Using the Plan-Do-Check-Act (PDCA) model that we discussed in Units I, II, and III, you will develop a safety and health implementation plan. The plan will be developed in phases in Units IV, V, and V

MOS 5525, Integrated Safety Management Systems 1 Cou rse Learning Outcomes for Unit II Upon completion of this unit, students should be able to: 1. Summarize the basic tenets of safety management systems. 1.1 Discuss how a company benefits from implementing a safety management system (SMS) and safety programs. 1.2 Explore how an organization can implement a n SMS and its process es. 4. Discuss system s safety program strategies. 4.1 Explain the implementation strategy for a n SMS within an organization. Course/Unit Learning Outcomes Learning Activity 1.1 Unit Lesson Chapter 7 Chapter 14 Safety management system (SMS) implementation guide Unit II PowerPoint P resentation 1.2 Unit Lesson Chapter 7 Chapter 14 Safety management system (SMS) implementation guide Unit II PowerPoint P resentation 4 Unit Lesson Chapter 14 4.1 Unit Lesson Chapter 7 Chapter 14 Safety management system (SMS) implementation guide Unit II PowerPoint P resentation Reading Assignment Chapter 7: Safety Leadership and Organization – Part 1, pp. 97 –102 Chapter 14 : Safety Management System Implementation Strategy In order to access the following resource, click the link below. The Federal Aviation Administration (FAA) has developed a document that provide s guidance to aviation service organizations as an implementation guide for safety management system (SMS) in their field of cognizance . Th is SMS implementation guide i s a resource example on how one agency uses SMS to assist you when completing the unit assignment. Please read pages 1–22 only . Federal Aviation Administration. (2010). Safety management system (SMS) implementation guide . Retrieved from https://www.faa.gov/about/initiatives/sms/specifics_by_aviation_industry_type/air_operators/media/s ms_implementation_guide.pdf UNIT II STUDY GUIDE Implementing a Safety Management System MOS 5525, Integrated Safety Management Systems 2 UNIT x STUDY GUIDE Title Unit Lesson Introduction In Unit I, you were introduced to the systems approach to safety management. We discussed the differences between systems and programs, the Plan -Do -Check -Act (PDCA) model for continuous improvement, and the benefits of implementing a safety man agement system. We a lso reviewed existing safety management systems and performed a comparative analysis of the International Labor Organization (ILO) guidelines for safety and health management systems with the proposed Occupational Safety and Health Admi nistration (OSHA) guidelines for safety and health management programs. This unit provides information that will prepare you to successfully implement a safety management system in your organization. Our primary focus in this lesson will be the processes a nd components within the system. The Safety Management System Implementation Strategy In Chapter 14 , the author present s the safety management system as a cycle that entails processes for initial planning (P) and implementation of the management system (D), assessing the management system’s performance (C), and taking appropriate corrective actions based on the findings of the assessment (A) (McKinnon, 2017). This structure reflects the process approach to the PDCA model (discussed in Unit I) and is suggested as a good model to follow when implementing a structured safety management system. The terminology used in various sa fety management system models may differ, but the processes and workflow are usually similar. Let us take a closer look at each of the components and the activities required within each component in terms of the PDCA methodology. To be effective and to im prove, all organizations must plan and prioritize (Pardy & Andrews, 2010). T he primary objective of the planning (P) process is to set defined mandates and performance expectations for the management system. All levels of management should be involved in planning, organizing, and implement ing the components of the safety management system. However, for a safety management system to be accepted and successful, it will need the commitment and endorsement of the workers. Therefore, it is critical to involve th e workers during the initial stages of the planning process. The planning process serves as the foundation for all the other aspects for the development of the management system. When implementing a safety management system, the organization must first clarify and establish its safety and health philosophy, beliefs, vision, and mission. A safety management system should leave no doubt in the mind of employees that management is con cerned about their safety in the workplace. After all, employees want to go home safe , and employers should want to send them home safe. McKinnon (2017) purports “o ne of the first (planning ) stages in the implementation of a safety management system is a f irm commitment from top management to implement and support the safety initiative ” (p. 194 ). The development and promotion of a written safety policy is one way to demonstrate management’s attitude toward the safety of its employees. The policy should outl ine the organization’s aims and o bjectives for its safety management system and should designate the authority and responsibilities for achieving them . One of the most vital aspects of any management system is the development of a strategic plan. The plan should clearly identify items to be completed, the person(s) responsible for completing the item(s), and the timeframe for completion (McKinnon, 2017). However, before an organization can successfully implement a safety management system, it must have som e basis for determining its status. After all, how will a company know where it needs to go if it does not know where it begins? A baseline audit, known as a gap analysis, is generally conducted during the initial planning phase to determine which componen ts and elements of the safety management system are currently in place and which components and elements are needed to meet the implementation requirements. Once the gap analysis is complete and documented, the findings serve as a basis for the safety mana gement system implementatio n plan. Standards and guidelines are essential to the implementation of a safety management system because they serve as a framework and provide organizations with an effective tool for the continual improvement of their occupational safety and health performance. Unlike operational sectors such as quality (ISO 9001) and environmental (ISO 14001), there is currently no universally recognized International Organization Standard (ISO) certifiable standard for occupational safety and health. In the absence of an ISO s tandard, the Occupational Health and Safety Assessment Series (OHSAS) 18001 is deemed the premier management system standard for occupational health and safety management (Pardy & Andrews, 2010). However, there is MOS 5525, Integrated Safety Management Systems 3 UNIT x STUDY GUIDE Title no one standard that is best for all organ izations. Therefore, the findings of the gap analysis should be used to determine the standard that aligns best with the needs of the organization. Most safety and health management systems have core elements that are interrelated and necessary for the system to operate efficiently and effectively (OSHA, 2015). One of the core elements is employee education and awareness training. The successful implementation of the safety management system will require the organization to educate both managers and employ ees on the safety system requirements, including the organization’s safety philosophy, policy, and safety action plan. Likewise, employees will need training on the hazards to which they may be exposed in the workplace. W e will elaborate more on training i n Unit IV. Inherent to any safety management system is the expectation that hazards and risks to workers’ safety and health be identified and assessed. The risks within the organization will indicate the type of controls that need to be implemented (McKinnon, 2017). Control measures include actions that can be taken to reduce the potential for exposure to hazards. For example, the installation of guarding on machinery to eliminate the potential for contact wit h moving parts. When we look at control measures , we often refer to the hierarchy of controls , which provides a systematic approach to risk management. Using the hierarchy of controls, the control methods that will be the most effective in reducing the ris k of injury or illness can be determined. When risks cannot be eliminated, they should be minimized to the lowest level that is reasonably practical. Once control measures have been implemented, they must be monitored because sometimes these controls remov e previous hazards but create new ones! The proper evaluation of all risks is a key aspect of an effective safety management system. We will elaborate more on hazard identification and assessment in Unit V. In the PDCA model, the third step involves monitoring and measurement to evaluate the extent to which requirements are being met. Likewise, f ollowing the implementation of performance standards, regular inspections should be conducted to monitor progress against the standards (McKinnon, 2017). The main purpose of the inspections is to identify potential and actual hazards before an accident occurs. Many benefits can be derived from conducting workplace inspections. For instance, when employees observe management conducting regular inspections of the workplace, they tend to view the employer as serious about their safety. This helps to build a rapport between management and employees. Furthermore, equipment and facilities do wear out over time. At some point, wear and tear could increase the risk of a n injury occurring. Inspections can detect such exposures before an incident occurs. We will elaborate more on hazard control in Units VI and VII. As with safety inspections, conducting periodic audits is a critical aspect of any management system (Pardy & Andrews , 2010). Auditing the safety management system allows the organization to assess whether the requirements of the standard are met, the effectiveness of the implementation, and the degree of compliance . Also, a udits ensure the co ntinued efficiency and reliability of the system by providing a feedback loop , which enables organizations to reduce risks and enhance overall organizational performance. We will elaborate more on performance measurement in Unit VIII. The final component of the implementati on process involves taking appropriate corrective actions based on the findings of the assessment (A). During this phase, the organization determines how preventive and corrective actions will be managed and what processes exist to ensure the continual imp rovement process. Industrial safety measures (Voltama x, 2016) MOS 5525, Integrated Safety Management Systems 4 UNIT x STUDY GUIDE Title The PDCA cycle starts and ends with management as the final component within the implementation strategy and is a management review of the organization’s progress against the established objectives. Through the management review process, decisions and actions necessary to improve the effectiveness of the organizational controls and the management system are made. The outcome of the management review is used to plan the next PDCA cycle , thus starting the cycle again. Successful implementat ion of a safety management system is not a trip but a journey that is achieved by continuous improvements, audits, feedback and support of the management from top to bottom for a specific but essential goal s, and employee safety . We will elaborate more on continuous improvement in U nit VIII. Summary In our first two unit lessons, we have presented both the systems approach to safety management and the process for implementing an effective safety management system. In your unit assignment, you will have an opportunity to apply the material you have learned. Specifically, you will be developing a PowerPoint presentation on safety management systems. Your job is to convince the management of an organization, who is taking a traditional approach to safety mana gement, to use a systems approach. As a safety practitioner, you will likely one day be employed by an organization that either has a safety management system or needs one, so make the sale! References McKinnon, R. C. (2017). Risk -based, management -led, audit -driven , s afety management systems . Boca Raton, FL: CRC Press. Occupational Safety and Health Administration. (2015). OSHA safety and health program management guidelines . Retrieved from https://www.osha.gov/shpmguidelines/SHPM_guidelines.pdf Pardy, W., & Andrews, T. (20 09 ). Integrated management systems: Leading strategies and solutions . Plymouth, United Kingdom: Government Institutes. Voltamax. (2016). Industrial -1636393_960_720 [Photograph]. Retrieved from https://pixabay.com/en/industrial -security -logistic -1636393/ Suggested Reading In order to access the following resource s, click the link s below . The OSHA Safety and Health Program Management Guideline s is a framework used in industry to guide the implementation of their safety manage ment systems. The OSHA guideline is included as a resource to supplement the unit lesson and for you to use when completing the unit assignment. You are encouraged to read pages 23 –44. Occupational Safety and Health Administration. (2015). OSHA safety and health program management guidelines . Retrieved from https://www.osha.gov/shpmguidelines/SHPM_guidelines.pdf This PowerPoint presentation video is suggested to help you create an effective Power Point presentation. You are encouraged to review it before preparing your slides. Software Spring (Producer). (2017). PowerPoint presentation design tips - How to design PowerPoint presentation [Video file ]. Retrieved from https://www.youtube.com/watch?v=9EDiyqP5UCU There is no voice audio for this video, just music and text on screen; however, click here to view a summary of the presentation text displayed on the screen. MOS 5525, Integrated Safety Management Systems 5 UNIT x STUDY GUIDE Title Learning Activities (Nong raded) Nong raded learning activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information. The purpose of this nongraded activity is to allow you an opportunity to practice the g ap analysis assessment technique presented in the unit lesson. Perform a gap analysis of your employer’s current management system based on the OSHA Safety and Health Program Management Guideline s. You may submit your findings to the instructor for feedba ck and further discussion.