developing Your Company Culture.
- A great reference text that explains these four categories is: How to Bring Out the Best in People…by Aubrey Daniels
- Sick systems do not move forward with a common purpose. They flounder. The lack of effective inputs, effective processes, poor quality of product, service, results all indicate a sick system. Symptoms of a sick system are manifested in a multitude of workplace conditions (states of being) or behaviors (actions) ...defects in the system. If we treat only the conditions and behaviors...symptoms of the sickness...the same conditions and behaviors will surface...just like a rash...unless the control measure is continually effective. Getting after the underlying causes means we have to discover and correct, improve, develop, implement system fixes...the inputs and processes...and the consequences...the system. System Matrix. Don’t let the System Failure Matrix scare you. All it is…is a way to systematically audit (1) resources, (2) the design of programs, and (3) their implementation Inadequate resource may result in less than adequate design and/or implementation. Even if you do have adequate resources, some combination of inadequate design or implementation may result in system failure. If you have adequate resources and adequate design, failure to effectively implement the program may result in system failure. Inadequate implementation of the system you’re currently evaluating may mean that there is a some sort of failure in one or more of the other subsystems within the safety management system programs. The outputs of other subsystems may be thought of as inputs to the subsystem your currently evaluating.