Lecture 8 Loss prevention .pptx

Safety

1. (MS-101) HEALTH, SAFETY AND ENVIRONMENT Lecture 8 – Loss prevention ( Health, Safety and Environment ) Department of Energy Engineering 1

2. Department of Energy Engineering CONTENTS Aims and objectives of an industrial set-up Input resources Loss prevention Loss prevention strategy Human resources (HR) – manpower – HR management Basic needs of Leadership and Man management Proper equipment selection 2

3. AIMS AND OBJECTIVES OF AN INDUSTRIAL SET-UP Production is the bread and butter of those concerned (right from shop floor worker to the topmost executive) in any industrial setup. Productivity brings excellence to the production, but neither can be achieved if safety is jeopardized; pollution is paramount, and workers’ health is not looked after. Thus, a thorough balance is required amongst three critical business activities: Production, Productivity and HSE. How could this be achieved? There is no simple and straightforward answer but it is certain that by minimizing losses of various kinds we could achieve it. To understand the various types of losses and their causes, we should understand some basics. Department of Energy Engineering 3

4. INPUT RESOURCES The following are the input resources needed to accomplish any industrial operation or manufacturing process: Human Resources – Manpower Plant and machinery: Equipment and machines, tools and appliances Raw Materials – natural (such as minerals, fossil fuels, flora) and man-made materials which are innumerable Energy including the natural resources air and water Infrastructures – logistics (rail, road, transport, sea and air-link), means of communication and Information Technology (IT). Department of Energy Engineering 4

5. INPUT RESOURCES Department of Energy Engineering 5

6. LOSS PREVENTION Department of Energy Engineering 6 Thus there is link between all these inputs in order to accomplish production from any industrial set-up, factory, mill or manufacturing unit. Any mismatch amongst them could jeopardize production or the ultimate goal/objective of any company. Any hindrance in their functioning could lead to losses, inefficiencies, defects, delays, customers’ complaints, stockholders’ dissatisfaction, complaints by communities and dissatisfaction amongst those concerned – the workers and managers and executives.

7. LOSS PREVENTION STRATEGY Under its aims/objectives and mission, a company’s policy is formulated. there are three pillars of equal strength for ‘Loss prevention’. These are: Content employees Efficient systems Legal compliance Content employees: Competent employees could be a result of effective human resources management. Table 9.2 describes how to engage any individual fully and then get the maximum for the benefit of both: the employer as well as the employee – A good-good situation. Should we not strive for it? Department of Energy Engineering 7

8. LOSS PREVENTION STRATEGY Department of Energy Engineering 8

9. LOSS PREVENTION STRATEGY Efficient systems: Inculcating habits to follow best practices: best practices are the result of effective systems that are developed to run any business. In this chapter some of the best practices that have been described are: Autonomous Maintenance System (AMS) Quality Management System (QMS) Environment Management Systems (EMS) Effective Training, Competency and Awareness Effective Communication Precision in Operations Emergency Preparedness and Response Department of Energy Engineering 9

10. LOSS PREVENTION STRATEGY Department of Energy Engineering 10 Legal compliance: Apart from Environmental Management Systems (EMS), every industry, institute, business or organization should work under a legal framework. A company can have its specific codes and practices too. All these are well thought out steps and well documented, and which are in the interest of all: the company owner, stockholders, employees and the public. Any non-compliance could cause damage to the environment, safety and wellbeing of people, which in turn could result in revenue losses and impacts on the goodwill and reputation of the company.

11. HUMAN RESOURCES (HR) – MANPOWER – HR MANAGEMENT It is the man behind the machine who really matters; hence the quality of human resources must be checked right from the entry level. This means recruiting the right man for the right job. Equally important is inculcating habits for safe and best practices through vocational training, refresher courses and on-the-job training (based on the individuals’ training needs). Allowing him/her to attend workshops, seminars and symposiums, which are essential for the professional growth of any individual; it should be an established practice. Department of Energy Engineering 11

12. SOME BASICS OF LEADERSHIP Apart from effective management, good leadership is equally important. Leadership can be defined as one’s ability to get others to willingly follow. Every organization needs leaders at every level. Leaders can be found and nurtured if we look for the following character traits: A leader with vision has a clear, vivid picture of where to go, as well as a firm grasp on what success looks like and how to achieve it. Integrity is the integration of outward actions and inner values. Dedication means spending whatever time or energy is necessary to accomplish the task at hand. Magnanimity means giving credit where it is due. Department of Energy Engineering 12

13. SOME BASICS OF LEADERSHIP Leaders with humility recognize that they are no better or worse than other members of the team. Openness means being able to listen to new ideas, even if they do not conform to the usual way of thinking. Creativity is the ability to think differently, to get outside of the box that constrains solutions. Fairness means dealing with others consistently and justly Assertiveness is not the same as aggressiveness. Rather, it is the ability to clearly state what one expects so that there will be no misunderstandings. A sense of humor is vital to relieve tension and boredom, as well as to defuse hostility. Effective leaders know how to use humor to energize followers. Department of Energy Engineering 13

14. SOME BASICS OF LEADERSHIP Department of Energy Engineering 14

15. BASIC NEEDS OF MAN MANAGEMENT Basic needs: Clear understanding: What he is expected to do – it should be made known clearly by the manager so that the employee can choose his best way. He should be made aware of the company’s goals, mission and targets, norms and procedures. Equipping with necessary resources & empowering – manpower assistance, tools, appliances, office space and any other items that could help him and his team and ultimately the company to achieve the set goals in the best possible manner. A manager should ask his employee as how this specific resource could help him as well as the company. Empowering with responsibilities works equally well. It provides opportunity for self-development to the individual, and also enables him to show his worth. Department of Energy Engineering 15

16. BASIC NEEDS OF MAN MANAGEMENT Management Support (Work Culture): Proper working environment at the workplace – the employee should feel that he has enough work to do and he has to fulfill the target given to him and he receives consistent feedback and encouragement for his work. The task is reviewed periodically. All required assistance and resources are made available to accomplish the work. The supervisor cares for the growth of his subordinate. Team work: Equally important is to make a team, like in a game, to win. It should have workers (players) with different expertise and experience, sharing views and ideas with each other, and helping each other to carry out any operation in the best possible manner. Teams also need expert advice from internal as well as external agencies/ sources. Equally important is the discipline and observance of a set rules, regulations, standing orders in the event of emergency, and set norms and procedures. At work, an individual’s opinion and best ideas should be welcomed and recognized. Department of Energy Engineering 16

17. BASIC NEEDS OF MAN MANAGEMENT Growth & Self Development: A human being is very sensitive; he/she has expectations in addition to meeting his basic needs. Work satisfaction, incremental growth, professional development and a healthy working environment are some of the parameters that should be taken care of at every level. It benefits any organization. Information and transparency are vital components of trust. Across organizations, employees feel the need to be informed on the issues which are likely to impact their working conditions and life outside work. It helps not only to build confidence among employees about the organization and their future, but also to feel connected to organizational goals. This ultimately brings ‘Organizational Commitment (OC). Department of Energy Engineering 17

18. MANAGING PLANT, EQUIPMENT, MACHINES, TOOLS AND APPLIANCES Repeating the proverb ‘it is the man behind the machine which really matters’; yes, man has to manage the machines, plant, equipment, tools and appliances that are used to get the work done. Proper equipment selection Efficient equipment utilization Effective equipment maintenance for ensuring maximum availability Diagnosing problems. Department of Energy Engineering 18

19. PROPER EQUIPMENT SELECTION Before selecting any equipment, consideration and a thorough analysis of the following factors should be given, as a “Proper match of equipment, methods, techniques and layouts brings optimum results.” Environment Factors (Noise and Vibrations; Exhaust gases; Dust; Fog and Fumes). Accident Factors (Equipment’s overall design; Danger to third parties) . Ergonomic Factors (Ergonomic design; Possibility of social contact; comforts it provides to the operator). Technical Factors (verify the technical needs). Economic Factors (Costs: capital, energy, maintenance, wages; capacity). Department of Energy Engineering 19

20. PROPER EQUIPMENT SELECTION In this era equipment to cater for large scale production rates are available but they cost huge sums of money. Efficiency lies in utilizing them every minute, else they prove to be white elephants. Two terms are used to measure equipment efficiency: Equipment availability & Equipment utilization The higher these factors are the better would be the output/unit time. In fact equipment efficiency and operator’s competency play equal roles to achieve better outputs. Frequent breakdowns, reduction in speed or rated output often leads to losses. Equipment utilization: Equipment over all efficiency (%) = Percentage Availability × Percentage Utilization % Availability = [(Duration the equipment is made available for the purpose of carrying out useful work or Production)/(Working hours per day)] × 100 Department of Energy Engineering 20 Continue..

21. PROPER EQUIPMENT SELECTION % Utilization = [(Duration the equipment utilized for the purpose of carrying out useful work or Production)/(Duration equipment available)] × 100 OEE: Stands for Overall Equipment Effectiveness. It is a comprehensive measure of the equipment’s performance, which takes into account the following: Availability (A measure of its time utilization. Arrived at by subtracting the down time whether due to planned reasons or unplanned failures). Performance (A measure of its effectiveness in performance/underrated operation. Can be assessed by comparison with rated speed, loads) etc. Quality Rate (Measure of the total production quality compared with the acceptable quality). Department of Energy Engineering 21

22. PROPER EQUIPMENT SELECTION Multiplying all the above three performance measures produces the OEE of equipment. OEE = Availability × Performance Rate × Quality Rate Department of Energy Engineering 22 Continue..