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Posted By Darren J Fraser
Hi everybody
I would like to get all the members of the safety committee involved in a more active context that currently, at the moment, beside meeting on a monthly basis for the committee and involvement in the risk assessment process they do not do much else.
I am planning to introduce departmental safety and environmental inspections on a monthly basis, tied in to an annual HSE management system audit.
The problem I have is that I am unsure what to where to start.
If anyone has any ideas or is willingly to provide examples I would be most grateful.
Daz
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Posted By Ralph Baqar
Darren, what industry do you work in?
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Posted By Darren J Fraser
Manufacture of adhesive tapes using solvents and rubbers etc.
Therefore come under rubber, printing and coating industries.
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Posted By Dave Wilson
Good place to start is get management commitment and get them to do the auditing with you / safety committe member, nothing to onerous at first and you wil be surprised haw quickly they take to it!
It also has a knock on effect in that the shop floor see the managers walking the walk and not just spouting off!
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Posted By Dave Wilson
PS dont call them inspections / audit etc. identification of safety lapses or somethin
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Posted By Merv Newman
I tend to talk more about "safety encounters" They are "audits" or "inspections", with or without a checklist, but I put more human-contact in them : getting managers to actually talk with people about H&S.
Would you believe that some managers have never actually spoken to a shop floor employee (horrors !)
You are going to have to train them on how to do the audit. At first try to concentrate partly on a "hot topic" of the month and brief them on it and what to look for before they go out.
Brief them also on the subject of "recognition of people" Usually, if they try really really hard, they can find something nice to say.
They can start the debrief with local supervision, starting by one or two positive points and then ASKING THEIR OPINION on what the managers think are the negatives. The managers may have misunderstood or an employee may not have explained something correctly. Give the supervisors their chance to rebut.
Final point, I go for "semi-cross" audits. Managers auditing in pairs (essential that), one who knows the area and one from somewhere else.
There is a lot more to it than that, but that'll do for now
Merv
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Posted By Ian G Hutchings
Hi Darren
I agree with the above in general. I think you need to do two things. One is to create 'pull' so that people want to do this; the other is to work with people to develop a relevant and straightforward recording/reporting system.
For the physical conditions aspect you can agree as a group what a good standard looks like and then photograph examples. These can be used in the workplace and compared with when undertaking the monitoring.
The pull can only really be created through an educative rather than directive approach (in my opinion). You can do this by also delivering a short session about unsafe conditions and unsafe behaviour leading to incidents and injuries (bottom to middle of the Bird's/Heinrich's triangle).
Maybe you can have the local line manager leading the monitoring as things progress, with periodic awards for good standards and good compliance with rules.
Good luck
Ian
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Posted By Raymond Rapp
Darren
Some years ago I did a TUC funded course where we visited a work site and did a 'zero tolerance' inspection in groups. Later we compared our findings and discussed the pros and cons.
It was only an exercise, but nevertheless it created some interest and a good discussion.
Ray
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