UltraTech Case Study ( Case Study Paper)

UltraTech Case Study

Introduction 

Ultra Tech is a cement manufacturing company with astute management. Cement manufacturing is always a dangerous and technical procedure that must adhere to safety standards. Enhancing safety for workers has been a significant challenge Ultra Tech faces as accidents have been prevalent, consistently decreasing worker morale in the production process. In compliance, Ultra Tech has strived to maintain and incorporate occupational health and safety standards to minimize injuries within the facility. The company has invested in integrated approaches to contract management to improve safety at its leading factory in India. Despite investment in safety approaches, Ultra Tech has witnessed several incidents in the recent past, leading to its closure, which in turn impacts productivity (Kaur & Singh,2023). Ultratech focuses on transitioning to a behavior-based system to limit the occurrence of similar past accidents. Therefore, this essay will comprehensively use Ultra Tech's case study for analysis, identify and explain the problem statement, analyze the causes of the possible problem, apply theories for addressing the problem, and provide recommendations for solving the problems as documented below. 

Step 1: Statement of the Problem 

As India's largest cement industry, Ultratech faces significant problems with occupational health and safety standards for employees. Ultra Tech has experienced accidents within its facilities despite using integrated approaches to minimize accidents and real-time injury. Hierarchies have been developed to control risk, with a head count of 16 employees assigned to different risk zones. Personal protective equipment, 24 safety guidelines, and 100 guidelines have been developed to ensure the safety of workers within the facility, but this goal has yet to be realized (Kaur & Singh,2023). Employee injuries became common, ranging from facial injuries resulting from pelt pulling to burns from hotbed ash and the falling of coal shields. From the mentioned incidences, tension rose among the trade unionists and employees, which led to government intervention to initiate the required corrective measures. Despite the incidences reported, Ultra Tech was being served with state-of-the-art technology, which created a series of worries about the occurrence of accidents. A best-fit approach had to be devised to reduce accidents; they had to shift from a process-centric to a people-centric approach (Madsen et al., 2020). The hazard theory in occupational safety and health standards requires identifying and eliminating health hazards from the workplace. Ultratech could secure the hotbed ash with grills to prevent instances of accidents for employees. Also, human factors theory in the workplace considers the role of human factors such as competence and cognition. Ultratech could hire unskilled labor in the production process. The result of their approach was accidents such as those that resulted from pelt pulling, in which an employee suffered deadly face injuries. The behavioral theory explains the causes of injuries within Ultra Tech Company. This provision focuses on social, cultural, and psychological factors that are in a position to influence a worker's behavior. Some of the accidents at Ultra Tech resulted from employees' unsafe behavior. For example, the coal shield's fall resulted from employees doing repairs without using safety equipment. The theories mentioned above explain the problems faced by Ultra Tech as a result of violations of occupational health and safety standards by their employees. 

The Transformation from Process-Centric to People-Centric Approach 

After several incidents, the manager, Patil, proposed transitioning from a process-centric to a people-centric approach. This approach is considered the best fit. Despite Ultra Tech using the most innovative technology in production, several accidents were still witnessed. This led to endless questions requiring a shift and a focus on a people-centric approach as employees suffered many injuries from the technological advancements used for the production process. A people-centric approach is a behavior-based approach to safety where human intervention is required as safety compliance is prioritized. Most of the Ultra Tech accidents resulted from unsafe employee behavior. People-centric approaches advocate for assigning only competent workers to the production process. To realize the effectiveness of a people-centered approach, Patil had to involve several stakeholders and team members to shift from a process-centered approach (Mourtzis et al.,2022). After several accidents, the community lost faith and trust in the company. A people-centered approach recommends measures for modifying behavior, which can be achieved through different techniques. 

Some of the techniques Ultra Tech resolved to use include mentoring employees. Individual behavior had to be modified, and employees were paired with mentors to improve their comfort level within the workplace. In a group of 12 to 15 employees, a mentor had to teach the required safety policies, procedures, and behaviors within the industry. Also, on-the-job training as a technique for a people-centric approach was proposed to address the concern of an unskilled labor force. Several provisions to remodel the on-the-job training were designed, including proposing themes of the month to create safety and coordination of field-based scenarios. Ultra Tech had invested heavily in the process-centric approach (Mourtzis et al.,2022). A shift to a people-centric approach could pose notable challenges to the industry, stakeholders, and some employees. Adaptation to changes in organizational structure by employees could be complex. This results from a change in management, which involves accepting new organizational cultures and practices. Competent leadership, stakeholder management, and desirable communication skills are required to incorporate this change. These require heavy investment since some employees and stakeholders can be rigid in understanding the rationale behind the changes. 

Ultratech may also experience resistance while shifting from a process-centric to a people-centric approach. Most employees had become familiar with the process-centric approach and conformed to their roles within the cement production process. This is because of the fear of the unknown since the employees need to be made aware of the implication of the process or their job security. A shift to a people-centric approach poses the performance measurement and evaluation challenge. A people-centered approach is a multidimensional process different from a process-centric approach. Therefore, a shift will require using and integrating new methods of evaluating employee participation and engagement and new data collection methods. This will require heavy expenditure and reorganization of the industry's previously set goals, objectives, and values. Based on the challenges faced by UltraTech Company, the transition from a process-centric to a person-centric approach is justifiable (Mourtzis et al.,2020). The transition will focus primarily on employee well-being. From the previous incidences, employees have suffered from the technology used in cement manufacture by Ultra Tech. A person-centric approach recognizes employees and calls for a safety culture within the work environment, which reduces injuries. Also, the transition is justifiable, as continuous improvement in the process will be realized after employees are motivated and actively participating in safety initiatives. 

Step 2: Analysis of Causes 

The safety of employees is essential in any work environment, as is the production process. Problems at UltraTech resulted from hiring an incompetent workforce with unprofessional behavior and non-compliance with safety practices within the work environment. Ultra Tech had 120,000 employees from 36 countries with 42 diverse nationalities. Behavioral modification of employees at Ultra Tech could assist in achieving the set occupational health and safety standards, as several mitigation measures would be in place. Accidents at Ultratech are attributed to the following causes: the employees at Ultratech lacked training in cement manufacturing. This contributed to accidents since the employees needed the safety standards they had to apply within the work environment. The human factor theory requires workers to exercise competence and performance while making decisions in their work environments (Hasanzadeh et al.,2020). Careers in occupational health and safety can be developed through training. CRSP can be used for certification in training. Lack of proper training by the UltraTech workforce led to increased accidents. 

Accidents at Ultratech also resulted from human factors such as depression, a lack of motivation, and overworking. Workers could work long hours to increase and meet the companies' productivity levels. Overworking could lead to fatigue, which reduces concentration at work. Lack of concentration within the process can result in accidents resulting from inadequate employee engagement. The Behavioral theory requires that organizations understand and act on their worker's behavior within the work environment while considering psychological, cultural, and social factors. Ultra Tech's executives were primarily concerned about their process-centric approach failing to consider workers' attitudes and perceptions. This led to monotony and boredom among workers, which in turn resulted in accidents from fatigue. Organizational culture and norms in ultra-tech, such as the reinforcement of unprofessional behavior in the workforce, contributed to increased accidents. The company prioritized productivity over the safety of its employees. Unskilled workers were provided with insufficient health and safety measures, leading to increased accidents (Hasanzadeh et al., 2020). The socio-technical theory requires consideration of aspects of work processes and equipment. Unskilled workers are affected by the social factors of the organization, such as the terms of their contracts. The Ultratech Company provided limited safety guidelines to unskilled workers, which resulted in massive injuries and accidents. Companies may employ a range of occupational health professionals to delegate responsibilities. 

Feasible Behaviour-Based Initiative 

Behavior-based initiatives aim to improve employees' working conditions in their work environments. These initiatives always require human intervention to achieve the required safety compliance. Behavior-based initiatives aim at increasing employee safety while increasing productivity without causing casualties. Mentoring is a behavior-based initiative that Ultra Tech is in the process of achieving. Mentoring requires matching mentors with mentees so that the mentors can share guidelines and occupational health and safety standards that employees must adhere to during their production process. Also, Ultra Tech is in the position of identifying and structuring frameworks that outline the roles and expectations of employees in their activities. This measure reduces accidents by a higher proportion since each individual knows the requirements and guidelines to follow while engaging in their assigned activities (Cuervo et al.,2023). Conventionally, through the mentorship program, Ultra Tech can establish goals for desired behavior that are rewarded. This will increase vigilance within the cement manufacturing process, thus reducing accidents while promoting occupational health and safety standards. Canadian Registered Safety professionals are continuously trained in hazard identification and analysis, incident severity evaluation, and development and communication of hazard control policies.    

Step 3: Theory and Application 

Theory and application in occupational health and safety standards aimed at reducing the occurrence of accidents in respective work environments. Unskilled behavior and a lack of training resulted in accidents in the high-tech cement manufacturing industry. Applying occupational safety and health standard theories assists in achieving solutions to the prevailing problems. The hierarchy of controls is a theory that incorporates models for addressing hazards that occur in the workplace. This model has five dimensions: elimination, substitution, use of engineering controls, administrative controls, and use of personal protective equipment within the work environment (Fasanya,2020). The provisions in this theory may be beneficial when ultra-tech management could eliminate hazards in the work environment to reduce accidents among their unskilled labor force by providing safety equipment and materials. Behavior-based safety is a theory of safety that primarily focuses on understanding individuals' behaviors within their places of work. Individuals with unprofessional behavior are likely to suffer from accidents and injuries within the work environment. 

Unskilled behavior may be caused by a lack of self-esteem on the part of employees, awareness, and motivation. Therefore, organizations such as UltraTech are mandated to provide training programs to their employees to meet their job requirements. This will significantly reduce accidents due to employees' increased awareness and competence from the training practices. Also, the social cognitive theory is a model for workplace safety that can assist in solving workplace accidents and aid in solutions. This theory documents the relationship of human behavior to the environment. Learning is a multidimensional process that involves observation and reinforcement. Ultra Tech Company is in the position of reinforcing employee behavior to promote the achievement of accident-free safe behaviors and employee development. Systems theory is positioned to solve problems resulting from unprofessional behavior at Ultra Tech Company. The systems theory highlights the interconnections between an organization's components and how they interact. A significant effect is witnessed on the other related components when a component changes (Fasanya,2020). Lack of training, for instance, for the employees at Ultra Tech means that the company should involve its system, for example, the culture of employees, policies, and behaviors. This approach should be integrated to achieve cultural safety within the company, contributing to decreased accidents. 

Step 4: Implementation 

Work environment injuries should always be minimized and maintained at reduced rates. This calls for the development of action plans to prevent injuries. To minimize accidents at the workplace, Ultra Tech employees should be aware of the hazards within their work environment and use efficient techniques to eliminate them. Creating a safe work environment, for example, through constant inspection of machines and paying attention to the employee's ergonomics, can reduce accidents within the workplace. Also, Ultra Tech should offer personal protective equipment to their workers to promote safety in case of accidents within their work environment. An action plan for educating and training employees can contribute to the increased application of health and safety standards within the work environment. Monitoring the progress of safety programs implemented within the work environment for compliance with the set guidelines is crucial (Fasanya,2020). Key performance indicators are crucial in monitoring the progress of an action plan. Improving safety measures, such as reviewing guidelines and policies, is essential in achieving desirable practices in production processes such as cement manufacture by Ultra Tech. Traditional views of safety emphasized engineering, education, and enforcement. 

To meet the action plan, a properly designed timeline should be involved. Ultra Tech Company should conduct a comprehensive risk assessment plan, which should be active for a month. Within this process, risky areas should be prioritized, the evaluation of accident reports and data should be thoroughly reviewed, and a competent team leader should supervise the coordination of the activities. In the second month, the company should begin implementing safety policies and procedures, such as guidelines on using PPEs and sharing policies with employees and other stakeholders. Proper training and mentorship should be conducted in the fourth and fifth months. Safety protocols should be reinforced, and unskilled workers should be oriented on their job requirements to minimize accidents. Promoting a safety culture should be continuous, and gaps should be addressed efficiently (Minnick et al.,2019). Safety measures should be implemented in the sixth month when safety materials such as warning labels and emergency plans exist. These safety measures can minimize accidents in the workplace, as at Ultra Tech Company, where several employees suffer from constant workplace accidents. Effective timelines facilitate the achievement of designed action plans with ease. 

Management of an Immediate Crisis 

When accidents occur in the workplace, employees are demoralized, and their motivation to work also reduces significantly. This can harm the business's production processes. Crisis management requires faster involvement and activation of the organization's emergency response team. The emergency response team is tasked with restoring normalcy and boosting the employees' morale despite risks. The organization's response team is mandated to ensure that all employees who suffer injuries in the line of duty receive the desired medical treatment and follow the company's guidelines in reporting and documenting data on the casualties. The emergency response team should offer first aid treatment to injured workers and also offer rehabilitation services which is a form of collective liability. The emergency response team should also offer care and support to injured employees and their families to boost employees' morale after an accident. Flexible work arrangements include a recovering employee being tasked with lighter duties. Workers' compensation in Canada is linked to two primary goals. These include providing services to prevent injury and training and development for the injured worker to return to work (Fasanya,2020). The injured worker should have access to unlimited medical aid and prostheses. Social goals of workers' compensation include the provision of services to prevent future injuries and providing training and development to prepare the injured worker to return to work. To ensure the ground workers understand the action plan, efficient communication and visual aids should be involved. Plain and easy-to-understand language fosters communication with unskilled workers. For memorability, visual aids such as signs, charts, and infographics make it easier for ground workers to understand the information being passed. 

Conclusion 

Occupational safety and health standards advocate for employees to work in a safe and healthy environment free from injuries and hazards. Ultra Tech should manage crises efficiently in case they occur within their work environment of cement manufacture. Creating an employee safety culture is necessary for improving employee morale and creating a more desirable workplace. Unskilled behavior and a lack of training heavily contributed to workplace injuries at India's Ultra Tech cement factory. The process-centric approach was associated with several problems, despite the heavy technological investment by the firm. Patil proposed a people-centric approach to handling the production process to minimize accidents. Occupational safety and health theories are crucial in managing challenges due to their multidimensional approaches to solving the prevailing problems.   

References 

Cuervo, I., Fitch, A., Stein, D., & Baron, S. L. (2023). Exploring mentorship in union and non-union occupational safety and health training programs. NEW SOLUTIONS: A Journal of Environmental and Occupational Health Policy, 32(4), 265-276.

 Fasanya, B. K. (2020). Introductory Chapter: Safety and Health for Workers-Theory and Applications. In Safety and Health for Workers-Research and Practical Perspective. IntechOpen. 

Kaur, S., & Singh, G. (2023). A Study Of Governance Of Sustainable Development In Indian Cement Industry. Journal of Pharmaceutical Negative Results, pp. 294–303. 

Madsen, C. U., Kirkegaard, M. L., Dyreborg, J., & Hasle, P. (2020). Making occupational health and safety management systems ‘work’: A realist review of the OHSAS 18001 standard. Safety Science, 129, 104843. 

Minnick, W. D., Helmrich-Rhodes, L., Mulroy, J., & McKnight, D. (2019). OSHA Consultation: How to Get Started. Professional Safety, 64(06), 46-50. 

Mourtzis, D., Angelopoulos, J., & Panopoulos, N. (2022). A Literature Review of the Challenges and Opportunities of the Transition from Industry 4.0 to Society 5.0. Energies, 15(17), 627