Thorne Management Systems would like to update our clients on the development of ISO 45001, which is expected to replace OHSAS 18001.

Following publication of the Draft International Standard (DIS) in February 2016, The International Committee met in Toronto from 6-10 June 2016 to discuss over 3,000 comments which had been submitted during the ballot. It was agreed at the closing plenary session to move to publication of a 2nd DIS, which is expected early in 2017. The final standard is now expected in the second half of 2017.

The discussions during the committee meeting centred around minor changes needed to some key ‘Terms and Definitions’ such as the definitions relating to  ‘worker’, ‘participation’ and the definition of hazard. Minor changes were also proposed relating to areas such as ‘Participation and consultation’, ‘awareness’ and ‘the hierarchy of controls’.

What are the proposed next steps?

• An application was submitted to ISO for a 9-month extension of the project, i.e. for it to be completed in June 2017.
• A full PC 283/WG1 meeting will be held in October to produce the text for DIS 2 by January 2017.
• A 2-month ballot on the DIS 2 will take place in February and March 2017.
• Drafting of the FDIS or ISO 45001 international standard will be finalised by June 2017.
• The FDIS will be published by November 2017.

With the advent of ISO 9001:2015 quality management system and ISO 14001:2015 environment system revisions and their introduction of Risk based thinking into these disciplines the need to identify a suitable Hazard Identification and Risk Assessment tool is necessary.

One of the many methods to perform this thinking can be through the use of FMEA methodology. So here are some of the reasons for implementing an FMEA:

It is a logical technique used to identify and eliminate causes of failure (Risks). It uses a sequential and disciplined approach to establish the modes (kinds) of failure and the effects (results) of that failure. It can be used on product, devices (machines, tools, instruments), systems, services and processes. Through these techniques Risks can be established which are ranked in order of their importance.

One of the main objectives of any organisation is to produce a product or service “Right the first time” so to assist with this the FMEA process identifies any inadequacies in the development of the product, service or process. Tests and trials can be limited to a few products. Legal or other compliance details may be added to the mix and of course Continuous improvement is maintained. The FMEA approach is one of Risk mitigation and not correction therefore is proactive and not reactive. A great spinoff of this approach is that it facilitates Team Building as, to reap the benefits, it should to be performed by a “cross functional team”.

FMEA provides the potential for reducing:

• The likelihood of design changes (When Design FMEA is used)
• Maintenance and warranty costs
• The possibility of safety failures
• The possibility of impacts to the environment
• The possibility of extended life or reliability failures
• The likelihood of product liability claims
• The likelihood of customer complaints

Benefits of the application of FMEA include:

• The identifying of potential and known failures and the identifying of the cause and effect of the failure mode (type)
• It identifies the Risk and Opportunity factors so checks positive and negative decisions
• Includes follow-up actions necessary and also provides the necessary documented evidence needed by customers and management systems
• Provides a location for clear accountabilities
• Facilitates reviews, continuous improvement exercises and validation & verification

For further information visit us on www.thornesystems.co.za or contact Steve on his Mobile number 083 271 8622

Management has a moral responsibility concerning their employees, their families and the public at large. Frank Bird refers to the immediate causes of accidents as being, “unsafe Acts and unsafe Conditions”.

These he defines as:

Unsafe Conditions

• A study attributes 20% of all injuries on duty to unsafe working conditions.
• They all relate to physical or mechanical defects, which can be corrected relatively cheaply and permanently.
• It is always the first area to be tackled when working on an accident/incident reduction programme.

Some examples of unsafe conditions are:

• Poor guarding – inadequate or inefficient
• Defective Conditions – hand tools, equipment, substances
• Poor Layout – work flow, overcrowding and congestion
• Substandard housekeeping. (A place for everything and everything in its place always). Eg Waste bins, Aisles, Storage, signs & notices
• Loud noise – can’t hear instructions etc
• Inadequate illumination or ventilation – can’t see clearly or breathe properly

Fire Point obstructed

Drain Cover not replaced

Unsafe Acts

• 80% of all injuries on duty are the result of unsafe Acts by people.
• More difficult to reduce as they revolve around people and what they do.
• Will never be entirely cured by training or motivation ie How about the person who has a dizzy spell and collapses onto unguarded drive sprockets?

Some examples of unsafe acts are:

• Speed – operating a machine at a speed it is not designed to run at.
• Working without authority – entering a confined space before it has been declared safe.
• Adjusting moving machinery – lubricating bearings or changing the drive belts while the machine is still running.
• Chance taking – Running in front of a fork lift
• PPE not worn – not wearing safety goggles when grinding.

In conclusion :

• The most effective way to protect the people who work for a company is by reducing the work related accidents. The first area to look at should be the elimination of all unsafe conditions in the factory.
• Regular Audits need to be conducted to identify the unsafe conditions and repairs prioritised and then implemented. This will show the employees that the company is serious about their well-being while they are at work.
• Unsafe acts account for approximately 80% of all industrial accidents. This is always dealt with after unsafe conditions as planning to train the employees on how to act safely is necessary. However, this is not the end as people all make mistakes and accidents will continue to occur.
• Thus, the full health and safety program is an on-going one with continuous improvement taking place.

The overall aim of the ISO Standards are to support and promote good Quality, Environmental and OH&S practices, in balance with socio-economic needs.

ISO management systems encompass a full range of issues, including those with strategic and competitive implications. Demonstration of successful implementation of ISO Standards can be used by an organisation to assure interested parties that an appropriate Quality, Environmental or OH&S management system is in place.
Reference: ISO Management System Standards

ISO Methodology:

ISO Standards are based on the methodology known as Plan-Do-Check-Act (PDCA). PDCA can be briefly described as follows.

Plan: establish the objectives and processes necessary to deliver results in accordance with the organisation’s management policy.
Do: implement the processes.
Check: monitor and measure processes against the management policy, objectives, legal and other requirements, and report the results.
Act: take actions to continually improve performance.

Reference: ISO Management System Standards

Publication of an International Standard requires approval by at least 75% of the members casting a vote.

Introduction

Organisations of all kinds are increasingly concerned with achieving and demonstrating sound performance by controlling their risks, consistent with their policies and objectives. They do so in the context of increasingly stringent legislation, the development of economic policies and other measures that foster good practices.

Many organisations have undertaken management “reviews” or “audits” to assess their own performance. On their own, however, these “reviews” and “audits” may not be sufficient to provide an organisation with the assurance that its performance not only meets, but will continue to meet, its legal and policy requirements. To be effective, they need to be conducted within structured management systems which are integrated within the organisation.

ISO Standards, which include Quality (9001), Environmental (14001) and OH&S (18001) management, are intended to provide organisations with the elements of effective management systems that can be integrated with other management requirements and help organisations achieve economic and other objectives. These International Standards are intended to assist an organisation and not create trade barriers or to increase or change an organisation’s legal obligations.