Every OH&S professional aims to reduce incidents and injuries, but is their

strategy as efficient and effective as it could be? Continuous improvement is

vital in keeping your processes and programs relevant toward achieving your
goals. In an effort to maintain an effective safety process on your quest to
reducing incidents and injuries, ask yourself these three questions:

 What are our biggest risks?

 What processes do we have in place to help minimize/eliminate these
risks?
 Are these procedures, processes, and programs actually being
utilized/implemented by our team, and are they effective?

What are our biggest risks? These can be identified by reading through
observation data, incident investigation data, near miss reports, and the
already known high-hazard work done by your teams.

What processes do we have in place to help minimize/eliminate these risks?

These can be a combination of standard operating procedures, job hazard
analysis, observation process, training programs, etc. Note: Not all processes
are safety department-specific. Some of these include hiring practices,
management practices, etc.

Are these procedures, processes and programs actually being

utilized/implemented by our team, and are they effective? Reviewing the
utilization and effectiveness can be done in a number of ways, to include
observing the work being performed and comparing it to your standard
operating procedures and reviewing your results periodically in an effort to
correlate the impact your processes and training programs have on your losses.

Identify the Risks

Lagging indicators are data points that are considered to be reactive to an
occurrence, versus leading indicators that allow opportunities to implement
proactive strategies to prevent occurrences. Both can provide the data points
to help identify the gaps within your processes and programs. An example of a
lagging indicator is your incident data. Reviewing the incident data should
provide insight into what process/programs unsuccessfully provided the
information necessary to perform the task safely and/or where the team
unsuccessfully followed the process/program. An example of a leading
indicator is your observation process. The purpose of the observation process is
to identify risky behaviors and conditions and intervene to prevent incidents.
Observation data details such as project, contractor, category, and comments
will provide the information you will need to answer the three questions
above.

Observation Data—At Risk Behaviors and Conditions

An observation program is a critical process that will provide the data to
identify what and where risks are occurring. Observation data points are
snapshots in time of the behaviors and conditions at a specific project. These
are your leading indicators, also known as precursors to an incident. Utilizing
the observation data points to track and trend at-risk behaviors and conditions
is a great practice to pinpoint where you should focus your efforts and
resources to reduce your incidents.

Take it one step further by trending the total number of observations and
comparing them to the number of at-risk observations. Over time, these data
points will define if the project is observing behaviors and conditions in a
consistent manner. You can use these metrics to define a probability model for
your projects. Probability models are effective in prompting a review of data
points for those specific locations with higher percentages. The example below
is a result by project illustrating the percent of probability the location has of
sustaining an incident.

Incident Investigation—Root Cause Analysis Results

Incident root cause analysis results provide the details of the incident, as well
as the root cause of each failure within the process or procedure. These are
your lagging indicators. A review of the process and procedure, as well as the
program for training for the tasks being performed during the incident, is a
good practice to ensure every step is addressed accordingly.

It is important to communicate the means in which to perform the task safely.

Tracking and trending data can help identify the recurring issues that are
causing the incidents. Trending will allow you to understand the causes and
update and/or design processes, job hazard analysis, etc. according to the
needs of the crews.

Another best practice is

looking at your incident
trending data and
identifying when the
incidents occurred over a period of time. Identify what type of work was being
done at that time and what internal and external factors may have had an
effect on the work. The example below shows spikes of incidents in January
and April. Taking some time to go back and review the types of incidents and
work during these months to determine the underlying causes will help you
identify areas of your processes that may need some attention.

The trends will identify areas of your work that need a review of processes and
procedures and possible needs for training. Depending on how the observation
process is structured, the data points can help not only determine what type of
work is being performed, but also identify which crew is taking these specific
risks. Charts below are examples of at-risk observations by sub-category and
crew/subcontractor (company).

Periodic Reviews
Once a process/program is implemented, it is imperative to create a
continuous improvement system to ensure the process and programs are as
effective as originally intended. Periodic reviews of the processes should be a
part of your program audit as systems, materials, and teams evolve.

For example, an audit of safety processes and programs at each project or

sample of projects by division annually will help determine what works for your
teams and what needs updating to accommodate for new materials,
equipment, processes, etc. These reviews should be conducted by higher-level
personnel within the organization who understand the purpose of the process
and programs. Use these change leaders to provide constructive feedback and
drive buy-in for those areas within the organization that struggle to adopt the
process.

Communicating the improvements and updates to current processes sends a

message that nothing is perfect and set in stone. As the industry and internal
team evolve, your processes will evolve along with them. Transparency
provides credibility to your process and programs. When your crews see
changes and resources allocated, they will begin to understand the purpose of
the observation process. With time, they may even begin to appreciate the
steps the OH&S team is taking to provide a safer, more efficient work
environment.

Your safety culture will shift from being viewed as a "gotcha" program to more
of a "how can I help you" program. Establishing this credibility generates trust
between the crews and the OH&S team, which in turn generates employee
participation.

As OH&S professionals, we work hard every day to ensure our project teams
create a safe work environment for all crews. These project teams rely on the
processes and programs created by management to protect all those who are
working on the projects. Keeping these processes and programs updated will
ensure the teams have the resources necessary to perform the task in the
safest manner possible. These three questions will provide the information
necessary to identify any gaps and/or areas of your work that have evolved, as
well as allow you the opportunity to take action to improve your processes
before someone gets hurt.

As our workforce, materials, and systems evolve, so must our processes to

ensure all go home safely to their families every night. It is not a matter of
being perfect; it is a matter of saving lives and keeping people safe.

GE
Qualifications/Requirements

 Ingénieur ou diplôme ou connaissances/expériences équivalentes et première expérience significative

dans le paramétrage/l’utilisation d’ERP (Nomenclatures, Calcul de Coûts, items,….)
 Très bonne Connaissance de l’environnement Oracle & MyWorskshop
 Capacité reconnue à lire, écrire et parler la langue locale et l’anglais
 Capacité à communiquer avec aisance et à travailler avec les autres
 Maîtrise de Word, d'Excel, d'Access et d'Outlook .

Desired Characteristics

 Expérience dans le paramétrage/l’utilisation d’ERP (Nomenclatures, Calcul de Coûts, items,

….)
 Expérience dans la gestion d’introduction de nouvelles références/supply chain
  Capacité à établir les priorités et à gérer plusieurs tâches
 Certification APICS.
 https://www.facebook.com/nous.sommes.les.ingenieurs/posts/10155678100521256

Mechanical designer with 9 years of relevant training and experience. Demonstrated career
proficiency through precise attention to detail, team-focused attitude, and passion to
continue learning and professional development. Have developed significant experience with
plastics and injection molding, and seeking to expand upon this foundation with an engaging
new role

Mechanical designer with 9 years of relevant training and experience. Demonstrated career
proficiency through precise attention to detail, team-focused attitude, and passion to
continue learning and professional development. Have developed significant experience with
plastics and injection molding, and seeking to expand upon this foundation with an engaging
new role

FFPSAND COM ALAIN SAVARY

BSP LAC2
KEY DECISION
https://www.youtube.com/watch?v=bxk-IVvma8g

Emettre et traiter les fiches de non conformité produit interne et client ;

-Mettre en place les plans d’actions qui traitent les produits litiges
- Animer les groupes de résolution problème (QRQC) qualité produit
-Réaliser les audits produit (Audit spot)
-Suivre, mettre à jour et diffuser les indicateurs de performance qualité par ilot (Tournage et fraisage
-Suivre et mesurer l’efficacité des actions correctives
-Veiller sur la bonne application des procédures du SMQ
-Organiser des actions de sensibilisation et de formation du personnel par rapport au problème qualité (Alerte qualité,
Fiches d’instructions ; Note qualité)
-Analyser et gérer les risques des actions correctives (AMDEC)



o Risk Management & Sustainability of suppliers, products and manufacturing sites 
- Projects Management 
- Analysis and Detailed 2D and 3D Mechanical Design 
- Dimensioning and mechanical, physical, hydraulic, pneumatic, electronic, electrical and thermalcalculation 
- Research and development of machines and finished products 
- Cost Management 
- Writing and reporting, procedures for production and technical files for the interventio... See more
o TitleCPM (Change Product Management) and Manufacturing Changes Team Leader
Dates EmployedSep 2017 – Jan 2018
Employment Duration5 mos
LocationGouvernorat de Ben Arous, Tunisia
- Planning and follow up of product design modifications 
- CPM (Change Product Management) Projects Management 
- Follow up of Anomaly Treatments of Technical Drawings for TUN, AUB and YAU 
- CPM (Change Product Management) and MFG (Manufacturing) Changes Team Manag... See more
o TitleCAD Mechanical Designer
Dates EmployedFeb 2014 – Sep 2017
Employment Duration3 yrs 8 mos
LocationGouvernorat de Ben Arous, Tunisia
- Design, create and modify technical drawings of products
- Design tooling plans for machinery equipment
- Codify articles, tools and labeling elements
- Maintain traceability of design and modification work by KPIs
- Exploit and update technical data in SAP (Bill of materials, Labels, Routings, Material Master)
- Initialize ECO "Engineering Change Order" and PMF "Product Master File" in SAP
- Ensure support and technical advice
- Create and modify Data Management procedures
- Train the Data Management team See less


CAD Mechanical Designer

Company Name

XINUS
Dates EmployedOct 2013 – Feb 2014
Employment Duration5 mos
LocationGouvernorat de Tunis, Tunisia

- 2D Design of Tools for Automotive Manufacturing

 XINUS

XINUS

Internship l Mechanical Designer

Company Name

STI
Dates EmployedOct 2012 – Jun 2013
Employment Duration9 mos
LocationGouvernorat de Ben Arous, Tunisia

- End of Bachelor's Studies Project : Study, Design and Manufacture of a Curved Belt Conveyor
Sart up act https://www.startupact.tn/accueil.html 09/9/2019 GO WINNER