Human Resource Management (527)

Assignment No.2

Job safety and health

By
Haider Ali Roll# AD 511549

Department of Business Management Allama Iqbal Open University 2011(autumn)

Acknowledgement

In the name of Allah who gave me this worth to write down all this which I have learnt from the teachers and from the our colleagues .The study for this topic was interesting and found that how much it is helpful in our future life. I special pay thank to our tutor who really gave and paid full attention to understand this subject. I am confident that I shall utilize this knowledge in my future very well. Besides having this much knowledge regarding HR I am confident that in future I shall prove to be a better manager.

Executive Summary Safety, along with quality and the environment, is an important topic relating to the very foundation of a corporation. Based on the philosophy of "Respect for People," and the fundamental policy that "Safety is management itself" and "it is everyone's responsibility, from senior executives to every employee at the workplace, to place safety first," Toyota is making an effort to create a safe and energetic work environment. Safety and Health Beginning with development of activities which demonstrate assurance of zero accident record, Toyota has developed a range of independent accident prevention activities. Although the number of STOP61type accidents and designated occupational diseases2 in FY2002 were the fewest to date, the goal of zero was not reached. Nonetheless, through these activities, results have been achieved in terms of workplace management and environmental improvements, including the strengthening of workplace teamwork and the improvement in the inherent safety3 of equipment. 1. STOP6: Safety Toyota 0 (zero accidents) Project 6 Activities to prevent six types of accidents which may cause death or disability (caught in machines, contact with heavy objects, contact with vehicles, falls, electrocution, and contact with heated objects) 2. Designated occupational diseases: Injury from dust and noise, or musculoskeletal disorders 3. Inherent safety: Completely eliminate or reduce the risk of accidents associated with work or equipment so as to pursue intrinsic safety at the workplace at the equipment design stage

Table of contents

1. Introduction-----------------------------------------1 2. Case study--------------------------------------------3 3. Health and safety policy at Toyota-------------4 4. Data collection---------------------------------------6 5. SWOT analysis--------------------------------------6 6. Conclusion and recommendations-------------7

Introduction
To make the workplace safer, the organization has to acknowledge which potential health and safety hazards are present. Or determine where and what and how a worker is likely to become injured or

ill. It starts with analyzing individual workstations and program areas for hazards the potential for harm be it a frayed electrical cord, repetitive motion, toxic chemicals, mold, lead paint or lifting heavy objects. Workplace safety is about preventing injury and illness to employees and volunteers in the workplace. Therefore, it's about protecting the nonprofit's most valuable asset: its workers. By protecting the employees' and volunteers' well-being, the nonprofit reduces the amount of money paid out in health insurance benefits, workers' compensation benefits and the cost of wages for temporary help. Also factor in saving the cost of lost-work hours (days away from work or restricted hours or job transfer), time spent in orienting temporary help, and the programs and services that may suffer due to fewer service providers, stress on those providers who are picking up the absent workers' share or, worse case, having to suspend or shut down a program due to lack or providers. Workplace safety & health is a category of management responsibility in places of employment. To ensure the safety and health of workers, managers establish a focus on safety that can include elements such as: Management leadership and commitment Employee engagement Accountability Safety programs, policies, and plans Safety processes, procedures, and practices Safety goals and objectives Safety inspections for workplace hazards Safety program audits Safety tracking & metrics

Hazard identification and control Safety committees to promote employee involvement Safety education and training Safety communications to maintain a high level of awareness on safety

Case Study

Global Vision 2010 - Respect for all People At Toyota we recognize that highly skilled and motivated people who are treated with trust and respect show great commitment to the fulfillment of the company's goals. Toyota's 'people' philosophy provides each and every member with growth opportunity and stable fulfilling employment. Toyota believes that this can be best achieved by securing long-term prosperity for the company. Securing the commitment necessary to fulfill the company's objectives depends upon a number of factors. Training is essential to the on-going development of individuals and company performance and it is therefore directed at developing skills to meet job requirements. From day one On the Job Training (OJT) encourages individuals to learn their own jobs well enough to be able to train others. All members are multi-skilled and so broaden their knowledge and optimize production flexibility. The focus of each members training is the development of initiative and creativity. Members are involved directly in running the Toyota Production System. They are also given the responsibility for the quality of their own role in the production process, passing on only good work to the next stage on the line which they see as their customer. Both short and long term success at depends on the continuous commitment of members. Total involvement, training, multi-skilling, job rotation and good communication play a part, as do a competitive salary and benefits package, regular performance appraisal, company support for education and an opportunity to discuss work issues with the company through the Toyota Members Advisory Board. The company is committed to providing fair and equitable treatment for all members. The companys single union agreement with Amicus helps to support this philosophy. Health & Safety

Health & Safety is our number one priority at our UK plants. We are committed to providing designing safe processes, and maintaining safe equipment to ensure we provide a safe and healthy working environment for all. Safety training is part of our policy of continuous improvement. Training commences immediately upon starting employment with Toyota, during the induction programme and continues through an employees career. Safety is integral to each employees working day. At pre shift meetings safety it is the first agenda item and pre safety checks are carried out on equipment. It is also important to confirm employees health ahead of each shift and for some employees pre shift exercises are undertaken to ensure muscles groups are warmed up ahead of production. Safe working is split into three key areas, safe processes and equipment, safety kaizen and training &confirmation. For all three areas to be effective employees require a safety mind, this is enhanced via KYT (hazard awareness training) and near miss reporting. A fundamental part of the Toyota Way is genchi-genbutsu - (go, look and study) - is a key part of the accident prevention process and allows senior management to witness first hand any safety related issues and to heighten awareness of health and safety issues. In order to raise safety awareness of employees, each year February and October are dedicated safety focus months, during this time special focus activities are carried out and promotional material circulated to all employees The focus area for 2007 safety months is: vehicle and pedestrian safety. The below graph shows that through our continued focus in this crucial area we have been able to reduce the number of loss time accidents and incidents of Muscular Skeletal Symptoms (MSS) at our UK manufacturing plants. Our commitment to Health and Safety is evident with our awards history, in 2001 we were awarded the UKs premier accolade for Occupational Health and Safety from the Royal Society for the Prevention of Accidents (RoSPA) when we were awarded the Sir George Earle trophy in recognition of having the best health and safety systems in the UK. Year on year we continue to receive recognition from RoSPA for our commitment in this area.

Occupational Health A comprehensive Occupational Health service is provided for all employees. This commences with the pre employment medical through to regular health confirmations throughout an employees career. Two occupational health centers are manned by trained health professionals to support members with ill health, occupational health advice and illness prevention. Code of Conduct Our code of conduct ensures that our business practices are conducted with integrity and honesty, therefore confirming our commitment to complying with laws, regulations and working standards. The code of conduct explains the type of behaviour required and expected by all employees irrespective of their level whilst enhancing business performance to provide employment and to maintain fair and stable working conditions for our employees. In addition, the code gives guidance to our employees to support them in their daily decision making activity: The code covers a wide range of topics : Respect for human rights Health and Safety Compliance with the law The Management and use of confidential information Environmental preservation Honest and fair transactions Our relationships with suppliers and shareholders Philanthropy and community relations All employees have been issued with the code of conduct and it form part of all new employees induction training:

Data collection Methods

Data for the above topic was collected from different sources like employees of the organization internet, and few books of human resource management. Data was collected by two sources of Qualitative and Quantitative aspects. One was from the internet and the other was from the employees and other text sources.

SWOT analysis
Toyota Motor Corporation Strengths Global organization, with a strong international position in 170 countries worldwide. High financial strength (1997, sales turnover, 131,511 million), sales growth of 29.3%.Strong brand image based on quality, environmental friendly (greener), customized range. Industry leader in manufacturing and production .Maximizes profit through efficient lean manufacturing approaches (e.g. Total Quality Management) and JIT (Just in Time) manufacturing and first mover in car research and development. Excellent penetration in key markets (US, China, EMEA) and now the second largest car manufacturer in the world, surpassing Ford. Weakness Japanese car manufacturer - seen as a foreign importer. Production capacity. Toyota produces most of its cars in US and Japan whereas competitors may be more strategically located worldwide to take advantage of global efficiency gains. Some criticism has been made due to large-scale re-call made in 2005, quality issues.

Opportunities Innovation -first to develop commercial mass-produced hybrid gas-electric vehicles (gas and electric), e.g. Prius model. Based on advanced technologies and R&D activity. With oil prices at an all time high - this investment and widening of product portfolio fits consumers looking to alternative sources of fuels away from gas guzzling cars. To expand more aggressively into new segments of the market. The launch of Aygo model by Toyota is intended to take market share in youth market. To produce cars which are more fuel efficient, have greater performance and less impact on the environment. To develop new cars which respond to social and institutional needs and wants. The development of electric cars, hybrid fuels, and components reduces the impact on the environment. Toyota's Eco-Vehicle Assessment System (Eco-VAS) has helped in production, usage, and disposal. Continued global expansion - especially in the emerging markets e.g. China and India, Russia, where population and demand is accelerating.

Threats
Saturation and increased competition, intense marketing campaigns increasing competitive pressures. Shifts in the exchange rates affecting profits and cost of raw materials. Predictions of a downturn in the economy e.g. recession, will affect car purchases (especially new cars). As household budgets tighten - this could lead a decline in new car sales and possible rationalization of dealerships. Changing demographics e.g. number of large families is declining. Undermining the demand for large family cars. Changing usage - families using the car less for taking children to schools. Home deliveries. Businesses - restricting business travel (tele-conferencing). Governments encouraging alternative forms of transport - cycling and incentives to use public transport across Europe.

Rising oil prices (fuel costs) and the costs of maintaining cars. Increase in families who have chosen not to own a car, or decided to use their car less

Conclusion and Recommendations

To permit effective examination of the relationship between health and employment and workrelated factors among older workers it is necessary to create new, longitudinal data sets containing detailed information on workers employment histories and the specific demands of the job, as well as objective information on the health and safety risks to workers in the job. Such data sets do not currently exist because they are costly to create. An ideal longitudinal data set would contain baseline information on the health status and previous work histories of a representative sample of older Americans, with overrepresentation of minority and other high-risk groups. The survey that collects these data would periodically gather from respondents and their employers data that provide researchers with consistent, reliable, and continuous information on respondents employment and earnings, the risk factors associated with employment, including work organization and job demands on physical and mental capacity, and exposure to risk factors such as harmful chemicals. These data are needed to follow work and retirement patterns in aging cohorts of workers and to assess the effects of work on health. These data are also needed to assess the effects of health, workplace health risks, family obligations, and other causal factors on employment in later life. The old Retirement History Survey and newer Health and Retirement Study, as well as other longitudinal surveys now available, do not contain reliable or continuous information on the risk factors to which workers are exposed in their jobs.