IFAP - Safety Management Systems

OSH Management Systems

Martin Ralph

Managing Director

• A little about IFAP

• OSH Management

• Management Systems Theory

• OSH Management Systems – Making Them Work

• In Conclusion ...

• Questions and Answers.

Presentation Outline

© Copyright IFAP myosh Forum: OSH Management Systems 2

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.

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.

A Little About IFAP


OSH Management

Martin Ralph

Managing Director


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


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...


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)


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



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



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


OSH and the Management System

OSH(EQ)

HUMAN RESOURCES

PURCHASING

INFORMATION MANAGEMENT

OPERATIONS

MARKETING

FINANCE

ORGANISATIONAL ENVIRONMENT

VISION, MISSION STRATEGIC PLAN


OSH Management System

Information link

Control link

Policy Organising Planning and

implementing

Measuring

Performance

Reviewing

Performance

Auditing

Feedback loop

to improve

performance

Developing techniques of planning,

measuring and reviewing Organisational

development Policy development



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


Exercise: Systems of Work

Typical Management System

CASH MANAGEMENT

ASSET MANAGEMENT

DEBTORS

CREDITORS

INVOICING

Sub-systems

OSH(EQ)

HUMAN RESOURCES

PURCHASING


OPERATIONS

MARKETING

FINANCE

VISION MISSION

STRATEGIC PLAN

OPERATIONAL PLANS

POLICIES


OSH Management

Information link

Control link

Policy Organising Planning and

implementing

Measuring

Performance

Reviewing

Performance

Auditing

Feedback loop

to improve

performance

Developing techniques of planning,

measuring and reviewing Organisational

development Policy development



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

Management System Theory

Martin Ralph

Managing Director


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

• Timeliness.

Relates to all disciplines


Management System Theory

Desired

Un-Desired

NATURAL EXTERNAL INTERNAL CULTURE

People

Plant & Equipment

Materials

Knowledge

Lag Indicator

Lead Indicator

INPUTS PROCESS OUTPUTS

FEEDBACK

Learnings

Work Environment


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…


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?







• 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 ?


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







• Knowledge

• Instructions for oven

• Disposal of mess...

• Machinery, Plant and Equipment

• Oven;

• Mixing bowls;

• What else?

How do we test for moisture…


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

• Although some of processes may appear to be independent; they may, over

time, have effects on other processes within the system

Standards Rules

Practices Policies

Procedures







• Process

• Recipe

• What is the parallel in OSH Management?


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







• Desired

• See the system intent.

• Undesired ?

• The list is numerous and extensive.


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







• Lag Feedback

• Taste;

• Moistness.

• Undesired ?

• The list is numerous and extensive.


Linked Management Systems

The Output from one Process will EFFECT the

Inputs for a subsequent Process

People

Plant & Equipment

Materials

Knowledge


Lag Indicator

Lead Indicator Learnings


Lag Indicator


Organisation

Customer Service System

People

Plant & Equipment

Materials

Knowledge

Client feedback

Client feedback

OSH Management Systems:

Making them Work

Martin Ralph

Managing Director


Typical OHSMS Elements

FINANCE

HUMAN RESOURCES

PURCHASING


OPERATIONS

MARKETING

OSHEQ

Typical Management System

MANAGEMENT COMMITMENT

HAZARD MANAGEMENT

PLANNING

CONSULTATION

TRAINING

OSHMS

OPERATIONAL

PLANS

POLICIES

VISION

MISSION

STRATEGIC PLAN


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


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


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…


OHSMS Sub-systems

MANAGEMENT COMMITMENT

HAZARD MANAGEMENT

PLANNING

CONSULTATION

TRAINING

Workplace Inspections Job Safety Analysis

Material Safety Data Sheets Industrial Hygiene Monitoring

Accident Investigation etc

Accidents ...



Linked Management Systems

The Output from one Process will EFFECT the

Inputs for a subsequent Process

People

Plant & Equipment

Materials

Knowledge


Lag Indicator



Lag Indicator


Organisation

Hazard Identification System

People

Plant & Equipment

Materials

Knowledge

Inspection Checklist

Accident Report

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.

Thank You & Questions ?

Documents

IFAP - Safety Management Systems