Mr. Christian S.
Sol
Accredited DOLE-OSH Safety
Consultant
Accredited DENR Pollution Control
Officer
MANAGEMENT is the process of
coordinating all the resources &
activities of an organization through
PLANNING, LEADING,
ORGANIZING & CONTROLLING in
order to fulfill ORGANIZATIONAL
OBJECTIVES at the least possible
cost.
PLANNING
Forecasts
Objectives
Policies
Programs
Budgets
Procedures
Schedules
CONTROLLING ORGANIZING
Standards Professional Structure
Measurement Management Delegation
Evaluation Relationships
Correction
LEADING
Selecting
Developing
Decision-making
Motivating
Communicating
MANAGEMENT CONTROL can be defined as a
systematic effort by business management to
compare performance to predetermined
standards, plans, or objectives in order to
determine whether performance is in line
with these standards and presumably in order
to take any remedial action required to see
that human & other corporate resources are
being used in the most effective & efficient
way possible in achieving corporate
objectives.
BUSINESS OBJECTIVES are a way for an
organization to define its goals and
direction.
Also CONTROL can be defined as "that
function of the system that adjusts
operations as needed to achieve the plan, or
to maintain variations from system
objectives within allowable limits".
MANAGING CONTROL is as much a job of the
front-line supervisor as it is anyone else on
the MANAGEMENT TEAM.
To MANAGE CONTROL, the supervisor must
have an understanding of what professional
management is & how it can help him
perform his job more efficiently.
The application of PROFESSIONAL
MANAGEMENT will tell the supervisor
whether:
He is doing his work to the degree
necessary to achieve his DESIRED GOALS
in loss control, as well as, in other areas of
management; and
To show how its application will greatly
assist in maintaining CONTROL of down-
grading incidents & other problems
related to his job.
PLANNING
LEADING/MOTIVATING
ORGANIZING
CONTROLLING
LEADING
The work a manager does to cause people to take
effective action
MAKING DECISIONS SELECTING PEOPLE
The work a manager does to arrive at The work a manager does to choose people for
conclusions and judgments. positions in the organization
MOTIVATING DEVELOPING PEOPLE
The work a manager does to inspire, encourage, The work a manager does to help people
and impel people to take required action improve their knowledge, attitudes and skills
COMMUNICATING
The work a manager does to create
understanding
The largest share of RESPONSIBILITY
in the substantial reduction of
accidents & injuries on the job falls on
the shoulders of the SUPERVISOR, not
because it has been arbitrarily
assigned to him, but because
ACCIDENT PREVENTION &
PRODUCTION CONTROL are closely
associated to supervisory functions.
The SUPERVISOR is the management
on the front-line.
SUPERVISORS directly influence the
quality & quantity of goods & services
produced.
SUPERVISOR must be an employee
relations man, a production man, an
instructor, & a quality control man.
SUPERVISOR has to be both friendly &
at the same time a disciplinarian.
Whether or not a company has a
safety program, the SUPERVISOR has
these PRINCIPAL RESPONSIBILITIES:
1. Establish work methods.
2. Giving job instructions.
3. Assigning people to jobs.
4. Supervising people at work.
5. Maintaining the equipment & the workplace.
6. Instill safety consciousness.
7. Educating/teaching the workers.
OPERATIONS include EVERY FACETS OF THE PROCESS
involved in ensuring that the product or service is
EFFICIENTLY PRODUCED OR PROVIDED. Operations
control involves making sure that satisfactory results
are achieved.
The TASK OF THE SUPERVISOR is to control the
operations under his/her area of responsibility. The
better this is done, the better products & quality
objectives will be attained. This should also translate
into fewer accidents. IF THE SUPERVISOR CONTROLS
HIS/HER OPERATIONS, LOSSES WILL BE
CONTROLLED.
A loss is a sudden & destructive event.
A LOSS EXPOSURE is a possibility of a
loss.
LOSS PREVENTION aims to reduce the
FREQUENCY or likelihood of a
particular loss.
LOSS REDUCTION aims to reduce the
SEVERITY of a particular loss.
Together, LOSS PREVENTION plus
LOSS REDUCTION equal LOSS
CONTROL.
An OPERATIONAL PROBLEM, or job hindrance,
is any condition or event that interrupts or
interferes with the normal process of the job
(in other words, anything that hinders the
supervisor’s overall job performance or
efficiency). Examples can include damaged
equipment, delays, rejects & reworks,
damaged materials, shortages, people
problems, and injuries. ACCIDENTS certainly
interrupt or interfere with the orderly
progress of the job. AN ACCIDENT IS A MAJOR
JOB HINDRANCE.
Similar to an accident is an incident. An
INCIDENT is an accident-like occurrence, but
without harm to persons or damage to
property. An incident is sometimes referred
to as a “near-miss”. Incidents are job
hindrances.
OPERATIONS CONTROL includes controlling
JOB HINDRANCES. The supervisor who is
properly controlling operations is reducing &
eliminating job hindrances, including
accidents & incidents.
A RESPONSIBLE CONDITION is a condition
that, if eliminated, would result in no further
repetition of the particular loss or accident,
under the same set of circumstances. In
other words, the responsible condition is the
crux of the matter, the underlying condition
that allowed the loss to occur. Identifying &
correcting RESPONSIBLE CONDITIONS to
prevent recurrence is the primary
responsibility of the supervisor. It is the
purpose & goal of accident prevention.
Regardless of the size and type of the organization, we
have found that operational problems are reducible to
an analysis of the PRODUCTION FACTORS:
EQUIPMENT/MATERIALS/ PEOPLE, or E/M/P. These
factors are at the core of every organization, and are
the key to identifying job hindrances.
EQUIPMENT includes all tools & machinery used on the
job, including the building itself. The type of equipment
used may vary, depending upon the business, but
equipment will include everything from forklifts to
word processors.
MATERIAL refers to all elements that become part of
or are used to create the product or service of the
business. Examples of material include raw materials,
as well as processed chemicals, paper, and electricity.
PEOPLE includes all those who design, oversee, or
produce the product or service. People means
managers, service technicians and assemblers.
E/M/P encompasses all the elements that exist within
a given enterprise. But more than being merely a
system for categorization, E/M/P is shorthand for a
highly successful METHOD OF ANALYSIS basic to
effective operations control.
Whenever an operational problem is encountered, the
E/M/P CATEGORIES can be used to isolate the factors
involved. Once these elements have been targeted, a
review of each one is made by looking into the FOUR
CONSIDERATIONS relevant to each category. The
supervisor can begin to focus on the responsible
condition as a necessary step towards its elimination.
EQUIPMENT MATERIAL PEOPLE
Select Select Select
Arrange Place Place
Use Handle Train
Maintain Process Lead
As you review each operational problem (or job
hindrance), consider the equipment, material and
people involved.
• Question how the equipment was selected, arranged, used,
and maintained.
• Question how material was selected, placed, handled, and
processed.
• If the problem involves an issue with people, review how
each person was selected, placed, trained, and led.
NOTE: These questions will identify factors that need to
be explored further.
E/M/P is a crucial starting point to focus on the
elements of operational problems. Since the objective
of this entire process is to control operations, this
understanding is an essential first step.
Have as FEW RULES as possible, but see to it that they
are observed.
Involve workers to develop minimum workable
RULES.
Remember that WORKERS ARE PEOPLE & that they
prefer to be led.
Avoid playing favorites – treat all WORKERS ALIKE.
Speak to offenders privately.
Make sure the worker is aware of & knows the rules
he broke, if not, see to it that he is informed about it
& that all workers know about it.
“The IGNORANCE of the function of
management, of its work, of its
standards, & of its responsibilities is
one of the MOST SERIOUS
WEAKNESSES of an industrial
society – and it is almost universal”.
PETER DRUCKER