Managing the Safety Function

Chapter 10

Primary Activities
Planning Organizing Controlling Directing Staffing

Planning
Forecasting of department needs
Review of records of successes and failures

Anticipate needed resources

Time, money, personnel, materials Proactive approach

Plans should follow mission and goals of organization

Written objectives for safety

Organizing
Staff vs. line positions
Line positions carry out major function of the organization Staff positions provide support to line personnel

Staff have no authority over line positions, unless authority is granted Safety personnel nearly always staff
Job is to monitor safety

Organizing
Within company structure, safety should not be subordinate to personnel Ideally safety reports directly to president or CEO May have functional authority over line managers only as far as safety matters Best position for positive influence is in advisory role All members of organization must buy in

Controlling
Involves monitoring, comparing to established standards, taking corrective action Occurs through inspections, audits, record reviews, interviews with employees and supervisors Note deficiencies and make plans to correct Management may make appropriate changes

Management Choices
Do nothing
Lack of $$ Production schedules/deadlines Personnel limitations Limited alternatives (less expensive approach) disagreement

Modify design or process

Assumes operation is generally acceptable, but performance will improve with changes

Management Choices
Redesign workplace or its components
Most drastic measures Most expensive Most inconvenient

Safety Audits
Broad definition
From inspection of hand tools to complete review of entire safety program

Permits assignment of quantitative value to some aspect of the safety program Purpose is to determine where the program is relative to where it should be

Safety Inspections
Determines adherence to operating standards Is not quantitative Ex.monthly inspection of fire extinguishers Ex.periodic inspections to assure supervisors are compliant Key to audits and inspections is to take corrective action based on findings

Directing
Safety practitioner does not actively direct or lead organization unless has own staff and resources Safety personnel operating from staff position must have support, including financial, from line management to be successful

Staffing
If safety director has authority to hire staff
Be aware of ADA and Civil Rights Act Have clear, written job description if physical limitations exist

Communications
Ability to communicate both written and oral is critical! Requires knowledge of economics, accounting, production and quality theory Must be effective speaker
Practice, practice, practice

OSHA Guidelines
Jan. 29, 1989 published voluntary guidelines for general industry Mgmt. Commitment and employee involvement are complementary
Mgmt. Should value worker safety

Worksite analysis involves examining for existing and potential hazards

Inspections, JSAs, incident investigations

OSHA Guidelines
Once recognized, hazards should be controlled, prevented, or eliminated
Engineering, administrative, PPE

Training programs should address safety and health responsibilities of all personnel