特定化學物質之安衛管理張書奇國立中興大學環境工程學系助理教授環境保護暨安全衛生中心安全衛生組組長.

特定化學物質之安衛管理張書奇國立中興大學環境工程學系助理教授環境保護暨安全衛生中心安全衛生組組長

Overview 管理學之發展與組織之成熟度環境衛生與污染防治職業安全衛生管理系統特定化學物質管理

管理學之發展古典管理階段: 代表人物- Taylor, F.W. (~1930’s) 行為科學管理階段 (1930’s~60’s)
策略管理階段:代表人物- Dr. Ansoff and Dr. Porter (1960’s~1970’s) 企業再造階段: 代表人物- Hammer and Champy (1970’s~1990’s) 全球化經營管理與知識管理: 代表人物- Peter Senge (第五項修練) 及Peter F. Drucker (1990’s~now) Difficulties arise in tracing the history of management. Some see it (by definition) as a late modern (in the sense of late modernity) conceptualization. On those terms it cannot have a pre-modern history, only harbingers (such as stewards). Others, however, detect management-like activities in the pre-modern past. Some writers [Who?] trace the development of management-thought back to Sumerian traders and to the builders of the pyramids of ancient Egypt. Slave-owners through the centuries faced the problems of exploiting/motivating a dependent but sometimes unenthusiastic or recalcitrant workforce, but many pre-industrial enterprises, given their small scale, did not feel compelled to face the issues of management systematically. However, innovations such as the spread of Hindu-Arabic numerals (5th to 15th centuries) and the codification of double-entry book-keeping (1494) provided tools for management assessment, planning and control. Given the scale of most commercial operations and the lack of mechanized record-keeping and recording before the industrial revolution, it made sense for most owners of enterprises in those times to carry out management functions by and for themselves. But with growing size and complexity of organizations, the split between owners (individuals, industrial dynasties or groups of shareholders) and day-to-day managers (independent specialists in planning and control) gradually became more common. [edit] 19th century Some argue [citation needed] that modern management as a discipline began as an off-shoot of economics in the 19th century. Classical economists such as Adam Smith ( ) and John Stuart Mill ( ) provided a theoretical background to resource-allocation, production, and pricing issues. About the same time, innovators like Eli Whitney ( ), James Watt ( ), and Matthew Boulton ( ) developed elements of technical production such as standardization, quality-control procedures, cost-accounting, interchangeability of parts, and work-planning. Many of these aspects of management existed in the pre-1861 slave-based sector of the US economy. That environment saw 4 million people, as the contemporary usages had it, "managed" in profitable quasi-mass production. By the late 19th century, marginal economists Alfred Marshall ( ) and Léon Walras ( ) and others introduced a new layer of complexity to the theoretical underpinnings of management. Joseph Wharton offered the first tertiary-level course in management in 1881. [edit] 20th century By about 1900 one finds managers trying to place their theories on what they regarded as a thoroughly scientific basis (see scientism for perceived limitations of this belief). Examples include Henry R. Towne's Science of management in the 1890s, Frederick Winslow Taylor's Scientific management (1911), Frank and Lillian Gilbreth's Applied motion study (1917), and Henry L. Gantt's charts (1910s). J. Duncan wrote the first college management textbook in In 1912 Yoichi Ueno introduced Taylorism to Japan and became first management consultant of the "Japanese-management style". His son Ichiro Ueno pioneered Japanese quality-assurance. The first comprehensive theories of management appeared around The Harvard Business School invented the Master of Business Administration degree (MBA) in People like Henri Fayol ( ) and Alexander Church described the various branches of management and their inter-relationships. In the early 20th century, people like Ordway Tead ( ), Walter Scott and J. Mooney applied the principles of psychology to management, while other writers, such as Elton Mayo ( ), Mary Parker Follett ( ), Chester Barnard ( ), Max Weber ( ), Rensis Likert ( ), and Chris Argyris ( ) approached the phenomenon of management from a sociological perspective. Peter Drucker (1909 – 2005) wrote one of the earliest books on applied management: Concept of the Corporation (published in 1946). It resulted from Alfred Sloan (chairman of General Motors until 1956) commissioning a study of the organisation. Drucker went on to write 39 books, many in the same vein. H. Dodge, Ronald Fisher ( ), and Thornton C. Fry introduced statistical techniques into management-studies. In the 1940s, Patrick Blackett combined these statistical theories with microeconomic theory and gave birth to the science of operations research. Operations research, sometimes known as "management science" (but distinct from Taylor's scientific management), attempts to take a scientific approach to solving management problems, particularly in the areas of logistics and operations. Some of the more recent developments include the Theory of Constraints, management by objectives, reengineering, and various information-technology-driven theories such as agile software development, as well as group management theories such as Cog's Ladder. As the general recognition of managers as a class solidified during the 20th century and gave perceived practitioners of the art/science of management a certain amount of prestige, so the way opened for popularised systems of management ideas to peddle their wares. In this context many management fads may have had more to do with pop psychology than with scientific theories of management. Towards the end of the 20th century, business management came to consist of six separate branches, namely: Human resource management Operations management or production management Strategic management Marketing management Financial management Information technology management responsible for management information systems [edit] 21st century In the 21st century observers find it increasingly difficult to subdivide management into functional categories in this way. More and more processes simultaneously involve several categories. Instead, one tends to think in terms of the various processes, tasks, and objects subject to management. Branches of management theory also exist relating to nonprofits and to government: such as public administration, public management, and educational management. Further, management programs related to civil-society organizations have also spawned programs in nonprofit management and social entrepreneurship. Note that many of the assumptions made by management have come under attack from business ethics viewpoints, critical management studies, and anti-corporate activism. As one consequence, workplace democracy has become both more common, and more advocated, in some places distributing all management functions among the workers, each of whom takes on a portion of the work. However, these models predate any current political issue, and may occur more naturally than does a command hierarchy. All management to some degree embraces democratic principles in that in the long term workers must give majority support to management; otherwise they leave to find other work, or go on strike. Hence management has started to become less based on the conceptualisation of classical military command-and-control, and more about facilitation and support of collaborative activity, utilizing principles such as those of human interaction management to deal with the complexities of human interaction. Indeed, the concept of Ubiquitous command-and-control posits such a transformation for 21st

組織之成熟度 Capability maturity model (originally for software development, by SEI in Carnegie Mellon Univ.) A maturity model provides: a place to start the benefit of a community’s prior experiences a common language and a shared vision a framework for prioritizing actions a way to define what improvement means for your organization Optimizing Managed Defined Level 1 - Initial At maturity level 1, processes are usually ad hoc and the organization usually does not provide a stable environment. Success in these organizations depends on the competence and heroics of the people in the organization and not on the use of proven processes. In spite of this ad hoc, chaotic environment, maturity level 1 organizations often produce products and services that work; however, they frequently exceed the budget and schedule of their projects. Maturity level 1 organizations are characterized by a tendency to over commit, abandon processes in the time of crisis, and not be able to repeat their past successes again. Level 1 software project success depends on having high quality people. [edit] Level 2 - Repeatable At maturity level 2, software development successes are repeatable. The processes may not repeat for all the projects in the organization. The organization may use some basic project management to track cost and schedule. Process discipline helps ensure that existing practices are retained during times of stress. When these practices are in place, projects are performed and managed according to their documented plans. Project status and the delivery of services are visible to management at defined points (for example, at major milestones and at the completion of major tasks). Basic project management processes are established to track cost, schedule, and functionality. The minimum process discipline is in place to repeat earlier successes on projects with similar applications and scope. There is still a significant risk of exceeding cost and time estimates. [edit] Level 3 - Defined The organization’s set of standard processes, which is the basis for level 3, is established and improved over time. These standard processes are used to establish consistency across the organization. Projects establish their defined processes by the organization’s set of standard processes according to tailoring guidelines. The organization’s management establishes process objectives based on the organization’s set of standard processes and ensures that these objectives are appropriately addressed. A critical distinction between level 2 and level 3 is the scope of standards, process descriptions, and procedures. At level 2, the standards, process descriptions, and procedures may be quite different in each specific instance of the process (for example, on a particular project). At level 3, the standards, process descriptions, and procedures for a project are tailored from the organization’s set of standard processes to suit a particular project or organizational unit. [edit] Level 4 - Managed Using precise measurements, management can effectively control the software development effort. In particular, management can identify ways to adjust and adapt the process to particular projects without measurable losses of quality or deviations from specifications. Organizations at this level set quantitative quality goals for both software process and software maintenance. Subprocesses are selected that significantly contribute to overall process performance. These selected subprocesses are controlled using statistical and other quantitative techniques. A critical distinction between maturity level 3 and maturity level 4 is the predictability of process performance. At maturity level 4, the performance of processes is controlled using statistical and other quantitative techniques, and is quantitatively predictable. At maturity level 3, processes are only qualitatively predictable. [edit] Level 5 - Optimizing Maturity level 5 focuses on continually improving process performance through both incremental and innovative technological improvements. Quantitative process-improvement objectives for the organization are established, continually revised to reflect changing business objectives, and used as criteria in managing process improvement. The effects of deployed process improvements are measured and evaluated against the quantitative process-improvement objectives. Both the defined processes and the organization’s set of standard processes are targets of measurable improvement activities. Process improvements to address common causes of process variation and measurably improve the organization’s processes are identified, evaluated, and deployed. Optimizing processes that are nimble, adaptable and innovative depends on the participation of an empowered workforce aligned with the business values and objectives of the organization. The organization’s ability to rapidly respond to changes and opportunities is enhanced by finding ways to accelerate and share learning. A critical distinction between maturity level 4 and maturity level 5 is the type of process variation addressed. At maturity level 4, processes are concerned with addressing special causes of process variation and providing statistical predictability of the results. Though processes may produce predictable results, the results may be insufficient to achieve the established objectives. At maturity level 5, processes are concerned with addressing common causes of process variation and changing the process (that is, shifting the mean of the process performance) to improve process performance (while maintaining statistical probability) to achieve the established quantitative process-improvement objectives. Repeatable Initial

環境衛生與污染防治環境衛生學環境污染事件環境法令企業之自發性環境管理綠色科技與綠色消費寂靜的春天
前蘇聯之車諾比爾核子反應爐爆炸事件失去的未來環境法令企業之自發性環境管理綠色科技與綠色消費

安全衛生危害與管理安全衛生事件安全衛生管理工程與管理技術淡水飛歌電子事件(1960年代) 墨西哥市之液化石油氣儲存場爆炸(1984)
印度波帕市之毒氣事件(1984) 高雄市鎮興橋旁液化石油氣爆炸(1997) 安全衛生管理政府民間工程與管理技術

墨西哥LPG大爆炸 1984年11月19日上午5時40分左右，在PEMEX〈墨西哥國營石油〉之LPG配送基地附近，在漏洩之LPG著火，導致爆炸。大爆炸有5—7次，也使LPG儲槽飛散於空中。經約14小時後之19日傍晚火勢始轉小，至次〈20〉日，經36小時後火勢鎮住。基地內OPG儲槽之合計容量有16,000立方公尺〈包括4座1500立方公尺球形槽，2座2,250立方公尺球形槽及48座110立方公尺之臥式圓形筒，但庫存量卻不清楚〉。此等儲槽均已飛散或遭受破壞，受破壞部分及部分儲槽本體之飛散至基地周邊。跨越基地附近數公里範圍飛散有火焰〈火球〉，形成火災，吹起爆風，住宅被燒毀，居民也遭受莫大災害。被認已有500人以上死亡、4000人以上受傷，遭受燒毀之住宅數達數千至數萬戶。

中油LPG爆炸 86年9月13日9時13分，由中油公司委託必生工程公司辦理高雄市前鎮區鎮興橋液化石油氣管線拆遷工程發生爆炸案（圖一、二）。該案係於更換瓦斯管線鑽孔測試時，發生瓦斯外洩，引起大火，造成工作人員、附近居民、路人、消防隊員14人死亡，11人受傷，現場百公尺內受損的民宅超過20餘戶，汽機車燒毀超過50輛，火勢延燒13小時才完全撲滅。

波帕毒氣外洩事件 Methyl Isocyanate
Appearance: colourless Melting point: -80oC Boiling point: 39oC Vapour density: Vapour pressure: Density (g cm-3): Flash point: -18oC Explosion limits: Autoignition temperature: Water solubility: reacts Gasoline Boiling point: 37.8oC Flash point: -43oC Explosion limits %

後續效應 12.5 billion/year with 1200 facilities worldwide in 1984
Disaster: December, 2, 1984 Bhopal, India Methyl Isocyanate Killed 2,352 immediately. Related death ~22,000. Injured 200,000 效應股票面值劇跌->立即變賣主要領先產品失去大眾信任->日後發佈之環境績效仍受質疑安衛環境管理成為最高管理者首要之務->安衛環境管理方針審查之可靠性及如何真正落實->制訂新標準追求更加全面化及系統化之安衛環境管理作為十年後達到US$5 billion/year

生活意義與意外代價生命的可貴意外生命的意義生活與生命盼望哲學信仰
Maslow's hierarchy of needs. 5. Actualization 4. Status (esteem) 3. Love/belonging 2. Safety 1. Physiological (biological needs)

事故發生定義: Accidents is that occurrence of a sequence of events which usually produces unintended injury, death, or property damage Domino Theory by H.W. Heinrich 不安全行為和(或) 機械或物質危害不良習慣或環境個人缺失意外事故傷害

事故之防止不安全情境不安全環境不安全行為危害物質等不良習慣或環境個人缺失意外事故傷害

事故原因分析潛在原因不安全行為管理與決策個人因素能量或危害物質意外事故不安全狀況根本原因次要原因間接原因直接原因
結果

企業之整合式管理系統企業既有之人事、財務、採買維修之管理制度(成文或非成文) ISO 9000系列之管理系統
BS 8800, OHSAS 18000, ILO2001 自護制度、勞動檢查制度

管理系統介紹

覺醒 System Approach TQM 品質、環境工安衛品質設計 ISO 9000 環境設計軍規缺陷處理
覺醒 System Approach TQM 品質、環境工安衛品質設計 ISO 9000 環境設計軍規缺陷處理污染預防 ISO 14000 檢查 C&C 法規監督 BS 8800 安全衛生立法 1950’s 1990’s

問題解決方案表面問題處理系統性的問題解決 A P EMS S D

績效改善扁鵲三兄弟改善水準系統性作法製程管制管末管制時間

A P C D 管理法則持續審查與改善為什麼要做─承諾、政策重點放在〝要做的事〞-目的、計畫持續量測、監督、評估績效
培養能力、準備支援措施

ISO 14000系列標準沿革 1991 Strategic Action Group on Environment
1992 Earth Summit - UNCED 1993 ISO/TC 207 1972 1991 1992 1993 1994 1995 1996 1997 1998 1999 聯合國環境會議 SAGE ISO/TC 207 環境管理/稽核基本標準其他標準

ISO ISO/TC 207工作計畫品質管理環境管理 TC 176 TC 207 諮詢顧問群(CAG) SC1:EMS SC2:EA
環境管理系統 ( ) SC2:EA 環境稽核 ( ) SC3:EL 環保標章 ( ) SC4:EPE 環境績效評估 ( ) SC5:LCA 生命週期評析 ( ) SC6:T&D 訶彙與定義 ( ) WG1:EAPS 產品標準之環境事項 WG1:一般原則與方法 WG1:規格 WG1:指導綱要 WG1:EL計畫 WG1:管理系統之EPE WG2: 清單分析 - 一般項目 WG2:指導綱要 WG2:EMS稽核 WG2:EL自我宣告 WG2: 運作系統之EPE WG3:清單分析 - 特定項目 WG3:稽核員資格標準 WG3:EL基本原則 WG4:影響評鑑 WG4: 用地環境評鑑 WG5:改善評鑑

ISO 14000系列標準評估/稽核應用工具管理系統產品相關支援工具 EMS LCA EPE EL EA EAPS EMS SPEC.
3.1 5.2 2.4 N S W E EPE EL EA EAPS EMS SPEC.

1 4 2 5 6 3 7 國際標準發展過程提案階段審查階段 (NP) (FDIS) 準備階段核准階段 (WD) 發行階段委員會階段
(CD、DIS) 3 定期審查 7

OHS管理系統標準 SHSM Responsible Care BS 8800系列 Responsible Care
v A formal commitment by each company to a set of guiding principles - signed, in most cases, by the Chief Executive Officer. v A series of codes, guidance notes and checklists to help companies fulfill their commitment. v The development of indicators against which improvements in performance can be measured. v Open communication on health, safety and environmental matters with interested parties, both inside and outside the industry. v Opportunities for companies to share views and exchange experiences on implementing Responsible Care. v Consideration of how best to encourage all member companies to commit themselves to, and participate in, Responsible Care v A title and logo which clearly identify national programes as being consistent with, and part of, the Responsible Care concept. v Procedures for verifying that member companies have implemented the measurable or practical elements of Responsible Care. (This last feature covering verification was incorporated in 1996 by the International Council Chemical Associations - ICCA - which oversees Responsible Care.)

BSI沿革 First national standards body in the world (1901)
BSI also presents the British view in the development of the European standards Drafted by manufacturers, users, research organizations, government departments and consumers. 1901 1929 1982 1984 1986 1988 1990 1992 1994 1996 BSI ¦¨¥ß Royal Charter BS 5750:1979 BS 7750:1994 BS 8800:1996 ISO 9000:1987 ISO 14000:1996

標準應用之道 ISO 14004 建立/改善OHS管理系統自我宣告/第二者認可認證 ISO 14001 BS 8800 Annexes

基本管理系統觀念持續改善 4.5 管理審查 4.1 政策 4.2 計畫 4.4 檢查與矯正行動 4.3 執行與運作

ISO 9000s, ISO 14000s, BS 8800, OHSAS 18001, and ILO-OHS 2001

BS 8800, ISO 14001與 ISO 9001 BS 8800:1996 4.0 簡介 4.0.1 通則 4.0.2 先期現況審查
4.1 職業安全衛生政策 4.2 規劃 4.2.1 通則 4.2.2 風險評估 4.2.3 法規及其他要求 4.2.4 職業安全衛生管理配置 4.3 執行與運作 4.3.1 組織與權責 4.3.2 訓練、認知及能力訊息傳達 4.3.4 職業安全衛生管理系統文件 4.3.5 文件管制 4.3.6 運作管制 4.3.7 緊急事件準備與反應 ISO 14001:1996 -- 4.1 通則 4.2 環境政策 4.3 規劃 4.3.1 環境影響考量面 4.3.2 法規及其他要求 4.3.3 目的與目標 4.3.4 環境管理計畫 4.4 實施與運作 4.4.1 架構與責任 4.4.2 訓練、認知與能力 4.4.3 訊息傳達 4.4.4 環境管理系統文件 4.4.5 文件管制 4.4.6 運作管制 4.4.7 緊急狀況之準備與反應 ISO 9001:2000 -- 4.2.1 通則 5.1, 5.2, 5.3 管理承諾與品質政策 7.1 ㄧ般要求事項客戶需求鑑別客戶需求審查客戶溝通 5.4 品質規劃 5.5 & 6.2 責任與職權 &人力資源訓練、認知與能力 4.2.2 品質手冊 4.2 文件需求文件管制 4.2.2 品質系統程序紀錄管制 6.3 基礎設施 6.5 工作環境 7.3 設計研發管制 7.4 採購 7.5 生產服務作業 7.6 檢驗、量測與測試設備之管制

BS 8800, ISO 14001與 ISO 9001 cont. BS 8800:1996 ISO 14001:1996
4.4 檢查與矯正 4.4.1 監看與量測 -- 4.4.2 矯正行動 4.4.3 記錄 4.4.4 稽核 4.5 管理審查 ISO 14001:1996 4.5 檢查與矯正措施 4.5.1 監看與量測 -- 4.5.2 不符合與矯正及預防措施 4.5.3 記錄 4.5.4 環境管理系統稽核 4.6 管理審查 ISO 9001:2000 8.1 測量分析與改善 8.2 量測與監控 8.3 不合格管制 8.5 改善 8.4 改善之資料分析 5.1 管理審查

自護制度, OHSAS 18001, and ILO 2001

國內OHSAS 通過驗證家數

事業單位職業安全衛生管理制度自護制度( ~ )

EHS政策考慮事項 ‧組織的遠景、任務、價值觀及信念 ‧利害相關團體的需求/溝通 ‧持續改善 ‧經營理念 ‧與組織各方面的政策一致
‧特殊條件

品質管理、環境管理與OHS管理流程人力能源資源產品化學藥品氣體、煙噪音、熱 (ISO 14000s) (BS 8800)
流程 (ISO 9000s) 產品 (BS 8800) (BS 8800) 不良品報廢品固體廢棄物液體 (ISO 14000s) (ISO 14000s) (BS 8800) (BS 8800)

EHS系統與品質系統品質管理 EHS管理早便宜 TQM及品質系統管理系統成品檢驗管末管制顧客退貨災變清除晚昂貴

OHS危害未知領域現有知識已知問題標準

企業利害相關者環境員工股東 THE COMPANY 供應商顧客社會

企業面臨的環境壓力公司營運需求內部壓力外部要求外部壓力顧客壓力市場潛力保方/貸方競爭者員工、工會營運問題社會責任
公會/政府機構員工家屬壓力團體公司外部壓力法規/壓力團體社區大眾

標準介紹 BS 8800 ISO 14001 ILO OSH 2001

4.0 簡介-BS 8800 4.0.1 通則此指南中之所有要素均應整合入組織之OHS管理系統中，但其個別要素之應用形式及程度則依組織大小、活動性質、危害及運作條件而定。

4.0 簡介 cont. -BS 8800 4.0.2 先期狀況審查組織應考慮對其現行OHS管理配置施行先期狀況審查，此審查應進行，以提供資訊，這些資訊會影響決定現行系統之範圍、適切性及執行成效；同時提供一基線以供未來進步程度之量測。先期狀況審查應可回答「Where are we now?」之問題此審查應將現行配置與下列事項比較： ‧與OHS管理議題相關之法規要求 ‧組織內現存之OHS管理之指南 ‧最佳作為及績效 ‧現行投入OHS管理資源之效率及有效性一可行之方式為將現行管理與上述綱要比較，附錄提供資訊以幫助組織確保先期審查含括關鍵領域。由先期狀況審查而來之資料可用於規劃流程。

3.0 簡介 Occupational safety and health, including compliance with the OSH requirements pursuant to national laws and regulations, are the responsibility and duty of the employer. The employer should show strong leadership and commitment to OSH activities in the organization, and make appropriate arrangements for the establishment of an OSH management system. The system should contain the main elements of policy, organizing, planning and implementation, evaluation and action for improvement, as shown in figure 2.

4.1 環境政策 -ISO 14000 高階管理者應界定組織的環境政策，並確保其。跟組織的活動、產品及服務的本質、規模及環境影響有關
。包括持續改善的承諾。包括符合相關之環境法規及其他應符合要求之承諾。提供設定與審查環境目的與目標之架構。文件化、可實施與維持且傳達予所有員工。對大眾公開

4.1 安全衛生政策-BS 8800 最資深管理者應界定、背書並書面化組織的OHS政策，並確保其政策至少含括以下承諾：
。提供適切及適宜之資源。設定並出版OHS目標。將OHS管理職責設定為生產線管理者之主要職責（含最高階之生產主管到第一線之領班）。確保OHS政策之有效傳達、執行及維護。員工參與及諮詢，以增加對OHS政策之承諾及執行。週期性地審查政策、管理系統及稽核結果。確保各階層員工接受適當訓練及有能力執行其工作及職責

3.1 安全衛生政策-ILO OSH 2001 The employer, in consultation with workers and their representatives, should set out in writing an OSH policy, which should be: (a) specific to the organization and appropriate to its size and the nature of its activities; (b) concise, clearly written, dated and made effective by the signature or endorsement of the employer or the most senior accountable person in the organization; (c) communicated and readily accessible to all persons at their place of work; (d) reviewed for continuing suitability; and (e) made available to relevant external interested parties, as appropriate.

3.1 安全衛生政策-ILO OSH 2001 The OSH policy should include, as a minimum, the following key principles and objectives to which the organization is committed: (a) protecting the safety and health of all members of the organization by preventing work-related injuries, ill health, diseases and incidents; (b) complying with relevant OSH national laws and regulations, voluntary programmes, collective agreements on OSH and other requirements to which the organization subscribes; (c) ensuring that workers and their representatives are consulted and encouraged to participate actively in all elements of the OSH management system; and (d) continually improving the performance of the OSH management system. The OSH management system should be compatible with or integrated in other management systems in the organization.

3.2. 員工參與-ILO OSH 2001 Worker participation is an essential element of the OSH management system in the organization. The employer should ensure that workers and their safety and health representatives are consulted, informed and trained on all aspects of OSH, including emergency arrangements, associated with their work. The employer should make arrangements for workers and their safety and health representatives to have the time and resources to participate actively in the processes of organizing, planning and implementation, evaluation and action for improvement of the OSH management system. The employer should ensure, as appropriate, the establishment and efficient functioning of a safety and health committee and the recognition of workers' safety and health representatives, in accordance with national laws and practice. Organizing

ILO OSH 2001 (續) 組織(Organizing) 3.3 責任與負責 3.4 能力與訓練 3.5 職業安全衛生管理系統文件化
3.6 溝通

ILO OSH 2001 (續) 規劃與施行(Planning and implementation) 3.7 先期審查
3.8 系統之計畫、發展與施行 3.9 職業安全衛生目標 3.10 危害預防預防與控制方法變動管理緊急事故預防、準備與反應採購交付承攬

ILO OSH 2001 (續) 審查(Evaluation) 3.11 績效監看與量測 3.12 事故調查 3.13 稽核
3.14 管理審查

ILO OSH 2001 (續) 改善行動(Action for improvement) 3.15 預防與校正措施 3.16 持續改善

避免特定化學物質引起職災確認所使用化學物質毒性尋求替代物之使用建立適當之標準作業程序改善設施與作業環境並採行其他必要措施

試驗或研究甲類特化物之許可雇主不得使勞工從事製造或使用之甲類特化物質，但工試驗或研究時，應申請許可。申請許可物質名稱申請目的
格式一試驗、研究甲類物質許可申請書申請許可物質名稱申請目的申請有效期間事業單位名稱事業單位地址及電話事業單位雇主　　　　　此致 (檢查機構全銜) 　　　　　　　　申請人(事業單位雇主)　　章中華民國　　年　　月　　日

製造乙類特化物之許可雇主使勞工從事製造乙類特化物質，應申請許可。申請許可物質名稱事業單位名稱事業單位地址及電話事業單位雇主
格式二製造乙類物質許可申請書申請許可物質名稱事業單位名稱事業單位地址及電話事業單位雇主　　　　此致 (檢查機構全銜) 申請人(事業單位雇主)　　章中華民國　　年　　月　　日

應有之設施(一)

應有之設施(二)

應有之設施(三)

應有之設施(四)

應有之設施(五)

應採取行政管理措施(一)

應採取行政管理措施(二)

應採取行政管理措施(三)

應採取行政管理措施(四)

應採取行政管理措施(五)

應採取行政管理措施(六)

特定化學物質作業主管應執行事項

特定化學物質之安衛管理張書奇國立中興大學環境工程學系助理教授環境保護暨安全衛生中心安全衛生組組長.

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特定化學物質之安衛管理 張書奇 國立中興大學 環境工程學系 助理教授 環境保護暨安全衛生中心 安全衛生組組長.

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Presentation on theme: "特定化學物質之安衛管理 張書奇 國立中興大學 環境工程學系 助理教授 環境保護暨安全衛生中心 安全衛生組組長."— Presentation transcript:

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特定化學物質之安衛管理張書奇國立中興大學環境工程學系助理教授環境保護暨安全衛生中心安全衛生組組長.

Presentation on theme: "特定化學物質之安衛管理張書奇國立中興大學環境工程學系助理教授環境保護暨安全衛生中心安全衛生組組長."— Presentation transcript: