TOPIC 7- Construction Safety and Health and Equipment Mntnnc

• TOPIC 7: CONSTRUCTION SAFETY AND HEALTH AND EQUIPMENT MAINTENANCE

  • Importance of Safety
  • Managing Quality and Safety
  • The QA/QC Functions
  • Project Site Health and Safety Management Organization Structure
  • Developing The Safety Management Plan
  • Environmental Health in Construction
  • Equipment Maintenance
  • The Economics of Quality and Safety
  • The Bottom Line
• Importance of Safety

  • WORK FORCE
  • OSHA ACT OF 1970
  • Compensation Payments
• WORK FORCE

  ○ It has been reported that construction in the U.S. accounts for some 20% of work fatalities and 12% of disabling injuries, estimated to exceed a total annual cost of $17 billion
• OSHA ACT OF 1970

  ○ Established specific safety and health requirements for virtually all industries, including construction.
• Compensation Payments

  ○ It has been shown that a construction firm can lose its competitive bidding position simply because of the effect of high insurance premiums resulting from a poor safety record.
• OSHA (Occupational Safety and Health Administration)
• Rights of Workers under OSH Standards

  1. Right to Know
  2. Right to Refuse Unsafe Work
  3. Right to Report Accidents
  4. Right to PPE
• MANAGING QUALITY AND SAFETY

  • Attitude is Everything
  • Developing the Quality Management Plan
  • Defining Quality
  • Primary Objectives of the Plan
• Quality not only impacts aesthetics, appearance, and durability — it also impacts performance. And poor performance can lead to failures in everything construction related. There is no question that failures due to poor quality cost a lot of money and time, but in some instances, poor quality can even cost lives or serious injury which thereby jeopardizes an individual’s safety.
• ATTITUDE IS EVERYTHING

  When it comes to quality and safety, attitude must emanate from the highest levels of leadership and management down to every single worker and subcontractor in the field.

  They must do the following:

  1. Insist upon good quality plans and specifications whenever possible.
  2. Provide experienced and adequate supervision on all jobs.
  3. Provide thorough and adequate inspections.
  4. Make sure that all workers are qualified to do the job they are hired to do.
  5. Never accept inferior work.
  6. Above all else, instill an attitude toward high quality and safety throughout the company.
• DEVELOPING THE QUALITY MANAGEMENT PLAN

  High quality on the job site, or any place else, does not just happen automatically. There must be an intention about it. In other words, quality happens on purpose.

  The construction manager must have a quality management plan in place long before the first shovel of dirt is turned on the job.

  Achieving high quality in construction requires a comprehensive, systematic approach that looks at every detail involved with moving the project from an idea on paper to the final product.
• Characteristics that make quality management such a great challenge.

  1. Unlike products produced in a factory, the construction project is built on-site, under uncontrolled climate conditions.
  2. Every project is built as a prototype.
  3. Every building site presents a unique set of conditions relative to topography, accessibility, and security.
  4. Many materials must be fabricated from scratch, so you can’t depend on the consistency that comes from mass production.
  5. The workforce is primarily transient, with various specialty trades moving into and off of the site as needed.
• DEFINING QUALITY

  Quality- meeting or exceeding the requirements established in the design documents.

  There are various levels of quality that can be specified for any given project. The design team works with the owner to determine exactly what their expectations for quality are.

  Budget is usually a factor that must be considered when setting the quality standard. Obviously there is a range of products and materials that can be selected for utilization in a new facility.
• PRIMARY OBJECTIVES OF THE PLAN

  1. Doing things right the first time.
  2. Preventing things from going wrong.
  3. Continually improving the process.
• DOING THINGS RIGHT THR FIRST TIME

  The first goal of the quality management plan is to get things done right the first time. Getting it right in construction doesn’t always mean getting it perfect. Before you can focus on doing things right, the project team must first know what the quality standards are and the best way to achieve them.
• PREVENTING THINGS FROM GOING WRONG

  Meeting this objective requires a high sense of awareness, adequate preparations, and clear communications. To prevent things from going wrong, the team must stay one step ahead of the work in terms of oversight and supervision.

  PREPARATORY INSPECTION

  • Inspections, sometimes called PRE INSPECTIONS are designed to check progress and make sure everything is ready for the next stage of construction.
• CONTINUALLY IMPROVING THE PROCESS

  EDWARD DEMING

  • grounded the concept of continuous improvement commonly known as TOTAL QUALITY MANAGEMENT (TQM).
  • His theories suggest that no matter how good your product, process, or performance is, it can always and forever be enhanced. The key is to approach quality as a never-ending, incremental, continuous improvement process
• TOTAL QUALITY MANAGEMENT

  • A recognized quality control and quality assurance program based on continuous quality improvement practices.
  • aims to improve the organization's ability to achieve quality and deliver the desired output to the client on a continuously improving basis.
• DEMING CYCLE

  
• TOM PETERS

  • The author of “In Search of Excellence”, once said that it was much easier to improve 100 things by 1 percent than it was to change one thing by 100 percent.
  • “When I was in business, I always tried to remember this concept and found that continuous improvement works best in baby steps versus giant leaps.”
  • He used these steps when implementing TQM in his firm and on the job.

  1. Identify the problem.
  2. Break the work down into its smallest pieces or steps.
  3. Identify the weak link.
  4. Determine the remedy.
  5. Apply the remedy.
  6. Measure the results.
• THE QA/QC FUNCTIONS

  The construction process can be complex and often chaotic. Given the number of products, players, and unique characteristics associated with construction, you can certainly understand how it might be very difficult to put together a comprehensive quality management plan.

  You must consider quality first from a “project” perspective and then from a “process” perspective. The two approaches may be categorized as quality control at the project level and quality assurance at the process level.
• Quality Assurance

  • A quality management approach that addresses quality at the process level and deals with policies and procedures associated with hiring, training, safety, subcontracting, and procurement.
• Quality Control

  • A quality management approach that addresses quality at the project level and deals with conformance to the plans and specs through submittals, mock-ups, shop-drawings, inspections, and testing.
• FACTORS AFFECTING QUALITY ASSURANCE1

  1. Hiring Practices
  2. Training Programs
  3. Safety
  4. Subcontracting Practices
  5. Procurement Methods
  6. Employee Incentives
• QUALITY CONTROL METHODS

  1. Mandated Controls
  2. Submittals
  3. Mock-Ups
  4. Shop Drawings
  5. Testing Standards
  6. Independent Testing and Inspections
  7. Building Code Inspections
  8. Supervisory Inspections
  9. Preparatory Inspections
  10. Zero-Punch List
  11. Field Observation Reports
• PROJECT SITE HEALTH AND SAFETY MANAGEMENT ORGANIZATION STRUCTURE

  1. Project Director
  2. Divisional Safety Manager
  3. Project Safety Manager
  4. Safety Managers
  5. Safety Engineers
  6. Safety Officers
  7. Construction Director
  8. Site Engineers
  9. Foreman/Supervisors/Charge Hands
  10. Workforce Including Subcontractors
  11. Heads of Department and Staff
• PROJECT DIRECTOR

  • A person responsible for leading a team of project managers, which can also include contractors, sub-contractors, and other staff that are essential to the project.
  • The one who coordinates with the Officers of the Occupational Safety and Health Authority and ensures that their requirements are met.
  • Institutes proper reporting, investigation and costing of injury, damage and loss; promote action to prelude recurrence and initiate analysis.
• DIVISIONAL SAFETY MANAGER

  • He is responsible for overseeing compliance with quality and safety activities across the division, providing expert advice, data and analysis to support directorates to deliver on their responsibilities.
  • Provides comprehensive support to trained learning response leads who are undertaking patient safety incident investigations (PSII's) within the division.
  • Institutes proper reporting, investigation and costing of injury, damage and loss; promote action to prelude recurrence and initiate analysis.
• PROJECT SAFETY MANAGER

  • A person who makes the initial management planning of the occupational health and safety matters of the project.
  • The one who coordinates safety activities between the main contractor and subcontractor.
  • Afterwards and during the project, he/she is responsible for any adjustments to the decisions on the health and safety procedures.
• SAFETY MANAGERS

  • A professional tasked with the paramount responsibility of ensuring that workplace environments aren't just operational, but are also safe, adhere strictly to regulations, and are devoid of any potential hazards.
  • They are responsible for developing and implementing health and safety plans, enforcing policies, assessing risk, and ensuring compliance with legal guidelines.
  • They conduct training, investigate incidents, and provide recommendations for improvement, aiming to create a safe and compliant workplace environment.
• SAFETY ENGINEERS

  • develop procedures and system designs that protect people from illness and injury and property from damage.
  • They combine their engineering and health and safety knowledge to ensure that chemicals, machinery, software, furniture, and other products do not harm people or damage property.
  • identify and correct potential hazards by inspecting facilities, machinery, and safety equipment and evaluate various industrial control mechanisms’ effectiveness.
• SAFETY OFFICERS

  • an individual responsible for ensuring compliance with occupational health and safety (OHS) guidelines in a workplace.
  • They play a crucial role in promoting a safe working environment by advising on safety measures, conducting risk assessments, and enforcing preventative measures.
  • Their primary goal is to establish a safe workplace according to legal standards and foster a culture of attention to health and safety.
• CONSTRUCTION DIRECTOR

  • are responsible for monitoring work on building projects.
  • They ensure jobs are completed on time and within budget, to the standard expected of your company.
  • Construction directors manage schedules of work and delegate tasks to senior colleagues and their teams, to ensure that each phase of the build is completed as planned.
• SITE ENGINEERS

  • have similar jobs to construction (site) managers. They manage parts of a construction project (also known as packages), providing technical advice to subcontractors, supervising staff on site and ensuring that their packages are completed on time, in line with legal guidelines and within budget.
  • tend to take a more strategic view of each project than site managers, applying their technical knowledge and expertise rather than managing operations on a day-to-day basis.
• • FOREMAN are often seen as leaders by the workers they supervise. They set a positive example for others to follow.
  • SUPERVISORS in construction play a crucial role in ensuring that projects are completed safely, efficiently, and according to specifications.
  • CHARGE HANDS may not have formal roles within a safety department, their responsibilities are integral to maintaining a safe work environment and ensuring the well-being of their teams.
• WORKFORCE INCLUDING SUBCONTRACTORS

  • Their primary responsibility is to execute the tasks and activities outlined in the project plan.
  • They often bring specialized skills and expertise to specific aspects of the project.
  • They play a significant role in ensuring that work progresses according to the project schedule.
• HEADS OF DEPARTMENT AND STAFF

  • provide leadership and direction to their departments, which may include areas such as project management, engineering, procurement, finance, human resources, and health and safety.
  • collaborate with staff, project managers and other stakeholders to develop project plans, schedules, and budgets.
  • oversee quality assurance and control processes within their departments to ensure that construction projects meet quality standards and regulatory requirements.