04.1 Case Study (Delegate) - OHS04101ENGX - v2 (AD03) - Dec2020

Case study (Delegate)

SECTION 1: Sample documented information pertaining

to - Top management Strategy/OH&S Leadership
Contents
Executive Director’s Statement and Mission – OHS001 Issue 4 ............................................................... 7
Health & Safety Policy - OHS002 Issue 2 ................................................................................................ 8
Scope and main Roles and Responsibilities – OHS003 – Issue 1.............................................................. 9
Roles and responsibilities ...................................................................................................................... 9
Executive Director ............................................................................................................................... 10
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Head of SHEQ ..................................................................................................................................... 10
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Production Manager ............................................................................................................................. 10
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Marketing Manager .............................................................................................................................. 10
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Accounts & Purchasing Manager ........................................................................................................ 10
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HR/Training Manager .......................................................................................................................... 10
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Main process(es) interactions OHS004 - Issue 1 ..................................................................................... 11

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Process(es) for consultation and participation - OHS005 – Issue 1 ......................................................... 12

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Management Review ............................................................................................................................... 13

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Management review record...................................................................................................................... 14

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External issues – OHS006A – Issue 1 ..................................................................................................... 18

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Purpose of Company ............................................................................................................................ 18

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Business location ................................................................................................................................. 18

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Site Context.......................................................................................................................................... 18
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Market Pressures .................................................................................................................................. 18

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History ................................................................................................................................................. 19
Interested Parties & Stakeholders ........................................................................................................ 20
Internal Issues – OHS006 – Issue 1 ......................................................................................................... 21
The manufacturing process .................................................................................................................. 21
Photographs ......................................................................................................................................... 24
Occupational health and safety issues ...................................................................................................... 29
Commissioned Report on Behalf of the Managing Director of Slip Lifts Malaysia.............................. 30

OHS04101ENGX v2.0(AD03) Dec 2020 ©The British Standards Institution 2020 Page 6

Executive Director’s Statement and Mission – OHS001 Issue 4

Slip lifts (Malaysia) BHD is an electronic controller, power supply manufacturer, and installer within
passenger and goods lifts within buildings. This extends to industrial settings, including petrochemical and
mines. The business is based in Malaysia.
Malaysia is well placed geographically to act as the gateway to China, the Asian continents and Australia.
There are good aviation links to America and the Middle East.
Our company growth strategy is linked heavily with the construction, petro-chemical and mining markets
within differing jurisdictions.
Our fiscal growth plan requires the business to grow with a projected Turnover from 70m MYR to 87m
MYR within two years and an increase in pre-tax profit from 8% to 11%. Other strategies may result in a
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move to base the organization within more preferential tax regimes to assist in the growth and pre-tax profit
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objectives.
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The growth plan will require engagement as tier one suppliers, into established and specialist lift
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manufacturers, in addition to developing a reputation as installers of lift power supplies and controllers into
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hazardous environments. It is therefore crucial that not only must our products be suitable for those
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environments, but also our installation teams must perform well within high safety performance cultures
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and be capable of immediate compliance with the safety requirements of our customers. Offices for
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installation and commissioning teams will be established in main conurbations. Technical sales support for
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specifiers and lift manufacturers will be country based.

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Successful growth would permit the penetration into wide markets with an objective to standardize
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controllers. Aftersales service is therefore critical to our reputation and growth.

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Combining this with our expertise in the local, regional and national markets gives us increasing leverage
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in sales through our undoubted ability to produce bespoke solutions at short notice and compliant with
hazardous environments.
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The global perspective of the business demands that we not only comply but exceed the requirements of
national laws. In addition, the business will maintain its’ growth whilst complying with the most stringent
alternative between UK or national laws. Slip Lifts is to earn the reputation as an ethical employer. Whilst
an excellent work ethic is to be expected from our employees, overwork will not be tolerated. The
management of work related upper disorders (WRULD) and matters such as absenteeism, through stress
management, are vital to our success. Our Human Resources Department with be active and instrumental
in achieving this goal.
Our reputation for safety leadership is such that we must be seen to occupy centre stage amidst our
competitors and be perceived as such by our valued customers.


Health & Safety Policy - OHS002 Issue 2

Slip Lifts (Malaysia) BHD is committed to providing safe and healthy working conditions and is
committed to zero accidents.
The H&S Policy is to establish Slip Lifts (Malaysia) BHD as one of the recognized leaders in occupational
health, safety for both design of its products and work undertaken at client locations. We view safe design
of our products to be an integral part of the quality of the services supplied to the client and consider H&S
to be the primary duty of an employer.
This Policy is intended to confirm and communicate the Executive commitment to H&S with regard to all
employees and subcontractors within our direct control.
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We recognize responsibility for creating and sustaining a culture that supports the implementation of high
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standards of H&S. Corporate Management, therefore, provides the necessary leadership and commitment
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to ensure that the necessary resources to develop, operate and maintain the H&S Management System.
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The H&S Policy also provides the basis for establishing the H&S Objectives which sets the limits within
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which the business shall operate and the basis for the establishment of departmental and project plans and
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objectives. The objectives are set and reviewed annually (as a minimum) and are communicated to all
employees through Corporate Management messages, newsletters, awareness program campaigns, and
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training. Objectives will relate to electrical safety for this year, and the focus upon safety compliance on
customer sites.
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The Health and Safety Manager interacts with all areas of the company and is responsible for the
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management and compliance with this policy. Performance against targets and objectives will be reported
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to senior management at least once a year. This policy will be reviewed annually and made available to all
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stakeholders through the company’s corporate social responsibility sustainability web page.
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Executive Director
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R Nomore
Richard Nomore
Scope and main Roles and Responsibilities – OHS003 – Issue 1

Our health and safety management system addresses all employees and customers affected by the manufacture and installation of our lift controllers and power
supplies to our customers.
The management system does not address transport safety as this is considered a specialist discipline and is controlled by the logistics team.
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Roles and responsibilities
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R.Nomore
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Executive Director
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Fredrick Count Jane Ki Angela West A Yin Ming
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Soul Xi Corporate
Finance Marketing and Production Governance
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HR Manager
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Manager Sales Manager Manager & Company
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Secretary
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Neville Pang Mandy Tsui Jenny Swarf Xam Grot Pete Bodge Lok Tite
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Tony Kwok
Purchasing Recruitment Training Officer Head of Production Stores
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Health and Safety

Manager Officer HSEQ Supervisor Supervisor Manager
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Team Leader Team Leader Team Leader

Assembly QA Inspection R&D/Test Lab

(Some sampled extracts)
Executive Director
It is the responsibility of the Managing Director to ensure that the company adjusts its’ policy to local
jurisdictional culture, and ensures its policy and objectives for health and safety are met.
Head of SHEQ
It is the responsibility of the Head of SHEQ to ensure that the organization provides lift controllers; power
supplies; installation services and after sales that provide the customer with what they require within legal
compliance, and without compromising the health and safety objectives of the organization.
Health and Safety Manager
This is the designated ‘OH&S Champion’, reporting to the Production Manager, and as such has the
following additional responsibilities:
a) Preparation and maintenance of OH&S documented information.
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b) Ensuring the OH&S management system is established, implemented and maintained.
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c) Reporting to management on the OH&S management system’s compliance issues, and the need for
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improvement.
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In addition, the Health & Safety Manager has other responsibilities for: overseeing OH&S objectives, the
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maintenance of a register of legal/other requirements, providing audit, monitoring, analytical services and
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useful information to the production departments; so that they consistently meet their objectives and strive
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for further improvements. On a day to day basis, this work is delegated to safety representatives (SR) who
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will then report directly to the Health and Safety Manager.

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Production Manager
It is the responsibility of the Production Manager to ensure that the manufacture of lift components and
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delivery of services provided directly to clients are delivered to the highest possible health and safety
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standards.
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Marketing Manager
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It is the Marketing Manager’s responsibility to ensure that the market place is made aware of the health and
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safety performance of Slip Lifts; to generate new customers and business to high consequence industries,
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stressing Slip Lifts capability and to service existing clients to consistently improve standards.
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Accounts & Purchasing Manager

It is the Accounts & Purchasing Manager’s responsibility to ensure that the customers are provided with
correct information for Production and maintenance manuals to enable the safe use of the equipment
provided. It is also the responsibility of the purchasing manager to give due weight to health and safety
needs when purchasing production equipment for manufacturing. The Accounts & Purchasing Manager is
also responsible for ensuring that suppliers and subcontractors are selected based on their ability to provide
an excellent, legally compliant product and/or service: The manager is also responsible for ensuring the
smooth and effective running of the office to provide a reliable and effective internal administration and
support service (governance, traceability, technical development, etc.) that will benefit both the company
and the client through the fostering of transparency.
HR/Training Manager
The HR team is responsible for the design and delivery of appropriate health and safety training for all
staff. The HR department will keep and maintain all training documents.

Main process(es) interactions OHS004 - Issue 1
Process for Documented

communicating
with other Emergency Determine controls for achieving Processes for planned
organizations reductions in OHS risks using a changes 8.1.3
Process(es)
8.1.1 hierarchy 8.1.2
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Consultation 8.2
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Processes Processes
Effective Process controls Participation 6.1.1
Controls
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Processes
Documented
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Effective
Contractors/Procurement/Outsourced
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process controls 8.1.4.1 8.1.4.3 Processes needed to address risks and opportunities 6.1.2 6.1.4
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Actions/ Support Requirements
Process controls Scope
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Feedback How to activities
Legal Determine legal and other
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and Issues
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requirements 6.1.3
OH&S objectives and plans other
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Plan, implement and requirements
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Legal and other requirements OH&S
control the process 8.1.1
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hazards
Evaluation of
Incidents and Criteria
Feedback
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compliance 9.1.2
controls,
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nonconformity 10.2
Doc info, Implemented processes
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Management
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Effective Adapt work

review
Participation Results 9.1.1 Monitoring Relevant workers
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Continual Results measurement and

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Effective Results improvement

9.3/10.3 evaluation 9.1.1 OH&S policy
9.3a) g)
Documented
Relevant
Internal Audit workers Effective
ISO 45001
process 9.2 N/C
Participation
Consultation

Continual improvement objectives
Legal and other requirements


Process(es) for consultation and participation - OHS005 – Issue 1

Workers’ requirements/suggestions
Other
interested parties’ comments
OH&S Performance Determine any obstacles or Time, mechanisms, training and resources necessary
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OH&S MS requirements barriers
Obstacles / barriers
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OH&S risks/opportunities Management
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No obstacles/
Other risks/opportunities Who to barriers Top management
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Internal/external issues consult remove/minimize
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Legal and other requirements obstacles/barriers
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Adequacy of resources Top Management
Determine who
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OH&S policy
Hazard identification to consult commitment No/minimized
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Assessment of risk obstacles/barriers
Management
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Actions to control hazards and risks
Timely access,
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Competence, training/evaluation information Views clear
What Consult on decision
needs/how provided
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question is understandable
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Control measures/effectiveness/use Incident decision Managers & workers information
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investigations, N/C, C/A required on
OH&S policy rC
Determine if a decision is to Views on what
be made in relation to the the decision
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Roles, responsibilities, and authorities
OH&S MS should be
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How to apply legal and other requirements

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and on what
OH&S objectives Feedback to workers Consider views and
on why decision was
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Controls for outsourcing, procurement and Management make decision

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Management
Monitoring, measuring and evaluation needs
Audit programme
Continual improvement process Decision
Implementation process!

Management Review
OH&S MS Review Procedure (OHSP18).
Purpose
The purpose of this process is to define the methods adopted to review the OH&S Management System.
Scope
A system to review the OH&S Management system that includes all our activities, products and services
to ensure continuing suitability, adequacy and effectiveness.
Compliance to our customers’ health and safety requirements will also be taken into account as part of
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this review.
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Responsibility
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It is the responsibility of the Executive Director, Production Manager, Health & Safety Manager and
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HR Manager to carry out the Safety Management System Review on a periodic basis.
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References
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ISO 45001 – Section 9.3

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Management review record – OHSR16

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Procedure
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The Safety Management Review includes (but is not limited to):-

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1. Company Health and safety Policy

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2. Changes in Processes/Procedures
3. Progress with objectives and programmes
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4. Non-conformances
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5. Emergency Incidents
6. Audit results
7. The above information and recommendations to be circulated in summary form by the Company
Secretary after review by the Health and Safety Manager.
8. Observations, conclusions and recommendations should be documented for necessary action.
All action points raised will identify the area, person responsible and timescales, to ensure corrective
action is completed on time.
Changes to system documentation will be carried out by the Health and Safety Manager.


Management review record

OHSR16 Issue 1
Meeting: OH&S MS Review Meeting
Name Title Here

R Nomore ED 
Tony Kwok Health and Safety 
Manager
Richard Batchelor Marketing Manager 
Date, Time, Place: Date Time Place
3 months prior to audit 13:00 Slip Lifts (Malaysia) BHD Offices
Materials To Bring:  Minutes of previous meeting
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 System documentation
 All internal and external audit reports
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 Health and safety record file (including OH&S performance, evaluation of compliance, incidents,
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corrective action reports etc.)

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External & internal communications (participation & consultation)
Meeting Objective: 20
Senior management review of the Slip Lifts (Malaysia) BHD OH&S management system to ensure its
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suitability, adequacy and effectiveness. The review is to include the assessment of opportunities for
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improvement and any potential changes to the MS, including the health and safety policy and objectives, and
their alignment with business objectives and strategy/mission.
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Review Agenda: 1. Minutes / actions of previous meeting

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2. H&S MS implementation & effectiveness

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3. Policy and processes/procedures status

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4. Results of internal audits – Trends, audit schedules

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5 Interested parties feedback (including workers)

Interested parties complaints (including workers)
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Interested parties assessments

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6. Process performance and product / service OH&S conformity

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7. Health and safety performance and evaluation of compliance

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8. Changes affecting H&SMS

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9. Recommendations for improvement
10. Health and safety objectives and targets
11. A.O.B (including trends in risks and opportunities)
Next Meeting Decision
Date Time Place
12 months from date of this TBA Slip Lifts (Malaysia) BHD Office
meeting


MINUTES:
AGENDA OUTCOMES / DECISIONS ACTIONS TO BE

ITEM TAKEN,
COMMUNICATIONS
REQUIRED
1. Minutes/ Actions A previous formal Management Review meeting was conducted (12 months
from previous ago) using this minutes template and the agenda on page 1, in line with the
meeting requirements of ISO 45001 and H&SMSP 22
The minutes from the previous Health and safety Manager were reviewed
and progress note on the majority actions. The following actions were noted
as requiring further progression and closure however:
Updated Health and Safety Policy to be signed and put on display and on Action: ED & Health and Safety
website. Manager
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2. H&S MS The implementation project of ISO 45001 is now complete and the system
implementation & has been running for at least 6 months. Internal Audits have taken place, and
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effectiveness corrective actions undertaken as a result. Progress is also being made against
the identified objectives and targets as noted below. The senior management
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have decided not to pursue external certification of ISO 45001.
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3. Policy and Health and safety processes/procedures will be subjected to ongoing
processes/procedure inspection and will be re-issued in the future where necessary.
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s status
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The Health and safety Policy is still not on display in the main office areas,
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nor has it appeared on the website. Going forward (from a health and safety
perspective) the policy should also be published on the Slip Lifts (Malaysia)
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BHD web site.

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Updated Policy to be put on

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Health and safety processes/procedures have changed in line with feedback display and released on the
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from internal audits. website. (as above action)

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4. Results of The current audit programme was reviewed and found to have been updated
internal audits – to reflect last quarter end status.
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Trends, audit Prior to this, a partial cycle of health and safety audits had been completed.
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schedules This included the Health and safety risks, Emergency Preparedness and
Systems audits conducted in Q4 last year.
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Audit review and data analysis

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The audit with the highest compliance level was noted as the System Audit –
this was the most recent audit and was used to verify compliance with
requirements not covered in the process audits.
This indicated an appropriate level of conformance with the ISO 45001
standard.
All audit findings are being logged on a Corrective Action/NC Log Sheet – Records to be updated with any
this requires update to include the more recent audit findings and associated subsequent action closure / audit
action closure. findings.
Action: Production Manager



ITEM TAKEN,
COMMUNICATIONS
REQUIRED
5. Interested parties Negative feedback continues to be logged against worker consultation & Action: Production manager to
feedback (including participation arrangements. improve arrangements for
workers) consultation & participation of
In general, there continues to be customer complaints of concern where our key workers
installers have proceeded to work without permits and inductions; also, when
not monitored, they are not barricading off open lift shafts, and they do not
seem to be aware of electrical isolation requirements of customers .
Interested parties It is suspected that not all complaints may be recorded / captured in the H&S
complaints complaints log. Although it is acknowledged that customers always get a
(including workers) safely installed product in the end. Remind all of the importance of capturing
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complaints within the management system.
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Interested parties We have on-going prospective customer audits, so please ensure all
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assessments documents are up to date, and we need to select good auditees who are
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competent.
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Key OH&S activities/processes that continue to be noted are: Process compliance monitoring
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6. Process manual handling, workplace upper limb disorders, and slip trips and falls, all via inspection/audit findings to be
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performance and continue to be a problem analyzed.

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product / service Action: Health and Safety

OH&S conformity Manager
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Overall, the performance of our products for OH&S conformity were

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generally deemed satisfactory; as noted through customer feedback and

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internal audit.
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7. Health and safety Health and safety performance monitoring in relation to significant health To investigate the possibility of a
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performance and and safety issues are detailed in the Health and safety Objectives and better commissioned report on
evaluation of Programmes table. This was reviewed. It was noted that the Health and electrical safety.
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compliance safety Objectives, Targets and Programmes table was further updated post Action: Health and Safety
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internal audit. Manager

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It was initially planned last year that evaluation of compliance would

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continue through internal audits. However, it was now agreed that the
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evaluation of compliance with the legal requirements applicable to Slip Lifts

(Malaysia) BHD would be better carried out as part of the management
review process. Going forward, evaluation of compliance would be included
in both internal auditing and management review and this would support at
least 3 evaluation points per year.
It is noted that the Managing Director commissioned a report (6 months ago)

to review electrical isolation management within the production facility. He
is not happy with the actions that are recommended; as resources to
undertake these are too onerous – considering our current financial situation.
8. Changes affecting The scope of the management system has been edited to ensure that transport
H&SMS safety has been excluded..
The scope will be kept under review in light of any further feedback from
transport safety incidents



ITEM TAKEN,
COMMUNICATIONS
REQUIRED
9. Recommendations for improvement are generally those identified above.
Recommendations
for Improvement
Health and safety Objectives have been documented in the Objectives, and
10. Health and Programmes table and performance against these were reviewed where
safety objectives appropriate.
and targets Progress against objectives and targets were noted.
11. A.O.B No changes to the organization's risks and opportunities are noted (to the
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(including trends in OH&S MS or OH&S) at this review.
risks and
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opportunities)
Summary of Review Outputs
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Improvements to the OH&S MS and associated processes were noted
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Updated Policy to be put on display and released on the website
Improve arrangements for consultation & participation of key workers is needed 20
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Process compliance monitoring via inspection/audit findings to be analysed for manual handling, workplace upper limb disorders, and slip trip
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and falls (which are all increasing)

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Commissioned report on electrical safety needs be appropriate to our circumstances - further investigation needed
Signed: Richard Nomore Signed: Anthony Yiu Ming
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MD Management OH&S
Date: 3 months prior to audit. Date: 3 months prior to audit..
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External issues – OHS006A – Issue 1

Purpose of Company
The vision of the company is to become the predominant partner for lift controllers and power supplies in
high hazard industries, and to develop equipment and techniques that are considered the safest in the world.
This is to be enhanced with reliable staff to install and where necessary maintain their installations.
External issues relevant to health and safety are identified below. Risks and opportunities associated with
these are contained in the organization’s risk assessments.
Business location
Slip Lifts (Malaysia) BHD is situated in Iskandar, Johor (also known as Iskandar Development Region and
South Johor Economic Region), encompassing Johor Bahru, Johor Bahru Tengah, Kulaijaya, Pasir Gudang
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and Nusajaya. This is a major development zone in Johor. It was named after the late Sultan Iskandar Al-
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haj. At 2215 km², it is two-and-a-half times bigger than Singapore and 48 times the size of Putrajaya. It is
intended to draw investment and business to Johor and is amongst the biggest development projects in
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Malaysia.
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The Prospect Heights factory, at nearly 30,000 sq feet in floor area, is located within a ten floor complex,
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where the first two floors are taken up by Slip Lifts Malaysia BHD. This comprises the manufacturing,
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testing and development facilities, together with a base for the onsite teams. The location enables supply and
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distribution to the Asian continent.

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Site Context
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The company operates a manufacturing, research centre and an installation team. (Issue: Legal Compliance)
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The legal environment in Malaysia contains, amongst other things, statutory requirements contained in the
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Occupational Health and Safety Act 1996. Health and safety statutory regulations are enforced within
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Malaysia and civil liability may attach to incidents within the workplace. The structure of safety is not
dissimilar to that within the UK and therefore given the very extensive provisions for health and safety
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within the UK, it is considered that UK legislation and practice will be adopted unless this fails to satisfy
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Malaysian requirements, in which case the more demanding requirements will be met.
The Department of Occupational Safety and Health regularly inspects operators, responds to complaints.
(Fines and legal costs)
The area, though temperate, is subject to rain and the influence of Northwest and south east monsoons. Over
a period of 245 days rainfall can reach 3829mm. (Potential flood zone)
Market Pressures
In recent years, the company has had an increase in requests from customers for its safety record and control
methodology. This has especially been the case where there has been a need to install on site and to supply
to the petrochemical and raw material processing industries. Also of note, are high profile architectural
skyscrapers with attendant security controls.


Reliability of components is regarded as being equally important to customers as health and safety, during
construction and maintenance. Slip Lifts (Malaysia) BHD have not been able to respond adequately to
requests for information and have failed prequalification on a number of instances. (Stakeholder complaints,
evaluation of compliance with customer requirements).
Guidance documents on health and safety responsibilities have been published by relevant local industrial
trade associations and the Department of Occupation Safety and Health (DOSH) and the company is
beginning to make use of those. (Concern: Stakeholder complaints, legal compliance)
In response to international market pressures and to ensure that the company's stakeholder needs were being
met, the management of the company authorized the implementation of a health and safety management
system that meets the requirements of ISO 45001:2016. The company decided not to acquire third party
certification of the system. (Loss of stakeholder confidence)
History
The company was formed 40 years ago and has always operated at the Prospect Heights Factory. Early
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production focused on servicing local and regional customers. More latterly, with increasing demand for
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high quality products and site based installation and service, demand has grown into more complex
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installations.
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Company expansion followed and the company now holds a number of key accounts with property owners,
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construction companies and one petrochemical organization, though enquiries are increasing from the
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petrochemical and mining sectors. (Legal compliance, not meeting stakeholder interests)
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Interested Parties & Stakeholders
All issues identified in this assessment (irrespective of whether they are internal or externally derived) will be
assessed and taking into account the needs and expectations of the following list of stakeholders/interested
parties:

Table: 1 Stakeholder Needs and Expectations
Stakeholder Needs/Expectations
Executive Board Good financial performance, legal compliance /
avoidance of fines / access to new markets /
labour resource
Local communities Ethical employer / seen as good choice for career
/ supportive neighbour
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Regulators (DOSH) Legal compliance
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Bank/Finance Good financial performance no insurance legacy
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End Users High reliability and good behaviours on site
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commensurate with customer needs
Workers 20
Good financial performance/prompt payment
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/avoidance of fines / preservation of safety and
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health
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Prospect Heights Building users No Complaints re: noise, poor H&S, no fire
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threats
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Customers Value for money / high quality / maintenance of

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their reputation / responsive

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Insurers No Claims/prompt payment/risk management

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Contractors/Suppliers Prompt payment / safe task design and control /

effective safety management
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Public Relations. Maintenance of reputation

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Internal Issues – OHS006 – Issue 1

The company already had an integrated management system which incorporates quality and environmental
management.
The company started developing their formal health and safety management system last year. The Head of
SHEQ was initially charged with the responsibility of implementing the system by the Board. Later,
responsibility for the management system was given to a new post (Health and Safety Manager).
The Head of SHEQ has overall responsibility for maintaining any documents as part of the integrated
environment, health and safety and quality system. Consequently, the head of HSEQ wrote most of the
health and safety documents including risk assessments, processes and procedures. Time pressures
effectively excluded any practical contribution from other managers. (Lack of consultation & participation,
culture & loss of staff and associated competence)
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Slip Lifts employ 255 personnel of which: 20 are in R&D and testing; 140 personnel work over three shifts
within the manufacturing centre; 50 Installation team; 20 Delivery and distribution and 25 Sales.
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Malaysia has a legal structure of Acts, Regulations and Guidance for the management of health and safety.
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The requirements of Slip Lifts and their partners, is to comply with local legalisation and additional good
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practice. There is also a requirement to implement and monitor corporate objectives. These corporate
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objectives are provided on the 1st April each year to the Managing Director of its Holding company.
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The manufacturing process

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Slip Lifts (Malaysia) BHD, designs, develops, assembles, transports, installs, commissions, and maintains
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lift controllers and associated items for passenger and goods lifts. It also arranges transportation of the
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finished product to the Asian market.

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Approximately 20% of the site is taken up by the Prospect Heights Factory, of which the ground floor is
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entirely occupied by the assembly and materials storage areas including finished product. There is very little
space to spare, and stores on site are kept to a minimum, relying on ‘just in time (lean)’ delivery of materials.
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First floor offices contain production administration, Sales & Purchasing, Executive functions, and staff
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canteen facilities. A separate R&D testing laboratory for developing controllers and switchgear is also
present.
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Occasionally work is carried out over the weekends, mainly for maintenance or to accommodate extra work
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for urgent, complex or large orders.
Key components are bought into the company; frames are cut to size, electronic printed circuit boards
(PCB’s) are designed; PCB boards are made by an outsourced supplier, and then populated; inserted into
cabinets; moved to the test areas; tested; packaged and sent to site for either installation by subcontractor or
installation by Slip Lifts installation team.
In addition, research and development of electronic controllers takes place within established test areas; as
does bespoke design and population of printed circuit boards. Slip Lifts hope to corner the market with their
unique design for controllers and therefore the R&D function is critical to their business success.


The key steps in the manufacturing process are:

1. Designers or technical sales gather key performance data for the desired product. This is passed to the
production planners who determine the through-put into the production department, and associated delivery
dates.
2. The printed circuit boards are requested from specialist supplies; the boards are checked for defect and
provided to production to populate with electronic components. This process can take some time to
achieve.
3. The populated boards are passed through the wave solder machine. There are a number of issues in
connection with this machine. There is fume from the solder and on occasion the machines have to be
cleaned. There are fire risks and burn risks all of which is managed successfully through good practice
and PPE.
4. Completed circuit boards are sent to QA for checking and QC
5. The full size plan for the design for the frame and panel is printed out with a plotter and used as a full size
template. The production team lay this out on benches and begin to cut components to size and construct
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the frame. We have many problems with backs and long period spend doing this seem to create H&S
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issues.
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6. Steel channel is cut to size with cutting wheels
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7. Hole are drilled to receive the electrical components
1
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8. The electrical components are secured onto the frame ready for wiring. The wiring process is very fiddly
1:
and some employees only wish to do this for short periods.
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9. All electrical components are degreased before final location into the frame. This is often completed by
45
hand using turpentine. Again some employees complain of dermatitis although we believe that the cause
lies outside of the work environment.
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10. The assembled frame is mechanically or manually handled into the cabinet. This involves some manual
handling
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11. The cabinet is wheeled on a trolley into the test area where it is tested and electrically H&S checked.
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12. It then moves to the packaging and dispatch area for palletising and loading onto lorries as required.
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13. All components are kept inside the manufacturing area as adverse atmospheric conditions may
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detrimentally affect individual components.

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Case study section 3 – Design, Technical Case study section 4 – Printed Circuit Board (PCB) Population and Wave
Sales & Procurement (+WRULD, Stress) Solder (+ Electrical Safety)
(1) Design (2) PCBs ordered, (3) PCBs passed

/Technical Sales – checked, and through wave
Gather data of populated with solder machine
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product components
SI
-B
18
20
1:
Case study section 5 – Frame Construction & Assembly (+ WRULD and Stress)
00
45
(5) Print off plan (8.1) Secure (10) Manual or
(6) Cut steel (9) Degrease
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template for components to mechanical
(4) PCBs to electrical
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panel
frame and panel, frame handling of
QA for QC components
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cut components frame into
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(7) Drill holes before fixing into
(8.2) Wire
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and construct frame cabinet
frame rC components
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Case study section 6 – Cabinet Testing (Test Lab) and Loading onto
OHS 04 – Slips Lifts Case Study, Manufacturing Process
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Lorries (+ Electrical Safety, Stress & WRULD)

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(12) Move to Use this process flow chart to assist you in Activity 17, creating
(11) Cabinet (13) Store in
packaging and the Audit Plan.
wheeled to test manufacturing
area, testing, dispatch for area to
check electrical palletising and preserve
H&S loading onto lorries product


Photographs
2. Cassettes for populating the printed

circuit boards with the smaller
components. The larger components are
inserted manually.
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BS
1 8-
20
1:
00
45
3. Wave solder machine for lead free

soldering.
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The apron is worn when cleaning the

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machine. There have been problems

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with the ventilation but this has not

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affected production.
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5. Assembly area for producing

controller boxes. This requires the use of
abrasive wheels.
There can be sparks that occur from the

cutting and noise is only a problem in
short bursts.



5. Tool bench and jig table for assembly
of panels.
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BS

8-
8. Assembly of the electronic relays and
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switches. Stooping over the benches for
1:
hours is required.
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8. Cables reels on free standing jig

with other tools and equipment to
construct electronic panels.
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BS
1 8-

20
1:

00

45
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10. Open panel ready to receive the

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electrical components
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10. Assembled frame put into cabinet.

View of the internal electronic controls
(relays and switches).
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BS
1 8-

20
1:

00

45

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11. Transporting panels within the
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factory on trolleys.
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11. Panels for testing within the test
centre located with R&D

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BS

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1

20
1:

00

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12. Fork lift trucks located at goods in for

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loading and unloading components and

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panels
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Occupational health and safety issues

An overview of the operations of the site has already been provided however there are a number of concerns
regarding occupation health and safety that appear to be present within the factory:
1. There have been a number of people that have decided to leave the company because of back problems.
On investigation they have been found to be assembly personnel involved in the assembly of the electronic
components that performed little manual handling.
2. A PCB inspection technician, suffered from blurred vision, causing a backlog of items waiting to receive
authorisation to pass QA requirements. Allegations of managerial bullying have been made.
3. The Test lab has caused six electrical short circuits, causing power failure to the factory and one
electrocution – (Non fatal). This has caused the Directors a great deal of concern. Consequently, the
Directors commissioned an experts report in relation to the management and control of electrical works
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throughout the factory.
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4. There seems to be a series of instances of dermatitis amongst the assembly workers.
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20
1:
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Commissioned Report on Behalf of the Managing Director of Slip

Lifts Malaysia
SUBJECT: Permit evaluation for electrical working
DATE OF REPORT: 20xx (6 months prior to audit)
REPORT STATUS: For comment
Introduction
This report has been compiled on behalf of the Managing Director, of the Slip Lifts (Malaysia) BHD Site.
The report takes the format of an Audit and survey report culminating in a road map for improvement.
This report will review the Electrical procedures and Permit to Work system presently employed at Slip Lifts
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(Malaysia) BHD, within their test lab.
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Permit to work systems are seen as an essential part of any safe system of work within any good
8-
management system.
1
Permits to work are required by the insurers and aid Slip Lifts (Malaysia) BHD to comply with the Law.
20
1:
Summary
00
It has been found that the present permit system on site is totally inadequate for the activities of the site.
45
Significant work is required in order for Slip Lifts (Malaysia) BHD to fulfil its legal, moral and ethical
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obligations in this area.

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The present system lacks management control in all counts. There exists a corporate strategy but this strategy
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has not been integrated into the sites own system nor is it widely known.
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The present system relies on individuals within the R&D department issuing permits and is not documented
nor is there a recognized training system to ensure competency. The documents that presently exist are not
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totally controlled and are too complex in their coverage. The system needs immediate review which should
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include training, issuing authority, competency testing, documentation rationalization, areas of responsibility
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identifying contractor and project control systems and monitoring and review systems.
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3.0 Description of system

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Description of corporate system

The Corporate system identifies the code of practice to be followed on all Slip Lifts (Malaysia) BHD
premises. It generically identifies why and when a permit should be issued, but is not prescriptive in its
nature. It demonstrates certain types of work in which one would normally expect a permit to be issued, but
does not identify which hazards are particular to which sites. The code identifies the principals and states
that it must be a formal system adopted by the sites. It also identifies the need for pre-planning with
contractors, the raising and issuing of permits and the various types of form available.
Forms available
1. Hot work
2. Electrical Isolation
3. General permit to work


4.0 Discussion
The site PTW system requires significant work to make it suitable for the present site activities and future
project requirements.
The site must identify PTW authorities. These I believe should be the persons responsible for the equipment
or area to be worked on by staff or contractors. This ownership issuing PTW is standard through industry
and is one that the Department Of Occupational Safety and Health (DOSH) see as critical to the safety of
sites, using PTW systems to control hazardous activities on site. This would involve each department
training personnel to issue PTW for activities that persons are to undertake on their equipment or areas. This
would ensure that communication takes place and no one could work on items without approval from
persons responsible for that item. It would also ensure that no one could undertake any activity that would
change the safe working environment that is required during PTW activities. Such as inadvertent operation
of equipment. PTW from each department should be on display in their central issuing position and at each
location where PTWs are active.
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Strict training should be given to all identified persons whom are to issue PTWs, this should be structured
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and recorded and there competencies checked on a regular basis.
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Consideration should also be given to who would be the issuing authority during significant project work.
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This has been dealt with in the past by other companies by: appointing a project co-ordinator or facilitator
1
who acts as a conduit between projects and the site.
20
1:
The system should be fully documented identifying who, where, what, when, why and how PTWs are issued.
00
Identifying responsibilities for issuing and cooperation of all parties involved is necessary. This system must
45
be approved by the highest management for the site. The present PTWs issued from corporate are usable in
their present format but must be reviewed for change at the next possible opportunity. There must also be
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consideration as to the equipment available for such things as isolation and confined space entry.
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Road map for improvement

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1. Document procedure for permit to work system which includes isolation and confined space entry
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procedures and ensure approval from senior site management;

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2. Identify issuing requirements ;

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3. Train issuers in system and check competency;

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4. Create a lock out and tag and line spade system for energised equipment;
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5. Create system which accounts for project needs;

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6. Create ownership and responsibilities for the system, and

7. Review the system on a regular basis


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Case study (Delegate)

SECTION 1: Sample documented information pertaining

Main process(es) interactions OHS004 - Issue 1 ..................................................................................... 11

Process(es) for consultation and participation - OHS005 – Issue 1 ......................................................... 12

Management Review ............................................................................................................................... 13

Management review record...................................................................................................................... 14

External issues – OHS006A – Issue 1 ..................................................................................................... 18

Purpose of Company ............................................................................................................................ 18

Business location ................................................................................................................................. 18

Market Pressures .................................................................................................................................. 18

Executive Director’s Statement and Mission – OHS001 Issue 4

specifiers and lift manufacturers will be country based.

controllers. Aftersales service is therefore critical to our reputation and growth.

Health & Safety Policy - OHS002 Issue 2

Scope and main Roles and Responsibilities – OHS003 – Issue 1

Health and Safety

Team Leader Team Leader Team Leader

will then report directly to the Health and Safety Manager.

Accounts & Purchasing Manager

Process for Documented

Effective Adapt work

Continual Results measurement and

Effective Results improvement

Process(es) for consultation and participation - OHS005 – Issue 1

How to apply legal and other requirements

Controls for outsourcing, procurement and Management make decision

OH&S MS Review Procedure (OHSP18).

ISO 45001 – Section 9.3

Management review record – OHSR16

The Safety Management Review includes (but is not limited to):-

1. Company Health and safety Policy

Management review record

Meeting: OH&S MS Review Meeting

Name Title Here

3 months prior to audit 13:00 Slip Lifts (Malaysia) BHD Offices

Materials To Bring:  Minutes of previous meeting

Review Agenda: 1. Minutes / actions of previous meeting

2. H&S MS implementation & effectiveness

3. Policy and processes/procedures status

4. Results of internal audits – Trends, audit schedules

5 Interested parties feedback (including workers)

Interested parties assessments

6. Process performance and product / service OH&S conformity

7. Health and safety performance and evaluation of compliance

8. Changes affecting H&SMS

9. Recommendations for improvement

10. Health and safety objectives and targets

11. A.O.B (including trends in risks and opportunities)

Next Meeting Decision

Date Time Place

AGENDA OUTCOMES / DECISIONS ACTIONS TO BE

BHD web site.

Updated Policy to be put on

from internal audits. website. (as above action)

Audit review and data analysis

AGENDA OUTCOMES / DECISIONS ACTIONS TO BE

performance and continue to be a problem analyzed.