“How to Make Safety

Work in Your Company”

The Webinar will begin at

2:00 p.m. Eastern Time (USA)

(11 a.m. Pacific/1 p.m. Central)

worldwide.erau.edu/newsroom/free-webinars.html

A few session pointers

• We will use the text chat for questions• You can interact with icons• You control the size of your screen• Emails will be provided at the end• A link to the recording will be emailed to you

Today’s Agenda

• Introductions• Presentation by Dr. Mark Friend• Questions and Answers• ERAU Safety-related degrees• Upcoming Webinars

Dr. Mark Friend, CSP

• Professor of Doctoral Studies, ERAU• Certified Safety Professional (CSP)• Former member of the Board of Certified

Safety Professionals• Author of top-selling safety text,

“Fundamentals of Occupational Safety and Health”

• Consultant, speaker, expert witness• Based in Daytona Beach, Florida

How to Make Safety Work in Your Companyby

Dr. Mark A. Friend, CSPEmbry-Riddle Aeronautical University

Aviation or General Industry

What do you think?

Employees always do the rational thing

Management is ultimately responsible for all accidents and incidents

Good safety = good management

Good management = good safety

Achieving zero accidents is not a goal of safety; achieving an acceptable level of risk is

Ideas are a dime a dozen

Anytime there’s an accident

Whose fault is it?a) The workerb) The fellow workerc) The operational systems we now have in placed) All the abovee) None of the above

Hint: When in doubt, choose “c)”.

And who will OSHA blame?And the courts?

And the newspapers?

And who is in charge of “the system”?

Top

Management

Step 1: Convince Management—TopManagement MUST Take Charge!

How do you make the case?• Compare safety & health objectives to overall objectives of

the enterprise. Look for matches to make your case

• Review accident reports, workers’ comp records, OSHA forms

• Consider past costs and potential costs (to be discussed later). Make your case on $$$ Look at:

– Downtime Administrative $ Lost Production

– Medical $ Workers Comp $ Damaged Equip

Step 2: Top Management Must Establish an S&H Policy

1. Assume top management now has and will have total responsibility for safety. The buck stops at the top of the chain of command

2. Management will establish a policy of expected S&H behaviors & never waiver from the policy

3. Policy is available, communicated, dated, signed, & endorsed by top management!

The S&H Policy Will:

a) Encourage continual improvement of health and safety

b) Seek effective employee participation

c) Close the loop!

d) Provide financial & human resources to plan, implement, operate, check, correct, and review the system

e) Define roles, assign responsibilities, establish accountability, and delegate authority

f) Integrate the S&H system into the rest of the business operations

Step 3: Perform a Gap Analysis

Review all relevant management systems including :

• purchasing

• engineering

• qualifications

• quality

• recognition & reward systems

Gap Analysis (con’t)

Also:

• Hazards & risks faced by the company

• Resources now applied to the problems

• Current assessments now occurring

• Current problems that need to be addressed

• Look for vulnerabilities!

Step 4: Assess & Prioritize the Issues

• Note that: probability times consequence = risk• ID contributing factors and system deficiencies leading

to hazards and risks• Estimate the probabilities of hazards with high or

medium consequences• Calculate the risk for each. Look for opportunities for:

– System improvements– Compliance with regulations, standards, & policy– Eliminating adverse business consequences or taking

advantage of opportunities

• (Always remember: An educated guess is better than a wild guess!)

Step 5: Establish Plan Based on Risk-Reduction Opportunities

• Link plan objectives to corporate objectives

• Link plan objectives to timetables, personal responsibilities, and accountabilities

• Assign resources

– Goal is to find and fix the issues—starting with those with highest risk

– Focus on improvements that will eliminate or control risks in a sustained and ongoing manner

Step 6: Implement Plans

• Periodically review the plan and progress toward achievement (at least quarterly)

• Adjust performance accordingly

• As time goes on, you will review the objectives and progress; change and upgrade as needed

Step 7: Monitor, Measure, & Assess

• Inspections & testing

• Exposure assessments

• Injury/illness/incident tracking

• Employee input

• Occupational health assessments

(Look for leading indicators and target them)

Step 8: Implement an Incident Investigation Plan

• Look for yardsticks that permit you to eliminate hazards before they occur

• Determine what you will be investigating…Look for indicators of larger problems

• Look at incidents that don’t lead to immediate costs and try to correct before they do

Step 9: Periodically Audit the System

• Audits are system-oriented as opposed to compliance-oriented (inspections)

• Do you have the system(s) in place so that the system-safety machinery will operate as it is supposed to?

• Check to see if the following are now true…– Management now has total responsibility for safety– Management has established a policy of expected

S&H behaviors & never waivers from the policy– Management implements, maintains, & monitors the

H&S system

Are the following now true (con’t)?

– Management provides financial & human resources to plan, implement, operate, check, correct, and review the system

– Management defines roles, assigns responsibilities, establishes accountability, delegates authority to implement and continually improve the system

– Management Integrates the system into the rest of the business operations and assures employees maintain their roles

– Management provides initial and ongoing reviews

Step 10: Take Corrective and Preventive Actions

• Correct the system deficiencies discovered in the audit and in other control measures

• Assure control of identified hazards

• Continually work to improve the system

Levels of Implementation

1. It is just an idea…a good idea

2. Program is documented, approved, resourced and in the process of implementation

3. Program is functioning and results are being measured

4. Program is sustained and supported by an ongoing improvement process through the feedback loop

Looking for more guidance? Try ANSI Z10

or FAA Safety Management Systems Final Rule

• Some information contained in this presentation was based on ANSI Z10 and was used with permission of AIHA.

• Photos used by permission and retrieved from:– safetyrisk.com.au

– http://media.ebaumsworld.com

– www.Compliancesolution.com

Embry-Riddle Can Help

• PhD in Aviation with Aviation Safety Specialization

• MS in Occupational Safety Management—completely online

• Undergraduate program in safety about to go live

• Undergraduate programs in aviation with a strong safety emphasis

• Visit us at www.erau.edu

Questions?

• What time is it?• Can we take a break yet?• Are you hungry, too?• What are you doing this weekend?• What did you think of that presentation?• Is it this session or is it just me who gets sleepy at

this time every day?• Did you understand what he was talking about?• What does he mean, “Ideas are a dime a dozen?”

Additional safety-related options

B.S. Engineering TechnologyAviation Safety ConcentrationHelicopter Operations and Safety ConcentrationOccupational Safety and Health Concentration

B.S. Technical ManagementOccupational Safety and Health Major

Master of Aeronautical ScienceAviation/Aerospace Safety Systems Specialization

Upcoming Webinars:

• May 12 Unmanned Aerospace Systems (UAS)• June 9 Interviewing to Get the Job

worldwide.erau.edu/newsroom/free-webinars.html

Todays Presentation: Dr. Mark Friend

Mark.Friend@erau.edu~~~

For questions about the webinar series: Bill Gibbs, Webinar Series Coordinator

bill.gibbs@erau.edu