Sample Paper on Roadblock to Implementations of Z10 Standards

Roadblock to Implementations of Z10 Standards

ANSI/AIHA Z10 is an occupational health and safety management system. The standardized system was initially approved on July 25th 2005. It was developed as a tool to assist companies in mitigating risks, injuries and operational expenses through continuous improvement. Once ANSI standards acquire quasi status, they are regarded as minimum though requirements to mitigate risks among firms. The system is based on a Plan- Do- Check –Act (P.D.C.A) concept like many other environmental and health management systems for continual improvement. The first step involves planning during which processes are undertaken to identify and prioritize hazards, risks, and safety management system deficiencies. Plans for corrective measures to mitigate risks across least possible levels are also undertaken. Thus, some challenges arise in implementing this standard in a typical manufacturing organization (Manuele, 2008).

Lack of Top Management and Employee Participation

Top management and employee participation is a crucial factor for any occupational, health and safety management system and should be implemented effectively and efficiently. Top management ought to direct establishment, implementation and maintenance of the system. This further encourages employees to participate. The top management however may fail to participate if it believes the costs are prohibitive. This mainly occurs when top management has to substitute equipments or protective equipment. Consequently, implementation of occupational, health and safety management systems is neither effective nor efficient (Manuele, 2008).

Communication Barriers

In implementing ANSI/AIHA Z10, communication is paramount. It ensures timely reporting of hazards, risk, injuries and elimination of communication barriers is undertaken effectively. Thus, lack of clear communication on the procedures being undertaken on the standard can result to misunderstandings among employees. Consequently, this can lead to opposition and sabotage (Cantrell & Clemens, 2009)


Suppliers of raw materials and equipments ought to meet and fulfill the safety specifications requirements. This ensures the organization buys neither materials nor equipments hazardous to the employees. Thus, failure of procurement can lead to high-end expenses while posing risks to the organization allied to operational costs. More so, they can lead to employees suffering from adverse and risky incidents (Manuele, 2008).

Training and Awareness

The manufacturing company ought to gather qualified personnel to train extensively. This process should be carried out in a simple language trainees are able to understand. Thus, trainers should be competent to inform and raise awareness among the personnel.  Failure to uphold this requirement can lead to confusion and non-compliance of the standards (Manuele, 2008).


Various jobs in the organization need to be vetted on their health and safety management system based on the contracting terms and conditions.  This ensures they do not pose perils to the organization to mitigate risks employees are likely to face. Some qualified contractors however fail to meet the standards. This leads the firm to award contracts to non-competent organization (Manuele, 2008).

Design Reviews and Change Management

Safety management professional undergo training to ensure they have the necessary skills and knowledge to give advice on design review requirement in ANSI/AIHA Z10 during implementation process. This however can be challenging to the manufacturing company, as it ought to establishing a system encompassing all departments in the organization. For example, some departments can be hesitant and uncooperative. More so, changes in management can be difficult to implement the changes in the industry.  Consequently, risks become more eminent due to incorporation of non-routine and new procedures such as use of new machinery and chemicals as a raw material. Thus, these challenges can occur in planning and implementing procedures undertaken to ensure top management is actively involved in changing management and communication tools mitigating risks among firms (Manuele, 2008).



Cantrell, S., & Clemens, P. (2009). Finding All the Hazards: How do we Know we are Done? Professional Safety, Elsevier Science & Technology.

Manuele, F. A. (2008). Advanced Safety Management Focusing On Z10 and Serious Injury     Prevention, Hoboken, N.J: Wiley.