Sample heat illness prevention plan in fillable format for employers to download and customize. Model plan for musculoskeletal injury prevention in hotel housekeeping. Model respiratory protection program in fillable Word format.
Written model plans that restaurant operators may download and customize. Decide exactly what you want to accomplish, and determine what steps are necessary to achieve your goals. Then plan out how and when each step will be carried out and who will do it and put this plan in writing. In developing the plan, consider your company's immediate needs and provide for ongoing worker protection.
A Consultation Service consultant can help you determine what is needed to make your Injury and Illness Prevention Program effective.
The consultant will work with you on a plan for making these improvements, and assist you in establishing procedures for making sure your program remains effective. The following sections describe the process you might go through in establishing an Injury and Illness Prevention Program.
Remember that you do not have to do everything described in this manual at once. Decide who in your company will be given responsibility and authority to manage this program. In many cases, it's the owner. Sometimes the plant manager or a ranking member of the management team is the one to develop and set up the program. It could even be an engineer, personnel specialist or other staff member. The person assigned must be identified by name in your program. Remember, though, that even when you appoint someone as your safety manager and delegate authority to manage the program, the ultimate responsibility for safety and health in your workplace still rests with you.
When considering responsibility, do not forget to include all of your employees. All employees must be informed of their responsibility under Labor Code Section Before you make any changes in your safety and health operations, gather as much information as possible about current conditions at your workplace, and work practices that are already part of your Injury and Illness Prevention Program.
This information can help you identify workplace problems and determine what's involved in solving them. The first is a comprehensive safety and health survey of your facility to identify existing or potential safety and health hazards. This survey should evaluate workplace conditions with respect to: safety and health regulations and generally recognized safe work practices and physical hazards; use of any hazardous materials; employee work habits; and a discussion of safety and health problems with employees.
The survey must be documented if made for the purpose of establishing an Injury and Illness Prevention Program. The next activity is an evaluation of your existing Injury and Illness Prevention Program to identify areas that may be working well and those that may need improvement. You may find that you are already well on your way toward having a good Injury and Illness Prevention Program.
Compare what you have with Appendix B. An action plan is a specific, written description of problems and solutions-it can and should be changed to correspond with changes in the workplace. A good action plan has two parts. One is an overall list of major changes or improvements needed to make your Injury and Illness Prevention Program effective.
Assign each item a priority and a target date for completion, and identify the person who will monitor or direct each action. The second part of an action plan involves taking each major change or improvement listed and working out a specific plan for making that change. Write out what you want to accomplish, the steps required, who would be assigned to do what, and when you plan to be finished.
This part of the action plan helps you keep track of program improvement so that details do not slip through the cracks. Put your plan into action, beginning with the item assigned highest priority. Make sure it is realistic and manageable, then address the steps you have written out for that item. You can, of course, work on more than one item at a time.
Priorities may change as other needs are identified or as your company's resources change. Open communication with your employees is crucial to the success of your efforts. Their cooperation depends on understanding what the Injury and Illness Prevention Program is all about, why it is important to them, and how it affects their work. The more you do to keep them informed of the changes you are making, the smoother your transition will be.
By putting your action plan into operation at your workplace, you will have taken a major step toward having an effective Injury and Illness Prevention Program. Remember, an Injury and Illness Prevention Program is a plan put into practice.
Schedule a review-quarterly, semiannually or annually-to look at each critical component in your Injury and Illness Prevention Program, to determine what is working well and what changes, if any, are needed. When you identify needs that should be addressed, you have the basis for new safety and health objectives for program improvement. No operation can be successful without adequate recordkeeping, which enables you to learn from past experience and make corrections for future operations.
Records of accidents, work-related injuries, illnesses and property losses serve as a valuable purpose. Upon review, causes can be identified and control procedures instituted to prevent the illness or injury from recurring.
Keep in mind that any inspection of your workplace may require you to demonstrate the effectiveness of your program. These records give you one measure for evaluating the success of your safety and health activities: success would generally mean a reduction or elimination of employee injuries or illnesses during a calendar year.
During the year, regularly review these records to see where your injuries and illnesses are occurring. Look for any patterns or repeat situations. These records can help you identify hazardous areas in your work-place and pinpoint where immediate corrective action is needed. Professional Development and Training Back to Contents. Enforcement of 8 CCR Section Process Safety Management. Monitoring of Crane Certifiers and Surveyors. Crystalline Silica Inspection Guidelines with emphasis on exposure to concrete and masonry dust in construction per 8 CCR section Appendices Back to Contents.
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