NIOSH ; Basic Train the Trainer Course

Ref

NIOSH

OBJECTIVES: 

At the end of the course, the participant will be able to: 

i. Work effectively in education and training, 

ii. Foster and promote an inclusive learning culture 

iii. Ensure a healthy and safe learning environment 

iv. Undertake organisational training needs analysis 

v. Use training packages to meet client needs 

vi. Provide training through instruction and training in work skills 

vii. Plan and organise assessment 

viii. Assess competence 

2. TARGET GROUPS: 

This course designed for persons involved in the development, planning and delivery of 

OSH competency based workplace training courses 

3. ENTRY REQUIREMENT(S): 

i. Computer literacy 

4. TOPICS: 

i. The training environment 

ii. Conduct training needs analysis 

iii. Design and develop OSH competency based training programme 

iv. Conduct OSH competency based training programme 

v. Asses competence 

____________________________________________________________________

Komen :

Latihan ini amat bagus untuk diikuti oleh Pengurus, penolong pengurus dan juga jurutera kilang sawit. Kenapa? sebab salah satu aktiviti utama seorang pengurus dan jurutera adalah memberi latihan kepada pekerja dan orang bawahannya.

Ada perbezaan antara pensyarah (lecturer) dan jurulatih (trainer). Pensyarah cuma memberi syarahan dan lebih kepada komunikasi sehala. Manakala jurulatih pula adalah komunikasi dua hala. Task utama seorang jurulatih adalah memastikan teori difahami dan peserta boleh melakukan praktikal.

Jadi, sertai latihan BTTT kerana ia memang digunakan di tempat kerja. Pihak JKKP sudah mula meletakkan syarat kepada pihak pengurusan supaya meletakkan seorang jurulatih terlatih di tempat kerja bagi memastikan kualiti latihan yang diberikan.

Belajar sepanjang hayat.

Management Functions

To fulfill manager's roles, they must constantly communicate, make decisions and rely on information.

Planning & decision making > organizing > staffing > leading & communicating > controlling >

1. Planning

It is the process where senior managers (nowadays some companies even involve their junior staff) start setting objectives and identifying alternatives. These are in turn compared and contrasted before the necessary decesions are made. Planning also involves the steps that need to be taken to achieve the objectives.

Planning would encompass the mission statement, corporate strategies, budgets and programmes. Plans could not be short - term (2-4 months), medium term (1-2 years) and long term (3-10 years). Top management may be involved in planning for 5-10 years, while at the lower levels, staff could be involved in weekly planning. Generally, planning would involve determining the resources to be used, the types and number of personnel needed, laying the path and environment (internal) in which operate and determining the standards against which progress is to be measured.

2. Organizing

This function is concerned with the assembling and allocating of resources in order to achieve the organization's goals. It will involve the identification and classification or required activities, the co-ordination of the horizontal and vertical information flow, the establishments of the organizational structure (which would involve the creation of units, departments) and the ascertainment of a clear line of authority. This would include the various rules, regulations and procedures. Organizing should aim for maximum efficiency and minimum waste.

3. Staffing

It is the function of manning the organization structure and keeping it manned. Staffing has assumed greater importance in the recent years due to advancement of technology, increase in size of business, complexity of human behavior etc. The main purpose o staffing is to put right man on right job i.e. square pegs in square holes and round pegs in round holes. According to Kootz & O’Donell, “Managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal ; development of personnel to fill the roles designed un the structure”. 

Staffing involves:

• Manpower Planning (estimating man power in terms of searching, choose the person and giving the right place).
• Recruitment, selection & placement.
• Training & development.
• Remuneration.
• Performance appraisal.
• Promotions & transfer.

4. Leading

5. Controlling

It implies measurement of accomplishment against the standards and correction of deviation if any to ensure achievement of organizational goals. The purpose of controlling is to ensure that everything occurs in conformities with the standards. An efficient system of control helps to predict deviations before they actually occur. 

According to Theo Haimann, “Controlling is the process of checking whether or not proper progress is being made towards the objectives and goals and acting if necessary, to correct any deviation”. According to Koontz & O’Donell “Controlling is the measurement ; correction of performance activities of subordinates in order to make sure that the enterprise objectives and plans desired to obtain them as being accomplished”. Therefore controlling has following steps:

• Establishment of standard performance.
• Measurement of actual performance.
• Comparison of actual performance with the standards and finding out deviation if any.
• Corrective action.

6. Directing

It is that part of managerial function which actuates the organizational methods to work efficiently for achievement of organizational purposes. It is considered life-spark of the enterprise which sets it in motion the action of people because planning, organizing and staffing are the mere preparations for doing the work. Direction is that inert-personnel aspect of management which deals directly with influencing, guiding, supervising, motivating sub-ordinate for the achievement of organizational goals. Direction has following elements:

• Supervision
• Motivation
• Leadership
• Communication

Supervision- implies overseeing the work of subordinates by their superiors. It is the act of watching & directing work & workers.

Motivation- means inspiring, stimulating or encouraging the sub-ordinates with zeal to work. Positive, negative, monetary, non-monetary incentives may be used for this purpose.

Leadership- may be defined as a process by which manager guides and influences the work of subordinates in desired direction.

Communications- is the process of passing information, experience, opinion etc from one person to another. It is a bridge of understanding.

Manpower Planning

Steps in Manpower Planning

Analysing the current manpower inventory- Before a manager makes forecast of future manpower, the current manpower status has to be analysed. For this the following things have to be noted-

• Type of organization
• Number of departments
• Number and quantity of such departments
• Employees in these work units
• Once these factors are registered by a manager, he goes for the future forecasting.

Making future manpower forecasts- Once the factors affecting the future manpower forecasts are known, planning can be done for the future manpower requirements in several work units.

The Manpower forecasting techniques commonly employed by the organizations are as follows:

1. Expert Forecasts: This includes informal decisions, formal expert surveys and Delphi technique.
2. Trend Analysis: Manpower needs can be projected through extrapolation (projecting past trends), indexation (using base year as basis), and statistical analysis (central tendency measure).
3. Work Load Analysis: It is dependent upon the nature of work load in a department, in a branch or in a division.
4. Work Force Analysis: Whenever production and time period has to be analysed, due allowances have to be made for getting net manpower requirements.
5. Other methods: Several Mathematical models, with the aid of computers are used to forecast manpower needs, like budget and planning analysis, regression, new venture analysis.

Developing employment programmes- Once the current inventory is compared with future forecasts, the employment programmes can be framed and developed accordingly, which will include recruitment, selection procedures and placement plans.

Design training programmes- These will be based upon extent of diversification, expansion plans, development programmes,etc. Training programmes depend upon the extent of improvement in technology and advancement to take place. It is also done to improve upon the skills, capabilities, knowledge of the workers.

Importance of Manpower Planning

1. Key to managerial functions- The four managerial functions, i.e., planning, organizing, directing and controlling are based upon the manpower. Human resources help in the implementation of all these managerial activities. Therefore, staffing becomes a key to all managerial functions.
2. Efficient utilization- Efficient management of personnels becomes an important function in the industrialization world of today. Seting of large scale enterprises require management of large scale manpower. It can be effectively done through staffing function.
3. Motivation- Staffing function not only includes putting right men on right job, but it also comprises of motivational programmes, i.e., incentive plans to be framed for further participation and employment of employees in a concern. Therefore, all types of incentive plans becomes an integral part of staffing function.
4. Better human relations- A concern can stabilize itself if human relations develop and are strong. Human relations become strong trough effective control, clear communication, effective supervision and leadership in a concern. Staffing function also looks after training and development of the work force which leads to co-operation and better human relations.
5. Higher productivity- Productivity level increases when resources are utilized in best possible manner. higher productivity is a result of minimum wastage of time, money, efforts and energies. This is possible through the staffing and it's related activities ( Performance appraisal, training and development, remuneration)

Need of Manpower Planning

Manpower Planning is a two-phased process because manpower planning not only analyses the current human resources but also makes manpower forecasts and thereby draw employment programmes. Manpower Planning is advantageous to firm in following manner:

Shortages and surpluses can be identified so that quick action can be taken wherever required.

All the recruitment and selection programmes are based on manpower planning.

It also helps to reduce the labour cost as excess staff can be identified and thereby overstaffing can be avoided.

It also helps to identify the available talents in a concern and accordingly training programmes can be chalked out to develop those talents.

It helps in growth and diversification of business. Through manpower planning, human resources can be readily available and they can be utilized in best manner.

It helps the organization to realize the importance of manpower management which ultimately helps in the stability of a concern.

10hb. Mac 2011 ; Latihan FFB Grading oleh Pegawai MPOB Miri

Bersama pegawai - pegawai MPOB selepas latihan dijalankan. Peserta ; semua staff dan pihak pengurusan Kilang dan Ladang-2.

1. FFB Reception - FFB Quality

Basic OER based on oil palm profile

Basic OER based on bunch weight

Unripe

Underipe

Empty bunch

Tandan busuk

Long stalk

Dura bunch

unfresh / unclassifiable

Unripe

Poor fruit set (PFS) / parthanocarpic / duri landak
Underipe
empty bunch & long stalk

Latihan Induksi Pekerja Baru (Bergambar) Bhg V

Fire tube boiler

Dust cyclone yang telah haus perlu diganti untuk mengelakkan black smoke.

Insulation tile yang pecah.

Black smoke.

White smoke yang berbahaya disebabkan oleh kerana pembakaran bahan bakar basah.
Boiler room yang bersih.

28 mt/hr Vickers Water Tube Boiler. Keadaan persekitaran boiler mestilah bersih, bebas dari air bertakung, tidak licin dan tidak dijadikan tempat tempat penyimpanan (stor).

Latihan Induksi Pekerja Baru (Bergambar) Bhg. IV - Pemeriksaan Pressure Vessel

Pemeriksaan steriliser.

Boiler fitting yang sedang diperiksa oleh Inspector DOSH.

Pemeriksaan boiler ; di dalam furnace. Sebarang keretakan dan kerosakan mesti dibaiki untuk mengelakkan kerosakan yang lebih besar. Keadaan tiub yang mesti diperiksa seperti tube buldging, tube nest dan sebagai. Ruang terkurung ; boiler furnace.

Pemeriksaan sedang dijalankan oleh Inspector DOSH dan Pengurus semasa Pemeriksaan Tahunan JKKP di steam drum, boiler.

Pembaikan sedang dijalankan untuk membaiki kerosakan pada insulation tile boiler.

Boiler tube, second stage yang telah dicuci. Soot blower dilakukan minimun 4 jam sekali semasa operasi supaya habuk yang berkumpul di sekeliling tiub dibuang. Kecekapan boiler akan berkurangan jika habuk atau soot blower tidak dijalankan dengan sempurna.

Rockwool insulation diganti semasa pemeriksaan tahunan.

Kerosakan pada insulation tiles boiler. Proses pembaikan sedang dijalankan. Punca, draft boiler tidak stabil, penyejukan serta pemanasan secara mengejut. Terdapat keretakan pada bata. Gegaran.

Alternator yang kotor sebelum diservis oleh kontraktor.

Keadaan alternator yang berhabuk dan berbahaya. Bilik enjin mesti bebas daripada habuk untuk mengelakkan kerosakkan pada generator.

Diesel alternator yang sedang dikeringkan semasa diservis.

Ruang Terkurung ; Boiler steam drum yang telah dicuci semasa pemeriksaan tahunan JKKP setiap 15 bulan.

Nota : Gambar ini adalah koleksi peribadi penulis. Tiada kaitan dengan yang hidup atau mati. Hanya rekaan semata - mata untuk tujuan latihan kepada pekerja kilang.

Latihan Induksi Pekerja (Bergambar) Bhg. III

Komponen boiler yang telah dibersihkan untuk pemeriksaan JKKP

Main switchboard di Bilik Enjin mesti sentiasa dalam keadaan bersih. Semua parameter mesti direkod mengikut arahan yang telah dikeluarkan. Switchboard mesti di servis oleh Chargeman setiap bulan semasa maintenance day.

Steam trap ; sebarang kebocoran mesti dibaiki segera untuk mengelakkan pembaziran stim dan tenaga.

PK Bunker

Boiler

Diesel generator

Papan tanda amaran perlu disimpan di Workshop untuk digunakan semasa aktiviti pembaikan.

Signage untuk tujuan keselamatan perlu dijaga.

Black smoke di boiler. Elakkan pencemaran udara. Overloaded. Proses tidak stabil. Pembakaran tidak sempurna. Ringelman Chart No. 2.

Kenderaan pengangkut FFB yang rosak tidak dibenar memasuki kawasan kilang.

Kolam effluent perlu bersih daripada kangkung dan sebagainya. Batas kolam perlu 3 kaki dari paras air kolam untuk mengelakkan sebarang tumpahan.

Setiap kolam effluent perlu dilabel maklumat berikut :- Nama kolam, saiz kolam, tarikh dicuci.

Scheduled Waste mesti dilabel dan disimpan di stor yang berkunci. Inventori perlu dihantar ke Jabatan Alam Sekitar setiap bulan. Kebersihan perlua dijaga setiap waktu. Sebarang tumpahan perlu dibersihkan segera. Tidak dibenar membuangkan minyak terpakai!

Tindakan berbahaya! Hanya seorang pemandu dibenarkan!

Tindakan berbahaya!

Tindakan berbahaya. Pekerja boleh tersepit di antara kedua tayar!

Tindakan berbahaya. Wheel loader bukan teksi! Tidak dibenar membawa penumpang.

Tindakan berbahaya! Tidak dibenar menggunakan bucket Wheel Loader untuk tujuan mengangkat pekerja! Tindakan disiplin akan diambil jika tindakan ini dilakukan.

Wheel loader tidak dibenarkan untuk menarik kenderaan di luar kawasan kilang melainkan mendapat arahan daripada Pengurus. Tayar kenderaan hanya sesuai digunakan untuk aktiviti di dalam kilang sahaja.

Jalan yang rosak di dalam estet

Nota : Gambar yang dipaparkan adalah koleksi peribadi penulis. Tiada kaitan dengan yang hidup dan mati. Hanya rekaan semata - mata.