Title / Safety Management Plan
File / /procedures/GD-P-131.doc
Category / Procedures / Rev / B
Author / ACK / Date / 20 Sep 2010
Key Words / Procedures, Safety, Integrated Management System, Standard Work Instructions, Work Packs, Training, Certification, Risk, Hazard
Introduction
The Safety management plan is part of the Guttsa Integrated Management Plan that includes a Quality Assurance Plan and Policy statements. These documents that fall in line with the Guttsa business mission statement.The processes set out in this document are designed so that the statutory and regulatory codes are the minimum requirements and the approach adopted by Guttsa is to include the minimum requirements into a system of work packs and have the process involve actions over above the minimum to ensure quality, safety productivity and well being are all a result of a consistent and thought out approach to managing the Guttsa work sites.
It is a requirement that systems shall be setup and used to ensure that so far as reasonably practicable, every worker returns home in a better or at least the same condition as when they arrive for work and that all accidents and incidents are preventable. All work sites are supervised and a permit to work system is used to make sure procedures are used consistently.
The safety management plan documents the process of safety in the work place and includes topics such as certification, risk management, hazard identification and the implementation of the processes through standard work instructions, work packs and the work pack huddle and training.
Contents
C:\kretsch\Projects\Guttsa\System\Procedures\GD-P-131.doc Printed 9/20/2010 8:46:00 AM | Page 8 of 9
1 Safety Management Plan 2
2 Work Place Safety 2
3 Certification and Registration 3
4 Risk Management 3
5 Hazard Identification 3
6 Core Competencies 4
7 Standard Work Instructions 5
8 Skills Matrix 5
9 Work Packs 5
10 Implementation 6
11 Training 7
12 Personal Development Plans 7
13 Incident Reporting 7
14 Auditing 8
15 References 8
16 Distribution 8
C:\kretsch\Projects\Guttsa\System\Procedures\GD-P-131.doc Printed 9/20/2010 8:46:00 AM | Page 8 of 9
Revision Control
Rev / By / Chkd / Sign / Date / CommentsA / ACK / 16/8/10 / Original issue.
B / ACK / AGF / 21/9/10 / Revised all sections. Released for use.
1 Safety Management Plan
The Safety Management Plan (SMP) contains a series of processes, or clauses, which describe the roles, procedures and tools required to ensure work place safety. This plan forms a documented frame work from which the procedures can be administered and governed.
It is recognised that if Guttsa invests in the core values of:-
1. Work place safety built into every process from the start
2. Quality work instructions and processes that are clear and designed specifically for the task
3. Availability of training and skills development
4. Availability of tools and equipment to do the job
5. Work life balance, training and job security
That the result will be:-
1. Compliance with regulations and codes
2. Quality workmanship
3. Business sustainability, efficiency and profitability
4. Customer satisfaction and referral
5. Employee motivation, job satisfaction and low turn over
The plan incorporates the continuous improvement initiative and encourages feedback and participation from workers and also provides a minimum set of clauses for incidents, tool box meetings and training and skills development.
The minimum requirements include the Quality Assurance Plan which outlines the procedure for site audits and processes to ensure consistency in approach to the job and record keeping are maintained to a level where they support evidence of compliance with the procedures.
This process is owned by the Guttsa Manager. Unless specified within the individual clauses below, the responsibility for managing the processes is assigned to the Guttsa Manager. This plan shall be reviewed every twenty four months or as required when statutory or regulatory changes are required or as directed by Guttsa management.
2 Work Place Safety
The Work Packages are designed to provide a consistent way to enforce procedures whilst being useful enough to accommodate different job situations and different situations with the same job. The central risk profile is working at heights and the consequences are moderate to extreme. Without risk control measures, the likelihood is inevitable, or at least possible.
Everyone must follow the procedures designed to create a safe work place. The work place safety procedures aim to prevent, in as far as reasonable practicable, all injuries or accidents resulting, especially those related to working at heights. Secure access ways, access control and work permits are the minimum controls in place to ensure work place safety.
The key result areas for work place safety are:-
1. Certification and registration
2. Risk management and hazard identification
3. Core competencies, SWI’s and skills matrix
4. Work packs, preparation and implementation
5. Training and the use of Personal Development Plans, (PDP’s).
6. Continuous improvement through innovation, feedback, incident reporting and auditing
These key result areas are discussed below.
3 Certification and Registration
The minimum requirements include a formal process of ensuring the certification and registrations are obtained for all tasks where they are required and that they are current at the time of work. A register is used to record registrations and includes columns for frequency and renewal date.
Entries are based on a type for which there be several instances of that type of entry. For example multiple people have harnesses, or undergo working at heights training for which certification remains current and there are multiple vehicles that require vehicle registration.
The processes include all tasks required to maintain compliance with the requirements for certification. For example workers must be fit and able to climb and trailers must remain road worthy. A minimum set of checks are included in every day start up procedures and these include:-
1. Currency and condition of personal safety harnesses and lanyard
2. Certification of elevated work platforms with certified training/license for operators
3. Certification of scaffolding with certified training/license for riggers
4. Electrical testing and tagging
5. Registration of vehicles and trailers
6. Frontline management for supervisors
This process is owned by the Guttsa Manager. Responsibility for managing the register is assigned to the Guttsa Manager.
4 Risk Management
Guttsa is in the process of developing a risk profile matrix. Each aspect of the business and all activities related to the work site have been broken down into element tasks and the risk profile generated by assessing likelihood and consequence. For risk levels moderate, high and extreme, measures must be put in place to reduce either the likelihood or consequence.
The accepted best practice in reducing risk has been adopted and this practice defines the order in which risks are treated:-
1. Remove the danger
2. Control the danger
3. Design the danger out or design around/alternative method
4. Use equipment to reduce exposure
5. Wear Personal Protective Equipment (PPE) to prevent personal harm
The results of the analysis is that the tools and procedures that arise from risk treatment are documented in SWI’s and the generic JSA. One of the keys to risk management is the sensible identification of hazards which then flows onto sensible ways to manage the risk.
5 Hazard Identification
Guttsa recognises that accidents and injury are more likely to occur when a task has not been fully thought through and workers try to adapt to the situation without considering all of the issues. The range of hazards is considerable and a consistent method of identifying hazards has been used to populate a generic JSA. The process is the same for both, however the final JSA looks at the details specific to each job and central to the process is the breaking down of a job into simple steps.
The format of the JSA is based on industry standard and designed to show that for each action we can predict possible consequences. The probability of the consequence occurring is termed likelihood and the extent of harm or damage termed consequence. So when working through the steps, if adverse consequences are likely then the risk profile is elevated and treatment or mitigation measures are required.
The list of tasks has been developed for a typical job and aims to document 80% of the tasks. It is considered impossible to predict every scenario and the Work Packs are designed to address the site specific issues identified on the day. The remaining 20% is worked by hand. It is a requirement that Supervisors ensure that the site specific tasks are analysed and any hazards are identified and the JSA finalised with actions added to the work list and schedule prior to issuing the Permit to Work (PTW).
A set of helpful key words has been developed to assist in assessing a clean sheet case. These key words are; access, barricades, roof structure hazards, hand tools, power tools, lifting tools and equipment and gutter work.
The application of the key words is illustrated in the following summary of the hazards identified in the generic JSA:-
1. Access is awkward or risky resulting in falling from height
2. The edges of the roof top are un barricaded and may allow a hall from height
3. The roof area may contain fragile areas and allow a hall from height
4. Carrying tools and equipment cause a loss of grip and/or balance and may allow fall from height of strain
5. Working with sharps can cause cuts, scratches and lacerations
6. Hand tools may result in cuts or bruising to toes and fingers if used incorrectly
7. High wind is hazardous to ladder movements and carrying sheeting
8. Rain causes hazardous slippery surfaces and interrupts jobs where sheeting is removed
9. Power tools may be noisy and cause dust and fumes and/or electric shock hazards
10. Blowers or hoses aimed along the gutter can cause dust, water or rubbish to enter the building
11. Working in summer can cause dehydration, sun burn, weariness
12. Working in winter can cause cramps, slips and strains
The JSA process has also been used in the development of a suite of Standard Work Instructions. The concepts of Hazard Identification and risk control, JSA and PTW are included in the General Induction. All Guttsa employees must undertake the General Induction before performing any duties.
This process is owned by the Guttsa Manager. Responsibility for managing the register is assigned to Supervisor level.
6 Core Competencies
All workers must be constantly supervised until proficiency in the Level 1 Core Competency SWI’s has been attained. The different levels and the SWI’s in each level are defined in the skills register. Employees attain an initial critical set of competency points by under taking the General Induction and passing the induction assessment. This is the minimum requirement for supervised work.
Employees and the Supervisor must maintain a working relationship where proficiency is attained in the remaining SWI’s leading un-supervised work. A training module is provided which provides back ground information and an assessment.
A Certificate of Achievement is generated for each level of competency. Employees record the job number against the SWI that the supervisor is prepared to sign off on as recognising proficiency in performing the tasks of a SWI.
Upon attaining Level 1 Core Competency, employees may work without direct supervision and also qualify for supervision of employees currently seeking to gain proficiency in a task.
Note:
1. Supervised work is defined as workers performing duties where the supervisor is directly controlling tasks and in constant visual contact.
2. Unsupervised work means that a supervisor is on site, but may not be in constant visual contact. Workers and the supervisor must maintain a minimum level of contact at least once per hour.
3. Each job will have a nominated supervisor on site at all times.
7 Standard Work Instructions
Standard Work Instructions provide a step by step illustrated instruction of a particular task. A different SWI is generated for each and every task that is identified. Over time, many are used over and over and form a core, and others might be job specific or rarely used. The SWI’s are grouped into different skill levels or degrees of experience.
Each step describes a simple act and includes details of the hazards involved and any special tools and or PPE required. The primary aim of SWI’s is to devise procedures that avoid or eliminate the hazard. The use of industrial safety equipment such as scaffolding, barricades and crawl boards is the next level of control. If there are still more hazards, such as fragile roof areas, sly lights etc, then harness systems may be specified.
Finally PPE is specified, a minimum of gloves is mandatory at all times followed by long sleeves to prevent damage to the skin caused by cuts and solar radiation.
A Skills Matrix is used to group SWI’s into logical groups which have been designed to cover a range of skill level from core competencies, basic and proficient work tasks and supervision. The groups are the basis of worker experience levels (linked to remuneration) and to training modules. A training module exists for each group of SWI’s.
8 Skills Matrix
Guttsa has developed a matrix of all the different tasks involved in gutter relining and roof servicing. Every job can be broken down into a series of steps using one for more SWI’s. There is a SWI for every task that the Guttsa “Team” can think of. A new SWI is created or an existing one enhanced every time someone identifies a new circumstance, a way around a bottle neck or finds a quicker or safer way.
The matrix defines groups of skills according to approximate skill levels and further separates gutter relining from roof serving. There are two levels of training in relining and roof servicing, two further levels in supervision and more for administration and business activities.