1 / 41

PTT 444 TECHNOLOGIST IN SOCIETY

PTT 444 TECHNOLOGIST IN SOCIETY. Knowledge Sincerity Excellence. SOURCES OF HAZARDS. Human Dangerous act Being Machine Appliances, Process flow, plant design Material Materials like chemicals and solvent Process Way a process is conducted

keaton
Download Presentation

PTT 444 TECHNOLOGIST IN SOCIETY

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. PTT 444 TECHNOLOGIST IN SOCIETY • Knowledge Sincerity Excellence

  2. SOURCES OF HAZARDS Human Dangerous act Being Machine Appliances, Process flow, plant design Material Materials like chemicals and solvent Process Way a process is conducted Surrounding Surrounding work environment, radiation, vibration, noise JKKP MALAYSIA

  3. HIRARC PERSONNEL OR HIRARC TEAM

  4. HIRARC

  5. HIRARC I. Examples of HEALTH HAZARDS (health contributing hazards) are: Physical (noise, heat, radiation, vibration, pressure, machinery, electricity ... etc.); Chemical (gases, vapors, acids, alkali, poisons, aerosols, irritants ... etc.); Biological (pathogens, fungi, other micro organisms ... etc.); Psychosocial (stress, social problems, accidents at workplace/home, fear of failure, retrenchment ... etc.); Ergonomic (workplace design, layout of workstation, excessive manual handling, design of tools ... etc.)

  6. HIRARC II. Examples of SAFETY HAZARDS are: Mechanical (cuts, entanglement ... etc); Heights (falling objects ... etc); Electrical (shock, burns ... etc); Fire/Explosion (burns, injury, death ... etc); Confined space (poisoning ... etc)

  7. HIRARC Hazards can be identified through: • Risk analysis • Workplace inspection • Safety audits • Job safety analysis • Feedback from workers • Observations • Advice from specialists • Accident records • MSDS/CSDS ... etc.

  8. HIRARC Risk assessment can be achieved by: Gathering information about each hazard identified Using of the information to assess the likelihood and consequence of each hazard Producing a qualitative or quantitative risk table                 

  9. QUALITATIVE HAZARDS ASSESSMENT

  10. QUALITATIVE HAZARDS ASSESSMENT

  11. Safety Culture - Promoting safety practices

  12. Why do we need to understand Safety Culture? • Recently, the focus has shifted by the awareness of organizational, managerial and human factors rather than technical issues. • Behavior-based Safety (BBS) approach – strong interest since 1990’s • Safety Culture is a means to predict safety performance

  13. Role of Safety Culture 80% of accidents are caused by unsafe acts. BBS has been applied with success to reduce unsafe act. Participation of workers and employers actively and ‘buy into’ the process •

  14. What is safety culture? • The safety culture of an organization is the product of individual and group values, attitudes, perceptions, competencies and patterns of behavior that determine the commitment to, and the style and proficiency of, an organization’s health and safety management

  15. What is safety climate? • Its the tangible output of an organization’s safety culture. • Example - Safety culture: underlying beliefs regarding to safety issues - Safety climate: • The attitudes of workers which are observable • The perception of worker toward organizationatmosphere

  16. Characteristics of Positive Safety Culture feedback systems, monitoring and analyzing

  17. Emergent Themes in Safety Culture INFLUENCE THE SUCCESS OR FAILURE

  18. a. Management Commitment to Safety • Senior management - Support safety through indirect means • Establishing safety policies and procedures • Setting production goals - How workers’ perceived management actions for safety? - Consideration must also be given to the middle management level.

  19. a. Management Commitment to Safety • Supervisors - The link between senior management and job floor • Monitor worker compliance safety and provide feedback to workers concerning their behavior • It is measured by respondents’ perception of supervisor’s behavior and attitudes with respect to safety.

  20. c. Risk • Perception of risks on workplace - This may contribute to the workers’ involvement or responsibility for safety • Attitudes toward risk and safety - Why workers continue to take risk?

  21. d. Work Pressure • Balance between safety and production • Work pressure is becoming greater because of global issues such as cost reduction, organization restructuring etc

  22. e. Competence • Competence factor: - Technical: worker skill, qualification and knowledge - Non-technical: leadership and decision making • Multi-skilling must be properly applied otherwise it is risky

  23. f. Procedures and Rules • Perception of safety rules • Attitudes to safety rules • Compliance or violation of procedures • The three factors are influenced by supervisor behavior and work pressure

  24. g. Subculture • Subcultures present in an organization because of an absence of cohesive culture. - Worker and management might think differently to make the workplace safer

  25. Safety Culture in Industries Safety Culture Process Value People Value is the extent to which employees believe that safety is a high priority of the company People are essential to defining the cultural characteristics of a corporation Process is the manner in which a company incorporates safety into practice

  26. People Top Field Subcontractor Management Personnel Importance Importance Importance Empowerment Initiate Attendance Safety Personnel Communication Past performance Pre-construction Training Incentives Accountability

  27. a. Top Management - The importance that management places on safety - Is safety a strategic concern to the company? - How effective does management communicate safety goals to employees in the field? - How often management attend safety training? - Does management assign safety accountability to somebody?

  28. b. Field Personnel - The level of importance field personnel and site managers place on safety • Whether field personnel is empowered to change or improve safety conditions? • Is a dedicated safety personnel used in the field? - The level of importance placed on safety during the engineering design, or pre- construction

  29. c. Sub-contractor relationship - The level of importance that subcontractors place on safety • How often subcontractors are required to attend safety meetings and trainings? • The importance of subcontractor’s past safety performance at tendering stage - Amounts of incentive offered to subcontractor for excellent safety performance

  30. Process Assessment Training & Safety Plan Incentives Disincentives & Change Education Involvement Feedback Consistency Dedicated time Regularity Change Change Duration Effectiveness Value Enforcement

  31. • Safety Plan • Who is involved in developing safety plan? • How often the safety program is changed or updated to reflect construction industry trend? • Assessment and Change • The amount of feedback involved in the safety program which includes management-to-personnel, personnel-to-management and peer-to-peer feedback • What effect does feedback on changing the safety program?

  32. • Safety Training and Education - How much time in a week is spent on training? How much safety training does new employee receive? - How effective time spent on training is? Is the training tool and technique effective? • Incentive • How often incentives are given to employees (both field personnel and management)? • How valuables employees believe incentive are?

  33. • Disincentive • The consistency of supervisors when punishing for rule violations? Severity of punishment vs. severity of violations? • Amount of time before punishment? • The degree to which safety rules are enforced when a safety violation occurs, although there is no accident.

  34. Value Safety BBS Values Importance Identification and Correction Actions Participation Hazard Prevention Length of Employment Responsibility

  35. • Safety Values - The importance of safety to the company? - Whether company actions portray a true commitment to safety? - How does the company define safety responsibility? Is it a responsibility of safety personnel only or every body? - The average length of employment?

  36. • Behavior-Based Safety (BBS): an attempt to change unsafe behaviors to safe behavior by involving everyone in the organization - How often unsafe behaviors are identified and corrected? - How often does the upper management participate in the safety of field personnel? - How active is upper management when they participate in safety? - What level of importance is placed on work analysis, hazard prevention and control?

  37. DIFFERENTIATE HEALTH & SAFETY STATISTICS HAZARD VS DANGER LEGAL MINIMIZATION CONSEQUENT OF HAZARDS- HEALTH SAFETY CULTURE - BBS FACTOR/EFFECT QUALITATIVE QUANTITATIVE OSH 1994 FINANCIAL COSTS ROUTES FAC & MACH 1967 ADMINSTRATIVE ELIMINATION ENGINEERING MORAL & ETHIC ACTS HIRARC - TOOL RISK CONTROL SAFETY & HEALTH HAZARDS ID WHY OSH - BENEFITS IMPLICATION WHAT IS OSH RISK ASSESSMENT STEPS IN HIRARC CLASSIFY HAZARDS RISK MONITORING WHAT CONSTITUTE OSH CONTROL - BREIFLY PROVISIONS & PENALTY

  38. CONCLUSION • HAZARD IDENTIFICATION, RISK ASSESSMENT, CONTROL AND REVIEW IS NOT A ONE-OFF TASK AND THE FORGET BUT A CONTINUOUS ACTIVITY • HIRARC MUST BE DOCUMENTED EVEN IF IT IS VERY BRIEF • HIRARC MUST BE CARRIED OUT WITH CAREFUL ASSESSMENT ON THE PROBABILITY AND THE EFFECTS WHILE THE PORPOSED CONTROL MEASURES MUST MEET THE HEIRARCHY NOTE: FINAL EXAM REVISION WEEK 14 LECT

  39. Thank you

More Related