A Management Systems Approach to Ergonomics Programs. Elise Condie, M.S., CPE Senior Consultant

Transcription

1 A Management Systems Approach to Ergonomics Programs Elise Condie, M.S., CPE Senior Consultant

2 What is OHSAS 18001? An interna)onal standard for occupa)onal health and safety management systems (OHSMS) Helps organiza)ons to: Iden)fy & control health and safety risks Reduce the poten)al for accidents and losses Aid legal compliance Improve overall business performance 2

3 OHSAS It is not: A guaranteed means of ensuring compliance with legisla)on Just a marke)ng exercise Specific in the objec)ves and targets an organiza)on needs to set 3

4 OHSAS The elements of an effec)ve OHSMS Can be integrated with other management systems (ISO 14001, ISO 9001, etc.) Expected to be superseded by ISO in changes have not been finalized yet 4

5 Why Use OHSAS as a Program Framework? Solves problems using the plan, do, check, act quality management cycle Helps achieve consistency across mul)ple loca)ons Provides clear policies and processes for everyone to follow Provides a documented evidence trail for your program 5

6 Accreditation vs. Implementation Not all systems designed to OHSAS need to be accredited You can design cri)cal parts of your system to meet the standard without seeking accredita)on, e.g. your ergonomics program 6

7 Elements of OHSAS Commitment and policy Planning Implementa)on and opera)on Checking Audit Management review 7

8 Commitment and Policy Documented ergonomics policy/ program Execu)ve commitment to providing essen)al program elements: Adequate resources (so`ware, assessments, etc.) Establishing program objec)ves and targets Ensuring ac)ve par)cipa)on by employees Ensuring adequate training and competency 8

9 Gaining executive commitment Outline benefits of program: Control workers compensa)on costs Proac)vely and efficiently address issues Increase worker engagement and produc)vity Reduce waste by systema)cally addressing program inefficiencies 9

10 How Could You Do This? Ergonomics sub- site on your Intranet Include management commitment statement in your ergonomic program Set program objec)ves/targets Feedback data to employees- personal objec)ves and targets Measure program par)cipa)on Use data to determine whether resources are sufficient 10

11 Sample Data - Change in Risk Level January February March April May June July August September October November December

12 Sample Data - Request Turnaround Time Medical Request / HR 2- Constant Discomfort / High Risk 3- Frequent Discomfort / High or Mod Risk

13 Feedback Data to Employees 13

14 Feedback Data to Employees 14

15 Measure Program Participation 15

16 Planning Systema)cally iden)fy ergo specific risks/ hazards, e.g. furniture design Decide what risk you will accept Compliance requirements have been iden)fied Program document describes how this will happen 16

17 How Might You Do This? Rou)ne inspec)ons/ walkthroughs (evidence trail) Ergonomics standards- furniture, equipment Legal requirements register or similar Informa)on included in program document 17

18 Standard Ergonomic Catalog 18

19 Ergonomics Intranet Single source of informa)on Globally accessible Hosts program documenta)on 19

20 Implementation & Operation Clearly defined management responsibili)es Responsibili)es and accountabili)es are clearly communicated Training (including refreshers) is available Specialist advice is available where needed Systema)c consulta)on occurs 20

21 What would this look like? Program and guidance clearly define who does what and who decides what Training and other communica)ons convey relevant program aspects Globally experienced ergonomist provides input to program Employee input is solicited and used 21

22 Ergonomics Intranet Who does what 22

23 Training and Communications Describes what to do/ who does what 23

24 Employee input is solicited Monthly Feedback Survey Results Survey Responses 100% 98% 96% 94% 92% 90% 88% 86% 84% 82% 80% Employees Recommend the OES Employees Expect to Be More Comfortable Employees Will Make Behavior Changes 24

25 Checking Performance is regularly assessed Proac)ve and reac)ve measures are used Ac)on is taken where necessary (evidence needed) Legal compliance is monitored Evidence is retained 25

26 Performance Assessment Change in risk Change in par)cipa)on Effec)veness of evaluators Number of requests Number of program performance issues

27 Audit Scheduled program audits take place Auditors are competent and independent Performed to established criteria Results are communicated as relevant Audit results drive correc)ve ac)ons 27

28 Corrective Action This system element allows you to assign and track improvement ac)vi)es Can use forms, spreadsheets, or so`ware to manage this 28

29 Management Review Scheduled program reviews take place Reviews consider overall program performance Review is forward- looking and proac)ve Seeks input of interested external third par)es (evaluators, training providers, customers, etc.) Iden)fies decisions and ac)ons that will drive con)nuous improvement 29

30 Taking a Management Systems Approach Assess where you are now Make a business case for change Redevelop & re- implement your new system Review your system and prove it is working Monitor and con)nually improve Ensure ac)vi)es generate evidence of comple)on 30

31 Assess Where You Are Now Understand the standard (OHSAS 18001) Iden)fy the gaps in your program Ac)vi)es not occurring (e.g. consulta)on) Performance not mee)ng targets 31

32 Make Your Business Case Know why taking a management systems approach will benefit: Employees Leadership Clients Others 32

33 Continuous Improvement Cycle 33

34 Redevelop and Re-Implement Include missing elements Consider change management aspects when re- launching your program If your program is very complex or geographically dispersed, consider a staged re- launch 34

35 Review Your System Prove your system is working as intended Collect evidence to support this- should form the basis for a management review Consider internal and external expecta)ons (employees, leadership, clients, regulators) when performing this review 35

36 Monitor and Continually Improve Determine the most appropriate monitoring frequency (Weekly? Monthly?) Take ac)on based on the outcome of your review Create an evidence trail to show that ac)ons were completed U)lize local resources to help you monitor 36

37 Tips For Implementation Get senior management commitment Ensure internal communica)ons are effec)ve Con)nually review your program structure and approach against OHSAS requirements Seek and ac)on internal/ external feedback 37

38 Tips For Implementation (cont d) Establish an implementa)on team Leadership/ authority Stakeholder representa)on Map out and share program launch and implementa)on roles, responsibili)es, and )meframes Responsibili)es may vary (global vs local) Get staff involved in training and incen)ves 38

39 Tips For Implementation (cont d) Share program knowledge and train staff as program auditors Regularly and cri)cally review and improve your system 39

40 What s Next? Consider gradually conver)ng all EH&S programs to an OHSAS format a`er your first success Some processes can be leveraged for more than one program Consider genng your system formally accredited to the Standard if there is a business case for it 40

41 Questions? Elise Condie, M.S., CPE Senior Consultant