Safety committee problem solving

Safety committee problem solving In this post we will understand about safety committee that what is safety committee(

Safety committee problem solving)

 and how can they solve a safety problem that is safety meeting hub safety committee the only important thing is that the first and latter be in the Right place.

what is Safety committee problem solving ?

               

            Goals

1.Describe various problem solving techniques.

2.  Identify and analyze safety committee problems.

3.Develop solutions to safety committee problems. 

ü Introductions
ü Getting round
ü Ground rules
ü From teams

Safety.committee problem solving

According to a research study at Cambridge University, it doesn't matter in what order the letters in a word are, the only important thing is that the first and LSAT latter be in the Right place. The rest can be a total mess and you can still Read it without any problem. This is because the human mind does not Read Every letter by itself, but the word as a whole.  
                                               Really amazaing huh?

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hERE ArE somE reAL pUzZleRs FoR yOu! DeciPHEr ThE hIDden meANiNg oF eACh sEt oF wOrDs.

Solve this first: What’s our role?

EXERCISE:  What are the various roles you safety committee plays?

Solve for this: What’s our purpose?
EXERCISE:  Develop a mission statement for your safety committee.

Solve this next: How will we do it?
  
We know who we are, and what we will do.
Now we need to know how we’re going to do it

Questions to ask:  Does the strategy… 
•conform with the committee's basic role and purpose?
•conflict with the company's management, leadership, culture?
•possible to actually implement (resources and support)?
•actually do what we think it will do?
•describe an action or activity rather than a result?


EXERCISE

Develop three strategies. 
To fulfill our mission, we will…

The Six-Step Problem-Solving Process
Step 1: Define the problem
The first step in the problem-solving

 process is to clearly define

 precisely what the problem is. 




q Gather information to better understand the problem
•Workplace Inspections. Gets information on conditions and behaviors
•Program Audits. Gets information on system design and performance
•Surveys and interviews. Determines what employees think, feel, believe

q   Ask if there really is a 
problem
•If people don’t agree on the problem, they will never agree on the solution
•Get consensus agreement - is everyone sold?

                                        

qWrite a descriptive problem statement.  Examples:
•This describes the current situation
•Condition.  “Most of the ladders in the warehouse are defective.”
•Behavior.  “Employees at the worksite are not reporting injuries to supervisors.”
•System.  “The safety training plan does not include lockout/tagout training.”
qDetermine the desired state

•Where you want to be once the problem is solved
•Stated as a measurable objective 
•Example:
“All employees receive effective safety orientation before they begin their job.”

qIf more than one problem exists, determine which one to solve first

•Instant Priorities
•Priority Matrix
•Risk Analysis

Defining the Problem:
  The Safety Audit              The safety audit evaluates design and                            performance   
1.Knowledge
2.Behaviors
3.Conditions
4.Documents
5.Results
Sample Safety AuditProgram Element – Hazard Identification and Control
1.____  An annual baseline hazard assessment has been conducted.
2.____  Effective management controls are in place, as needed.
3.____  Safety and health rules are written and clearly communicated.
4.____  Employees are adequately trained on all safe work practices.

Identifying the Problem: Surveys 
To determine if we have an accurate idea what the problem is, conduct a survey to get the ideas, feelings and opinions of others.

The Problem Statement
When writing the problem statement, remember the following points:

•Keep it short and specific.  Limit the statement’s length to 15 words if you possible.  Paint a concrete word picture.
•State the problem objectively.  It should be a statement of fact that does not leave room for interpretation.
•
Which problem statement below is most objective?
__ “Employees lack the proper safety attitude”
__ “We have received no safety suggestions for over a year.”
•Limit the scope of the problem.  It’s far easier to make small changes because the number of variables are limited. 
•
Which problem statement below is most limited in scope? 
__ “Our safety training program needs revision.”
__ “Respirator training has not been conducted for new employees in two years.”
•Do not imply the cause or solution.  The problem statement should not  state or imply the cause of, or solution to the problem.  For example:  
Which problem statement below is properly constructed? 

__ “We have clutter in the warehouse because workers are not cleaning up after themselves.” 
__ “Required safety inspections are not being conducted daily.”
__ “Speed limiting devices need to be installed on all forklifts.”

•Make sure it passes the “so what” test.   Is the problem worth solving.  What are the benefits?   Does this problem pass the “so what” test?
Reaching consensus

üWhat will be discussed - the problem statement.
üHow  it will be discussed - the process used to arrive at a solution.
ü
What is consensus?


Steps in reaching consensus

1.Read the problem statement.
2.Clarify the meaning of each word or concept within the statement.
3.Open up discussion on the proposal
4.List unresolved concerns one at a time.
5.Test for consensus. Possible responses include:
•Consensus.
•No consensus.


THE BIG EXERCISE: 
 Perceiving the problem


Describe one condition or problem that indicates there may be a problem
Write a problem statement for the condition or behavior your team identified
Describe the desired end state
So what?
Why is it so important to solve this problem? 
Why is it worth solving? 
What are the benefits or results of solving this problem? 

Does it pass the test?  Yes  No
Contains something measurable    _____  _____
No implied causes or solutions  _____  _____
Short and to the point  _____  _____
Can pass the “so what” test  _____  _____

Prioritizing Problems: The Priority Matrix

Prioritizing personal opinion helps the team arrive at more objective, quantifiable results and greater consensus. 
It helps make sure each person has a vote.

Instructions:
1.   Team.  In the left hand column, list the problem statements each team wrote in for the scenario
2.   Each team member.  Indicate the priority you give each problem statement by giving it a score between 1 and 10. Your scores down the matrix should total 10.  
3.  Team.  Complete the matrix by totaling (across) all team members’ scores for each problem statement. The highest score(s) represent the team’s consensus on the priority of each problem.




Prioritize by Determining Risk: Worst First!

Probability x Severity = Risk
Risk is a function of…

     probability, and severity 
What is the Probability?

What is the severity? 

The Risk Matrix
Mindmapping:

Instantaneous Non-linear cognitive deduction utilizing spatial forms in a two-dimensional plane.

  

Mindmap this one:

Construct a mindmap for your team’s BIG EXERCISE problem statement and indicate the possible causes for the problem. 

Optional: Get together with the others on your team to discuss what they included on their mindmaps.   If time permits, your team will build a “team mindmap” on the flipchart paper provided by the instructor. 
Using Decision Trees to Determine the Problem 

Get to the root cause using the “5-Why” Technique

Use the 5-Why technique  to arrive at a possible root cause for the problem your team identified in the BIG EXERCISE. 
Write your BIG EXERCISE problem statement, start asking why and you should eventually end up with a root cause.

You should arrive at a root cause after asking “why” five times.

Ishikawa Fishbone or Cause and Effect Diagram

Use the Failure Matrix to determine root causes

The matrix groups root causes into three categories: 
1.Resources.
2.System Design.
3.System Performance.  


Use the information gained from your team’s mindmap to determine the failure mode (1-7) above.

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Step 3: 
Targeting Solution(s)!
q   Develop specific primary and alternative solution strategies.
q   Determine resources and responsibilities.
q   Design specific primary and alternative solutions.
q   Decide on appropriate time lines.

How about a “Mind Meld”
1.  Define the issue  
2.  Critical non-judgement 
3.  Organized chaos
4.  Similar originality 
5.  Quantity, not quality 
6.  Brief summary statements 

Brainstorm this!
List all possible uses of a ________________

Step 4: 
Selling the solution

What is an effective recommendation?

First, answer five key questions

 1.  What exactly is the problem (surface and root)? 
2.  What is the history of the problem.  Any similar accidents in the past?
3.  What are the options that would correct the problem?  Include at least three.  These options must address the hazards and the exposures.
4.  Who is the decision maker.  Who can approve, authorize, and act on the corrective measure and when can it be carried out once approved? 
5.  What will be gained (the benefits) by approving the recommendation and what is the predictable result (costs) if not approved?


Step Five:
Implementing the Solution

q  Change
q  Transition
q  Phases of Transition
Phase One.  Letting go. 
Phase Two.  Adapting.
Phase Three.  Grabbing hold.

That’s it! 
Drive carefully!

Safety committee problem solving In this post we will understand about safety committee that what is safety committee(

Safety committee problem solving)

 and how can they solve a safety problem that is safety meeting hub safety committee the only important thing is that the first and latter be in the Right place 

Safety committee problem solving

.