| 摘要: | 藉由過去研究安全衛生績效指標的文獻回顧及運用TOSHMS、OHSAS 18001、CNS 15506管理系統之管理機制與配合職業安全衛生法之規定，共整理出三個主要因素28項安全衛生績效構面，並發展出主動式安全衛生績效現況評估問卷架構，並以專業人員為對象，利用德菲法建構出主動式安全衛生關鍵績效指標（Key Performance Index，KPI），並發展出的安全績效現況問卷，以員工為對象進而深入探討主動式安全衛生績效指標之落後現況。 研究發現個案企業中有六項主動式安全衛生績效指標：緊急應變、變更管理、採購管理、溝通、預防管理、安全行為等不夠落實而須要改善。例如「緊急應變」最需強化與鄰近居民溝通，其次為考量區域性協防，再者考量產能關係，最後建立為正確逃生路線撤離。「採購管理」中首先除了比價應採合理標外，其次是驗收規範不全，再者是需求人員意識不足與要求供應商不足，最後為法令規章知識不足。「變更管理」中發現首先相關人員未受訓練，其次是無法於時間內，明確執行識別變更，再者無專人確認變更程序，之後無追蹤確認符合，最後未採取預防及應變。「溝通管理」中發現首先是部門意見不同會推卸責任，其次大預算金額不被接受，再者無與鄰近居民或公司溝通，最後製程變更未諮詢或宣導。「預防管理」中發現首先為未做人因危害預防告知，其次未做動植物與微生物危害預防告知，再者兼辦其他業務，最後工程發包前未得到專業性判斷評估及建議未被了解及改善。「安全行為」中發現首先為貪圖舒適便利，其次為了趕時效，最後為工作忙碌繁重。並由研究發現個案事業單位資源有效分配應在：(1)在國中教育程度與年資1-10年的同仁中對於變更管理需加強教育訓練。(2)在一般事務人員中應於諮詢與宣導方面加強溝通。(3)緊急應變、採購管理、變更管理、溝通、預防管理、安全行為等六項主動式安全衛生績效指標之間與三個因素(技術、組織、人為)之間有顯著相關。 從主動式安全衛生績效指標監測與管理的有效性，釐清關鍵性績效指標，發現落後指標回饋單位並正確評估執行，強化安全衛生管理的效率及效能，再藉由管理系統的持續改善 (Plan-Do-Check-Action ，PDCA)管理機制，達到持續改善，並在資源有效分配之情況下，強化安全衛生KPI才能達成零職災並建立安全文化的職場。
Based on the literature review of safety and health performance indicators and the use of TOSHMS, OHSAS 18001, CNS 15506 management system management mechanism and with the provisions of occupational safety and health law, the development of active safety and health performance assessment questionnaire structure, and professionals As the object, the use of Delphi to construct the active safety and health KPI (Key Performance Index), and the development of the safety performance status questionnaire, the staff as the object and then in-depth discussion of active safety and health performance indicators of the backward situation. The study found that there were six active safety and health performance indicators in case enterprises: emergency response, change management, procurement management, communication, prevention management, security behavior and so on. For example, "emergency response" is most necessary to strengthen communication with neighboring residents, followed by consideration of regional coordination, and then consider the relationship between production capacity, and finally established for the correct escape route evacuation. "Purchasing Management" in addition to the first price-based, should be adopted rational standard, followed by the acceptance of incomplete norms, Moreover, lack of awareness of the needs of personnel and lack of demand for the company, and finally for the laws and regulations lack of knowledge. In the change management, it was found that the first person was not trained, followed by the inability to confirm the change in time, and that there was no confirmation of the change procedure, and no follow-up confirmation was made. Finally, no prevention and response were made. "Communication management" found in the first department of the views of different will shirk responsibility, followed by large budget is not accepted, and then no communication with neighboring residents or companies, the final process changes are not consulted or advocated. In the "prevention management", it was found that it had not been informed about the prevention of harm caused by harm, and it had not been informed about the prevention of plants and microbiological hazards, and had other business operations. The final project was not evaluated and improved. "Safety behavior" found in the first to covet comfort and convenience, followed by the rush, and finally busy for the heavy work. (1) in the country in the education level and the annual 1-10 years of colleagues in the change management need to strengthen education and training. (2) In the General Service staff should be in the consultation and advocacy to strengthen communication. (3) There are significant correlations between the six active safety and health performance indicators (three factors (technical factors, organizational factors and human factors) in emergency response, emergency management, change management, communication, prevention management and safety behavior. From the active safety and health performance indicators to monitor and manage the effectiveness of clarify the key performance indicators, found that the backward indicators of the unit and the correct assessment of the implementation of the safety and health management to enhance the efficiency and effectiveness, and then by the management system PDCA (Plan-Do Check-Action) management mechanism to achieve continuous improvement, and effective allocation of resources in the case, to strengthen the key safety and health performance indicators in order to achieve zero disaster and the establishment of a safe culture of the workplace. |
