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Safety And Production: An Integrated Planning and Control Model

Safety And Production: An Integrated Planning and Control Model. A research study presented by : T. A. Saurin , C. T. Formoso , L. B. M. Guimarães and A. C. Soares At the IGLC 2002 Conference , Granmado , Brazil. Introduction.

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Safety And Production: An Integrated Planning and Control Model

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  1. Safety And Production: An Integrated Planning and Control Model A research study presented by: T. A. Saurin, C. T. Formoso, L. B. M. Guimarães and A. C. Soares At theIGLC 2002 Conference, Granmado, Brazil

  2. Introduction • In spite of the high costs of work accidents, many construction companies adopt as their only health and safety management strategy the compliance with mandatory regulations. • The SPC method bridges safety requirements and production planning and control methods. • It conforms to the BrazilianNR-18 standard (Work Conditions and Environment in the Construction Industry). • The study presented here shows the results of a field implementation of the SPC method.

  3. Safety planning and control (SPC) model summary

  4. SPC model long-term safety plans • Long-term safety plans were categorized into two groups: • Plans whose risks cannot always be clearly associated to a specific work package. • Examples: common circulation areas, equipment for materials hoisting, ironwork shop, formwork shop. • Plans whose risks can be clearly associated to specific work packages. • The majority of plans were included in this category. • Examples: painting, replacement of the roof structure and tiles, and bricklaying.

  5. Developing the safety plans • The main steps for producing the safety plans were: • Establish the necessary process phases to be undertaken. • Identify the risks. • In order to establish a common language for all plans, it is also helpful to adopt a risk classification (e.g. caught in, stuck by, etc.) at this stage. • Define how each risk will be controlled. • Although the aim should be to eliminate all risks, such objective will be rarely possible and residual risks will remain. Such residual risks must be kept within an acceptable level.

  6. Integration to lookahead planning • Safety constraints were systematically included in the look-ahead constraint analysis. • It was carried out weekly, considering a three week planning horizon. • This way, safety constraints were made more visible in advance, avoiding stoppages in construction processes. • Execution methods were also discussed. • Stakeholders tended to neglect the uncertainty related to methods and assumed that teams would know how to carry out the work packages.

  7. Short-term planning • At this level, safety measures were discussed in both weekly and daily planning meetings. • The weekly meetings were the most important ones in terms of decision making, since several key stakeholders were involved: • Quality manager • Production manager • Safety specialist • Client safety and production staff • Subcontractor representatives.

  8. Percentage of safe work packages (PSW) • The main performance indicator used to evaluate safety effectiveness was called the PSW (Percentage of Safe Work Packages). • It is similar to the PPC (Percentage of Plan Completed) in the Last Planner System™. • It indicates the percentage of work packages that are safely carried out. • A work package is considered to be safe when all planned preventive measures have been implemented and when no accident, near miss or other unforeseen safety event has happened.

  9. More about PSW • The assessment made for the PSW consists of checking the written safety plans against the actual work being carried out. This establishes a clear link between safety planning and safety control.

  10. Example of form used to collect data for PSW

  11. Other control measures • Besides PSW, other performance indicators were also monitored, particularly controls that had a preventive character. • Degree of compliance to NR-18. • Training indicator, calculated through the ratio between man-hours of training and total man-hours. • Near misses.

  12. Worker participation

  13. Results • The PSW indicator was collected 32 working days during a period of 4 months. This sample corresponded to 40.5 % of the total number of working days over the period. • PSW was on average 74.8 % (S.D. = 16.5 %), while PPC was on average 65.4 % (S.D. = 33.8 %).

  14. Variance analysis • Similarly to the Last Planner Method, the reasons for not following the plans were analyzed. The figure shows that failures in safeguards planning was the main problem in this project.

  15. Conclusions • This study tested a safety planning and control model (SPC) which was developed through an empirical study, carried out in the refurbishment of an industrial building. • The results indicated that several concepts and methods successfully used in production planning and control, such as constraints analysis, shielding production and analysis of causes for not following the plans can be easily extended to safety management.

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