Assignment 1

Introduction
Throughout this report the organisation that will be discussed is Unipres UK
limited (UPUK). This company produces press formed automotive car
components through the use of cutting edge press technology in order to
achieve light weight components whilst also retaining the solidness and integrity.
The main customer for UPUK is Nissan motor group, in fact 98% of UPUKs
production is ordered by Nissan. Perfecting Machine Press Technologies: Going a
Step Beyond (UPUK, Mission Statement, 2001). Different outcomes will be
covered during this investigative report, these are: LO1 Understand the
importance of business processes in delivering outcomes based upon business
goals and objectives. LO2 Be able to develop plans for own area of responsibility
to implement operational plans. LO3 Be able to monitor appropriate systems to
improve organisational performance. 1A
Processes
Processes are used every day in business all over the world as a tool which
sequentially helps to reach aims and/or goals. A business process can be
describe as an activity, for example, in order for a customer of Nissan to go and
purchase a new car, background processes have been working hand in hand in
order for the car to be ready for the customer at a specific time. Carrying on with
the example, a sequence of processes made the car available for the customer,
such as: Material ordered in.
Material blanked out by means of a blanking press.
Moulded into car parts by stamping presses.
Car parts assembled on a rolling line.
Interior is fitted by another department.
Car is painted.
Quality inspects.
Car is drove off line, into selling shop.
As you can see from the processes above, the overall goal is achieved through
several different steps. These steps can also be called activities, and the
activities from this particular organisation have to be accomplished in a
predetermined order. Advantages:
Goals reached using processes are achieved quicker.
Viewing systems from various angles.
Goals are often managed better.
An organised, sequential order can help achieve overall goal more efficiently.
Discovering errors earlier.
If Nissan made a car without the use of processes, the overall goal would take a
lot longer to achieve and may not obtain the same quality as it would using
processes. At Unipres, a system is used to manage the use of processes; this is
called business process management (BPM). The system is a methodical
approach which is used in order to make the companys workflow more efficient,
more effective and more open to adapting to the ever changing automotive

market. The goal of BPM is to reduce human error and miscommunication and
focus stakeholders on the requirements of their roles (Tech Target, BPM,
2008).BPM is adopted not just by Unipres, but organisations worldwide in order
to maintain and manage processes, preventing the breakdown of communication
in a company and also cutting out the chance or risk of human error. Unipres UK,
based in Washington, Sunderland placed specialised CCTV systems throughout
their presses, in order to monitor and maintain the quality of the components
produced, reducing the chance of operator error. The cameras were placed at
each stage of the stamping process, scanning the part as it was transferred
through the production cycle, scanning and confirming material thickness, hole
size, surface heat and quality, meaning that at the final stage when the
component was transferred into a storage container, the quality was more
guaranteed than it would have been had an operator carried out the quality
checks. When a company decides on what processes are needed to achieve an
overall mission, aim, or goal, they evaluate the suitability of each process,
measuring interrelationship and effectiveness. Process formulation
Process implementation
Process evaluation
These three factors are thought of and discussed, process formulation is where
the process is first highlighted and brought to the table, looking at the bigger
picture and deciding if this process will help the company reach its overall goal,
cost is thought of as companies would have a lot of processes if possible but it
isnt always cost effective. The implementation of the process is assessing if the
company had the right people in their workforce already or would new members
be recruited to run that process, if a chain of command could be established. The
process evaluation is where the suitability is evaluated, would this be
stakeholders interest and would it be beneficial for the company moving
forward. Functions
A function in a business is best described as a set of operations that are
performed regularly to achieve part of a companys overall goal. Different
functions in an organisation inter link with each other in order to cover all
aspects of achieving the finished goal. When discussing functions, companies
often consider the interrelationship of visions, aims, missions, culture and
objectives. The reason for this is different cultures in a workforce or functions
which have different aims can all prevent an organisation from reach its overall
goal. Successful organisations keep their stakeholders informed regularly of the
main aim and also weather or not they are hitting targets to reach that overall
aim. Examples of functions can be departments such as Quality, Marketing, and
Finance; without such functions, a business could not successfully operate.
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Smaller companies tend to merge their functions such as HR with finance; this is
purely for cost reasons meaning the company doesnt have to employ so many
employees to fill each department. However, in larger world wide companies
such as Unipres, each function is its own. Departments (such as the ones on the

above diagram) run as single units so they can focus on their own goal with more
detail, then that goal is put together with other department goals which are all
put in towards the organisations goal. At Unipres, the overall goal is to make the
best press formed parts worldwide, for the cheapest competitive prices. This goal
can be seen as a vision or as a mission. Interrelationship
Processes happen inside of functions, for example at Unipres a process which is
carried out daily is material is bough in as steel coils, and stamped into
specifically shaped blanks, this enable the blank to fit the various sizes of press
to achieve a specific car part. The function which manages this process is called
Production Control, it is their sole job to make sure that communication between
UPUK and outside companies where the coil is brought from, is through and
constant. Coils are bought in daily, with deliveries working on shift work so that
the presses never stop; meaning a constant stock of any given product is
available. If the process of blanking the coils did not have the function Production
control, then there would be either no coil to blank or the timing of the coil
arriving at Unipres would be inconsistent, meaning the process of blanking the
coil would not meet the daily performance targets, thus preventing Unipres from
reach their overall goal. The interrelationship between processes and functions at
Unipres UK is one which is monitored closely, regular performance meetings are
held in order to monitor the linking between the processes and functions,
confirming that they are meeting their own goals and targets, putting the
company on track to reach their overall goal or target. A functional business
orientation organizes a company along functional lines, such as sales and
production. A process orientation means that the company focuses on business
processes, such as order processing or strategic planning (Business relations,
linking 2014). 1B
At Unipres UK, there are various methodologies which are used to map the
performance of the workforce, and monitor whether workers and the company is
on track to reach department goals and company goals. The main objectives
which are monitored are company performance as a whole, department targets
and then individual performance monitors. Individual performance
Individual performance monitoring is an appraisal system used at UPUK and is a
thorough examination into every single worker; these reviews happen twice a
year and is a face to face formal meeting between a department manager and a
worker and everything is reviewed such as attendance, attitude, performance
targets, skill levels and future promotions. This appraisal system affects workers
pay; as if they are seen to be under achieving the company restricts the works
yearly pay rise by either 0-5%. If a worker has met all goals and satisfied the
department manager, they receive 5% of the company pay rise, if they havent
achieved at all due to poor attendance or bad attitude, they receive 0% company
pay rise, workers who achieve in between receive 1-4%. Department
performance
Each department is monitored at UPUK, and department performance meetings

are held every 3 months. It is here where targets are discussed such as parts
produced, department attendance and overtime averages, and workers are
gathered in departments rather than assessed individually. It is here where
department goals are reviewed, and the meeting shows whether the
departments are on track to meet company aims, or what they need to do to get
on track, whether this is introducing forced overtime to make up lost hours,
changing workers shifts so the factory is manned at all times etc. Company
performance
The largest methodology which is used to map organisational goals and
objectives at UPUK is the plant wide brief. This happens once a year, and the
managing director of the company addresses the whole work force. Overall
performance is discussed in depth, each departments performance is shown,
discussing if all have achieved what was expected of them or discussing which
department needs to do what in order to make up for lost ground. At Unipres, a
profit share system is used, if the company hits the targets it sets for the
calendar year then a percentage of that turnover is shared equally between
every permanent employee, meaning that the lowest of the command chain such
as the line workers to the highest of the command chain such as the managing
director gets the same percentage of share, keeping it fair. How much the
company achieves over the set target determines how much percentage of profit
is share between the workers, this is used as an incentive for workers to be
punctual and flexible to shift change and overtime. 1C
Quality Gateways
As a supplier of car parts in an automotive industry, the pressure of producing
quality and quantity is huge. On a general day in Unipres, the parts count that is
reached could easily be increased by 100-150% however, the guarantee of
quality would be lost, meaning customers such as Nissan and Renault could not
guarantee their products were to a high standard, effecting their reputation and
future business. In order for UPUK to consistently guarantee the promised quality
standards, they have various quality gateways in place which monitor and
maintain the final finish of all machined components. Customer satisfaction is
essential for any business. Working to recognised quality management standards
can help you to meet customer expectations and ensure a benchmark for your
product or service (Quality Inspection, Mike Reynolds 2006).Unipres works as
one big cycle, the interrelationship between the companies functions and
processes mean from a car part starting as a roll of coil to it been transported to
the customer is one continuous motion. So if quality was installed at the finish
line, thus being just before the parts left the factory to go to the customer, this
would be an in effective way of maintaining quality. Example of quality
occurrence
The reasons for this will be explained in the following example: In 2001 a stock
build of centre pillars for the Nissan Micra and X-Trail was put into production, this
was a stocking tactic by UPUK in order to get ahead of a busy upcoming schedule
which had resulted in the centre pillars been months behind schedule in recent

years. 75,000 parts (centre pillars) where produced over 3 days, the only quality
checks that were in place where the standard checks at the press. These checks
were an operator measuring the parts hole sizes and outer shape, matching it to
a gauge. No thorough inspection was taken during the stock build. Once the
75,000 parts were built they were loaded to the transport area of the factory
waiting to be shipped. Then a final quality check was carried out on different
parts from different times of the day. An error had been picked up, every single
part of the 75,000 was no good due to the stamping pressure of the presses
being too high, meaning the part had a slight twist in it, effecting the yield and
overall strength. Millions were lost due to the wider implications, Nissans rolling
line was on hold waiting for the parts, every single part was scrapped, the man
hours to produce the part, and the bill that Nissan charged Unipres for the
further delay while the new parts where been produced. From this past
experience UPUK currently adopt cutting edge technology in their quality
departments and labs, in order to prevent past occurrences. Quality is carried out
throughout the process of producing car parts in order to prevent problems from
occurring, and if they do catching them before they escalate to larger problems.
Types of Quality Gateway Inspection
During the cycle, coils are ordered in, a sample of the coil is tested in the Unipres
laboratory before its even loaded into a press, this tests whether the metal coil
is strong enough and within ordered tolerances to produce car parts. The next
step is to blank the coil, during this process first middle and last offs of every coil
and thoroughly inspected, operators at the press are trained in using various
measurement tools such as a vernier calliper, micrometer and yes or no gauge. It
is here where the blanks are either signed off as ok or referred to re work due to
tolerance and dimension issues. The same process is carried out when the blanks
are pressed into specific parts, operators test the parts from first, middle to last
offs of a given run, checking the part fits perfectly into a gauge, counting the
amount of holes that should be on the part, testing material thickness and also
surface quality. Again each operator is trained and issued with testing
equipment. 44716701196340Digital Micrometer
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2472055831850010979151104265Digital Vernier
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During the maintenance phase, the main quality gateway is called preventive
maintenance. The main aim of preventive maintenance is to either stop
occurrences from forming completely, or to stop them in their early stages before
escalating to bigger occurrences. Preventive maintenance (PMs) allow
maintenance technicians to evaluate the work they are carrying out, evaluate
their own performance and also the tool or equipment they are currently working
on. Self-evaluation helps to keep track of previous and present work, so notes
can be made on any mistakes, putting steps in place so they dont re-occur. All of
the quality gateways at UPUK are logged, every quality check has to be recorded
signed and countersigned by either a team leader or supervisor, these

documents are then stored in the HR department for future reference. Quality
inspection is an effective process preventing down time, scrapped production,
saving company money and makes production efficient. Advantages of PMs are:
1. Extends the useful lifecycle of assets decreasing the need for capital
replacements. 2. Enhances the efficiency of equipment keeping them running
more efficiently and lowering power expenses. 3. Enhances the performance of
assets by increasing uptime.
4. Enhances customer (internal or external) service because maintenance teams
have less unplanned maintenance and can respond quicker to new problems. 5.
Contributes positively to the reputation of companies
The use of preventive maintenance is cost effective. Compare the long-term
cost savings of a maintenance program to the cost of immediate replacement
and downtime of machinery and possibly employees. Using preventive
maintenance helps keep production schedules and order deadlines on track,
thereby keeping penalties down and income flowing (E-how, Preventive
Maintenance, 2014). As the author looking from the outside in at the various
quality gateways which Unipres adopt, a recommendation would be that once or
twice a month a quality meeting would be held, in the meeting every press team
leader would go through the quality gateway sheets over the last half or full
month, they would be looking for particular patterns emerging. If a pattern did
emerge, for example a blank kept getting short or excess trim on a certain edge,
then that die which cuts that blank would be removed from production and put
into maintenance, this method of reviewing the quality documents would cut out
and prevent a lot of future down time due to problems re-occurring. Task 2
2A
Balanced Scorecard
A balance scorecard is a management system which enables organisations to
track, set, and achieve its main objectives, aims and goals. The Scorecard
enables organizations to link a connection between strategy and actions,
highlight the most important aspects of a business, capitalise immediately on
growth, response and changing business conditions and engage a wider range of
users in organizational development. The layout of the scorecard has 4 sections:
Customer perspective
Customer satisfaction, corporate image.
Financial perspective
Return on investment, shareholder value.
Internal Process perspective
What processes should excel to succeed.
Learning and growth perspective
How to progress from lessons learned and sustain ability to change and improve.
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00(www.customerthink.com/balancescorecard)
The scorecard management system enables organisations to foresee strategy
and vision and translates it into a successful motion. By focusing on future
custom and potential success, the tool becomes a dynamic edge that is able to
reinforce, introduce and drive company strategy forward and beyond. Each
section has to be monitored and analysed regularly to confirm that the
interrelationship is effective. Organisation missions and goals need to be set in
order for the four sections to interlink. The scorecard system is used by hundreds
of business worldwide due to its simplicity and positive results; it helps monitor
success, shareholder satisfaction, progress and future relationships. Advantages
Helps align key performance measures with strategy at all levels. Useable
results, translating strategy into action.
Increases creativity and unexpected ideas.
Produces instructive foundation and directive path for organisation to travel in.
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Above is an example of an up to date balanced scorecard from UPUK, this was
introduced on the 3000 tonne transfer number 1 press, used as a stocking
system in order to get ahead during busy peak time. The part produced was the
side members for Nissan cars Note, Quashqai and Juke. As you can see from the
chart above, the overall goal for the days production was to achieve 50,000 of
the same part. The balanced scorecard system was used to interlink the 4
different processes as team work was needed to achieve such a big target.
Financial was needed as extra funding from UPUK for coils of material, overtime
for workers as the press could not stop all during the day and night and hiring
extra men to help out in order for the press to continuously run. The customer
section focused on customer satisfaction, due to such a big order there is a lot
more room for error, so production control was put onto 12 hour shifts to cover
day and night, making sure the customer (Nissan) got their products on time, in
good quality and with constant communication. Learning and Growth focused on
creating new targets for the teams on the press, making sure they knew of the
bigger task ahead of them, it also enable UPUK to increase employee
productivity, stretching the normal 8 hour shift to 12 hours. The internal process
management section made sure the large order of parts were delivered within
the same time frame a normal order would, meaning the parts come off the
press, into quality, once passed off sent straight to the customer. Quality made
sure the parts were 100 % ok, keeping previous years mistakes in mind on this
critical order. Each of the above functions interlinked with each other as one big
cycle, the 50,000 target could not be met if finance did not order the material, or
if learning and growth did not extend the daily targets. Each function needed
each function and if one was missing, then the balanced scorecard would be an
ineffective tool. 2B
SMART objectives
Any business strives on setting objectives, their like instructions or pathways in
which a company wants to travel down, how can Nissan sell 5000 Jukes in 2015 if

it does not have a strategy or plan. The thinking behind the product is often
formatted using SMART objectives. Specific This is where the question arises
What exactly is to be done? and How will this be achieved? Measurable
Objectives are defined using key words like costs, quality, frequency, quantity,
deadlines etc. The question in the measurable objective is How will you know it
meets expectations? Achievable Can the workforce do the job? Have they
had sufficient training? Do they have enough experience and capability of
fulfilling the expectation? Realistic Here the plan is assessed, targets are judge
by realism as sometimes targets are set in hope rather than practicability.
Should this be done? What will be the impact? Time scaled Is the time scale
achievable, can time be added on if anything goes wrong, what will be the
implication if the plan goes over time? How flexible is the deadline? Advantages
of using SMART objectives are:
Plans are incorporated
Progress can be easily monitored
Quicker to identify struggling areas or missed targets
They produce a detailed performance evaluation
Easier to predict future goals
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The SMART table above was used in the 2009 launch of the Quashqai, a record
breaking amount of orders were placed giving Nissan and Unipres a heads up
that the next calendar year was going to be a busy one. SMART objectives were
created to manage the production, with the overall aim of making more profit
due to the high demand of that particular product. 2C
At Unipres UK, the systems which are used to achieve objectives within an
effective timescale, budget and quality standard are systems such as Kaizen, and
Minuki. Kaizen and Minuki originate from Japan, as this is where the core of
Unipres comes from. Kaizen
The word kaizen in Japanese translates to continuous improvement. It is a
system that involves the whole of a workforce ranging from basic employee all
the way up to management level. Everyone is invited to come up with small
innovative ideas that may improve functions or processes. This does not happen
weekly or yearly, like the word translates kaizen is continuous. Kaizen is a
system of continuous improvement in quality, technology, processes, company
culture, productivity, safety and leadership (Stephen Stephenson, Kaizen,
2012).At Unipres UK the main areas which are focused on are productivity,
safety, effectiveness and quality, new ideas are expected of the workforce, which
helps the company evolve and adapt to the ever changing automotive market,
helping them stay one step ahead of surrounding competition. For example:
The process in which dies are loaded into presses at UPUK has recently been
altered, each die change was timed and an average was taken for the whole
factory, this average was compared to sister plants worldwide, Japan had the
quickest die change times due to specialised drones and forklifts loading the dies

rather than a slow overhead crane. UPUK adopt the same strategy and
purchased several specialised forklift trucks, now they achieve the same average
die change times and through this enjoy more profit, reach greater goals and
increased productivity. Minuki
Minuki is a physical examination of a given process in order to break it down into
hundreds of elements and study, if possible, if anything could be more efficient,
cut out to save time, things added to aid the cycle etc. Minuki is another
Japanese theory in which they believe that if a given process is studied for long
enough, then cracks will appear that either needed to be added to, or stripped
down and simplified in order to add to productivity and turn over. An example of
Minuki:
In the press shop at Unipres UK where all the companies presses are located,
the crane drivers where closely monitored, looking at where (if possible) time
could be saved as operators can only operate as quickly as the crane. Due to
health and safety every overhead crane to day comes with limitations, this is to
prevent dangerous driving of heavy loads. At Unipres, Minukis were carried out
every day for 1 whole month, and an idea was put forward to health and safety
and the crane inspection unit that if the crane could operate north or south and
east or west at the same time, this would save a lot of time meaning the crane
could move in curves rather than up and down and left and right. This idea was
trialled and thoroughly examined, judging the health and safety risks that come
with it. The idea was passed off by the HSE and deemed a great success; a lot of
time has now been saved in the crane driving aspect of production thanks to the
close examination of Minuki. The main aim of Minuki and Kaizen is to help the
company in reaching its overall objectives and doing so on time, in areas they
can save time which can be used to the organisations advantage. 2D
Critical Path Analysis
Activities in a company such as UPUK are monitored with the aid of critical path
analysis (CPA). For every day jobs an overview is created so that shareholders
can see whether work that has been achieved is either a success or not. This is
great for the moral of a workforce, as workers often do a day work and do see
the bigger picture of the final impact that their work has achieved. Using CPA is a
great tool for management to keep profile on targets met and the direction either
a department or the whole company is heading. The main aims of a CPA are:
Shows a detailed ordered in which tasks are to be completed. Shows the order of
activities; some can only take place once others have finished etc. Shows the
orders in which resources are needed, a crane may be needed to lift the new
materials. Sets out individual activities which should equal the finish goal. Show
which activities can be completed simultaneously, thus reducing the overall time
of a project. Keeps a project running to a strict time frame, enabling accurate
predictions of finish times. 0254000(www.gantchart.com/cpa)
CPA helps companies plan all tasks that must be completed within a time frame,

they are very versatile in the sense that any project no matter shape, scale or
size can be broken down and analysed using this method. It is straight forward to
use and acts as a solid spine to a project, given everybody involved a base to
work from. CPA combines preparation of a schedule and of resource planning to
filter to a finished goal. This system highlights what areas need remedial work
and areas that can run adjacently in order to fit in a time frame, or beat a time
frame. A project-management technique that lays out all the activities needed
to complete a task, the time it will take to complete each activity and the
relationships between the activities (Investopedia, CPA, 2014). Advantages of
using CPA:
Helps organisations to develop and test a plan to check its robustness. It formally
identifies tasks which must be completed on time for the overall project to be
completed on time. Identifies tasks that van be delayed if needed.
Helps to identify the minimum length of time needed to complete a project.
Highlights which stages of project need accelerating or tweaking to fit in the time
frame. Disadvantages of using CPA:
The critical path can be confused with other smaller paths, thus mainly
happening on large projects. They can be complicated and hard to follow if too
much information is broken down. It doesnt handle the scheduling of personnel
or the allocation of resources. Task 3
3a
Quality Standards
At Unipres UK, business is generated through the quality of the products
produced. When it comes to the automotive industry, car producers such as
Nissan, Ford and Renault dont want to deal with in consistency of quality, when
they put their brand name to a product, they want that product to work and to
work well. In producing cars, the wider picture has to be thought of, if car parts
were made solely on quantity, then the integrity of the health and safety system
flushed down the drain, car parts will be brittle and unreliable, when a car is
driven off a for court and ends up in a collision, the health and safety that should
come with a car such as hardened centre pillars and side members to protect
passengers inside, is lost which may result to fatal injury, crunching an
organisations reputation overnight. So there is a lot of law and health and safety
legislation when producing components for the automotive industry. A quality
culture is present within UPUK, the quality of the components is measured at
every single stage, from arriving on the premises as a coil of material down to
coming off the production conveyor belt and out to its customers. UPUK have put
several quality gateways into every department, training the average factory
worker in quality, teaching every single worker how to use quality inspection
tools such as verniers and micrometres. This way, every single person is fighting
against poor quality. Systems such as Kaizen and Minuki are put into place; these
assess efficiency and effectiveness of particular processes and due to this quality
standards are improved. If a press is altered so that it transfer blanks through it
more efficiently with less vibration and sharp movements, then the quality of the

part will improve as the risk of bent parts due to heavy finger movement or parts
falling out of fingers down scrap chutes will be eliminated. If a complete stranger
to the automotive industry were to spend 15 minutes inside the UPUK plant in
Washington, Sunderland they would feel the surrounding presence of quality
inspection, as unlike other companies who just have on sole department, every
single worker is made aware of the quality culture and the implications on the
company if they cannot guarantee it. The most successful organizations are
those that give customers what they want. Satisfied customers are loyal to those
suppliers they feel best understand their requirements. As a result they will make
repeat purchases and will recommend a business to their friends (Quality
Gateways, Importance, 2014). 3B
ISO 9001
At Unipres, a system that has been designed and slowly implemented into the
company is the standard ISO 9001. The system was designed to manage and
monitor quality standards which overall support the improvement of reaching for
overall goals and objectives. ISO 9001 is an internationally approved standard for
management of quality in organisations. It applies to all functions and process
that create and control the products and services of particular companys
supplies, and suggests a methodical control of activities to ensure that the needs
and expectations are met. ISO 9001 can be adopted by any industry, it is very
versatile and is a guarantee that products are made fairly, lawfully and safely.
Advantages of using the ISO 9001 standard are:
Motivate staff by defining their key roles.
Cost saving can be made through improved efficiency.
Less waste, less re work and a more consistent standard of quality will be
achieved. Gives re assurance to customers that their product is produced on
time, within specification and in controlled environments. 3C
Change
When an organisation introduces change to its stakeholders, there are often
wider implications that affect morale. A good example of change is at UPUK, the
company give its 864 strong workforce 24 hours notice that they would be
dropping from shift patterns such as 2, 3 and shifts, down to permanent day
shift, thus meaning that employees would not receive shift allowance and the
chance of shift overtime. The sole reason UPUK implemented such a sudden
change was due to the tsunami back in 2011, all import and export was halted
by Japan, mother nature had taken full control of the country causing huge
problems for the business of Unipres and its customers (Nissan, Renault and
Honda). The demand for parts had dropped dramatically, and also supplies were
extremely hard to get hold of as Japan and UKs ties were severed, meaning
Unipres was taking in a lot less profit than previous, so it was decided to cut all
shift allowance and overtime, placing the workforce on a dayshift pattern. Some
workers were given the option to take unpaid leave as most of UPUK is heavily
supplied by Japan, and Nissans cars, Unipress main customer, did not have such
a high demand as a high percentage of customers were based in japan. Other

reasons stakeholders dont like change in an organisation are: Loss of control

Change interferes with autonomy and can make people feel they have a loss of
control over their territory. Surprise factor People dont like going into the
unknown with no time to consider options or adapt to surroundings. Concerns of
competence People question their skill levels Can I do it? Change is resisted
when it causes self-doubt. Loss of face This can affect leaders most, when a
sudden change of direction is put in place, leaders cant help but question What
was wrong with my direction? Ripple effects- Like throwing a stone into a lake,
change causes the ripple effect. The ripples of doubt and uncertainty slowly work
through each department, stripping a workforce of its confidence. The heavy
resistance against change has a huge impact of a workforces morale, and an
unhappy workforce means insufficient work, mistakes become more frequent,
relationships break down, people want to leave potentially spreading a ripple
effect. Task 4
Question 1
Health and Safety is a mandatory part of life, whether general day to day or in
the workplace, Health and Safety is enforced by law and governed by the HSE.
The Health and Safety at work act 1974 is the primary piece of legislation which
covers all safety at work issues in the UK. Each organisation has a Health and
Safety executive, and it is their job to monitor the work force, frequently
checking that guidelines and rules are been adhered to. If for example a
company was to fail under the act, such as not issuing employer with personal
protective equipment such as ear plugs or safety glasses, then that particular
company would be breaking the law, meaning they can be prosecuted in a court
of law. The act covers a range of sub acts or legislations, to name a few: General
duty of care
Health and Safety management system
Safety policy Statement
Competent Persons Policy
Fire Policy
Factory Acts 2002
Risks Assessment policy
Each act, legislation and policy breaks into sub units covering specific areas,
such as the factories act 2002 covers health and safety inside of factories;
ventilation, PPE, storage areas etc. are all covered. The main acts and
legislations that tie into any working industry whether it is teaching to
engineering are as follows: Employment Act 2002
The employment act of 2002 states certain rules and regulations which
employers legally have to follow. It states what they have to provide an
employee with when working for them. It deals with the topics of personal
protective equipment, minimum wage, dispute resolutions and statutory pay. Fire
Precautions Act 1971
The fire precautions act was introduced in 1971 to protect service users from fire

risks. Every organisation must apply for a fire certificate which shows that the
fire authority are happy that the correct precautions are put in place to help
service users understand there is a fire, fire fighting equipment is available to
use in the organisation and that there is a correct escape route to safely
evacuate the building if a fire occurs. The Factories Act of 1961
The Factories Act 1961 outlines the main features a factory requires to be
considered safe and workable. It varies from ventilation, safe storage of gas
bottles, lighting, machine guarding etc. It also relates to the safety and welfare of
the employees within their surroundings. The fire precautions (workplace)
regulation 1997
The fire precaution regulations state that companies and employers must have a
fire evacuation plan that meets certain standards and also a legal fire risk
assessment. This regulation states also what laws employees must abide to in
the case of a fire such as leaving a building safely and efficiently. Provision and
use of work equipment regulations (PUWER) 1998 Provision of work regulations
states responsibilities that employees and employers must carry through work.
When using machinery or plant equipment etc. there is laws and safe working
procedures which both must adhere to. COSHH (Control of Substance Hazardous
to Health regulations) 2002 COSHH regulation is a law which companies and
their employees must abide by when working with and exposing of hazardous
chemicals and materials, for example this law states that once an employee is
finished using a hazardous chemical such as nitric acid they are not to then
dispose of the acid down the sink. Personal Protective Equipment (PPE) at work
regulation 1992 PPE at work regulation states that PPE must be supplied by an
employer and must be used by an employee correctly. All pieces of PPE that is
supplied by an employer must be safety tested and meet certain standards. If an
employee was to wear their own safety boots to work they must be safety tested
and passed off before so. Electricity at work regulations 1989
Electricity at work regulations 1989 relates to the general safety of electrical
systems, the use of equipment, Isolation, access, space and light and also the
competency and defence. It outlines how these are implemented with the safe
use of electricity at work. Risk Assessments
A main part of health and safety at work is the use of risk assessments. A risk
assessment is simply a careful examination of what, in your work, could cause
harm to people, so that you can weigh up whether you have taken enough
precautions or should do more to prevent harm. Workers and others have a right
to be protected from harm caused by a failure to take reasonable control
measures (HSE, Risk Assessments, 2014). A risk assessment is simply a careful
examination of what, in a workplace, could cause harm to people, so that a
person can weigh up whether they have taken enough precautions or should do
more to prevent harm. The main purpose of the assessment is to identify
hazards, assess the probability that harm may arise from the hazard and
evaluate the control measures which prevent the hazard becoming an actual

risk. Question 2
The assessment is a walk through starting from what a risk is such as flying
debris for example, then each column on the document is there to best eliminate
this risk and state what measures will be carried out, then hopefully at the end of
the assessment the threat of flying debris is either completely eliminated or
made more safe. Five steps of a risk assessment are:
1. Identify the hazards
2. Decide who might be harmed and how
3. Evaluate the risks and decide on precaution
4. Record your findings and implement them
5. Review your assessment and update if necessary
Identifying the hazards on a risk assessment is highlighting a potential risk or
hazard that could or most likely will occur during a task; this could be something
such as trips/falls whilst in a workshop. From highlighting the hazard the next
section is to decide who might be harmed, such as myself and others or just
myself. The next part of the assessment is to evaluate the risks and decide on
precaution, for slips/falls you could say tidy workshop area moving things such as
baggage or spare tools and toolboxes off the shop floor to a designated storage
area. The next part of the assessment is to record your findings and implement
them, here you put the level or risk and state what further actions can be taken
to either completely element the risk or minimize it, such as for slips/trips you
could say double check shop floor for items in walkways etc. check there is no
splashed coolant on the floor. The last section is to review the assessment and
update if necessary, here you go through the previous sections checking if any
other control measures or risk levels can be added or changed and also update
the list of hazards if anymore pop up. 5181603873500
What is a Hazard?
A hazard is anything in the workplace that has the potential to harm people.
Hazards can include objects in the workplace, such as machinery or dangerous
chemicals. Other hazards relate to the way work is done. For instance, hazards
on a production line could include manual handling, excessive noise and fatigue
caused by the pace of work. What is a risk?
A risk arises when its possible that a hazard will actually cause harm. The level
of risk will depend on factors such as how often the job is done, the number of
workers involved and how serious any injuries that result could be.
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Question 3
The Sunderland College health and safety policy covers different acts and
legislations that relate to the college. Acts such as: The fire precautions
(workplace) regulation 1997
Provision and use of work equipment regulations (PUWER) 1998 COSHH (Control
of Substance Hazardous to Health regulations) 2002 Fire Precautions Act 1971

Employment Act 2002

Speaking from my personal point of view, I have noticed that the policy could be
monitored a little more closely. In each room there are fire maps which highlight
the nearest fire point, these are not up to date and the map has poor detail. I
have attended the college for over a year and have discussed with lecturers who
have been on the site over 3-5 year and neither myself or they have ever done a
practice fire drill. The health and safety at work act 1974 states that fire drills
should be practiced at least once a month. I have put forward ideas such as more
posters to be placed around corridors that are descriptive but clear of what
people are to do in case of emergencies such as fires and where exactly to go.
There are no posters for disabled people of wheelchair users on where they are
to meet in case of a fire. On the whole, health and safety at the college is quite
good, just a few minor points let it down. Bibliography