1. Evaluating Safety Management Systems

2. © 1996-2005 OSHA Training Network www.oshatrain.org Workshop Goals 1. Gain a better understanding of safety and health programs as systems. 2. Learn about a systematic approach to evaluating and improving your company’s safety and health program. 3. Better understand OSHA’s Safety and Health Achievement Program (SHARP) and the Voluntary Protection Program (VPP-STAR).

3. © 1996-2005 OSHA Training Network www.oshatrain.org Trainer Name Position Company Phone Email (Revise as needed)

4. © 1996-2005 OSHA Training Network www.oshatrain.org Form Evaluation Teams Introductions! Elect a Team Leader Select a Team Spokesperson Everyone is a Team Recorder

5. © 1996-2005 OSHA Training Network www.oshatrain.org A tale of two cultures

6. © 1996-2005 OSHA Training Network www.oshatrain.org You’re a safety management consultant … If both companies have virtually the same safety plan sitting on a shelf, why are the outcomes so different?

7. © 1996-2005 OSHA Training Network www.oshatrain.org Structure Every system contains structure, inputs, processes and outputs

8. © 1996-2005 OSHA Training Network www.oshatrain.org Inputs - Resources from other management systems Processes - Using available resources Outputs - Conditions, Behaviors, Results

9. © 1996-2005 OSHA Training Network www.oshatrain.org

10. Where does the safety committee look to determine the effectiveness of the safety management system?

11. © 1996-2005 OSHA Training Network www.oshatrain.org We do what we do because of consequences! Helping Create a Culture of Consequences

12. © 1996-2005 OSHA Training Network www.oshatrain.org How does the principle below apply to the scenario? “Every system is designed perfectly to produce what it’s producing”

13. © 1996-2005 OSHA Training Network www.oshatrain.org “Every system is designed perfectly to produce what it produces” What does it mean?

14. © 1996-2005 OSHA Training Network www.oshatrain.org Without proper “nutrition,” systems may get sick It’s important to implement an effective system wellness plan Circle the system component that gives the most clues about its health. Inputs Processes Outputs

15. © 1996-2005 OSHA Training Network www.oshatrain.org What are symptoms of an ailing system?

16. © 1996-2005 OSHA Training Network www.oshatrain.org How do we usually treat those symptoms?

17. © 1996-2005 OSHA Training Network www.oshatrain.org What are the underlying causes of an ailing system?

18. © 1996-2005 OSHA Training Network www.oshatrain.org What is required to bring about a system cure?

19. © 1996-2005 OSHA Training Network www.oshatrain.org Using the Failure Matrix to Evaluate the Safety Management System

20. © 1996-2005 OSHA Training Network www.oshatrain.org Analyze this! Determine the failure mode for the scenario below

21. © 1996-2005 OSHA Training Network www.oshatrain.org Bob, a maintenance worker who has been working for the company for 10 years, received a serious electrical shock while working on a conveyor belt motor. When asked why he did not use the company’s established lockout/tagout procedures he acknowledged that he had thought about it, but that the “old procedures” hadn’t been used for years, and he had done this same task many times before. And, besides, the production manager yelled at him to get the conveyor running again or it’s his job because the whole system was shut down. Failure mode __________ Justification

22. © 1996-2005 OSHA Training Network www.oshatrain.org Diagnose the underlying cause to determine the cure. … we must diagnose and eliminate underlying causes..

23. © 1996-2005 OSHA Training Network www.oshatrain.org Determine where we are now - analyze! What does our safety management system look like now? Closely examine the outputs of the safety management system.

24. © 1996-2005 OSHA Training Network www.oshatrain.org Determine best policies and practices for your industry - visualize! What do we want our safety system to look like? Research best practices.

25. © 1996-2005 OSHA Training Network www.oshatrain.org Evaluate the system for strengths and weaknesses - scrutinize! What cultural values are supportive - non- supportive? What system components are adequate? inadequate? Rate the current system against best practices.

26. © 1996-2005 OSHA Training Network www.oshatrain.org Implement proactive changes to improve the system - actualize! What forces are promoting or resisting change? Develop an action plan to transform the system. Use Deming’s Plan-Do-Study-Act process.

27. © 1996-2005 OSHA Training Network www.oshatrain.org Evaluating Your Company's Safety Management System This exercise will help us compare and contrast safety management system processes in each of the seven elements of the OSHA Safety Management System Model

28. © 1996-2005 OSHA Training Network www.oshatrain.org The OR-OSHA Model: Seven Elements of a Safety Management System Management Commitment Labor and Management Accountability Employee Involvement Hazard Identification and Control Incident/Accident Investigation Education and Training Periodic Program Review

29. © 1996-2005 OSHA Training Network www.oshatrain.org Safety Management System Evaluation Audit Step one. Analyze indicators within each of the following five categories to more accurately determine the rating. 1.Standards 2.Conditions 3.Behaviors, actions 4.Knowledge, attitudes 5.Results

30. © 1996-2005 OSHA Training Network www.oshatrain.org Step two. Enter your rating score to the left of each statement. Use the following guidelines for your rating. 5 - Fully Met 3 - Mostly Met 1 - Partially Met 0 - Not Present

31. © 1996-2005 OSHA Training Network www.oshatrain.org Step 3. Enter the score at the end of each section. Step 4. Enter clarifying comments in the comments if desired.

32. © 1996-2005 OSHA Training Network www.oshatrain.org Step 5. Total all section scores to arrive at your final SCORE. If you would like more information, click on the links in the "Other Sources of Information" at the end of the evaluation.

33. © 1996-2005 OSHA Training Network www.oshatrain.org Be prepared to present your evaluation to the class!

34. © 1996-2005 OSHA Training Network www.oshatrain.org ELEMENT 1 - MANAGEMENT COMMITMENT

35. © 1996-2005 OSHA Training Network www.oshatrain.org ELEMENT 2 - LABOR AND MANAGEMENT ACCOUNTABILITY

36. © 1996-2005 OSHA Training Network www.oshatrain.org ELEMENT 3 - EMPLOYEE INVOLVEMENT

37. © 1996-2005 OSHA Training Network www.oshatrain.org ELEMENT 4 - HAZARD IDENTIFICATION AND CONTROL

38. © 1996-2005 OSHA Training Network www.oshatrain.org ELEMENT 5 - INCIDENT/ACCIDENT INVESTIGATION

39. © 1996-2005 OSHA Training Network www.oshatrain.org ELEMENT 6 - EDUCATION AND TRAINING

40. © 1996-2005 OSHA Training Network www.oshatrain.org ELEMENT 7 - PERIODIC PROGRAM REVIEW

41. © 1996-2005 OSHA Training Network www.oshatrain.org The Deming Cycle PLAN STUDY DO ACT

42. © 1996-2005 OSHA Training Network www.oshatrain.org Step 1: Plan – Design the change or test Step 2: Do - Carry out the change or test Step 3: Study – Examine the effects or results of the change or test Step 4: Act – Adopt, abandon, or repeat the cycle

43. © 1996-2005 OSHA Training Network www.oshatrain.org 43 Safety and Health Achievement Recognition Program (SHARP)

44. © 1996-2005 OSHA Training Network www.oshatrain.org 44 Voluntary Protection Program (VPP) - STAR

45. © 1996-2005 OSHA Training Network www.oshatrain.org Let's Review!

46. © 1996-2005 OSHA Training Network www.oshatrain.org