Introduction

A "system" may be thought of as an orderly arrangement of interdependent activities and related procedures which implement and facilitate the performance of a major activity within an organization. (American Society of Safety Engineers, Dictionary of Terms)

Take a look at Syssie, the cow. Syssie is a system, right? You can tell she's a cow, so she has "structure." She needs food, air, water, a suitable environment, tender loving care, and other "inputs" to function properly. We know she has respiratory, digestion, circulation, and many other "processes" inside. Finally, she produces outputs like milk, waste products, and behavior.

Just like Syssie, all organizational systems are composed of the same four basic components:

1. S tructure
2. I Inputs
3. P Processes
4. O Outputs

All safety management systems have structure

The structure of an SMS can take many forms. We'll discuss a simple structure that includes four basic positions; safety manager, safety engineer, human resources coordinator, and the safety committee. Actually, there's really no one-fits-all structure. In a small company, one person may fulfill duties in each of the four positions. In larger companies, each position may be filled by an individual.

Where does safety fit in the organization?

It's important to understand where the safety function "fits" in an organization. Some organizations make the "mistake" of thinking safety is primarily a human resource function: It's not. Although HR is an important part of the SMS, it's not the center or hub of the system. Safety is a primary function of operations: It relates directly to the quality of the production/service process within the organization. Therefore, the system usually works best when the safety manager reports to the top operational decision-maker. With this in mind, let's discuss each of these positions.

Safety Manager (SM) The safety manager has overall responsibility for the SMS, but primarily focuses on the physical safety and health of employees through the use of administrative controls to limit exposure to hazards. This position most effectively reports to the head of operations. In larger companies, the safety manager is usually the in-house subject matter expert on mandated OSHA programs. Also, this person will be the primary consultant to the employer on safety-related matters. He or she will also help the safety committee as a consultant. It's usually best if the safety manager is a consultant to, but not a member of, the safety committee. When the safety manager is also a safety committee member, he or she usually winds up filling the chairperson position, and does "all the work." Typical programs and duties of the SM include:

Programs

• Safety Training Program
• Incident/Accident Analysis Program
• All mandated OSHA programs - confined space, hazard communications, etc.
• Job Hazard Analysis

Duties

• Manages all areas of the SMS
• Conducts inspections and audits
• Ensures compliance with all mandated OSHA programs
• Consults with the Safety committee, safety engineer, and human resources coordinator
• Conducts research, analysis and evaluation to improve the SMS

Safety Engineer (SE) The first question to ask when a hazard is identified in the workplace is, "How can we engineer the hazard out"? The safety engineer usually works in the maintenance or engineering department and is interested in using engineering controls to eliminate or reduce hazards. Consequently, needs additional training in "engineering" topics such as machine guarding, electrical safety and lockout/tagout (See other OSHA Workshops and OSHA Training Institute Region X for more course info). Examples of programs and duties the safety engineer may be responsible for include:

Programs

• Lockout/Tagout
• Electrical Safety
• Walking-Working Surfaces
• Machine Guarding

Duties

• Conducts inspections and audits
• Ensures safety consideration in purchase of tools, equipment, machinery
• Consults with the Safety manager and committee
• Conducts research, analysis and evaluation to improve safety in the workplace

Human Resource Coordinator (HR) This position is primarily interested in the quality of programs that affect the psychological health of employees. Depending on what works best, this person may or may not be a member of the safety committee. Safety- and health-related human resource programs may include:

Programs

• Employee Assistance Program (EAP)
• Drug Free Workplace (DFW)
• Early-Return-To-Work (ERTW - Light Duty)
• Workplace Violence Prevention Program (WVPP)
• Incentives and Recognition Program
• Claims management
• Accountability Program
• New employee orientation

Duties

• Conducts audits of safety- and health-related HR programs
• Designs and implements incentive and recognition programs
• Maintains safety and health records
• Conducts disciplinary actions
• Conducts training on HR-related programs
• Consults with the safety committee on HR-related issues

Safety Committee (SC) In some states employers are required to have a safety committee. Even when safety committees are not required, it's smart business to have one. This in-house consultant team acts as the "eyes and ears," for the SM by collecting data. The committee helps the SM identify, analyze, and evaluate the design and performance of the SMS. The SC provides data to the safety manager, safety engineer and human resource coordinator. The committee usually submits recommendations and reports to the safety manager.  

Programs

• Incident/Accident Analysis Program
• Accountability System
• Safety Inspection Program

Duties

• Conducts safety inspections
• Evaluate the accountability system
• Develop incident and accident procedures
• Ensure effective reporting of concerns
• Observe conditions and behaviors
• Conduct surveys and interviews

All systems require inputs

Syssie requires quality inputs to produce quality outputs. Likewise, the SMS requires quality inputs or safety performance and outcomes will not improve. Inputs to the SMS include:

• Tools
• Equipment
• Materials
• Facilities
• People
• Equipment
• Money
• Time

All systems run processes

Just like Syssie the cow, the SMS includes many processes, each with a number of unique set of activities and procedures. Performance evaluation looks at how well these processes are being accomplished.

• Commitment - leading, following, managing, planning, funding
• Accountability – role, responsibility, discipline
• Involvement - safety committees, suggestions, recognizing/rewarding
• Identification - inspections, observation, surveys, interviews
• Analysis – incidents, accidents, tasks, programs, system
• Controls - engineering, management, PPE, interim measures, maintenance
• Education - orientation, instruction, training, personal experience
• Evaluation - judging effectiveness of conditions, behaviors, systems, results
• Improvement - change management, design, implementation

All systems produce outputs

If the system provides quality inputs and effectively performs activities and procedures, the outputs (effects) are likely to be those desired and intended. Remember, quality in likely means quality out. Short-term results are usually specific observable-measurable conditions and behaviors. Long-term outcomes are not so easy to see and effect the entire organization.

• Safe/Unsafe conditions, behaviors - results
• Many/Few incidents and accidents - results
• High/Low accident costs - outcomes
• High/Low productivity, morale, trust - outcomes

What does this principle mean?

Every system is designed perfectly to produce what it produces

If you consider it, every organization has a SMS. You can NOT have a SMS. Any system, whether it's Syssie the cow, or a complex SMS, can fall apart if it's not designed well. It produces only what it's designed to produce. It cannot NOT produce anything else. If our SMS results in low rates of compliance and high accident rates, it's because the SMS is designed to produce those outputs.

Now, remember, we're not saying the employer actually "intends" to design a flawed SMS. We're saying that, whether formally designed or not, the SMS exists. If not designed carefully, it's likely to fall apart.

Last Words

Well, that's a lot of information. It's critical to understand these basic concepts before moving on to discuss the analysis and evaluation process. Now it's time to take the review quiz below.

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