Toolbox Talks - ISO 45001 Training

ISO 45001:2015 Overview

• The ISO Organisation
• Benefits of having a Health and Safety Management System and adopting ISO 45001
• ISO 45001 Health and Safety Management Systems overview
• The Role of Leadership
• ISO 45001 Purpose and Structure
• Terms and Definitions
• Integration with ISO 9001 and ISO 14001 - Annex SL
  

The 3 Pillars of ISO 9001 - Process Approach, Risk Based Thinking and Plan-Do-Check-Act

• Risk Based Thinking
• Plan-Do-Check-Act
• Process Approach
  

The Role of Leadership

• How can Leaders support the design and implementation of the Management System?

Hazards and Risks

• Hazard and Risk factors identification
• Risk evaluation
• Control Measures - Preventative and protection measures
• Hierarchy of Controls

Measurement and Monitoring of the Management System Performance

• Definitions: efficiency and effectiveness, objectives, KPI, metrics, goals
• Actions to achieve Objectives
• Internal and external communication about objectives
• Different types of indicators
• Required documented information
• Other related ISO standards

Continual Improvement of the Management System Performance

• Plan/Do/Check/Act
• How is it reflected in the ISO 45001 structure?
• Inputs for Continual Improvement
• How it relates to the Process approach
• How it relates to Risks and Opportunities
• Required documented information
• Other related ISO standards

Documented information

• Definitions - documented information
• Mandatory documented information
• System Manual
• Documented information layers, structure and supports (alternatives - + flexible vs + structured; + documents vs - documents - advantages and disadvantages)
• Document control principles
• Maintaining the Management System coherence and flexibility
• Other related ISO standards

Context of the Organisation and Interested Parties

• Definitions - internal and external context, interested parties
• Scope and boundaries of the Management System
• Understanding the internal and the external contexts
• Needs and Expectations of workers and other internal and external interested parties
• Legal requirements and other requirements
• Required documented information
• Other related ISO standards

Business Risks and Opportunities Actions to address Risks and Opportunities

• Definitions -  risk and opportunity
• Risk Based Thinking
• "Where I am vs Where I want to go" - Risks and Opportunities
• Identifying and evaluating risks and opportunities
• Effectiveness of actions taken to address risks and opportunities
• Update of identified risks and opportunities
• Required documented information
• Other related ISO standards

Leadership and Commitment, Organisational roles, responsibilities and authorities, Competence and Organisational Knowledge

• Definitions
• How does Top Management show leadership and commitment with respect to the quality management system
• Customer focus
• Policy
• Organizational roles, responsibilities, and authorities
  Competence management
  Organisational knowledge methods
• Required documented information
• Other related ISO standards

Planning of Changes

• Planning of changes - objective, actions, resources, and responsibilities
• Evaluation of impact in the Quality Management System
• Required documented information
• Other related ISO standards

Communication and Awareness

• Information to be communicated
• Awareness
• The difference between training and awareness raising
• How to prepare a Communication plan (internal and external)
• Required documented information
• Other related ISO standards

Monitoring and measuring resources

• Definitions: calibration, verification, traceability
• Ensuring valid and reliable results when monitoring or measuring
• Measurement traceability requirements
• Required documented information
• Other related ISO standards

Operational planning and control

• Criteria for the processes and its control
• Planned and unintended changes
• Eliminating hazards and reducing OH&S risks
• Required documented information
• Other related ISO standards

Design and development of products and services

• Definitions
• Design and development planning
• Design and development inputs and outputs
• Design and development controls
• Design and development changes
• Required documented information
• Other related ISO standards

Externally provided processes, products, and services - purchasing and sub-contracting

• Definitions
• Responsibilities
• Type and extent of control
• Requirements for the processes, products, and services to be provided
• Control and monitoring of the external providers’ performance
• Required documented information
• Other related ISO standards

Identification and Traceability

• Traceability requirements
• Identification of conformity status of products and services
• Communication with external providers and customers
• Required documented information
• Other related ISO standards

Customer satisfaction

• Monitoring customer perceptions
• Improving customer satisfaction
• Required documented information
• Other related ISO standards

Internal Audit

• Required documented information
• Audit Programme and the risk-based approach
• Audit Plan
• Audit results and continual improvement
• Criteria for selection of auditors
• Other related ISO standards

Management Review

• Purpose of the management review
• Frequency
• Mandatory inputs and outputs
• Required documented information
• Other related ISO standards

Non-conformities, incidents and near-misses and corrective action

• Definitions: non-conformity, incident, near-miss, correction, and corrective action
• Steps involved in the treatment of non-conformities, incidents and near misses
• Required documented information
• Other related ISO standards

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Measurement and Monitoring of the Management System Performance

• Performance management
• Aligning teams - objectives and action deployment
• Case Study: Deployment matrix

Continual Improvement of the Management System Performance

• Management Toolbox Talks
• How to lead meetings around objectives and performance
• Continual improvement tools

Documented information

• Examples, advantages and disadvantages of different documental structures
• How to build control matrixes

Context of the Organisation and Interested Parties

• Case Study
• PESTEL analysis
• SWOT analysis

Business Risks and Opportunities Actions to address Risks and Opportunities

• Case Study (sector specific)
• Risks and Opportunities prioritization methods

Leadership and Commitment, Organisational roles, responsibilities and authorities, Competence and Organisational Knowledge

• How to determine the necessary competence
• How to describe roles, responsibilities, and authorities
• How to build competence matrixes
• How to evaluate the effectiveness of training
• How to retain critical organisational knowledge

Planning of Changes

• Case study

Communication and Awareness

• Communication as a strategic enabler

Monitoring and measuring resources

• How to prepare a measurement equipment log
• How to define the requirements to  specify a calibration
• How to evaluate adequacy of measurement equipment
• How to determine calibration intervals

Operational planning and control

• Case study
• How to control the process in order to control the product or service
• How to build a Control Plan

Design and development of products and services

• Case study for a service development project (e.g. website )
• Case study for a product design and development project

Externally provided processes, products, and services - purchasing and sub-contracting

• Case study
• Initial assessment, selection and continual evaluation of external providers

Identification and Traceability

• Methods of traceability in sensitive industries: automotive, aerospace, cosmetic, food, etc.

Customer satisfaction

• Validation of customer satisfaction questionnaires and surveys

Internal Audit

• Go to Internal Audits Training

Management Review

• Preparing and Conducting management review meetings

Non-conformities, incidents and near-misses and corrective action

• Problem solving basic tools
• Problem description 2H4W
• Root cause analysis techniques: 5W and fishbone