Ana Caroline Baú
Federal Technological University of Paraná, Ponta Grossa, Brazil
E-mail: anacbau@gmail.com
Emy
Sakakibara
Federal Technological University of Paraná, Ponta Grossa, Brazil
E-mail: emy_sak@hotmail.com
Fernanda
Deschamps
Federal Technological University of Paraná, Ponta Grossa, Brazil
E-mail:
feer.ps@hotmail.com
Letícia Coutinho Christóforo
Federal Technological University of Paraná, Ponta Grossa, Brazil
E-mail: le_christoforo@hotmail.com
Daiane Maria De
Genaro Chiroli
Federal Technological University of Paraná, Ponta Grossa, Brazil
E-mail: daianechiroli@utfpr.edu.br
Submission: 15/02/2018
Revision: 15/03/2018
Accept: 11/06/2018
ABSTRACT
This
article aims at the implementation of safety at work in the daily life of a
Junior Company, which often uses laboratories for chemical analysis. To achieve
the objective, initially a risk map was structured. Then, a business model was
defined, adding safety factors through the methodology of Business Model
Canvas. And finally, the application of the Balanced Scorecard, proposing
objectives and operation’s indicators relating this specific junior company.
When the analysis was done, the presence of hazards was detected in the
laboratory and there have been set ways to eliminate or minimize these risks
and accidents at work.
Therefore,
after the implementation of this study, the company has a structured safety
culture, allowing focused actions of improvements, education and training.
Keywords: laboratory; work
safety; risk map; canvas; balanced scorecard.
1. INTRODUCTION
In
Brazil, in 1977, the consolidation of labor laws occurred, assigning rights and
duties for employers and employees regarding safety standards and medical
program. Labor safety, defined as a matter of great importance within labor
relations, sets measures and actions that aim to better working conditions for
employees, reducing the occurrence of accidents, which generate personal
suffering, health system costs, utilization of the social security system, as
well as production stoppage and the expense of defective machinery (IIDA,
2005). The security is important in all environments, whether it is the
community, companies or educational environments.
In
this context, biosecurity and biosafety refer to the use of knowledge,
techniques and equipment, in order to prevent professional, academic,
community, laboratory
and the environment from the exposure of potentially pathogenic biological
agents. For the purpose of establishing secure conditions for handling and
containment of biological agents, including: safety equipment, techniques and
laboratory practices, physical structure of laboratories, as well as
administrative management (HIRATA; MACRAILD, 2002; BRAZIL, 2006; MASTROENI,
2005).
Education
is a strong tool in the systematic construction and fields’ promotion,
knowledge and skills, as well as in creating desired attitudes towards issues
of occupational safety and health (OSH), including environment, safety of
technical equipment and optimization of working conditions (KOZÍK; BULLA,
2013).
Within
the educational context, a Junior Company can be highlighted, since it is a
civil non-profit social organization, with educational purposes, constituted
and administered exclusively by undergraduate and graduate students of higher
education, within their areas of training. The Company provides services to
other enterprises, institutions and society, under the guidance of professors
and professionals with the objective to consolidate and enhance the learning of
its members.
Considering
that this work was developed in the context of a Junior Company of the chemical
engineering course, in a Brazilian federal University, which handles
development and innovation projects, process’ optimization and physic-chemical
analysis and also being able to use biological laboratory, which allows greater
promotion of knowledge and practice research about business objectives
(MOGOPODI; PAPHONE; PETROS, 2015). Laboratory classes are, therefore,
considered an important part of the curriculum (WALTERS; LAWRENCE; JALSA,
2017).
When
a laboratory is utilized, regardless the type of activity that takes place,
several risks are present, such as biological, chemical or physical (FESZTEROVÁ,
2015; EMERY et al., 1998). However, where the present study was carried out,
similarly to most universities, the level of laboratory safety rules was poor
when compared to industries. This occurs most often due to limited personnel
(BACKUS et al., 2011; MARENDAZ; SUARD; MEYER, 2013).
Generally,
universities provide basic engineering controls to reduce the levels of
exposure with risk control regarding safety and health at work (STEWARD;
WILSON; WANG, 2015). Several authors (CHERN; LAY; WANG, 2003; SHYU, 1998; TSAY;
SU; DOONG, 2000; STEWARD; WILSON; WANG, 2015; WUA; LIU; LU, 2007) report on
accidents and the importance of inserting means to ensure greater safety in
laboratories of universities. Laboratory personnel properly trained and well
organized are fundamental to the successful operation of a research facility
(EZZELLE et al., 2010), in this way ensuring a greater climate of safety in the
workplace.
For
safety in laboratory’s activities, it is necessary to insert Personal
Protective Equipment (PPE) and Collective Protective Equipment (CPE) that along
with best laboratory practices aim at the protection of individuals and
laboratories themselves (HIRATA; MACRAILD, 2002; BRAZIL, 2006; PENNA et al.,
2010).
However,
solely such equipment does not guarantee total protection, it is essential to
know the risks inherent in this environment, in order to train people properly,
and use the risk map’s knowledge. The risk map is a descriptive and qualitative
methodology for territorial risk research (HÖKERBERG et al., 2006).
Widespread
in Brazil in the early 1980 and currently, the risk map is obligation of Internal
Committee of Accident Prevention (CIPA) with the guidance of specialists in the
Safety Engineering Service and Occupational Medicine (SESMT), standardized by
the Brazilian Regulatory Standard No. 5, also known as NR-5.
The
map is presented as a graphic form of accidents’ risk in various workplaces,
through proportional different color and size circles, indicating small, medium
and large risks. (PONTE; RIBAS; PINTO, 2014). The different risks presented in
the map are sorted according to the Brazilian Regulatory Standard No. 9 (NR-9)
and the Brazilian Regulatory Standard No. 5 which inserted the need to include
ergonomic risks and accidents (BARROS; SILVA; DE OLIVEIRA, 2016).
According
to Orofino (2011), a company, in order to deal with the market front responses
to its business model, needs to have the knowledge of how its business works,
internally and externally. It is defined, with the knowledge of the company's
employees, a business model according to the performance of the same, adding
safety factors, through the methodology of the Business Model Canvas, described
by Osterwalder and Pigneur (2011).
A
business model is structured logically and provides information related to how
the company creates, delivers and captures value. For the design of this model,
among the elements that should be considered are value capture mechanisms,
technologies and features to be incorporated in the product or service, benefit of the customers in using or
consuming the product or service, identification of the target market segment,
as well as the revenue stream available (TEECE, 2009).
In
accordance with Osterwalder and Pigneur (2011), the Business Model Canvas is a
tool, that uses a framework and promotes a common language to describe,
evaluate and change a business model. Consists of nine basic components that
cover four key areas of business: customers, supply, infrastructure and
financial viability.
After
defining the strategies of Junior Company and developing the risk map, the
Balanced Scorecard has been applied. According to Kaplan and Norton (1997), I
order to propose objectives and indicators of operating this Junior Company, the work safety
sector and the visions of leaders in this company need to be considered.
The
choice of the implementation of this tool is because it allows the observation
of systemic organization, overall assessment of the performance of the company,
better allocation of resources and creation of an organizational culture
involving all corporation members aiming at compliance with all established
goals, from a simple and easy-to-access document.
Figure 1: Business Model Canvas Composition
Thus,
in conjunction with other methods, this article describes the application of
multiple methodologies in the functioning of the company with the focus on work
safety engineering.
According
to Costa (2004), the Companies go through considerable difficulties during
their strategy implementation process, since they utilize inadequate tools
while measuring data, letting slide that the intangible data must be taken in
account. Thereon, Kaplan e Norton (1997) developed an additional tool, the Balanced Scorecard.
The Balanced Scorecard (BSC), is
presented by Kaplan and Norton (1997) as a tool that represents the companies’
mission and strategy as a set of performance measures, which works as basis to
a system of strategic measure and management.
This
tool allows the measure of the company’s performance under different
perspectives: financial, customer point of view, internal processes, learning
and growth. The company needs to develop tangible and intangible skills in
matter of information capital, humane and organization in order to achieve improvement
in the internal activities of value chain, thus improving the business
processes (KAPLAN; NORTON, 2004; JORDÃO; NOVAS, 2013; SEN et al., 2017).
The scorecard creates a structure, a
language, in order to transmit the mission and the strategy, generating an
integrated board to track indicators and inform the employees about the vectors
of present and future success, aligning the initiatives with the strategy, reaching
cooperative development (BENTO et al., 2013; BRITO; BRITO, 2012; KAPLAN,
2010; SEN et al., 2017; YOSHIKUNI; ALBERTIN, 2014). The BSC is an operation
based on the cause and effect of relationships between the components of
organizational strategy (KAPLAN; NORTON, 2004).
According
to Kaplan e Norton (1997), the BSC is more than a tactical or operation system,
it is a strategic management system to administrate the strategy in long term.
The four perspectives of the scorecard balance the short and long-term
objectives, the desired results, the performance vectors of these results, the
solid objective measurements and the imprecise ones, thus making it easier to
align the company in order to execute a strategy with measurements that points
to the same direction.
Taking
into consideration, the objective of the present article is the implementation
of safety in the daily work of a Junior Company that uses frequently laboratories
to do chemical analysis, which can represent a bigger risk to the physical
integrity of the collaborator, therefore being the focus of this study.
Considering
everything mentioned above, to implement daily safety work in the Junior
Company, the working systematic was defined, that is, a flow chart with the
steps the company must follow to apply this proposition.
2. METODOLOGY
2.1.
Process’
Flow Chart
In
general, work safety management during the execution of a project starts when
the Junior Company receives the project and chooses the laboratory that will be
used, until when the indicators are applied and the monitoring is at place, as
figure 2 shows.
Figure 2: Safety management during the project’s execution
The
first stage consists on receiving the customer’s project and analyzing it in
order to define the stages that must occur during its execution. Acknowledging
theses stages, it is possible to choose the laboratory which owns the proper
structure for the development. After choosing the laboratory and defining all
the execution’s details, the risk map, the Business Model Canvas and the BSC
are elaborated accordingly with the following methodology. It is important to keep
the application of the indicators chosen on the BSC in mind, and to keep
monitoring.
2.2.
Risk Map
methodology
In order to develop the risk map, a verification of
the work place was fulfilled, so it is possible to know the environment and
identify the risks. Interviews with the collaborators of the Junior Company
about the protection equipment, performed activities and accidents’ risks are
also taken in to account.
The risk map’s elaboration, accordingly to the annex of the ordinance n. 25, of December 29th, 1994 occurs
in stages, which are represented in board 1.
Board 1: Hazard Map
elaboration
Stages |
Assignments |
Actions |
Know the work process of the designed place |
Identify the
workers |
Establish the number, gender and age of the workers |
Identify the work’s tools and materials |
Go to the workplace and identify all the equipment
and materials |
|
Identify the performed activities and the
environment |
Know the performed activities through visiting the
place and interviewing the workers |
|
‘ Identify the
existing risks |
Verify the existence of chemical, physical,
biological, ergonomic and accident hazards |
Classify the main occupational
risks in groups, accordingly to its origin |
Establish the risk’s intensity |
Classify the hazard’s intensity in
low, medium or high, in accord with its meaning |
Classify the intensity of the risks accordingly to
the perception of the workers |
Identify
preventive measures |
Verify the collective and
individual safety measures |
Verify which measures protect the
health and physical integrity of the worker |
Verify
work organization measures |
Verify which work organization
measures are used at work |
|
Identify the health indicators |
Verify
occurred work accidents |
Establish cause and frequency of
the occurred work accidents by interviewing the workers |
Hazard Map
elaboration |
Elaborate the hazard map |
Elaborate the hazard map sketch above the Company’s
layout |
According
to the Brazilian Regulatory Standard No. 9 (NR-9), the chemical risks are
substances, compounds or products that can penetrate the organism through the
respiratory tract, in dust, smoke, mist, fog or steam form, or the ones that by
its nature may have contact or be absorbed through the skin or by ingestion.
As
stated by NR-9, physical risks are the various shapes of energy which the
worker is exposed to, such as: noise, vibrations, abnormal pressures, extreme
temperatures (heat and cold), ionizing and non-ionizing radiation, as well as
ultrasound and infrasound. And the biological agents, according to NR-9, are
the microorganisms, as well as, bacteria, fungi, bacilli, parasites, protozoan,
virus, and others (BRASIL, 1994).
NR-5 describes the ergonomics risks, which can be any
factor that interfere with the psycho-physiological characteristics of the
worker, causing discomfort or affecting his health. The examples of ergonomics
risks are: weight lifting, excessive work rhythm, monotony, repetitively,
inadequate work posture, etc. And the accident risk is any factor that places
the worker in a risky situation that can affect his well-being mental and
physical, as well as his integrity. The following example are considered a risk
of accident: unprotected machines and equipment, possibility of fire or
explosion, lack of environment organization and inadequate storage.
After the classification of the risk, the risk map may
be defined graphically by colors and circles on the layout of the workplace.
The size of the circle represents the risk’s degree. And the color indicates
its type, as it is indicated on figure 3.
The low risks are the ones with concentration or
intensity on a level that the damage to the collaborators may be considered
negligible. The medium risks are defined when the conditions of the damaged
agent are below the acceptable limits of the people, but still can cause discomfort,
even if they use the collective or individual protection. Therefore, the high
risks occur when the concentration, intensity, exposition time, etc. are above
the limits that are considered acceptable by the human organism and there is no
collective or individual protection that is effective.
Figure 3: Hazard map subtitles
Fonte: SESTR (2013)
2.3.
Business
Model Canvas methodology
The figure 3 represents the way Canvas is applied to a
company. Osterwalder and Pigneur (2011) allege that each of the nine components
must be filled accordingly to the following methodology, disposed on the figure
1.
· Customer
Segment: In this component, the customer which have needs, behaviors or others
common factors are grouped. If these factors are distinct, another customer
segment is created. It’s required to make conscient decision about which customers
you ignore and which you must pay more attention.
· Value
Offer: Definition of products and services, this component must represent the
difference between your company and the others.
· Channels:
Determination of the communication, distribution and sale channels that foment
the Company-Customer interaction.
· Relationship:
Clarification of the desired Company-Customer relationship, taking on account customers
conquer, his loyalty as well as sales growth.
· Sources
of revenue: Pricing mechanism proposed by the company, always keeping in mind
the value that each customer segment is willing to pay.
· Key
Resources: Definition of the resources that allow the company to achieve
markets, keep relations and gain revenue.
· Key
Activities: Define which actions are crucial to the success of the company’s
operation.
· Key
Partnerships: Which alliances are needed in order to optimize the Business
Model, to reduce the risks and to acquire resources.
·
Cost Structure: Definition of
the cost necessary to maintain the Business Model and maintain the company.
2.4.
Balanced
Scorecard methodology
At first, it is fundamentally important to choose the
sector of the company to perform the Balanced Scorecard, because when this
methodology is applied in the whole company, it does not present significant
results as when applied in sectors. Also, the company must select a leader for
the scorecard, who will be responsible for the organization, philosophy, and
methodology of the tool. The development will be executed by the high
administration of the company.
To the construction of a Balanced
Scorecard, according to Kaplan and Norton (1997), different steps are needed,
which are present on chart 2.
Chart 2: BSC
Methodology
Steps |
Tasks |
Actions |
Definition of
Indicators Architecture |
Select the most appropriate organizational
unit |
To choose the unit, it must be analyzed in the activities of a
complete value chain that has a strategy to accomplish its mission. |
Identify the relation between the organizational unit and the
corporation |
The leader should conduct interviews with key executives to learn
about financial resources, core business themes, and relationships with other
units, making their limitations visible. |
|
Consensus in function of the Strategic Objectives |
Conduct a first series of interviews |
The leader prepares a basic scorecard material as well as vision,
mission, and strategy for the unit to conduct the interviews with
approximately 10 executives, gaining insight into strategic goals and
preliminary ideas across the four perspectives. |
Synthesis
session |
From the results of the interviews, the leader must make a list and a
classification of objectives of the four perspectives, prioritizing those
that depict the strategy of the unit. |
|
Executive
Workshop |
In the first workshop the leader should facilitate the debate about
the mission and strategy, showing the objectives proposed in the interviews
and their classifications, selecting, with the high administration group, three
or four that are more relevant. The leader must divide groups for each chosen
goal, and these are responsible for that perspective. |
|
Selection and Elaboration of Indicators |
Subgroups meeting |
The leader will work with individual subgroups to refine strategic
objectives, create indicators for them, also create sources of information
for indicators and identify critical relationships between indicators and
perspectives. |
Executive Workshop |
In this second workshop there should be a discussion about the organization's
vision, strategy, objectives and experimental indicators for the scorecard,
starting to develop an implementation plan and thinking of goals to overcome
those already outlined. |
|
Elaboration of the Implementation Plan |
Develop the Implementation Plan |
Team leaders must formalize overshooting goals and develop an
implementation plan for the scorecard. |
Executive Workshop |
The third workshop aims to achieve at the final decision on vision,
objectives, and indicators developed previously, validating the proposed
goals. |
|
Conclude the Implementation Plan |
To create value, the scorecard must be integrated with the
organization's management system. |
According
to Kaplan and Norton, this methodology lasts approximately sixteen weeks to be
implemented, and at the end of the project schedule, the executives and
administrators of the organization should reach a consensus regarding the
translation of the strategy into objectives and specific indicators for each
perspective, which will be collected at every two weeks. Furthermore, they must
understand the managerial processes that will undergo changes as a consequence
of the implementation of the Balanced Scorecard.
2.5.
The
company
The Junior Company was founded in 2013 and works in the field of
Chemical Engineering, focusing on development and innovation, process
optimization and physical-chemical and biological analysis. The development of
each project of this Junior Company is unique, where each employee present in
the team directs all efforts to it, always being accompanied by a quality
auditor, also responsible for ensuring the physical integrity of the employees.
A Junior Company, unlike a Senior Company, operates within an Institution of
Higher Education, constantly oriented by professors of its area.
3. RESULTS AND DISCUSSION
3.1.
Risks
map
The workplace has 65.5 square meters, with four
central work benches and side benches with several equipment. This space only
has an access door for employees entering and leaving, with a width of 1.60
meters and its opening is outside the workplace. Therefore, it follows the
safety standard Brazilian Regulatory Standard No. 23, which states that the
minimum width of the outlet openings should be 1.20 meters; and shall not open
into the workplace. (COLARES; DE FREITAS, 2007). However, the passageway is not
signaled by signs or light signals, indicating the direction of the exit, and
there is no fire protection.
The risks pointed out in this work environment are
accidental, ergonomic, physical and chemical risks. Regarding the ergonomic risks,
there was a predominance of incorrect postural conditions on the benches, which
can cause discomfort. Accident’s risks are predominant due to the
disorganization of materials and their inadequate storage, also due to
inadequate physical arrangement since a cabinet and shelf block the passage of
employees.
The verified physical risk is due to noise
produced by the mechanical agitator, orbital agitator, centrifuge),
heat (heater plate and muffle) and radiation (photo catalysis equipment). The
predominance of chemical risks, which, in turn, are related to direct contact
with chemical products, and equipment such as the exhaust gas, rot evaporator,
which release gases was also detected. Chemical products and reagents are
stored on benches and in the chapel, so it also has a chemical risk of medium
intensity. The risks were represented in the risk map according to figure 4.
Figure 4: Risks Map
The chart 3 shows the equipment
listed on figure 4.
Chart 3: List of
Equipaments
Number |
Equipament |
Number |
Equipament |
1 |
Refrigerator |
11 |
Orbital Shaker |
2 |
Centrifuge |
12 |
Mecanic Shaker |
3 |
Gas Extractor |
13 |
Microwave |
4 |
Thermostatic Bath |
14 |
Rotoevaporator |
5 |
Destilator |
15 |
Analytical Balance |
6 |
Muffle |
16 |
Phmeter |
7 |
Heating Plate |
17 |
Shelf |
8 |
Heating Plate |
18 |
Wardrobe |
9 |
Metabolic Bath |
19 |
Photocatalytic |
10 |
Exhaust hood |
|
|
The
Personal Protective Equipment (PPE) offered are hand protection, laboratory
coat, safety goggles and dust mask according to Brazilian Regulatory Standard.
These are used for handling chemicals and equipment manipulation. The chapel of
exhaustion is the only Collective Protective Equipment (CPE) in the workplace.
This equipment exhausts the gas and toxic vapor when the chemicals are being
handled. In the chapel of exhaustion there is an ergonomic risk, chemical risk
and risk of accident, because of the posture of the employees, existence of
chemicals and lack of organization. The laboratory does not have emergency full
body safety shower nor an emergency eye wash fountain.
Also,
one of the main methods that can be used to minimize and avoid accidents or
undesirable events concerns that were perceived are the correct use of PPE and
CPE and the organization of the workplace.
3.2.
Business
model canvas
In order to obtain the Business Model Canvas of the
Junior Company, the whole method of work of this company was analyzed, as well
as its sectors and the progress of work safety as the projects are carried out.
The two main focuses of this company, in the daily work, so that its employees
act without concerns with their health and safety, are: proposal of constant
application of the work safety in the projects and periodic or constant audits
of work safety themselves. The figure 5 shows the Business Model Canvas
obtained during this research.
Figure 5: The Junior Company's Business Model
Canvas
When performing a detailed analysis of the company's
activities, it is noted that the Customer Segments mentioned in Canvas
(figure 5) are the most frequent ones in the reality of the Junior Company. By
having a difficulty in your process, or even the desire for improvement, any
company can contact the employees of the Junior Company to obtain any of the
Value Offers.
After this first contact, the Junior Company offers
agility in the proposal of service and pricing through a previously developed
chart, which considers the difficulties of the service, the potential of
customer gain, the proportion of the customer, as well as the percentage needed
to provision the expenses of its Cost
Structure. Once the service is accepted and contracted by the customers,
the Junior Company must prepare a team of trained employees who will handle the
project, conducting a theoretical study with quality and safety auditors
counting with the assistance of the professors of the Institution of Higher
Education.
During the project development, there must be constant
contact with the customer to ensure that their needs are being attended. By
knowing that all these factors are being ensured, the Junior Company develops
and perfects its business model.
3.3.
Balanced
Scorecard
For the application of the Balanced Scorecard in the Junior Company in question, the
managing director was chosen as the leader, who became responsible for the
entire organization, philosophy, methodology and development of the Scorecard. The unit chosen for the
implementation of this tool was the work safety sector of the company.
The organization counts on five directories besides
the President, being: Project Management Directorate, which is in charge of the
management of all the consultancies provided by the company; Quality
Directorate that performs the internal audit of all processes, using tools such
as risk map and Business Model Canvas, besides making mappings; Marketing
Directorate that takes care of all the visual and sales of the company;
Financial Legal Directorate is in charge of all the bureaucracies inherent in a
company; and the Human Talents Directorate is responsible for looking after all
employees and selecting new members for the organization.
For the development and implementation of this tool,
managers were guided by the mission, vision and values of the company, which
are:
·
Mission: To promote solutions and innovations in
chemical engineering, developing professionals capable of transforming society.
·
Vision: To
develop a complete professional.
·
Values: Ethics, transparency, excellence, respect,
leadership, empathy and professionalism.
The president of the junior company, in the position
of leader, held interviews with the five directories of the company with the
purpose of knowing the objectives for this specific unit in the four
perspectives of the tool, all of them converged to have a greater safety in the
laboratory activities carried out during the consultancies provided, having a
greater control by the accidents occurred, aiming in the first place at the
health and safety of the collaborator.
Among all the objectives listed, the leader ranked
them in order of priority aiming the strategy of the unit, taking this list to
the first executive workshop, managing, together with the directors to filter
which would be the most appropriate to be implemented. The directors were
divided into three subgroups and each one had a specific objective to create
the indicators.
In the second executive workshop the strategic vision
of the objectives and their indicators was discussed, possible objectives of
overcoming and beginning of developing a plan of action for the implementation.
The responsible of each subgroup developed with his team and documented the
implementation plan and led to the discussion in the third executive workshop.
In the third workshop, the final discussion of the
objectives and indicators was validated, validating all the proposals, and with
the goals of overcoming, five objectives and six indicators were aggregated.
The results obtained with the implementation of the Balanced Scorecard in the Junior Company are represented in
Chart 4.
Chart 4: Objectives and
Indicators.
Objectives |
Indicators |
Ensure employee health during project execution; |
Number of accidents occurred per project carried
out; |
Ensure that there is no work accident involving
injured persons, damaged materials and wasted time; |
Number of employees injured per project carried out; |
Ensure that there is no chemical or biological
contamination in the workplace; |
Number of cases of contamination (chemical or
biological) occurring per semester; |
Certify the correct use of PPE and CPE; |
Number of accident cases resulting from the misuse
(or non-use) of PPE and CPE per project carried out; |
Ensure the quality of operation and stock of raw
materials and equipment. |
Frequency at which equipment failed; |
Frequency of equipment maintenance and inventory. |
The
plan of action for the implementation of the scorecard was developed following
the ensuing precepts:
·
Inform the results obtained from the
scorecard for all company employees;
·
Training a team to collect information and prepare the
indicators to certify that the objectives were achieved;
·
Integration of
these actions into the organizational culture of the company.
4. CONCLUSION
At the university where the present study was
conducted, laboratories are used by all engineering courses, not only by the
chemical engineering course or by the junior company. Due to the large number
of people using these laboratories, it is necessary to develop safety
principles and strategies in order to minimize or mitigate the existing risks.
With the application of the three tools (Business
Model Canvas, Risk Map and Balanced
Scorecard) it was concluded that it was possible to identify the risks
in the laboratory. With the risk map, it was verified that ergonomic, physical
and chemical risks can be prevented or at least minimized by taking some
actions, such as the correct use of PPE and CPE, signalization and organization
of the workplace.
Business Model Canvas brought the systemic reality of
the company, showing that the risks to the health of the employees occur in the
period in which business consulting is happening, when employees spend a lot of
time in laboratories to carry out the necessary analysis. This Junior Company
had an unstructured work safety proposal, conducting periodic audits to ensure
this matter.
With the structuring of the BSC it was possible to
develop safety strategies in the laboratory, and with the implementation of the
BSC the Junior Company started to have a well-structured culture of work safety
in goals and indicators, and these are collected every two weeks.
This article comes to contribute with junior and
senior companies that intend to improve the safety sector through the BSC
methodology, leaving in a more explicit way the implementation of the same,
thus promoting greater health and safety in the work of all employees of the
company organization. Indicator targets have not been defined because as there
are no historical records to date, after the practice, in the next semester, or
according to the identifications, these will be defined.
All these joint actions will also enable an education
and training program to be developed, since, for effective safety, it is
essential that all laboratory users are adequately informed about safety
principles and able to put them into practice in order to keep the environment
safe.
REFERENCES
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