What is a safety manual, really?

Developing a safety manual: chart
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In this article we explain what makes a good safety manual: One that is integrated with your procedures manual and describes actions rather than obligations.

A good safety manual is not just a collection of policies and responsibilities. These collections, often claimed to be safety manuals, are just specifications for a safety system, They are not safety systems in themselves. To say that a collection of policies and responsibilities is a safety manual is like saying that a set of building regulations is a plan for a house.

So what is a good safety manual? Well, it is certainly going to include the things people associate with safety manuals. It will have a brief set of general rules for all team members and for supervisors. It will have a statement by the employer of its intent to provide a safe work environment. This is only a tiny part, however! A good safety manual is integrated into your procedures manual and describes activities that team members perform and communications between team members.

We read AS 4801:2001 Occupational health and safety management systems – Specification with guidance for use carefully and came up with the followng Shakespeare play scenes (procedures, in other words—see our earlier blogs for more about our Shakespeare play business analogy)

Procedures that are only about safety

Manage safety consultation How you consult with employees, run your OHS committee, have toolbox meetings, ensure that you are up to date with best practice, publish your safety statistics
Manage hazard risk How your team members identify hazards, assess risks and apply controls; How you manage your safety action plan (to deal with the hazards that you can’t afford to fix immediately); How you report on hazard management;
Manage emergency or safety incident What action your team takes when there is an emergency or safety incident, including a near miss; How you report safety incidents
Manage Workcover claim How you respond to a Workcover claim, including the return to work program
Resolve safety issues If a team member disgrees with your management of a safety matter, how you negotiate and reach agreement
How you conduct safety inspections of the workplace and carry out actions that arise from the inspections

Procedures from other areas that contribute to the safety system

Manage training and professional development How you train team members in safety awareness and safe practice
Maintain assets How you conduct preventative maintenance of equipment that could become hazardous; How you repair equipment that has become hazardous
Issue and return company items How you issue safety equipment to team members, train them in its use and how it is disposed of when the team member leaves or it wears out
Manage internal audit How you ensure that your team are using thr safe practices that you devised with them; How you report on corrective and preventative action
Improve process How you continually improve your procedures to make them safer
Review and implement strategy (management) How you review safety performance measurements and safety management
Practise company culture General safety rules for team members; How you communicate safety information; Specific safety practices for all team members, such as not harassing other team members and dealing with aggressive members of the public
Manage the suppliers and products list How you approve your suppliers and their products and services as meeting your safety standards
Purchase goods and services How you check that products and services you receive comply with your safety standards

Safety awareness embedded in all activities where required

All work instructions for tasks that have hazard risk Perform a risk assessment for each one, establish controls and include safe practice in the instructions that you write

In this article we have shown how to integrate safety into your procedures manual. We are, of course, available to help you with this. Please contact us if you have questions or are interested in having some help.

How to track issues

diagram of issue statuses as used in Mantis bug tracker
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In this article I’ll describe some options for keeping track of business issues or tasks so that you and your team don’t forget them.

In a systemised business, if an issue arises, you don’t want it to be forgotten before you resolve it. You may need to manage safety issues, customer complaints, corrective actions, system improvements, quality management issues or just action lists for your team members. You need a system for issue management. In this article we’ll discuss some options.

Essentials

To track issues, you need to have a way of

  • Recording the issues as they arise
  • Assigning the issues to team members to resolve
  • Having a list of current issues so that you won’t forget them
  • Dropping issues off the list when resolved

Levels

We describe here three technology levels for your issues: (1) paper or whiteboard (2) document and (3) bug tracker. Your choice depends on the number of issues and the complexity of your business, not on how clever you are about technology. You’ll be cleverest if you select the level appropriate for your business needs. It could be that you have a high tech business and you find that a whiteboard is best.

Tips for all levels

  • Give each issue a number
  • Have a system for managing issues through their life cycle (a workflow). This include a set of stages or statuses. Write down a definition of each stage (see later in the article).
  • Draw a simple diagram of the life cycle.
  • If possible use colours.
  • Educate your team carefully about the system so that everyone is clear.
  • Set an example by always following the system you created and insist that your team follows it too.
  • If the system is becoming too hard to maintain or you are drowning in its volume, it is time to move to the next level.

Statuses

Here is a simple set of stages (statuses) for issues.

Status Description
New Reporter has entered the issue or task.
Assigned Reporter (or the issue tracker, automatically) has assigned the issue or task to the Problem Solver.
Resolved Problem Solver has resolved the issue or task.
Closed Reporter has reviewed the resolution and closed the issue or task
Reopened The issue or task was resolved or closed, but someone has reopened it.

Issue tracking tools

Level 1 — Handwritten on paper or a whiteboard

Tips:

  • Spend time designing a good form or whiteboard layout. Have space on it to mark the life cycle stages and for extra notes.
  • Before you give an issue on paper to an Issue Owner, write onto it the action required then make a copy. If the Issue Owner loses it, you still have your copy.
  • Use colours if possible.

Level 2 — Using a document or a spreadsheet

Manage your issues in a spreadsheet or in a table in a document:

  • A spreadsheet is better because you can sort issues more easily.
  • Include these columns: Issue number | Date created | Title | Description and comments | Status | Owner | Due date | Date closed.
  • Contact us to order our low cost issue manager spreadsheet with instructions.

Spreadsheet tips:

  • Turn on Wrap text for cells that contain descriptions and comments
  • To create a new line within a cell in Excel, press ALT+ENTER and in OpenOffice Calc, press CTRL+ALT+ENTER

Level 3 — Bug tracker software

Software developers have created a variety of issue management programs for their own use. Many of these are free open source software. While these are all intended for the software development environment, if you spend a short time configuring one, it works well for managing business issues. We are successfully using the popular free Mantis Bug Tracker (http://www.mantisbt.org/). The diagram at the top of this article shows the workflow that we configured for a quality management system improvement suggestions database.

Once you move up to bug tracker software, you may find yourself using it for all kinds of action lists.

Contact us to order our low-cost report that explains how to configure Mantis for business systems. We charge a small fee for our report, but please remember that the software itself is free.

By |2016-12-03T21:51:25+11:00November 29th, 2009|Issue and task tracking, Quality management|0 Comments

Document types and how to organise them

Processes, procedures, work instructions – What is their purpose?

In this article we identify the different types of document in your procedure manual and explain their purpose and their relationship with each other.

Using our Shakespeare play analogy we can see the answer.

Document Business Shakespeare play
Process Business area, for example, Financial Management. Example A act, containing several scenes
Procedure A set of interacting activities by a number of roles that achieves a particular goal, for example, Manage Accounts Payable. Example A scene in the play, where a number of roles advance some part of the plot
Work Instruction A detailed set of steps that one role has to carry out as part of an activity in a procedure A long speech by a role in the play
Information document A set of information, explanations or rules that helps team members carry out the procedure The location of the scene, props required, their positions, rules for the roles to follow, such as costume or mood

Who wants to read these documents?

If you want to understand how the business works, look at the processes and then read the procedures.

Your team members will occasionally look at the procedure but normally go straight to the work instructions and information, where they can find out what they need to do.

Your table of contents

We sometimes find clients who have a great set of work instructions, but they have trouble working out how to organise them. The Shakespeare play analogy shows you a structure that is organic to your business. Organise it in 3 layers:

Level 1 The acts (business areas)
Level 2 within level 1 The scenes (procedures, describing who communicates with whom)
Level 3 within level 2 The speeches and scene requirements (work instructions and information)

Navigation

With the table of contents as described you have an organic, logical navigation that someone who understands business can follow.

To support this we add:

  • Launch pads—pages with handy links for different types of team member
  • Full text search, so that anyone can find any word
  • Glossary, to help people use the same words

Help

Like some help creating this for your business? Contact us!

Positions – People – Roles

In this article we explain the difference between positions and roles and show how this applies to your business.

Positions include collections of possible roles. A person in a position has some or all of the possible roles.
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The concept of roles and positions seems to cause confusion in small businesses. It’s time to clarify the difference.

As you may have seen in an earlier blog I love the metaphor of the Shakespeare play for a business, and you’ll probably keep seeing it here.

The Bell Shakespeare company comes to Bendigo most years. They bring about 5 actors and a new twist to the interpretation. A Shakespeare play has at least 15 roles in it and maybe more. Each actor has his or her particular skills and takes several appropriate roles in the play.

Each scene in your Shakespeare play business has prescribed roles. For example one scene in the Financial Management act could be “Manage accounts payable”. It may only have two roles in it, an Accounts Payable Administrator and a Financial Controller. By the end of the scene, your accounts have been paid. You have team members who play these roles. Which team members can play the roles? Ones that are qualified to do it, of course.

In Bell Shakespeare, they employ a particular set of actors who together can perform all of the required roles. Your business is the same.

A role description describes what the role does. A position description lists all of the roles that the team member in the position may have to play. The role has the description and the position just has a list.

Business documentation software like Way We Do makes this easy. You define all of the roles needed for the business and compile your position descriptions from them. For more information about the way we do WayWeDo, visit our WayWeDo page.

A position description, however, contains more than a list of the possible roles. We’ll write more about this later. Watch this space.

By |2019-04-29T15:51:19+10:00October 3rd, 2009|Business process analysis, Human resources|0 Comments

Don’t let ISO 9001 dictate your table of contents!

In this article we explain why it is better to organise your procedure manual so that it suits your team, not so that it suits your auditor.

Just because you are getting ISO9001 certification does not mean that the table of contents of your procedures manual has to follow the clauses of ISO9001. Your procedures manual needs a table of contents that fits your business.

Don’t spoon-feed the auditor

Don’t worry about the auditors.  They don’t need to be spoon-fed your ISO 9001 compliance.  Your procedures manual is for your team, not for the auditor! The auditor knows ISO9001 back to front and can easily assess whether your procedures manual is compliant.

Hierarchy or process?

You can think of your business as a hierarchy or as a process. Which is better to dominate your procedures manual?  Since procedures are action, then the process view is surely better. isn’t it?

The play analogy

If you take the process view, you can think of your business like a play.  The play has a script.  It is divided into acts and scenes.  Think of each act as a different area of your business.  There is the Sales act, the Marketing act, the Human Resources Management act and so on.

Each act has a number of scenes. In the Sales act, there is the scene where people close a sale, another where they have a meeting to review sales performance and another where they deal with customer follow up, feedback and issues.

In a scene, which we like to call a Procedure, the team members involved have different Roles and communicate with each other to achieve the purpose of the scene.  We call what each Role does an Activity.

In our opinion, the best and most organic table of contents for a procedures manual is the acts and scenes (business areas and procedures) that make up the business.

Now there may be a lot involved in a procedure. In the play analogy, it could be that a Role has a particularly long speech to make.  Instead of including the whole speech in the scene, we include it as a support document.  We call this a Work Instruction.

So a play has acts, scenes and speeches, and your business has business areas, procedures and work instructions.

We can help you think through the acts, scenes and speeches of your business and guide you through creating your procedures manual, whether or not you are going for ISO 9001 certification.

We help to make management easy. Contact us.

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