Many organizations benchmark to compare their own processes to similar processes of other successful organizations. Six sigma is a Bench mark for the maintaining standards in any organization. Applying Six Sigma to Create Safer, Healthier Worksites By using process maps, the problem-solving methodology is used to recognize where concentration should be focused in order to generate safer worksites.
Selecting critical procedure points, which means, the significant potential for accidents and health hazards are known to exist, which are never have been adequately deals to eliminate or considerably decreased. According to OSHA Form 300 records, determines the ratio of the regularity of actual mistake exposure occurrences to the number of potential mistake exposure opportunities for each critical point on the process maps. A great number of six sigma tools are accessible, and major subsets of these are particularly important because of their regular use.
These tools are used by the process improvement teams (PITs) to achieve their objectives. They can be classified as being either diagnostic or prescriptive. Training to deal with workplace violence in services segments should be based on a set of guiding principles and presented on a never-ending or periodical basis, depending on particular needs. It must be provided, as suitable, by the employer alone, or by the employer in cooperation with workers and their representatives, to all workers and their representatives, supervisors and managers.
Employers should initiate and support Programmes at their workplaces to inform, educate and train workers about the avoidance of workplace violence, concerning the enterprise’s policy and strategies in place and concerning support for workers if any violence arises. Training to deal with workplace violence in services sectors could comprise: Improvement of the ability to recognize potentially violent situations; humanizing the capability of event assessment, active coping and problem-solving; instilling interpersonal and communication skills that could avoid and defuse a potentially aggressive situation; enhancing positive approaches towards creating an encouraging environment;
Training on assertiveness, as required, according to risk assessment; ? Training on Self-defending, as necessary, according to risk assessment. Course of action for specific sectors and occupations should promote identify the special training needs and skills required for preventing or coping with workplace violence under particular circumstances. Planning and implementation
Hence the organization’s existing violence administration system and significant arrangements should be reviewed as appropriate. This should cover an unofficial understanding of the current state of affairs with regard to acts of violence. Present situation The Employers and workers and their representatives should mutually assess the effects of aggression in the workplace. The following indicators, among others, should make available useful information for recognizing and assessing the nature and magnitude of the problem at a given workplace:
National and local surveys on the coverage of violence in the society where the service is accepted. ? investigation that have been carried out in similar workplaces or types of services; ? absence; ? sick leave; ? Rate of accidents ? personnel turnover; ? Estimation of supervisors and managers, workers and their representatives, safety personnel, occupational health and social services personnel. Assessment of Risk The Risk assessment should be performed with involvement and support from employers and workers.
The extent of the risk in particular areas, the circumstances under which it arises, and the risks related to vulnerable groups should be identified. Checklists of areas or aspects that should be considered for violence risk assessment at the workplace may be a useful tool, and should be developed jointly. In conducting a risk assessment of workplace violence, account should be taken of the following possible signs of workplace tensions: ? physically injuring or assaulting a person, leading to actual harm; ? intense ongoing violent abuse, such as: verbal abuse, including swearing, insults or condescending language;
Aggressive body language indicating intimidation, contempt or disdain; ? harassment, including mobbing, maltreatment, racial and sexual harassment; ? Expression of intent to cause harm, including threatening behaviour, verbal and written threats. Recording of the violence events: Work place violence recording will enable the organization to be in preparedness and to know the occurrence by making the root cause analysis. Such entry record must possess the experiences; roles involved in date and time of occurrence to give an evidence to the understanding.
These record will help to identify the sources of workplace violence – between an internal occurrence or an external occurrence; severity of the problem, Victim’s status; forms of violence; Factors that contributed; Situational contexts, vulnerability assement such as weak security etc; References: INTERNATIONAL LABOUR ORGANIZATION , Code of practice on workplace violence in services sectors and measures to combat this phenomenon by Retrieved July 2, 2009, from http://www. ilo. org/public/english/dialogue/sector/techmeet/mevsws03/mevsws-cp. pdf
ReVelle, Jack B, Six Sigma: Problem-solving techniques create safer, healthier worksites Retrieved July 2, 2009, from http://www. allbusiness. com/company-activities-management/operations-quality-control/11458967-1. html Community-Based Problem-Solving Criminal Justice Initiative, Retrieved July 2, 2009, from http://www. ojp. usdoj. gov/BJA/grant/05PSCsol. pdf Criminal Damage – Problem Analysis, Retrieved July 2, 2009, from http://www. crimereduction. homeoffice. gov. uk/criminaldamage/Criminal%20Damage%20Problem%20Analysis%20V2. doc PROBLEM ANALYSIS, Retrieved July 2, 2009, from http://www. pdl. cmu. edu/ProblemAnalysis/ext-overview. html