a five star delivery - iosh · the synergy within qhsse christopher daniels qhse director – astad...
TRANSCRIPT
The Synergy within QHSSE
Christopher Daniels QHSE Director – ASTAD Project Management
Common Behaviours to drive Productivity
QHSSE or QHSE Four or Five Elements – The logic remains
Primary Secondary
Quality Documentation/Information
Health Welfare
Safety Emergency Preparedness
Environmental Security
Primary Secondary
Quality Documentation/ Information
Health Welfare
Safety Emergency Preparedness
Security Logistics
Environmental Sustainability
Cost
Time
QHSSE
Scope
Is your project in delay?
Does your project suffer from……?
• Low productivity • Unplanned work • Reluctance to attend meetings • ‘Quality’ trying to police • Too many Audits/Assessments • Duplicate activities/paperwork • Emotional behavior • ‘Not my job’ syndrome • Too many Assumptions • Short cutting • Lack of learning from experience • Complacency • ‘Tribal’ Behavior • Unsightly work area
Common Procedures
• Productivity Risk
Assessments
• Training (Behavioral)
• Audit, Assessment and
Surveillance
• Control of Non-Compliant
work practice
• Performance Reporting
• Management Review
• Continual Improvement
• Incident Reporting
• Emergency Response
A balanced approach
Zero Impact, Zero breaches
Safety
90% %
• Regulations • High Risk Work • Consequence • Accidents • Lost time
Quality
70% • Legacy • Payment • Requirements • Rework • Lost time
Health
20% • Only minor
consequences • Productivity • Clinic • Responsibility
Security
50% • Gate Security • People, Plant
and materials • An Unsecure
site is difficult to control
Environment
20% • Nobody will
know! • No
immediate consequences
• Sustainability
An International Workforce
Different nationalities, with different upbringings &
educations, different values and beliefs…….
Heinrich Triangle
Proactively control at-risk behaviour
Typical Antecedents
…..which can lead to ‘At Risk Behaviour’
• Physical Environment/Welfare
• Time Pressure
• Distraction/Interruption
• Multiple Tasks
• Over Confidence
• Vague or Interpretive Guidance
• Ineffective Communication
• Peer Pressure
• Change from Normal Conditions
• Mental Stress – Financial/Family
The Right Behaviour
- Conduct a task review – Anticipate the risks
- Job Site Review
- Questioning Attitude
- Stop when Unsure
- Check with a Trial run
- Work according to procedures
- Communicate Effectively
- Own your signature
- Flag work-in-process
- Place Keeping
- Formerly Handover Responsibility
- Validate Assumptions
- Conduct Pre-job briefs
- Peer Coaching
- Post Job Brief
Best Practice Behaviours to enhance Productivity
Questioning Attitude
Only settle for facts before you take action
• Be very cautious with ‘assumptions’
• Avoid…..“I think”….”We always”…..”Probably”
• Be sure that everything is ready to proceed (7P’s)
Validate any Assumptions Assumptions are necessary but dangerous
Be sure that any assumptions are appropriate
Ensure that all assumptions are supported by
analysis (‘basis of assumption’)
• Document the assumption • Identify Objective Evidence to
support the assumption • Consider ‘in-field’ factors • Close out/Validate all unverified
assumptions before delivery to the customer
Conduct a Trial Run
Self Check
Action Steps
Expected Outcome
Actual Outcome
What happens if we change the People, Plant, Process/Procedure, Place of Work, Paperwork, Permissions, Plan
Effective Communication
“Repeat back to me”
Effective communication is one of the strongest defenses against ‘at risk behaviour…’
Handover
Formally handover Responsibility
For example:- • Shift Report • Designer’s/Constructor’s Diary • Delegation of Authority
Pre-Job Brief
• Purpose of the Task
• Preview of procedures
• Task Assignment
• Safety Hazards and how to mitigate risk
• Human Performance
• Operating experience
• Stop Work Criteria
• Questions and Concerns
• STARRT
QHSSE moment
Post Job Brief
Look ‘down the mountain’ in order to understand what went well and what did
not go so well……..’SWOT’
Lessons Learned….
Listen to feedback at the end of the shift
LMRA
Page 1 of 6 Versie : AB
1
Checklist
Last Minute Risk Assessment
Created by Checked by Approved by
Name
Date
Position
Version Author Date Description
LMRA
Page 2 of 6 Versie : AB
2
Contents
1 Purpose ..................................................................................................... 3
2 Description of the works ........................................................................... 3
3 Associated documents ............................................................................... 3
4 Method ...................................................................................................... 4
5 Checklist.................................................................................................... 5
6 Persons present at this LMRA .................................................................... 6
LMRA
Page 3 of 6 Versie : AB
3
1 Purpose
Before work can begin, it must be ensured that all risks are under control and the
necessary prevention measures have been taken. This simple checklist will help you
to identify these risks. Think about each question carefully. If you have ticked NOK in
response to one of the questions, it is imperative that you contact your manager. Where
this is the case, you may not start the works under any circumstances.
2 Description of the works
...................................................................................................................
...................................................................................................................
...................................................................................................................
...................................................................................................................
...................................................................................................................
3 Associated documents
Nature Document Version Title
Health and safety arrangements - Part 1: General regulations
for all sites (BE) and all works involving third parties
LMRA
Page 4 of 6 Versie : AB
4
4 Method
Before you start on a task or in the event of any changes to a task, ask yourself the
following questions.
1) Which works are to be performed?
2) How is the work to be performed?
3) What are the dangers?
4) What are the risks?
Always follow the next three steps.
Step 1: Assess the risk
- What do you think can still go wrong?
- Which dangers do you see?
- Dangerous situations?
Step 2: Establish measures to eliminate or reduce the risk
- What measures can be put in place to remove the risks that still
remain or to make them acceptable?
Step 3: Take action to ensure safe performance
- Implement the measures that are necessary to remove the risks
that that still remain or to make them acceptable.
- In other words, ensure that the activities can be carried out
safely.
- Keep the measures in place during the works.
- Evaluate the measures on completion of the works.
If it cannot be done safely, then do not do it!
Consult your direct manager.
LMRA
Page 5 of 6 Versie : AB
5
5 Checklist
At the start of the works OK NOK NA
Do I have sufficient information about the work to be performed?
Do I consider the agreed working method to be safe?
Have I read and understood the permit?
Have all the terms and conditions of the permit been met?
Is all of the equipment needed duly available and is it in good
working order?
Does everyone have the necessary PPE?
Is the working environment neat and tidy?
Are there any additional dangers?
If yes, specify them in the list below and discuss whether additional measures are required.
If you believe the risk to be acceptable, indicate this by putting 'OK'. If this is not the case,
put 'NOK' and ask your manager for advice.
Are there any additional dangers? OK NOK NA
Fall or tripping hazard?
Risk of impact injury?
Danger of being hit by moving parts or internal transport?
Trapping hazard?
Danger of falling objects?
Sufficient lighting?
Exposure to high or low temperatures?
Contact with electrical current?
Contact with hazardous products?
Dust formation?
Noise or vibrations?
Fire or explosion hazard?
Are other people working in the vicinity of the construction site?
Is there a risk of environmental pollution? How is waste removed?
Does everyone know what to do in the event of an accident, fire or
evacuation, and the meaning of the emergency numbers:
Other ...
LMRA
Page 6 of 6 Versie : AB
6
6 Persons present at this LMRA
The undersigned managers and operators have taken due note of the conditions for
safely undertaking the works involving third parties and shall comply with these
conditions. They will assess any additional risks using the LMRA checklist. They will also
apply for and act in accordance with the necessary works permits.
Managers
Last name First name Company Signature Date
Operators
Last name First name Company Signature Date