留学生毕业论文样本:Create an Operational Plan for

发布时间:2011-03-25 10:51:44 论文编辑:第一代写网

1.      Create an Operational Plan for implementing the new OHS Management System:

ü Create an Action Plan, using the correct format for:
Ø What needs to be done
Ø Who is responsible
Ø Where it should be done
Ø When it should take place
ü Describe how the plan should be carried out (at least two strategies which both consult and communicate with all stakeholders)
代写留学生论文ü Identify costs involved – they must be detailed and realistic
ü Provide detailed Gantt Chart indicating short & long term activities on the one chart
1.1  Action Plan

                                                    ACTION REQUIRED
Action
what needs to be done
By Whom(who is responsible)
 By Where(where it should be done)
By when
 
 
 
 
 
 
Follow the OH&S Management System policies and procedure
 
 
 
 
 
 
 
1.Provide and explain the OHSMS Guidelines and templates to staff. Include the Program as a standing item on workgroup and management meeting agendas.
2. Ensuring that establishment has in place effective policies, procedures and systems (including risk management systems) to ensure the health, safety and wellbeing of staffs and other persons who may be affected by its undertakings
3. Communicate OHS responsibilities to all staff at induction including casual staff, temporary staff, contractors and visitors
 
 
 
 
 
 
OHS Managers
 
 
 
 
 
 
In workplace
 
 
 
 
 
7.13
 
 
 
 
 
 
 
 
 
 
 
Training - developing skills and competencies
 
1. Identify and provide relevant OHS training and record the details. Induct new staff and students to familiarize them with OHS responsibilities and local procedures for managing risks.
2. Discuss OHS responsibilities at management meetings, staff meetings, team meetings, school development days and other relevant forums
3. Document staff OHS responsibilities
4. Identify OHS needs of staff and co-ordinate information, instruction and training to meet any deficiencies in staff competency in carrying out their duties
5. Information, instruction and training is reviewed periodically and revised when changes in processes occur
 
 
 
 
 
 
 
 
 
OHS Managers
 
 
 
 
 
 
 
 
 
In training center
 
 
 
 
 
 
 
 
7.15
 
 
 
Hazardous substances(including specific hazardous)
1.Label all hazardous substance containers correctly. Dispose of hazardous waste according to OHS guidelines
2. Identify hazards and assess risks through risk management process and visual inspections
3. Communicate responsibilities for reporting and repairs of electrical faults
4. Ensure hazardous electrical items are rendered inoperable and removed
5. Develop effective management strategies to identify, assess and control potential psychological hazards
6. Ensure staff have requisite skills and abilities to undertake their work
7. Provide information, instruction and training to staff to ensure correct procedures are followed.
8. Conduct workplace inspections to identify noise sources and implement noise control measures
9. Establish good housekeeping protocols and ensure floors, ramps, stairs, workrooms and storage areas are clean, dry and free of damage
10. Establish and maintain a system for chemical waste
 
 
 
 
Supervisors
 
 
 
 
In working area
 
 
 
 
8.1
 
 
 
 
Personal protective equipment
1.Assess the OHS implications of equipment and materials being purchased.
2. Follow departmental guidelines in relation to personal protective equipment
3. Ensure PPE conforms to the relevant Australian Standard
4. Relevant information, instruction and training is provided for all staff
5. Risk assessments on high risk manual handling tasks are conducted, safe working procedures developed, documented and implemented
 
 
 
 
 
All staff members
 
 
 
 
 
In Working area
 
 
 
 
 
8.16
 
 
 
 
 
Injuries and incidents are reported and investigated
1. Incident reports must be submitted on time i.e. within 24 hours. Supervisors investigate incidents in consultation with workgroup members and implement suitable risk control measures to prevent recurrence.
2. Maintain records of all hazard, incident and injury reports
3. Encourage staff to report accidents/incidents
4. Investigate accidents and take corrective action
5. Review accident/incident reports to identify trends
 
 
 
 
 
 
 
 
OHS Managers
 
 
 
 
 
 
 
 
In workplace
 
 
 
 
 
 
 
 
8.20
 
 
 
 
 
 
 
First Aid
 
1.Allocate responsibility for providing first aid and maintaining kits in accordance with guidelines, or identify and communicate the details of the First Aid Officer(s).
2. Ensure adequate first aid facilities and equipment are provided based on a risk management approach
3. Check first aid kits regularly and replenish as necessary
4. Review first aid facilities and determine where extra kits are needed
5. Display names and contact details of first aid officers in prominent locations
 
 
 
 
 
 
 
Supervisors
 
 
 
 
 
 
In workplace
 
 
 
 
 
 
8.26
 
 
 
 
 
 
 
 
 
Consultation
 
1. Provide staff with opportunities to regularly discuss OHS issues, eg. staff meetings, faculty/stage meetings and curriculum committee meetings
2. Develop a consultation statement and communicate to all staff
3. If an OHS Committee is in place, minutes are circulated and displayed on notice boards
4. Maintain consultation records
5. Schedule regular meetings for OHS committees, reps or other agreed arrangements
 
 
 
 
 
OHS  Representatives
 
 
 
 
 
Meeting room
 
 
 
 
 
7.29

 
1.2 How Operational plan to be carried out
OH&S Operational Plan is involve and affect all staffs in workplace. there are two strategies for Operational plan carry out, people are very important factor when carry out the plan, so to achieve some objectives and targets of for OHS management and increase chance of success of Plan, it should be consult and communicate with all stakeholders who involved when operate plan. Another one is training all  stakeholders for the operational plan.
1.2.1        Roles and Consultation for OHS operational plan
The purpose of consultation is to share relevant information about OHS with employees and to give employees the opportunity to express their views and to contribute in a timely fashion to the resolution of OHS issues in the workplace. The OHS Act places a duty to consult on each employer. Under the duty, employers must consult with their employees to enable the employees to contribute to the making of decisions affecting their health, safety and welfare at work. Employers should give further thought to additional circumstances where consultationcould improve OHS outcomes. The employer should consider who makes decisionsthat affect OHS throughout the organisation and when those decisions are made.Adopting a planned, systematic approach to health and safety and applying riskmanagement principles will help identify when to consult and will assist the employer plan to consult employees in the early phases of the decision-making process.
a. The primary method of consultation is direct discussion between Supervisors and their staff. Consultation at this level is fundamental to the successful management of OHS risks. Consultation on OHS issues must be meaningful and effective to allow each member of staff to contribute to decisions that may affect their health, safety and wellbeing at work. Each manager and Supervisor is required to consult with their subordinate staff whenever:
·         the risks associated with workplace activities are being assessed and decisions are being made about the control of these risks
·         changes are proposed to the facilities, equipment, substances or systems of work
·         procedures for monitoring risks are introduced or altered
·         decisions are made about the adequacy of facilities for the wellbeing of employees.
b. There also has a network of workplace OHS Committees established in accordance with the Occupational Health and Safety Act 2000 (NSW). The establishment of an OHS Committee is an option for an employer and their employees where the
parties desire a representative group who come together in a cooperative way to improve systems for managing health and safety.
Rights of OHS representatives and committees:
        the right to know about health and safety at the workplace. This means suitable training must be given to representatives and committee members. It also means access to information that the employer has relating to potential dangers at the workplace. Representatives and committee members should be allowed to keep up to date with safety developments in the relevant area.
        The right to inspect the workplace. it is important that representatives and committee members conduct regular inspections of the area they represent. A checklist may be useful. The right to investigate an accident or dangerous occurrence is also usually prescribed by the legislation.
        The right to participate in health and safety activities. Representatives and committee members should have input into the OHS policies adopted at the workplace. they should be informed of any new equipment or processes that are being considered. The legislation may also provide a right to be present at any interview between the employer and an employee concerning a safety matter.
        The right to have their views considered and taken into account. Representatives and committees should be given sufficient lead time to make consultation meaningful and to discuss issues with the workers they represent. while the employer is not required to agree with the views expressed by workers and their representatives, feedback should be given regarding decisions and the reasons for them.
 
c. Under the OHS Act the functions of an OHS Committee and representatives are to:
ü Keep under review the measures taken to ensure health, safety and welfare of persons at the place of work.
ü Investigate any matter that may be a risk to health and safety at the place of
work.
ü Attempt to resolve any matter but, if unable to do so, to request an investigation by an inspector for that purpose.
ü To enable rank and file workers to take an active part in the promotion of a healthy and safe workplace.
ü To give employees the understanding necessary to assess the feasibility of possessed risk control measures.
ü To obtain the benefit of the great store of knowledge and experience possessed by many employees regarding health and safety aspects of the work they perform by obtaining feedback from them.
ü To review measures taken to ensure the health and safety of persons at the workplace.
ü To investigate matters brought to the employer’s attention which a committee member or employee considers to be unsafe or a risk to health.
ü To assist in the development of recording systems for incidents and hazardous situations and to promote among employees and understanding of such matters as accident causation by reviewing recent accidents.
ü To assist in the development of a safe working environment and safe systems of work.
ü To assist in the formulation and effective implementation of an organisation’s overall occupational health and safety policy.
ü To monitor measures taken to ensure the proper use, maintenance and replacement of protective equipment and to make recommendations to the employer regarding health and safety matters.
d. To carry out OHS operational plan, the roles and responsibilities of the various types of staff involved in an OHS organisation.
1)      Responsibilities of top management
Senior management are responsible for an organisation’s strategic planning in relation to occupational health and safety. This will mean determining the resources(finances, staff, time and access to consultants)that are to be devoted to health and safety. What constitutes adequate resources may be contentious, with employees and management expressing conflicting views. Senior management will be required to make the final decision and must take responsibility for an organisation’s health and safety performance.
Other top management functions relevant to health and safety include:
  • Determining which safety programs are to receive priority
  • Monitoring the outcome of an organisation’s health and safety programs
  • Ensuring compliance with legislation and standards
  • Endorsing the formulation of appropriate rules, procedures and methods for the workplace
  • Ongoing and effective dissemination of OHS information and promotion of health and safety awareness in the workplace
2)      Responsibilities of managers and supervisors
Supervisors/managers will have overall management responsibility for their sections, and the basic functions of planning, organising, leading and controlling apply to the safety issue. Responsibilities include the following:
  • Overall supervision of employees to ensure the health and safety of the worker, the public and the consumer
  • Hazard identification of particular safety programs
  • On-the-job training and instruction
  • Efforts to motivate employees to comply with safe work practices, including specific directives when giving orders
  • Accident/incident investigation, correct reporting and notification according to legal requirements
  • Issue of , and ensuring correct use and maintenance of , appropriate personal protective equipments
  • Decision-making regarding job design, workplace layout and recruitment, where they have this authority.
3)      The health and safety officer or manager
  • Conducts inspections personally or in company with executives and supervising officers, specialist consultants, or health and safety representatives/committee members to ensure the observance of health and safety standards and for the purpose of discovering unsafe or unsatisfactory conditions and practices before personal injury occurs. The health and safety officer/manager should be able to identify and qualify/quantify risks of injury or disease from occupational hazards and determine possible control measures.
  • Reports any unsafe and unsatisfactory conditions, procedures or operations to the supervisor or executive in charge.
  • Acts as adviser to executive and supervisory staff and employees in all matters concerning prevention of accidents, injury, hazard, disease and the promotion of health and safety. Monitors the organisation’s overall safety performance in order to report this to senior management.
  • Maintains an injury record system generally in accordance with legislation and relevant standards.
  • Attends all meetings of health and safety committees, and staff meetings or conferences when health and safety matters are discussed or considered.
  • Ensures incident notification requirements are complied with.
  • Organises health and safety training of staff and employees in conjunction with executives and supervisors. Institutes health and safety promotion campaigns to create and maintain an interest in health and safety at all levels. Conducts or arranges health and safety induction courses for new employees.
  • Monitors and advises – on changes to legislation and award provisions relevant to health and safety, as well as the OHS implications of changes from all sources.
  • Reviews, monitors and updates health and safety manuals, rules, procedures, etc.
4)      The first aid officer
Occupational health and safety legislation generally requires employers to provide first aid facilities in their workplace. general duties of a first aid officer:
  • Dispense and control items from first aid cabinet
  • Ensure cabinet supplies are adequate
  • Treat minor wounds and injuries, such as applying dressings, stopping bleeding and treating burns.
  • Record accident/injury details in accident book
  • Arrange further assistance if required
Effective consultation enables those closest to the work to offer realistic and relevant opinions. It also enables those further away from the day-to-day activities to provide objective opinions. Consultation can be done well and therefore assist in the making of better decisions about OHS or it can be done poorly.
The following table summarises the key differences between effective consultation and ineffective consultation.

 
Effective consultation
Ineffective consultation
When consultation occurs
Early, before agenda is set and decisions are made
After the agenda is set and decisions are made
Employer role
Interested in and values employees’ ideas
No recognition of the benefits of consultation
Employer skills needed
Interpersonal, facilitative listening
, No skills needed
 
Employee role
Pro-active, employees
encouraged to suggest
 
Reactive, employees have
no role in improving OHS ideas
Employee skills
Training provided in communication skills and risk assessment
No training provided to
enable effective participation
Process
Open and receptive to
employee participation
Invisible, barriers to employee participation
Information
Relevant information provided
Limited access to
information
Communication
Opportunities for one-to- one communication with employees, clear and
on-going feedback
No direct communication with employees, no feedback
 
 
Outcomes
Outcomes result in improvements to the systems for managing
safety
There is no improvement in how safety is managed
 
 

 
 
1.2.2        Training for operational plan
Training is the formative component of any OHS system. An essential factor in the effective implementation of and OHS Management System Operational Plan is staff with the competencies to perform the work necessary to fulfil their OHS responsibilities. Training to the level performance required in the workplace is essential.
A key requirement of OHS law is that management must provide adequate training.
The basic aim of health and safety training is to impress the principles of health promotion, risk management and safe behaviour on employees in such a way that they will apply these principles to their work. A structured health and safety training system should reduce the number of injuries at a workplace, and should be evaluated against that criterion. Associated benefits will be increase in productivity and a reduction in the costs associated with injury and disease.
A effective training program should:
*      Analysing work tasks and assessing the knowledge or skill level required for these tasks – this is usually referred to as a training needs analysis
*      Planning and conducting appropriate training and skill development for the safe performance of relevant work tasks
*      Planning and conducting training in safe systems of work
*      Including OHS principles in worker induction programs
*      Planning and conducting training in emergency procedures
*      Evaluating your training program to monitor its effectiveness
*      On-the-job training of employees
*      Using an employee training checklist to verify who has received training
  1. Induction training
Induction training is usually the first introduction to an organisation. It is a combination of a formal introductory session and basic on-the-job training that can be conducted by a supervisor. Induction training should include:
Ø General instruction on the workplace and work performed
Ø Notification of the organisation’s health and safety policy and any health and safety programs in place
Ø Information on risk management and expectations of the employee in terms of participation in the process
Ø Advice of health and safety rules
Ø Advice on particular hazards at the workplace
Ø Instruction in necessary skills, such as manual handling, machine operation
Ø /Advice on first aid facilities and personnel
Ø Procedures for workers compensation claims
Ø Advice on, and identification of, the health and safety representative and/or safety committee.
  1. Preparing training
The first step in preparing any training program is to undertake a training needs analysis to determine who needs to be trained, and what the content of the training should be. To assess the needs for OHS training, it is necessary to analyse work tasks in terms of the knowledge and skills required to carry out the tasks safely and competently. Other factors which can be considered in order to identify training needs include:
§ Records of work injuries and illness
§ Damage to plant and equipment
§ Absenteeism
§ Records of hazard identification and risk assessment processes
  1. Different training needs for different levels
  1. Employees
All employees need to be sufficiently informed about safe methods of performing the work in which they are engaged. They should understand their role within the organisation’s overall health and safety policy, and in the risk management process.
The actual level of training required will depend on the danger and complexity of the tasks performed. An indication of the need for training can be obtained from records of the hazard identification and risk assessment processes, as well as the safety performance of each group of employees.
  1. Health and safety representatives/committee members
Training is crucial to enable health and safety representatives or committee members to carry out their roles effectively. The legislation generally provides that an employer must grant a representative or committee member time off without loss of pay in order to attend accredited training courses.
  1. Supervisors
The supervisor’s control over the workplace, its people and resources necessitates an understanding of risk management and accident causation. Health and safety must be accepted as part of the supervisor’s job in the same way as all other duties and activities.
For these reasons, there is likely to be more emphasis on formal health and safety training course, run by either the organisation’s training section or an outside organisation such as a government department. It is also important to remember that supervisors will be responsible for a large part of the health and safety training of their subordinates. Therefore, they need skills that include training techniques, as well as health and safety management, report writing, investigation methods and motivational techniques. This may involve their attendance at courses, or their involvement in reinforcing the messages delivered to their staff via training they have received.
  1. Senior managers
The approach for senior managers will be similar to that for supervisors, particular in smaller organisations. Health and safety rules and policies should apply to everyone from the highest level of management down. Therefore, health and safety rules and procedures should be included in the induction and training of senior staff.
Managers are likely to have less direct contact with on-the-job matters than supervisors, so their training will focus to a greater extent upon developing strategies to protect health and safety, and on reports/statistics and monitoring. In many cases, it will help to provide information and results from a viewpoint that emphasises costs and profits. Senior managers should make regular visits through their entire area of control an show interest in the health and safety function by discussing it with supervisors.
  1. Information
Training and information can be seen as part of a continuum which includes training, information, instruction and supervision. Provision of information may occur as part of training, instruction or supervision, or It may be done independently of these. The type of information to be provided will depend on the types of risks present at the workplace, but, in general, employees and others who may be exposed to risk should be provided with information on issues such as:
ü Documentation from the risk management process—including risk identification records,, risk assessment documentation and risk control records.
ü The risk control measures in place and how to ensure they are kept in full working order
ü Operator’s manuals
ü Safe working procedures
ü Safe use of workplace substances(including information from chemical or product labels and material safety data sheets)
ü Maintenance and service routines
ü Procedures for repairs
ü Any special safety information needed
ü The types of personal protective equipment needed together with information on fitting, using, cleaning, maintaining and storing equipment
ü Emergency procedures
ü Where relevant, details on how accidents or incidents have occurred in the past involving the same work activities
 
1.3   involved costs
The costs to OHS management are often divided into “insured” and “uninsured” categories. Although the “insured” costs are in many instances difficult to calculate, their potential is to create a total cost several times that of the total insured costs.
As the table:
 

Insured costs
Uninsured costs
Injuries
·         Compensation for lost earnings
·         Medical and hospital costs
·         Awards for permanent disability
·         Rehabilitation costs
·         Funeral charges
·         Pensions for dependants
·         Public liability
Property damage
·         Fire
·         Loss and damage
Injures
·         First aid expenses
·         Transportation costs
·         Cost of investigation
·         Cost of processing reports
Wage losses
·         Person hours spent in cleaning up the accident area
·         Time spent repairing damaged
equipment
·         Time lost by workers receiving first aid
Production losses
·         Loss of skill and experience
·         Lowered production of worker replacement
Associated costs
·         Recruitment of workers for replacement of injured employee
·         Training of replacement employee
Off-the-job accidents
·         Cost of medical services
·         Time spent on injured worker’s welfare

 
 
 
1.4   The Gantt Chart
 

 
the Gantt Chart for indicating short & long term activities for the plan.
 
2.      Use a force field analysis to identify internal and external factors that may impact on implementing the new operational plan.
 
Force Field Analysis for OHS Management System
 

 
 

 
 
 
Implement OHS Management System
negative force
1.staff attitude(do not want change)                               
2.spend time
3.new costs for training
4.more stress
Internal factors:
1.lost time        
2.reduce productivity
3.staff replacement
4.retraining costs
5.costs to the community
6.staff need to learn new knowledge
External factors:
1.contractors and sub contractors required
2.visitors required
3.environment factors
     positive force
1.save time    
2. protect staff safety
3. budget planning
4.increase productivity
5.increase staff morale
Internal factors:
1. Increase performance target
2. improve safety
3. improve reputation
4. reduce costs
5. reduce accidents
External factors:
1.compliance with legislation
2.workers compensation required
3.community standards or expectations
4.human needs
Force for Change                                                                   Force for Against

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
3.      Identify and explain the use of a monitoring and an evaluation tool that you would use to determine the success of your new OHS Management System. Develop a Questionnaire which can be used as a third monitoring or evaluation tool – discuss its format and usefulness. The questionnaire must be presented as a usable document/format.
 
3.1 Monitoring OHS Management System
a.      Monitoring is the partner of planning. It makes it easy to determine how well the plan is unfolding and spot whether and where your plan is going wrong. It shows you whether the unexpected has happened or is about to happen and lets you quickly adjust to changing conditions.
Four steps to monitoring:
Ø Establish area where monitoring is needed. Concentrate on what is most important to your plan’s success; for example, delivering on time, improving quality, increasing sales, lowering employee turnover, output, reducing costs, or reducing stock levels or service levels. Consider the danger points and what would cause the most damage if the plan went wrong.
Ø Determine who will measure what, how, when and why.
        Allocate responsibilities.
        Set key objectives, specific targets and timelines.
        Identify and monitor first the actions that are most critical to successful outcomes.
        Conduct regular reviews to ensure you are able to identify and correct problems as they occur.
Ø Make a comparison between what is happening and what should be happening. Compare what is already happening with what should happen using objective measures of achievement. Take corrective action to remove variations.
Ø Take action as necessary. When you find that actual performance is not meeting the desired performance, implement your contingency plans and carry out a gap analysis to determine the best course of action.
b.      Some common measures of success to monitor
Customer satisfaction
o   Complaint response time
o   On-time delivery
o   Percentage of enquiries resolved
Financial
o   Market share
o   Profit
o   Return on assets and on investment
Growth, innovation and learning
o   Number of new ideas generated and implement
o   Percentage of revenue from new products and services
o   R&D as a percentage of sales
Operation
o   Billing accuracy
o   Employee productivity
o   Tender success rate
People commitment
o   Individual training needs met
o   Number of internal promotions
o   Number of training hours per employee per annum
c.       Common monitoring tools
Ways to monitor using statistics are discussed: control charts, histograms, pareto charts, process capability charts, run charts and stratification charts.
d.      OHS Management System monitoring
The OHS management System Operational  plans specify activities that are to be carried out at predetermined intervals, including:
        regular inspections;
        regular risk assessment;
        monthly testing to identify hazards in system;
        regular discuss OHS issues;
        regular review accident/incident reports ;
        regular meetings for OHS committees;
        regular Review first aid facilities;
 
The monitoring, measurement and registration requirements are determined regularly via:
*      Review of ohs legislative compliance:
Ø Monitoring and review of OHS legislative compliance occurs via: quarterly review of the OHS risk and legal compliance register, followed by twice yearly submission of compliance reports to the Audit & Risk Management office;
Ø Regular review of regulatory websites by OH&S staff;
 
*      OHS meetings
OHS management system, including:
Ø OHS performance indicators;
Ø OHS policy documentation;
Ø OH&S planning documentation
Ø OHS risk and legal compliance register;
Ø Results of audits;
Ø Management reviews.
 
*      Internal & external reviews:
Ø Twice yearly compliance reports to the Audit & Risk Management office;
Ø Quality reviews;
Ø Compliance audits;
Ø Fortnightly OH&S staff meetings;
Ø OH&S planning meetings;
 
  1. The pert chart for identify and explain the success of your new OHS Management System.
 
 
 
The Pert Chart

regular review accident/incident reports

 


 
regular inspections
                                                       8 days
                   

 Start
 7 days     

monthly testing to identify hazards in system
                                                                                 15 days

regular discuss OHS issues
regular meetings for OHS committees
               10 days                         12 days

 


 

30 days 
 


 

correct and implement plan
regular risk assessment
                                                                                             20 days

 
                          14 days

Finish
                                                                    15 days

3.2 Evaluation for OHS system
a. The purpose of evaluation is to determine the effectiveness of the OHS program as well as to observe the actual effects in terms of reduced work place risk and improved work practices. Its examining the entire OHS program, including the policy, all the procedures and what is happening in reality at the workplace, to ensure the optimum program to both secure and promote occupation health and safety.
 
the function for evaluation isan assessment should be made of how effective the organisation is in monitoring and reviewing the OHS system. The organisation needs to schedule regular opportunities to revisit the entire OHS Management System. When control measures fail to work as expected or incidents occur, there must be a check made to determine whether the process was followed correctly or whether the actual process itself is inadequate. Verification could be achieved by a complete system internal audit or audits of parts of the system at more frequent intervals. Management meeds to be asked the procedures for review, the measures and targets set and what has been done as a result.
 
b. Measurement and Evaluation of the OHS Management System can include:
1.Inspection of plant eg. Pressure vessels, to conform to regulatory requirements.
2. Workplace Safety Inspections to ensure that specific site safety rules are followed.
3. Environmental monitoring – measuring vapors and dusts
4. Personal testing – health surveillance biological testing, hearing tests).
5. OHS Management System audits to evaluate the efficient implementation of the system within the workplace.
6. OHS Management System audits to evaluate the efficient implementation of the system within the workplace.
7. Review of records – injury and workers compensation reports.
8. Consultation – talk to you your employees on a regular basis to review measures put into place to manage health and safety
9. Review performance indicators – review employee and sub contractor roles and responsibilities.
 
 
Evaluation Sheet

 Item
What to look for
 Conforms
   Yes/no
Comments
Management responsibility and staffing
Is an effective contractor management system in place, and does it ensure proper risk management in relation to work done by contractors?
 
 
Accountability for health and safety
Is the OHSMS regularly reviewed by senior management to check its adequacy and effectiveness?
 
 
Inspecting the workplace
Are risk assessment and control records kept and, if so , have they been appropriately followed up and monitored?
 
 
Training and competence
Are checks made to ensure employees’ competence to carry out their task safely?
 
 
Cultivating safe attitudes, behaviour and practice
Does the organisation provide positive recognition for good practice?
 
 
Risk management
Does the organisation established and maintained documented procedures to identify hazards and ensure OHS risks are controlled?
 
 
Safety and health research
Is useful information being obtained from employers’ associations, insurance companies, OHS authorities, government departments or other sources?
 
 
Emergency planning and fire safety
Does the organisation have an emergency control plan in place?
 
 
Health and safety information, accident records and analysis
Are risk assessment and control records kept?
Is a register of injuries kept in an appropriate form?
 
 

 
3.3 Questionnaire for OHS system
The questionnaire may be used for a tool for monitoring and evaluation, it is used to survey an organisation’s OHSMS in order to establish where there may be gaps or areas where performance could be improved. It is a good tool for evaluation and monitoring, without the necessary resources devoted to evaluation, the organisation is committed to “blind acceptance” of the program originally chosen.
 
Questionnaire
 

The information provided in this questionnaire is an accurate summary of the
company’s occupational health and safety management system.
 
Company Name:_______________________________________________
Position:____________________                Name:____________________
Signed:_____________________                Date:_____________________
Contract Number:_____________
                                            Questions
YES
NO
 
 
OHS Policy and Management
 
1. Is there a written company health and safety policy?
 
 
2. Are health and safety responsibilities clearly  identified for all levels of staff?
 
 
3. Does the company have an OHS Management System certified by a recognised independent authority?
 
 
 
 
 
Safe Work Practices and Procedures
 
1.Has the company prepared safe operating procedures or specific safety instructions relevant to its operations?
 
 
2. Are there procedures for storing and handling hazardous substances?
 
 
3. Are there procedures for identifying, assessing and controlling risks associated with manual handling?
 
 
4. Is there a documented incident investigation procedure?
 
 
 
 
OHS Training
1. Is health and safety training conducted in   your company?
 
 
2. Is a record maintained of all training and induction programs undertaken for employees in your company
 
 
 
 
 
Health and Safety Workplace Inspection
1.Are regular health and safety inspections at worksites undertaken and documented?
 
 
2. Are standard workplace inspection checklists used to conduct health and safety inspections?
 
 
3. Is there a procedure by which employees can report hazards at workplaces?
 
 
 
 
Health and Safety Consultation
1.Is there a workplace health and safety committee?
 
 
2. Are employees involved in decision making over OHS matters?
 
 
3. Are there employee elected health and safety representatives?
 
 
4. Is there a suitably qualified person(s) engaged to provide advice in relation to the OHS of employees?
 
 
 
 
OHS Performance Monitoring
1. Is there a system for recording analysing and improving
health and safety performance?
 
 
2. Are employees regularly provided with information on company health and safety performance?
 
 
3. Has the company ever been convicted of an
occupational health and safety offence?
 
 

 
Responsible Officer:      OHS Officer                                               Date:       07/08/2010
 
Authorised By:   OHS Officer                                 
 
 
  1. Describe in detail how you would report the progress back to the CEO.
CEO Lead the development of best practice health and safety management through the integration of OHS into Institute management structure, processes and culture and the regular monitoring and review of OHS performance.
 
  1. Development of a OHS Operational plans is one key way that senior managers provide leadership and commitment. This plan:
Is endorsed by the CEO;
Covers a period from one to three years;
Includes key objectives to improve our OHS and business performance that reflects the priority and relevance of current OHS issues;
 Identifies one or more strategies to achieve each objective and suitable performance indicators for monitoring and evaluation;
Is developed with the input of senior managers, line managers, staff, Local Committees and OHS Coordinators, helping to confirm its relevance and build commitment to it;
 Identifies clear roles and responsibilities for its delivery;
 Includes an implementation strategy covering staff awareness and training;
Has central and local funding to help implement the plan.
 
The CEO has the ultimate responsibility for ensuring OHS plan is efficient and
all legislative requirements as an employer. This includes:
Ø /Fulfilling the duty to protect the health and safety of all employees and other people at or near the workplace;
Ø Providing and maintaining a working environment that is safe for all employees and contractors and without risk to their health;
Ø Providing adequate facilities, including first aid services, at work;
Ø Providing safe access to, and from, the workplace;
Ø Ensuring the health and safety at work of employees over the safe use, handling, storage or transport of plant or substances;
Ø Developing HSMA in consultation with employees and / or their representatives.
 
  1. report to CEO
o   Reports any unsafe and un satisfactory conditions, procedures or operations to the CEO in charge.
o   the manager will always be held accountable for detecting any unsafe or unhealthy conditions or behaviour
o   all problems must be authorised for fixing, or reported to the manager having the authority to fix the problem.
o   Co-ordinate a full annual audit of the OH&S program, and ensure that a status report on the management of OH&S within all operations is submitted to the CEO.
o   Ensure the business complies with OH&S legislation andprovides a safe and healthy workplace.
o   Ensure the organisation’s overall planning incorporates health and safety.
o   Provision adequate human and financialresources to establish and manage Valuation Exchange PtyLtd management systems and programs
o   Monitor performance across the organisation andrecommendation and/or implement corrective action as required.
o   Audit reports, accident investigation reports, financial reports relating to premiums, costs and claims to CEO.
 Bibliography
 
Cole, Kris, Management – The Theory and Practice, 3rd ed., pearson Education Australia, Sydney, 2005
OHS Authority, SHARE Responsibilities for Health and Safety in the workplace, 1993
Taylor, G., Easter, k. and Hegney, R. Enhancing Safety – A Workplace Guide 1. 3rd ed., westone, perth, 2001
 
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