INTEGRATED SAFETY MANAGEMENT SYSTEMS
Question 1:
The Shewhart cycle also known as Deming model and the plan-do-check-act (PDCA) cycle. It is a continuous quality improvement model that is comprised of a logical sequence of the four monotonous steps to make continuous improvement and for learning. The model is considered a continuous feedback loop because it helps to identify and change the components of the process in order to reduce variation. The main aim of the cycle is to plan to do something, checking to evaluate the meeting of all requirements, and rectification of process to get desired results (Ledlow & Coppola, 2013). The four repetitive steps provide a notion of the continuous feedback loop as plan involves the designing of business processes to improve outputs. In addition, do includes implementation of plans and measurement of performance and act involves decision on making changes required to improve the process. In turn, objectives of continuous improvement, implementation of new projects and process traits are obtained. In other words, one step’s output/feedback is used in next step and ultimately the goal of continuous improvement is achieved (Caraiani, 2015).
Appropriateness of Plan-Do-Check—Act Model
The PDCL model is appropriate for describing ESH management systems. It is due to the fact that performance improvement team (PIT) is made in the health companies to cover the certain issues and problems are solved by using the PDCL cycle. The PIT focuses on the issues related to quality improvement to decrease the unimportant tasks and processes and to improve quality of care (Caraiani, 2015). The model is appropriate in describing the ESH management system because the system is based on the continuous feedback loop. In planning phase objectives and targets are set related to ESH by evaluating the risks and their impacts along with legal requirements, organizational structure and contingency planning. In turn, the information or feedback is used to implement operations and for this resources are managed including infrastructure and environment, human resources with appropriate QHSE competencies, documentation and record and documentation and control and management of records. Moreover, appropriate communication tools are selected along with supplier management to provide necessary material to achieve HSE goals. Accordingly, the information is used to check or for performance measurement related to HSE. In relation to HSE, product inspections are made and other tools like OHS inspections, checklists, and design reviews are used with the compliance evaluation to meet legal requirements. In addition, internal audits are made and information is used to act. It means to make improvements on the basis of performance measurement or gaps identified in ESH system (Pardy & Andrews, 2009).
References
Caraiani, C. (2015). Green Accounting Initiatives and Strategies for Sustainable Development. USA: IGI Global.
Ledlow, G. J. R., & Coppola, M. N. (2013). Leadership for health professionals. USA: Jones & Bartlett Learning.
Pardy, W., & Andrews, T. (2009). Integrated Management Systems: Leading Strategies and Solutions. USA: Government Institutes.
Questions 2:
Integrated Management System
The integrated management systems refers to the integration of the different functions into a coherent Integrated Management System (IMS). It is the management of a system’s functions under the control of a single aspect. The integration is developed in a way that pursues to increase the joint benefits from the individual functions. It identifies that the key objective of the integration management is to manage the resources effectively as it is a framework used for the coordinated control. It is considered as direction of all activities of human resource in well-defined environmental, safety and health system to get and balance of widest range of not only short-term but also long-term objectives (Jorgensen et l., 2005).
The meaning of the integration is to form a whole or incorporating the functions into a larger unit. It involves two concept, such as integration of same functions and incorporating the dissimilar functions (Pearson, 2011). The concept of IMS can be understood by the example of integration of quality management system. The integration of TQM involves the integration of TQM with the research and development (R & D) functions, databases, and performance measurement. The benefits of IMS include reduction in repetition, paper work and costs. In addition, it leads to reduction in risks and enhancement of profits along with improvement in communication (Bugdol & Jedynak, 2015).
References
Bundschuh, J. (2010). Introduction to the numerical modeling of groundwater and geothermal systems: fundamentals of mass, energy and solute transport in poroelastic rocks. USA: CRC Press.
Jorgensen, S. E., Loffler, H., Rast, W., & Straskraba, M. (2005). Lake and reservoir management (Vol. 54). USA: Elsevier.
Pearson, R. (2011). Electronic Security Systems: A Manager's Guide to Evaluating and Selecting System Solutions. USA: Butterworth-Heinemann.
Question 3:
Planning
Planning is key for the companies to be effective and to make improvements. Development and implementation of objectives enable an organization to have clear picture of quality and EHS improvements regarding the risks identified by its operations. It is done by developing the realistic, measureable and reliable objectives with the help of thorough evaluation of the quality standards and ESH gaps. Legal and other requirements when taken into consideration by the management, they provide a direction of improvement that are required to make. The legal and other requirements are identified by the stakeholders of the company and customers. The customers and stakeholders are the main source of identification of quality gaps and ESH improvements. The risks, results of past performance in relation to quality and ESH standards, and reviews made by the management regarding system lead to clear picture of quality and ESH improvements. Moreover, the management set the objectives and targets at appropriate functional levels and changes them as per requirements on the basis of past performance. In turn, development and implementation of objectives and targets related to environmental factors and their impacts important for the sustainable image contribute to clear picture of quality and EHS improvements regarding the risks identified by its operations (Pardy & Andrews, 2009).
References
Pardy, W., & Andrews, T. (2009). Integrated Management Systems: Leading Strategies and Solutions. USA: Government Institutes.
Question 4:
Quality Contractors
Construction Hazardous
Four key construction hazards include falls (e.g. falling from building), struck-by (e.g. struck by flying), caught-in/between (e.g. trench or being caught in equipment) and electrocutions (e.g. ineffective grounding) (Stromme, 2007). These hazard are required to be handled to ensure safety of employees.
Responsibility for Contractor Safety
It is the responsibility of the company to provide safety assurance to the contractor under beyond compliance management system approach. For instance, the contractors working on height (e.g. 15 to 30 ft.) should be provided with the individual fall arrest system, positioning device, and necessary equipment as part of the OSHA standards (The American Society of Safety Engineers, 2016).
References
Bundschuh, J. (2010). Introduction to the numerical modeling of groundwater and geothermal systems: fundamentals of mass, energy and solute transport in poroelastic rocks. USA: CRC Press.
Stromme, M.H. (2007). OSHA's Big Four. Retrieved from: https://ohsonline.com/Articles/2007/06/OSHAs-Big-Four.aspx
The American Society of Safety Engineers. (2016). Worker Protection: Moving Beyond Basic OSHA Compliance. Retrieved from: http://www.asse.org/standards/a10/beyond-compliance/
