Domain 2 13.34% Management System PDF

an sm O ir es Domain 2 13.34% Management System od M g. En 22 Modesir Osman-IdipNEBOSH  Management Theories Management consists o...

an sm O ir es Domain 2 13.34% Management System od M g. En 22 Modesir Osman-IdipNEBOSH  Management Theories Management consists of Leading controlling Staffing an or Organizing directing Panning sm Maslow’s Hierarchy of Needs O Maslow proposed that all human beings are motivated by unsatisfied needs and that certain lower factors need to be satisfied before higher needs can be satisfied. ir Once the lower level need has been satisfied, it no longer serves as a motivator. es od Person’s full potential and the prospect of reaching that potential. Must have all of the lower-level needs met so can accept their M own human nature. Person focus on solving problems “a task that they must do.” g. Personal need to contribute and feel appreciated. Ongoing need. En Emotionally based relationships 23 Modesir Osman-IdipNEBOSH  McGregor’s Theory X and Theory Y McGregor assumed that the manager’s role was to organize resources for the benefit of the company Theory X : Theory Y : Employee motivation is monetary, with Employees are motivated primarily at the esteem security as a strong second. Most people are: and self-actualization levels. an Not ambitious, have little desire for responsibility Work can be as natural. if the sm Have little aptitude for creativity in solving conditions are favorable. organizational problems. People will be self-directed and Motivation occurs only at the physiological creative and security levels of needs Committed to their quality and Self-centered & resist change. productivity objectives O Gullible and unintelligent. People will seek out responsibility Manage employees by: ir To improve motivation: es Coercion, threats, or micromanagement. Decentralization and delegation, Job To be permissive with employees and seek enlargement, Participative management, harmony Performance appraisals od Herzberg Motivational M Theory Y Hygiene Motivation g. factors factors Supervision Achievement Rarely noted as creators En Interpersonal Advancement relationships of job satisfaction Salary Recognition Physical working Responsibility conditions 24 Modesir Osman-IdipNEBOSH  The Critical Path Method (CPM) is a technique for planning the most The Deming Cycle efficient way to achieve a given objective by determining the activities and events required and showing how they relate to each other in time. A Gantt chart, or bar chart, is a timeline showing the day, week, or month when certain project activities should be accomplished. It is a helpful tool for viewing a project at the macro level. an A Pareto analysis is a statistical technique in decision-making used for the selection of a limited number of tasks that produce a significant overall effect. It uses the Pareto Principle (also known as the 80/20 rule), the idea that by doing 20% of the work you can generate 80% of the benefit of doing the entire job. sm Short-interval scheduling, sometimes referred to as short-interval production schedule (SIPS), is a short-term schedule involving a two- Continuous improvement quality model to four-week look ahead. O Management by Management by objectives (MBO) is the process of agreeing upon objectives Objectives within an organization so that management and employees agree to the Peter Drucker 1954 ir objectives and understand what they are in the organization. By doing this, the employee achieves personal goals and has a direct impact on the success es of the organization. od Motivation Improved communication and M coordination Clarity of goals. g. En Contingency Theory Systems Theory Chaos Theory Interdisciplinary theory about the nature Field of study in mathematics, of complex systems in nature, society, physics, and philosophy studying the Class of behavioral theory, claims and science. behavior of dynamical systems that that there is no one best way to framework by which one can are highly sensitive to initial organize a corporation, lead a investigate or describe any group of conditions. company, or make decisions. objects that work together to produce some result. 25 Modesir Osman-IdipNEBOSH  Management Styles Permissive Autocratic Leader permits subordinates to take part in Leader or manager makes all decisions unilaterally the decision making an sm Directive Directive Autocrat Permissive Permissive Democrat Democrat Autocrat leader allows leader makes leader allows leader makes subordinates to employees to decisions decisions O participate in the participate in the unilaterally but decision making unilaterally and decision making gives employees process but closely closely supervises process and gives latitude in carrying supervises employees. subordinates some out the work. employees. latitude in carrying ir out their work. es od M g. En 26 Modesir Osman-IdipNEBOSH  Accident Causation and Investigation Techniques an Why sm To prevent future occurrences of the same incident. Accidents severely limit efficiency and productivity. Accidents and injuries cause severe detriment to employee morale. Regulatory requirement to provide a safe and healthy work O environment free of recognized hazards. Preventing accidents and injuries greatly lowers workers’ compensation insurance premiums, thereby increasing profits. ir es Domino Theory od Heinrich in 1932 Each of the factors M is dependent on the preceding factor. “Accident” is one factor Is any unplanned, uncontrolled in a sequence that may event that could result in g. First scientific approach lead to an injury to accident prevention. personal injury or property damage. En 3 Es controls Heinrich’s conclusions. Engineering Education Enforcement Design Training Regulation/rules process change management attention SOPs 27 Modesir Osman-IdipNEBOSH  The environment is where and how a Point of attack person was raised and educated an sm O ir es Human Factors Theory Worker load capacity factors: Natural ability, training, and state of mind, fatigue level, stress, and physical conditioning. Accidents are od Noise, climatic lighting, and distractions only add to entirely the result the overload foundation of human error. M g. Overload:The work task is Inappropriate Worker Response beyond the capability of the Inappropriate Activities worker To hazards and safety measures En (workers’ fault). (Detecting a Environmental hazard, but not correcting it. Removing Performing tasks without safeguards. Ignoring safety rules and the requisite training Internal regulations) (personal problems, emotional stress) Missjudging the degree of To incompatible work station risk involved with a given (management, environment task Situational faults) (unclear instructions, risk (Ignoring safety rules and regulations) level) 28 Modesir Osman-IdipNEBOSH  Accident/Incident Extension of the Human Theory (Petersen’s) Factors accident causation model. an sm O ir es od M g. ad The Superman Syndrome ) Leads the person to believe that hel)is invincible or bulletproof En ) 29 Modesir Osman-IdipNEBOSH  Epidemiological Focuses primarily on industrial hygiene Theory and the causal relationship between environmental factors and disease. an sm O ir es od Systems Theory M Likelihood of a system failure increases with increasing g. complexity in the hardware En Man, most valuable Severity of the potential most flexible outcome increases if time for error correction is short, information to the operator is ambiguous or indirect, and subsystems are interconnected 30 Modesir Osman-IdipNEBOSH  Energy Release Theory (William Haddon) Energy and transference This transfer of energy, in large amounts and at Techniques to reduce accidents, rapid rates, can adversely affect living and nonliving including objects, causing injury and damage an Preventing the buildup of energy Reducing the initial amount of energy sm Preventing the release of energy Carefully controlling the release of energy Separating the energy being released from the living or nonliving object O ir es Behavior Theory (BBS) od BBS program consist of the Seven basic principles following Intervention M Identification of internal factors Common goals of the employee and g. managerial involvement in the process Motivation to behave in the desired manner Definition of what is expected (clear definitions of target behaviors En Focus on the positive consequences of appropriate behavior derived from safety assessments) Observational data collection (safety Application of the scientific method sampling) Decisions about how best to proceed based on those data Integration of information Feedback to associates being observed Review Planned interventions 31 Modesir Osman-IdipNEBOSH  Modern Causation Model an Injury or damage. sm Rang from no damage to very sever. O Safety Management Operating Errors Systems Defects Safety Program Defect Errors Improper assignment Ineffective weaknesses in the Being in an unsafe of responsibility information collection knowledge or position Improper climate of Weak causation Stacking supplies in unstable stacks ir motivation analysis motivation of the safety Inadequate training Poor manager Poor housekeeping es and education countermeasures Removing a guard Inadequate Inadequate equipment and implementation supplies procedures Improper allocation Inadequate control of funds od M g. Seven Avenues En System Program Defects Mishap Training Defect Training Containment Education Revise Education Engineering Firefighting Motivation information Motivation Standard Training Protective Rescue Task collection Task operating Motivation equipment Evacuation design Collection design procedures Barriers First aid Analysis Regulations Operating Implementation Policy letters Errors Separation Command Statements Result Management Error Defect Error 32 Modesir Osman-IdipNEBOSH  Accident Investigation Techniques Primary purpose to prevent a recurrence of the same accident. Information can be obtained from witnesses and reports, observation. Standard operating procedures are a good source to determine if an correct procedures were followed. Interview should be conducted as soon as possible following an accident. The lead interviewer should explain the purpose of the investigation sm and put the witness at ease. Tape recorders should only be used with the knowledge and consent of the witness. O Problem-Solving Techniques ir es The Scientific Method Conducting research od M Making Developing Testing the hypotheses hypotheses Formulation of observations hypotheses g. 1. The principle agreement. An investigator uses this principle to find one factor En that associates with each observation. 2. The principle differences. This principle is based on the idea that variations in observations are due only to differences in one or more factors. 3. The principle of concomitant variation. This principle is the most important because it combines the ideas of both of the preceding principles. In using this principle, the investigator is interested in the factors that are common as well as those that are different in the observations. 33 Modesir Osman-IdipNEBOSH  Gross Hazard Analysis MANAGEMENT OVERSIGHT (GHA) AND RISK TREE (MORT) It is “gross” because it requires further study. usually take the form of a logic diagram or table. MORT involves two items: a diagram and a process. Useful in the early stages of an accident investigation in MORT helps prevent safety-related developing hypotheses oversights, errors, and omissions. It attempts an to identify and assess risks associated with It will contain a brief description of the problem or accident and a list of the situations that can lead to a problem. an operation. MORT assumes that in a perfect safety system, all components function in a manner that contributes to or complements the sm achievement of tasks. Job Safety Analysis O JSA breaks a job into basic steps and identifies the hazards associated with each step.and prescribes controls for each hazard. ir A JSA is a chart listing these steps, hazards, and controls es Review the JSA during the investigation, if a JSA has been conducted for the job involved in an accident. Perform a JSA if one is not available od M Failure Modes and Effects Analysis g. FMEA) determines where failures occurred. Consider all items used in the task involved in the accident.These items include people, equipment, machine parts, materials, Inductive procedure that moves from the specific to the general. En FMEA emphasizes conditions,not events. FMEA analyzes equipment or components.use table and chart to log data. In the usual procedure, FMEA lists each item on a chart. The chart lists the manner or mode in which each item can fail and determines the effects of each failure. Project the chance of each failure and the severity of its effects. Determine the most likely failures that led to the accident It may also estimate failure frequency and effects probabilities. Those estimates may be qualitative or quantitative. 34 Modesir Osman-IdipNEBOSH  Fault Tree Analysis Boolean logic diagram.deducted process. shows all the potential causes of Limitations an accident or other undesired event(top event). Fault tree diagrams use a graphic model of the pathways within a system that can lead to a foreseeable, undesirable loss event (or a failure) - Failure to identify all the events that may lead to a top The pathways interconnect contributory events and conditions, using event. standard logic symbols (AND, OR, etc.) - Failure to include an event an may simply be oversight. Deductive process that moves from the general to the specific..The basic - Lack of experience and constructs in a fault tree diagram are gates and events. knowledge of the system and its behavior or potential sm To perform quantitative analysis on a tree, team members must apply a behavior. probability to each event cause. - Assigning valid probabilities to event causes. cost. O ir es od M Multilinear Events Sequencing (MES) g. Ludwig Benner En Integrated body of concepts and procedures for investigating and analyzing a wide range of desired and undesired processes before or after they happen. Uses a timeline chart to display the sequence of events that contributed to or was the direct cause of the accident Every event is a single action by a single actor. The actor is something that brings about events, while actions are acts performed by the actor. 35 Modesir Osman-IdipNEBOSH  Report of Investigation Narrative or Cover page Title page Text Body Background information Executive an Table of contents summary Account of the accident Conclusions and Analysis of the Narrative (body) sm accident— recommendations how/why Recommendati ons O Summary ir es od M g. Heinrich’s law En for every major accident resulting in injury, there are 29 minor accidents that cause minor injuries and 300 accidents that cause no injuries 36 Modesir Osman-IdipNEBOSH  Behavior-Based Safety In ABC analysis, one looks at the antecedents (activators or triggers) of behavior, what the behavior was, and what consequence resulted.  A - Antecedent an  B - Behavior Behavior-based safety is a multistage process  C - Consequence leading to observation, feedback, and continuous safety improvement. The concept of (BBS) is that sm behavior (what you see) is ultimately the result of Issues that have caused serious problems the reward/consequence. to behavior-based programs BBS elements: O Using the program to place blame on Identify (or target)behaviors that employees affect safety Improper training Using behavior-based safety as your Define these behaviors precisely enough to measure them reliably ir whole focused safety program Using the program to punish employees es Not getting initial buy-in from employees Develop and implement mechanisms Not including all employees for measuring those behaviors od If the consequences of behavior are soon, certain, and Provide feedback powerful, the behavior will be repeated. This is important for supervisors to understand because it is the supervisor's responsibility to make sure that safe behavior is rewarded and unsafe behavior is not. Consequences, whether M Reinforce progress positive or negative, must be soon, certain, and powerful to make a change in behavior.  Soon - the closer the consequence comes to the g. action, the more impactful it will be  Certain - consistent and known  Powerful - the consequence needs to reward or En punish to a degree that it will not be forgotten If consequences consistently lead to these three outcomes, then behavior will change. 37 Modesir Osman-IdipNEBOSH  an You cannot manage what you cannot measure. Drucker sm O Measuring Health and Safety Performance ir es od M g. En 38 Modesir Osman-IdipNEBOSH  Elements of an effective accountability system Established Resource Measuremen Consequenc Application standards s t system es an Problems Under reporting. sm with No reflection whether or not a hazard is under control. Injury/Illness Do not reflect the potential severity of an event. Health People can stay off work for reasons that do not reflect the severity of the event. Statistics No relationship between “occupational” injury statistics and control of major O accident hazards. A low injury rate can lead to complacency. A low injury rate results in few data points being available. ir Injury statistics reflect outcomes not causes. es Measurement information sustains the operation od and development H& SMS and control of risk, by: M Providing information on how the system operates in practice Identifying areas where remedial action g. is required Providing a basis for continued improvement En Providing feedback and motivation Main purposes in measuring performance is to provide information to the decision makers and those accountable for the overall success of the program. 39 Modesir Osman-IdipNEBOSH  What to Measure? an sm Performance measurement should be based on a balanced approach that combines the following: Monitoring the scale, nature, and distribution of hazards created by the O organization’s activities—measures the hazard burden Input Active monitoring of the adequacy, development, implementation, and deployment of the H&SMS and the activities to promote a positive health and safety culture. measures of Process success ir Reactive monitoring of adverse outcomes resulting in injuries, illnesses, loss, and accidents es Outcom - measures of failures es od The hazard is first identified Three dimensions of measurement: Capability refers to when a system or plan has Range, nature, the ability to deliver the desired outcomes, M including the necessary physical requirements, distribution, The hazard be classified according resources, management processes, and to the significance of the hazard Measuring the hazard burden and significance support. of the hazards g. The hazard be categorized as to Compliance refers to the effort that an whether the significance of the employee makes to meet standard operating requires that hazard is consistent across the procedures and follow policies. various parts of the organization En Deployment refers to the implementation of the The hazard is determined to be developed plan. consistent or variable over time The hazard reduction or elimination method is successful or not A determination is made on what impact business changes or processes are having on the nature and significance of the hazards 40 Modesir Osman-IdipNEBOSH  Organizing Deliver plans Exits Provide effect prioritization of activities based on risk Meets the legal Maintains management assessment requirements control of OHSMS. Ensure the correct balance of Is up to date Promotes effective resources and effort Assigns specific cooperation and Operate, maintain, and responsibilities participation of all concern. an improve the system Being implemented Effective communication of Promote a positive health and effectively necessary information safety culture Employees competence Policy Planning and Implementation sm Who Should Measure O The formal audit of the program should be accomplished with both interested and disinterested parties. The value of a good audit program is to find deficiencies within The frequency and the ir our programs. exact method of how to A good audit or measurement of the system should be objective es measure are tailored to the in nature, meaning that it is truly measurable without bias. individual organization. od Good leading indicators Designed, to measure M must be reliable, repeatable, performance in order to consistent, and independent identify problem areas, Leading &Lagging Indicators stimulate actions, document g. management efforts, and reinforce improvements in behavior En Allow accurate and detailed comparisons Lead to correct or help avoid erroneous conclusions Be well understood by everyone, especially those responsible for implementing change Have a quantitative basis (even when measuring a qualitative dimension) Measure what they are supposed to, consistently, accurately, and reliably Collect information that is relevant to the required management decisions and actions Adequately map and identify causal linkages (root causes, precursors, events, and outcomes) Prompt an appropriate response, leading to consistent focus on implementing change 41 Modesir Osman-IdipNEBOSH  an sm O ir es Safety Program Auditing od - Audit objective to ensure the health and safety of all employees, contractors, and visitors. - Assist in determining whether or not significant progress M Audit Techniques is being made in the overall goals and objectives. This is done by g. Document review and verification En Identifying hazards Assessing the hazards Employee interviews Developing controls Implementing the appropriate controls Supervising and evaluating the controls Site condition reviews 42 Modesir Osman-IdipNEBOSH  Documentation Nearly every audit will require that documentation is reviewed. Useful for understanding whether the tracking of hazards to correction is effective. an Used to determine the quality of certain activities, such as self-inspections or routine hazard analysis. Records can tell the evaluator whether serious hazards are being found, or whether the same hazards are being found repeatedly. sm If certain hazards recur repeatedly after being corrected, someone is not taking responsibility for keeping those hazards under control. Either the responsibility is not clear, or those who are responsible are not being held accountable. O Employee Interviews ir es Very good technique for determining the quality of health and safety training. If safety and health training is effective, employees will be able to tell you about the hazards they work with and how they protect themselves and others by keeping those hazards controlled. Every employee should also be able to say od precisely what he or she is expected to do as part of the program. M Site Conditions and Root Causes g. En Visual site investigation help reveals existing and equally important, potential hazards.. Help reveal breakdowns in the same management systems meant to prevent or control the hazards. By not enforcing the requirement, managers and supervisors are negligent in their responsibilities. The audit of the worksite’s H&S program will require the use of one or more technique and will vary with the organization, scope of audit, and the individual auditor 43 Modesir Osman-IdipNEBOSH  Elements of an Effective Health and Safety Program Benefits Characteristics an Reduces the extent and severity of work-related injuries and illnesses Assigns responsibility to managers, supervisors, and employees. Improves employee morale and The program or plan provides for the inspection of facilities and sm productivity an assessment of the overall program on a regular basis for the Reduces workers’ compensation presence of hazards in order to more readily control or mitigate costs them. The program allows for the orientation and training of O employees to eliminate or avoid hazards. Major Elements ir Management es Commitment Health and Safety Employee Training Involvement od Hazard Prevention Worksite Management by and Control Analysis Walking Around M (MBWA) g. Visible involvement Getting out where you can be En Encouraged Assigning seen. reporting responsibility Being accessible. Being an example. Management Commitment S&H Committee involvement. Holding those Assigning parties authority accountable Allocate resources 44 Modesir Osman-IdipNEBOSH  Provides the means through which workers develop and express their own commitment to safety and Employee Involvement health, for both themselves and their fellow workers an Why Examples sm Rank-and-file workers are the persons most in Participating on joint labor–management contact with potential safety and health hazards. committees They have a vested interest in effective Conducting site inspections protection programs. Developing and revising the site safety and O Group decisions have the advantage of the group’s health rules wider range of experience. Reporting hazards Employees are more likely to support and use Fixing hazards within your control programs in which they have input. Participating in accident/incident investigations ir es Means that managers and employees analyze all worksite conditions to od Worksite Analysis identify and eliminate existing or potential hazards. M Identify all worksite hazards by g. Comprehensive Health and Safety Surveys Change Analysis Hazard Analysis Inspections En By OSHA- helps in heading off a Job Hazard Cover every part of funded, problem before it develops Analysis the worksite by consultant usefull when: What-If Checklist Using a checklist- service provider Building or leasing a new HAZOP,FTA regular facility.FMEA Past problem Installing new equipment identification/discu Using new materials ssion Starting up new Input from processes everyone involved Staffing changes occur 45 Modesir Osman-IdipNEBOSH  Reports of Hazards Supervisor chain of command Safety and health committee member Voice mailbox, and a suggestion box. Effective reporting system an needs A policy that encourages employees to report. Timely and appropriate responses to the reporting employee sm Timely and appropriate action where valid concerns exists Tracking of required hazard correction Protection of reporting employees from any type of reprisal or harassment O Health and Safety Training ir es The five principles of teaching and learning Some types of health and safety training needed learning od Trainees should understand the purpose of the Orientation training for site workers and training. contractors Information should be organized to maximize JSA, SOPs, and other hazard recognition training effectiveness. Training required by OSHA standards, including M People learn best when they can immediately the Process Safety Management standard practice and apply newly acquired knowledge and Training for emergency response people skills. g. Accident investigation training As trainees practice, they should get feedback. Training on new processes or new equipment En Training should target new hires, contract workers, employees who wear PPE, and workers in high-risk areas. Training for managers should emphasize the importance of their role in visibly supporting the safety and health program and setting a good example. Supervisors should receive training in company policies and procedures, as well as hazard detection and control, accident investigation, handling of emergencies, and how to train and reinforce training. 46 Modesir Osman-IdipNEBOSH  Engineering Economics an Simple Interest Is when the interest on a loan or investment is calculated only on the amount initially invested or loaned. sm I = Pni I = the amount of interest paid. P = principal (amount borrowed) n = number of years (or period). i = interest rate O Total cost = P+I Compound Interest ir Is based on the principal amount and the interest that accumulates on it in every period. es F = future value of the loan P = initial loan amount i = interest rate (expressed in decimal) n = number of times per year interest is compounded od t = number of years invested M Future Value Loan Balance of Money g. Future value (FV) is the value of a En current asset at a future date based on an assumed rate of growth F = future value of money B = balance after t years P = present value of the money A = original loan amount (principal) (principal) n = number of payments per year i = interest rate (annual percentage rate P = amount paid per payment [APR]) t = number of years n = number of years (in this case, number i = APR of years invested) 47 Modesir Osman-IdipNEBOSH  The idea that money presently available is worth more than the same amount in the future due to its potential earning capacity. Time Value of Money P = present worth of money (principal) F = future worth (or savings) i = annual interest rate (APR) in decimal an Series Compound Amount Factor sm To calculate the future value of money, given a series of regular payments. O F = future value of money A = each payment (amount in $) (end of period) i = interest rate (APR) n-1 = number of period (in this case, at the end of the first year; if it is ir 2 years, then we represent it as n-2) es Sinking Fund Factor The inverse of the series compound factor.used to determine the amount of od each payment in a series needed to accumulate a specified sum at a given time F = future value of money M A = each payment (amount in $) (end of period) i = interest rate (APR) n-1 = number of period (in this case, at the end of the first year; if it is g. 2 years, then we represent it as n-2) En Capital Recovery Factor Ratio of a constant annuity to the present value of receiving that annuity for a given length of time. You may want to know the payment amount based on the present value (or present worth) of the loan given a certain percentage rate A = period payment amount ($) ………P = present worth of money i = APR in decimal……………n = number of periods 48 Modesir Osman-IdipNEBOSH  Series Present Worth Factor Corresponding inverse of the capital recovery factor A = period payment amount ($) ………P = present worth of money i = APR in decimal……………n = number of periods an sm Return on Investment O ir es od M g. En 49 Modesir Osman-IdipNEBOSH