Shamil Muhammed’s Post

The Plan-Do-Check-Act (PDCA) cycle is most closely associated with: Management Systems PPE is considered a last resort in the hierarchy of controls Leadership commitment is a key element of a successful safety culture The Primary purpose of Occupational Health & Safety Management System (OHSMS) is "To integrate health and safety into everyday business activities". Purpose of Risk Assessment in HSE is "To evaluate hazards and implement control measures". A risk assessment is a systematic process used to identify potential hazards in the workplace, evaluate the risks associated with them and implement control measures to eliminate or reduce those risks. It ensures that the work environment is safe for employees and complies with the legal and regulatory requirements. By proactively addressing risks, organizations can prevent incidents and maintain a culture of safety. The purpose of Key Control Indicator (KCI) is to track the performance of a specific control activity. KCIs are metrics used to monitor the performance and effectiveness of individual control activities, providing insights into whether controls are operating as intended. In the context of statistics, the term "RISK" is used to denote "The probability of an adverse outcome"

1-the application of PDCA • Plan ○ Identify hazards :Recognize potential risks and hazard in the workplace ○ Assess risks : evaluate the risks associated with these hazards ○ Set objectives : establish OSH objectives and determine necessary resources • Do ○ Implement plans : carry out the action plans developed in the planning phase ○ Training and awareness : ensure employs are trained and aware of the OHS policies and procedures ○ Review data : analyze incident reports, near misses, and other relevant data to identify areas for improvement • Check ○ Monitor and measure : evaluate the performance of the OHS management system against the objectives ○ Internal audits :conduct audits to assess compliance with the iso 45001 standard and internal policies ○ Review data : analyze incident reports, near misses and other relevant data to identify areas for improvement • Act ○ review results: based on the findings from the "check" phase, review and analyze the effectiveness of the OHS management system ○ Continual improvements: make necessary adjustments to policies, procedures, and objectives to enhance performance ○ Management review: ensure to management is involved in reviewing the system and supporting continual improvement

Four Pillars of SMS (Safety Management System). Safety Policy and Objectives:- Establishes the organization’s commitment to safety and defines the roles, responsibilities, and accountabilities for safety management. It sets clear safety objectives and policies that guide actions to improve safety performance. Safety Risk Management (SRM):- Involves identifying hazards, assessing risks, and implementing effective controls to mitigate or eliminate safety risks. This pillar is about proactively managing risks through continuous hazard identification and analysis. Safety Assurance:- Ensures that the safety measures are working effectively. It involves continuous monitoring, audits, performance measurement, and data analysis to ensure that safety objectives are met and that any gaps are identified and corrected. Safety Promotion:- Focuses on creating a positive safety culture within the organization. It involves training, safety communication, and awareness programs to promote safety knowledge, skills, and behaviors among employees to all level..

Here are the benefits of HSE questions in a straightforward format: Enhanced Safety: Helps identify hazards and ensure safety protocols are followed, reducing the risk of accidents. Improved Compliance: Ensures adherence to legal and regulatory requirements, helping avoid fines and legal issues. Risk Identification: Aids in recognizing and assessing potential risks early, allowing for proactive measures. Increased Awareness: Promotes a safety-conscious culture among employees. Effective Training: Improves training programs by addressing common safety concerns and scenarios. Enhanced Communication: Facilitates better discussion about safety issues between employees and management. Continuous Improvement: Supports ongoing enhancement of safety management systems.

🛑LEADING INDICATORS 🛫 💪🧐 These are proactive, preventive measures that indicate how well an organization is managing safety before incidents occur. They focus on activities and systems that reduce the likelihood of accidents and promote a safety culture. 🚨 🚨 Examples of Leading Indicators; - Number of safety training sessions conducted. - Train hours and percentage of employees trained. - Number of Inspections, audits and observations. - Percentage of Inspections and audit findings closed within the specified time. - Number of unsafe acts and conditions identified and corrected. -Number of near-miss reports submitted and acted upon, etc. 🛑 LAGGING INDICATORS Alarm 🚨 ⏰ These are reactive measures that track the outcomes of safety performance, reflecting incidents or failures that have already occurred. They help identify trends and areas for improvement. 🚨🚨 Examples of Lagging Indicators; - Incident Rates. - Total Recordable Incident Rate (TRIR). - Lost Time Injury Frequency Rate (LTIFR). - Number of Injuries or Illnesses: - Number of first-aid cases. - Number of workplace illnesse leave. - Property damage, cost and frequency of damage to equipment, facilities, or materials. - Number of fines or penalties received for safety violations. - Non-compliance rates during regulatory inspections, etc. A robust HSE program uses a balance of both leading and lagging indicators to: - Identify risks early (leading indicators). - Analyze and learn from past performance (lagging indicators). -Develop a continuous improvement cycle. For example, monitoring the number of safety observations (leading) can reduce the number of incidents reported (lagging) over time.

Management System Be it Quality, Environment, OHS, information security, or any other policy, the management system which addresses them has just three parts. 1. Policy management 2. Process management 3. Operation management including support A policy is commitment on behalf of the organisation expressed by the top management. This commitment towards relevant interested parties must be fulfilled and therefore, top management reviews the performance of the policy at regular intervals and if necessary makes the changes to meet new expectations and challenges. This is the continual improvement. Process is not policy but specific to the work or business in the organisation which converts input into output or product and services. Objective of a process is aligned with the policy or commitment and is used to track or monitor so that objectives are achieved as is necessary for the policy. Planning of risk identification and assessment and treatment is a part of process control without which objectives of a process can't be achieved. Processes undergo a PDCA approach or self correctional mechanism to prevent risk from occurrence by "planning" and if risk occurs, it is prevented from reoccurrence by corrective action or process "improvement". Operation is use of a process and system or, operationalize an approved process with objective (an intended outcome) to get an actual outcome or result. A journey of each work order from customer requirement to delivery and installation and after sales service is the operation. This journey takes place on the road or the process which exists already. There is a roadmap or the system which will predict the objectives being met and will show alternative ways in emergency. Support is determination of resources and other facilities and made ready or made available so that these can be used in operation when needed. In the film Sholey ... a. Subhas Ghai is the director of the film, or policy management ( planning and control). b. Salim Javed are story' writer or executives appointed by the director for the process management. c Dharmendra and Hema Malini are some of the actors in operation management. Architecture of requirements of management system in ISO 9001:2015 standard can be visualised as the following Policy management 4.1 understanding vision and strategy 4.2 understanding the needs and expectations of interested parties, 5.1 commitment, 5.2 policy+4.3 scope, 5.3 appointment of executives with responsibility and authority, C 9.3 management review, A 10.3 continual improvement Process management P 6.2.1 Objectives, 6.1 Risk 6.2.2 Risk treatment C 9.1 monitoring of objectives 9.2 monitoring adequacy and conformity of implementation of process in operation, A 10.2 corrective action, P 6.3 planning of changes Operation management covers 8.1 to 8.7 Support from 7.1 to 7.5 regards Krishna Gopal Misra

Safety Incidents: Not Just an HSE Concern—It's Everyone's Duty Manager: "Another incident? What’s going on with your team, HSE manager? I thought preventing these issues was your department’s job!" HSE Manager: "I understand your concern, but safety isn’t solely up to us in HSE. We conduct inspections, provide training, and evaluate risks, but unless everyone follows the procedures, incidents will still occur." Manager: "So, what exactly is the safety team doing if incidents still happen?" HSE Manager: "Safety goes beyond policies. It’s about fostering a workplace culture where everyone, from management down to each worker, takes ownership. When people cut corners, it’s a larger problem than just safety—it’s a leadership issue. We need support from the top to prioritize safety, not just productivity." Manager: "Alright, so how do we fix this?" HSE Manager: Here's my approach: 1. Leadership Commitment: Safety must be a priority that starts with senior leadership. 2. Empowerment of Supervisors: Supervisors need the authority to enforce safety measures on the ground. 3. Cultural Change: Safety shouldn’t rest only on the HSE team; it’s a collective responsibility. 4. Root Cause Analysis: We need to focus on the reasons behind incidents rather than placing blame. 5. Continuous Improvement: Safety is an ongoing effort, not a one-time solution. A Message to Leaders: Shift the focus from blame to leadership. Create a culture where everyone is accountable for safety. Treat safety with the same importance as production.

Safety Incidents: Not Just an HSE Concern—It's Everyone's Duty Manager: "Another incident? What’s going on with your team, HSE manager? I thought preventing these issues was your department’s job!" HSE Manager: "I understand your concern, but safety isn’t solely up to us in HSE. We conduct inspections, provide training, and evaluate risks, but unless everyone follows the procedures, incidents will still occur." Manager: "So, what exactly is the safety team doing if incidents still happen?" HSE Manager: "Safety goes beyond policies. It’s about fostering a workplace culture where everyone, from management down to each worker, takes ownership. When people cut corners, it’s a larger problem than just safety—it’s a leadership issue. We need support from the top to prioritize safety, not just productivity." Manager: "Alright, so how do we fix this?" HSE Manager: Here's my approach: 1. Leadership Commitment: Safety must be a priority that starts with senior leadership. 2. Empowerment of Supervisors: Supervisors need the authority to enforce safety measures on the ground. 3. Cultural Change: Safety shouldn’t rest only on the HSE team; it’s a collective responsibility. 4. Root Cause Analysis: We need to focus on the reasons behind incidents rather than placing blame. 5. Continuous Improvement: Safety is an ongoing effort, not a one-time solution. A Message to Leaders: Shift the focus from blame to leadership. Create a culture where everyone is accountable for safety. Treat safety with the same importance as production.