I write a lot about safety protocols, policies and procedures that should be in the place in any work environment, whether it is a construction site, a manufacturing plant, a warehouse or an office setting. I don’t often go into specifics about the protocol, and instead give general guidance on the items to ensure that are covered by whatever program your company decides to implement. The best way to safety is to cover all the bases, even things that seem mundane.

However, many companies do not have to make something up entirely from scratch. There are serveral occupational safety systems that address many of the standards and regulations with which a workplace will have to be in compliance. For those in the know, a couple of the prominent safety management systems are known as the ANSI Z10 standard and the OHSAS 18001 system. Denise Wecker-Seipke of BSI Management Systems was asked some questions about the two systems and provided advice on the best ways to implement such a system in a workplace if it was in place before. The interview was in the March 2014 issue of Professional Safety magazine (snippets of which can be found here).

[Photo courtesy of USDAgov via Flickr using a Creative Commons license]When possible, it can be a good idea to implement a safety management system, which is a formalized program to meet various safety standards and regulations. But these aren’t just implemented with a snap of the fingers.

While Wecker-Seipke said either system is effective in most workplaces, she did leave some pointers for companies that wish to implement a formalized safety management system in their workplace, regardless of which one to use. She did caution, however, that the ANSI Z10 standard tends to be “more bureaucratic” than the OSHAS system and thus may be a better fit for organizations of 100 or more employees. Outside, of that, though, she said either ystem works well – one is more guided and specific while the other is more generic and gives workplaces and safety officers some flexibility in what is designed and implemented.

Regardless, though, Wecker-Seipke offered 10 key tips to ensure that  formalized safety management system could and would be implemented and executed properly in the workplace:

1. C-suite buy-in. No system will ever really get off the ground if the chiefs (CEO, CFO, COO, etc.) don’t buy in and support the effort. This may actually mean the CEO or COO getting in front of the workers expressing support for the system that the safety administrator wishes to implement. If an endorsement comes from the top, the workers will be more likely to go along.

2. Talk amongst yourselves. Internal communication between departments and among employees about the system will enhance compliance, because everyone will be aware.

3. Compare and contrast. Take a look at what your company currently does as a safety program and see where it fits or does not fit with the standard you are looking to implement. Keep the parts that work and make changes in the areas that clash with the standard. If you don’t need to completely scrap what you’re doing, then don’t. At least some familiarity can help in the transition.

5. Solicit input. Getting feedback, both positive and negative, from staff, vendors and other stakeholders in regards to safety and health management with the company can go a long way toward creating an effective formal system.

6. Make a map. The best maps are specific, and the same applies to this system. Make timelines specific and spell out the roles and duties of every worker – and it’s OK for some of the duties to be shared by multiple workers in the same type of position. Some overlap is good, but there needs to be clarity.

7. Mold the standard. Sometimes, a company doesn’t have to build its formal system from the ground up. Utilize some of what is already in place and tweak the formal system meet the compliance and specific safety needs of your company.

8. Bribery … almost. Let’s call them incentives. Give your staff some enticements to get them and keep them involved in implementing the system.

9. Masters and mentors. Those who know the system well can share knowledge with staffers, and those staffers can then be encouraged to serve as internal auditors and mentors to fellow workers to help them work within the program.

10. Don’t stand still. Implementing a system does not end it. Every system can be improved so it fits with the workplace and employees. Be sure to have a periodic review of the system and look for areas where there are gaps and areas where there may be too much overlap. This should be done especially in industries where turnover is high.