D K NANDI B EMech P G Dip
D. K. NANDI, B. E(Mech), P. G. Dip Industrial Safety Consultant & Competent Person 59 -60 Shree Nakoda Nagar Rakampura Road P. O. Debari 313024 Udaipur (Raj) Phone No. : - 0294 -2492355 M. No. -9829436958 E-Mail : - dknandi 08@yahoo. co. in 1
TRAINING Training is a process in order to change human being attitude, knowledge, skills and behavior. It is TASK oriented. Where TASK means T --> TRAINING A --> ATTITUDE S --> SKILL K --> KNOWLEDGE Training implies a systematic process of imparting knowledge, development skills, aptitudes and insights to perform specific jobs. Training also helps to effect changes in the behaviour of the employees as well as to develop aptitudes to perform particular jobs efficiently. Training is the responsibility of three partners; 1 - PARTICIPANTS 2 -ORGANIZATION 3 - PARTICIPANTS AND TRAINER. It has a preparatory, training and a subsequent post- training phase, all are of key importance to the success of training. Training is to obtain effectiveness in action. Knowledge and Skills have not been converted into “improving effectiveness at work. ” Training should really be concerned with “PEOPLE- on-JOBS-in ORGANISATION” 2
TRAINING AND DEVELOPMENT IN 21 ST CENTURY -Training and development function in the 21 st century would assume - A DIFFERENT PERSPECTIVE AND DIMENSION. - There would be a shift from present mind set of trainers and management, where the focus is on skills, attitude and behaviour vis-à-vis THE GAPS AS IDENTIFIED THROUGH VARIOUS TRAINING NEED ASSESSMENT TOOLS. -Training & Development function would become more challenging and interesting expecting the TRAINER TO BE INNOVATIVE AND CREATIVE IN THEIR STRATEGIES. “IF YOU WISH TO PLAN FOR A YEAR, SOW SEEDS. IF YOU WISH TO PLAN FOR TEN YEARS, PLANT TREES. IF YOU WISH TO PLAN A LIFE TIME, DEVELOP MEN. ” - KUANG CHUNGTRUMT 3
INDIAN 5 -S- CONCEPT Training on the job and training on Safety are two areas which pay quick dividends for the SAFETY PROGRAM. The Indian 5 -S concept has been created to achieve the TOTAL PRODUCTIVITY MAINTENANCE ( Business tool) objectives for improving the productivity. This 5 -S- concept helps to change the mind set of the employees and also it helps to make Safety training program more effective and it helps for developing the “HUMANWARE” and “MAKE SAFE WORK MORE HUMAN” 5 -S- CONCEPT SOACH- YOUR THINKING OR MIND SET ABOUT SAFETY SAMAY- GIVE TIME TO ENHANCE YOUR SAFETY KNOWLEDGE SADHAN-ENHANCE MACHINE /WORK PLACE SAFETY KNOWLEDGE SAKSHAM- BECOME A COMPETENT PERSON, TO OPERATE MACHINE SAFELY AND TO DEVELOP SAFE WORK CULTURE IN WORK PLACE SAPATH- OATH FOR YOUR & OTHERS SAFETY “Mehndi rang lati hai sukh jane ke baad, Safety ki yaad ati hai durgatna ke baad” 4
SOACH – -FIND THE POSITIVE & NEGATIVE ATTITUTES/THINKING EMPLOYEES ABOUT SAFETY -CHANGE YOUR MIND-SET TO ELEMINATE NEGATIVE THINKING IN SAFETY. Certain misconceptions, if not checked in time, gain currency among people and tend to become the mode of thinking – the attitude of mind. In industry too some people believe that in factories where men work on dangerous machines and operations, accidents are bound to happen. They regard accidents as something inevitable, a by-product of modern factory system. THE JOB SAFETY COURSE FOR WORKERS IS AIMED AT REMOVING THIS MISCONCEPTION AND CREATING THE RIGHT ATTITUDE AMONG INDUSTRIAL WORKERS. ATTITUDE AND BEHAVIOR-Attitude is an internal state while Behavior is the external evidence of an internal state. -Behavior can be observe -Behavior can be practically measured & thus managed. “HABITS ARE MANY BUT ONLY TWO ARE IMPORTANT : A HABIT OF LEARNING AND A HABIT OF SERVING THE LOTUS FEET OF THE GOD” 5
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SAMAY-GIVE THE TIME TO DEVELOP YOURSELF AS A SAFETY MAN & CREATE SAFE WORK CULTURE -DEVOTE MORE TIME ON SAFETY TO ENHANCE SAFETY KNOWLEDGE -MINIMISE THE GAP ON SAFETY KNOWLEDGE SADHAN-ENHANCE MACHINE /WORK PLACE SAFETY KNOWLEDGE -DEVELOP POSITIVE ATTITUTE, SKILL, & SAFE WORKING HABITS -KNOWLEDGE, & HARD WORK WILL GIVE ONLY QUALITY WORK RESULT , WHEN YOUR ATTITUTE IS POSITIVE FOR THE JOB. -POSITIVE ATTITUTE WILL CREATE SAFE BEHAVIOR HABITS. “Savdhani hati, durgatna ghati, bachi sesh zindigi hospital mein kati” 7
KEY DIFFERENCE BETWEEN COMMON SENSE & SCIENTIFIC KNOWLEDGE Common-Sense Knowledge Scientific Knowledge Is acquired in ordinary business, living Must be pursued deliberately and systematically Is individual Is universal Accepts the obvious Question the obvious Is vague Is precise Cannot be counted on to produce consistent results Yields the same results every time Is gained through uncontrolled experience Is gained through controlled experiment 8
SAKSHAM – -BECOME A COMPETENT PERSON TO WORK SAFELY IN EQUIPMENTS & MACHINES & WORK ENVIRONMENT -MAKE A SAFE WORKING TEAM TO DEVELOP EACH MEMBER OF THE TEAM AS A COMPETENT PERSON TO ACHIEVE SAFETY WORK CULTURE IN THE ORGANIZATION. SAPATH – -OATH TO SAVE YOURSELF & SOCIEITY. -SAFETY COMES FROM MAN’S MASTERY OF HIS ENVIRONMENT AND OF HIMSELF. IT IS BORNE BY INDIVIDUAL EFFORT AND GROUP COOPERATION. IT CAN BE ACHIEVED ONLY BY INFORMED, ALERT, SKILLFUL PEOPLE WHO RESPECT THEMSELVES AND HAVE A REGARD FOR THE WELFARE OF OTHERS. “Maa janam deti hai aapko ek baar, Safety janam deti hai aapko baar” 9
MAKE A AREA WISE TEAM TO TRAIN AS PER SPESIFIC KNOWLEDGE ON SAFETY TEAM T-TOGETHER E-EVERY ONE A-ACHIEVE M- MISSION The mission is to develop long term sustainable Safety system and to achieve ZERO HARM, in the Organisation “KNOW SAFETY, NO PAIN , NO SAFETY, KNOW NO PAIN” 10
IDENTIFICATION OF TRAINING NEEDS Identification of training needs is the first element and a critical one in the training activity. Success of the training function depends greatly on the correct identification of needs. Other elements that follow need identification are: • DEVELOPING TRAINING OBJECTIVES FOR THE PROGRAM. • DECIDING CONTENTS • SELECTING APPROPRIATE TRAINING METHODOLOGIES • DRAWING OUT A TIME TABLE • DESIGNING THE SYSTEM FOR EVALUATING TRAINIG • CONDUCTING THE TRAINING PROGRAM • MEASURING RESULTS OF TRAINING. “SAFETY NEEDS YOUR PARTICIPATION” 11
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“ACCIDENT CREEPS, WHEN SAFETY SLEEPS” 13
USE SUCCESS S AND FAILURE SCALES TO ASSESS THE TRAINING EFFECTIVENESS AND EMPLOYEES SMARTNESS ON THE JOB. SUCCESS- SUCCESS IS DOING A THING EXACTLY RIGHT. FAILURE- FAILURE IS DOING A THING NEARLY RIGHT. THE LONG TERM, SUSTAINABLE, FOOL PROOF SAFETY WITH FAIL-SAFE DEVICES INCLUDING SYSTEM SAFETY IN THE ORGANIZATION CAN BE ACHIEVED BY ONLY THE SUCCESS SCALE “IT IS BETTER TO LOOSE ONE MINUTE IN LIFE…………………. . THAN TO LOOSE LIFE IN A MINUTE. ” 14
EMPLOYEES SMARTNESS CAN BE MEASURED BY THE FOLLOWING SMART S- “SPECIFIC” KNOWLEDGE IN YOUR FIELD. M- “ MEASURE” YOUR KNOWLEDGE BY FAILURE & SUCCESS SCALE TO ACHIEVE QUALITY WORK. A- “ACHIEVABLE” SUCCESS IS YOUR JOB ACHIEVEMENT. R- “REALISTIC” ANALYZE THE CAUSE OF FAILURE. T- “TIME BOUND” COMPLETE THE JOB AT SPECIFIC. TIME PERIOD 15
ACHIVEMENT EVERY ACHIVEMENT IS NOT AN END, BUT THE BEGINNING OF A NEW JOURNEY. EXCELLENCE IS NOT A ONE-TIME ACHIEVEMENT IT IS A HABIT QUALITY IT IS AN ATTITUDE TO ACHIEVE PERFECTION. THE QUALITY IS NOT A DESTINATION IT IS A JOURNEY. “THE DIFFERENCE BETWEEN ORDINARY AND EXTRAORDINARY IS A LITTLE EXTRA” 16
WHEEL OF SAFETY Effective skills to lead and work safely can be developed through ongoing training and mentoring and by systematic planning, developing the Business-Based Safety Management Systems and implementing the same like a WAGON WHEEL to achieve the organization Safety goal. ORGANIZATION Organization is a group of professionals combined together to work jointly to achieve some goal. THE ROAD TO ACHIEVE GOAL * “COMING TOGETHER IS BEGINNING, * REMAINING TOGETHER IS PROGRESS, * WORKING TOGETHER IS SUCCESS” “VISION WITHOUT ACTION IS MERELY A DREAM, ACTION WITHOUT VISION JUST PASSES THE TIME, VISION WITH ACTION CAN CHANGE THE WORLD” -Joel Arthur Barker 17
WHEEL OF SAFETY R ul es Policy Eq En ui gi pm ne e er nt in & g Investigations Motivation Committee Attitude t c e I p ns Training i s n o Co o rd i na to r 18
WHEEL OF SAFETY Wheel has three major components-a hub, spokes, and a rim. As you can see, there is a Safety topic each part of the wheel. We can make our Safety programs stronger, the same as a wagon wheel, by increasing the Size of the parts, but the three basic components are essential. HUB SPOKES RIM *ATTITUDE *POLICY *MANAGEMENT SUPPORT *MOTIVATION *RULES *TIME INVOLVEMENT MONEY *COMMITTEE *COORDINATOR *TRAINING *INSPECTION *INVESTIGATION *EQUIPMENT AND ENGINEERING “ 80 k raftar se gaadi chaloge toh apne ko paoge hardiwar me or 40 k raftar se chaloge toh apne ko sabke saath paoge bar” 19
MANAGEMENT TYPES OF MANAGEMENT- JUNGLE, ZOO, CIRCUS The Circus type of management is the most successful management, where skilled and well trained persons are working in a circus organization. One ring master is observing and guiding the actions of different groups, performing with their leaders, all the activities are going on a systematic planned way and everybody gets the recognition and contributing his best. In a circus organization, lot of risk are involved in each activity even they are earning money with smiling face and without losses as they have systematic planning, skill, mutual understanding in each other and proper coordination. This type of management is most suitable and effective for Business-Based Safety Management to control all kind of losses viz. losses due to Accidents/Breakdown/Defect. To avoid these losses, the commitment from every single member of the company is essential to control all losses and contributing the best for making the organization a TOTAL PROFIT MANAGEMENT (TPM) The Organization long-term sustainable Safety System can be achieved by motivating the employees to change their mind-set through effective training and develop each employee as Safety Man for making the organization as Business Based Safety Culture. “ ACCIDENTS SUBTRACTS PRODUCTION, ADD TO YOU PAINS, THEY DIVIDE YOUR PLEASURES AND MULTIPLY YOUR WORRIES” 20
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SAFETY EQUATION Casual attitude towards Safety = Casualty 22
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“WORK MORE EARN MORE, SAFETY DON’T IGNORE” 24
DON’T IGNORE SAFETY TRAIN SAFE GUARD THE WORK AREA SAFE GUARD THE WORK METHOD SAFE GUARD THE WORKER *SPOT DANGER IN WORK AREA *SPOT DANGER IN DAY – TO- DAY JOB. * CHECK KNOWLEDGE ON SAFETY * INSPECT FOR UNSAFE CONDITIONS &TAKE ACTION * INSTRUCT, GUIDE AND TRAIN. TO PREVENT ACCIDENT 25
FOUR LINKS OF ACCIDENT CHAIN 1 FAULT OF PERSON 2 UNSAFE ACT & UNSAFE CONDITION ACCIDENT 3 4 INJURY Eliminate link No. 2 to prevent accident 26
ORGANZATION STATEMENT IN ACHIEVING ZERO HARM IN SAFETY *The Safety of our people is a value which is not compromised. *Safety excellence is recognized as good business. *Leaders at all levels are Safety role models. *Effective Safety leadership is a prerequisite for promotion. *People are aware of the hazards and risks in their workplace and act accordingly *Compliance with Safety standards and procedures is absolute. *“At risk” behaviours are not acceptable and are addressed when observed. *Effective skills to lead and work safely are developed through on going training and mentoring. *Repeat incidents are evidence of an out of control operation. 27
A TOTAL SAFETY CULTURE REQUIRES CONTINUAL ATTENTION TO THREE AREAS PERSON Knowledge, Skills, Abilities, Intelligence, Motives, Attitude, Personality ENVIRONMENT SAFETY CULTURE Equipment, Tools, Machines, Housekeeping, Climate, Management Systems BEHAVIOR Putting on PPE, lifting properly, Following procedures, locking out power, Cleaning up spills, Sweeping floors, Coaching peers 28
THE ROAD TO ZERO HARM Systems Charter HSEC Policy Future State Plant and Equipment, Work place conditions Procedure s/Practices Behaviour s Control Leadership People To provide a workplace where it is possible to work without adverse impact on people, the environment or the community ZERO HARM To develop the people to make the right decisions 29
SAFETY MANAGEMENT IN A NUTSHELL THE RIGHT ATTITUDE; -Commitment from every single member of the company is essential to make Safety Management work KNOW YOUR OPERATION; -Know the hazards of the materials you work with and of your equipment. Identify safety requirements and existing capabilities and weaknesses. Correct the problems and implement appropriate procedures and practices REDUCE YOUR HAZARDS; -Find ways to make your operation safer You could reduce your inventory of hazardous substances , find less hazardous substitutes or change your processes PEOPLE ARE THE KEY; - Train your work force in proper procedures, develop task requirements for employees and contractors, and update training to keep up with changes TAKE CHARGE OF CHANGE; -Any change in one part of your operation may affect other parts Plan accordingly PROTECT YOURSELF; - Keep equipment in top shape, inspect and maintain it faithfully, conduct regular safety review, and have a working emergency action plan and appropriate emergency eqipment available. LEARN FROM MISTAKES; -Investigate accidents and near accidents, determine the causes, and make whatever changes are necessary to prevent them from happening again BE A GOOD CITIZEN; -Work with the community and with local emergency planning officials to reduce risk. ONCE IS NOT ENOUGH; - Managing safety is a continuing process. It’s not a document on a shelf, it’s an everyday part of running your business successfully. 30
ABCD Card A B C D Address Name of Person Date of Birth Father’s Name Spouse’s Name Address (Temporary) Address (Permanent). Any Mark of Identification Emergency Contact Nos. PHOTO Blood Group Cardiac Problem (Yes/No) Blood Pressure (Yes/No, if Yes then mentioned) Diabetes (Yes/No) Allergy (Yes/No) Mirgy (Yes/No) • Please keep this ABCD Card in your pocket 31
MAKE SAFETY A VALUE “Safety must not be considered a priority in an organization, because priorities can be shifted according to the demands of other priority. Instead, the ultimate safety program is to make Safety a “VALUE” associated necessarily with every priority in the organization. ” (Geller 1989) SOURCE: - Paper presented by Mr. Jorma Saari (Institute of Occupational Health Helsinki-Finland) in the ASIA PACIFIC REGIONAL CONFERENCE at New Delhi in August 1991. 32
D. K. NANDI B. E(Mech), P. G. Dip Industrial Safety E-Mail : - dknandi 08@yahoo. co. in
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