Jumaat, 18 Mei 2018

Risk Matrix : Kekerapan dalam Kebarangkalian

Artikel ini ditulis pada hari ketiga berpuasa, Ramadhan 2018 
Oleh Coach Azahan Safetyman 

Dalam sebuah kelas Hazard Identification, Risk Assessment and Risk Control, salah sebuah kumpulan peserta yang membina HIRARC dalam kelas kendalian saya itu memberikan nombor Kebarangkalian yang menarik pada setiap Hazard mereka 

Syarikat ini adalah syarikat kecil yang mempunyai mesin yang kecil. 

Mereka telah meletakkan 4 pada Kebarangkalian untuk Hazard- Hazard mereka 

Semasa sesi pembentangan saya bertanya, "Apa sebab 4 ya?" 

Dengan pantas mereka menjawab "sebab mesin ini beroperasi tiap- tiap hari" 

Pada satu masa dulu, saya juga pernah belajar definisi yang sama. 
Kekerapan = Kebarangkalian 

Yang mana saya tidak lagi mengamalkannya 

Saya berpendapat begitu atas beberapa sebab berikut :

Sebab pertama : Maksud bahasa 
Kebarangkalian ialah kemungkinan untuk sesuatu berlaku. Ianya boleh berdasarkan kata hati dan perasaan, pengalaman yang lepas, tahap kawalan kita dan banyak lagi faktor 

Kekerapan pula adalah frekuensi kejadian tersebut telah berlaku dalam satu tempoh masa. 

Sebab Kedua : Pemakaian situasi 
Perkataan Kebarangkalian itu dipakai dalam penilaian risiko untuk Hazard itu mengakibatkan kecederaan atau kerosakan. 

Maksudnya apakah Kebarangkalian untuk kecederaan itu berlaku akibat daripada Hazard yang tak dikawal itu? 

Bila kita lihat Kebarangkalian dari dua sebab di atas, menggunakan Kekerapan = Kebarangkalian adalah sesuatu yang tidak berapa tepat untuk semua situasi. 

Kekerapan boleh dijadikan dasar Kebarangkalian hanya untuk Kekerapan berlaku nya kemalangan, kecederaan atau kerosakan. 

Contohnya : 
Kejadian barang jatuh semasa operasi Forklift meningkat jadi setiap minggu. Setiap minggu mesti ada satu kejadian barang jatuh di tempat kerja kita. 

Dalam kes di atas, satu kejadian untuk setiap minggu adalah sangat kerap. Maka 4 layak untuk risiko barang jatuh daripada Forklift. Hazard yang mengakibatkan barang tersebut jatuh perlu dilihat secara teliti kerana ia boleh diakibatkan oleh Hazard yang sama atau pun tidak. 

Kekerapan melakukan kerja digunakan sebagai Kebarangkalian adalah satu sebab yang lemah. 

Contohnya, Hazard terkena kejutan elektrik semasa menghidupkan suis mesin 

Berapa kali hidupkan suis? 
Sehari 24 kali 

Berdasarkan Kekerapan kerja 24 kali itu, layaklah kita letakkan 5 dalam Kebarangkalian 

Namun jika kita kembalikan 5 itu kepada Hazard terkena kejutan elektrik semasa menghidupkan suis mesin, ianya akan jadi begini;

Setiap kali pekerja hidupkan mesin, dia akan terkejut 

Asal on aje "Aww" 
Asal on aje "Aduh"
Asal on aje "Ayoo"
Asal on aje "Oink"  

Begitu juga semasa off 😜

Kesimpulannya 
Kebarangkalian adalah untuk Kebarangkalian berlakunya kecederaan atau kerosakan yang diakibatkan oleh Hazard 

Bukannya Kekerapan kerja 

Semoga bermanfaat 

Isnin, 20 November 2017

CASE STUDY HOW I GET “YES” IN A MEETING IN 20 MINUTES

CASE STUDY HOW I GET “YES” IN A MEETING IN 20 MINUTES
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My meetings with the management especially used to be very very lengthy. In my early days as Safety Practitioner, a 60 minutes meeting does not always comes to an “end”. It means the members of the meeting cannot decide a decision due to endless debates and discussion. 
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It changes after I learnt about NLP and I managed to shorten the meeting time. The longest time taken was 40 minutes and the fastest is 20 minutes. I maintained at 40 minutes because if it’s lesser than that, it means the meeting should not been held. An email conversation or phone call should be more appropriate. 
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Now, getting a “Yes” means getting a commitment from them. Here I share with you my tips to get Yes faster in your meetings. 
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5 TIPS TO GET YES FASTER IN YOUR MEETINGS 
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#1. Invite those who are relevant only 
My biggest mistake before was inviting “everybody” into the meeting. The reason being “they need to know”. Where actually it annoyed them more. 
Invite only those who are affected by the decision and invite decision makers only. That’s 2 only in a sentence. 
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Smaller is better. My ideal number for a meeting is around 3-5 people. Mostly managers and supervisors 
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#2. Get Your Meeting Objectives Crystal Clear
Now let’s differentiate between Objectives and Agendas. Objectives are the outcome that you want from the meeting that you want. For example, you want everybody to agree in implementing a new policy.

Agenda is a list of topics that you want to discuss. 
When your objective is clear, the meeting members will know what direction they are going. Their input will be more valuable and relevant to the discussion that you have. 
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#3. Communicate the Objectives and Agenda
People hate to come to mysterious meeting… yes? When they are cautious, they will put up their barrier and that’s how you create a defensive member in a meeting. 
Tell them clearly what are the objectives and agenda because that will help them to prepare for the meeting. 
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In my experience when I invited 7 attendees, usually 2 will not show up. The good news is, the 2 who did not show up will tell me their decision (usually Yes) while apologizing cannot make it to the meeting. So I get 2 yes even before the meeting started. 
And Yes, along the objectives and agenda I provided them the meeting presentation slides too so that they are clear what topics are to be discussed. 
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#4. Build Rapport with the Members Before the Meeting 
Before the meeting starts, mingle around and be friend with them. You can observe similar behaviour by the bosses. They always talk each other in a friendly mood before the meeting start. 
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When you do this, the chance you get Yes is better because you lower down their resistance. In NLP we learnt that people resist you because lack of rapport. Build rapport and lower the resistance. 
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#5. Be Open To All Inputs and Ideas
This is what I learnt, being defensive does not much help to get Yes. Those people I invited to the meeting are all good people. Good people always challenge each other and that is the culture of an excellent leadership. 
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How do I do that? 
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First, I will listen to their inputs. Taking notes when appropriate
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Second, I will thank them for their inputs
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Third, I will respond with facts and objectively not emotionally
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Fourth, when there are relevant challenge input that I cannot answer immediately, I will take note and promise to respond to them later 
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Fifth, ask for more. Yes even though your face is swelling after being punched just keep calm and ask for more inputs. To me that’s how I show them how serious I am about the topic discussed. 
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I hope this will help you in getting commitment and support with your team
Go Up and Beyond!
Azahan Safetyman

Isnin, 13 November 2017

Case Study LTI WHY BIG ORGANIZATIONS SO CRAZY ABOUT IT

Case Study LTI WHY BIG ORGANIZATIONS SO CRAZY ABOUT IT
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You may have seen them or hear them. A celebration called 1 Million or 500 thousands hours working with no LTI (Loss Time Injury) 
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And you may wonder, why it is so important to them?
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LTI is a lagging indicator of a performance of an organization in HSE. It shows how many hours worked without anybody badly injured.
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There are 3 perspectives that we can look into and I will show it to you now.
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#1 PRODUCTIVITY
Having everybody working from day 1 until the end means excellent productivity. This of course exclude the allowable leaves taken.
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For high risk operations such as construction, drilling and transportation this means a lot.
Because their risk for worst injury is very high such as broken limbs, fatality and loss of body parts.
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#2 COST
Having zero LTI means lower medical bills, long paid leaves due to injury, operation down time and lower needs of immediate expenditure to curb the accident
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If these costs calculated the amount can scale up. DOSH made a website to do these calculations. You can visit it here: http://oshacc.dosh.gov.my/
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#3 MORALE
Working in a safe workplace is a morale booster to the employees. They know that their safety is the priority to the employer and that matters.
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I remember my colleagues whom are welders shared their experience working in a very unsafe yard. Every day the fear of getting killed haunted them. Making them to think many times when going to work. And be extra cautious of their surrounding at all times because they do not know when a 10 tonne pipe will be lifted over them.
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In the end, they prefer not to work for long and quickly resign for the sake of their safety.
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#4 IMAGE TO THE COMPANY
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Big companies like Petronas, Shell or Sunway they put safety as the first priority. And this priority is conveyed to everybody doing business with them through contracts or project requirements.
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Having a good record of LTIs will be a huge advantage to do business with these giants.
You can see the bosses while presenting the company, they will boast and cherish their Safety performance before they start talking about their services and products.
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A big question here is, does this LTI can be applied to all industries?
The answer is yes.
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Is it the only KPI that can be installed?
Unfortunately, no.
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I will share with you other KPIs that should be chosen according to the performance of your organization in the next Case Studies.
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So stay tune. Ensure you set “See First” to this page and get the next article first hand.
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Go Up and Beyond
Coach Azahan Safetyman