AIRCRAFT RELIABILITY

MA4872

Lecture 9

Workplace Safety
Nanyang Technological University

27 Jan 2017
(Friday)

MA4872 Aircraft Reliability

 OCCUPATIONAL SAFETY
WORKPLACE SAFETY AND HEALTH ACT
Extract from Business Times - 31 Aug 2006

THE Minister of Manpower (MOM) and the Workplace Safety and Health Advisory
Committee (WSHAC) issued reminders that the Risk Management regulations under
the Workplace Safety and Health Act will take effect from 1 September 2006

Under the regulations, employers, self-employed persons and principals (including

contractors and sub-contractors) are responsible for identifying safety and health
hazards at workplaces and to take appropriate actions to eliminate or reduce the
risks associated with the hazards.

Companies were given six months since the regulations were announced earlier in
March 2006 to ready themselves for compliance.

Under the rules, a first-time offender is liable to a fine not exceeding $10,000 while a
repeat offender could be fined up to $20,000 or imprisoned for a term not exceeding
six months or both.

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 OCCUPATIONAL SAFETY
WORKPLACE SAFETY AND HEALTH ACT

In March 2005, the Government announced key reforms to improve

Singapore’s Occupational Safety and Health (OSH) standards. These
reforms are based on the premise that accidents can only be
prevented if all involved in the workplace take personal responsibility
for achieving higher safety standards.
The new framework aimed at reducing deaths at workplaces by
one third in five years, and by half within a decade or sooner.

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 OCCUPATIONAL SAFETY
WORKPLACE SAFETY AND HEALTH ACT

The WSHA is an essential part of the new framework to cultivate good

safety habits in all individuals at the workplace – from top management
to the last worker. It requires every person at the workplace to take
reasonably practicable steps to ensure the safety and health of every
workplace and worker.
The 3 principle of the new framework are :
1. Reducing risk at source by requiring all stakeholders to eliminate or
minimise the risk they create at the workplace;
2. Instilling greater industry ownership of OSH standards. The focus will
be shifted from complying with the prescriptive requirements to making
employers responsible for developing work and safety procedures
suited to their particular situations in order to achieve desired safety
outcome;
3. Preventing accidents through higher penalties for poor safety and
health management.
4
MA 4872 - Aircraft Reliability
 OCCUPATIONAL SAFETY
WORKPLACE SAFETY AND HEALTH ACT

The Workplace Safety and Health Act replaces the Factories Act
from 1 March 2006.
Key changes include:
1. It specifies liabilities for a range of persons at the workplace
instead of focusing on the occupier.
2. It focuses on effective management of workplace safety and health
to achieve a safe outcome instead of prescribing rules
3. It stipulates greater penalties for compromising safety and health
The WSHA will continue to cover the high-risk industries previously
covered by the Factories Act, i.e factories, shipyards and
construction worksites.
This Act has been expanded to workplaces in all sectors.

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OCCUPATIONAL SAFETY

WORKPLACE SAFETY AND HEALTH ACT

The following are exempted from the Act :

1. The Singapore Armed Forces
2. The Singapore Police Force
3. The Singapore Prison Service
4. The Internal Security Department
5. The Central Narcotics Bureau
6. The Immigration and Checkpoint Authority
7. The Singapore Civil Defence Force.

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 SAFETY PROGRAMMES
A safety programme normally starts with a survey of the industrial climate.
The data collected are then analysed and presented to management together
with a proposal to improve the safety standard.
This is often done by a consultant and the proposal could cost a few hundred
thousand dollars for a large company. Funding and technical assistance
from the government are often available.

Typical Objective of a Safety Programme:

• Heightened awareness and consciousness of safety
• Increased safety behaviour in general
• Reduction of major accidents/incidents/lapses

Workplace Safety Air Safety

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 La
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MA 4872 - Aircraft Reliability

ck st r gue
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Dirty Dozen Analysis

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SURVEY DATA : HUMAN FACTORS

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Sample Size = 852
8
 SURVEY DATA : HUMAN FACTORS

• New Magnificent Seven:

– Lack of Awareness
– Others
– Inadequate Resources
– Complacency
• Other Factors:
– Pressure
– Faulty Equipment
– Weak Communication
– Inadequate Maintenance
– Lack of Knowledge
– Low Morale
– Negative Perceptions of
Management
– Lack of Ownership
– Inclement Weather

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 Safety Surveys – Selected Issues

4. Been misled by confusing documentation

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 11. Done a job without the correct tool or equipment

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 38. Corrected an error made by another engineer,
without documenting what you had done, to avoid
getting them into trouble
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 44. Opened the wrong panel to get access for a job

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 OUTCOME MEASUREMENT

5
Pre
Post
4

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HFEM Knowledge Attitude towards Personal Attitude
Management

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 FOLLOW UP

• Towards World-Class Safety Culture – Continuous Safety

Enhancement
• Business Challenge – all Productivity and Quality improvements
to incorporate Safety
• Encourage reporting of near hits/misses
• Develop skills in managing errors
• Tackle the business challenge of integrating safety with
productivity and quality

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Three Components of Safety
Interventions

Engineering Controls

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Safety Culture Trilogy

Discipline

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 KEY ISSUES DURING FEEDBACK

1. EQUIPMENT SERVICEABILITY – Inadequate & condition

2. COMMUNICATION – Insufficient, Delayed and Inaccurate

3. PERCEPTION OF BARRIERS – Rules hinder safe behaviors

4. INVESTIGATION – Lack of understanding of process

5. SAFETY OFFICER – More Proactive

6. TRAINING – Lack of knowledge of process and equipment

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 ENGINEERING CONTROLS – COMMON ISSUES

1. Inadequate/Incorrect Steps

2. Inconsistent policy – All 8 OMs give different instructions.

e.g. Wheel Change without MM copy

3. Lightning – No stand on issue

4. Vehicles too old/poorly maintained. How much do we spend?

5. Are we communicating adequately with staff?

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 BEHAVIOR – COMMON OBSERVATIONS

1. Inability to quantify problem

2. Lack of ownership – perception gap/ Management problem

3. Management pushing for production – don’t care about safety

4. Lack of understanding of our operation – Engineers??

5. Perceived lack of trust by Management

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High How? Mafia
University
or
Military
Accountability

COMPANY

Temp Sweatshop
Jobs
Low
Loose Tight
Control Control
(No Fear) MA 4872 - Aircraft Reliability (Fear) 21
 Closed Door Session:
Feedback on Safety from Operations
1. One-way communication from the top
2. Accountability overemphasized on operations - blame on operations – lack
of support?
3. Red tape – purchasing process (e.g. digital camera obselete) – central
purchasing – mismatch of specs (e.g. safety shoes)
4. Budget – equipment replacement – establish life span of equipment
5. Span of supervision/job enlargement – safety concerns? Competitiveness?
6. Storage space for equipment – old equipment not disposed
7. Safety budget (how much are we willing to spend on safety? what’s the
figure? Benchmark?)
8. Role of safety dept.
9. Safety officers have no power – “toothless”
10. Safety management system? MOM rules? Stick only, no carrots?
Inconsistencies in rule enforcement

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Organizational Culture as an Iceberg

Behavior, Rituals, Institutions

Values, Beliefs, Norms

Assumptions

(Brett, 2001)

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 CORE ELEMENTS IN SUCCESSFUL SAFETY PROGRAMMES

• A culture that says “safety” is important around here.

• A tight accountability system.

ENPLOYEES WANT: • MANAGEMENT WANTS

A Safe Workplace
A Positive Workplace
A Caring Management
• An Accident Free Workplace
• Empowered Employees
• Pro-active Rather Than Re-active Work
Process
• To Minimize Direct and Indirect Costs and
Threat of Liability From Accidents

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SAFETY MANAGEMENT SYSTEM INTERVENTION
7 Key Areas

1. Management leadership
• vision, values, commitment
• safety goals & objectives
• costs of safety performance
2. Responsibility & accountability
• defined for management & employees
• accountable for performance
3. Safety organization
• safety committees
• safety staff resource
• safety budget

4. Safe work practices & procedures

general & job specific
housekeeping
contractors
emergency

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 SAFETY MANAGEMENT SYSTEM INTERVENTION
7 Key Areas

5. Safety review & improvement

a Plan / Do / Check / Act process
accident investigation process
safety audit / inspection process
6. Safety training
• Based on needs assessments
• Designed & presented effectively
• For both management & employees
• Results in observable changes in behavior on the job
7. Safety communications
• Internal & external
• Appropriate for audience
• Effectiveness of communication methods

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