Occupational Safety and Health and Safety Management

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Introduction

It has been suggested that any well designed safety program or system is only as effective as the day-to-day ability of everyone in the organisation to rigorously follow procedures correctly and safely every time
This paper seeks to highlight the critical components of an OHSMS and demonstrate also how a well-designed OHSMS will address the day-to-day abilities of organisations personnel to follow safety procedures every day.
Modern employments factors such as transient work forces and cultural diversity have been shown to impact on the abilities of a workforce to comply with procedures. This paper will address these issues and demonstrate how effective OHSMS will assist in identifying lapses in compliance.
Occupational Health and Safety Management Systems, for example those constructed in line with AS/NZS4804:2001 – Occupational health and safety management systems, utilise a continual improvement model. At every level through planning, implementation, monitor and review, processes are in place to ensure that deficiencies in the ability to comply with procedures are identified and changes applied where necessary.
Operational discipline is evident in organisations with a positive safety culture. It will be discussed how process safety may be enhanced by effectively introducing a program of operational discipline.
Operational Discipline

The ability of personnel to follow procedures and complete tasks correctly each time they carry them out describes what is commonly known as operational discipline. Operational discipline has been defined by DuPont, regarded globally as a leader in behavioral safety systems, as “the deeply rooted dedication and commitment of each member of the organisation to carry out each task the right way each time.” (Hopkins, 2009, p. 135)

Operational discipline differs from legislative requirements and prescribed duties of care laid down in the OSH Act and Regulations, which may be defined as the obligation to



References: Harrington, K. H., Thomas, H. W. and Kadri, S. (2009), Using measured performance as a process safety leading indicator. Proc. Safety Prog., 28: 195–199. doi: 10.1002/prs.10301 Hopkins, A Klein, J. A. and Vaughen, B. K. (2008), A revised program for operational discipline. Proc. Safety Prog., 27: 58–65. doi: 10.1002/prs.10216 Klein, J Pardy, Wayne; Andrews, Terri (2009). Integrated Management Systems : Leading Strategies and Solutions. Retrieved from http://www.eblib.com. Boyrs. D; Cowley S; Tepe S; Morrell, A; Macdonald, W;. (2013). Systems. In The Core Body of Knowledge for Generalist OHS Professionals. Tulleramarine: Safety Institute of Australia. Safety management systems. (2001). Aircraft Engineering and Aerospace Technology, 73(5), 495. Retrieved from http://ezproxy.ecu.edu.au/login?url=http://search.proquest.com/docview/213783910?accountid=10675 Stallbaum, S Taylor, G., Easter, K., & Hegney, R. (2003). Enhancing Safety A Workplace Guide Forth Edition. Perth: WestOne. Waller, K. (2012). Skilled Migration Survey. Retrieved 2013 20-August from KPMG: http://www.kpmg.com/AU/en/IssuesAndInsights/ArticlesPublications/Migration-Survey/Documents/skilled-migration-survey-2012.pdf Watson, J

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