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OSHA Z10 presentation 2012

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Learning to Recognize
Management System Elements
On Thursday, May 15, 2008, a Contractor from International Valve and Instrument Corp
suffered a heart attack within the waste-to-energy facility. While working on a boiler on
the 9th Floor, the Contractor started to feel ill and called for help on the plant telephone.
His call was heard throughout the plant and soon it became clear he was experiencing a
heart attack. Immediately, Wheelabrator employees reacted to the emergency.
By using an automated external defibrillator (AED) employees were able to stabilize him
and monitor and administer treatment as needed, while waiting for the paramedics.
Once help arrived, several employees assisted the paramedics in moving the gentleman
from the 9th Floor to the 5th Floor where the elevator is located; CPR and shock
treatment were administered several times throughout the process. The Contractor was
transported by paramedics to a local hospital for further treatment.
“I am extremely proud of the way all of our employees reacted. Everybody pitched in, did
what we’ve all practiced and trained for,” Plant Manager Peter Kendrigan said.
During 2003, new spinning frames were modified to allow access for maintenance
technicians to perform routine and preventive maintenance to the overhead doffer
mechanism. Since the original equipment design by the manufacturer provided no
method of accessing process points for preventive maintenance on opening equipment
at elevations of over ten feet, multiple platforms and ladders were installed in the
opening process for the long and short staple nylon lines.
Once these problems were identified, Alma employees on the Process Hazards Safety
Committee completed the hazard and risk assessments and ultimately approved the
upgraded equipment for production. This process involved identification of pinch
points, hot/cold points, sharp edges, noise, dust and chemical hazards, and ergonomic
handling opportunities.
The Technicians now use a catwalk with guardrails to perform maintenance duties on
equipment that is higher than eight feet off the floor. These platforms and ladders
minimize the risk of falls from a life-threatening height. All new equipment has prestartup checklists.
Since 2001, DM’s injury and illness rate have consistently been below the Bureau of
Labor Statistic’s (BLS) national average for the industry. The Company’s Total Case
Incident Rate between 2004 and 2006 was 1.13 (lower than their previous good
performance of 1.49) which was 83 percent lower than the 2005 BLS national average.
DM believes that not only is having an effective safety management system the right
thing to do in terms of protecting its employees, but it is also the company’s best
financial policy. Since 1999, when the company began its process towards achieving
VPP approval and recognition, its worker’s compensation costs have decreased 96
percent. These savings results in overall profitability, and these profits are shared with
employees who remain vigilant in pursuing safety in the form of performance bonuses.
Strategies for Integrating ANSI Z10
The “Real Big” Picture
Driving Forces
Meet Expectations?
Report How You’re Doing
Check How You’re Doing
Overcoming Barriers
Initial Review/Priorities
Work Plan for Objectives
Develop OHS Framework
Implement Framework
Driving Forces: Macro Scale
 Number 1: A safe and healthy work environment
 Program efficiency and consistency
 Decreased liability
 Lower costs
 Greater employee empowerment
 Assurance to investors, insurance companies
 Continued focus on continual improvement
Driving Forces: Micro Scale

Positive:
• Recognition
• Lunches/Other Freebies
• External Recognition
Negative:
• Fear of Failing Audit
• Supervisors Get “Bad Report” Internally
• Bad Performance Review
OVERCOMING COMMON BARRIERS
• Competing high-priority assignments
• Need more time
• Inadequate resources assigned
• Uncertainty about organizational change
• Lack of understanding
• Lack of management/key staff support
MANAGING ORGANIZATIONAL CHANGE
Remember—People are involved!
Develop buy-in
Communication, training, status reports
Try to understand expectations at all
functional levels
Before Diving In, Ask…
 What are our OHS priorities and concerns?
 What application does OHSMS have to these?
 What is our best-guess as to resource needs?
 What can we accomplish with internal
resources?
 Where can we find additional resources?
Assembling the OHSMS Team
 Not a one-person show
 Criteria for Team selection:
 Key facility operation areas
 People who will actively participate and support OHSMS
 Good attention to detail; ideally self motivators
 Management Sponsors
 Stakeholder Representatives (Union, ISO Auditors,
etc.)
Management/Employee
Participation
Top Management
Core Team
Implementation Teams
 Organize OHS
Development Teams based
on functional level:
 Top Management—Policy,
Resource Assessment,
Delegate Authority, Process
for Management Reviews
 OHS Core Team—Initial
Reviews, Implementation
Plan, Framework
Procedures
 Implementation Teams—
Input to Initial Reviews,
Development of Job
Instructions for specific
areas
Initial Review
Existing
Business
Processes
You’re Probably Doing Most
of the OHSMS Now!
OHSMS elements build on
existing practices
OHSMS takes what is
working and formalizes it
into a system
What are we doing
now?
What are you doing now
as per ANSI Z10 to address
OHS? Gaps?
For the risks and objectives from Planning:
 What processes are in place for OSHA
compliance?
 What processes might be used under ISO 9001
and/or 14001 (i.e., piggy-backed)?
 What voluntary initiatives exist?
 How do these processes meet ANSI Z10?
 How do they fall short?  Action Plan
What are we doing
now?
Some Compliance Elements to consider:
 Process Hazard Analysis
 Exposure Assessments
 Communications procedures (e.g., HazCom)
 Emergency Preparedness
 Training, Awareness and Competence
 Document and Records Management
 Periodic Reviews (e.g., LOTO)
 Safety Committee Meetings
What are you doing now
as per ANSI Z10 to address
OHS? Gaps?
What are we doing
now?
Some ISO 9001/14001 Elements to consider:
 Policy
 Objectives-setting Processes
 Communications procedures
 Emergency Preparedness
 Training, Awareness and Competence
 Document and Records Management
 Auditing
 Management Review
What are you doing now
as per ANSI Z10 to address
OHS? Gaps?
Initial Review: Risk Evaluation
RISK UNDERSTANDING
How likely
is it?
What can
go wrong?
What are
impacts?
Using historical knowledge, analytical methods and best judgment
Severity of Injury or Illness Consequence
Likelihood of
Occurrence
or Exposure
Catastrophic
Frequent
High
Critical
Marginal
Negligible
Serious
Medium
Probable
Occasional
Remote
Improbable
Low
Planning Phase  Objectives
The Basis for the OHSMS
OBJECTIVES
Results of risk
analysis
System
Improvement
OHSMS Policy
Statements
Strategic
Business Plans
Objectives  Action Plans
Action 1 – Name, Date,
Objective –
ISSUE
medium to longterm
improvement that
will address any
identified
challenge or
required
improvement
Target Project 1
Required Resources,
Indicator
Action 2 – Name, Date,
Target Project 2
Required Resources,
Indicator
Action 3 – Name, Date,
Target Project 3
Required Resources,
Indicator
Action Plans—Remember This
 Say What You Will Do, and Do
What You Say!
 What you Say is the Action Plan
 What you Do must be monitored
or measured
 If the Action Plan seems
unmanageable, revise it!
Objectives  Performance
CHEMICAL USE
Objective –
reduce level of
exposure to toxic
chemicals in the
manufacturing
and maintenance
areas
Project 1: Improve
ventilation in welding
Action 1 – Name, Date,
Project 2: Eliminate
chlorinated solvents
Action 2 – Name, Date,
Project 3: Reduce level
of nuisance dust in
gypsum storage area
Action 3 – Name, Date,
Required Resources,
Indicator
Required Resources,
Indicator
Required Resources,
Indicator
Objectives  OHSMS Development
OHSMS 5.1
Objective –
develop and
establish
processes in
conformance with
Section 5.1 of
ANSI Z10
Project 1: Process to
ensure hierarchy of
controls is considered
Action 1 – Name, Date,
Project 2: Improve
existing management
of change process
Action 2 – Name, Date,
Project 3: Process to
review the health risks
of purchased products
Action 3 – Name, Date,
Required Resources,
Indicator
Required Resources,
Indicator
Required Resources,
Indicator
Indicators of Progress
 What measure of progress might you
choose to show progress of completion of
the following:
 Installation of controls to reduce hexavalent




chromium in a welding area
Compliance with OSHA for newly chosen
emergency response team
Effectiveness of safety training program in
achieving OHSMS Policy awareness
Development of a Z10-conforming process
for Procurement for acquiring chemicals
Delivery of ANSI Z10 awareness training
Department:
Objective:
Hazard Reduction/Other Benefit:
Task
Responsible
Party
Resources
Implementation
Plan
Metric
Target
Finish
Date
Actual
Finish
Date
Typical Implementation Process
A new OHSMS Procedure
is developed
The new procedure is
“rolled out”
Tweaks to improve
procedure, if needed
Affected personnel get
training in procedure
Affected personnel get
training reinforcement
Records, other evidence of
new procedure start to be
generated
Auditor finds several nonconformances, needs for
improvement
After some time (e.g., six
months) an auditor
reviews evidence
Implement Plans:
Likely Needs





Implement action plans to
fill gaps, objective: ANSI
Z10 conformance
Personnel training
Good communications
Document and record controls
Monitoring and measuring progress
Written operation/maintenance
procedures
 Management of change
 Continued management review and
support
Did you notice?
The process of developing and implementing Plans
to put together a OHSMS Framework requires the
same types of teamwork/elements as implementing
the Framework itself (communications, procedures,
review, documents, training, etc.)
The process of developing an OHSMS can be
thought of as the “first pass” through the
“PlanDoCheckAct” cycle
If you can put it all together (develop framework),
you should be able to keep it all together (establish
and maintain)
Implementation:
Remember
this
 Keep it simple; go at the right pace
Implement action plans to
fill gaps, objective: ANSI
Z10 conformance
 Stay within available resources
 Understand competence comes over time
 Ignorant bliss
 Conscious incompetence
 Unconscious competence
 Expect non-conformances
 As implementation improves, so will results
Report and
Improve!
 Management Review at least
annually
 Recommendations for
Improvement
 Specific inputs listed in Section
7.1
 Management shall determine for
OHSMS:
 Future direction
 Need for changes
Thanks for your attention!
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