Posted By Ciaran McAleenan
John
As a follow on from Rakesh's comments let me present you with the Operation Analysis and Control model [see Appendix below] that has gained international recognition, holds three major awards, has been successfully audited against the ILO standards and has been instrumental in reducing lost time accidents in by over 70%.
The purpose behind the Operation Analysis and Control (OAC) model is to ensure that work operations are carried out in strict accordance with all relevant ‘safe working’ procedures. In this way we can make sure that people, plant and property are protected from harm prior to, during and after the work operation, regardless of the nature of the hazards faced.
Planning any project without reference to the safety requirements means that the project will fail, certainly and spectacularly. Effective management requires that safety is considered as an integral aspect of the project, not an after thought nor a discrete element, but central to and fully integrated with the project objectives. What planning does is consider the objectives, the means and the methods of achieving them. By definition planning leaves nothing to chance. All elements of the projects and every eventuality are considered, in advance and appropriate steps, actions developed and scheduled. Anything that is left out, by accident or by design exposes the project and the company to risk and consequently the likelihood of an undesirable outcome.
In defining the outcomes, and all the relevant considerations, the Operation Analysis and Control model requires the identification of the principal actors necessary for the establishment, development and successful achievements of the project. The competence and expertise of a wide range of personnel are needed to input to the various aspects of the project, to establish the parameters of what is achievable within the constraints of;
· finance,
· engineering & technical capabilities,
· environmental management, and
· human interaction,
during and after the project. There will be contradictions between the demands of the various elements that will require expertise to not only resolve them effectively, but to identify and define them in the first instance. The occupational safety and health (OSH) input will not solely be derived from OSH professionals, but must also come from experienced and competent managers and supervisors, engineers, specialist experts and of course the workers own representatives.
Effective management and the OAC model advocates that those who are involved in the project at whatever stage, will have a contribution to make to the elimination/ control of hazards (i.e. those factors that will negatively impact upon any element of the project, not just the safety). This applies equally where a client engages a contractor. The client needs to ensure that all relevant OSH information is made available to the contractor and that time and resources have been suitably budgeted for. Similarly for the contractor, he must demonstrate competence to carry out the work; such competence extends to have adequate funds, time and other relevant resources.
OAC takes the industry back to first principles in an effort to clear away the clutter that has built up with years of risk management. The model builds upon what we all know, particular to our industry, and allows the architect of the management system the flexibility to design a program that will fit with the business and be robust enough to withstand any legislative changes or technological advances.
Within OAC the opening three questions, although simple in style are extremely powerful and probing in nature. The answers will invariably lead to a heightened awareness of the hazards and assist with the development of the management solutions. Any good safety management system relies upon quality information. There are always many competing factors that make it is easy to be swayed by a crisis or the issue of the day. Often the reaction is for managers to work to demonstrate how well they are geared up to deal with it. However the danger is that this will not achieve the desirable position of properly managing the safety of the operation on an equal basis with all the other important business areas.
An organisation’s safety policy needs to reflect the nature, scale and impact of its activities across the entire spectrum of its activities. Therefore not only is it correct to customise safety policy to fit the needs of the business it is expected of any quality organisation.
This is achieved by a thorough examination of the company’s present position using OAC. The first question, ‘what can cause harm?’, prompts the company to examine what it does and what affect it has on its workers and its surroundings, regardless of the regulatory position. This is always a good starting point in safety management since it allows the organisation to deal properly with current legislation and prepare for future requirements. Similarly the follow on question, ‘what are you doing about it?’, provides the opportunity to detail the actions being taken to mitigate the harm. In essence, having answered the first two questions, a hazard analysis has been carried out. Depending on the nature and the scale of the project it may be necessary to carry out a more formal or more complex hazard analysis. The opportunity can then be taken to check the regulatory position.
The concept of continual improvement is introduced into OAC with the, ‘is it enough?’ question. This is fundamental to good safety management since public acceptability, technical knowledge and engineering practices are in a state of continual development. By using OAC a company will easily establish the current state of its control activities.
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Operational Analysis and Control Model
The operational analysis and control model is the way forward. The model integrates all aspects of the work operation including occupational health. This emerging model is in three stages as follows;
Stage 1 – Analyse the Operation
1. What can cause harm? (Look for the harm factors in the work operation itself, the workers, the materials, the machinery and plant, the public & visitors and the environment).
2. What are you doing about it? (Once you know what can cause harm you look for the controls that are needed to prevent that harm from occurring).
3. Is it enough? (At this stage, before embarking on the work operation, consider whether you have done enough to prevent harm. If necessary seek specialist advice e.g. from trade or professional associations, manufacturers, your National Statutory Safety Body [HSE], other safety professionals etc). Things can go wrong and it important to try and anticipate that as early as possible.
Ask;
· What could go wrong?
· How could it happen? and
· How would you deal with it?
Asking the questions at the outset focuses the mind and ensures that you have considered all the foreseeable incidents and planned for them. You are also being prompted to consider what emergency plans you need to have in place prior to starting an operation.
Stage 2 – Manage the Operation
1. What has to be done? (Having carried out the analysis you must list what has to be done to ensure a safe outcome to the work operation, e.g. have you made your employees aware of what can cause them harm and what they must do? Do you know what training they need? Are there written safety instructions? Does everyone know who is responsible and for what? etc).
2. What resources do you need? (Material, human, financial, timescale). It is important that, having identified the resources, you make them available. (Some will be needed well in advance of any work operation. Build your controls into your budget and your business plan).
3. When does the operation need to be reviewed? Believing that you have a safe workplace is a sure way of ensuring that you do not. Like every aspect of your work safety needs to be continually managed and improved, as necessary. It is important therefore that a time or circumstance is set for reviewing the effectiveness of the management controls. The review period could be;
· When new processes or new equipment is introduced to the operation,
· When new techniques have been developed,
· When statutory obligations require it,
· When resources inputs are set to change,
· When an accident or incident occurs, or
· At regular intervals (determined by the nature and complexity of the hazards present).
Note: The above list is not exhaustive. Carry out an effectiveness review at any other time, should you feel it is warranted.
Stage 3 – Review the Effectiveness of the Operation
1. Has the operation progressed as planned? Things change or things can go wrong. You need to be aware of the effects of any change and try to anticipate how they will need to be dealt with. Ask yourself the following questions;
· What has changed since the last operational analysis?’, ‘What effect will it have on operational management?’, and ‘How will it be dealt with?’,
If nothing has changed then note that the review has taken place and set the next review date.
Where things have gone wrong ask the following;
· ‘What went wrong?’
· ‘How did it happen?’, and
· ‘How did you deal with it?’
Note: We do not always get it right but if an accident does occur that is no reason to give up or to accept lower standards. Accepting accidents as inevitable is fatalistic. The objective of integrating the highest standards of health and safety with improved business performance means that the end product/ service must be achieved in a manner that protects employees and the public from harm. Operating to any less a standard will only guarantee a negative outcome and ensure that accidents continue.
2. Detail the changes needed. If changes have occurred then itemise them and consider how they will affect the operation.
3. List the improvement actions. Draw up an action plan, identifying the resources implications, managers responsible for completing the actions and the timescales for completion.
Best wishes
Ciaran
This is an extract from one of the papers presented by Philip and I at a number of international conferences in the past few years. Full papers are available.