PowerPoint Presentation

Upon completion of this unit, students should be able to:

1. Summarize the basic tenets of safety management systems.

1.1 Discuss how a company benefits from implementing a safety management system (SMS) and safety programs.

1.2 Explore how an organization can implement an SMS and its processes.

4. Discuss systems safety program strategies.

4.1 Explain the implementation strategy for an SMS within an organization.

Course/Unit Learning Outcomes Learning Activity

1.1 Unit Lesson Chapter 7 Chapter 14

Safety management system (SMS) implementation guide Unit II PowerPoint Presentation

1.2 Unit Lesson Chapter 7 Chapter 14

Safety management system (SMS) implementation guide Unit II PowerPoint Presentation

4. Unit Lesson Chapter 14

4.1 Unit Lesson Chapter 7 Chapter 14

Safety management system (SMS) implementation guide Unit II PowerPoint Presentation

Reading Assignment

Chapter 7: Safety Leadership and Organization – Part 1, pp. 97–102

Chapter 14: Safety Management System Implementation Strategy

In order to access the following resource, click the link below. The Federal Aviation Administration (FAA) has developed a document that provides guidance to aviation service organizations as an implementation guide for safety management system (SMS) in their field of cognizance. This SMS implementation guide is a resource example on how one agency uses SMS to assist you when completing the unit assignment. Please read pages 1–22 only.

Federal Aviation Administration. (2010). Safety management system (SMS) implementation guide. Retrieved from https://www.faa.gov/about/initiatives/sms/specifics_by_aviation_industry_type/air_operators/media/s ms_implementation_guide.pdf

Unit Lesson

Introduction

In Unit I, you were introduced to the systems approach to safety management. We discussed the differences between systems and programs, the Plan-Do-Check-Act (PDCA) model for continuous improvement, and the benefits of implementing a safety management system. We also reviewed existing safety management systems and performed a comparative analysis of the International Labor Organization (ILO) guidelines for safety and health management systems with the proposed Occupational Safety and Health Administration (OSHA) guidelines for safety and health management programs. This unit provides information that will prepare you to successfully implement a safety management system in your organization. Our primary focus in this lesson will be the processes and components within the system.

The Safety Management System Implementation Strategy

In Chapter 14, the author presents the safety management system as a cycle that entails processes for initial planning (P) and implementation of the management system (D), assessing the management system’s performance (C), and taking appropriate corrective actions based on the findings of the assessment (A) (McKinnon, 2017). This structure reflects the process approach to the PDCA model (discussed in Unit I) and is suggested as a good model to follow when implementing a structured safety management system. The terminology used in various safety management system models may differ, but the processes and workflow are usually similar. Let us take a closer look at each of the components and the activities required within each component in terms of the PDCA methodology.

To be effective and to improve, all organizations must plan and prioritize (Pardy & Andrews, 2010). The primary objective of the planning (P) process is to set defined mandates and performance expectations for the management system. All levels of management should be involved in planning, organizing, and implementing the components of the safety management system. However, for a safety management system to be accepted and successful, it will need the commitment and endorsement of the workers. Therefore, it is critical to involve the workers during the initial stages of the planning process. The planning process serves as the foundation for all the other aspects for the development of the management system.

When implementing a safety management system, the organization must first clarify and establish its safety and health philosophy, beliefs, vision, and mission. A safety management system should leave no doubt in the mind of employees that management is concerned about their safety in the workplace. After all, employees want to go home safe, and employers should want to send them home safe. McKinnon (2017) purports “one of the first (planning) stages in the implementation of a safety management system is a firm commitment from top management to implement and support the safety initiative” (p. 194). The development and promotion of a written safety policy is one way to demonstrate management’s attitude toward the safety of its employees. The policy should outline the organization’s aims and objectives for its safety management system and should designate the authority and responsibilities for achieving them.

One of the most vital aspects of any management system is the development of a strategic plan. The plan should clearly identify items to be completed, the person(s) responsible for completing the item(s), and the timeframe for completion (McKinnon, 2017). However, before an organization can successfully implement a safety management system, it must have some basis for determining its status. After all, how will a company know where it needs to go if it does not know where it begins? A baseline audit, known as a gap analysis, is generally conducted during the initial planning phase to determine which components and elements of the safety management system are currently in place and which components and elements are needed to meet the implementation requirements. Once the gap analysis is complete and documented, the findings serve as a basis for the safety management system implementation plan.

Standards and guidelines are essential to the implementation of a safety management system because they serve as a framework and provide organizations with an effective tool for the continual improvement of their occupational safety and health performance. Unlike operational sectors such as quality (ISO 9001) and environmental (ISO 14001), there is currently no universally recognized International Organization Standard (ISO) certifiable standard for occupational safety and health. In the absence of an ISO standard, the Occupational Health and Safety Assessment Series (OHSAS) 18001 is deemed the premier management system standard for occupational health and safety management (Pardy & Andrews, 2010). However, there is no one standard that is best for all organizations. Therefore, the findings of the gap analysis should be used to determine the standard that aligns best with the needs of the organization.

Most safety and health management systems have core elements that are interrelated and necessary for the system to operate efficiently and effectively (OSHA, 2015). One of the core elements is employee education and awareness training. The successful implementation of the safety management system will require the organization to educate both managers and employees on the safety system requirements, including the organization’s safety philosophy, policy, and safety action plan. Likewise, employees will need training on the hazards to which they may be exposed in the workplace.

Inherent to any safety management system is the expectation that hazards and risks to workers’ safety and health be identified and assessed. The risks within the organization will indicate the type of controls that need to be implemented (McKinnon, 2017).

Control measures include actions that can be taken to reduce the potential for exposure to hazards. For example, the installation of guarding on machinery to eliminate the potential for contact with moving parts. When we look at control measures, we often refer to the hierarchy of controls, which provides a systematic approach to risk management. Using the hierarchy of controls, the control methods that will be the most effective in reducing the risk of injury or illness can be determined. When risks cannot be eliminated, they should be minimized to the lowest level that is reasonably practical. Once control measures have been implemented, they must be monitored because sometimes these controls remove previous hazards but create new ones! The proper evaluation of all risks is a key aspect of an effective safety management system. We will elaborate more on hazard identification and assessment in Unit V.

In the PDCA model, the third step involves monitoring and measurement to evaluate the extent to which requirements are being met. Likewise, following the implementation of performance standards, regular inspections should be conducted to monitor progress against the standards (McKinnon, 2017). The main purpose of the inspections is to identify potential and actual hazards before an accident occurs. Many benefits can be derived from conducting workplace inspections. For instance, when employees observe management conducting regular inspections of the workplace, they tend to view the employer as serious about their safety. This helps to build a rapport between management and employees. Furthermore, equipment and facilities do wear out over time. At some point, wear and tear could increase the risk of an injury occurring. Inspections can detect such exposures before an incident occurs. We will elaborate more on hazard control in Units VI and VII.

As with safety inspections, conducting periodic audits is a critical aspect of any management system (Pardy & Andrews, 2010). Auditing the safety management system allows the organization to assess whether the requirements of the standard are met, the effectiveness of the implementation, and the degree of compliance. Also, audits ensure the continued efficiency and reliability of the system by providing a feedback loop, which enables organizations to reduce risks and enhance overall organizational performance. We will elaborate more on performance measurement in Unit VIII.

The final component of the implementation process involves taking appropriate corrective actions based on the findings of the assessment (A). During this phase, the organization determines how preventive and corrective actions will be managed and what processes exist to ensure the continual improvement process.

The PDCA cycle starts and ends with management as the final component within the implementation strategy and is a management review of the organization’s progress against the established objectives. Through the management review process, decisions and actions necessary to improve the effectiveness of the organizational controls and the management system are made. The outcome of the management review is used to plan the next PDCA cycle, thus starting the cycle again. Successful implementation of a safety management system is not a trip but a journey that is achieved by continuous improvements, audits, feedback and support of the management from top to bottom for a specific but essential goals, and employee safety. We will elaborate more on continuous improvement in Unit VIII.

Summary

In our first two unit lessons, we have presented both the systems approach to safety management and the process for implementing an effective safety management system. In your unit assignment, you will have an opportunity to apply the material you have learned. Specifically, you will be developing a PowerPoint presentation on safety management systems. Your job is to convince the management of an organization, who is taking a traditional approach to safety management, to use a systems approach. As a safety practitioner, you will likely one day be employed by an organization that either has a safety management system or needs one, so make the sale!

References

McKinnon, R. C. (2017). Risk-based, management-led, audit-driven, safety management systems. Boca Raton, FL: CRC Press.