Martin Ralph Managing Director
OSH Management Systems
Presentation Outline • A little about IFAP • OSH Management
• Management Systems Theory • OSH Management Systems – Making Them Work
• In Conclusion ... • Questions and Answers.
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A Little About IFAP IFAP Commenced in 1962: • IFAP incorporated in1972.
IFAP is: • an independent, not for profit organisation; • formed to provide leadership in the advancement of safety and health for the benefit of the WA workplace.
Senior Management report to a Board of Directors: • comprised of leading figures drawn from major industry, government and academic institutions.
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A Little About IFAP IFAP has: − 850 corporate members; − 1100 active Alumni and individual members.
Largest specialist OSH training and solutions provider in Australia: – trained in excess of 10500 persons per year since 2001. – 24000 attendees at our training events in 2013.
Contributed to the development of the original myosh product (Trilogy) in early 2000’s; – Provides face-to-face training for Administrators and Users.
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Martin Ralph Managing Director
OSH Management
OSH / WHS Diligence All Directors / Managers should be aware that: • Two fundamental elements are required in taking “reasonable precautions” and therefore exercising due diligence: • A proper system is established • Adequate supervision is appropriately provided to ensure the system is properly implemented Trade Practices Act
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The OSH Business Case Organisations that are successful at managing health and safety recognise the business case for health and safety and meet the different, and sometimes competing demands and expectations of their stakeholders in a balanced way...
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The OSH Business Case 231 CEO’s, CFO’s , controllers and executive managers; • Medium to large organisations (100+ employees); 1. Perceived leading safety priorities Overexertion and repetitive motion dominant (47.9%)
2. Issues around safety concerns Increased productivity (42.5%) and then: Reduced costs (28.3%) Greater retention of employees (7.1%) Better employee / company morale (5.8%) » Best intervention: improved training (26.8%) » Qualified safety personnel needed? Only 27% said yes
3. Perceived financial impact of safety Return on Investment $2.02 per $1 spent ... ASSE Research (April, 2009) © Copyright IFAP
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Exercise: Terminology In your groups, spend some time to consider your definition of the following terms: • OSH Management System • Safe System of Work (as required under the legislation) • Safety Management Plan • Safety Manual
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Exercise: Terminology In the Australian context, the word “System” is used to describe many human endeavours The Macquarie Dictionary defines a system as ‘an assemblage or combination of things, or parts, forming a complex or unitary whole’ • The definition and characteristics can apply equally to a health and safety program as to a health and safety management system or safe systems of work
It is important to define the organisational context, i.e. • Strategic (whole of organisation) • Business unit level or • Operational (workplace) aspects within the system
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Exercise: Terminology OSH Management System (OSHMS) That part of the overall management system which includes organisational structure, planning activities, responsibilities, practices, procedures, processes and resources for developing, implementing, achieving, and reviewing and maintaining the OSH policy and so managing the risks associated with the business of the organisation Source: AS/NZS4801:2001
The Occupational Safety and Health Management System operates at a strategic (macro) level
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OSH and the Management System OSH(EQ)
FINANCE
MARKETING
ORGANISATIONAL ENVIRONMENT VISION, MISSION STRATEGIC PLAN
HUMAN RESOURCES
PURCHASING
OPERATIONS INFORMATION MANAGEMENT
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OSH Management System Policy development
Developing techniques of planning, measuring and reviewing
Organisational development
Feedback loop to improve performance
Policy
Organising
Planning and implementing
Measuring Performance
Reviewing Performance
Auditing Information link Control link
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Exercise: Terminology Systems of Work The provision of a safe system of work is one of the fundamental elements of the Employers’ Duty of Care. But what is a safe system of work ? • The usual method of carrying out the operations of an organisation in such a way that reasonably foreseeable risks to employees and members of the public are managed and minimised Glass, McHugh & Douglas – Liability of Employers
In other words it is the system which actually operates... Whether that system is safe or not depends upon the level of management control exercised © Copyright IFAP
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Exercise: Systems of Work CASH MANAGEMENT
FINANCE
DEBTORS
INVOICING
MARKETING
OPERATIONAL PLANS POLICIES
ASSET MANAGEMENT
CREDITORS
Sub-systems © Copyright IFAP
OSH(EQ)
VISION MISSION STRATEGIC PLAN
HUMAN RESOURCES
PURCHASING
OPERATIONS INFORMATION MANAGEMENT
Typical Management System myosh Forum: OSH Management Systems
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OSH Management Policy development
Developing techniques of planning, measuring and reviewing
Organisational development
Feedback loop to improve performance
Policy
Organising
Planning and implementing
Measuring Performance
Reviewing Performance
Auditing Information link Control link
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Exercise: Terminology Safety Management Plan (SMP) A corporate level document reviewed annually that applies the action planning process for OSH outcomes Includes : • • • • •
Key activities Accountabilities Time frames Status Milestones
Safety Manual A collation in either paper or electronic form of the organisation’s policies, procedures and supporting documents © Copyright IFAP
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Martin Ralph Managing Director
Management System Theory
Management System Intent All systems have a purpose (intent) for existing. It asks: • “What is it that the system is intended to produce?” Closely aligned to the systems intent are the policies, standards and performance criteria that underpin the processes These criteria can be used to establish key performance indicators of the system There is a need to ensure that any outputs are measured against the criteria so that where necessary, changes can be made
• • • •
Criteria must be expressed in measurable terms of: Quantity Quality Relates to all disciplines Timeliness.
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Management System Theory People Plant & Equipment Materials Knowledge
INPUTS
Work Environment
Desired Un-Desired
PROCESS
OUTPUTS
EXTERNAL INTERNAL NATURAL CULTURE
Lag Indicator
Learnings
Lead Indicator
FEEDBACK © Copyright IFAP
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A Chocolate Cake Example Intent might read something like: In a domestic kitchen, bake a single layer chocolate cake that is tasty, edible and moist with chocolate icing. The cake shall take no more than 2 hours to prepare; no-one is to be injured in it’s preparation and the kitchen is to be left clean afterwards. • Quantity • A (one). • Quality • Chocolate; single layer; tasty (?), edible (?); moist. • No injuries. “Environment” cleaned upon completion. • Timing • Within 2 hours… © Copyright IFAP
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Inputs Inputs to systems are multiple and can be grouped under four broad categories – • People • Is the person suitable to undertake the task? • What information, instruction and training is required? • Has the person been inducted? • Is the person competent to undertake the task? • Materials (materials used and consumed in the process) • transportation and storage? • handling and use? • disposal of waste materials & any by-products of the process? © Copyright IFAP
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A Chocolate Cake Example In a domestic kitchen, bake a single layer chocolate cake that is tasty, edible and moist with chocolate icing. The cake shall take no more than 2 hours to prepare; no-one is to be injured in it’s preparation and the kitchen is to be left clean afterwards. • People • Chef versus Cook – What’s the difference? • Do we need an Assistant? Cleaner? • Materials • Ingredients … • What else?
What about how we are going to bake this thing? » OVEN: Electric, gas, wood, microwave ?
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Inputs • Knowledge required to create and manage the process safely: • Relevant Regulations, Australian Standards and / or Codes of Practice, Guidance Notes, etc. • Manufacturer’s specifications and other relevant information (MSDS, Etc.) • Machinery, Plant and Equipment • Used, but not consumed:
Hazards associated with the introduction of the equipment Hazardous effects of installing the equipment Maintenance required – Manufacturer’s specification. Pre and ongoing inspections required
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A Chocolate Cake Example In a domestic kitchen, bake a single layer chocolate cake that is tasty, edible and moist with chocolate icing. The cake shall take no more than 2 hours to prepare; no-one is to be injured in it’s preparation and the kitchen is to be left clean afterwards. • Knowledge • Instructions for oven • Disposal of mess... • Machinery, Plant and Equipment • Oven; • Mixing bowls; • What else?
How do we test for moisture…
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Process Making inputs into outputs may involve many processes. The transformation process refers to the coordination of the system’s inputs, in order to produce an output • Management tools that enable risk minimisation include Standards
Rules Policies
Practices Procedures
• Although some of processes may appear to be independent; they may, over time, have effects on other processes within the system
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A Chocolate Cake Example In a domestic kitchen, bake a single layer chocolate cake that is tasty, edible and moist with chocolate icing. The cake shall take no more than 2 hours to prepare; no-one is to be injured in it’s preparation and the kitchen is to be left clean afterwards. • Process • Recipe • What is the parallel in OSH Management?
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Outputs Desired outputs fall into three broad categories: • products and services (desired); • Information (desired) • by-products (desired)
Undesirable or unintended outputs include: • Waste by products • Injury to or harm to the health of employees, members of the public or users of products or services • Damage to the environment
They may also not be readily apparent and may remain undetected within the system for years © Copyright IFAP
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A Chocolate Cake Example In a domestic kitchen, bake a single layer chocolate cake that is tasty, edible and moist with chocolate icing. The cake shall take no more than 2 hours to prepare; no-one is to be injured in it’s preparation and the kitchen is to be left clean afterwards. • Desired • See the system intent. • Undesired ? • The list is numerous and extensive.
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Feedback Mechanisms Feedback mechanisms: • monitor the performance of the system, and • allow adjustment to the inputs and transformation process in an attempt to effect the output
Monitoring should include: • • • • •
Operator competency testing Equipment inspections Environmental monitoring Hazard inspections and reports, and Accident reports and investigations
Any assessment should enhance the feedback process © Copyright IFAP
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A Chocolate Cake Example In a domestic kitchen, bake a single layer chocolate cake that is tasty, edible and moist with chocolate icing. The cake shall take no more than 2 hours to prepare; no-one is to be injured in it’s preparation and the kitchen is to be left clean afterwards. • Lag Feedback • Taste; • Moistness. • Undesired ? • The list is numerous and extensive.
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Linked Management Systems Organisation People Plant & Equipment Materials Knowledge
EXTERNAL INTERNAL NATURAL CULTURE
Learnings
Lead Indicator
Lag Indicator
The Output from one Process will EFFECT the Inputs for a subsequent Process
Customer Service System People Plant & Equipment Materials Knowledge
Client feedback EXTERNAL INTERNAL NATURAL CULTURE
Client feedback Learnings
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Lead Indicator
Lag Indicator
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Martin Ralph Managing Director
OSH Management Systems: Making them Work
Typical OHSMS Elements MANAGEMENT COMMITMENT
OSHEQ
PLANNING
TRAINING
MARKETING
OPERATIONAL PLANS POLICIES
HAZARD MANAGEMENT
CONSULTATION
OSHMS © Copyright IFAP
FINANCE
HUMAN
VISION RESOURCES MISSION STRATEGIC PLAN PURCHASING
OPERATIONS INFORMATION MANAGEMENT
Typical Management System myosh Forum: OSH Management Systems
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Effective OSHMS’s All inputs are fit for purpose and align with the intent: • • •
People are informed and competent to perform their tasks Materials are provided to specification Machinery and equipment is fit for purpose
The process addresses the hierarchy of control: • •
Management procedures provide the interface between people and the organisation’s premises, plant and substances used by the organisation Management procedures are critical in that they represent the practical implementation of the organisation’s Safety and Health Policy
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Effective OSHMS’s The outputs of the system are managed in a manner: • That the products and services provided by the organisation are safe and do not represent a health hazard to the users or the public • That information is provided to customers, end users and the public in how to use and dispose of the product safely and without risk to the user or public • That by-products of the transformation process are disposed of in such a manner that they will not present a risk to the environment or the public
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Effective OSHMS’s An effective OSHMS will ensure that Feedback mechanisms are adequate, i.e.: • •
Traditionally Occupational Safety and Health has relied on Reactive or Lag Indicators for feedback, such as accident and hazard data In addition Active or Lead Indicators that detect deterioration in the system before it develops into a hazard, or accident, are becoming more acceptable
In our group, let’s discuss some possible Active or Lead Indicators in the Hazard Management sub-system…
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OHSMS Sub-systems MANAGEMENT COMMITMENT
TRAINING
Workplace Inspections Job Safety Analysis Material Safety Data Sheets Industrial Hygiene Monitoring Accident Investigation etc
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HAZARD MANAGEMENT
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PLANNING
CONSULTATION
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Accidents ...
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Linked Management Systems Organisation People Plant & Equipment Materials Knowledge
EXTERNAL INTERNAL NATURAL CULTURE
Learnings
Lead Indicator
Lag Indicator
The Output from one Process will EFFECT the Inputs for a subsequent Process
Hazard Identification System People Plant & Equipment Materials Knowledge
Inspection Checklist EXTERNAL INTERNAL NATURAL CULTURE
Accident Report Learnings
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Lead Indicator
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Lag Indicator
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In Conclusion …
Management Systems - Summary The OSH management system: • must be more strategic in nature • operates on a macro scale • ‘owned’ by senior managers and technical specialists On the other hand, systems of work: • have to be operational in nature • tend to be based on the micro scale • ‘owned’ by line supervisors and employees • “safe-ness” is largely a function of control Myosh helps the knowledge function and therefore the level of control. © Copyright IFAP
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Thank You & Questions ?
