1

PMA

ToT of OSHMS

IN MY WORKPLACE

1.0 Introduction

1.1 Organisation Profile

KTD is responsible to produce Army officers from graduates from the various plethora of

tertiary education institutions. Several courses are run within a year to accommodate the various

categories of Army Officers for the Malaysian Army. The organization structure of KTD is

shown in Figure 1.1A. Basically, KTD is divided into 4 departments which is Administration,

Training, Logistic Support and Examination & Validation. I’am part of the Training Department

and one of the main roles of the department is to plan and execute training for the Cadets into

competent Army Officers.

Figure 1.1A – KTD Organisation Structure

HQ

Admin TrainingLogistic

Support

Examination

& Validation

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1.2 OSH and OSHMS in KTD?

The Occupational Safety and Health Act 1994 states that it does not apply to the Armed

Forces.1 Although the Armed Forces are not legally binded by the law, KTD acknowledges the

benefit of OSH and promotes a safe and healthy working culture. The effort is demonstrated by

frequent activities of coincidentally integrating safety and health with activities and overall

security of the camp. There is no precise policy or committee for OSH as per required by OSHA

or OSHMS but the camp security plan and security committee has elements of OSH embedded.

It is worth mentioning that the elements of OSH contained are:

(i) Monitoring building condition and or structure damage.

(ii) Hygiene maintenance of drainage, kitchen, ration stores and dining hall.

(iii) Safety in military vehicle garage (tools and chemical storage, procedures and use

of PPE).

(iv) Military assets (ammunition, pyrotechnics and electronic warfare equipments)

storing procedures and handling in the armory and specialized stores.

(v) Military Doctor report on occupational injuries and post mortem by investigating

accidents and deciding if the injuries can be prevented or genuinely unavoidable (due to

the nature of Army training).

1 “Occupational Safety and Health Act 1994”, Section 1. (3), pg 188.

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1.3 Defining ToT

The dynamic nature of technology has contributed to the existence of various definitions

and concepts of ToT. Simply moving a computer from a shop to an office can be considered as

technology transfer. The motive of the ToT will usually shape the definition of ToT to fit the

purpose as shown in Figure 1.3A. Sazali and Raduan (2011) have compiled several popular

definitions of technology transfer in Figure 1.3B.

Figure 1.3A – Technology Transfer Motives2

2 Kremic Tibor, “Technology Transfer: A Contextual Approach” Vol 28, No. 2 (Journal of Technology Transfer, April

2003), pg. 149.

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Figure 1.3B – Various Definitions of Technology Transfer3

3 Sazali Abdul Wahab and Raduan Che Rose, “Defining the Concepts of Technology Transfer: A Literature Analysis”

Vol 5, No. 1 (International Business Reasearch, Canadian Center of Science and Education, January 2012), pg. 71.

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After going through the definitions from the viewpoints of many different scholars, a

specific definition of technology transfer is often produced to suit the particular scenario. For the

purpose of this PMA, technology transfer or ToT of OSHMS into KTD can be defined as:

“ The managed process of conveying embodied or disembodied of tacit and explicit knowledge”

2.0 Objective

The objective of this PMA is to answer the following questions:

(a) With relevant example, explain how you would ensure the following key process

of ToT is effective:

i. Technology Identification.

ii. Technology Acquisition.

iii. Technology Absorption and Digestion.

iv. Technology Utilization.

v. Technology Retention.

(b) Identify 5 possible key barriers towards effectiveness of the ToT initiatives and

explain your strategies to mitigate these barriers.

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3.0 Methodology

Methodology is the manner, method, procedure, way or approach that will be used to

attain, achieve, and accomplish the objective of this review. The method used is simulation

approach. A simulated mock up will be implemented to demonstrate the OSHMS ToT program

and used as a basis to answer the PMA questions given. The components that will be created are

ISR to implement MS 1722:2011 OSHMS and MoC.

4.0 OSHMS (MS 1722:2011)

MS1722:2011 is chosen for the OSHMS to give the PMA a Malaysian setting. In the

case where no OSHMS exists, the ISR will serve as a basis for establishing an OSHMS.4 The

MS 1722:2011 guideline mentions no specific way of implementing the OSHMS but rather

conceptual sub-elements in the OSHMS as shown in Figure 4.0A. From the elements mentioned

in the guideline, an implementation framework is produced as shown in Figure 4.0B.

Figure 4.0A – Conceptual Sub-Element in MS 1722:2011 4 “Guidelines on Occupational Safety and Health Management Systems (MS 1722:2011)” (2011), pg. 27.

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Figure 4.0B – MS 1722:2011 Implementation Framework

5.0 ToT Model

Similar with defining ToT, the motive of the technology transfer will shape the ToT

model. For example; Volvo’s nature of manufacturing cars produce a ToT model as in

Figure 5.0A and Peritus (a floating systems provider for offshore projects) ToT model is in

Figure 5.0B. Using the MS 1722:2011 framework, the suitable ToT model would be as Figure

5.0C.

Figure 5.0A – Volvo ToT Model

Figure 5.0C

Evaluation

Organising

TECHNOLOGY ABSORPTION AND DIGESTION

Policy

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Figure 5.0B – Peritus ToT Model

Figure 5.0C -KTD OSHMS ToT Model

TECHNOLOGY RETENTION

Evaluation Action for Improvement

TECHNOLOGY UTILIZATION

Organising Implementation

TECHNOLOGY ABSORPTION AND DIGESTION

Policy Organising Planning

TECHNOLOGY ACQUISITION

TECHNOLOGY IDENTIFICATION

ISR

Action for Improvement

Planning

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5.1 Technology Identification

Technology identification is important to ensure KTD receives the appropriate

technology. ISR of KTD towards OSH will produce the current status and determine gaps of

KTD in having an OSHMS. A simple flowchart in Figure 5.1A shows how technology

identification is achieved.

Figure 5.1A – Initial Status Review Flowchart

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A set of Review Items are listed and used in the ISR. Each Review Item will have its own

comprehensive checklist. The Review Items created consists of:

(i) Safety Policy.

(ii) Safety Organisation.

(iii) Safety Committee.

(iv) Safety Training.

(v) Promotion of Safety and Health Awareness.

(vi) Internal Safety Rules.

(vii) Evaluation of Occupational Hazards.

(viii) Personal Protective Equipment.

(ix) Emergency Preparedness.

(x) Program on Protection of Occupational Health.

(xi) Accident Control and Hazard Elimination.

(xii) Inspection of Hazardous Condition.

(xiii) Accident Investigation.

(xiv) Safety Audit, Review and OSH Plan.

(xv) Continual Improvement.

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5.2 Technology Acquisition

There are several means of acquiring new technology. But in order to effectively

implement a new technology, KTD must choose the most suitable technology acquisition

method. There are six distinguished methods for mastering new technology5:

(i) Internal development of the technology.

(ii) Acquisition of a firm possessing the desired technology .

(iii) Joint ventures or alliances.

(iv) External R&D contracts.

(v) Licenses.

(vi) Private label.

The meaning of acquiring technology through licensing of technology is purchasing the

right to utilize technology owned by someone else. All the fees involved in getting accreditation

for MS1722:2011 is considered purchasing the right for the accreditation of OSHMS. Therefore,

the technology acquisition method is LICENSING .

5 Dussauge Pierre, Hart Stuart and Ramanantsoa Bernard, “Strategic Technology Management” English language

edition (Wiley, 1992), pg. 92.

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5.3 Technology Absorption and Digestion

Technology absorption is the adoption of a technology by an organization participating in

the technology transfer process.6 This step of the ToT model requires the following elements of

the OSHMS framework:

(i) Policy.

(ii) Organising.

(iii) Planning.

5.3.1 Policy.

A well-formulated policy forms a basis for the objectives in the OSHMS for KTD. The

policy spells out the measures to be taken to absorb and digest the objectives and also highlight

the relationship with the other organisation policies. The policy should be short and precise,

published by top management and made known to all employees. In correlation with the policy,

employee participation is also important so the policy will be realized and come into effect.

6 Kingsley Gordon and Farmer Michael, “Using Technology Absorption as an Evaluation Criterion ” Policy Studies

Journal, Vol 25, No 3 (Symposium on State Science Policy, 1997), pg. 436.

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5.3.2 Organising

Organising element of OSHMS framework is considered the backbone of technology

absorption digestion. Organising encompasses the establishment of OSH responsibilities-

accountability-authority structure, adequate training and awareness program, OSHMS

documentation (manual, SOPs, etc.) and effective communication system to disseminate and

receive all information from all levels in the organisation.

5.3.3 Planning

Planning are activities associated with the fulfillment of the principles expressed in the

OSH policy statement. These activities include the initial assessment of the OSH arrangement

that support the actual system planning, development and implementation functions.

5.4 Technology Utilisation

Once all requirements of the OSHMS is in place, the technology is then utilized. The

main tools used in the utilization consists of the following:

(i) HIRARC.

(ii) Emergency Preparedness and Response.

(iii) Management of Change.

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5.4.1 HIRARC

HIRARC stands for Hazard Identification, Risk Assesment and Risk Control. It is a tool

to manage hazard using a form containing the identification, assessment and control process.

Hazard identification considers the different types of hazards including physical, chemical,

biological and psychosocial hazards which are found in KTD. Risk assessment involves the

estimation taking into consideration the levels of likelihood of an occurrence of a hazardous

event and the severity of injury or damage. Appropriate risk control are then established using

the hierarchy of OSH control (elimination, substitution, isolation, engineering, administrative

and PPE). An example of the HIRARC form is shown in Figure 5.4.1A.

Figure 5.4.1A – Sample HIRARC Form.

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5.4.2 Emergency Preparedness and Response.

The emergency preparedness and response arrangement includes the following:

(i) Documented and maintained emergency procedures.

(ii) Establish cooperation with external emergency services and other applicable

bodies:

- Fire and Rescue Department.

- Police.

- Hospitals.

- Department of OSH.

- Department of Environment.

- JKR (Jabatan Kerja Raya).

- Other NGOs (BUlan Sabit, St. John, etc.).

(iii) Periodically tested and reviewed.

An emergency management system is established which is a comprehensive system set

up to address and handle hazards into four phases:

(i) Prevention.

(ii) Preparedness.

(iii) Response.

(iv) Recovery.

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5.4.3 Management of Change

The management of change process includes consideration on issues related to whether

there are changes in hazards, risks and controls. When new safety and health procedures and

processes are required to be implemented, management should ensure their affected employees

or persons are informed of the changes before those changes are implemented. Management of

change arrangements includes the following:

(i) The overall OSH arrangement and functioning of process and procedures.

(ii) OSH related existing processes.

(iii) OSH controls and tools.

(iv) Equipment in KTD.

(v) Facilities and infrastructures.

(vi) Resources and OSH arrangement costs.

(vi) Employee skills and training.

(vii) Emergency preparedness and response arrangements.

(viii) Regulation standard updates and revisions.

A management of change theoretical models could be used in the process of change.

There are many theoretical models that can be used such as:7

(i) Force Field Analysis (Kurt Lewin).

(ii) Configuration Learning.

(iii) Gap Analysis (Delta Analysis).

(iv) Innovative Change (Nolen and Nolen).

7 Lynn Fossum, “Understanding Organizational Change”, Crisp Books (USA, 1989), pg 12.

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(v) NACA (Notice, Attitude, Choice, Action).

(vi) Systems Theory.

(vii) Pendulum Swing (Beverly Gaw).

(viii) Grief Cycle (Elizabeth Kubler-Ross).

5.5 Technology Retention

Technology retention for the OSHMS frameworks relates to the element of effective

evaluation and effective action for improvement. Evaluation is achieved by applying the

following:

(i) Performance Monitoring and Measurement.

(ii) Incident Investigation.

(iii) Audit (internal and external).

(iv) Management Review.

Action for improvement is achieved by applying the following:

(i) Preventive and Corrective Action.

(ii) Continual Improvement.

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6.0 Barriers

Barriers are obstacles in achieving the effectiveness of the ToT program. There are two

types of barriers ot effective technology transfer which is technical barriers and attitudinal

barriers.8

6.1 Barriers Identified.

For each of the steps in the KTD ToT Model, there exist possible barriers as shown in

Figure 6.1A.

TOT MODEL STEP BARRIER TYPE OF BARRIER

Technology Identification Incomplete data for ISR due to non-existence of specific information (non conformance report, legal register, etc.)

Technical

Technology Acquisition Lack of ability to process the licensing of the OSHMS.

Technical

Technology Absorption and Digestion

Lack of knowledge or Subject Matter Expert to create an articulated policy, organize and plan the OSHMS ToT

Technical and Attitudinal

Technology Utilization Lack of resources to effect optimal changes and lack of ability to implement changes effectiveless.

Technical and Attitudinal

Technology Retention Lack of support from management and legacy of ToT

Attitudinal

Figure 6.1A – Barriers.

8 Norma Harrison and Danny Samson, “Technology Management”, Mcgraw Hill (USA, 2002), pg 42.

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6.2 Mitigating Barriers

ToT barriers are mitigated through a well articulated policy, top management

commitment9, work culture and quality training.10 Each of the previous barriers of each ToT

model can be mitigated as shown in Figure 6.2A. The overall plan for mitigating the barriers

identified is shown in Figure 6.2B.

TOT MODEL STEP BARRIER ACTION TO MITIGATE

Technology Identification Incomplete data for ISR due to non-existence of specific information (non conformance report, legal register, etc.)

Produce incomplete components (legal register) and create realistic assumption of reports (non-conformance)

Technology Acquisition Lack of ability to process the licensing of the OSHMS.

Acquire consultancy for the process of acquiring the technology.

Technology Absorption and Digestion

Lack of knowledge or Subject Matter Expert to create an articulated policy, organize and plan the OSHMS ToT

Provide sufficient training to key staff and appointments to ensure the success of the OSHMS ToT.

Technology Utilization Lack of resources to effect optimal changes and lack of ability to implement changes effectiveness.

Acquire subsidy from all available resources from higher management to bear the financial costs and other resources.

Technology Retention Lack of support from management and legacy of ToT

Strong managerial team leadership to ensure the success and legacy of the OSHMS.

Figure 6.2A – Action to Mitigate Barriers.

9 Yoshihiro Tsurumi, “International Transfer of Manufacturing Technologies and Corporate Culture ” Technology

Culture and Development, Perpustakaan Negara Malaysia (University of Malaya International Symposium, 1983),

pg. 58. 10

Mohamad Ariff, “The Transfer of Technology in the Iron and Steel Industry of Malaysia” Technology Culture and

Development, Perpustakaan Negara Malaysia (University of Malaya International Symposium, 1983), pg. 74 and

76.

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Figure 6.2B – Steps to Mitigate Barriers

7.0 Recommendation

Other important elements of change that should be considered are shared vision,

supporters, rewards, feedback, guidance and feedback. Setting milestones is also important

which is closely linked to prioritization. All these recommendations are invaluable in getting

grips with complex and far-reaching changes to prevent the implementation into becoming open-

ended, unfocused periods of undirected activity.11

11

N.Anand,”Change: How to Adapt and Transform the Business”, Format Publishing (Norwich, 2004), pg 51.

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There are several other areas and actions that can be added to the simulation to improve

the situation. The suggestions are:

(i) Create a ToT management group to oversee the change.12

(ii) Use a theoretical model for management of change instead of simply issuing

new policy.

(iii) Take into consideration the emotional response of the staff during the change

transitions from denial until acceptance.13

(iv) Use Total Quality Management (TQM) to ensure the success of ToT program.14

(v) Install a sense of urgency.15

(vi) Creative recombination (cloning, customizing or translating).16

(vii) Normative-reeducative approach.

8.0 Conclusion

After all has been said and done, an effective ToT program to implement OSHMS in

KTD is possible and feasible. All possible barriers towards an effective ToT programs can also

be mitigated. The main attitudinal factor to ensure to success of the program relies heavily on

strong managerial team leadership and high commitment from employees and the main

important technical factor is the quality of the evaluation which includes audits, performance

monitoring/measuring, investigation and management review. A great management guru once

said:

“What gets measured gets managed, what gets managed gets done”

- Peter Drucker

12

Cynthia Scott and Dennis Jaffe, “Managing Organisational Change”, Kogan Page (London 1989), pg 28. 13

Cynthia Scott and Dennis Jaffe, “Managing Organisational Change”, Crisp Publication (USA 1989), pg 32. 14

Graftz,Rimmer, Lawrence and Smith, “Managing Organisational Change”, Wiley (Australia, 2006), pg 124. 15

Tony Eccles, “Succeeding with Change”, McGraw Hill (UK, 1994), pg 97. 16

Eric Abrahamson, “Change Without Pain”, Harvard Business School Press (USA 2004), pg 34.

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