MANAGEMENT SYSTEM DESIGN

Designing and implementing Workplace Health and Safety Systems (WHS) management systems requires an understanding of where the organisation IS and where it wants to GO. 

• Systems management systems provide a baseline for improvement.

• Identify the ‘good things’ that have been done – but not in a systematic fashion.
• Opportunities for pro-active WHSE activity may get lost.

What are Workplace Health and Safety Management systems?
WHS&E systems are comprehensive and integrated systems  designed to ensure all work in an organisation is conducted safely. 

• It should be fully documented, accessible and comprehensible to all stakeholders

• Recognise the potential for errors and establishes robust control measures to prevent accidents or near misses
• Have a set of work practices and procedures for monitoring and improving the safety and health of all aspects of the operation

   Why have management systems?

 

Successful Management Systems are based on the tried and true Plan – Do – Check – Act (PDCA) cycle.

   

PLAN – Establish objectives and   make plans (analyse your organization's situation, establish your overall objectives and set your interim targets, and develop plans to achieve them). DO - Implement your plans (do what you planned to). CHECK –   Measure your results (measure/monitor how far your actual achievements meet your planned objectives). ACT– Correct and improve your  plans and how you put them into practice (correct and learn from your mistakes to improve your plans in order to achieve better results next time).  

   

Systems designed, implemented and managed correctly ensure everything is in place and the organisations WHSE performance will continuously improve.

     

No System VS Basic System

  

ACTIVITY	NO SYSTEM	BASIC SYSTEM
Planning of WHSE Activity	Not planned	Encourages forward planning
Definition of Responsibilities	Not defined	Defined for everyone
Hazard Identification	Undefined and controlled	Most identified and controlled proactively
Risk Control Responsibility	Dependent on individuals	Described in procedures
Risk Control Monitoring and review	Review occurs after an   incident	Review occurs regularly
Systematic risk control	Immediate problem fixed and   forgotten	Controls applied to   problems in other areas
Public & Supplier Risks	Focus on own site	Public and supplier risks planned  and managed

   

 To design a management system we need to consider: 

• What level of effectiveness of existing workplace consultative and communication arrangements are in place?

• Is this level where you want to be?
• Do you want to reach a best practice level?
• Do we use internal or external resources to achieve this? 

 Where are you now – where do you want to be? 

• Consult with stakeholders through formal or informal mechanisms

• Identify legislative requirements – compare with current performance
• Identify suitable benchmarks - compare with current performance
• Assess the level of resources committed to  WHSE consultation & communication   

Who should be consulted?  

 

A number of parties will have critical information and knowledge about an organisations needs and priorities. For example: 

• Senior management, frontline managers, Supervisors

• Workers, Sub Contractors, WHSE representatives (HSR’s),  WHSE Committees,  WHSE specialists
• External stakeholders, e.g. VWA, Industry, Employer association.
• Senior management overseeing systematic  WHSE management
• Supervisors running regular tool box sessions (with WHSE included)
• Pre-shift meetings (with WHSE included) 

 Design the System to Match Your Needs  

 

WHSE management systems may be: 

• Off-the-shelf models or developed in house

• An Australian Standard for Occupational Health & Safety Management Systems, e.g. AS/NZS 4801 AS/NZS 4804 or Safety Map
• Simple or complex
• The design should be developed to suit the needs of the organisation and will vary depending on its size and complexity.  

 What makes an effective WHSE management system? 

• Management commitment drives improvement through consultation

• Everyone is involved in making it work

• Safety becomes part of everyday business

• The focus is on preventing injuries

• The system is not too complicated

• The system is reviewed regularly

• Training and information is provided for all people

 

 Audits

 

A health and safety audit is a comprehensive check of all objects and processes within the workplace that may present a risk or hazard.
In other words audits are used to check you are doing what you said you would do.

 

Audits must be carried out on a regular basis to establish what work has to be done to keep premises without risk or hazard to workers and non-workers.

Audits are a great opportunity to get involved in identifying and reporting hazards and assessing risk. 

You could be asked to answer questions about your work for an audit, or an auditor might observe you at work to detect any safety and health problems.

  

Non Conformances

 

Non-Conformances are non-compliances found during a WHSE audit. The following non-conformities may be issued by an auditor during an audit.  

• A Finding which may move towards a non-conformity, usually supported by a recommendations
  Observations - Failure to meet a requirement of the standard. Organisations needs to demonstrate they are able to comply with the clause within a specific timescale.

• Minor non-conformances - A failure to meet one requirement of a clause of standard requirements or other reference documents or  A single observed lapse in following one item of a Company Procedure. The issue of a minor non-conformance does not necessarily result in non-certification.
• Major non-conformances - Issued where there is an absence or total breakdown of a system to meet the requirements of the standard and may result in loss of certification or if not certified loss of contract. 

 

 Performance Indicators

 

Performance indicators or KPIs (key Performance Indicators) assist organisations to monitor health and safety performance and evaluate improvement strategies.

 

 A suitable mix of performance indicators that incorporates both positive and negative indicators is needed to provide a comprehensive view of WHS performance.

   

Negative Indicator examples: 

• No. and rate of incidents
• No. and rate of standardised claims
• No. and rate of lost time claims
• No. of claims exceeding 13 weeks
• Fatality claims
• Average cost per claim
• Percentage of claims that have return to work plans. 

 

 Positive Indicator examples: 

• Evidence of  WHSE in purchasing goods, services and personnel

• Evidence of agreed structure of DWG’s, HSRs and Issue Resolution
• No of internal audits/inspections conducted as planned.
• No of issues identified actioned and closed out
• Percentage of managers and staff that have received  WHSE training
• Percentage of HSR’s trained
• Evidence of workplace consultation & participation;
• Incident and near miss reporting
• No of toolbox meetings conducted

 

    Tools and Techniques 

• Audits and inspections
• Management Reviews
•  Monitoring & Measurement (Objectives & Targets)
• Incident reporting, investigation, corrective & preventative  measures
• Evaluation of Hazard Identification, Risk Assessment & Control
• Training & Competency
•  Planning – Hazard Identification, Risk Assessment & Control
• Responsibility & Accountability
• Consultation, Communication & Reporting
• Documents & Document Control.

     Common Problems with Management Systems 

• People thinking safety is someone else’s problem 
• Management not really caring about safety
• Profits/productivity are put ahead of safety
• Too much unnecessary paper work
• Reacting to injuries rather than preventing them
• Not getting people involved enough
• The system is too complicated for the business