Using the Plan-Do-Check-Act (PDCA) model that we discussed in Units I, II, and III, you will develop a safety and health implementation plan. The plan will be developed in phases in Units IV, V, and V

Using the Plan-Do-Check-Act (PDCA) model that we discussed in Units I, II, and III, you will develop a safety and health implementation plan. The plan will be developed in phases in Units IV, V, and V
MOS 5525, Integrated Safety Management Systems 1 Cou rse Learning Outcomes for Unit I Upon completion of this unit, students should be able to: 1. Summarize the basic tenets of safety management systems. 1.1 Discuss safety management system guidelines and standards. 1.2 Ex plain the continuous improvement model incorporated into most safety management systems . 1.3 Argue the benefits of implementing a safety management system . 3. Compare safety management related standards. 3.1 Compare and contrast different safety management and occupational safety and health (OSH) guidelines. Course/Unit Learning Outcomes Learning Activity 1.1 Unit Lesson Chapter 1 Chapter 3 OSHA safety and health program management guidelines Guidelines on occupational safety and health management systems, ILO -OSH 2001 Unit I Project 1.2 Unit Lesson Chapter 3 Unit I Project 1.3 Unit Lesson Unit I Project 3.1 Unit Lesson Chapter 3 OSHA safety and health program management guidelines Guidelines on occupational safety and health management systems, ILO -OSH 2001 Unit I Project Reading Assignment Chapter 1: Introduction Chapter 3: Safety Management Systems and Guidelines In order to access the following resource, click the link below. The following two article s are intended to provide further insight into safety management systems. The article s include some of the best practices used in the field of safety and health and can be used as a reference when completing the unit assignment . Read pages 1 –18 only of the document below. UNIT I STUDY GUIDE Introduction to Safety Management Systems MOS 5525, Integrated Safety Management Systems 2 UNIT x STUDY GUIDE Title International Labour Office -Geneva. (2001). Guidelines on occupati onal safety and health management systems, ILO -OSH 2001. Retrieved from http://www.ilo.org/safework/info/standards -and – instruments/WCMS_107727/lang –en/index.htm (Click on the PDF link at the above URL to download the document, or copy and paste the following URL into a W eb browser: http://www.ilo.org/wcmsp5/groups/public/ — ed_protect/ — protrav/ — safework/documents/normativeinstrument/wcms_107727.pd f to access the file.) Read pages 1 –22 only of the document below. Occupational Safety and Health Administration. (2015). OSHA safety and health program management guidelines . Retrieved from https://www.osha.gov/shpmguidelines/SHPM_guidelines.pdf Unit Lesson Introduction For many organizations today, s afety management is a topic of significant concern . As a safety professional, you may one day be tasked with participating in the development and implementation of a safety management system. This course is designed to ensure that you are adequately prepared to successfully lead your organization’s efforts to effectively promote the health and safety of its employees. In this unit , we will discuss the systems -based approach for achieving and maintaining high standards of safety performanc e within an organization . A Systems Approach to Safety Management One of the integral areas of the management process of any organization is occupational safety. Safety management involves the application of principles and practices to work processes to help prevent accidents and injuries and to minimize other risk s. A sa fety management system is a core element of an organization that effectively promotes the health and safety of its employees. You may think your company has a safety management system simply because it has written safety programs. However, developing safet y programs is not the same as implementing a safety management system. Safety programs are often short -term and situation -specific. For example, a company may institute a lockout/tagout (LOTO) program to comply with the Occupational Safety and Health Admin istration’s (OSHA’s) requirement to protect employees from the accidental release of energy. If the company should later decide to use an outside contractor to repair and maintain its equipment, it is likely to discard the LOTO program. Safety programs ar e generally reactive and focus on only part of the overall organizational system. In contrast, safety management systems are proactive and predictive, and consider hazards and risks that affect the organization as a whole. Companies with a safety program m ay institute incentive programs or organize a safety committee to reduce their accident rate. However, a management systems approach to occupational safety and health requires organizations to move beyond focusing simply on accident investigations and regu latory compliance. The overall effectiveness of safety in an organization is determined by how well safety management is incorporated into the organization’s management system as a whole. Now that we have differentiated the development of safety programs from the implementation of a systems approach to safety, let us turn our focus to the safety management system. In Chapter 3 of the course textbook, the author describes a health and safety management system as “a formalized approach to health and safety m anagement through use of a framework that aids the identification, control, and mitigation of safety and health risks” (McKinnon, 2017, p. 19). A safety management system is one of the most effective ways to reduce hazards and injuries in the workplace. Sa fety management systems is an organized and structured means of ensuring that an organization is capable of achieving and maintaining high standards of safety performance. There is a common misconception in some companies that safety is the sole responsib ility of the safety department. Often, the safety department may be comprised of a sole individual who does not have a background or formal training in health and safety, and he or she may have other responsibilities within the company (e.g., human resourc es, quality, and manufacturing). So if safety is not the responsibility of the safety department, where should safety belong? S afety systems that originate in (and are maintained by ) the MOS 5525, Integrated Safety Management Systems 3 UNIT x STUDY GUIDE Title safety department will have little effect on the organization (McKinnon, 2017). The emphasis of a safety management system is on developing interrelated processes for managing occupational health and safety throughout all levels and functions of the organization. Everyone is accountable for all of their individual ma nagement system responsibilities, including those related to occupational health and safety. In a safety management system, safety becomes part of everyone’s job! The concept of systems management is often attributed to the work of W illiam Edwards Deming , who developed a model for the control and continual improvement of processes (W. Edwards Deming Institute, 2016) . The four -step management method is known as the Plan -Do -Check -Act (P DC A) cycle or Deming cycle (McKinnon, 2017) . The PDCA model involves proc ess planning (P), plan implementation (D), outcome evaluation (C) and improvement implementation (A). The four steps are continuously repeated as part of a never -ending cycle of continuous improvement. Most of the commonly used management system frameworks are based , to some degree , upon on the PDCA cycle and share some common elements , including 1) commitment from top management, 2) employee involvement and participation, 3) worksite evaluation and analysis, 4) education and awareness training, and 5) cont inuous process improvement and evaluation (McKinnon, 2017) . Many organizations use consensus standards as guidelines when developing their safety management protocols. Consensus standards, developed by various organizations such as the American National Standards Institute (ANSI), the International Labor Organization (ILO), and the International Organization for Standardization (IOS), provide a framework for the development, implementation, execution , and sustainment of safety management programs (A on , 201 6). The standards are generally based on expertise and best practice , and they represent what other companies in the industry have demonstrated to work. There are also guidelines available for use as a framework when developing a safety management program , including the one developed by the Department of Labor , OSHA , and the International Labor Organization (ILO). It should be noted there is a difference between standards and guidelines. Standards are requirements that identify the specific area that must be included within an organization’s written procedures. However, guidelines are used to serve as a framework and have no mandate. Even though OSHA is the agency that regulates safety and health in the workplace, the Occupational Safety and Health Manageme nt guidelines are not standards or regulations . They do not create any legal obligation for compliance , nor do they alter any existing requirements of the Occupational Safety and Health Act (OSHA, 2015). So exactly which standard should a company use when seeking to structure and implement a formal management system? It is a common misconception that in order to develop and integrate management systems, organizations must restructure their processes and practices around the requirements of the guidelines o r standards upon which the systems are based (Pardy & Andrews , 2010). However, there is no one -size -fits -all approach to safety management systems. The practical application for the specific environment must be considered. Rather than mandating standards that may not be applicable, organizations should instead conduct a gap analysis ( we will expound on gap analysis further in Unit II) of the existing practices and documents against the management system requirements to determine which system best fits the needs of the organization. Once a safety management system has been implemented , it is essential to determine whether the organization’s health and safety performance objectives are being achieved. Audits are a vital part of a management system , as they e nable the organization to assess the effectiveness of their safety management system. Safety audits are often conducted to comply with laws and other federal regulations (McKinnon, 2017) . Should a company wait until OSHA shows up to discover the lockout /tagout program that they have implemented is not effective? Alternatively, should they wait until an employee has suffered an amputation to find out machine guarding is missing from equipment? No! To ensure a workplace is a safe place to work, a proactive ap proach to hazard identification is critical. Safety management systems are not a station but a journey that is achieved by continuous improvements , which include audits, feedback , and support of the management from top to bottom for a specific but essentia l cause (McKinnon, 2017) . A safety management system must be audit -driven to identify deficiencies before accidents occur! Now that we have explained safety management systems, you may be wondering how an organization benefits from implementing a safety m anagement system. Workplace injuries, illnesses , and fatalities cost organizations billions of dollars per year. One of the most effective ways to reduce workplace injuries and eliminate hazards is by implementing a comprehensive, proactive approach to saf ety management. MOS 5525, Integrated Safety Management Systems 4 UNIT x STUDY GUIDE Title Organizations that implement safety management systems generally see a wealth of benefits , including those listed below:  decreases in the number of injuries and illness ;  decreases in the direct and indirect costs associated with injuries , including lower insurance rates and worker’s compensation costs ;  increase s in productivity and quality of products and/or services ;  increase s in worker s morale ; and  compliance with federal regulations and guidelines. Therefore, establishing safety manage ment systems to prevent injuries and illnesses in the workplace is not just the right thing to do, it is the smart thing to do. Safety pays! Summary In this unit lesson , we have established an understanding of the systems -based approach to safety management. We will move our focus to the implementation process. In our next unit, we will study the core elements of a safety management system. In Unit III, we will learn the role of management leadership and commitment in the safety management system. In Unit IV, we will explain the importance of employee involvement and training to the safety management system. In Unit V, we will learn to apply safety analysis through hazard analysis. In Units VI and VII , we will learn why hazard recognition, control , and prevention are the cornerstone of an effective safety management system. In our final unit (VIII) , we will learn to how to evaluate the effectiveness of safety management systems and integrate the safety management system into the overall organizationa l management system. We will have an opportunity to apply all of the concepts presented during the course in the discussion boards, unit assignments , and the course project in Unit VII . This should prove to be an interesting , and hopefully challenging , cou rse as the topic is very relevant and beneficial to you as a safety and health practitioner. References Aon Risk Solutions. (2016, May). ISO 45001 – Safety management system discussion . Retrieved from http://www.aon.com/attachments/risk -services/ISO45001 -SafeMgmtSystems -May2016 -Final.pdf McKinnon, R. C. (2017). Risk -based, management -led, audit -driven , safety management systems . Boca Raton, FL: CRC Press. Occupational Safety and Health Administration. (2015). OSHA safety and health program management guidelines . Retrieved from https://www.osha.gov/shpmguidelines/SHPM_guidelines.pdf Pardy, W ., & Andrews, T. (2010). Integrated management systems: Leading strategies and solutions . Plymouth, United Kingdo m: Government Institutes. W. Edwards Deming Institute. (2016). PDSA cycle. Retrieved from https://deming.org/explore/p -d-s-a Suggested Reading In order to access the following resource, click the link below. Th is article is suggested to further enhance the students’ understanding of safety management systems. The article includes some of the best practices used in the field of safety and health and can be used as a reference when completing the unit assignment. Haight, J. M., Yorio, P., Rost, K. A., & W illmer, D. R. (201 4, May ). Safety management systems – Compar ing content and i mpact. Professional Safety . Retrieved from https://www.asse.org/assets /1/7/F1Haight_0514.pdf MOS 5525, Integrated Safety Management Systems 5 UNIT x STUDY GUIDE Title Used with permission from ASSE/Professional Safety. This article is intended to provide further insight into safety management systems. The article includes some of the best practices used in the field of safety and health and can be used as a reference when completing the unit assignment. Tactical Safety Network. (n.d.). Comparative analysis of safety management systems: Best practices in corporate health and safety . Retrieved from http://tacsafe.net/resources/SafetyManagement/ComparativeAnalysisSafetyManagementSystems.pdf Learning Activities (Nong raded) Nong raded learning activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information. This video is recommended to further your understanding of safety management systems and help you understand the imp ortance of integrating safety into the overall organizational system. Quilley, A. (Producer). (2008). Integrated safety management system – Promo [Video file]. Retrieved from https://www.youtube .com/watch?v=7uXtT8sfPBw Click here for a PDF of the video transcript. Click here to review a slideshow presentation on OSHA’s safety and health program management guidelines for further enhancement of the unit lesson. (Click here for a PDF version of the presentation.)
Using the Plan-Do-Check-Act (PDCA) model that we discussed in Units I, II, and III, you will develop a safety and health implementation plan. The plan will be developed in phases in Units IV, V, and V
MOS 5525, Integrated Safety Management Systems 1 Cou rse Learning Outcomes for Unit III Upon completion of this unit, students should be able to: 1. Summarize the basic tenets of safety management systems. 1.1 Discuss the roles and responsibilities of management within a safety management system. 4. Discuss system s safety program strategies. 4.1 Discuss strategies for developing criteria for a sa fety and health action plan . Course/Unit Learning Outcomes Learning Activity 1.1 Unit Lesson Chapter 5 Chapter 7 Management leadership in occupational safety and health – A practical guide Unit III Assignment 4.1 Unit Lesson Chapter 5 Unit III Assignment Reading Assignment Chapter 5: Management -led Safety Management Systems Chapter 7: Safety Leadership and Organization – Part 1, pp. 103 –11 2 In order to access the following resource, click the link below. The document below highlights the role management should play to lead their safety and health efforts. The guideline is included as a resource to supplement the unit lesson and for you to use when completing the unit assignment . Please read pages 6 –20 only. European Agency for Safety and Health at W ork. (2012). Management leadership in occupational safety and health : A practical guide . Retrieved from https://osha.europa.eu/en/tools -and – publications/publications/reports/management -leadership -in-OSH_guide Unit Lesson Introduction In Unit II, we discussed the strategy for successfully implementing a safety management system. We identified the processes and components within the system and related the implementation strategy to the Plan -Do -Check -Act (PDCA) cycle. The remaining unit lessons will focus on the core elements of the safety management system. The first element we will explore is m anagement commitment and leadership. The primary focus in this lesson will be the role and responsibilities of management within the safety management system. UNIT III STUDY GUIDE Organizational Leadership in the Safety Management System MOS 5525, Integrated Safety Manageme nt Systems 2 UNIT x STUDY GUIDE Title Management Commitment and Leadership One of the core elements of most safety management systems is management commitment and leadership. Although management and leadership are necessarily linked and complementary, they are clearly distinct. The main difference between leadership and management include direction, alignment, relationships, personal qu alities , and outcomes (Daft, 2011). While the manager’s job is to plan, organize , and coordinate, the leader’s job is to inspire and motivate. The International Standard Organization (ISO) defines leadership in context of the safety management system as t hose who have responsibility for controlling and directing an organization at the highest level ( BSI, n.d. ). Using the Plan -Do -Check -Act (PDCA) model discussed in Units I and II , the role of leadership within the organization would include the information below :  Plan (P) – The planning function of leadership involves understanding the context of the organization, establishing strategies and system objectives, and determining regulatory and statutory requirements.  Do (D) – The do function of leadership invo lves establishment of a safety policy ; communication of the policy, objectives, and importance of the system ; providing resources to safety ; allocating roles and responsibilities ; promoting continual improvement efforts ; maintaining focus on system objectives ; and ensuring risks and opport unities are properly addressed.  Check (C) – The check function of leadership involves reviewing system performance, checking the alignment of the system with the business strategy and context, and reviewing the poli cy.  Act (A) – Agree to change and improvement while ensuring the system ’s integrity (McKinnon, 2017) . The implementation of a safety management system places the responsibility for safety directly in the hands of management at all levels. However, ultima te accountability for safety management lies with senior management. Therefore, for a safety management system to be effective, it must start at the top of the organizational hierarchy. It cannot be started in the middle or at the bottom. If senior managem ent does not take the lead, be actively involved , and drive safety, the safety management system will not be successful. As the author puts it, “Leadership is a condition for success” (McKinnon, 2017 , p. 55 ). The interest in, and priority placed on , safet y by management leadership is not always evident or demonstrated by the management leadership. For example, the senior manager who periodically drops in on safety meetings or leaves during the meeting to attend a more important meeting sends the wrong mess age to employees. When senior management fails to make safety their most important meeting, it says safety is not a priority. Ultimately, the behavior of management leadership will be reflected in the employees ’ attitude s toward safety and will impact the overall safety culture in the organization. Visible management commitment, leadership and involvement in improving safety , and health performance are vital in a safety management system. Management leadership‘s commitment should not only be demonstrated but also communicated to employees. A written corporate safety policy should be established , which clearly demonstrates top management’s commitment to the safety and health of their employees , establishes the overall goal and objectives of the safety and h ealth program , identifies the general responsibilities of those responsible for implementing the policy at all levels in the organization , identifies employees’ responsibilities for safety and health , and contains a commitment to comply with applicable gov ernment legislation as well as the organization’s o wn health and safety standards. Management leadership plays a significant role in establishing the standard for safety in the workplace. While a management system might be present, it might not actually reflect the philosophy, policy, and values of the organization. For example, if a line manager observes and fails to correct an unsafe work behavior, it sends a message that the behavior is acceptable to the organization. Managers , through their words and actions , have a major influence on the way employees see the reality within an organization. Employees must see their management “walking the talk ” as that likely will have the most positive influence on their safety performance. Managing Safety In Chapt er 5, the author identifies the roles of managers in the safety management system as safety planning, organizing, directing, and controlling (McKinnon, 2017). The four management functions are described in MOS 5525, Integrated Safety Manageme nt Systems 3 UNIT x STUDY GUIDE Title relation to the Plan -Do -Check -Act (PDCA) model dis cussed in Units I and II. The functions can also be described using the core elements of the safety management system.  Safety planning is the function of managers that represents the (P) in the PDCA cycle. The planning function involves both hazard contro l and hazard prevention as the manager is identifying what action must be done in response to safety incidents and what actions must be done to prevent safety incidents.  Safety organizing, the (D) in the PDCA cycle, is the function of managers that aligns with employee involvement as it assigns safety work activities to individuals withi n the organizational structure.  Safety leading is the function of managers that takes actions to ensure safe work practices by employees at all levels and represents the (C ) in the PDCA cycle.  Safety controlling, the (A) within the PDCA cycle, is the management function which involves risk assessment and control, inspection, performance assessment, and assessment review. It has been said, “If you can manage safety, you can manage anything .” In safety, management things can and will go wrong no matter how robust the control processes and procedures. Equipment breaks down, employees make errors , and processes change , which means that managing safety is really about managing sa fety risk. Managers , specifically line managers , are faced with operational hazards and risks daily , because they are closest to the processes and procedures and are under pressure to deliver a service safely. They are tasked with identifying weaknesses and potential risks, taking appropriate action , and measuring how well risk controls are working. The manager’s involvement and contribution to safety management is essential to the success of the safety management system. In the occupational safety and h ealth field, we often hear the slogan safety is everybody’s responsibility , but what does that really mean? If safety is everybody’s responsibility , in general, then is it not highly probable that it will soon become nobody ’s responsibility in particular? When managers do not define and assign specific responsibilities, it is difficult to know exactly what is expected. Employees may work unsafely or act unwisely when there is no responsibility for , or clear standards of what standard of performance is expec ted. It is management’s responsibility to ensure there is an open understanding throughout the organization of the duties and responsibilities in the performance of work. Written safety responsibilities must be clearly communicated to all levels of the org anization. Then, and only then, will employees have a clear obligation to perform work by standard procedures. Safety is a management responsibility that must be managed just like other management responsibilities such as production and quality. It would be difficult for a manufacturer to be successful if it did not have a system to hold people accountable for production or sales, but all too often , this is not the case in safety. If line managers are granted responsibility and authority to develop and imp lement a safety management system , but there is no accountability system in place, results are likely to be unfavorable. When this happens, it is easy for senior management to conclude the safety management system failed. To achieve desired safety results, responsibilities must be defined and measured. Assigning measurable management performance accountabilities is critical to achieve successful results from a safety management system. After all, as the old cliché goes, “w hat gets measured, gets done. ” Onc e an organization takes the time to clearly define safety expectations, every employee has measurable safety responsibilities and plays an important role in the organization’s safety management system. For example, line management’s participation may be me asured based on tasks such as holding regular safety meetings, conducting employee safety training, conducting safety inspections in their work area, and timely completion of accident reports. While employees’ participation in the safety management system may be measured based on tasks such as using personal protective equipment ( PPE ), operating equipment with proper guarding, and performing lockout on energized equipment. Understanding the concept of accountability is important to line management as well a s employees. Accountability is the key to achieving superior safety performance results. Safety responsibility can be delegated; however, safety accountability cannot! MOS 5525, Integrated Safety Manageme nt Systems 4 UNIT x STUDY GUIDE Title Summary In our first two unit lessons , we presented both the systems approach to safe ty management and the process for implementing an effective safety management system. The focus of this unit lesson has been the role of management in the safety management system. We explained the significance of both management leadership and management commitment to the success of a safety management system. We also discussed the importance of demonstrating management’s commitment through the development and promotion of a written safety policy. Then, we identified how management can promote the safety p olicy and foster employee participation in the safety management system by integrating the principles and concepts of safety management system into the day -to-day activities. You will now have an opportunity to demonstrate your understanding of the material that has been covered in the course. In your Unit II assignment , you were tasked with developing a presentation designed to persuade management to implement a safety management system. We will continue with that scenario as we compile a unit proj ect , which will entail the development of a complete implementation plan. The project will incorporate the four phases of the PDCA cycle discussed in Units I and II. The focus of this unit assignment will be the development of an implementation action plan and a safety policy. We will incorporate employees into the implementation process in the Unit IV assignment. Risk assessment, which is the most critical aspect of the planning phase, will be covered in Unit lesson V. Preventive and corrective measures ta ken based on the findings of the risk assessment constitute the do (D) phase of implementation and will be the focus of our Unit VI and VII assignments. Performance measures are the essence of the check (C) phase of implementation and will be addressed in the Unit VIII assignment. In addition, the act (A) phase of the implementation, which centers on management review of the performance measures, will also be covered in the Unit VIII assignment. The involvement of top management in all phases of the process is essential for the successful implementation of an effective management system. References British Standards Institute. (n.d.). ISO revisions white paper: The importance of leadership in the new ISO standard s. Retrieved from https://www.bsigroup.com/LocalFiles/en -IN/Resources/Whitepaper -The – importance -of-leadership -in-new -ISO -revisions -430 -KB.pdf Daft, R. L. (2011). The leadership experience (5th ed.). Mason, OH: Thomson/South -Western. McKinnon, R. C. (2017). Risk -based, man agement -led, audit -driven , s afety management systems . Boca Raton, FL: CRC Press. Suggested Reading In order to access the following resource, click the link below. The website below, developed by the Occupational Safety and Health Administration, is a summary of the roles and responsibilities of management and employees within a safety management system. The website is included to enhance your understanding of the material covered in this unit lesson. You are encouraged to visit it and read the material . Occupational Safety and Health Administration. (n.d.). Management leadership. Retrieved from https://www.osha.gov/shpcampaign/management -leadership.html Learning Activities (Nong raded) Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information. Review your current or former organization’s safety and health policy. Does it measure up with the information you are now learning in this course? Share this information with your instructor. MOS 5525, Integrated Safety Manageme nt Systems 5 UNIT x STUDY GUIDE Title This video is recommended to further your understanding of how to create a safety policy sta tement. HSAchannel (Producer). (201 1). Safety statement made easy [Video file ]. Retrieved from https://www.youtube.com/watch?v=fQOUQpOuJlU Click here for transcript of the video .
Using the Plan-Do-Check-Act (PDCA) model that we discussed in Units I, II, and III, you will develop a safety and health implementation plan. The plan will be developed in phases in Units IV, V, and V
MOS 5525, Integrated Safety Management Systems 1 Cou rse Learning Outcomes for Unit IV Upon completion of this unit, students should be able to: 1. Summarize the basic tenets of safety management systems. 1.1 Discuss the types of engagement strategies used in a safety and health plan for implementing concepts in a safety management system. 1.2 Organize the development of a safety and health training plan. 2. Explain the safe ty management systems approach to injury and illness prevention. 2.1 Recommend a plan for incorporating employee suggestions and input on injury and illness prevention into the safety management system . Course/Unit Learning Outcomes Learning Activity 1.1 Unit Lesson Chapter 8 Occupational Safety Health (OSH) Academy safety and health training plan Unit IV Scholarly Activity 1.2 Unit Lesson Occupational Safety Health (OSH) Academy safety and health training plan Unit IV Scholarly Activity 2.1 Unit Lesson Chapter 8 Unit IV Scholarly Activity Reading Assignment Chapter 8: Safety Leadership and Organization – Part 2, pp. 113 –11 5 In order to access the following resource, click the link below. This Occupational Safety Health (OSH) Academy document provides you with a sample of a safety and health training plan developed by the Geigle Safety Group and provides a guide for your unit assignment. OSHAcademy. (n.d.). Safety and health training plan . Retrieved from https://www.oshatrain.org/courses/pdf/trainingplan.pdf Unit Lesson Introduction In Unit III, we began our introduction to the core elements of the safety management system. Our primary focus in the previous unit was management commitment and leadership. In this unit lesion, we will be exploring the role of employees in the safety management system. We will review various types of employee engagement strategies that can be used during the implementat ion of a safety management system. We will also explore training and education as core elements of a safety management system. Fostering Employee Engagement UNIT IV STUDY GUIDE Fostering Employee Involvement and Training MOS 5525, Integrated Safety Management Systems 2 UNIT x STUDY GUIDE Title Now that we ha ve discuss ed the role of management and leadership in the safety management system, let us look at the role of employees and the importance of employee participation to the overall success of the system. In accordance with effective safety management and leadership, a high degree of employee involvement is another key component of a safe ty management system. The best safety management systems involve employees at every level of the organization (Topf, 2000). Every employee should be empowered and have a role in achieving the organization’s safety performance goals and objectives. Even tho ugh the employer has ultimate responsibility for safety in the workplace, employees are often an untapped resource when organizations are implementing a safety management system. Employees (particularly frontline employees) generally have knowledge and exp erience that is useful in identifying and mitigating hazards. Any organization that implements a systems approach to reducing/preventing accidents and improving safety performance will need the commitment and endorsement of employees to be successful. The engagement of employees within the safety management system starts with committed management and leadership. Employees should not be expected to be enthusiastic about conforming to top -down management programs or merely complying with OSHA regulations. Or ganizations must move away from leadership mandates to an approach that encourages active employee involvement in the activities meant to keep them safe. The single most powerful source of motivation is employee ownership of the accident prevention system. Every employee should take ownership of his or her personal safety and share the responsibility for the safety of others. Employers must ensure they provide the necessary levels of education, training, resources , and authority to allow employees to take o wnership of the safety process and have a stake in the success of the system. Safety should not be delegated to a certain group; it should be owned by all employees and entrenched throughout the organization. So , how does an organization get employees inv olved in the safety management system? The number one way to engage employees and encourage their participation is to allow them the opportunity to take part in the problem -solving process. Employees often have non -work -related skills that can be successfu lly leveraged to implement and continuously improve the safety management system. Contributing to the organization’s accident prevention system, this provides employees the opportunity to display skills that they likely do not use in their daily work tasks . Employers need only encourage participation , and employees will generally offer practical ideas for addressing safety concerns and making improvements. Affording employees these types of opportunities can create a culture of employee ownership of s afety within the organization. A basic requirement of any effective safety management system , regardless of the size or type of organization , is to ensure employee participation in the planning and implementation of the system. Employee participation means employees are not only encouraged , but also provided the purpose , resources, and opportunity to participate fully in the system. There are a number of different strategies for achieving employee participation in the safety management system. For example, recognition programs highlight and reinforce safe work behavior and encourage employees to integrate safe work practices into their job tasks . Establishing a safety committee is another way to ensure the active participation of a large number of employees in the safety management system (McKinnon, 2017). The committee serves as a resource for acting on suggestions and ideas submitted by employ ees or following up on the findings from safety inspections. Safety committees must have the full backing and support of top management ; otherwise , they are doomed to fail (McKinnon, 2017) . Safety contests and incentive programs are another strategy that can be used to create interest and participation in a safety management system. Contests should be designed to heighten awareness of worker safety and health and increase employee involvement and participation in safety -related activities such as safety in spections. Incentive programs , which focus on reducing accident rates , are not recommended as they tend to discourage injury and illnesses reporting. Other examples of effective employee involv ement include participation in:  review and investigation of i njuries and illnesses ,  procedure development ,  safety and health audits or surveys ,  development and implementation of safety and health training , MOS 5525, Integrated Safety Management Systems 3 UNIT x STUDY GUIDE Title  job safety analysis , and  recommendations for specific actions in response to employee safety suggestions. Ther e are numerous benefits organizations derived from fostering employee involvement in the implementation of a safety management system. Clearly, (frontline) employees are the individuals closest to potential safety and health hazards and thus have a stake i n recognizing and reporting hazards. In addition, employees who are encouraged to offer ideas and who feel their contributions are taken seriously are more responsible and committed to the success of the system. Finally, employees are more likely to suppor t and use the system if they are allowed to have input into it. Once managers recognize the benefits and involvement becomes expected, participation in sa fety is more readily achieved. Training and Education Training and education are regarded as two of the most important elements of a safety management system. The general training requirements of most safety management systems stipulate that training be: 1) provided for both management and employees, 2) conducted by competent and qualified persons, 3) provided initially and at appropriate intervals for refresher training, 4) inclusive of an assessment of the employee’s comprehension and retention of the training, and 5) reviewed periodically (Pardy & Andrews , 2010). Regardless of which safety management system an organization implements, if not all employees are aware of how to utilize it, the system is likely to be ineffective. Therefore, employees should be trained to ensure that they understand both how the safety management system will function and h ow they can participate in the system. Employees are constantly making decisions throughout the day that could potentially impact not only their safety but also the safety of others on the job. Those who have not been trained to perform their job safely a re more likely to be injured or to cause an injury. Therefore, safety training is of vital importance to both management and employees since it forms the knowledge base to build a comprehensive safety management system thus ensuring employees are sufficien tly informed about hazards to which they may be exposed while doing their job (McKinnon, 2017). In addition, training helps employees understand how to identify hazards and how to protect them selves and others from hazards. Initial safety training should start during the new employee orientation process, but it should not end with new employees. All employees have varying levels of knowledge in safety and health and may not have the competencies required to safely perform all of their job responsibilities. Hence, it is imperative that managers understand the qualifications and limitations of their employees before making job assignments. If employees are assigned tasks that they are not qualified to perform, the potential for an injury will significantly in crease because employees will likely take unnecessary risks. Therefore, the training needs of all employees should be assessed and subsequent safety training should be provided beyond new hire orientation to ensure employees are adequately prepared to perf orm their jobs safely. In addition, training should be ongoing to keep employees current on technological advances and refresher training should generally be provided annually. Well-trained employees are safer employees , which appears to be true. Most federal and state safety and health legislative bodies emphasize safety training . The Occupational Safety and Health (OSH) Act mandates employers provide safety and health training to employees. Many of the Occupational Safety and Health Administration (OS HA) standards require general training in the safety and health aspects of the job tasks, while other OSHA standards limit job assignments to employees who have some form of specialized training (typically outside of the workplace) and are considered certi fied, competent, or qualified (i.e., crane standard and electrical work standard). These requirements demonstrate OSHA’s belief that training is essential for protecting employees from work -related injuries and illnesses (OSHA , 2015 ). Management training and development is equally important to the success of the overall safety management system. McKinnon (2017) suggests basic safety management training should be provided for all supervisory staff and management. Training supervisors and managers ensures th ey understand their responsibilities within the safety management system and provides them with the knowledge necessary to carry out their responsibilities effectively. Training is also beneficial in cultivating skills such as effective communication, empl oyee motivation , and employee recognition, which are fundamental aspects of the management function within the safety management system. MOS 5525, Integrated Safety Management Systems 4 UNIT x STUDY GUIDE Title Although employee training is essential for the success of an organization’s safety management system, training often encounters resistance from both employees and managers. Employees often complain that they find safety training boring and repetitive while management often views training as a waste of time that could be spent maintaining the production schedule. Even tho ugh training has an impact on any organization’s bottom line, it is often not given the attention warranted. No one would dare question the value of training to a professional athlete who trains all week and only plays one game. Likewise, the value of trai ning is evident when one thinks of military personnel who train constantly for a potential deployment. Yet , in many organizations, training is either overlooked or not provided adequate time, resources , or attention. Just as training is essential to most p rofessions, training is also a fundamental aspect of the safety management system and should never be taken for granted! Summary Employee involvement is essential in defining and implementing a safety management system. When employees are encouraged to actively participate in the organization’s safety efforts, they begin to feel empowered and take ownership of their role in achieving the organization’s safety objectives. Employers must offer the necessary level of education, training and resources , and a uthority so employees can take ownership of the safety process. It is a mistake to expect employees to perform tasks for which they are not qualified or for which they have not been adequately trained. Training serves dual purposes within the safety manage ment system. Not only does it ensure employees are knowledgeable of how to work safe, but it also demonstrates management’s commitment to the safety of their employees. Increasing employee perceptions of management’s concern for employee personal well -bein g through a dedication to safety will result in not only a more positive safety culture but also positive outcomes beyond safety performance. Without the active participation of all employees, an organization will not experience the full potential of the s afety management system. In your Unit III Assignment, you began Phase 1 of your course project , which involves the development of a safety management system implementation plan. In this assignment , you will us e the concepts discussed in this unit lesson t o continue with the planning phase of system implementation. The focus of this two -part assignment will be 1) the development of a safety training plan and 2) the development of a safety suggestion reporting system plan. References McKinnon, R. C. (2017 ). Risk -based, management -led, audit -driven, safety management systems . Boca Raton, FL: CRC Press. Occupational Safety and Health Administration. (2015). OSHA safety and health program management guidelines. Retrieved from https://www.osha.gov/shpmguideli nes/SHPM_guidelines.pdf Pardy, W., & Andrews, T. (2010). Integrated management systems: Leading strategies and solutions . Plymouth, United Kingdom: Government Institutes. Topf, M. D. (2000). W hy employee involvement may not be enough. Occupational Hazar ds , 62 (5), 41 -42 . Retrieved from http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=ITOF&sw=w&u=oran95108 &v=2.1&it=r&id=GALE%7CA62534370&asid=576b7e4cda0852f5e0bfa69531674c7b Suggested Reading In order to access the following resource, click the link below. This article on employee engagement is provided to supplement the information presented in the unit lesson on the importance of engaging employees in the safety management system. MOS 5525, Integrated Safety Management Systems 5 UNIT x STUDY GUIDE Title Hoover, T . (n.d. ). Employee engagement an d organizational safety performance. Safety and Security . Retrieved from http://www.apta.com/mc/rail/previous/2010/Papers/Employee -En gagement – Organizational -Safety -Performance.pdf Learning Activities (Nong raded) Nong raded learning activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for furthe r guidance and information. Employees are often hesitant to express safety and health concerns because of fear of retaliation from employers. As a safety professional, how would you encourage employee participation in your company’s safety management syst em? Also, please address whether you feel safety should be management -driven or employee -driven , and why .
Using the Plan-Do-Check-Act (PDCA) model that we discussed in Units I, II, and III, you will develop a safety and health implementation plan. The plan will be developed in phases in Units IV, V, and V
MOS 5525, Integrated Safety Management Systems 1 Cou rse Learning Outcomes for Unit II Upon completion of this unit, students should be able to: 1. Summarize the basic tenets of safety management systems. 1.1 Discuss how a company benefits from implementing a safety management system (SMS) and safety programs. 1.2 Explore how an organization can implement a n SMS and its process es. 4. Discuss system s safety program strategies. 4.1 Explain the implementation strategy for a n SMS within an organization. Course/Unit Learning Outcomes Learning Activity 1.1 Unit Lesson Chapter 7 Chapter 14 Safety management system (SMS) implementation guide Unit II PowerPoint P resentation 1.2 Unit Lesson Chapter 7 Chapter 14 Safety management system (SMS) implementation guide Unit II PowerPoint P resentation 4 Unit Lesson Chapter 14 4.1 Unit Lesson Chapter 7 Chapter 14 Safety management system (SMS) implementation guide Unit II PowerPoint P resentation Reading Assignment Chapter 7: Safety Leadership and Organization – Part 1, pp. 97 –102 Chapter 14 : Safety Management System Implementation Strategy In order to access the following resource, click the link below. The Federal Aviation Administration (FAA) has developed a document that provide s guidance to aviation service organizations as an implementation guide for safety management system (SMS) in their field of cognizance . Th is SMS implementation guide i s a resource example on how one agency uses SMS to assist you when completing the unit assignment. Please read pages 1–22 only . Federal Aviation Administration. (2010). Safety management system (SMS) implementation guide . Retrieved from https://www.faa.gov/about/initiatives/sms/specifics_by_aviation_industry_type/air_operators/media/s ms_implementation_guide.pdf UNIT II STUDY GUIDE Implementing a Safety Management System MOS 5525, Integrated Safety Management Systems 2 UNIT x STUDY GUIDE Title Unit Lesson Introduction In Unit I, you were introduced to the systems approach to safety management. We discussed the differences between systems and programs, the Plan -Do -Check -Act (PDCA) model for continuous improvement, and the benefits of implementing a safety man agement system. We a lso reviewed existing safety management systems and performed a comparative analysis of the International Labor Organization (ILO) guidelines for safety and health management systems with the proposed Occupational Safety and Health Admi nistration (OSHA) guidelines for safety and health management programs. This unit provides information that will prepare you to successfully implement a safety management system in your organization. Our primary focus in this lesson will be the processes a nd components within the system. The Safety Management System Implementation Strategy In Chapter 14 , the author present s the safety management system as a cycle that entails processes for initial planning (P) and implementation of the management system (D), assessing the management system’s performance (C), and taking appropriate corrective actions based on the findings of the assessment (A) (McKinnon, 2017). This structure reflects the process approach to the PDCA model (discussed in Unit I) and is suggested as a good model to follow when implementing a structured safety management system. The terminology used in various sa fety management system models may differ, but the processes and workflow are usually similar. Let us take a closer look at each of the components and the activities required within each component in terms of the PDCA methodology. To be effective and to im prove, all organizations must plan and prioritize (Pardy & Andrews, 2010). T he primary objective of the planning (P) process is to set defined mandates and performance expectations for the management system. All levels of management should be involved in planning, organizing, and implement ing the components of the safety management system. However, for a safety management system to be accepted and successful, it will need the commitment and endorsement of the workers. Therefore, it is critical to involve th e workers during the initial stages of the planning process. The planning process serves as the foundation for all the other aspects for the development of the management system. When implementing a safety management system, the organization must first clarify and establish its safety and health philosophy, beliefs, vision, and mission. A safety management system should leave no doubt in the mind of employees that management is con cerned about their safety in the workplace. After all, employees want to go home safe , and employers should want to send them home safe. McKinnon (2017) purports “o ne of the first (planning ) stages in the implementation of a safety management system is a f irm commitment from top management to implement and support the safety initiative ” (p. 194 ). The development and promotion of a written safety policy is one way to demonstrate management’s attitude toward the safety of its employees. The policy should outl ine the organization’s aims and o bjectives for its safety management system and should designate the authority and responsibilities for achieving them . One of the most vital aspects of any management system is the development of a strategic plan. The plan should clearly identify items to be completed, the person(s) responsible for completing the item(s), and the timeframe for completion (McKinnon, 2017). However, before an organization can successfully implement a safety management system, it must have som e basis for determining its status. After all, how will a company know where it needs to go if it does not know where it begins? A baseline audit, known as a gap analysis, is generally conducted during the initial planning phase to determine which componen ts and elements of the safety management system are currently in place and which components and elements are needed to meet the implementation requirements. Once the gap analysis is complete and documented, the findings serve as a basis for the safety mana gement system implementatio n plan. Standards and guidelines are essential to the implementation of a safety management system because they serve as a framework and provide organizations with an effective tool for the continual improvement of their occupational safety and health performance. Unlike operational sectors such as quality (ISO 9001) and environmental (ISO 14001), there is currently no universally recognized International Organization Standard (ISO) certifiable standard for occupational safety and health. In the absence of an ISO s tandard, the Occupational Health and Safety Assessment Series (OHSAS) 18001 is deemed the premier management system standard for occupational health and safety management (Pardy & Andrews, 2010). However, there is MOS 5525, Integrated Safety Management Systems 3 UNIT x STUDY GUIDE Title no one standard that is best for all organ izations. Therefore, the findings of the gap analysis should be used to determine the standard that aligns best with the needs of the organization. Most safety and health management systems have core elements that are interrelated and necessary for the system to operate efficiently and effectively (OSHA, 2015). One of the core elements is employee education and awareness training. The successful implementation of the safety management system will require the organization to educate both managers and employ ees on the safety system requirements, including the organization’s safety philosophy, policy, and safety action plan. Likewise, employees will need training on the hazards to which they may be exposed in the workplace. W e will elaborate more on training i n Unit IV. Inherent to any safety management system is the expectation that hazards and risks to workers’ safety and health be identified and assessed. The risks within the organization will indicate the type of controls that need to be implemented (McKinnon, 2017). Control measures include actions that can be taken to reduce the potential for exposure to hazards. For example, the installation of guarding on machinery to eliminate the potential for contact wit h moving parts. When we look at control measures , we often refer to the hierarchy of controls , which provides a systematic approach to risk management. Using the hierarchy of controls, the control methods that will be the most effective in reducing the ris k of injury or illness can be determined. When risks cannot be eliminated, they should be minimized to the lowest level that is reasonably practical. Once control measures have been implemented, they must be monitored because sometimes these controls remov e previous hazards but create new ones! The proper evaluation of all risks is a key aspect of an effective safety management system. We will elaborate more on hazard identification and assessment in Unit V. In the PDCA model, the third step involves monitoring and measurement to evaluate the extent to which requirements are being met. Likewise, f ollowing the implementation of performance standards, regular inspections should be conducted to monitor progress against the standards (McKinnon, 2017). The main purpose of the inspections is to identify potential and actual hazards before an accident occurs. Many benefits can be derived from conducting workplace inspections. For instance, when employees observe management conducting regular inspections of the workplace, they tend to view the employer as serious about their safety. This helps to build a rapport between management and employees. Furthermore, equipment and facilities do wear out over time. At some point, wear and tear could increase the risk of a n injury occurring. Inspections can detect such exposures before an incident occurs. We will elaborate more on hazard control in Units VI and VII. As with safety inspections, conducting periodic audits is a critical aspect of any management system (Pardy & Andrews , 2010). Auditing the safety management system allows the organization to assess whether the requirements of the standard are met, the effectiveness of the implementation, and the degree of compliance . Also, a udits ensure the co ntinued efficiency and reliability of the system by providing a feedback loop , which enables organizations to reduce risks and enhance overall organizational performance. We will elaborate more on performance measurement in Unit VIII. The final component of the implementati on process involves taking appropriate corrective actions based on the findings of the assessment (A). During this phase, the organization determines how preventive and corrective actions will be managed and what processes exist to ensure the continual imp rovement process. Industrial safety measures (Voltama x, 2016) MOS 5525, Integrated Safety Management Systems 4 UNIT x STUDY GUIDE Title The PDCA cycle starts and ends with management as the final component within the implementation strategy and is a management review of the organization’s progress against the established objectives. Through the management review process, decisions and actions necessary to improve the effectiveness of the organizational controls and the management system are made. The outcome of the management review is used to plan the next PDCA cycle , thus starting the cycle again. Successful implementat ion of a safety management system is not a trip but a journey that is achieved by continuous improvements, audits, feedback and support of the management from top to bottom for a specific but essential goal s, and employee safety . We will elaborate more on continuous improvement in U nit VIII. Summary In our first two unit lessons, we have presented both the systems approach to safety management and the process for implementing an effective safety management system. In your unit assignment, you will have an opportunity to apply the material you have learned. Specifically, you will be developing a PowerPoint presentation on safety management systems. Your job is to convince the management of an organization, who is taking a traditional approach to safety mana gement, to use a systems approach. As a safety practitioner, you will likely one day be employed by an organization that either has a safety management system or needs one, so make the sale! References McKinnon, R. C. (2017). Risk -based, management -led, audit -driven , s afety management systems . Boca Raton, FL: CRC Press. Occupational Safety and Health Administration. (2015). OSHA safety and health program management guidelines . Retrieved from https://www.osha.gov/shpmguidelines/SHPM_guidelines.pdf Pardy, W., & Andrews, T. (20 09 ). Integrated management systems: Leading strategies and solutions . Plymouth, United Kingdom: Government Institutes. Voltamax. (2016). Industrial -1636393_960_720 [Photograph]. Retrieved from https://pixabay.com/en/industrial -security -logistic -1636393/ Suggested Reading In order to access the following resource s, click the link s below . The OSHA Safety and Health Program Management Guideline s is a framework used in industry to guide the implementation of their safety manage ment systems. The OSHA guideline is included as a resource to supplement the unit lesson and for you to use when completing the unit assignment. You are encouraged to read pages 23 –44. Occupational Safety and Health Administration. (2015). OSHA safety and health program management guidelines . Retrieved from https://www.osha.gov/shpmguidelines/SHPM_guidelines.pdf This PowerPoint presentation video is suggested to help you create an effective Power Point presentation. You are encouraged to review it before preparing your slides. Software Spring (Producer). (2017). PowerPoint presentation design tips – How to design PowerPoint presentation [Video file ]. Retrieved from https://www.youtube.com/watch?v=9EDiyqP5UCU There is no voice audio for this video, just music and text on screen; however, click here to view a summary of the presentation text displayed on the screen. MOS 5525, Integrated Safety Management Systems 5 UNIT x STUDY GUIDE Title Learning Activities (Nong raded) Nong raded learning activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information. The purpose of this nongraded activity is to allow you an opportunity to practice the g ap analysis assessment technique presented in the unit lesson. Perform a gap analysis of your employer’s current management system based on the OSHA Safety and Health Program Management Guideline s. You may submit your findings to the instructor for feedba ck and further discussion.