IFAP - Safety Management Systems

OSH Management Systems
Martin Ralph
Managing Director
A little about IFAP
OSH Management
Management Systems Theory
OSH Management Systems Making Them Work
In Conclusion ...
Questions and Answers.
Presentation Outline
Copyright IFAP myosh Forum: OSH Management Systems 2
IFAP Commenced in 1962:
IFAP incorporated in1972.

IFAP is:
an independent, not for profit organisation;
formed to provide leadership in the advancement of safety and health for
the benefit of the WA workplace.

Senior Management report to a Board of Directors:
comprised of leading figures drawn from major industry, government and
academic institutions.

A Little About IFAP
IFAP has:
850 corporate members;
1100 active Alumni and individual members.
Largest specialist OSH training and solutions provider
in Australia:
trained in excess of 10500 persons per year since 2001.
24000 attendees at our training events in 2013.
Contributed to the development of the original myosh
product (Trilogy) in early 2000s;
Provides face-to-face training for Administrators and Users.

A Little About IFAP
OSH Management
Martin Ralph
Managing Director
OSH / WHS Diligence
All Directors / Managers should be aware that:
Two fundamental elements are required in taking reasonable precautions and
therefore exercising due diligence:
A proper system is established
Adequate supervision is appropriately provided to ensure the system is
properly implemented
Trade Practices Act

The OSH Business Case
Organisations that are successful at managing health and
safety recognise the business case for health and safety
and meet the different, and sometimes competing
demands and expectations of their stakeholders in a
balanced way...

The OSH Business Case
231 CEOs, CFOs , controllers and executive managers;
Medium to large organisations (100+ employees);
1. Perceived leading safety priorities
Overexertion and repetitive motion dominant (47.9%)
2. Issues around safety concerns
Increased productivity (42.5%) and then:
Reduced costs (28.3%)
Greater retention of employees (7.1%)
Better employee / company morale (5.8%)
Best intervention: improved training (26.8%)
Qualified safety personnel needed? Only 27% said yes
3. Perceived financial impact of safety
Return on Investment $2.02 per $1 spent ...
ASSE Research (April, 2009)
Exercise: Terminology
In your groups, spend some time to consider your definition of the
following terms:
OSH Management System
Safe System of Work (as required under the legislation)
Safety Management Plan
Safety Manual
In the Australian context, the word System is used to describe
many human endeavours
The Macquarie Dictionary defines a system as an assemblage or
combination of things, or parts, forming a complex or unitary whole
The definition and characteristics can apply equally to a health and safety
program as to a health and safety management system or safe systems of work
It is important to define the organisational context, i.e.
Strategic (whole of organisation)
Business unit level or
Operational (workplace) aspects within the system
OSH Management System (OSHMS)
That part of the overall management system which includes organisational
structure, planning activities, responsibilities, practices, procedures, processes and
resources for developing, implementing, achieving, and reviewing and maintaining
the OSH policy and so managing the risks associated with the business of the
organisation
Source: AS/NZS4801:2001

The Occupational Safety and Health Management System
operates at a strategic (macro) level
OSH and the Management System
OSH(EQ)
HUMAN
RESOURCES
PURCHASING
INFORMATION
MANAGEMENT
OPERATIONS
MARKETING
FINANCE
ORGANISATIONAL
ENVIRONMENT
VISION, MISSION
STRATEGIC PLAN
OSH Management System
Information link
Control link
Policy Organising
Planning and
implementing
Measuring
Performance

Reviewing
Performance

Auditing
Feedback loop
to improve
performance
Developing techniques of planning,
measuring and reviewing
Organisational
development
Policy development
Systems of Work
The provision of a safe system of work is one of the fundamental elements of the
Employers Duty of Care.
But what is a safe system of work ?
The usual method of carrying out the operations of an organisation in such a
way that reasonably foreseeable risks to employees and members of the public
are managed and minimised
Glass, McHugh & Douglas Liability of Employers

In other words it is the system which actually operates...
Whether that system is safe or not depends upon the level of
management control exercised
Exercise: Systems of Work
Typical Management System
CASH
MANAGEMENT
ASSET
MANAGEMENT
DEBTORS
CREDITORS
INVOICING
Sub-systems
OSH(EQ)
HUMAN
RESOURCES
PURCHASING
INFORMATION
MANAGEMENT
OPERATIONS
MARKETING
FINANCE
VISION
MISSION
STRATEGIC PLAN
OPERATIONAL
PLANS
POLICIES
OSH Management
Information link
Control link
Policy Organising
Planning and
implementing
Measuring
Performance

Reviewing
Performance

Auditing
Feedback loop
to improve
performance
Developing techniques of planning,
measuring and reviewing
Organisational
development
Policy development
Safety Management Plan (SMP)
A corporate level document reviewed annually that applies the action
planning process for OSH outcomes Includes :
Key activities
Accountabilities
Time frames
Status
Milestones

Safety Manual
A collation in either paper or electronic form of the organisations
policies, procedures and supporting documents
Management System Theory
Martin Ralph
Managing Director
Management System Intent
All systems have a purpose (intent) for existing. It asks:
What is it that the system is intended to produce?
Closely aligned to the systems intent are the policies, standards and performance
criteria that underpin the processes
These criteria can be used to establish key performance indicators of the system
There is a need to ensure that any outputs are measured against the criteria so that
where necessary, changes can be made

Criteria must be expressed in measurable terms of:
Quantity
Quality
Timeliness.
Relates to all disciplines
Management System Theory
Desired
Un-Desired
NATURAL EXTERNAL INTERNAL CULTURE

People
Plant & Equipment
Materials
Knowledge
Lag Indicator
Lead Indicator
INPUTS PROCESS OUTPUTS
FEEDBACK
Learnings
Work Environment
A Chocolate Cake Example
Intent might read something like:
In a domestic kitchen, bake a single layer chocolate cake that is tasty,
edible and moist with chocolate icing. The cake shall take no more than 2
hours to prepare; no-one is to be injured in its preparation and the kitchen
is to be left clean afterwards.
Quantity
A (one).
Quality
Chocolate; single layer; tasty (?), edible (?); moist.
No injuries. Environment cleaned upon completion.
Timing
Within 2 hours
Inputs
Inputs to systems are multiple and can be grouped under four broad
categories
People
Is the person suitable to undertake the task?
What information, instruction and training is required?
Has the person been inducted?
Is the person competent to undertake the task?
Materials (materials used and consumed in the process)
transportation and storage?
handling and use?
disposal of waste materials & any by-products of the process?
People
Chef versus Cook Whats the difference?
Do we need an Assistant? Cleaner?
Materials
Ingredients
What else?
What about how we are going to bake this thing?
OVEN: Electric, gas, wood, microwave ?
Inputs
Knowledge required to create and manage the process safely:
Relevant Regulations, Australian Standards and / or Codes of Practice,
Guidance Notes, etc.
Manufacturers specifications and other relevant information (MSDS, Etc.)
Machinery, Plant and Equipment
Used, but not consumed:
Hazards associated with the introduction of the equipment
Hazardous effects of installing the equipment
Maintenance required Manufacturers specification.
Pre and ongoing inspections required
Knowledge
Instructions for oven
Disposal of mess...
Machinery, Plant and Equipment
Oven;
Mixing bowls;
What else?
How do we test for moisture
Process
Making inputs into outputs may involve many processes.
The transformation process refers to the coordination of the systems inputs, in
order to produce an output
Management tools that enable risk minimisation include

Although some of processes may appear to be independent; they may, over
time, have effects on other processes within the system
Standards
Rules
Practices
Policies
Procedures
Process
Recipe

What is the parallel in OSH Management?
Outputs
Desired outputs fall into three broad categories:
products and services (desired);
Information (desired)
by-products (desired)
Undesirable or unintended outputs include:
Waste by products
Injury to or harm to the health of employees, members of the public or users of
products or services
Damage to the environment
They may also not be readily apparent and may remain undetected
within the system for years
Desired
See the system intent.

Undesired ?
The list is numerous and extensive.
Feedback Mechanisms
Feedback mechanisms:
monitor the performance of the system, and
allow adjustment to the inputs and transformation process in
an attempt to effect the output
Monitoring should include:
Operator competency testing
Equipment inspections
Environmental monitoring
Hazard inspections and reports, and
Accident reports and investigations
Any assessment should enhance the feedback process

Lag Feedback
Taste;
Moistness.

Undesired ?
The list is numerous and extensive.
Linked Management Systems
The Output from one Process will EFFECT the
Inputs for a subsequent Process
People
Plant & Equipment
Materials
Knowledge

Lag Indicator
Lead Indicator
Learnings

Lag Indicator
Lead Indicator
Learnings

Organisation
Customer Service System
People
Plant & Equipment
Materials
Knowledge
Client feedback
Client feedback
OSH Management Systems:
Making them Work
Martin Ralph
Managing Director
Copyright IFAP myosh Forum: OSH Management Systems
34
Typical OHSMS Elements
FINANCE
HUMAN
RESOURCES
PURCHASING
INFORMATION
MANAGEMENT
OPERATIONS
MARKETING
OSHEQ
Typical Management System
MANAGEMENT
COMMITMENT
HAZARD
MANAGEMENT
PLANNING
CONSULTATION
TRAINING
OSHMS
OPERATIONAL
PLANS
POLICIES
VISION
MISSION
STRATEGIC PLAN
Effective OSHMSs
All inputs are fit for purpose and align with the intent:
People are informed and competent to perform their tasks
Materials are provided to specification
Machinery and equipment is fit for purpose

The process addresses the hierarchy of control:
Management procedures provide the interface between people and the
organisations premises, plant and substances used by the organisation
Management procedures are critical in that they represent the practical
implementation of the organisations Safety and Health Policy

Effective OSHMSs
The outputs of the system are managed in a manner:
That the products and services provided by the organisation are safe and do not
represent a health hazard to the users or the public
That information is provided to customers, end users and the public in how to
use and dispose of the product safely and without risk to the user or public
That by-products of the transformation process are disposed of in such a
manner that they will not present a risk to the environment or the public
Effective OSHMSs
An effective OSHMS will ensure that Feedback mechanisms are
adequate, i.e.:
Traditionally Occupational Safety and Health has relied on Reactive or Lag
Indicators for feedback, such as accident and hazard data
In addition Active or Lead Indicators that detect deterioration in the system
before it develops into a hazard, or accident, are becoming more acceptable

In our group, lets discuss some possible Active or Lead Indicators in
the Hazard Management sub-system
OHSMS Sub-systems
MANAGEMENT
COMMITMENT
HAZARD
MANAGEMENT
PLANNING
CONSULTATION
TRAINING
Workplace Inspections
Job Safety Analysis
Material Safety Data Sheets
Industrial Hygiene Monitoring
Accident Investigation
etc
Accidents ...
Linked Management Systems
The Output from one Process will EFFECT the
Inputs for a subsequent Process
People
Plant & Equipment
Materials
Knowledge

Lag Indicator
Lead Indicator
Learnings

Lag Indicator
Lead Indicator
Learnings

Organisation
Hazard Identification System
People
Plant & Equipment
Materials
Knowledge
Inspection Checklist
Accident Report

In Conclusion
Copyright IFAP myosh Forum: OSH Management Systems
42
Management Systems - Summary
The OSH management system:
must be more strategic in nature
operates on a macro scale
owned by senior managers and technical specialists
On the other hand, systems of work:
have to be operational in nature
tend to be based on the micro scale
owned by line supervisors and employees
safe-ness is largely a function of control

Myosh helps the knowledge function and therefore the level of control.
Thank You & Questions ?

IFAP - Safety Management Systems

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