Chapter 24 Management Review Section Presentation

Chapter 24
ManageMent Review:
Section 7.0 of Z10
Section 7.0 opens with this statement: “This section defines the requirements for the
periodic review of the occupational health and safety management system.” The
importance of the management review requirements in Z10 is inverse to the length of
this chapter.
In Chapter 1, “An Overview of ANSI/AIHA Z10-2005—the American National
Standard for Occupational Health and Safety Management Systems” we stated that
Section 3.0, Management Leadership and Employee Participation, is the most
important section in Z10. Top management leadership is vital because it sets the
organization’s safety culture and because continual improvement processes cannot
be successful without effective top management direction. To achieve superior results,
top management must repeatedly “walk the talk”.
We also said that Section 7.0, the management review section, was a close second
in importance. Maintaining superior management leadership requires that evalua­
tions be made of the effectiveness of safety processes so that improvements can be
made where necessary.
Section 7.1 requires that “the organization shall establish process for top
management to review the occupational health and safety management system at
least annually and to recommend improvements to ensure its continued suitability,
adequacy, and effectiveness.” This section lists inputs to the management review
process to be considered, among which are:
A. Progress in the reduction of risk
G. The objectives to which objectives have been met
H. The performance of the occupational health and safety management
systems relative to expectations, taking into consideration changing circum­
stances, resource needs, alignment with the business plan, and consistency
with the occupational health and safety policy.
At the conclusion of the review (Section 7.2), top management shall determine the:
A. Future direction of the OHSMS based on business strategies and condi­
tions; and
B. Need for changes to the organization’s policy, priorities, objectives,
resources, or other OHSMS elements.
Action items for improvement are to be drafted as the performance assessment is
made and “Results and action items from the management reviews shall be docu­
mented, communicated to affected individuals, and tracked to completion.”
As shown below, the management review process begins with the “check” step in
the Plan-Do-Check Act model and provides input to senior management so that
processes put in place previously can be accepted as satisfactory or revised, as in the
“act” step.
Plan: Identify the problem(s) (hazards, risks, management system deficiencies,
and opportunities for improvement, as in the planning section, 4.0).
Plan: Analyze the problem(s).
Plan: Develop solutions.
Do:
Implement solutions.
Check: Evaluate the results to determine that:
1. The problems were resolved, only partially resolved, or not resolved.
2. The actions taken did or did not create new hazards.
3. Acceptable risk levels were or were not achieved.
Act:
Accept the results, or take additional corrective action, as needed.
The writers of the Z10 standard may appreciate the recognition given to the
significance of the standard, particularly this management review section. On
March 23, 2005, a serious workplace disaster occurred at the BP Texas City refinery.
It resulted in 15 deaths and more than 170 injuries. A blue ribbon panel, populated
mostly by known experts, was created with financial support from the U.S. Chemical
Safety Review Board to “make a thorough, independent, and credible assessment of
the effectiveness of BP’s corporate oversight of safety management systems at its
five U.S. refineries and its corporate culture.”
The Report of the BP U.S. Refineries Independent Safety Review Panel was
issued in January 2007 as a document available to the public. It has become
known in occupational safety circles as The Baker Report. The panel’s chair was
James A. Baker III, who served in senior government positions under three U.S.
presidents. Several references are made in the report to sections in Z10 as recom­
mended practices. Those references, and by inference the Z10 standard, are
testimony that they represent the state of the art in safety and health management
systems.
Much of the following, taken from The Baker Report, relates to the content of
Section 3.0 in Z10, “Management Leadership and Employee Participation.”
In 2005, the American National Standards Institute (ANSI) approved “a voluntary
consensus standard on occupational health and safety management systems.”
While the standard is oriented toward occupational rather than process safety, the
Panel believes that the standard provides a useful tool in analyzing safety
management systems generally. The ANSI Z10 standard emphasizes “continual
improvement and systematically eliminating the underlying or root causes of
deficiencies.” The standard indicates that an organization’s management should
provide leadership and assume overall responsibility for
• implementing, maintaining, and monitoring performance of the safety
system;
• providing appropriate financial, human, and organizational resources to
plan, implement, operate, check, correct, and review the system;
• defining roles, assigning responsibilities, establishing accountability,
and delegating authority to implement an effective system for continual
improvement
• integrating the system into the organization’s other business systems and
processes. (p. 131)
Elsewhere in The Baker Report, observations are made on management reviews that
are close to a verbatim copy of what appears in the advisory column for Section 7.
Whereas OHSMS is the term used in Section 7, it has been replaced by the safety
management system in the Baker Report.
The related commentary to the ANSI Z10 standard provides a useful descrip­
tion of the role of and purpose for management reviews:
• Management reviews are a critical part of the continual improvement of
the [safety management system].
• The purpose of reviews is for top management, with the participation of
[safety management system] leaders and process owners, to do a strategic
and critical evaluation of the performance of the [safety management
system], and to recommend improvements.
• This review is not just a presentation or a non-critical review of the
system, but should focus on results and opportunities for continual
improvement. It is up to the organization to determine appropriate
measures of [safety management system] effectiveness. They should also
evaluate how well the [safety management system] is integrated with
other business management systems, so it supports both health and safety
goals and business needs and strategies.
Reviews by top management are required because they have the authority to make
the necessary decisions about actions and resources, although it may also be
appropriate to include other employee and management levels in the process. “To
be effective, the review process should ensure that the necessary information is
available for top management to evaluate the continuing suitability, adequacy, and
effectiveness of the [safety management system]….Reviews should present results
(for example, a scorecard) to focus top management on the [safety management
system| elements most in need [of| their attention.”
At the conclusions of the reviews, top management should make decisions,
give direction, and commit resources to implement the decisions. The
management review should include an assessment of the current [safety
management system| to address if the system is encompassing all of the risks
to which the organization is exposed. This portion of the review should include
a review of major risk exposures and ask the question, “Are there any holes” in
the current [safety management system| that could allow a risk that might not
be considered within the [safety management system|. (p. 225)
Section 3.0, “Management Leadership and Employee Participation,” and Section 7.0,
“Management Review,” are vital and integrated parts of a whole. An organization
cannot achieve superior results if the performance in these two sections is not stellar.
A management review is to result in a documentation of the action items necessary
to achieve continual improvement in occupational health and safety management
systems, the assignment of responsibility for the actions to be taken, completion
dates, and requirements for periodic reporting on progress made. One test of the
organization’s safety culture is whether resources are made available to achieve the
improvements decided upon.
Appendix M is to help managements fulfill the Z10 management review require­
ments. It consists principally of a scorecard, whose purpose is to focus “top manage­
ment’s attention on the parts of the occupational health and safety management
system that need their attention and direction mostly.” The scorecard lists the major
items in Z10 on one page and provides for entering indicators of the implementation
status of each of the provisions. When using the scorecard example given, colors are
to be entered to show the following performance levels.
• Blue: world-class OHS performance
• Green: strong; conforming/complete, may have minor gaps with action plans
• Yellow: moderate; scattered nonconformances need to be addressed, positive
trends/major elements in place
• Violet: significant nonconformances exist, still needs focus
• Red: major effort required; major systematic nonconformances exist
The foregoing color scheme is recorded here as an example of how performance
gradations may be expressed. The writers of Appendix M properly recognized that a
variety of evaluation systems may be used—qualitative or quantitative. They also
make an important statement when they said that management review reports should
suit the organization’s “size, operations, services, or culture.” A summary report will
be accepted more readily if it fits the organization’s style and culture.
This management review section gives safety and health professionals a mean­
ingful opportunity to assist in providing objective summary reports on the status of
occupational health and safety management systems and to present managements
with proposals to overcome shortcomings. Such reports will have greater value if a
section addresses serious injury potential and risk reduction measures.
In accord with the PDCA concept, the overriding theme of the management review
is to achieve continual improvement. Thus, having action items for improvement in
the review process and follow-through are vital.
In many companies, a major management review process is conducted annually
and a summary progress report carrying the signature of the chief executive officer is
published. Such reports may be made available broadly, such as on the Internet.
Publication of the reports serves the purposes of good community relations as well as
good employee relations.
SAFE 4055
Capstone Chapter Presentation Critique Page
(students do not have to critique their own presentation, only those of their peers)
Chapter – __________
Student/Instructor Name: _______________________________________________________ Date: __________
Description: Each student will be responsible for preparing one presentation based on an assigned book chapter. These
presentations will be evaluated by the large group. The instructor will also evaluate each chapter and use the student feedback to
support any identified strengths or weaknesses in the presentations. Each student MUST evaluate at least five presentations.
This is a two-part assignment in that the preparation of slides for one assigned chapter is worth 20 points, and the critique of the
five other presentations, is worth 50 points. Point Total – 70
If the student is absent the day of their presentation, prior communication is required for supplementary work to be assigned. In
that case, the instructor will find a way to present the intended chapter for the student but to earn full credit, the student must have
an excused absence documented and there must be an effort to support the delivery of their material. This would include the use a
platform to present virtually during the class period or sending a recorded the presentation in advance of the class period.
Instructions: Please answer the questions below based on the student presentation delivered. Please keep answers short but
informative. To earn all the points for the critique, all the questions must have discernable answers. It is assumed that students are
studying on their own and reading the assigned presentation chapter PRIOR to coming to class. If more space is needed, please use
the back of the page. If the back is used, please indicate at the bottom of the page so the instructor does not miss that during
grading. A total of five of these critiques must be submitted to the appropriate assignment drop. The assigned chapter presentation
will also be submitted in the same assignment drop. Remember, this is a two part assignment worth 70 points.
1. Provide three main themes presented in this chapter.
2. Of the themes listed in the answer to question #1, what do you believe would be most helpful in the work
environment? Please provide a short sentence to describe how that information would help you.
3. What are some possible challenges with the concepts listed in this chapter? One way to think of this is to try to
think of what would make implementation or application challenging. If you don’t have work experience (in any
type of job), please try to use your historical observations of a work environment as the basis to your response
as well as the what you picked up when reading the chapter.
4. What would do you think was the best part of the presentation?
5. How do you think could have been improved? Please state a solution in that if the answer is something like “it
was a dry subject that needed to be more exciting,” that wouldn’t actually help that much because the
presenters won’t know what “more exciting” means. Please offer something constructive that could be done to
enhance the message when pointing to a weakness.
SAFE 4055
Textbook Chapter Presentation Rubric
Advanced Safety Management Textbook
Grading Rubric – 20 Pts
Group Members: __________________________________________Due Date: Posted on Blackboard
Category
Title: The title indicates (clearly and sufficiently) what
the presentation is about and captures the attention of
the audience.
Introduction: The introduction of topic is clear and
briefly describes the purpose and the importance of
the topic. Does the rest of the presentation follow out
from the introduction in a linear progression?
Content: Does the presentation provide a complete
discussion of the Z10 topic? Topic points explained.
Key components of the chapter are covered. A
minimum of 10 slides are required, not including
the title slide and works cited slide.
Conclusion: The main points are summarized.
Organization: The presentation must demonstrate a
linear progression of thought. Are the ideas clear and
flow in a logical order? The presentation format
supports clear delivery of the material.
Spelling: Spelling errors in the text of the
presentation are few or nonexistent. Any grammatical
errors, typos? If errors become distracting to the
audience, points will be deducted.
Works Cited: Sources are listed at the end of the
presentation. The last slide should indicate the
location of the sources of information just as a topic
paper would have a works cited page(s).
Comments:
Total Points
Point
Value
/2
/2
/ 10
/2
/2
/1
/1
/ 20