Environmental Health Unit VII

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BOS 3651, Total Environmental Health and Safety Management 1

Course Learning Outcomes for Unit VII Upon completion of this unit, students should be able to:

6. Relate continuous improvement principles to safety management concepts. 6.1 Characterize the link between lean concepts and the safety management system.

7. Examine management tools necessary to implement effective safety management systems.

7.1 Explain the importance of a management of change process in reducing serious injury potential.

7.2 Demonstrate how safety design reviews can reduce risks introduced by procurement processes.

Reading Assignment Chapter 18: Lean Concepts—Emphasizing the Design Process: Section 5.1.3 of Z10 Chapter 19: Management of Change: Section 5.1.3 of Z10 Chapter 20: The Procurement Process: Section 5.1.4 of Z10

Unit Lesson Business owners and managers are always looking for the best way to run their operations to maximize profits. Many new management systems and processes have been developed and implemented with varying degrees of success in recent years. Regardless of what management system an organization uses, it is critical for safety processes to be integrated into the larger structure. A management concept that has proven successful for many organizations (particularly in the manufacturing sector) is lean, used successfully for more than 50 years by the Toyota Corporation. The basic premise of lean is to reduce waste in all phases of an operation (Manuele, 2014). What better example of a waste of valuable resources is there than an injury or illness? Recall that the hierarchy of controls tells us the best place to reduce risk is at the design stage of a product or process. It is also at the design phase that lean concepts can be applied for the greatest benefit. Z10 does not specifically address lean, but it does call for processes “to prevent or otherwise control hazards at the design and redesign stages” (Manuele, 2014, p. 26). One of the foundations of lean is the 5S concept (Manuele, 2014).

 Sorting, where everything not needed is removed from the workplace

 Simplifying, where everything needed has a place and is well marked

 Systematic cleaning, where orderliness is created and maintained

 Standardization, where best practices are developed and adopted for efficiency

 Sustaining, where the previous steps are maintained.

UNIT VII STUDY GUIDE

Integrating Safety Management and Operational Management

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Anvari, Zulkifli, and Yussuff (2010) propose that a sixth S, for safety, be added between systematic cleaning and standardization, and they found that some organizations have already done so. They feel this gives safety the visibility and integration it deserves as a significant contributor to reduction of waste. Manuele (2014) warns that representing safety in its own step might signal that safety is not really integrated but still separate. The U.S. Environmental Protection Agency (EPA) has adopted a 6S model that shows safety as surrounding all the other steps. Organizations must decide what is best for them, and however lean is implemented, it is important for the safety staff to have an active role in the process.

Have you ever heard the adage “Nothing is constant except change?” In some organizations, it does seem true: reorganizations, rebranding, reorganizations, new products, reorganizations, mergers, and acquisitions. Did I mention reorganizations? Many books have been written and many consultants are waiting to guide organizations through the maze of these transformations. In his research into serious injuries and fatalities, Manuele (2014) found that a large proportion of incidents resulting in severe injury occur in unusual and non- routine work, during modification or construction operations, during shutdowns for repairs, during maintenance and startups, and when situations go from normal to abnormal (p. 62)—in other words: when things change. It is no surprise, then, that an entire chapter in the course textbook (Chapter 19) and a section of Z10 deal with

management of change. Many organizations have great safe operating procedures, job hazard analyses, and other safe work systems in use. But how many have a plan on how to deal with changes in processes, equipment, procedures, or personnel that may alter the risks previously identified? Think back to the PDCA cycle. It would seem that the Check phase of the cycle (or section 6.0 of Z10) would take care of this. It can, but do we have to wait until problems are found? Remember, we want to prevent injuries and illnesses. Why not introduce a process that anticipates problems and can deal with them earlier? That is management of change and why it is part of

the do phase (and section 5.0 of Z10). Manuele (2014) suggests that for management of change to be effective, it must be a formalized process. Many good examples can be found in safety literature. Closely related to safety design reviews, reviewing procurement specifications allows the safety professional to reduce risk up front by ensuring risks are identified and addressed. Influencing the procurement process may well be one of the most difficult challenges for the safety professional. Once again, Manuele (2014) looks to ergonomics as a way to get a foot in the door, and just like the design review process, it is important to keep the dollar sign savings in front of management. Course Project As in previous units, the non-graded learning activities in this unit contain an exercise designed to help you with the course project that will be due in Unit VIII. By completing this activity and similar ones in other units, you will have most of the data and analysis needed to put together a high-quality report to management on the state of the safety management program.

6S concept as adopted by the U.S. EPA

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References

Anvari, A., Zulkifli, N., & Yussuff, R. M. (2011). Evaluation of approaches to safety in lean manufacturing and safety management systems and clarification of the relationship between them. World Applied Sciences Journal, 15(1), 19-26.

Manuele, F. A. (2014). Advanced safety management: Focusing on Z10 and serious injury prevention (2nd

ed.). Hoboken, NJ: Wiley. U.S. Environmental Protection Agency. (2011). 6S (5S+safety). Lean and environment toolkit (pp. 49-60).

Retrieved from http://www.epa.gov/lean/environment/toolkits/environment/resources/LeanEnviroToolkit.pdf

Suggested Reading The suggested readings below provide additional content on lean management and safety:

Sammon, T. (2012). How will combining safety and lean in process improvement efforts save money?

Retrieved from http://gamep.org/news-and-resources/articles-and-white-papers/how-will- combining-safety-and-lean-in-process-improvement-efforts-save-money/

In order to access the resource below, you must first log into the myCSU Student Portal and access the Business Source Complete database within the CSU Online Library.

Hansen, M. D., & Gammel, G. W. (2008). Management of change. Professional Safety, 53(10), 41-50.

Learning Activities (Non-Graded) Management of Change Review the types of safe work documents in use at your organization (SOPs, JHAs, etc.) What types of changes might make these documents less effective? Consider things such as weather, new tools, product changes, new personnel, and revised deadlines. Develop a policy that would require review of safe work documents in specific circumstances. Evaluating Operational Elements of the Safety Management System Note: This activity can be used as one of the building blocks of the Unit VIII Project. Using Chapters 18, 19, & 20 of the course textbook as guides, evaluate safety design reviews, management of change, and the procurement process at your current organization or an organization with which you are familiar. For objective evidence to support your evaluation, look for organizational documents (such as safety manuals and instructions, safe operating procedures, and job hazard analyses) and records (such as emails or letters from management to employees, safety meeting minutes, mishap logs, audit reports, OSHA citations, inspection reports, risk assessments, and training records). Interview management personnel, supervisors, and employees, and walk through some workplaces to observe conditions for yourself. Prepare a report to management that summarizes the positive and negative results of the evaluation and provides recommendations for improvement. Non-graded Learning Activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information.