A method system was put forward based on the occupational health and safety management system to develop the dynamic safety management of coal mine. It aimed at the problems in the mining safety management and was put...A method system was put forward based on the occupational health and safety management system to develop the dynamic safety management of coal mine. It aimed at the problems in the mining safety management and was put in practice in Lingxin coal mine of Ningxia Coal Industry Group Co., Ltd.. And good effect was obtained in safety work. It developed the mining dynamic safety management based on the building of occupational health and safety management system of mining enterprise and its main contents are as follows： timely identification and dynamic control of accident risk, persistent improvement of safety management performance according to the ＂PDCA＂ circle.展开更多
Nowadays, there exist various standards for individual management systems （MSs）, at least, one for each stakeholder. New ones will be published. An integrated management system （IMS） aims to integrate some or all ...Nowadays, there exist various standards for individual management systems （MSs）, at least, one for each stakeholder. New ones will be published. An integrated management system （IMS） aims to integrate some or all components of the business into one coherent and efficient MS. Maximizing integration is more and more a strategic priority in that it constitutes an opportunity to eliminate and/or reduce potential factors of destruction of value for the organizations and also to be more competitive and consequently promote its sustainable success. A preliminary investigation was conducted on a Portuguese industrial company which, over the years, has been adopting gradually, in whole or in part, individualized management system standards （MSSs）. A research, through a questionnaire, was performed with the objective to develop, in a real business environment, an adequate and efficient IMS-QES （quality, environment, and safety） model and to potentiate for the future a generic IMS model to integrate other MSSs. The strategy and research methods have taken into consideration the case study. It was obtained a set of relevant conclusions resulting from the statistical analyses of the responses to the survey. Globally, the investigation results, by themselves, justified and prioritized the conception of a model of development of the IMS-QES and consequent definition and validation of a structure of an IMS-QES model, to be implemented at the small- and medium-sized enterprise （SME） where the investigation was conducted.展开更多
Traditionally the global management system of an organization is frequently split into a number of individual management systems that are defined and implemented according to specific management systems standards (MSS...Traditionally the global management system of an organization is frequently split into a number of individual management systems that are defined and implemented according to specific management systems standards (MSSs) as well as managed independently. The individual implementation of MSSs is an option that leads to several inefficiencies and sub-optimization of the global management system of an organization. As referred by ISO [1] the interested parties’ requirements increase. A more effective and efficient option for an organization is to integrate, into an integrated management system (IMS), the implementation and management of requirements of multiple MSSs. Certain difficulties are associated to the structuring process, implementation, verification, evaluation, improvement and progressive development of an IMS in the organizations. Several scholars have proposed various theoretical approaches regarding the integration of individual management systems (MSs) leading to the conclusion that there is not a common practice for all organizations as they encompass different characteristics. This paper aims to present and justify a designed methodology to be used by organizations to support the integration of various MSs. Among them are highlighted: the Environmental Management System (EMS) according ISO 14001 [2], the Quality Management System (QMS) according ISO 9001 [3], and the Occupational Health and Safety Management System (OH & SMS) according OHSAS 18001 [4]. The methodology was designed in the context of a Portuguese company, on sequence of an organizational diagnosis and a research that was performed through a questionnaire. The strategy and the research methods took into consideration the case study.展开更多
The daily operations in the mining industry are still a significant source of risk with regard to occupational safety and health(OS & H). Various research studies and statistical data world-wide show that the numb...The daily operations in the mining industry are still a significant source of risk with regard to occupational safety and health(OS & H). Various research studies and statistical data world-wide show that the number of serious injuries and fatalities still remains high despite substantial efforts the industry has put in recent years in decreasing those numbers. This paper argues that the next level of safety performance will have to consider a transition from coping solely with workplace dangers, to a more systemic model taking organizational risks in consideration. In this aspect, lessons learned from the nuclear industry may be useful, as organizational learning processes are believed to be more universal than the technologies in which they are used. With the notable exception of major accidents, organizational performance has not received all the attention it deserves. A key element for reaching the next level of performance is to include organizational factors in low level events analyses, and approach the management as a risk control system. These factors will then appear not only in the event analysis,but in supervision activities, audits, change management and the like. Many recent event analyses across various industries have shown that organizational factors play a key role in creating conditions for triggering major accidents(aviation, railway transportation, nuclear industry, oil exploitation, mining, etc.).In this paper, a perspective that may be used in supervisory activities, self-assessments and minor events investigations, is presented. When ingrained in an organizational culture, such perspective has the highest potential for continuous safety improvement.展开更多
文摘A method system was put forward based on the occupational health and safety management system to develop the dynamic safety management of coal mine. It aimed at the problems in the mining safety management and was put in practice in Lingxin coal mine of Ningxia Coal Industry Group Co., Ltd.. And good effect was obtained in safety work. It developed the mining dynamic safety management based on the building of occupational health and safety management system of mining enterprise and its main contents are as follows： timely identification and dynamic control of accident risk, persistent improvement of safety management performance according to the ＂PDCA＂ circle.
基金Acknowledgements： This work had the financial support of the Portuguese National Science Foundation （FCT） through the Research Unit, UI 4005, Project Reference PEst-OE/EME/UI4005/2011.
文摘Nowadays, there exist various standards for individual management systems （MSs）, at least, one for each stakeholder. New ones will be published. An integrated management system （IMS） aims to integrate some or all components of the business into one coherent and efficient MS. Maximizing integration is more and more a strategic priority in that it constitutes an opportunity to eliminate and/or reduce potential factors of destruction of value for the organizations and also to be more competitive and consequently promote its sustainable success. A preliminary investigation was conducted on a Portuguese industrial company which, over the years, has been adopting gradually, in whole or in part, individualized management system standards （MSSs）. A research, through a questionnaire, was performed with the objective to develop, in a real business environment, an adequate and efficient IMS-QES （quality, environment, and safety） model and to potentiate for the future a generic IMS model to integrate other MSSs. The strategy and research methods have taken into consideration the case study. It was obtained a set of relevant conclusions resulting from the statistical analyses of the responses to the survey. Globally, the investigation results, by themselves, justified and prioritized the conception of a model of development of the IMS-QES and consequent definition and validation of a structure of an IMS-QES model, to be implemented at the small- and medium-sized enterprise （SME） where the investigation was conducted.
文摘Traditionally the global management system of an organization is frequently split into a number of individual management systems that are defined and implemented according to specific management systems standards (MSSs) as well as managed independently. The individual implementation of MSSs is an option that leads to several inefficiencies and sub-optimization of the global management system of an organization. As referred by ISO [1] the interested parties’ requirements increase. A more effective and efficient option for an organization is to integrate, into an integrated management system (IMS), the implementation and management of requirements of multiple MSSs. Certain difficulties are associated to the structuring process, implementation, verification, evaluation, improvement and progressive development of an IMS in the organizations. Several scholars have proposed various theoretical approaches regarding the integration of individual management systems (MSs) leading to the conclusion that there is not a common practice for all organizations as they encompass different characteristics. This paper aims to present and justify a designed methodology to be used by organizations to support the integration of various MSs. Among them are highlighted: the Environmental Management System (EMS) according ISO 14001 [2], the Quality Management System (QMS) according ISO 9001 [3], and the Occupational Health and Safety Management System (OH & SMS) according OHSAS 18001 [4]. The methodology was designed in the context of a Portuguese company, on sequence of an organizational diagnosis and a research that was performed through a questionnaire. The strategy and the research methods took into consideration the case study.
文摘The daily operations in the mining industry are still a significant source of risk with regard to occupational safety and health(OS & H). Various research studies and statistical data world-wide show that the number of serious injuries and fatalities still remains high despite substantial efforts the industry has put in recent years in decreasing those numbers. This paper argues that the next level of safety performance will have to consider a transition from coping solely with workplace dangers, to a more systemic model taking organizational risks in consideration. In this aspect, lessons learned from the nuclear industry may be useful, as organizational learning processes are believed to be more universal than the technologies in which they are used. With the notable exception of major accidents, organizational performance has not received all the attention it deserves. A key element for reaching the next level of performance is to include organizational factors in low level events analyses, and approach the management as a risk control system. These factors will then appear not only in the event analysis,but in supervision activities, audits, change management and the like. Many recent event analyses across various industries have shown that organizational factors play a key role in creating conditions for triggering major accidents(aviation, railway transportation, nuclear industry, oil exploitation, mining, etc.).In this paper, a perspective that may be used in supervisory activities, self-assessments and minor events investigations, is presented. When ingrained in an organizational culture, such perspective has the highest potential for continuous safety improvement.
