smk3sesi2

Konsep DasarSistem Manajemen Keselamatan

dan Kesehatan Kerjadan Kesehatan Kerja

H dHendra

Pokok Bahasan

• Definisi SMK3

• Tujuan SMK3

• Factor contributing and Barriers to effectiveFactor contributing and Barriers to effective OHSMS

• Elemen Umum SMK3• Elemen Umum SMK3

20‐Mar‐2009 2daHen ‐ SMK3

Latar belakang sejarahg j• OHSMS menjadi kunci sebagai strategi pencegahan pada

pertengahan tahun 80‐anpertengahan tahun 80 an

• Dimulai pada Desember 1984, Tragedi Bhopal : Kebocoran tankibahan kimia methyl isocyanate yang membunuh sekitar 2500 orang.

• Hasil investigasi mengindikasikan faktor yang berkontribusig g y gterhadap kejadian tersebut adalahkurangnya perhatian terhadap:– disain dan proses plant

– Maintenance dan plant testing serta alat pengaman– Maintenance dan plant testing serta alat pengaman

– Training dan emergency planning

– Sistem proteksi terhadap lingkungan penduduk di sekitar pabrik

20‐Mar‐2009 daHen ‐ SMK3 3

Definisi

• Manajemen dapat didefinisikan sebagai “kemampuant k t il t k l h t h ilatau keterampilan untuk memperoleh sesuatu hasildalam rangka pencapaian tujuan melalui kegiatan‐kegiatan orang lain.”kegiatan orang lain.

• Manajemen merupakan suatu proses pencapaianManajemen merupakan suatu proses pencapaiantujuan secara efisien dan efektif, melalui pengarahan, penggerakan dan pengendalian kegiatan‐kegiatan yang dilakukan oleh orang‐orang yang tergabung dalamsuatu bentuk kerja sama.


Definisi• Occupational Health and Safety Management System

(OHSMS) Sistem Manajemen K3(OHSMS) Sistem Manajemen K3

• OHSMS as “a combination of the planning and review, theOHSMS as a combination of the planning and review, the management organizational arrangements, the consultative arrangements, and the specific program elements that work together in an integrated way to improve health and safetytogether in an integrated way to improve health and safety performance” (Gallagher, 2000)


Definisi

• Occupational health and safety management system (OHSMS)– That part of the overall management system which includes organizational structure, planning activities, responsibilities, practices, procedures, processes and resources for developingprocesses and resources for developing, implementing, achieving, reviewing and maintaining the OHS policy and so managing themaintaining the OHS policy, and so managing the risks associated with the business of the organization.


Definisi

• Occupational health and safety management t (OHSMS)system (OHSMS)

– Part of the overall management system that facilitates the management of the OH&S risksfacilitates the management of the OH&S risks associated with the business of the organization. This includes the organizational structure, planning activities, responsibilities, practices, procedures, processes and resources for developing implementing achieving reviewingdeveloping, implementing achieving, reviewing and maintaining the organization’s OH&S policy. (BSI 01‐1999/OHSAS 18001‐1999)


Definisi

• Occupational health and safety management system (OHSMS)– SistemManajemen K3 (SMK3) adalah bagian dari sistem

j k l h li ti t ktmanajemen secara keseluruhan yang meliputi strukturorganisasi, perencanaan, tanggung jawab, pelaksanaan, prosedur, proses dan sumber daya yang dibutuhkan bagip , p y y g gpengembangan, penerapan, pencapaian, pengkajian danpemeliharaan kebijakan keselamatan dan kesehatan kerjadalam rangka pengendalian risiko yang berkaitan dengankegiatan kerja guna terciptanya tempat kerja yang aman, efisien dan efektif (Permen 05/MEN/1996)efisien, dan efektif. (Permen 05/MEN/1996)


Definisi• Pada dasarnya SMK3 merupakan implementasi ilmu dan

fungsi manajemen dalam melakukan perencanaanfungsi manajemen dalam melakukan perencanaan, implementasi, maupun evaluasi program K3 di tempat kerjadalam suatu sistem.

Manajemen K3+

Sistem

Manajemen K3Sistem Manajemen K3


Tujuan dan sasaran SMK3j

• Menciptakan suatu sistem keselamatan dank h k j di k j d lib kkesehatan kerja di tempat kerja dengan melibatkanunsur manajemen, tenaga kerja, kondisi danlingkungan kerja yang terintegrasi dlam rangkalingkungan kerja yang terintegrasi dlam rangkamencegah dan mengurangi kecelakaan dan penyakitakibat kerja serta terciptanya tempat kerja yang j p y p j y gaman, efisien, dan efektif.

hdr ‐ 2006 10

System Typesy yp

• Safety Person Control Strategy– Prevention strategy focused on the control of employee behavior

• Safe Place Control Strategy– Prevention strategy focused on the control of hazards at source through attention at the design stage and application of hazard identification assessment and control principles


System Typesy yp• Traditional Management

– The key persons in health and safety are the supervisor and/or OHS specialisty p y p / p– A low level of integration of health and safety into broader management

systems and practices (for example, integration of OHS within general procedures or inter‐functional activities)Employee may be but their involvement is not viewed as critical for the– Employee may be but their involvement is not viewed as critical for the operation of the OHSMS, or alternatively a traditional health and safety committee in place.

• Innovative Management– Senior and line managers have the key role in health and safety– A high level of integration of health and safety into broader management

systems and practices (with connect OHS to business planning or quality/bestsystems and practices (with connect OHS to business planning, or quality/best practice management initiatives)

– Employee involvement is viewed as critical to system operation and there are mechanism in place to give effect to a high level of involvement.


Factor contributing and Barriers to effective OHSMSFactors Contributing Barriers

A. Type of System

Customised to organisation’s needs Off the shelf system imposed withoutCustomised to organisation s needs Off‐the‐shelf system imposed without modification

Developed with support and involvement of all organisation stakeholders

Imposed by senior management without consultation

Safe place/innovative system Safe person/traditional system

B. Internal Organisational Factors

(i) Management Commitment(i) Management Commitment

Strong senior management involvement Delegating of OHS responsibility to line & OHS management positions

OHSMS introduced to improve OHS Introduced & supported for non‐OHS reasonsO S S t oduced to p o e O S t oduced & suppo ted o o O S easo s

Provision of adequate resources Inadequate resources

OHS integral to management performance appraisals

Limited accountability mechanismsappraisals

Leading by example Words unsupported by practice



(ii) Integration into Management Systems

All organisational functions incorporate OHS OHSMS activities marginalisedAll organisational functions incorporate OHS OHSMS activities marginalised

(iii) Employee Involvement

All employees encouraged and capable of participation

OHS restricted to ‘technical’ expertsInadequate training of employees in OHS & inparticipation Inadequate training of employees in OHS & in consultation

Independent representation of employees encouraged and supported

Selective employee involvement at management’s discretion

(iv) Workforce Characteristics

Stable workforce High labour turnover, extensive casual and part time workforceReliance upon and exclusion of labour theemployees from OHSMS



C. Nature of Organisation

Larger organisation familiar with system and Small bussiness with limited resources andLarger organisation familiar with system and with adequate resources

Small bussiness, with limited resources and unfamiliar with system concept

Sable workplace Labor hire company with employees working between multiple client sitesDisorganisation of work associated with presence of labour hire employee and contractors

D. Contractor RelationsD. Contractor Relations

Principal contractor works with subcontractor to develop compatible OHSMS

Principal contractor smply requires subcontractor to have OHSMSPrincipal contractor simply imposes their OHSMS on subcontractorSub‐contractor’s OHSMS inconsistent with principal’s OHSMS



E. Audits and Audit Tools

Appropriately used audits can verify and Inappropriately used audits encourage paperAppropriately used audits can verify and validate OHSMS and facilitate continuous improvement

Inappropriately used audits encourage paper systems and an instrumentalist approach to OHASMS

Adequate audit tools are tailored to Inadequate audit tools support mediocareorganisational needs and reflect key OHSMS success factors

OHSMS

Audit processes are robust and auditors are technically competent

Quality‐style audit processes and inadequate auditor skill limit audit comprehensivenesstechnically competent auditor skill limit audit comprehensiveness

Audits are integrated within a comprehensive approach to measurement

Use of audits as the primary measurement tool


Elemen of OHSMS

• Deming Cycle

Plan

DoAction DoAction

Check


Main elements of the OSH management system

Policy

Organizing

Planning & implementationAction for

improvement

Evaluation

hdr ‐ 2006 18

ILO

OH&S Management System Elementsg

Continuous improvement

OH&S policy

Planning

lChecking and

Management review

Implementation and operation

Checking and corrective action

hdr ‐ 2006 19

BSI ‐ 1999

Wassalam………….


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