Professional Documents
Culture Documents
Assignment-1
1. “The functions of plant managers, foremen and supervisors for safety management are
specific”. Justify this statement.
Plant manager-A plant manager is responsible for Planning, organizing, directing and running
optimum day-to-day operations to exceed customers’ expectations, Increasing production, assets
capacity and flexibility while minimizing unnecessary costs and maintaining current quality
standards. He also has a Responsibility for production output, product quality and on-time
shipping. The Plant Manager will oversee all daily operations of the plant from production and
manufacturing to ensuring policies and procedures are followed. They develop processes that will
maximize stewardship, safety, quality and productivity.
Foremen- A foreman typically occupies the first supervisory tier, ranking above workers but
below managers. Foremen determine the priorities for work to be done, sometimes based on their
own initiative and authority, but more often based on needs communicated by sales or
management. They must determine whether they have the number of employees possessing the
required skills for the job, verify that the needed items are available and direct employees on
which tasks are to be completed first. If problems arise, the foreman may alter the schedule to
minimize down time or assign workers to another section if necessary.
Supervisor- supervisors, or industrial production managers, are responsible for a variety of job
duties. In small manufacturing facilities, production supervisors may oversee entire plants, while
in larger operations they may only oversee a single department. Additional responsibilities often
include coordinating, planning, and directing all activities involved in the production of goods.
Every production supervisor has a budget to follow, and it's important that operation costs stay
within it. Scheduling responsibilities are another portion of a production supervisor's job duties.
It's up to the production supervisor to determine how best to utilize the workers in order meet
production goals as efficiently as possible.
2. In small scale industrial unit, outline the procedure of planning for safety management.
The safety management plans have operational descriptions that cover the following areas:
1. Hazard Management
Identifying
Assessing
Managing and monitoring
Record keeping
Training
2. Equipment
Selection
Pre-use checks
Inspection and maintenance
Record keeping
Retirement
Training
3. Staff
Selection
Induction
Communication
Training
Monitoring
Record keeping
Contractors
4. Clients
Intended client profile
Information you should gather from clients
Information you should give to clients
Checking for understanding of information
Record Keeping
5. Incident reporting
What to report
How to report
Learning and follow up
Training and monitoring
Record keeping
6. Emergency response
Emergency scenarios
Response procedures
Training
7. Safety System Checks and Reviews
Who is responsible for ensuring these happen
Frequency and timing of internal and external reviews
Record keeping
Industrial safety in the context of occupational safety and health refers to the management of all
operations and events within an industry, for protecting its employees and assets by minimizing
hazards, risks, accidents and near misses. The relevant laws, compliance and best practices in the
industry have most of the issues addressed for the best protection possible. Employers are to
make sure that these are strictly adhered to to have maximum safety.
Assignment-2
Despite continuing efforts to reduce the number of work-related accidents, every year thousands
of workers die at their workplaces and millions suffer occupational injuries and illnesses. This
raises many questions about the way in which safety management is handled. Even though
traditional measures of safety performance rely primarily on some form of accident or injury data,
safety related behaviors such as safety compliance and safety participation can also be considered
as components of safety performance. It has long been recognized that open communication and
frequent interactions between employees and supervisors are important organizational
characteristics, which differentiate companies with low accident rates from those with high
accident rates. Safety compliance represents the behavior of the employees in ways that increase
their personal safety and health. Safety participation represents the behavior of employees in
ways that increase the safety and health of co-workers and that support an organization's stated
goals and objectives. safety motivation and safety knowledge are two individual attitudes to
safety. Research has also indicated that safety communication was significantly associated with
safety behavior such as compliance, safety knowledge, safety participation, and success of safety
programs.
3. What are the various theories of motivation? Discuss their relevance to the field of safety
management.
Theories of motivation can be classified as content and process motivation theories. Content
theories focus on WHAT, while process theories focus on HOW human behaviour is motivated.
Content theories are the earliest theories of motivation. Within the work environment they have
had the greatest impact on management practice and policy, whilst within academic circles they
are the least accepted. Content theories are also called needs theories: they try to identify what
our needs are and relate motivation to the fulfilling of these needs. The content theories cannot
entirely explain what motivate or demotivate us. Process theories are concerned with “how”
motivation occurs, and what kind of process can influence our motivation.
Motivation increases the awareness, interest and willingness of the employees for better safety
performance. Safety motivation for employees comes when they are connected with the work
they are doing on an intellectual, emotional, creative and physical level. Motivation is not the
main goal of a safety program, but it is a tool without which the highest levels of excellent safety
performance are not possible. De-motivated workers give grudging compliance but not willing
cooperation. Overly controlled workers comply but don't excel. Worker input through
suggestions is a remarkable pool of improvement possibility that will be untapped if motivation is
lacking. Improving motivation for safety may be as simple as regular communication, increased
autonomy and letting the folks who do the work tell you how it could be done safer.