Emergency Preparedness

Contents List

• Why Fire Wardens ?

• Emergency Response Team.
• Safety Systems as Per NBC Norms.
• Risks For Fire Warden.
• Classifications Of Fueal.
• Medias of Fire Fighting.
• How To Operate a Fire Extinguisher.
• Emergency Calls Tree.
Why Fire Wardens ?
The Role and Responsibilities of a Fire Warden :
A Fire Warden is a person(s) designated by the person with
responsibility for workplace activities, or workplace manager, to assist
them in implementing the necessary fire safety arrangements as
identified by the manager to prevent a fire from endangering the health
and safety of occupants and other relevant person for whom a duty of
care is held.
Fire Wardens play an important role in ensuring the continuity of the
workplace and are prepared for a fire emergency.
situation - potentially a fire - occur.
Key Duties of a Fire Warden include:
• to assist the Workplace Manager in implementing and improving
effective emergency arrangements within the workplace;
• to assist in preventing emergencies by monitoring the adequacy of
the fire risk control measures;
• to raise awareness with other staff about the fire hazards that exist
within the workplace;
• to instruct occupants in the action to be undertaken in response to a
fire emergency;
Emergency Response Team.

FIRE SAFETY
DIRECTOR

SUPERVISOR

DEPUTY
DIRECTOR

MAINTEN
FIRE
ANCE / SECURITY FIRE PARTY FIRST AID
WARDEN
FACILITY
Safety Systems as Per NBC Norms.
• SMOKE DETECTOR.

• MANUAL CALL POINTS.

• EMERGENCY EXISTS.

• EMERGENCY ESCAPE ROUTE PLANS.

• SAFE ASSEMBLY POINT.

• FIRE EXTINGUISHERS.

• FIRST AID BOX.

Risks For Fire Warden.

As Fire Wardens are the last group of pepole to come out of the floor,
The are exposed to the risk of smoke & fire , Smoke being a by
product of fire highly toxic and can easily take life.
Hence firewardens must also know what to do in smoke and in case
their clothes catch fire.
SMOKE FIRE
Incase of smoke, tie a wet cloth Incase of fire on clothes,dont
across your nose. panic -Stop ,Drop & Roll.
8D Problem Solving-PDCA
8D Steps

D1 Problem solving team

D2 Problem description

D3 Containment actions

D4 Root cause analysis

D5 Corrective actions

D6 Corrective actions effectiveness validation

D7 Prevention of recurrence of the non-conformity

D8 Congratulate your team/Problem Closure

D1 Problem Solving Team
D D D D D D DD
D1 2 3 4 5 6 7 88

This first step will establish a small group of people with the process/product
knowledge, allocated time, authority and skill in the required technical expertise
to solve the problem and implement corrective actions.
 Determine a champion -(i.e. an executive sponsor not a working team
member) that is ultimately responsible for fixing the problem.
 Determine Team Leader - The person who coordinates the entire 8D project
through-out all of its disciplines. Makes sure the team is on track and all team
members are working together to resolve the problem.
 Select team members -Team members must from multi department's – It
comprises of 4 to 8 people who are closely related to the problem A) Engineers
(designers) B) Technologists (production) C) Rework operator, production staffs
(often have the biggest experience) D) Quality Engineers E) Buyers F) Others
D1 Problem Solving Team
D D D D D D D
D1 2 3 4 5 6 7 8
 D2 Problem Description
D D D D D D D
1
D2 3 4 5 6 7 8

Collect Information, data, facts and figures

► Describe the problem (defect/deviation) as accurately as possible giving quantitative
details. Properly problem description is the starting point to further step of analysis
and proper understanding of the nature of the problem for the Team as well as people
from outside.
► Following aspects have to be considered:
 Exact failure description according to customer complaint
 Place of defect discovery
 Production
 Quantity of rejected parts

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 D2 Problem Description
D D D D D D D
1
D2 3 4 5 6 7 8

“Is-Is not” analysis (in terms of 5W2H -what, where, when, and how much) to be used
to describe problem. This could help the team to understand the problem better.
IS IS NOT
What is the problem? What does not have the problem?
Describe the problem For product related issues, product
information includes part number/assembly number, serials number,
failure symptom (defect image for issue), and quantity of defect
should be defined here.
Why is it a problem? Highlight the “pain”. Why is it not a problem?

Where we do observe the problem?(Location, products) Where could the problem be located but
is not?
Who is impacted? (Customers, functions). who is associated with Who is not affected by the problem?
the problems
When did we first observe the problem? when the problem When could the problem have
occurred and or detected been noticed but was not?
How did we observe the problem? (Symptoms) How could have the problem but don’t?

How much defects do we observe? (Magnitude and trend) How much could be the trend but is not?

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 D3 Containment Actions
D D D D D D D
D3 7
1 2 4 5 6 8

 Determine the most suitable containment actions

 Containment actions must be taken to safeguard the situation, in order to
prevent a recurrence of the problem at the customer.
 Containment actions therefore serve only as a safeguard and often bear no
relation to the cause of the problem.
 A schedule for implementing the containment actions must be developed and
the effectiveness of the measures must be assessed.

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 D4 Root Cause Analysis
D D D D4 D D D D
1 2 3 5 6 7 8

Determination of the root cause This first step will

establish a small group of people with the
process/product knowledge, allocated time,
authority and skill in the required technical expertise
to solve the problem and implement corrective
actions.
 All possible causes of the defect must be
considered.
 All possible causes should be determined and
compared with the problem profile through
systematic application of valid procedures,
based on the physical, chemical and technical
relationships and
application of appropriate quality tools.(e.g. 5M,
5Why, FMEA, Fishbone Diagram Hypothesis Testing
etc.)

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 D4 Root Cause Analysis
D D D D4 D D D D
1 4 3 5 6 7 8

► Investigation requirements : The purpose of investigation is identifying

potential cause through gather, review and evaluates related information.
 The investigation scope: Should cover man, machine, material, method, and
environment and so on. Consider the cause of the occurrence as well as the non-
detection of the issue
 Investigation tools include Flow chart, fish bone, Control Chart, Pareto charts, five
whys
► Root Cause Identification
 1. List all the potential causes using: Fishbone Diagram; Process Maps;
 2. Narrow or eliminate potential causes using: Pareto Chart ;Scatter Diagram;
 3. Get to root cause using: 5 Whys; Pareto Chart;
 4. Verify Root cause using(if appropriate): Simulation testing ; Control Char

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 D4 Root Cause Analysis
D D D D D D D
1 2 3
D4 5 6 7 8

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 D5 Corrective actions
D D D D D5 D D D
1 2 3 4 6 7 8

Confirm "optimum" corrective actions

 All measures that can solve and ultimately eliminate the problem must
be compiled.
 The effectiveness of the measures must be verified, and side- effects must
be assessed.
 “Optimum" corrective action must be determined and confirmed.
 Action plan with introduction timing and responsibilities must be determined
and released.
 Choose corrective action(s) (e.g., Poka Yoke) that reliably avoid reoccurrence
of the determined root cause(s)[D4]

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 D5 Corrective actions
D D D D D5 D D D
1 2 3 4 6 7 8

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 D6 Corrective actions effectiveness validation
D D D D D D6 D D
1 2 3 4 5 7 8

 Implementation of the planned actions [D5]

 Determine degree of completion(%) for planned actions.
 Decision about the need to continue containment actions.
 Determination of process monitoring requirements and need of
documentation.
 How to check the effectiveness should be specified. At least should be more
strict than normal check method.

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D7 Prevention of recurrence of the non-conformity
D D D D D D D7 D
1 2 3 4 5 6 8

 Use the knowledge of D3-D6 to prevent reoccurrence.

 Update product and process relevant documents.(FMEA, Control plan, work
instructions etc.)
 Check the assignability of gained know-how on similar products, processes, and
customers [Lessons Learned]

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 D8 Congratulate your team/ Problem Closure
D D D D D D D
D8
1 2 3 4 5 6 7

 Final meeting of the 8-D team

 During the concluding discussion, the problem-solving team conducts a
critical evaluation of all 8-D steps and actions.
 The 8-D report is officially closed.
 Combined efforts by the team are acknowledged by supervisors and praised
accordingly.

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 THE END

THANK
YOU

Nov-20