Transcript Applicability of OHSMS in the Construction Industry

OHSMS in the
Construction Industry?
James Platner, Ctr to Protect Workers’ Rights
[email protected]
Gregory Zigulis, Univ of Tennessee
Construction Industry Research and Policy Center
[email protected]
Occupational Health and Safety
Management Systems (OHSMS)
•
•
•
•
•
AIHA Guidelines
ILO 2001 Guidelines
ANSI Z10 Committee
National Standards in the UK & Elsewhere
OSHA VPP
Complexities of Construction
•
•
•
•
•
•
•
Transient Workforce
Changing Workforce & Employers on Site
New Organization on Each Project
Organization Defined by Many Contracts
Each Project Is Unique
Multiple Employers
Limited Management of Work Process
Key Features of OHSMS
•
•
•
•
•
•
•
Management Commitment
Worker Involvement
Defined Performance Responsibilities
Measurable Performance Metrics
Mechanism for Audit or Data Collection
Feedback of Performance Metrics
Continuous Improvement
Management Commitment
•
•
•
•
•
•
•
Multiple employers-for each project stage
Responsive to Client/Owner Requirements
Complex Multi-tier Management Structures
Design & Build Often Contracted Separate
Limited Oversight of Work Process by CM
Communication Challenges
Production Incentives and Deadlines
Worker Involvement
•
•
•
•
•
•
•
Continuously Changing Contingent Workers
May Draw on National Labor Market
Craft Workers May Define Work Process
Diverse Skills and Tasks
Employees, Co-employees, Self-employed
Multiple Employers on Site
Language and Literacy Challenges
Defined Performance
Responsibilities (Who Does What?)
•
•
•
•
•
•
•
Requires Advance Assessment of Hazards
Regular Changes in Project
Unexpected Hazards and Occurrences
Every Project Different
Production and Deadlines Dominate
Limited Cooperation Across Employers
Limited Safety Management Personnel
Measurable Performance Metrics
•
•
•
•
No Standardized Measures
Incentives Effecting Reporting of Injuries
Limited Reporting of Disease
May Be Defined by the Owner/Client
-Focus on Value-Added for Owner
• Must be Task Based - Complex Metrics
• Metrics Vary Between Employers on Site
Mechanism for Audit
or Data Collection
•
•
•
•
•
•
•
Small Work Crews Dominate Construction
Small Employers Rarely Hire Consultants
No Standard Data Collection Processes
Most Performance Audits Driven by Owner
Must Audit During Narrow Task Window
Few Employees on Same Task - Poor Stats
Internal or 3rd Party?
Feedback of Performance
Based on Metrics
• Subcontractors and Workers May be Gone
to Another Job Before Report Completion
• Every Project is Different
• Communication Challenges on Site
• Workers Change Between Audit & Report
• Employers Change From Audit to Report
• Tasks Change from Audit to Report
Continuous Improvement
• Requires Continuity of Relationships
• Requires Defined Repetitive Tasks
• Requires Continuity of Other Factors
– Management Commitment, Worker
Involvement, Responsibilities, Metrics,
Measurement, Feedback
CONCLUSIONS
• Most Applicable to Large Contractor & CM
• Likely to be Owner/Client Driven
- Can Provide Value-Added for Owner
• Challenging to Implement Effective System
• Largely Transferable Site-to-Site
• Needs Standardized Metrics to be Accepted
• Potentially Valuable Tool to Reduce Injury