Sewing Machine Operator

Industrial Sewing Machine Operator Participant Guide 2. Operational Risks: These are risks encountered in the day-to-day running of the business and are mainly mitigated by putting strong business processes with internal controls in place. These risks are function-wise. 3. Financial Risks: The finance function including borrowing, forex management and hedging, etc is centralized for the company and hence these risks are for the central finance department. 4. IT Risks: Risk of disruption in business due to failure of Information technology for the company as a whole. 5. Legal Risks: The legal risks for the company as a whole but the mitigation procedures are fairly decentralized depending on the compliance requirements. Risk Management There is always a residual risk attached to the business. A Textile business needs to therefore implement a continuous monitoring mechanism to deal with risks on an ongoing basis. Details of various initiatives towards achieving this objective are provided below:- Strategic Planning Senior management must meet periodically for a detailed strategic and operational review of business segment, taking into account existing and prospective business environment. Page | 301

Industrial Sewing Machine Operator Participant Guide Communication & Reporting Members of the core management team must review the implementation of these strategies, and also ensure that adequate attempts are made to mitigate the risks perceived. Actual performance vis-à-vis budgets are reviewed by the management on a quarterly basis and should also be presented at Board meetings. The monthly and quarterly MIS should be designed to ensure timely dissemination of information and risks of non-achievement of business objectives to key management. Operational Initiatives for Managing risks Policies & Procedures: In order to strengthen internal controls over business processes, and thereby reduce the risks of manual intervention and error, the company should document important policies and procedures and circulate across the organization. A few such examples are provided below: Approval Limits (Authorisation matrix document specifying the financial powers for every nature of expenses and every executive) Foreign Exchange Risk Management Policy (FERM) Budgets and operating plan for every business and every cost centre (specifying both revenues and capex) Policies and procedures manuals for  Capital expenditure  Purchasing  Travel policy  Accounting policies and procedures  Bill passing manuals  Retail shops manual Page | 302

Industrial Sewing Machine Operator Participant Guide Audits & Reviews Internal audits: A firm of Chartered Accountants, whose appointment is approved by the audit committee, should conduct regular internal audit reviews. The observations and recommendations should be reviewed and discussed with top management and the implementation status should be reviewed regularly. These observations may be presented every quarter to the Audit committee. The AC should also be reviewed by the management on the observations and recommendations made by the auditors. Different Areas of Business Risks I. (a) Area: Availability of raw materials at competitive prices Risks : Volatility in input prices. Risk Description: Increase in prices of essential materials (Cotton ,wool, polyester, acrylic etc.) Mitigating Controls / Procedures: The Company should cover its RM requirements for a defined period. This ensures availability as well as price competitiveness of the materials. I. (b) Risks: Constraints in availability of raw materials. Risk Description: Fluctuation in prices, non-availability due to various reasons. RM required to be imported, may adversely impacted due to decline in bilateral relations, war, trade embargo, etc., Raw materials may not be available in a timely manner. Page | 303

Industrial Sewing Machine Operator Participant Guide Mitigating Controls / Procedures:  The management should continuously monitors events affecting raw material availability and suppliers.  The division constantly explores alternatives for the existing supplier.  The division also looks at captive processing units to lower dependence on suppliers. Monitor the workplace and work processes for potential risks and threats MANAGING WORK RISK Risks to health and safety arise from people being exposed to hazards (anything that can cause harm). Risk has two components – the consequences (degree of harm) if it happens, and the likelihood that it will occur. PCBUs must manage health and safety risks. Risks to health and safety must be eliminated so far as is reasonably practicable. If a risk can‘t be eliminated, it must be minimised so far as is reasonably practicable. The following risk management framework describes four steps that can help PCBUs with managing work health and safety risks. Risk management is not just hazard spotting. It involves identifying and then assessing which work risks to manage. OVERVIEW OF A RISK MANAGEMENT PROCESS You could use the following process to identify assess and manage work risks. Step 1 (Identify): Identify the work hazards that could harm workers or others. Page | 304

Industrial Sewing Machine Operator Participant Guide Step 2 (Assess): To identify the risks to be managed, think about:  who is exposed to the hazard  how likely could harm arising from the hazard occur  what could happen if the harm does occur. Step 3 (Manage): Then work out what you can do to:  reduce how serious the harm is if it does occur  prevent or reduce the chances of the harm occurring. You then must decide how you will deal with a risk – eliminate (eg remove the hazard) or if you can‘t eliminate, minimise (eg put in place control measures). Step 4 (Monitor): Regularly check your control measures are still working to manage the risk. This may include workplace exposure monitoring and worker health monitoring to measure the effectiveness of your controls. Control measures should remain effective, be fit for purpose, be suitable for the nature and duration of the work, and be installed, set up and used correctly. You should regularly check the way you are managing the risk and if you need to make changes. To do this, you should monitor and if needed, revise control measures. For example, you should regularly: Page | 305

Industrial Sewing Machine Operator Participant Guide  check the control measures are correctly installed/set up and being used by workers  check the control measures are still working to manage the risk  monitor worker exposure and health (where relevant) to check your control measures are reducing worker exposure. Workplaces change. You should review your work activities on an ongoing basis to identify new risks to be managed including when there is a change in the workplace or work eg:  new equipment  new or changed work processes  increased workload or extended working hours. Look at what incidents have occurred to identify where control measures may be needed. Carry out periodic walk-through to keep work area free from hazards and obstructions, if assigned Housekeeping is not just cleanliness. It includes keeping work areas neat and orderly; maintaining halls and floors free of slip and trip hazards; and removing of waste materials (e.g., paper, cardboard) and other fire hazards from work areas. It also requires paying attention to important details such as the layout of the whole workplace, aisle marking, the adequacy of storage facilities, and maintenance. Good housekeeping is also a basic part of accident and fire prevention. Page | 306

Industrial Sewing Machine Operator Participant Guide Effective housekeeping is an ongoing operation: it is not a hit-and-miss cleanup done occasionally. Periodic \"panic\" cleanups are costly and ineffective in reducing accidents. Poor housekeeping can be a cause of accidents, such as:  tripping over loose objects on floors, stairs and platforms  being hit by falling objects  slipping on greasy, wet or dirty surfaces  striking against projecting, poorly stacked items or misplaced material  cutting, puncturing, or tearing the skin of hands or other parts of the body on projecting nails, wire or steel strapping To avoid these hazards, a workplace must \"maintain\" order throughout a workday. Although this effort requires a great deal of management and planning, the benefits are many. Effective housekeeping results in:  reduced handling to ease the flow of materials  fewer tripping and slipping accidents in clutter-free and spill-free work areas  decreased fire hazards  lower worker exposures to hazardous substances (e.g. dusts, vapours)  better control of tools and materials, including inventory and supplies  more efficient equipment cleanup and maintenance  better hygienic conditions leading to improved health  more effective use of space Page | 307

Industrial Sewing Machine Operator Participant Guide reduced property damage by improving preventive maintenance  less janitorial work  improved morale  improved productivity (tools and materials will be easy to find) Worker training is an essential part of any good housekeeping program. Workers need to know how to work safely with the products they use. They also need to know how to protect other workers such as by posting signs (e.g., \"Wet - Slippery Floor\") and reporting any unusual conditions. Housekeeping order is \"maintained\" not \"achieved.\" Cleaning and organization must be done regularly, not just at the end of the shift. Integrating housekeeping into jobs can help ensure this is done. A good housekeeping program identifies and assigns responsibilities for the following:  clean up during the shift  day-to-day cleanup  waste disposal  removal of unused materials  inspection to ensure cleanup is complete Do not forget out-of-the-way places such as shelves, basements, sheds, and boiler rooms that would otherwise be overlooked. The orderly arrangement of operations, tools, equipment and supplies is an important part of a good housekeeping program. The final addition to any housekeeping program is inspection. It is the only way to check for deficiencies in the program so that changes can be made. The documents on workplace inspection checklists provide a general guide and examples of checklists for inspecting offices and manufacturing facilities. Page | 308

Industrial Sewing Machine Operator Participant Guide Report hazards and potential risks/ threats to supervisors or other authorized personnel Reporting hazards The individual who identifies the hazard must report it clearly and quickly to the appropriate University authority (supervisor, Protection Services, Facilities Service or other designated authorities). Individuals detecting a ―high‐risk hazard\" ) must contact Protection Services. Controlling reported hazards the responsibility for properly controlling and containing reported workplace hazards in a timely fashion belongs to the appropriate University authority, who must also inform the original reporter of the action taken and the results obtained. DEFINITIONS Accident: an unexpected event causing injury, illness or even death or involving exposure to harmful substances. Building Management Agent (BMA): a person to whom Functional Occupational Health and Safety Committees (FOHSCs), the University Joint Occupational Health and Safety Committee (UJOHSC) and building occupants report problems or health and safety matters concerning that building. BMAs are designated by Management for each building in which the University of Ottawa operates. Management will also designate a person to whom FOHSCs or the UJOHSC are to submit reports of problems concerning several buildings or campus areas outside of buildings. Building‐related issues: situations that involve the maintenance, the structure or the operation of a building (light replacement, asbestos removal, mould growth, air quality concern, comfort level, etc.). Page | 309

Industrial Sewing Machine Operator Participant Guide Critical injury – an injury of a serious nature that: i) Places life in jeopardy; ii) produces unconsciousness; iii) Results in substantial loss of blood; iv) involves a fracture of a leg, arm, but not a finger or toe; v) involves the amputation of a leg, an arm, a hand or a foot, but not a finger or toe vi) consists of burns to a major part of the body; vii) Causes the loss of sight in an eye. Hazard: a substance or situation that can cause injury or illness, damage to property, damage to the workplace environment, or any combination of these. High‐risk hazard: a substance or situation whose potential for causing injury or illness, damage to property and damage to the workplace environment is especially acute. Report hazards to your supervisor, unless there is an immediate threat to life, safety, property or the environment, in which case you must call Protection Services unless your supervisor has instructed you otherwise. You may report non‐urgent hazards orally or in writing to your supervisor.  For written reports, use e‐mail or the Hazard Report Form.  For hazards requiring immediate attention, provide immediate oral notice, followed by written report when needed. Page | 310

Industrial Sewing Machine Operator Participant Guide In case of a personal threat or workplace violence, consult and follow the Violence In the event that the situation is resolved without your supervisor's involvement, be sure to inform him / her about the hazard and the action taken (especially if the area involved is under the supervisor's direct responsibility). In the event of a personal threat, or workplace violence, follow the Violence Prevention Policy. Participate in mock drills/ evacuation procedures organized at the workplace Preparation is the key to effective response to workplace fires. Fire drills help prepare employees to respond quickly, calmly, and safely. Fire drills play a very important role in workplace fire safety. Although OSHA does not require fire drills, it strongly recommends them. In its ―Evacuation Plans and Procedures eTool,‖ OSHA says: ―It is a good idea to hold practice drills as often as necessary to keep employees prepared. Include outside resources such as fire and police departments when possible. After each drill, gather management and employees to evaluate the effectiveness of the drill. Identify the strengths and weaknesses of your plan and work to improve it.‖ Page | 311

Industrial Sewing Machine Operator Participant Guide It‘s important to note that even though OSHA doesn‘t require drills, local fire codes and your insurance carrier may require you to hold periodic fire drills to ensure safe evacuation of employees. Fire Drill Objectives Fire drill objectives include:  Giving employees an opportunity to practice emergency procedures in a simulated but safe environment  Determining if employees understand and can carry out emergency duties  Evaluating effectiveness of evacuation procedures and determining necessary changes or adjustments to procedures to improve performance  Complying with requirements of the local fire code Fire Drill Frequency How often you conduct fire drills depends in part on the requirements of your local fire code and in part on fire hazards in your workplace. In a workplace with serious fire hazards (for example, flammable materials or difficult egress as in high rise buildings), fire drills should be conducted at least once every 3 months. In other workplaces every 6 months may be adequate. Fire Drills: Announced or Unannounced Employees probably prefer announced drills, and it might be easier for supervisors to plan for the event and minimize workflow disruption. But unannounced drills more accurately measure evacuation readiness in most cases. Whether fire drills are announced or unannounced really depends on the goal of a particular drill. Page | 312

Industrial Sewing Machine Operator Participant Guide For example, if you are introducing employees to new evacuation procedures or routes, an announced drill is probably more appropriate, since this will give everyone a chance to practice in a more secure way. Employees will know this isn‘t ―the real thing,‖ and will therefore more likely be calm and focused on learning the new information. Similarly, if you want to drill one department or work area in specific emergency procedures, or if you want to see how a group of workers will respond to one of their evacuation routes being blocked, giving employees and group fire marshals a chance to discuss the simulation and develop team strategies might be a good idea. On the other hand, there‘s nothing like surprising people to see how they will react. And since emergency situations are never planned, you want to see how you‘re people will react if they think it is ―the real thing.‖ So unannounced drills can also be very useful. Fire Drill Evaluation To make sure drill objectives have been met and employees have conducted themselves properly and effectively during the drill, the safety staff should observe the drill and evaluate it immediately following the event. When evaluating fire drills, ask questions such as:  Did your fire alarm activate properly?  Did all employees hear the alarm?  Did any voice communication system operate properly and were instructions audible?  Did electro-magnetic locking devices release locked doors upon the fire alarm system signal?  Did employees check work areas for fire? Page | 313

Industrial Sewing Machine Operator Participant Guide  Did they close doors and windows (if applicable) before evacuating?  Was equipment properly shutdown?  Did all employees participate in the drill?  Did employees carry out emergency duties properly?  Did employees follow assigned evacuation routes?  Were corridors and stairwells clear and unobstructed?  Did any employees who need assistance evacuating get it?  Did employees go directly to assembly areas after evacuating the building?  Did someone check to make sure all employees were accounted for? Pre-Fire Drill Procedures To be conducted by supervisory staff or maintenance personnel. 1. Contact the fire alarm monitoring company and advise them of the upcoming fire drill. Ensure to supply the monitoring company with the estimated timeline to conduct the fire drill. 2. Contact the Regional Emergency Services (RES) non-emergency line at 780-743- 7061. Ensure to supply Dispatch with the estimated timeline to conduct the fire drill. Initiating the Fire Drill Is there a ―Fire Drill‖ feature on the panel?  Yes – utilize this feature to activate alarms for the purpose of the fire drill.  No – activate the nearest manual pull station. 2. Record the time from the activation of the fire alarm to the evacuation of all staff, students and clientele. Page | 314

Industrial Sewing Machine Operator Participant Guide During the Fire Drill Supervisory staff are to monitor the evacuation process and note any of the following:  Are individuals closing the doors upon exiting rooms?  Are individuals remaining calm and proceeding towards the nearest exit?  Are individuals assembling at the designated muster point?  Are fire wardens (if applicable) ensuring the safe evacuation of all individuals?  Are all individuals being accounted for (if applicable)?  Are exits guarded to prevent re-entry into the building? After the Fire Drill 1. Record the total evacuation time in the evacuation checklist report. 2. Silence the alarms, reset the manual pull station and reset the fire alarm system. 3. Ensure the fire alarm system is back to normal operating condition. 4. Inform individuals that they can re-enter the building. 5. Contact the fire alarm monitoring company and RES dispatch to advise that the fire drill is complete. 6. Re-evaluate any concerns that arose during the fire drill and discuss as a group (ex. safety meeting). 7. Keep record of the fire drill and any notes on the evacuation checklist report. Undertake first aid, fire-fighting and emergency response training First aid provides the initial attention to a person suffering an injury or illness. First aid in the workplace has a number of benefits including: Page | 315

Industrial Sewing Machine Operator Participant Guide  saving lives,  preventing permanent disablement,  providing immediate support to the injured person  improving safety awareness and preventing injury and illness in the workplace, and  Assist in the early return to work and rehabilitation. Having identified your potential injuries and illnesses, and assessed your first aid requirements, you are now ready to develop your first aid plan. • The first aid plan must ensure that all employees and other persons on-site are provided with first aid services adequate for the immediate treatment of injuries and illnesses that arise in a workplace. • In many workplaces, this will mean providing a number of trained first aiders: the number must be determined with reference to the assessment factors we have just looked at. • A plan as to which areas and shifts the first aiders will cover is essential. It is the job of the trained first aider to provide initial treatment to injured or ill employees: which is consistent with first aider‘s level of training and competence. Where the treatment required is beyond a first aider‘s level of competence, they should recommend that the employee seek medical assistance. For example, a local medical clinic may become the preferred medical provider for a workplace. Medical staff from the clinic may be encouraged to become familiar with identified workplace hazards, and special arrangements and communication procedures agreed upon for providing emergency assistance. In certain high risk situations, and particularly in large workplaces (e.g. over 200 employees), the first aid assessment may indicate the need to provide access to first aid professional staff. You must know who will do what - and in what sequence before an accident occurs. People need to understand their specific role, and how it fits in to the overall plan. For example: Employee notifies supervisor and first aider of accident ➔ supervisor alerts management ➔ first aider attends to injured person ➔ supervisor manages employees in the vicinity of the accident ➔ first aider or a designated person notifies and co-ordinates ambulance or medical assistance. Sick or injured employees may need to be taken to a first aid room (or suitable alternative) while recovering from an incident, waiting for medical attention to arrive or undergoing treatment of less serious injuries. The need for a first aid room will depend on the outcomes of your first aid assessment and size of workplace. Page | 316

Industrial Sewing Machine Operator Participant Guide Take action based on instructions in the event of fire, emergencies or accidents A fire emergency evacuation plan (FEEP) is a written document which includes the action to be taken by all staff in the event of fire and the arrangements for calling the fire brigade. It can include any relevant information in relation to the FEEP. General Fire Notice For small premises this could take the form of a simple fire action sign posted in positions where staff and relevant persons can read it and become familiar with its contents. Staff Fire Notice High fire risks or large premises will need more detailed emergency evacuation plan which takes account of the findings of the risk assessment, e.g. the staff significantly at risk and their location. In addition notices giving clear and concise instructions of the routine to be followed in case of fire should be prominently displayed. In certain cases you should nominate persons to implement the fire action plan and give them adequate training in fire fighting and evacuation procedures. The following items should be considered where appropriate:  Fire evacuation strategy  Action on discovering a fire  Action on hearing the fire alarm  Calling the fire brigade  Power/process isolation  Identification of key escape routes  Fire wardens/marshals  Places of assembly and roll call  Firefighting equipment provided  Training required  Personal Emergence Evacuation Plan  Liaison with emergency services Fire evacuation strategy You need to consider how you will arrange the evacuation of the premises in the light of your risk assessment and the other fire precautions you have or intend to put in place. Simultaneous Evacuation In most premises, the evacuation in case of fire will simply be by means of everyone reacting to the warning signal given when a fire is discovered, then making their way, by the means of escape, to a place of safety away from the Page | 317

Industrial Sewing Machine Operator Participant Guide premises. This is known as a simultaneous evacuation and will normally be initiated by the sounding of the general alarm over the fire warning system. Vertical Phased Evacuation In some larger complex premises, the emergency arrangements are designed to allow people who are not at immediate risk from a fire to delay starting their evacuation. It may be appropriate to start the evacuation by initially evacuating only the area closest to the fire and warning other people to stand by. This is normally done by immediately evacuating the floor where the fire is located and the floor above. The other floors are then evacuated one by one to avoid congestion on the escape routes. The rest of the people are then evacuated if it is necessary to do so. The fire warning system should be capable of giving two distinctly different signals (warning and evacuation) or give appropriate voice messages. Horizontal Phased EvacuationIn hospitals, and care homes the floor maybe divided into a number of fire resisting compartments and the occupants are moved from the compartment involved in fire to the adjacent compartment and if necessary moved again. Depending onto the fire situation it may eventually be necessary to consider vertical evacuation. Because of the extra time this type of evacuation takes, other fire precautions maybe be required. These include:  voice alarm systems  fire control points  compartmentation of the premises using fire-resisting construction  sprinklers in buildings where the top floor is 30 metres or more above ground level Staff Alarm Evacuation (Silent Alarm) In some cases it may not be appropriate for a general alarm to start immediate evacuation. (Cinemas and Theatres) This could be because of the number of members of the public present and the need for the staff to put pre-arranged plans for the safe evacuation of the premises into action. In such circumstances a staff alarm can be given (by fire records, personal pagers, discreet sounders or a coded phrase on a public address system etc). Following the staff alarm, a more general alarm signal can be given and a simultaneous or phased evacuation started. The general alarm may be activated automatically if manual initiation has not taken place within a pre-determined time. Page | 318

Industrial Sewing Machine Operator Participant Guide Defend in Place This strategy may be considered in blocks of flats were each flat is a minimum 60 minutes fire resisting compartment. It may also be considered in hospitals or nursing homes were patients are connected to life supporting equipment and cannot be moved. The concept allows the occupants to stay put and allow the fire service to extinguish the fire. If the fire spreads and it cannot be controlled then they will initiate a full evacuation. In the case of patients connected to life supporting equipment then a decision would have to be made which option is the best, stay or move, either way the patient would be at serious risk. You should only plan to use defend in place or phased evacuation schemes, or a staff alarm system, if you have sought the advice of a competent person and the fire and rescue service. Action on discovering a fire: On discovering a fire, it is the duty of every person to sound the nearest fire alarm immediately. The plan should include the method of raising the alarm in the case of fire. Action on hearing the fire alarm The plan should instruct all personnel upon on hearing the fire alarm to act in accordance with the agreed FEEP strategy and if a fire warden‘s scheme is in force they, on hearing the alarm, should proceed to pre-determined positions to assist members of the public and staff to leave the building by the nearest safe route. Lifts and escalators should not be used due to possible electrical failure unless they are part of a Personal Emergency Evacuation Plan. Page | 319

Industrial Sewing Machine Operator Participant Guide Personnel should not re-enter the building with the possible exception of the Fire Team. Calling the fire brigade The Fire Service should also be informed immediately, either by switchboard operator or person discovering fire, dependant on conditions.  Work Time – Switchboard operator to be conversant with the emergency evacuation plan, also should ensure necessary extensions switched through, when switchboard is unattended.  Other Times – Remainder of Staff (Cleaners, caretakers etc) also to be conversant with procedure. In any case the senior official should ensure that Fire Service is called in the event of an outbreak of fire. Power/process isolation Close Down Procedure – Adopt your own ‗ Close Down‘ procedure as appropriate Identification of key escape routes In premises where members of the public or persons unfamiliar with layout of the premises are present there should be means available to identify the key escape routes. They could include schematic drawings and most importantly emergency escape and exit signs. Fire Wardens/Marshals The Responsible Person where necessary to safeguard the safety of employees should nominate employees to implement certain fire safety measures which will include the fire evacuation. The general term used for these people are fire wardens or fire marshals. Page | 320

Industrial Sewing Machine Operator Participant Guide The need for fire wardens depends on the size and complexity of the premises. You may require one on each floor or department with a chief fire warden coordinating their actions to make sure all persons are accounted for in the event of a fire. They also require special training above the needs of the normal employee, this training could be in house or by an external fire training organisation. They should be competent in the use of fire extinguishers and be capable of extinguishing small fires. They should have some knowledge of fire prevention and be able to identify possible fire hazards to prevent fire from occurring. Finally they should have an in depth knowledge of the FEEP and their role in implementing it. The duties and responsibilities of Fire Wardens/Marshals A senior official in each building [Chief Fire Warden] should be given the responsibility of maintaining a high standard of fire precautions and the overall responsibility for the action in the event of fire. He/she should have a nominated deputy. Evacuation fire wardens should be appointed for each room/department/floor as applicable and each warden should have a nominated deputy. Fire Wardens/Marshals should be responsible for  Fire routine and evacuation drill procedure  Ensuring personnel know location of fire alarm points.  Ensuring regular use of primary and secondary escape routes.  The close down procedure  Procedure for nominated staff to assist employees and members of the public to nearest exits. A senior fire warden/marshall should be made responsible for ensuring that notices are correctly sited the fire emergency evacuation plan is properly distributed and under stood by all. Page | 321

Industrial Sewing Machine Operator Participant Guide Places of assembly and roll call Personnel should assemble at a pre-determined assembly point. 1. Pre-determined assembly points should be arranged and a roll call of staff to be taken. The person who is in charge of the assemble point should report to the person who as been nominated the fire service liaison person indicating all persons accounted for or whose missing and where they were last seen. 2. Another consideration when selecting the location for an assemble site is to fully understand the fire emergence evacuation plan. Calculate the number of staff that would need to assemble and if it was a multi-occupied building you would need to co-operate with the other occupants. 3. It is also very important to be familiar with the surrounding topography. 4. The assemble point should be far enough away from the building not to put staff in danger of radiated heat and falling debris. Give ample room so you do not interfere with firefighting operations and do not jeopardise the actions of the fire service. 5. Be close enough to ensure that the nominate person who is in charge of the assemble point; can communicate with the nominated fire liaison person who should be located near the main entrance. This could be simple talking to him direct, or the use of runners or electronic communications (pack sets, mobile phone) 6. The area chosen should be larger enough to accommodate all the staff, if this cannot be found you may have to consider additional sites. Open areas are ideal like pedestrian areas also car parks could be considered but be aware of the dangers. 7. It should not be in an enclosed area and the staff should be able to disperse without the need to pass close to the premises on fire. Page | 322

Industrial Sewing Machine Operator Participant Guide 8. Inclement weather needs to be considered and some form of shelter or other weather protection may be necessary as the staff are most likely to have evacuated without collecting their out of doors clothing. 9. Use appropriate signs where this is feasible as it leaves no doubts in the minds of staff Firefighting equipment provided A nominated fire team, if available, or any trained competent person should, where possible, attack fire with appropriate equipment however firefighting is always secondary to life safety. DO NOT PUT ANY PERSONS AT RISK. Training required The emergency evacuation plan should be the subject of frequent training so all employees are familiar with its contents and there should be regular evacuation drills. You are required to carry out this fire training and it is recommended that you keep a record of the results of that training. This will assist you if you are ever required to prove your actions in the future. The fire emergency evacuation plan must be included in the instruction and training you need to give your employees. Effective fire routine is dependent on regular instruction, training, practice, etc. Regular drills should be carried out using varying escape routes assuming the normal evacuation route is not available. Fire drills should consider the following points:  Regular intervals  Records kept  There should be drills completed at least once a year, from sounding of alarm to roll call procedure  Fire Alarms and Fire Fighting Equipment should be tested at weekly intervals and records kept  Fire equipment regularly serviced I would suggest you seek the advice of a competent person and do not finalise your proposals until you have his/her comments. Page | 323

Industrial Sewing Machine Operator Participant Guide Personal Emergency Evacuation Plan (PEEP) In order to assist disabled or sensory-impaired people to escape from fire it may be necessary for staff to be trained in the correct procedures to cope with this eventuality. Advice on the specific needs of disabled and sensory-impaired people can be obtained from organisations representing the various groups. The address and telephone number of these organisations can be found in the telephone directory, listed under the appropriate disability. You must take account not only of the people in your premises (employed or otherwise) who may be able to make their own escape, but also those who may need assistance to escape, e.g. by having adequate staffing levels especially in premises providing treatment or care. Follow organization procedures for shutdown and evacuation when required Workplaces need a plan for emergencies that can have a wider impact. Special procedures are needed for emergencies such as serious injuries, explosion, flood, poisoning, electrocution, fire, release of radioactivity and chemical spills. Quick and effective action may help to ease the situation and reduce the consequences. However, in emergencies people are more likely to respond reliably if they:  are well trained and competent rehearsed plans, actions and  take part in regular and realistic practice  have clearly agreed, recorded and responsibilities Write an emergency plan if a major incident at your workplace could involve risks to the public, rescuing employees or co-ordinating emergency services. Where you share your workplace with another employer you should consider whether your emergency plans and procedures should be co-ordinated. Points to include in emergency procedures  Consider what might happen and how the alarm will be raised. Don‘t forget night and shift working, weekends and times when the premises are closed, eg holidays  Plan what to do, including how to call the emergency services. Help them by clearly marking your premises from the road. Consider drawing up a simple plan showing the location of hazardous items Page | 324

Industrial Sewing Machine Operator Participant Guide  If you have 25 tonnes or more of dangerous substances, you must notify the fire and rescue service and put up warning signs  Decide where to go to reach a place of safety or to get rescue equipment. You must provide suitable forms of emergency lighting  You must make sure there are enough emergency exits for everyone to escape quickly, and keep emergency doors and escape routes unobstructed and clearly marke.  Nominate competent people to take control (a competent person is someone with the necessary skills, knowledge and experience to manage health and safety)  Decide which other key people you need, such as a nominated incident controller, someone who is able to provide technical and other site-specific information if necessary, or first-aiders  Plan essential actions such as emergency machinery, tools shutdown, isolation or making processes safe. Clearly identify important items like shut- off valves and electrical isolators etc  You must train everyone in emergency procedures. Don‘t forget the needs of people with disabilities and vulnerable workers  Work should not resume after an emergency if a serious danger remains. If you have any doubts ask for assistance from the emergency services Page | 325

Industrial Sewing Machine Operator Participant Guide CHAPTER- 12 Comply with Industry, regulatory and organisational requirements Introduction This unit provides Performance Criteria, Knowledge & Understanding and Skills & Abilities required for complying with legal, regulatory and ethical requirements at the workplace. A list of the policies and procedures that define, regulate and inform how you and your organization operate and information on how to develop a policy. An organization should have the policies in place to explain how they will deal with issues when they arise and to show that they operate in a fair and consistent way towards all employees. Induction is a good way of making policies known to new employees, volunteers and trustees, but they also need to be systematically reinforced in a variety of contexts. In our Tools & Resources section NCVO members can access free example HR policies to help you produce a clear set of employment documents for your organization. Essential policies All organizations regardless of size need, as a minimum, the following policies and procedures.  Recruitment and selection process  Equal opportunities policy Page | 326

Industrial Sewing Machine Operator Participant Guide  Dignity at work including Harassment and bullying  Discipline and grievance procedures including gross misconduct list: Grievance and disciplinary  Health and Safety (where five or more staff are employed)  Code of conduct - organizational 'rules' specific to your organization  Sickness absence including pay rates, reporting arrangements, monitoring absence, dealing with short/long term absence  Annual leave including public holidays, carrying forward leave, requesting holiday, pro rata entitlement for part-time staff  Rules regarding other types of absence including unauthorized absence  Family policies including parental rights such as maternity, paternity, adoption, parental, dependent‘s leave maternity leave  Statutory rules on retirement  Statutory flexible working arrangements  Pay and pensions information including the treatment of deductions from pay  Disclosure and Barring Service Some of the above will be directed and covered by the drafting of the statement of employment particulars (commonly known as the contract of employment) which is also an essential document. How to develop a policy To develop a policy you must:  decide whether this is an area where the board or the executive committee should be determining policy  arrange for a sub-group, member of staff or individual trustee to produce a draft policy for discussion Page | 327

Industrial Sewing Machine Operator Participant Guide  discuss (including consultation with trustees, employees, volunteers and service users as applicable) and agree the final version  In the case of board policy, ensure the entire board ratifies the document and builds in a date for review. What should an employment policy include? A basic policy structure includes information about:  application: describes to whom the policy or procedure applies  purpose: sets out why the policy is in place and its aims (i.e. a safe workplace)  sanctions: sets out how, for example, the misuse of alcohol or drug will be treated, i.e. misconduct or bad enough to be gross misconduct  advice: outlines what support you will provide either directly or indirectly  Review process: includes the date of issue and date for review. Defining a good policy A good policy has a definite purpose and is:  easily understood and written in plain, jargon-free English  linked to your strategy  flexible and can adapt to change  suited to the culture of the organization  developed through the involvement of employees and interested stakeholders  Communicated to all relevant people. Page | 328

Industrial Sewing Machine Operator Participant Guide What is a workplace policy? A policy is a statement which underpins how human resource management issues will be dealt with in an organization. It communicates an organization‘s values and the organization‘s expectations of employee behaviors and performance. Workplace policies often reinforce and clarify standard operating procedure in a workplace. Well written policies help employers manage staff more effectively by clearly defining acceptable and unacceptable behavior in the workplace, and set out the implications of not complying with those policies. A workplace policy consists of a statement of purpose and one or more broad guidelines on action to be taken to achieve that purpose. The statement of purpose should be written in simple terms, free of jargon. The length of the policy may vary depending on the issue it addresses. A policy may allow discretion in its implementation and the basis of that discretion should be stated as part of the policy. A policy may also be required where there is a diversity of interests and preferences, which could result in vague and conflicting objectives among those who are directly involved. Not all workplace issues require a policy. Many routine matters can be dealt with through simple workplace procedures and processes being put in place. Benefits of having workplace policies Well-written workplace policies:  are consistent with the values of the organization  comply with employment and other associated legislation  demonstrate that the organization is being operated in an efficient and businesslike manner  ensure uniformity and consistency in decision-making and operational procedures Page | 329

Industrial Sewing Machine Operator Participant Guide  add strength to the position of staff when possible legal actions arise  save time when a new problem can be handled quickly and effectively through an existing policy  foster stability and continuity  maintain the direction of the organization even during periods of change  provide the framework for business planning  assist in assessing performance and establishing accountability  Clarify functions and responsibilities. Developing and introducing workplace policies Step 1 – Management Support It is crucial to have senior management support for the implementation or modification of a policy, especially where policies relate to employee behavior. The endorsement and modeling of the behavior by senior managers and supervisors will encourage staff to take the policies seriously. While management support for a policy is an important first step before actively seeking employee feedback on a proposed policy, the idea for the policy and some of its details may in fact come from staff. Step 2 - Consult with staff Involve staff in developing and implementing workplace policies to promote stronger awareness, understanding and ownership of the outcome. Staff involvement also helps to determine how and when the policies might apply, and can assist in identifying possible unintentional outcomes of the policy. Page | 330

Industrial Sewing Machine Operator Participant Guide Step 3 - Define the terms of the policy Be explicit. Define key terms used in the policy at the beginning so that employees understand what is meant. The policy should explain what acceptable and unacceptable behavior in the workplace is. You may wish to include specific examples to illustrate problem areas or unacceptable types of behaviors. For example: An individual shall be deemed to be under the influence of alcohol if he/she exceeds a blood alcohol level of 0.05% (0.02% for heavy vehicle drivers). Be clear about who the policy applies to. For example, does it only apply to employees of the company or to contractors and sub-contractors engaged to perform work on business premises? This is particularly important, for example, with occupational health and safety which covers everyone in the workplace. The policy may also need to contain information about what to do if it is not possible to follow the policy. For example, if you have a policy relating to punctuality, you may need to include a procedure outlining what to do if the employee is going to be late. The policy should also contain procedures to support the policy in its operation, such as the implications for not complying with the policy. Example 1: Occupational health and safety No employee is to commence work, or return to work while under the influence of alcohol or drugs. A breach of this policy is grounds for disciplinary action, up to and including termination of employment. Page | 331

Industrial Sewing Machine Operator Participant Guide Example 2: Email policy Using the organization‟s computer resources to seek out, access or send any material of an offensive, obscene or defamatory nature is prohibited and may result in disciplinary action. Step 4 - Put the policies in writing and publicize them To be effective, policies need to be publicized and provided to all existing and new employees. This includes casual, part-time and full-time employees and those on maternity leave or career breaks. Policies should be written in plain English and easily understood by all employees. Consider translating the policies into the appropriate languages for employees whose first language is not English. Ensure all staff understands what the policies mean. Explain how to comply with the policies and the implications of not complying. Step 5 - Training and regular referral The policies may be explained to staff through information and/or training sessions, at staff meetings and during induction sessions for new staff. They should also be reiterated and discussed with staff regularly at staff meetings to ensure they remain relevant. Copies of policies should be easily accessible. Copies may be kept in folders in a central location or staff areas, in staff manuals and available on the organization‘s intranet system. Page | 332

Industrial Sewing Machine Operator Participant Guide Step 6 – Implementation It is important that policies are applied consistently throughout the organization. A breach of a policy should be dealt with promptly and according to the procedures set out in the policy. The consequence of the breach should also suit the severity of the breach – whether it be a warning, disciplinary action or dismissal. Case study An organization which dismissed an employee for sexual harassment was subsequently ordered to re-employ the sacked staff member as they had failed to follow their own policy. The company had a policy of zero tolerance to sexual harassment but failed to exercise the provision when the policy was breached. The Commission hearing revealed that the company had breached its own policy when it issued the employee numerous unofficial warnings instead. Step 7 - Evaluate and review Review policies regularly to ensure they are current and in line with any changes within the organization. Where policies are significantly changed they should be re- issued to all staff and the changes explained to them to ensure they understand the organization‘s new directions. These changes should also be widely publicized. Policy checklist A workplace policy should:  set out the aim of the policy  explain why the policy was developed  list who the policy applies to  set out what is acceptable or unacceptable behavior Page | 333

Industrial Sewing Machine Operator Participant Guide  set out the consequences of not complying with the policy  Provide a date when the policy was developed or updated. Policies also need to be reviewed on a regular basis and updated where necessary. For example, if there is a change in equipment or workplace procedures you may need to amend your current policy or develop a new one. Types of workplace policies Here are some examples of common workplace policies that could assist your workplace: Code of conduct A code of conduct sets standards of behavior or appearance in the workplace. These standards will vary depending on the industry, the role of the employee and work undertaken by staff. A code of conduct may include dress standards at work or email and internet use. Dress standard A policy on dress standard will depend on a number of issues, including:  if the industrial award covering staff requires their employer to provide them with uniforms  if the employer wants staff to be in uniform  whether the employer will provide the uniform or subsidies the cost of the uniform  If a uniform is not required, what is appropriate dress for the workplace? Page | 334

Industrial Sewing Machine Operator Participant Guide 'Business dress' or 'smart casual' are terms that are often used in workplaces. However, the employer should specify what these terms mean. For example, the business may wish to exclude particular items of clothing such as midriff tops, hipster pants and singles, short and open shoes if safety is an issue. Remember, the policy cannot discriminate between men and women. If men are not allowed to wear jeans or earrings, neither can women. If introducing a uniform or dress standard in the workplace, it is important to include employees in the decision making. Some employees have very strong views about being asked to wear a uniform and these need to be considered before taking any action. Job applicants may dress more formally to an interview than they will on a day-to- day basis and may not be aware of the business's dress standards. Ensure the business's dress requirements are outlined to every new employee before they start. This information should also be included in their appointment letter. Internet and email usage Determining what is or is not acceptable usage of the internet during working hours is of concern to many employers. Companies have valid reasons for wanting to manage the use of personal email, interactive gaming and social media sites. In developing a policy on the use of the internet and email at work it is important to ensure that all terms such as 'offensive' and 'inappropriate' are clearly explained and understood by all staff. The policy should outline that the company will not tolerate any form of offensive or inappropriate material being accessed, transmitted or stored on the business system. Ideally the policy should meet the needs of the business as well as complying with any legal requirements. Page | 335

Industrial Sewing Machine Operator Participant Guide Unlike personal property kept in a desk drawer or locker, electronic messages sent or received at work are not legally considered to be personal property. However, employees also have legitimate expectations of privacy in relation to their email communications. A failure to acknowledge these expectations can affect the usefulness of providing email facilities. Try and balance staff privacy with the legitimate interests of the business. Restrictive or intrusive policies or practice could have a negative impact on morale and productivity. Any email and Internet policy should cover:  requirements for storing email where it relates to the core business of the organization  whether back-up copies are stored on the server and who has access to them  whether the company monitors logs of Internet usage which may reveal information such as which servers (including websites) have been accessed by the employee and email addresses used  level of privacy employees can generally expect for their email  circumstances in which management reserves a right to read and take action on employee email  confirmation that email can be subject to production in litigation or other investigations  That it is unacceptable to use email to abuse or harass other employees. The policy should also define what the business considers is acceptable and unacceptable use. Page | 336

Industrial Sewing Machine Operator Participant Guide For example, employees may use the Internet access provided by the company for:  any work-related purposes  accessing the web for personal purposes, provided that personal use is moderate in time, does not incur significant cost to the company and does not interfere with the duties of the employee or his or her colleagues  Sending and receiving personal emails, provided that if emails are sent with a company address, a disclaimer is attached stating that the views of the sender may not represent those of the company. Employees may not use the Internet access provided by the company to:  create or exchange messages that are offensive, harassing, obscene or threatening  visit web sites containing objectionable (including pornographic) or criminal material  exchange proprietary information, trade secrets, or any other confidential or sensitive information about the company (unless in the authorized course of their duties)  create, store or exchange information in violation of copyright laws (including the uploading or downloading of commercial software, games, music videos or movies)  use Internet enabled activities such as gambling, excessive gaming, conducting a business or conducting illegal activities  Create or exchange advertisements, solicitations, chain letters and other unsolicited or bulk email. Page | 337

Industrial Sewing Machine Operator Participant Guide Sample disclaimer This email (and any file transmitted with it) is intended for the addressee only and may contain confidential information. If you have received this email in error, please delete it and notify the originator of the message. Any views expressed in this message are those of the individual sender except where the sender (with authority) states them to be the views of the company. Smoking in the workplace As an employer, there are legislative requirements for the employer to provide a healthy and safe workplace for employees. The employer has the right to designate the workplace as smoke free and can indicate that in job advertisements. There is no legal requirement for an employer to provide smoke breaks. While an employer may be prepared to recognize the needs of a smoker, they also need to avoid the problem caused by an employee disappearing on a regular basis for a 'smoke break'. Setting guidelines (morning, afternoon tea and lunch breaks) makes it clear to staff about what is acceptable and also overcomes the antagonism that may come from non-smoking employees when a smoker takes excessive breaks. Points to be considered when drafting a non-smoking policy The following information will assist when introducing a smoking policy in the workplace:  identify the aim of the policy, which is to achieve a workplace free of environmental tobacco smoke when the smoking ban comes into place Page | 338

Industrial Sewing Machine Operator Participant Guide  list the specific areas affected  indicate if professional advice about coping without cigarettes and quitting smoking is available and where to get help  ensure that new employees are told when applying for a job that the workplace has a non-smoking policy  be clear that staff cannot be disciplined when they smoke away from the workplace or during their own time  emphasize that smokers are not entitled to smoke in the workplace even if staff in a particular area all want to smoke  be clear that even those who work in isolation are prohibited from smoking as they are likely to affect others who come into the area or through the air conditioning system  specify that designated smoking areas must be outdoors with no possibility of contamination of indoor areas  Set out the times during which smokers are able to use the designated smoking areas. Build the Strengths of Your Team Members and Supervisor 1. Name the strengths. Don‘t assume that employees know their strengths. People often take their most powerful talents for granted. Meet individually with team members to discuss how they—and you—see their core competencies and strengths. Name each strength out loud, and ask how those strengths might be applied to your project. 2. Apply individual strengths to achieve the team’s overall goals. Page | 339

Industrial Sewing Machine Operator Participant Guide Help your team understands each other‘s strengths and how these talents unite to create a powerful picture and improve teamwork skills. Speak to the strengths of individual team members in the presence of project compatriots. Suggest how the team might take advantage of others‘ strengths, and hear what the team has to say. And why stop there? Look beyond your projects to the wider organization to see whether demonstrated strengths can be used in neglected areas of the broader business. 3. Assign team projects based on employees’ strengths. You would never intentionally assign tasks based on weaknesses, but you might overlook strengths unless they‘re surfaced. 4. Help employees align their strengths with the expectations and responsibilities of their roles. In the best case situations, team members‘ strengths should align with expectations; but sometimes things go a little off course. Make sure you nurture and guide individuals to focus on their core strengths and then give them goals that align with their talent and responsibilities. You‘ll have more contented team members, too. Page | 340

Industrial Sewing Machine Operator Participant Guide 5. Ask your organization for some “strength training.” Invest in a course to hone skills that identify and optimize the strength of your team members. This type of training may be something your HR department can deliver, or you might, with your company‘s support, find training outside of your organization. 6. Open career growth opportunities or training for your team. Tell team members that if they have a strength they‘d like to develop, you‘re willing to support them. This encouragement may motivate employees to actively discover their strengths and do what they need to develop their professional skills. Page | 341

Industrial Sewing Machine Operator Participant Guide Chapter-13 First aid and CPR Safety is important to everyone and it is your responsibility to maintain a safe working place. To maintain a safe environment, learn these safety rules and practice them at all times. Safety Rules:  When in doubt, ask the instructor.  Report any injuries or accidents immediately to the instructor. Also, Report a breakage to a tool or m/c to the instructor. If the equipment does not operate properly, notify the instructor immediately.  Wipe up any oil specified on the floor immediately to prevent anyone from slipping. Keep aisles clear at all times.  Operate only the machines you have been trained to operate and when the instructor or supervisor/ assistant is present.  Operate machines only with permission.  Always inspect the m/c before starting to work. Be sure it is clean and threaded correctly, with no loose threads on the pulley belt and all guards in place.  Make only adjustments you have been trained to perform  When sewing on a power m/c, wear low shoes & close-fitting clothing. Avoid loose fitting sleeves, sweaters, jewelry, ties, and ribbons when operating the machine. If your hair is long, tie it back.  Always practice proper posture to reduce fatigue, help prevent accidents and increase efficiency. If possible, adjust the chair height so that your feet rest flat on the floor.  Do not pull your chair forward or toward while operating the machine.  Use both hands to raise & lower the machine head.  Always keep your head above the table.  Keep your feet off the treadle when you are setting or threading the needle.  Turn the motor off: 1. Before cleaning, oiling or adjusting the machine. 2. Before removing or replacing the pulley belt and run the machine out. Wait until all motion has stopped. 3. In case of an emergency or when in doubt. 4. Before unplugging the machine.  When unplugging the machine, hold onto the plug, not the cord.  Do not use your hand to stop and start the hand wheel. Use your hand only to set the hand wheel. Page | 342

Industrial Sewing Machine Operator Participant Guide  Before operating the m/c., close the slide bed cover and be sure the needle is properly set and the bobbin is properly placed.  When operating the machine, do not be careless. Do not talk with your colleagues. Keep your attention on your work and hands. Keep your hands at a safe distance from the needle. Keep your hands, scissors, and other sharp objects away from the belt.  Keep the machine and work station clean with tools in the side drawer.  Use the proper needle for the job.  Do not stitch over pins or put them in your mouth.  When the m/c is not in use, lower the foot and needle.  Three-way plugs are a safety feature on the machines. Do not cut off the ground prong.  Unplug the machine at the end of the day.  Know the location of the main power switch, outlets, and fuses in case of an emergency.  Do not remove any safety devices from the machines.  Turn off the iron at the end of the work.  Always place the iron on the iron pad to avoid scorching the ironing board cover.  Always place the industrial iron flat on the iron pad to avoid knocking it over.  When trimming or cutting, put all trimmings in the wastebasket.  Scissors should be handed to another person with the handles toward the person. Never toss or throw scissors or equipment.  Do not eat, drink, or smoke in the work area.  Safety instructions  All safety devices must be in position when the machine is ready for work or in operation. The operation without the specified safety devices is not allowed. Read the Instruction Manual before you use the machine. In addition, keep this Instruction Manual so that you may read it at any time when necessary. Use the machine after it has been ascertained that it conforms to safety rules standards valid in your Country. General maintenance and inspection work and also repair, remodeling and adjustment works must only be done by appropriately trained technicians or personnel.  For personal protection, wear safety glasses. Tampering with the live parts and devices is prohibited.  For the following, turn off the power switch or disconnect the power plug of the m/c from the receptacle:  1. For threading needle(s), looper, spreader etc. and reo placing bobbin. 2. For replacing part(s) of needle, presser foot, throat plate, looper, spreader, feed dog, needle guard, folder, cloth guide etc. 3. For repair work. 4. When leaving the working place or when the working place is unattended. 5. When using clutch motors without applying brake, wait until the motor stops totally. Page | 343

Industrial Sewing Machine Operator Participant Guide  If you should allow oil, grease, etc. used with the machine and devices to come in contact with your eyes or skin or swallow any of such liquid by mistake, immediately wash the contacted areas and consult a doctor. NOTES _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ Page | 344

Industrial Sewing Machine Operator Participant Guide _________________________________________________ ____________ Page | 345

Industrial Sewing Machine Operator Participant Guide Page | 346