Industrial Hygiene Program Management
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1 Industrial Hygiene Program Management Gary Schwartz, MS, MBA, CIH, CSP, CMC PHASE Associates, LLC (office) / (mobile) 2013 American Industrial Hygiene Association, New Jersey Section, Inc.
2 About the Presenter: Gary P. Schwartz, MS, MBA, CIH, CSP, CMC Earned Bachelors degree in Environmental Sciences from Rutgers University and Master of Science in Environmental Health from New York University, Institute of Environmental Medicine and Master in Business Administration (MBA) from Fairleigh Dickinson University. EHS professional & Manager at Johnson & Johnson, Kraft Foods. EHS Director, Clayton Environmental. Business Owner, & practicing CIH/CSP, PHASE Associates, LLC since Page 2 Summer Review Course: IH Program Management
3 Session Objectives By the end of the session, you will be able to: impart information on basic management principles, current EHS management techniques / approaches and methods relevant to EHS professionals and to the CIH exam through lecture and discussion answer representative sample IH Program Management exam questions research specific topics as needed using the references provided in the presentation Page 3 Summer Review Course: IH Program Management
4 Industrial Hygiene Program Management AIHA RANDOM MEMBERSHIP SURVEY: MAJORITY EHS PROFESSIONALS SPEND IN LEFT HANDED MANAGEMENT SO INITIATED DEVELOPMENT OF IH MANAGEMENT RUBRIC Page 4 Summer Review Course: IH Program Management
5 Resources Industrial Hygiene Management, J. Garret & L. Cralley et al, 1988 People and Performance, The Best of Peter Drucker on Management, Peter Drucker, 1977 Management of People and programs in Industrial Hygiene, Toca, F.M. AIHA Press, 1996 Environmental, Health and Safety Auditing Handbook, Harrison, L. McGraw-Hill, Inc Tasks, Responsibilities, Practices. Drucker, P. F., 1984 ANSI/AIHA Z American National Standard - Occupational Health Page 5 Summer Review Course: IH Program Management
6 CIH Exam Pass Rate Year # Examinees # Who Passed % Who Passed % Passing Exam Exam Score 2013 Spring 65.3* 2012 Fall * 2012 Spring Fall Spring Fall Spring Fall Spring Fall Spring Fall Spring Fall Spring Fall Spring Fall Spring Fall Spring Page 6 Summer Review Course: IH Program Management
7 CIH Exam CIH Exam could include Acquisition, Allocation & Control of Resources to Accomplish IH Anticipation, Recognition, Evaluation & Control Objectives in an Effective & Timely Manner Topics 1. Auditing 2. Investigation Methods 3. Data Management and Integration 4. Establishment of Policy 5. Planning 6. Delegation of Authority 7. Accountability 8. Risk Communication 9. Organizational Structure 10. Decision Making 11. Code of Ethics Page 7 Summer Review Course: IH Program Management
8 EHS Management Audits EHS Management Audits... with emphasis on Business Continuity and Environmental Sustainability Page 8 Summer Review Course: IH Program Management
9 Organization & Staffing Management System Process & Project Reviews Risk Assessment Incident Investigations Training & Performance Audit Types Management Accountability & Responsibility Management of Change Professional Code Compliance Government Compliance Product Stewardship Page 9 Summer Review Course: IH Program Management
10 Investigation Methods Major Incident Minor Incident single injury or property damage Near Miss potential Page 10 Summer Review Course: IH Program Management
11 Investigation Methods 1. Use team approach 2. Collect evidence & fact gathering 3. Experience in root-cause analysis (classify by root cause effects) 4. Report including corrective actions, follow-up, and closure 5. Incident Analysis - improving proper management of process EHS Page 11 Summer Review Course: IH Program Management
12 Data Management: Retain, Organize, and Retrieve Documents Internet / shared portal Cloud website MSDS Chemical Inventory Training Attendance (CBT, instructor-led) Exposure monitoring Permits Medical surveillance Budgets EHS SOPs, Practices, Procedures Page 12 Summer Review Course: IH Program Management
13 Establishing Policy: Developing Project Mission, Goals, Objectives Mission Statement sets in motion goals and objectives SATISFYING THE CUSTOMER!!! Page 13 Summer Review Course: IH Program Management
14 Developing Project Objectives Each objective must be SMART: Specific Measurable Attainable Realistic Time-Limited Page 14 Summer Review Course: IH Program Management
15 Developing Project Objectives Sample Objective: Our objective is to develop a ONE HOUR multi-media computer-aided RIGHT-TO-KNOW courseware program for broadcast by July 3, Page 15 Summer Review Course: IH Program Management
16 PLAN ENG. PURCHASING MAINTENANCE LEGAL Organizational Structure ENV. CONTROL INSURANCE SAFETY IH FINANCE MEDICAL TRAINING EEO PRODUCT SAFETY Page 16 Summer Review Course: IH Program Management
17 Organizational Structure Line Management Medical EHS Personnel Engineering / Maintenance / Facilities Page 17 Summer Review Course: IH Program Management
18 Stockholders Delegation of Authority Board of Directors Executives Middle Managers First- or Second-Line Supervisors Employees Page 18 Summer Review Course: IH Program Management
19 Fitting EHS Into the Organization s Culture Avoid government compliance surprises. Work with recognized leaders. Treat people with dignity. Weave change onto existing culture. Put yourself in your customer s place. Page 19 Summer Review Course: IH Program Management
20 Organizational Structure Staff Line Maintenance: 3 Major Groups results-oriented support hygiene and housekeeping (maintenance) Page 20 Summer Review Course: IH Program Management
21 EHS Leadership: Decision-Making Traits Technical competence Commitment Communication ability Persistence Page 21 Summer Review Course: IH Program Management
22 BASIC Maslow s Hierarchy of Needs SOCIAL SELF SELF- FULFILLMENT ESTEEM, LOVE, SOCIAL NEEDS SELF WORTH SAFETY NEEDS, PHYSIOLOGICAL NEEDS ACHIEVEMENT SURVIVAL Page 22 Summer Review Course: IH Program Management
23 Basic Motivation Theory: Theory X People Assumptions: Theories X, Y, Z work as little as possible lack ambition need to be persuaded, rewarded, punished, or controlled Page 23 Summer Review Course: IH Program Management
24 Basic Motivation Theory: Theory Y People Assumptions: Theories X, Y, Z have potential for development lead to their own goals toward organizational development inclined toward meeting organizational goals Page 24 Summer Review Course: IH Program Management
25 Basic Motivation Theory: Theory Z Characteristics: Theories X, Y, Z consensual and participative individual responsibility strong egalitarian atmosphere open communication, trust, and commitment are common Page 25 Summer Review Course: IH Program Management
26 % OF JOB Skills Usage SKILL USAGE SALARY / LEVEL CHALLENGE / RESPONSIBILITY Page 26 Summer Review Course: IH Program Management
27 Manager Skills You Need Adaptive Optimism Self-Management Reliability Initiative Enthusiasm Diplomacy Risk-Taking Persistence Decisiveness Page 27 Summer Review Course: IH Program Management
28 What Makes an EHS Manager? Guide vs. Contribution Factor Band Manager vs. Bruce Springsteen Page 28 Summer Review Course: IH Program Management
29 What Is an EHS Manager? One who knows the corporation its goals its future the relationship of the EHS Manager function to the corporation One who gets results through others!!! Page 29 Summer Review Course: IH Program Management
30 Not Through Random Luck? Page 30 Summer Review Course: IH Program Management
31 What Is an EHS Manager? - or - Taken from: and -donehttp:// ray-lewis-to-retire-playoffs/ / & /09/10/can-joe-flacco-get-the-job Page 31 Summer Review Course: IH Program Management
32 What Is an EHS Manager? Leadership Role Unselfish Can-do attitude Make others look good Make it about the larger goal of the team Recognize achievements of teammates Be persistent Believe in themselves when few others do Page 32 Summer Review Course: IH Program Management
33 Build Credibility as EHS Manager Keep your promises. Be competent. Offer constructive criticism. Keep an even temperament. Ask questions and listen. Page 33 Summer Review Course: IH Program Management
34 Develop the Other Person s Strengths Give opportunities. Give recognition. How and / or where to get help. Keep the person moving ahead. Help the person measure progress. Help overcome shortcomings: coach, teach, inspire. Ask for opinions, then act on them. Page 34 Summer Review Course: IH Program Management
35 EHS Decision Maker Make effective decisions best, alternative Communicate what would you do Analyze right answers to ask Page 35 Summer Review Course: IH Program Management
36 How EHS Professionals Can Increase Influence on Their Boss Stay ahead. Make the boss look good. Go the extra step. Compliment. Page 36 Summer Review Course: IH Program Management
37 Lone EHS Professional: How to Become a Team Player Empower team members. Pay attention to first meetings (impressions). Stay committed when going gets tough. Plan, implement, measure, and stay focused. Celebrate every success, no matter how small. Set rules for the meeting. Recognize and reward members of the team. Page 37 Summer Review Course: IH Program Management
38 Establishing Policy: Developing Project Mission, Goals, Objectives Mission Statement sets in motion goals and objectives SATISFYING THE CUSTOMER!!! Page 38 Summer Review Course: IH Program Management
39 Developing Project Objectives Each objective must be SMART: Specific Measurable Attainable Realistic Time-Limited Page 39 Summer Review Course: IH Program Management
40 Planning??? Crisis Management: BP Gulf Oil Spill Response plans are current Specific instructions Alternative solutions Worst-case scenarios: do not downplay Seek beyond regulatory compliance action Page 40 Summer Review Course: IH Program Management
41 Developing Project Objectives Sample Objective: Our objective is to develop a ONE HOUR multi-media computer-aided RIGHT-TO-KNOW courseware program for broadcast by July 3, Page 41 Summer Review Course: IH Program Management
42 Be Accountable: Internal and External Customer Selling Be visible to management. Know that you are a valuable team member to help with the bottom line. Prioritize with company goals and objectives. Assist sales and marketing. enhance product or service Assist operations. minimize loss Page 42 Summer Review Course: IH Program Management
43 Traditional what and where Budgeting Program what, where, and why Zero-based all line items must be approved Page 43 Summer Review Course: IH Program Management
44 Budgeting Zero-based budgeting objectives are formulated determined evaluated by analysis ranked in order of importance Page 44 Summer Review Course: IH Program Management
45 Corporate Social Responsibility Move beyond business aspects of safety! Focus on how EHS management demonstrates good governance and social responsibility. Let EHS realign itself: value-added to stakeholders. Champion for people, planet, and profits. Reference: Aligning Safety & Social Responsibility, Jeffery C. Camplin, Professional Safety, May, Page 45 Summer Review Course: IH Program Management
46 Technical Ability is No Indicator of Management Potential Are you part of the problem in not getting EHS as a management function? Are you a technician struggling to become a manager? Can you let go of the technologist role in order to become a manager? Page 46 Summer Review Course: IH Program Management
47 Code of Ethics Page 47 Summer Review Course: IH Program Management
48 ABIH Code of Ethics Objective - These canons provide standards of ethical conduct for industrial hygienists: as they practice their profession and exercise their primary mission, to protect the health and well-being of working people and the public from chemical, microbiological, and physical health hazards present at, or emanating from, the workplace. Page 48 Summer Review Course: IH Program Management
49 Ethics Morality is knowing what is right. Ethics is more concrete and directed from inward and conducted outward towards people and / or environment.* * Ethics, J. Wachter, Professional Safety, June 2011 Page 49 Summer Review Course: IH Program Management
50 Risk Communications Crisis + heightened public emotions + limited access to facts +rumor, gossip, speculation, assumption, and inference = an unstable information environment Page 50 Summer Review Course: IH Program Management
51 Risk Communications Cardinal rule: first do no harm. Foster trust and confidence. Be sure of the facts. Avoid personal opinions. Avoid speculation. Have fact sheets and background materials prepared. Page 51 Summer Review Course: IH Program Management
52 Risk Communications State conclusions first and proceed with supporting information. Correct any errors. Stress facts. Don t say no comment, or speak for others. Admit if information is not known or available. * Communicating in a Crisis. Risk Communication Guidelines for Public Officials, USDHHS, Page 52 Summer Review Course: IH Program Management
53 IH Management Sample Questions 1. What is meant by a learning curve? a) Increase learning new concepts and ideas until a plateau is reached. b) Continue to learn as new challenges and opportunities arise. c) A normal learning function is maximized at a knowledge level of experience and education. d) The learning curve can only be continuing to educate rather than work through work experience. Page 53 Summer Review Course: IH Program Management
54 IH Management Sample Questions 2. How does management establish objectives on OSHA compliance as an objective? a) Too broad b) Top management does not feel important c) Difficult to establish an evaluation process d) Too specific Page 54 Summer Review Course: IH Program Management
55 IH Management Sample Questions 3. Industrial Hygiene level to manager transition requires which of the following ascending skills? a) Calibration, equipment, analytical, problem solving, writing, risk taking b) Risk taking, writing, calibration equipment, analytical, problem solving c) Calibration, equipment, analytical, risk taking, writing, problem solving d) Problem solving, writing, risk taking, calibration, equipment, oral presentations. Page 55 Summer Review Course: IH Program Management
56 IH Management Sample Questions 4. IH Manager needs to set up logical objectives which requires: a) Itemizing by length of time to complete b) Preparing and prioritizing c) Planning based on immediate needs of company Page 56 Summer Review Course: IH Program Management
57 IH Management Sample Questions 5. Common goals of an organization are based on employees : a) individual effort and input b) opportunities and performance as a team c) team effort and cooperation upon request and as needed basis Page 57 Summer Review Course: IH Program Management
58 IH Management Sample Questions 6. The primary focus of an organization is: a) growth and profit b) opportunities for development c) bring common employees together to do uncommon things d) shareholders Page 58 Summer Review Course: IH Program Management
59 IH Management Sample Questions 7. Too many levels of management, chronic and recurring internal problems, and numerous meetings attended by many people are typically symptoms of: a) poor communications b) lack of management training c) poor employee morale d) a flawed organizational structure e) understanding Page 59 Summer Review Course: IH Program Management
60 IH Management Sample Questions 8. Which of the following is NOT an important aspect of an IH Manager s duties? a) Dedication to the IH profession b) Preparing and implementing Industrial Hygiene programs c) Fostering good relations between management and subordinates d) Ensuring that upper management understands safety and health and profit are not exclusive goals. Page 60 Summer Review Course: IH Program Management
61 IH Management Sample Questions 9. Common law requires employers to: a) provide a workplace free of hazards b) compensate employees for workplace injuries c) provide a workplace that is reasonably safe d) provide Workers Compensation Insurance Page 61 Summer Review Course: IH Program Management
62 IH Management Sample Questions 10. Workers Compensation represents a significant expense for employers. To a large extent, employers can influence their net cost for this coverage by: a) obtaining a low rate prospective experience rating plan b) improving their experience modification rate c) obtaining a low rate retrospective experience rating plan d) negotiating with casualty insurance carriers Page 62 Summer Review Course: IH Program Management
63 IH Management Sample Questions 11. What organizations publish accepted IAQ standards? a) American Industrial Hygiene Association (AIHA) b) American Conference of Governmental Hygienists (ACHIH) c) EPA d) All of the above Page 63 Summer Review Course: IH Program Management
64 IH Management Sample Questions 12. Discuss the process of starting a good Industrial Hygiene program. a) The safety and health program must include 3 basic principles: recognition, evaluation, and control. b) The safety and health program should include the recognition / evaluation of hazards only, and then allow for line management to implement the controls. c) The EHS professional should develop the industrial hygiene program and implement alone with assistance from outside subject experts. d) All of the above. Page 64 Summer Review Course: IH Program Management
65 IH Management Sample Questions 13. During the audit process, it is important to: a) attempt to avoid interfering with the normal work flow. b) take the interviewee s word for what he or she says. c) always conduct the audit interview away from the machinery to insure safety. d) all of the above. Page 65 Summer Review Course: IH Program Management
66 IH Management Sample Questions 14. A term to measure system reliability is probability of successful performance. Another measure of reliability is: a) psychosocial b) human machine coefficient of correlation c) human functions d) mean time to failure Page 66 Summer Review Course: IH Program Management
67 IH Management Sample Questions 15. The common way a manager can best maximize his / her EHS program is through the use of all of the following except: a) inspections b) management training c) surveys d) financial penalties Page 67 Summer Review Course: IH Program Management
68 IH Management Sample Questions 16. In management, one has to make the right decisions. Who should make decisions under Theory Z management style? a) The President b) The lowest-level employee c) A team / department d) Middle layer of management Page 68 Summer Review Course: IH Program Management
69 IH Management Sample Questions 17. Of the four basic techniques of risk management, which techniques are MOST useful when working with a risk that has high severity and high frequency? a) Avoidance and transfer b) Avoidance and reduction c) Reduction and keeping d) Retention only Page 69 Summer Review Course: IH Program Management
70 Bibliography / References Industrial Hygiene Management, J. Garret & L. Cralley et al, 1988 People and Performance, The Best of Peter Drucker on Management, Peter Drucker, 1977 Management of People and programs in Industrial Hygiene, Toca, F.M. AIHA Press, 1996 Environmental, Health and Safety Auditing Handbook, Harrison, L. McGraw-Hill, Inc Tasks, Responsibilities, Practices. Drucker, P. F., 1984 ANSI/AIHA Z American National Standard - Occupational Health and Safety Management Systems, ANSI/AIHA Z10 Committee Page 70 Summer Review Course: IH Program Management
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