安全工程專業(yè)外語翻譯(共36頁)

1、Unit 1Safety Management Systems安全(nqun)管理體系1.Accident Causation Models1.事故(shg)致因理論The most important aim of safety management is to maintain and promote workers health and safety at work. Understanding why and how accidents and other unwanted events develop is important when preventive activities a

2、re planned. Accident theories aim to clarify the accident phenomena，and to explain the mechanisms that lead to accidents. All modem theories are based on accident causation models which try to explain the sequence of events that finally produce the loss. In ancient times, accidents were seen as an a

3、ct of God and very little could be done to prevent them. In the beginning of the 20th century，it was believed that the poor physical conditions are the root causes of accidents. Safety practitioners concentrated on improving machine guarding, housekeeping and inspections. In most cases an accident i

4、s the result of two things ：The human act, and the condition of the physical or social environment. 安全管理系統(tǒng)最重要的目的是維護(hù)和促進(jìn)工人們在工作時(shí)的健康和安全。在制定預(yù)防性計(jì)劃時(shí)，了解為什么、怎樣做和其他意外事故的發(fā)展是十分重要的。事故致因理論旨在闡明事故現(xiàn)象，和解釋事故的機(jī)理。所有現(xiàn)代理論都是基于試圖解釋事件發(fā)生、發(fā)展過程和最終引起損失的事故致因理論。在古老的時(shí)期，事故被看做是上帝的行為并且?guī)缀鯖]有預(yù)防的方法去阻止他們。在20世紀(jì)開始(kish)的時(shí)候，人們開始相信差的物理?xiàng)l件是事故發(fā)生的

5、根源。安全從業(yè)人員集中注意力在提高機(jī)器監(jiān)護(hù)、維護(hù)和清理上。在大多數(shù)情況下，一件事故的發(fā)生主要有兩個(gè)原因：人類的行為和物理或者社會(huì)環(huán)境。Petersen extended the causation theory from the individual acts and local conditions to the management system. He concluded that unsafe acts, unsafe conditions，and accidents are all symptoms of something wrong in the organizational m

6、anagement system. Furthermore, he stated that it is the top management who is responsible for building up such a system that can effectively control the hazards associated to the organizations operation. The errors done by a single person can be intentional or unintentional. Rasmussen and Jensen hav

7、e presented a three-level skill-rule-knowledge model for describing the origins of the different types of human errors. Nowadays，this model is one of the standard methods in the examination of human errors at work.彼得森根據(jù)管理體系中個(gè)人的行為結(jié)合當(dāng)?shù)氐沫h(huán)境擴(kuò)充了事故致因理論。他的結(jié)論是像不安全行為、不安全情況是一些錯(cuò)誤的組織管理系統(tǒng)導(dǎo)致事故的征兆。另外，他指出，高層管理人員負(fù)責(zé)建立

8、一個(gè)能夠有效控制危險(xiǎn)源有關(guān)組織。一個(gè)人出現(xiàn)的錯(cuò)誤可能是有意的或者是無意的。拉斯姆森和杰森已經(jīng)提出了三個(gè)層次的技能規(guī)則知識模型來描述不同種類的人錯(cuò)誤的起源。如今，這種模式已經(jīng)成為在工作中檢驗(yàn)人的錯(cuò)誤的標(biāo)準(zhǔn)之一。Accident-proneness models suggest that some people are more likely to suffer anaccident than others. The first model was created in 1919，based on statistical examinations in a mumilions factory. T

9、his model dominated the safety thinking and research for almost 50 years, and it is still used in some organizations. As a result of this thinking, accident was blamed solely on employees rather than the work process or poor management practices. Since investigations to discover the underlying causa

10、l factors were felt unnecessary and/or too costly, a little attention was paid to how accidents actually happened. Employees attitudes towards risks and risk taking have been studied, e. g. by Sulzer-Azaroff. According to her, employees often behave unsafely, even when they are fully aware of the ri

11、sks involved. Many research results also show that the traditional promotion methods like campaigns, posters and safety slogans have seldom increased the use of safe work practices. When backed up by other activities such as training, these measures have been somewhat more effective. Experiences on

12、some successful methods to change employee behavior and attitudes have been reported. One well-known method is a small-group process used for improving housekeeping in industrial workplaces. A comprehensive model of accident causation has been presented by Reason who introduced the concept of organi

13、zational error. He stated that corporate culture is the starting-point of the accident sequence. Local conditions and human behavior are only contributing factors in the build-up of the undesired event. The latent organizational failures lead to accidents and incidents when penetrating systems defen

14、ses and barriers. Gmoeneweg has developed Reasons model by classifying the typical latent error types. His TRIPOD mode! calls the different errors as General Failure Types ( CFTs). The concept of organizational error is in conjunction with the fact that some organizations behave more safely than oth

15、ers. It is often said that these organizations have good safety culture. After the Chernobyl accident，this term became well-known also to the public.事故的傾向性模型表示有些人比其他人更容易引起(ynq)事故。第一種模型建立在1919年來源于軍工廠的統(tǒng)計(jì)(tngj)檢查。這種模式(msh)占據(jù)了人們在安全思考和研究的時(shí)間將近50年，并且仍然被一些組織使用，這種思維所造成的結(jié)果是，發(fā)生事故的責(zé)任僅僅在于員工而不是工作過程和較差的管理實(shí)踐。由于對于造成

16、事故發(fā)生根本因素的調(diào)查被認(rèn)為是不必要的或者是所花費(fèi)的成本太高，造成人們對于事故如何發(fā)生的關(guān)注較少。祖爾策阿扎羅夫研究了員工對于風(fēng)險(xiǎn)和承擔(dān)風(fēng)險(xiǎn)的態(tài)度，研究表明，即使員工意識到了所涉及的風(fēng)險(xiǎn)，他們?nèi)匀粫?huì)有不安全的行為。許多研究表明了傳統(tǒng)的宣傳方式，例如活動(dòng)，海報(bào)和安全標(biāo)語，很少能夠增加人們對于安全準(zhǔn)則的使用。當(dāng)通過訓(xùn)練去鞏固這些活動(dòng)的時(shí)候，這些方法在某種程度上更加有效。一些在改變員工行為和態(tài)度成功的方法已經(jīng)被報(bào)道。一個(gè)為人所知道的方法就是一個(gè)小團(tuán)體的改進(jìn)在提高工廠管理效率。里森提出了一個(gè)綜合的事故原因模型，闡明了組織概念上的錯(cuò)誤。他表明，企業(yè)文化就是那個(gè)事件的出發(fā)點(diǎn)。外部的生活環(huán)境和人們的行為僅僅

17、是意外事件發(fā)生的觸發(fā)因素。那些潛在的組織的失敗導(dǎo)致了事故和事件當(dāng)穿過系統(tǒng)的防御和越過障礙的時(shí)候。Groeneweg已經(jīng)通過把典型的進(jìn)行錯(cuò)誤分類改進(jìn)了里森的模型。他的TRIPO的模型把不同的失誤稱作一般故障模型。組織概念的錯(cuò)誤與有些組織比其他組織表現(xiàn)安全的事實(shí)是相一致的。人們常說，這些組織的表現(xiàn)出良好的安全文化。切爾諾貝利時(shí)間發(fā)生以后，這個(gè)名字也隨之被公眾所知道。Loss prevention is a concept that is often used in the context of hazard control in process industry. Lees has pointed

18、 out that loss prevention differs from traditional safety approach in several ways. For example, there is more emphasis on foreseeing hazards and taking actions before accidents occur. Also, there is more emphasis on a systematic rather than a trial and error approach. This is also natural, since ac

19、cidents in process industry can have catastrophic consequences. Besides the injuries to people, I he damage to plant and loss of profit are major concerns in loss prevention. The future research on the ultimate causes of accidents seems to focus on the functioning and management of the organization.

20、 The strategic management, leadership, motivation, and the personnels visible and hidden values are some issues that are now under intensive study.損失預(yù)防(yfng)是一個(gè)在工業(yè)進(jìn)程(jnchng)中危險(xiǎn)源控制的過程中經(jīng)常被提到的一個(gè)概念。Lee指出損失預(yù)防在相比于傳統(tǒng)的幾個(gè)安全措施有幾個(gè)不同的地方。例如，它更強(qiáng)調(diào)在事故發(fā)生之前發(fā)現(xiàn)危險(xiǎn)源并采取行動(dòng)。此外，也更強(qiáng)調(diào)事故的系統(tǒng)性而不是進(jìn)行錯(cuò)誤的嘗試。這也是很正常(zhngchng)的，由于工業(yè)過程可能

21、產(chǎn)生災(zāi)難性的后果，因此除了對人的傷害，對工廠的傷害和利潤的損失也是損失預(yù)防的主要方面。對于未來的研究人們把關(guān)注點(diǎn)放在了組織的運(yùn)行和管理上面。戰(zhàn)略管理，領(lǐng)導(dǎo)，動(dòng)機(jī)以及個(gè)人可見和不可見的價(jià)值觀是一些仍處在被討論過程中的問題。2. Safety Management as an Organizational Activity2.安全管理作為一種政策規(guī)劃Safety management is one of the management activities of a company. Different companies have different management practices，an

22、d also different ways to control health and safety hazards. Organizational culture is a major component affecting organizational performance and behavior. One comprehensive definition for an organizational culture has been presented by Schein who has said that organizational culture is “a pattern of

23、 basic assumptionsinvented，discovered, or developed by a given group as it leans to cope with its problems of external adaptation and internal integrationthat has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in

24、relation to those problems. The concept of safety culture is today under intensive study in industrialized countries. Booth & Lee have stated that an organizations safety culture is a subset of the overall organizational culture. This argument, in fact, suggests that a companys organizational cultur

25、e also determines the maximum level of safety the company can reach. The safety culture of an organization is the product of individual and group values, attitudes, perceptions, competencies, and patterns of behavior that determine the commitment to, and the style and proficiency of, an organization

26、s health and safety management. Furthermore, organizations with a positive safety culture are characterized by communications founded on mutual trust, by shared perceptions of the importance of safety, and by confidence in the efficacy of preventive measures. There have been many attempts to develop

27、 methods for measuring safety culture. Williamson el al. have summarized some of the factors that the various studies have shown to influence organizations safety culture. These include ：organizational responsibility for safety, management attitudes towards safety, management activity in responding

28、to health and safety problems, safety training and promotion，level of risk at the workplace，workers involvement in safety，and status of the safety officer and the safety committee.安全管理是一個(gè)公司的管理活動(dòng)之一。不同的公司有不同的管理方式，通過(tnggu)不同的方式來控制健康和安全隱患。組織文化是影響組織業(yè)績和行為的重要成分。Schenin曾對于組織文化提出了一個(gè)全面的定義，組織文化是一個(gè)制式的基本假設(shè)某一組人處

29、理外部適應(yīng)和內(nèi)部整合的問題(wnt)時(shí)的發(fā)明、發(fā)現(xiàn)、發(fā)展的 這一直運(yùn)作良好，足以被認(rèn)為是有效的，因此，要教給新成員的感知，思考和感覺有關(guān)這些問題的正確方式。安全文化的概念如今正在工業(yè)化的國家被深入研究。Booth和Lee都表示，一個(gè)(y )組織的安全文化是整個(gè)組織文化的一個(gè)子集。這種說法其實(shí)表明，一個(gè)公司的組織文化也決定了公司可以達(dá)到的安全的最高水平。組織的安全文化是個(gè)人和群體的價(jià)值觀、態(tài)度、觀念、能力和確定承諾的行為模式，決定了一個(gè)組織的健康和安全管理的風(fēng)格和熟練程度的產(chǎn)物。此外積極的安全文化機(jī)構(gòu)具有這樣的特征，即通過建立在相互信任和通過安全的重要性共享的觀念溝通，并通過信心的預(yù)防措施的有效

30、性。已經(jīng)有許多人嘗試開發(fā)用于測量安全文化的方法。Williamson等人由各種研究表明總結(jié)了一些影響企業(yè)的安全文化的因素，其中包括：安全組織責(zé)任，管理部門對安全的態(tài)度，對于應(yīng)對健康和安全問題的管理活動(dòng)，安全培訓(xùn)和推廣，風(fēng)險(xiǎn)的工作場所層面，在工人參與安全制定中，安全主任和安全委員會(huì)的地位。 Organizations behave differently in the different parts of the world. This causes visible differences also in safety activities, both in employee level and

31、 in the management level. Reasons for these differences are discussed in the following. The studies of Wobbe reveal that shop-floor workers in the USA are, in general, less trained and less adaptable than those in Germany or Japan. Wobbe claims that one reason for this is that, in the USA, companies

32、 providing further training for their staff can expect to lose these people to the competitors. This is not so common in Europe or in Japan. Furthermore ，for unionized companies in the USA，seniority is valued very highly，while training or individuals skills and qualifications do not effect job secur

33、ity，employment, and wage levels very much. Oxenburgh has studied the total costs of absence from work, and found that local culture and legislation has a strong effect on absenteeism rates. For example, the national systems for paying and receiving compensation explain the differences to some extent

34、. Oxenburgh mentions Sweden as a high absenteeism country, and Australia as a low absenteeism country. In Sweden injuries and illnesses are paid by the state social security system, while in Australia, the employer pays all these costs, including illnesses not related to work. Comparison of accident

35、 statistics reveals that there are great national differences in accident frequencies and in the accident related absenteeism from work. Some of the differences can be explained by the different accident reporting systems. For example, in some countries only absenteeism lasting more than three worki

36、ng days is included in the statistics. The frequency of minor accidents varies a lot according to the possibility to arrange substitutive work to the injured worker. Placing the injured worker to another job or to training is a common practice for example in the USA and in the UK, while in the Scand

37、inavian countries this is a rarely used procedure世界上的不同地區(qū)組織管理的行為不同。這也將導(dǎo)致明顯的安全活動(dòng)的差異，無論是在員工水平和管理水平。這些差異的原因?qū)⒃谙旅嬗懻摗obbe的研究表明，在美國的車間工人，一般來說，比德國或日本的培訓(xùn)更少，更較難適應(yīng)。Wobbe聲稱，一個(gè)原因是，在美國企業(yè)提供進(jìn)一步的培訓(xùn)有可能會(huì)失去(shq)這些員工，而這些在歐洲或日本不是很常見。此外,在美國公司的工會(huì),資歷的價(jià)值非常(fichng)高,而個(gè)人的技能和經(jīng)歷不影響工作的穩(wěn)定、就業(yè)和工資水平。Oxenburgh研究曠工所帶來的全部損失，他發(fā)現(xiàn)當(dāng)?shù)匚幕土⒎▽?/p>

38、曠工率有很大的影響。例如,國家在支付和接受賠償方面一定程度上解釋了這些差異。Oxenburgh提到瑞典是一個(gè)高缺勤率的國家，而澳大利亞則相反。在瑞典，企業(yè)的損失和治療疾病的費(fèi)用由國家保障體系支付，而在澳大利亞，雇主支付包括與工作無關(guān)疾病的所有費(fèi)用。綜合比較各種事故調(diào)查資料顯示，在事故發(fā)生頻率和事故的相關(guān)的曠工上不同民族有巨大的差異。一些差異可以由不同的事故報(bào)告系統(tǒng)來解釋。例如，在有些國家只把持續(xù)缺勤在三個(gè)工作日以上的員工統(tǒng)計(jì)在內(nèi)，輕傷事故發(fā)生的頻率取決于對于受傷工人安排替代性工作的可能性。例如在美國和英國的普遍做法是對于受傷的工人進(jìn)行培訓(xùn)并給予另外一份工作，然而在納維亞的國家中，這種方法很少被

39、使用。 Some organizations are more aware of the importance of health and safety at work than others. Clear development stages can be found in the process of improving the management of safety. Waring has divided organizations to three classes according to their maturity and ability to create an effecti

40、ve safety management system. Waring calls the three organizational models as the mechanical model, the socio-technical model, and the human activity system approach. In the mechanical model, the structures and processes of an organization are well-defined and logical, but people as individuals, grou

41、ps, and the whole organizations are not considered. The socio-technical model is an approach to work design which recognizes the interaction of technology and people，and which produces work systems that are technically effective and have characters that lead to high job satisfaction. A positive dime

42、nsion in this model is that human factors are seen important, for example, in communication, training and emergency responses. The last model, the human activity system approach focuses on people, and points out the complexity of organizations. The strength of this approach is that both formal (or t

43、echnical) paradigms and human aspects like motivation, learning, culture, and power relations are considered. Waring points out that although the human activity approach does not automatically guarantee success, it has proven to be beneficial to organizations in the long run.一些企業(yè)意識到在工作之中健康和安全是最重要的。在

44、企業(yè)的安全管理的提升的過程中可以看到清晰的發(fā)展階段。華林根據(jù)其成熟度和建立一個(gè)有效的安全管理制度的能力將組織劃分了三類。華林三種組織模式分別為為機(jī)械式模型，社會(huì)和技術(shù)模式，以及人類活動(dòng)的系統(tǒng)方法。在機(jī)械式模型中，一個(gè)組織的結(jié)構(gòu)和流程都明確定義和邏輯，但并沒有考慮到人、群體和整個(gè)組織。社會(huì)和技術(shù)模式是通過設(shè)計(jì)工作，認(rèn)識到技術(shù)與人的關(guān)系，開創(chuàng)了有效并具備高工作滿意度的工作系統(tǒng)。在此模型中的積極的方面是人為因素被視為重要的，例如，在通信，培訓(xùn)和緊急響應(yīng)。最后的模型中，人類活動(dòng)的系統(tǒng)方法側(cè)重于人，并指出了組織的復(fù)雜性。這種方法的優(yōu)勢在于，正式（或技術(shù)）的范例和人力方面，如動(dòng)機(jī)(dngj)，學(xué)習(xí)，文化和

45、能量關(guān)系的考慮。韋林指出，雖然人類活動(dòng)的做法并不能確保成功，它已被證明是對組織的長遠(yuǎn)發(fā)展有利。3. Safety Policy and Planning3.安全(nqun)政策與規(guī)劃 A status review is the basis for a safety policy and the planning of safety activities. According to BS 8800 a status review should compare the companys existing arrangements with the applicable legal require

46、ments, organizations current safety guidelines, best practices in the industrys branch，and the existing resources directed to safety activities. A thorough review ensures that the safety policy and the activities are developed specifically according to the needs of the company.狀態(tài)(zhungti)評論是一個(gè)安全政策和規(guī)

47、劃基礎(chǔ)的安全活動(dòng)。根據(jù)BS 8800的狀態(tài)評估應(yīng)該將企業(yè)的當(dāng)前狀況與適用的法律要求，組織當(dāng)前的安全方針，在行業(yè)中表現(xiàn)最好的做法，及用于安全活動(dòng)的現(xiàn)有資源進(jìn)行比較。一個(gè)徹底的狀況評審能確保根據(jù)公司的需要來開發(fā)安全政策和活動(dòng)。A safety policy is the managements expression of the direction to be followed in the organization. According to Petersen, a safety policy should commit the management at all levels and it s

48、hould indicate which tasks, responsibilities and decisions are left to lower-level management. Booth and Lee have stated that a safety policy should also include safety goals as well as quantified objectives and priorities. The standard BS 8800 suggests that in the safety policy，management should sh

49、ow commitment to the following subjects ：一個(gè)安全政策是組織中要遵守的指令在管理層的表現(xiàn)。安全政策應(yīng)指導(dǎo)各級管理人員，并應(yīng)說明哪些任務(wù)，職責(zé)和決定都留給較低級別的管理。布斯和Lee表示,安全政策還應(yīng)該包括安全目標(biāo)、量化目標(biāo)和優(yōu)先事項(xiàng)。根據(jù)BS 8800標(biāo)準(zhǔn)中的安全政策,管理人員應(yīng)該承諾以下主題:Health and safety are recognized as an integral part of business performance ；A high level of health and safety performance is a goa

50、l which is achieved by using the legal requirements as the minimum, and where the continual cost- effective improvement of performance is the way to do things；Adequate and appropriate resources are provided to implement the safety policy；The health and safety objectives are set and published at leas

51、t by internal notification ；The management of health and safety is a prime responsibility of the management ，from the most senior executive to the supervisory level ；The policy is understood, implemented, and maintained at all levels in the organization ；Employees are involved and consulted in order

52、 to gain commitment to the policy and its implementation;The policy and the management system are reviewed periodically, and the compliance of the policy is audited on a regular basis;It is ensured that employees receive appropriate training，and are competent to carry out their duties and responsibi

53、lities. 健康(jinkng)和安全被確認(rèn)為經(jīng)營表現(xiàn)主要的組成部分；一個(gè)高等級的健康和安全性能的水平的實(shí)現(xiàn)滿足法律要求是最低限度，應(yīng)采取持續(xù)的成本(chngbn)效益好的方式改善性能；提供足夠和適當(dāng)?shù)馁Y源來實(shí)施(shsh)安全政策；健康和安全目標(biāo)的制定及公布至少以內(nèi)部通知，健康與安全的管理是管理的首要責(zé)任，應(yīng)從最高級管理人員的監(jiān)管水平出發(fā)；該政策要被組織中的各個(gè)層次人員理解，實(shí)施和維持；員工參與和協(xié)商，以便能認(rèn)可和執(zhí)行政策；對政策和管理制度進(jìn)行定期審查，定期進(jìn)行政策的合規(guī)審計(jì)；它確保員工受到適當(dāng)?shù)呐嘤?xùn)，并有能力履行其職責(zé)及責(zé)任。Some companies have developed

54、so-called “safety principles which cover the key areas of the companys safety policy. These principles are utilized as safety guidelines hat are easy to remember, and which are often placed on wall-boards and other public areas in the company. As an example, the DuPont companys safety principles are

55、 the following：一些公司出臺(tái)了安全準(zhǔn)則，它涵蓋了公司在關(guān)鍵領(lǐng)域的安全政策，這些準(zhǔn)則是一些很容易被記住的安全指導(dǎo)方針，經(jīng)常被放置在墻板上或者是公司的其他公共場所。列舉一個(gè)例子，杜邦公司的安全原則如下：All injuries and occupational illnesses can be prevented.Management is responsible for safely. Safety is an individuals responsibility and a condition of employment. Training is an essential ele

56、ment for safe workplaces.Audits must be conducted.All deficiencies must be corrected promptly.It is essential to investigate all injuries and incidents with injury potential.Off-the-job safety is an important part of the safety effort. It is good business to prevent injuries and illnesses.People are

57、 the most important element of the safety and occupational health program.所有的傷害(shnghi)和職業(yè)病是可以預(yù)防的。管理者應(yīng)該(ynggi)為安全負(fù)責(zé)。安全既是個(gè)人(grn)的責(zé)任也是接受雇傭的條件之一。培訓(xùn)是構(gòu)成安全的工作場所的基本要素。安全審計(jì)工作必須進(jìn)行。 所有的不安全因素要及時(shí)糾正。調(diào)查所有的傷害以及潛在的傷害事件是至關(guān)重要的。工作時(shí)間外的安全是安全工作的重要組成部分。預(yù)防受傷和疾病是有益的。人是安全以及職業(yè)健康計(jì)劃中最重要的要素。The safety policy should be put into p

58、ractice through careful planning of the safety activities. Planning means determination of the safety objectives and priorities, and preparation of the working program to achieve the goals. A company can have different objectives and priorities according to the nature of the typical hazards, and the

59、 current status of hazard control. However, some common elements to a safety activity planning can be found. According to BS 8800，the plan should include ： 安全政策應(yīng)該通過小心計(jì)劃的安全活動(dòng)來實(shí)踐。計(jì)劃意味著對安全目標(biāo)和安全的優(yōu)先順序，并且預(yù)備可執(zhí)行的計(jì)劃去完成目標(biāo)。根據(jù)典型事故的性質(zhì)和目前危險(xiǎn)源的控制情況，一個(gè)公司可以有不同的目標(biāo)和優(yōu)先事項(xiàng)。然而，一些共同的元素可以在安全活動(dòng)計(jì)劃中被找到。在BS8800中，計(jì)劃應(yīng)該包括：appropria

60、te and adequately resourced arrangements, competent personnel who have defined responsibilities, and effective channels of communication；procedures to set objectives, device and implement plans to meet the objectives ,and to monitor both the implementation and effectiveness of the plans;description