Workplace Health And Safety Of Wollongong Car Manufacturing - Samples

Question: Discuss about the Workplace Health And Safety Of Wollongong Car Manufacturing. Answer: Key Performance Indicator Serial nos. Key areas KPI Weight of KPI Target Actual Score Final score 1 Induction program related to safety Assess the effectiveness of the program 12 180 calendar days 190 45 20 2 Training and Development for employees Training hours per employee 14 180 calendar days 200 50 10 3 Performance and measurement of the kinds of goods manufactured The manufactured goods are in line with the policies and procedures of the organization 15 120 calendar days 130 50 2 4 Productivity of employees Profit earned through the contribution of each employee 10 130 calendar days 142 50 12 5 Employee Retention Keeping a constant and routine watch on the performance of the employees. 17 130 calendar days 150 40 20 From the above diagram this can be commented that the key indicator factors play a major role in any working organization. The company named Wollongong car manufacturing maintained certain key indicator factors that were necessary in the company. The company had a detailed plan of the key indicator factors. The above table shows the same. The key areas include the induction program that is safe for the employees, the individual training program for each employee, the performance and the measurement of the kinds of goods manufactured (Baxter et al. 2015). This is essentially important and it includes the measurement of the performance of the employees and the knowledge regarding the gods that are being manufactured in the company. It evaluates whether the manufactured goods are in line with the procedures and most importantly the policies of the company. The next key factor is the productivity of the employees. The major reason behind keeping this factor is to check the productivity o f the employees (Ebrahimi et al. 2016). The employees are supposed to give their full production. They are supposed to give the maximum amount of production through the execution of maximum efforts. This factor is maintained to increase the productivity of the employees and increase the revenue of the products. The final key factor of this is the retention of the employees (Tompa et al. 2016). The KPI of this area is to keep a regular watch on the employees. It is framed to rather keep a check on the activities and the potential of the employees working in the company (Schulte et al. 2014). According to the report the target of attaining these key factors is not set and the respective targets are set for the same. It has been observed that the company has attained the target within the time in maximum times. The company has set a goal target through the key performance indicator model and they have to some extent has not justified that. The final score of the target achieved has sho wn the same. The function of key performance indicators is to measure the effectiveness of the set plans and procedures formulated by the officials of the company and keep a track of whether the performance of the employees are in line with the rules and responsibilities assigned to them to achieve the desired target. The Wollongong manufacturing aims for the same and has set up this model for the attainment of the same (Coenen et al. 2017). Recommendations for improvements According to the Workplace health and safety act the there has been a gap in the Wollongong manufacturing company. The gaps are the lack of understanding of the manufacturing company and the trainings in the company that is to be used or that could be expected to be used by the investors. The investors must follow the structure could e reasonably used by the investors. The first and foremost gap is the induction process which is maintained for the safety of the employees in the company is not maintained. The employees were not fully aware of their jobs and responsibilities which created a threat to the safety of the company as it might lead to health hazard. The target that was set was attained in the right time but that was just the job done on the part of the company. The company should take proper feedback from the employees regarding their understanding of the induction process. This is necessary and highly essential in the company (Enright 2014). The second gap was the failure in keeping a regular watch on the activities and performance of the employees through which talented and efficient employees could have been retained which could have ensured the overall productivity of the organization which could have lead to an increase in the revenue. The company has set a program in which it has made the plan to check the progress of the employees but it has not made efforts to do the same. It has done that yearly basis but it was needed for the company to do that in the quarterly basis. The company must keep a regular watch on the activities of the employees. This increases the motivation of the employees towards their work and in turn increases the productivity of the employees (Preibisch and Otero 2014). The final issue that has violated the workplace health and safety act is providing individual training to the employees. It is extremely essential for the safety of the company. The company arranges for the same but not in a qualitative manner. Every individual should be provided with quality training. The training should be on an individual level. The training must include the dealing of the problems of the health issues of the employees as well. A counseling process must be arranged which will include the dealings of the health issues of the employees. This activity will prove as a positive factor in the company. It will motivate the employees to do their job. The company has arranged for the individual training session but not on a regular basis. The employees gets no motivation to do their job therefore, the revenue of the company does not increase. The company must design a monthly training program and it must be organized in a standard manner and in a standard forum. The counse ling session should also be arranged regularly. This will enhance the development of the company. References Baxter, S., Campbell, S., Sanderson, K., Cazaly, C., Venn, A., Owen, C. and Palmer, A.J., 2015. Development of the Workplace Health Savings Calculator: a practical tool to measure economic impact from reduced absenteeism and staff turnover in workplace health promotion.BMC research notes,8(1), p.457. Coenen, P., Gilson, N., Healy, G.N., Dunstan, D.W. and Straker, L.M., 2017. A qualitative review of existing national and international occupational safety and health policies relating to occupational sedentary behaviour.Applied Ergonomics,60, pp.320-333. 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Tompa, E., Kalcevich, C., Foley, M., McLeod, C., Hogg?Johnson, S., Cullen, K., MacEachen, E., Mahood, Q. and Irvin, E., 2016. A systematic literature review of the effectiveness of occupational health and safety regulatory enforcement.American journal of industrial medicine,59(11), pp.919-933.