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The document discusses evaluating safety management systems. It provides an overview of a workshop aimed at helping participants better understand safety programs as systems and how to evaluate and improve their company's safety program. It discusses forming evaluation teams and using a systematic approach involving analyzing inputs, processes, outputs and consequences to evaluate the effectiveness of a safety management system.
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- 1. Evaluating Safety Management Systems
- 2. 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 companys safety and health program. 3. Better understand OSHAs Safety and Health Achievement Program (SHARP) and the Voluntary Protection Program (VPP-STAR).
- 3. Trainer Name Position Company Phone Email (Revise as needed)
- 4. Form Evaluation Teams Introductions! Elect a Team Leader Select a Team Spokesperson Everyone is a Team Recorder
- 5. A tale of two cultures
- 6. Youre a safety management consultant If both companies have virtually the same safety plan sitting on a shelf, why are the outcomes so different?
- 7. Structure Every system contains structure , inputs , processes and outputs
- 8. Inputs - Resources from other management systems Processe s - Using available resources Outputs - Conditions, Behaviors, Results
- 9. 油
- 10. Where does the safety committee look to determine the effectiveness of the safety management system?
- 11. We do what we do because of consequences! Helping Create a Culture of Consequences
- 12. How does the principle below apply to the scenario? Every system is designed perfectly to produce what its producing
- 13. Every system is designed perfectly to produce what it produces What does it mean?
- 14. Without proper nutrition, systems may get sick Its important to implement an effective system wellness plan Circle the system component that gives the most clues about its health. Inputs Processes Outputs
- 15. What are symptoms of an ailing system?
- 16. How do we usually treat those symptoms?
- 17. What are the underlying causes of an ailing system?
- 18. What is required to bring about a system cure?
- 19. Using the Failure Matrix to Evaluate the Safety Management System
- 20. Analyze this! Determine the failure mode for the scenario below
- 21. 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 companys established lockout/tagout procedures he acknowledged that he had thought about it, but that the old procedures hadnt 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 its his job because the whole system was shut down. Failure mode __________ Justification
- 22. Diagnose the underlying cause to determine the cure. we must diagnose and eliminate underlying causes..
- 23. 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. Determine best policies and practices for your industry - visualize! What do we want our safety system to look like? Research best practices.
- 25. 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. Implement proactive changes to improve the system - actualize! What forces are promoting or resisting change? Develop an action plan to transform the system. Use Demings P lan- D o- S tudy- A ct process.
- 27. 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. 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. Safety Management System Evaluation Audit Step one. Analyze indicators within each of the following five categories to more accurately determine the rating. Standards Conditions Behaviors, actions Knowledge, attitudes Results
- 30. 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. Step 3. Enter the score at the end of each section. 油 Step 4. Enter clarifying comments in the comments if desired. 油
- 32. 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. Be prepared to present your evaluation to the class!
- 34. ELEMENT 1 - MANAGEMENT COMMITMENT
- 35. ELEMENT 2 - LABOR AND MANAGEMENT ACCOUNTABILITY
- 36. ELEMENT 3 - EMPLOYEE INVOLVEMENT
- 37. ELEMENT 4 - HAZARD IDENTIFICATION AND CONTROL
- 38. ELEMENT 5 - INCIDENT/ACCIDENT INVESTIGATION
- 39. ELEMENT 6 - EDUCATION AND TRAINING
- 40. ELEMENT 7 - PERIODIC PROGRAM REVIEW
- 41. The Deming Cycle PLAN STUDY DO ACT
- 42. 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. Safety and Health Achievement Recognition Program (SHARP)
- 44. Voluntary Protection Program (VPP) - STAR
- 45. Let's Review!
- 46. 油
- 47. 油
Editor's Notes
- #6: 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 individuals personality. Its what makes the individual unique. Its 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. Its 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 organizations 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 .
- #12: A great reference text that explains these four categories is: How to Bring Out the Best in Peopleby Aubrey Daniels
- #15: 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. Dont let the System Failure Matrix scare you. All it isis 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 youre 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.