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TELECOM FACTORY CORE

Industrial Safety Management

WELCOMESAFETY

SEMINAR

INDUSTRIAL SAFETY MANAGEMENT

SAFETY NEEDS

YOUR PARTICIPATION

LIFE IS RARE

LIVE WITH

CARE

ROLE OF

SAFETY MANAGEMENT IN

PRESENT SCENARIO

MANAGEMENT

- IT IS THE ART OF “KNOWING WHAT YOU

WANT TO DO” AND THEN SEEING THAT IT

IS DONE IN THE BEST AND CHEAPEST WAY.

- F.W.TAYLOR

- “THE ART OF THINGS DONE THROUGH OTHER

PEOPLE”.

- The American Management Associates

- “MANAGEMENT IS THE PROCESS BY WHICH

MANAGERS CREATE, DIRECT, MAINTAIN AND

OPERATE PURPOSIVE ORGANISATIONS

THROUGH SYSTEMATIC, COORDINATED,

COOPERATIVE HUMAN EFFORTS”

- DALTON E. MEFARLAND

- “MANAGEMENT IS WORK, AND AS SUCH IT

HAS ITS OWN SKILLS, ITS OWN TOOLS, ITS

OWN TECHNIQUES”, MANAGEMENT IS

PRACTICE. ITS ESSENCE IS NOT KNOWING

BUT DOING.

- PETER F. DRUCKER

WRONG ATTITUDES OF A COMMON MAN TOWARDS

SAFETY

“SAFETY & PRODUCTIVITY ARE TWO SIDES OF SAME COIN.

WITHOUT INCORPORATIING OR PRACTISING

SAFETY,OPTIMUM PRODUCTIVITY CAN’T BE ACHIEVED”.

SOME WORKER & SUPERVISORS THINK THAT

“ACCIDENTS ARE ACTS OF GOD & MAN CAN’T PREVENT”

THEY EVEN THINK THAT BY PRAYING GOD IT CAN

BE PREVENTED. .

SOME SAYS THAT

“DEVOTING TIME TOWARDS

SAFETY IS WASTE OF TIME”. AND

SAYS THEY ARE TOO BUSY

HENCE, FIND NO TIME TO DEVOTE TO

SAFETY.

SOME THOUGHT “ACCEPT THE SAFETY REGULATIONS”

MEANS THEORITICAL, BUT THE SAME CAN NOT BE PUT

INTO PRACTICE.

BY DOING SO PRODUCTION SCHEDULE WILL BE AFFECTED.

SOME SAYS THAT “ THE RESPONSIBILITY TO ENSURE

SAFETY IS NOT THEIR, BUT IT IS THE RESPONSIBILITY OF

“SAFETY OFFICIALS”. THEY DON’T BELIEVE THAT IT IS

THE “RESPONSIBILITY OF EVERY ONE”.

SOME SUPERVISORS DO NOT WANT TO INVOLVE FULLY IN

THE SAFETY MATTERS & THEY SATISFY THEMSELVES BY

SAYING “I HAVE DONE MY BEST AND NOW IT IS FOR THE

WORKERS TO FOLLOW THE SAFETY RULES”.

THE ABOVE MENTIONED DRAW BACKS OF THE

“WORKERS”, “SUPERVISORS”, “MANAGERS” Etc. CAN BE

REDUCED BY CONTINUOUS EDUCATION ON SAFETY

MATTERS. THUS, ACCIDENTS WILL BE PREVENTED.

NEW PRINCIPLES OF SAFETY MANAGEMENT

1. AN UNSAFE ACT, AN UNSAFE CONDITION, AN ACCIDENT: ALL THESE ARE SYMPTOMS OF SOMETHING WRONG IN THE MANAGEMENT SYSTEM.

2. CERTAIN SETS OF CIRCUMSTANCES CAN BE PREDICTED TO PRODUCE SEVERE INJURIES.THOSE CIRCUMSTANCES CAN BE IDENTIFIED AND CONTROLLED:

UNUSUAL, NON-ROUTINE

HIGH ENERGY SOURCES

NON-PRODUCTIVE ACTIVITIES

CERTAIN CONSTRUCTION SITUATIONS

3. SAFETY SHOULD BE MANAGED LIKE ANY OTHER COMPANY FUNCTION.

MANAGEMENT SHOULD DIRECT THE SAFETY EFFECT

• BY SETTING ACHIEVABLE GOALS

• BY PLANNING

• BY ORGANIZING

• BY CONTROLLING

4. THE KEY TO EFFECTIVE LINE SAFETY PERFORMANCE IN MANAGEMENT PROCEDURES THAT FIX ACCOUNTABLLITY.

1. WHY- SEARCHING FOR ROOT CAUSES OF ACCIDENTS ?

2. WHETHER OR NOT ?

• THE KNOWN CERTAIN EFFECTIVE CONTROLES ARE

BEING UTILISED.

5. THE FUNCTION OF SAFETY IS TO LOCATE AND DEFINE THE OPERATIONAL ERRORS THAT ALLOW ACCIDENTS TO OCCUR.

THIS FUNCTION CAN BE CARRIED OUT IN TWO WAYS :-

6. THE CAUSES OF UNSAFE BEHAVIOUR WHICH CAN BE IDENTIFIED AND CLASSIFIED.

SOME OF THE CLASSIFICATIONS ARE: -

• OVERLOAD (IMPROPER MATCHING OF A PERSON).

• WORKER’S DECISION TO ERROR.

7. IN MOST CASES, UNSAFE BEHAVIOR IS NORMAL

HUMAN BEHAVIOR, IT IS THE RESULT OF NORMAL

PEOPLE RELATING TO THEIR ENVIRONMENT.

MANAGEMENT’S JOB IS TO

CHANGE THE ENVIRONMENT THAT LEADS TO THE UNSAFE BEHAVIOR.

8. THERE ARE THREE MAJOR SUB-SYSTEMS THAT MUST BE

DEALT WITHIN BUILDING OF AN EFFECTIVE SAFETY SYSTEM :

(1) THE PHYSICAL

(2) THE MANAGERIAL

(3) THE BEHAVIORAL

9. THE SAFETY SYSTEM SHOULD FIT THE CULTURE OF THE

ORGANIZATION. THE SAFETY MANAGEMENT IN THE

ORGANISATION MUST BE IN CONSISTENT WITH THE OTHER

FUNCTIONS. THEY SHOULD NOT BE DIRECTIVE AND

AUTHORITARIAN. THEY NEED TO BE OPENED &

PARTICIPATIVE LIKE OTHER FUNCTION IN ORGANISATION.

10. THERE IS NO ONE RIGHT WAY TO ACHIEVE SAFETY IN AN

ORGANIZATION. HOWEVER FOR A SAFETY, SYSTEM TO BE

EFFECTIVE, IT MUST MEET CERTAIN CRITERIA.

(1) FORCE SUPERVISORY PERFORMANCE.

(2) INVOLVE MIDDLE MANAGEMENT.

(3) HAVE TOP MANAGEMENT VISIBLY.

(4) SHARING THEIR COMMITMENT.

(5) HAVE EMPLOYEE PARTICIPATION.

(6) BE FLEXIBLE.

(7) BE PERCEIVED AS POSITIVE.

JOB OF ANY

KIND

PLAN

WITH

SAFETY

IN MIND

THE PHILOSOPHY AND THE NEED FOR SAFETY

ACCIDENTS DO NOT HAPPEN

BUT

THEY ARE CAUSED

ABOUT 95% OF ACCIDENTS TAKE PLACE

DUE TO

UNSAFE PRACTICES

AND

UNSAFE WORKING FACILITIES

NOW THERE IS A NEED OF

CONTINOUS VIGILANT EFFORTS

MINIMIZE THE ACCIDENT TO A

VERY GREAT EXTENT

THEORY OF OCCURANCE OF AN ACCIDENT

H.W. HEINRICH ACCIDENT CAUSATION MODEL

IN THE YEAR 1929-30

H.W. HEINRICH - FIRST MAN IND. SAFETY & ACCIDENT

FAULT OF A PERSON

UNSAFE ACTION

88%UNSAFE

CONDITION 10%

ACCIDENT

INJURY

98% ACCIDENTS MISTAKES OF

HUMAN BEING

MISTAKES COMMITTED BY HUMAN BEING

- ANCESTRY & SOCIAL ENVIRONMENT – SURROUNDING

- HERIDITARY - BACKGROUND,INHARANT DISEASES

- KNOWLEDGE - SKILL, ATTITUDE

- APPLICATION OF KNOWLEDGE

IN PRACTICAL MEANS

- PHSYCHOLOGICAL - ANEXITY DUE TO FEAR & DISCOMFORT

FACTOR

1

29

300

FATAL/MAJOR ACCIDENT – 0.3%

MINOR INJURY - 8.8%

NO INJURY ACCIDENT - 90.9%UNSAFE ACT/COND

- HEINRICH THEROY - SAYS ABOUT INJURY

- WEAVER’S - SAYS SYMPTOMS OF OPERATIONAL ERROR

- FRANKE BIRD’S THEROY –TOTAL LOSS

ACCIDENT AND CAUSES OF ACCIDENT

ACCIDENT :- UNFORSEEN,UNCONTROL,UNEXPECTED

OR

SEQUENCE OF EVENT

OR

“AN INCIDENT HAS A POTENTIAL TO CAUSE LOSS.”

ACCIDENT DO NOT HAPPEN THEY ARE CAUSED

UNSAFE ACTS

PERSONALUNSAFE CONDITION

PHYSICAL OR MECH.

A: PROXIMATE OR DIRECT CAUSES.

B: CONTRIBUTING OR INDIRECT CAUSES.

88% 10%

2% ACT OF GOD NOT PREVENTABLE ACCIDENTS

DIRECT UNSAFE ACTS:- ANY ACTION WHICH CAN CAUSE

HAZARD TO RESULT AN ACCIDENT

OR NEARMISS

-OPERATING WITHOUT AUTHORITY –M/C,EQUIP.,VEH. etc.

-FAILURE TO SECURE

-FAILURE TO WARN

-OPERATING IN UNSAFE SPEED

-BY PASSING SAFETY DEVICES

-UNSAFE LOADING

-UNSAFE PLACING

-UNSAFE POSTURE

-WORKING ON DANGEROUS OR MOVING EQUIPMENTS

-FAILURE TO USE PERSONAL PROTECTIVE EQUIPMENTS

-USING WRONG TOOLS AND EQUIPMENTS

-HORSE PLAYING

UNSAFE ACTS

CONTRIBUTING OR INDIRECT CAUSES OF UNSAFE ACT

INADEQUATE SAFETY INSTRUCTION BY SUPERVISOR

LACK OF SUPERVISION ON OPERATORS

INCOMPLETE UNDERSTANDING OF TOOLS,M/Cs,EQUIP.

WITH REFERENCE TO THEIR DANGER

FOR GETTING TO USE SAFETY GUARDS

PHYSICAL AND MENTAL UNSTABILITIES-e.g.

POOR EYE SITE,

HARD HEARING, INTOXICATED, CRIPILED,

UNDERAGE, OVERSENSITIVE

UNSAFE CONDITION

A . DIRECT UNSAFE CONDITION:

1. UNGUARDED OR INADEQUATELY GUARDED M/Cs OR

EQUIPMENT.

2. DEFECTIVE CONDITION OF M/Cs, EQUIP., TOOLS ETC.

3. UNSAFE DESIGN OR CONSTRUCTION OF M/c & EQUIP.

4. HAZARDS WORK ARRANGEMENTS & METHODS –

INCLUDES UNSAFE METHOD OF STORING, PILING

ETC.

5. INADEQUATE OR INCORRECT ILLUMUNATION .

6. INADEQUATE VENTILLATION.

7. IMPROPER HOUSE KEEPING – THINGS ARE NOT IN

PROPER PLACES BLOCKING SAFE AND MOVEMENT

OF MAN AND MATERIAL AT THE WORK AREA.

8. NON PROVISION OF SAFE P.P.E.

U/C

B. CONTRIBUTING OR INDIRECT

CAUSES TO UNSAFE CONDITION

LACK OF ADEQUATE SAFETY TRAINING TO

EMPLOYEE

FOR ACCOMPLISHING JOB SAFETY.

LACK OF SAFETY AWARENESS BY THE MGMT.

NEGATIVE ATTITUDE OF MGMT. TOWARDS SAFETY.

SLACKENING OF ENFORCEMENT OF SAFE WORKING

RULES AMONGSTS EMPLOYEES.

IT IS

NOTHING

BUT

LOSS

SCENE AFTER AN ACCIDENT

ACCIDENT

INTERRUPTION OR STOPPAGE OF PRODUCTION

-RESULTS IN DAMAGE TO THE MATERIAL OR MACHINE.

-TO REDUCE MORAL & INTEREST OF THE WORKER.

-EFFECT ON QUALITY.

-TO INCREASE OPERATION COST,

MATERIAL COST, M/ C COST.

-TO REDUCE PROFIT MARGINE.

-TO INCREASE THE PRODUCT COST.

- INCREASE BURDEN ON SUPERVISOR IN ATTENDING TO

THE INJURED PERSON & INVESTIGATION WORK TO FIND

OUT CAUSES OF ACCIDENT.

- GOODWILL LOSS OR LOSS OF PRESTIGE IN THE SOCIETY.

“ULITIMATILY THE UNIT KNOWN AS

ACCIDENT PRONE INDUSTRY”

TO GET MORE

OUT OF LIFE--

WORK SAFELY

-REPLACEMENT OF DAMAGE

EQUIPMENTS & TOOLS

-TRAINING OF SUBSITUTES

WORKER,MEDICAL EXP.&

COMPENSATION

CONSEQUENCES RESULTING FROM ACCIDENTS

THE EMPLOYER

FOR

-TRAINED & EXPERIENCED

WORKERS

-WORKING HOURS

DIRECTLY & INDIRECTLYLOSS OF

COST OF

THE WORKER -PHYSICAL INCAPACITY

-PHYSICAL & MENTAL

SUFFERING

-MEDICAL EXPENSES

LOSS OF

-EARNING CAPACITY

-LIFE, EMPLOYMENT

THE FAMILY

-LOSS OF AN EARNING MEMBER

-PHYSICAL & MENTALSUFFERING

-EXPENSES TOWARDS LOOKING

AFTER THE WORKER, IF HE IS

PERMANENTLY DISABLED.

THE SOCIETY

-PERMANENTLY DISABLED

WORKER BECOMES BURDEN

TO THE SOCIETY.

-HAS TO PAY INDIRECT COST

OF ACCIDENT INCLUDED IN THE

PRODUCT SOLD/SERVICED BY

EMPLOYER.

THE STATE

-MEDICAL EXPENSES OF INJURED.

-INVESTIGATING EXPENSES.

-LEGAL EXPENSES FOR CASES.

COST OF ACCIDENTS

DIRECT COST MEDICAL & COMPENSATION

EXPENSES

COST OF WORKING TIME.

REPAIRING COST.

COST OF WAGES.

OVERTIME COST.

SUPERVISORY COST.

COST DUE TO DECREASE OUTPUT.

TRAINING COST.

UNINSURED MEDICAL COST.

INVESTIGATION COST.

COMPENSATION COST.

COMPENSATION PROCESSING.

INDIRECT COST

MISCELLANEOUS COSTS

PUBLIC LIABILITY CLAIM.

LOSS OF PROFIT ON CONTRACT.

ORDER LOST.

COST OF EXCESS SPILLAGE OR WASTAGE.

COST OF DEMURHAGE.

COST ANALYSIS

SAFETY IS RESPONSIBLE FOR THE REDUCTION IN

THE

INPUT COST OF AN INDUSTRY.

THE COST OF

ACCIDENTS

DIRECT OR

VISIBLE COST

INDIRECT OR

INVISIBLE COST1 : 4

SAFETY IS RELATED MAINLY TO THE PREVENTION OF

ACCIDENTS IN AN INDUSTRY.

ACCIDENTED PERSON/WORKER GIVEN FIRST-AID.

DIRECT OR VISIBLE COST

TRANSPORTATION CHARGES TO THE NEAREST HOSPITAL.

HOSPITAL CHARGES AFTER ADMISSION INTO THE HOSPITAL.

FREE MEDICAL AID & WAGES DURING OSPITALLISATION

COMPENSATION AMOUNT FOR INJURY AS PER RULE.

HEAVY COMPENSATION AMOUNT IF WORKER LOST HIS LIFE .

IF WORKER DIES , WIFE IS TO BE PAID FAMILY PENSION.

DEEPENDS ON NATURE OF ACCIDENTS OR ITSSERIOUSNESS .

STOPPAGE OF WORK DUE TO ACCIDENTS . AFFECTS PROD.& PROD. SCHEDULE.

INDIRECT OR INVISIBLE COST

INTERRUPTION IN SUPERVISION WORK & ITS COST.

DAMAGE OR SPOIL TOOL OR MACHINE APART FROM INJURED WORKER.

REPAIRING COST OF DAMAGED MACHINE .

IF WORKER DIES SUITABLE SUBSTITUTE IF NOT , TRAINING COST.

FREQUENT VISIT COST TO THE HOSPITAL FOR PAYMENT TO THE INJURED WORKER TILL HIS RECOVERY.

COST OF ENQUIRY , INVESTIGATION , COMMITTEE MEETING , VISIT FACTORY INSP.LEGAL FORMALITIES.

ACCIDENT PREVENTION

METHODS

ENGINEERING REVISION

EDUCATION & TRAINING

ENFORCEMENT

TO PREVENT UNSAFE

CONDITION

TO FOLLOW SAFETY RULES

ENTHUSIASM TO MAINTAIN INTEREST

EXAMPLE TO LEAD THEM TO CORRECT

WAY TO ENSURE SAFETY

TO PREVENT UNSAFE ACTS

ENGINEERING REVISION TO ELIMINATE UNSAFE CONDITIONS

AT THE DESIGN STAGE

- POOR LAYOUT.

- POOR ILLUMINATION.

- VENTILATION.

- UNGUARDED MACHINES.

DANGEROUS MATERIAL & PROCESS

- FEASIBLE SUBSTITUTION.

- ALTERATION.

CLOSE CO-ORDINATION

WITH SAFETY DEPARTMENT

- PURCHASE DEPTT.

- QUALITY CONTROL DEPTT.

- PRODUCTION DEPTT.

* EDUCATION & TRAINING

* TRAINING TO NEW WORKER

-ABOUT THE DANGERS OF THE JOB

-TO WORK CORRECT & SAFE WAY

EDUCATION TO EXISTING EMPLOY

IN THE FIELD OF SAFETY

-SEMINARS & REFRESHERS

COURSE

TO IMPROVE KNOWLEDGE OF WORKER

& SUPERVISOR

-SAFETY EXHIBITION

- SAFETY FILMS

ENFORCEMENT

o THE MANAGEMENT SHOULD IMPLEMENT

- LEGAL PROVISIONS

- SEEK GUIDANCE FROM ENFORCEMENT AUTHORITIES

o SUITABLE PUNISHMENT AS PER LEGAL

PROVISIONS

- WILLFULLY INDULGE IN UNSAFE ACTS

- WORKERS WORK IN DRUNKEN CONDITION

o THE MANAGEMENT SHOULD THINK OF PROVIDING

ALTERNATE EMPLOYMENT

- FOR ACCIDENT- PRONE EMPLOYEE

o TRY TO INVOLVE TRADE UNIONS

- IN IMPLEMENTAION OF SAFETY

ACTIVITIES

ENTHUSIASM• SUGGESTION & REWARD

-INVITE SUGGESTIONS FROM WORKERS,SUPERVISORS,

AND OFFICERS

• TO CREATE INTEREST IN THE FIELD OF SAFETY

- BY CONDUCTING SAFETY COMPETITION,CONTESTS etc.

• GROUP CASH AWARD

-BEST HOUSE KEEPING SHOP

-ACCIDENT FREE PERFORMANCE

EXAMPLE

MANGEMENT SHOULD SET AN EXAMPLE

-BY PREPARING SAFETY POLICY AND CIRCULATING THE

SAME AT ALL LEVEL OF EMPOYEES,PERIODICALLY

SUPERVISORS SHOULD SET AN

EXAMPLE

-WILLINGLY TAKEUP THE IMPLEMENTATION OF SAFETY

RULES IN THEIR RESPECTING AREA

-WHOLEHEARTED INVOLVEMENT IN THE SAFETY OF

THEIR WORKERS FOR SAFE WORKING

SAFETY IS MULTI DISCIPLINARY

FUNCTION

AND

CALLS FOR INVOLVEMENT OF ALL

CONCERNED

SAFETY IS EVERY BODY’S

RESPONSIBILITY

IT IS LINE RESPONSIBILITY

AND STAFF

FUNCTION

TIPS OF ACCIDENT PREVENTION

S.H.E. POLICY TO COMPLY

EQUIPMENTS

MACHINERY

TOOLS

IN GOOD CONDITION,SAFE

WORKING ORDER & FREE FROM

ANY DAMAGE.

HOUSE KEEPING TO MAINTAIN GOOD.

P.P.E. TO PROVIDE & ENSURE ITS USE.

SAFETY RULES ADHERENCE OF SAFE WORKING

PRACTICES.

SAFETY COMMITTEE WHOLE HEARTED PARTICIPATION

ANY HAZARDOUS

U/A,U/C

BE CONSTANT ALERT &

ANTICIPATE.

ANY U/A,U/C OBSERVED,BRING IT TO THE NOTICE OF

SUPERVISOR OR SAFETY OFFICER.

SAFETY IS NOT ONE TIME

AFFAIR

BUT

IT IS CONTINOUS ONE

BETTER BE SAFE

THEN SAY

SORRY

AFTERWARDS.

SAFETY MANAGEMENT SYSTEMSTO ENSURE HIGH SAFETY PERFORMANCE IN AN

INDUSTRIAL UNIT :-

- FORMULATING AND ADOPTING AN

OCCUPATIONAL HEALTH AND SAFETY

POLICY.

- ESTABLISHING A GOOD SAFETY

ORGANISATION.

- CONSTITUTING A SAFETY COMMITTEE.

- ALLOCATING A SAFETY BUDGET.

- ESTABLISHING A SYSTEM OF ACCIDENT

REPORTING INVESTIGATION & ANALYSIS.

- FORMULATING SAFETY INSPECTION

PROCEDURE.

- ARRANGING FOR SAFETY EDUCATION &

TRAINING.

- ADOPTING SAFETY COMMUNICATION

/ MOTIVATION/PROMOTION MEASURES.

- IMPROVING GENERAL WORKING

CONDITIONS INCLUDING HOUSE

KEEPING, NOISE CONTROL,

VENTILATION & ILLUMINATION.

- ESTABLISHING HAZAARD IDENTIFICATION

AND CONTROL MEASURES WITH TECHNICAL

ASPECTS.

- FORMULATING EMERGENCY PREPAREDNESS

PLAN.

1. WHETHER HAZARDS ARE IDENTIFIED OR NOT

- APPROPRIATE HAZARD IDENTIFICATION TECHNIQUES.

2. FIRE FIGHTING FACILITIES (CERTIFIED BY T.A.C.)

EXTINGNISHERS TO BE OPENED & CHECKED EVERY MONTH

(I.S. 2190, 1992).

3. AVAILABILITY OF EMERGENCY EQUIPMENTS.

4. FIRST AIDERS (QUALIFIED FROM St. JHOM AMBULANCE).

EMERGENCY PREPAREDNERS

- LIST OF SUCH EQUIPMENTS.

TYPE OF TRAINING GIVEN TO :-

- FIRST AIDERS

- FIRE FIGHTERS

- GENERAL PUBLIC

5. MUTUAL AID SCHEME EXIST OR NOT

6. DIRECTORY OF EXTERNAL TECHNICAL SUPPORT IN EMERGENCY

PLAN.

- AVAILABLE OR NOT

7. EVACUATION PROCEDURES.

8. ARRANGEMENT FOR BEEPING DETAILS OF VISITORS.

- (DISCHARGE OF WASFE MATTER)

- HOW MANY.

- SOURCE OF SUPPLY TO ALARM SYSTEM.

- ELECTRICALLY OPERATED.

- MANUALLY OR MECHANICAL.

9. ALARM SYSTEMS :-

- DISTINCTIVE ALARMS.

10. ALARM FOR OUTSIDE PUBLIC AS WELL.

11. EMERGENCY CONTROL ROOMS

- YES OR NOT

13. EMERGENCY SHUT DOWN PROCEDURE

14. WHETHER SPECIFIC INDIVIDUAL HAVE BEEN DESIGNATED OR

NOT FOR EMP.

- GIVEN OR NOT

- HOW MANY

- WHETHER IN OPPOSITE DIRECTION

- WHETHER IN RISH AREA OR MINIMUM RISK AREA

- HOW MANY.

12. ASSEMBLY POINTS :-

- WHETHER AT SAFE PLACE.

- ROUTES FOR REACHING ASSEMBLY POINTS, MARKED

15. PROCEDURE FOR ALL CLEAR SIGNAL.

POINTS TO BE REMEMBERED TO CREATE SAFE WORKING CONDITION

- WELL-PLANNED LAYOUT

- SUFFICIENT NATURAL AND ARTIFICIAL

LIGHTING.

- SUFFICIENT VENTILATION AND TEMPERATURE

CONTROL.

- GOOD ARRANGEMENT FOR STORAGE OF TOOLS

AND EQUIPMENTS AND PROPER PLACE FOR

SCRAP.

- ISOLATION OF PROCESS WITH A HIGH

FIRE OR EXPLOSIVE RISK.

- SUPPLY OF GOOD DRINKING WATER AND

WASHING FACILITIES TO BE PROVIDED.

- PERSONAL PROTECTIVE EQUIPMENT.

- SUFFICIENT No. OF FIRE FIGHTING EQUIPMENTS

- FIRST- AID EQUIPMENT.

- IMPLEMENTATION OF STATUTORY AND

OTHER SAFETY PROVISIONS.

- ACCIDENT INVESTIGATON AND FOLLOW-UP.

- SUFFICIENT PRECAUTIONS ARE TO BE TAKEN

AGAINST DANGEROUS MACHINES.

PDCA CYCLE

PLAN

DO

CHECK

ACT

1. PLAN

Determine strategies and methods to reach the goals

2. DO

Educate the employees to change

3. CHECK

Check the effects of the change. Have the goals been achieve ? If not, return the Plan stage.

Take appropriate action to institute the change.

4. ACT

CONTINUAL IMPROVEMENT OF HSE

MANAGEMENT MODEL

POLICY

ORGANISATION

PLANNING&

IMPLEMENTATIONEVALUATION

ACTION FORIMPROVEMENT

AUDIT

1. POLICY

OHS POLICY

WORKER PARTICIPATION

2. ORGANIZING

RESPONSIBILITY & ACCOUNTABIOITY

COMPETENCE & TRAINING

OHS DOCUMENTATION

COMMUNICATION

3. PLANNING & IMPLEMENTATION

INITIAL REVIEW

SYSTEM PLANNING

DEVELOPMENT AND IMPLEMENTATION

OHS OBJECTIVES

HAZARD PREVENTION

4. EVALUATION

PERFORMANCE MONITORING & MEASUREMENTINVESTIGATION

AUDIT

MANAGEMENT REVIEW

5. ACTION FOR IMPROVEMENTPREVENTIVE AND CORRECTIVE ACTION

CONTINUAL IMPROVEMENT

MANAGER – SPECIALIST INTERACTION

Manager’s Responsibility

Key Result Areas Specialist’s Responsibility

Applicable Laws, Regulations,Policies, Rules

Public Needs and Wants

MissionObjectives

Assure Compliance

Minimum Do Not Oppose Maximum Satisfy

Know and

Implement

Know

Assess Continually

Know and Advise How to Fulfill

Cost BenefitEffectiveness

Control ThreatsTo Mission

PersonnelPerformance

Measurement

Determine Best

Means of OptimizingCommunicate Regarding Optimization

Determine Priorities: Control Worst First

Identify and Evaluate

Plan, Organize, Coordinate

Identify Needs and Means for Optimization

Reinforce and correct Achievement Needs

Provide Reliable and Valid Evaluations of Progress

1

THANK YOU