2 Safety Pays

Safety Pays
3
 Worksite Analysis

Evaluate all workplace activities and processes for Safety &

Health hazards.
Reevaluate workplace activities when there are changes in:
Processes or worksite
Materials
Machinery
Conduct on-site inspections, identify hazards and take
corrective actions.
Provide a hazard reporting system for employees to report
unsafe and unhealthful conditions.
Investigate all accidents and near misses to determine their
root causes.
 Engineering

Administrative

PPE

5 Hazard Prevention and Control

Hierarchy of Controls
 Hazard Prevention and Control
6

Good hazard scenarios describe:

Where it is happening (environment)
Who or what it is happening to (exposure)
What precipitates the hazard (trigger)
The outcome that would occur should it happen
(consequence) and
Any other contributing factors.
 Hazard Prevention and Control
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 Hazard Prevention and Control
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Good hazard scenarios describe:

o In the metal shop (environment),

o while clearing a snag (trigger),
o a workers hand (exposure) comes into contact with
a rotating pulley.
o It pulls his hand into the machine and severs his
fingers (consequences) quickly.
 Hazard Prevention and Control
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To perform a job hazard analysis, you would ask:

What can go wrong?

The workers hand could come into contact with a rotating object
that catches it and pulls it into the machine.

What are the consequences?

The worker could receive a severe injury and lose fingers and hands.

How could it happen?

The accident could happen as a result of the worker trying to clear a
snag during operations or as part of a maintenance activity while the
pulley is operating.
Obviously, this hazard scenario could not occur if the pulley is not
rotating.
 Hazard Prevention and Control
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What are other contributing factors?

This hazard occurs very quickly. It does not give the worker
much opportunity to recover or prevent it once his hand comes
into contact with the pulley. This is an important factor, because
it helps you determine the severity and likelihood of an accident
when selecting appropriate hazard controls. Unfortunately,
experience has shown that training is not very effective in hazard
control when triggering events happen quickly because humans
can react only so quickly.
 Hazard Prevention and Control
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How likely is it that the hazard will occur?

This determination requires some judgment. If there have been
near-misses or actual cases, then the likelihood of a recurrence
would be considered high. If the pulley is exposed and easily
accessible, that also is a consideration. In the example, the
likelihood that the hazard will occur is high because there is no
guard preventing contact, and the operation is performed while the
machine is running. By following the steps in this example, you can
organize your hazard analysis activities.
 Hazard Prevention and Control
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Job Hazard Analysis (JHA) to identify the existing or potential

hazards for each basic step involved in grinding iron castings.
 Hazard Prevention and Control
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Grinding Iron Castings: Job Steps

Step 1.
Reach into metal box to right of
machine, grasp casting, and carry to
wheel.
 Hazard Prevention and Control
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Grinding Iron Castings: Job Steps

Step 2.
Push casting against wheel to grind off
burr.
 Hazard Prevention and Control
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Grinding Iron Castings: Job Steps

Step 3.
Place finished casting in box to left of
machine.
 Hazard Prevention and Control
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 Hazard Prevention and Control
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 Hazard Prevention and Control
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 Hazard Prevention and Control
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 Hazard Prevention and Control
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 Hazard Prevention and Control
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How do I correct or prevent hazards?

After reviewing your list of hazards with the employee, consider
what control methods will eliminate or reduce them.

Engineering meaning
Administrative meaning
PPE meaning
 Hazard Prevention and Control
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How do I correct or prevent hazards?

After reviewing your list of hazards with the employee, consider
what control methods will eliminate or reduce them.

The most effective controls are engineering controls that physically

change a machine or work environment to prevent employee
exposure to the hazard. The more reliable or less likely a hazard
control can be circumvented, the better.

If this is not feasible, administrative controls may be appropriate.

This may involve changing how employees do their jobs. Discuss
your recommendations with all employees who perform the job
and consider their responses carefully. If you plan to introduce new
or modified job procedures, be sure they understand what they are
required to do and the reasons for the changes.
 Hazard Prevention and Control
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Eliminate and control workplace hazards (e.g., engineering

controls, workstation design and work practices).
Establish a preventive maintenance program.
Keep employees informed of safety and health activities and
conditions.
Plan for emergencies (e.g., create an evacuation plan, train
employees and conduct fire drills).
Record and analyze occupational injuries and illnesses near
misses/hits.
 Hazard Prevention and Control
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Information obtained from a job hazard analysis is useless unless

hazard control measures recommended in the analysis are
incorporated into the tasks. Managers should recognize that not all
hazard controls are equal. Some are more effective than others at
reducing the risk.

The order of precedence and effectiveness of hazard control is the

following:
1. Engineering controls.
2. Administrative controls.
3. Personal protective equipment.
 Hierarchy of Controls
25

Elimination/Substitution
Requires a physical
Most
change to the
Effective workplace

Requires worker or
employer to do
something
Requires
worker to
wear
something
Least
Effective
 Engineering Control
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Engineering controls include the following:

Elimination/minimization of the hazardDesigning the

facility, equipment, or process to remove the hazard, or
substituting processes, equipment, materials, or other
factors to lessen the hazard;

Enclosure of the hazard using enclosed cabs, enclosures for

noisy equipment, or other means;

Isolation of the hazard with interlocks, machine guards, blast

shields, welding curtains, or other means; and

Removal or redirection of the hazard such as with local and

exhaust ventilation.
 Engineering Control
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CONTROL AT THE SOURCE!

Limits the hazard but doesnt entirely remove it.

Other Examples:
Mechanical Guards
Wet Methods for Dust
Enclosures/Isolation
Dilution Ventilation

Local Exhaust
Proper
equipment Re-designed Tools
 Engineering Control
The basic concept behind engineering controls is that, to the
28
extent feasible, the work environment and the job itself
should be designed to eliminate hazards or reduce exposure
CONTROL AT THE SOURCE!
to hazards. While this approach is called engineering
Limits the hazard but doesnt entirely remove it.
controls, it does not necessarily mean that an engineer is
required to design the control.
Other Examples:
Engineering controls Mechanical Guards
are the "first line of defense" against
Wet Methods
injury/illness, because they havefor
theDust
potential to completely
eliminate a hazard, Enclosures/Isolation
and do not rely on human behavior to
Dilutionrather
be effective. For instance, Ventilation
than require employees to
wear respiratory protection which must be monitored,
Local to
inspected, trained, managed, it's much more effective Exhaust
install
Propera ventilation system that does not require any of those
management activities
equipment Re-designed Tools
or, better yet, find an alternative
substitute that is less hazardous.
 Administrative Control
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Administrative controls include the following:

Written operating procedures, work permits, and safe work

practices;

Exposure time limitations (used most commonly to control

temperature extremes and ergonomic hazards);

Monitoring the use of highly hazardous materials;

Alarms, signs, and warnings;

Buddy system; and

Training
 Administrative Control
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Aimed at Reducing Employee Exposure to Hazards but

Not Removing Them!
Changes in work procedures such as:

Written safety policies/rules

Schedule changes, such as:

Lengthened or Additional Rest Breaks
Job Rotation
Adjusting the Work Pace

Training with the goal of reducing the duration,

frequency and severity of exposure to
hazards
 Administrative Control
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Aimed at Reducing Employee Exposure to Hazards but

Not Removing Them!
Changes in work procedures such as:
Administrative controls (or work practice controls) are
changes
Writteninsafety
work policies/rules
procedures such as written safety
policies, rules, supervision, schedules, and training with
theSchedule
goal of reducing
changes,the duration,
such as: frequency, and
Lengthened
severity or Additional
of exposure Rest
to hazardous Breaks or
chemicals
Job Rotation
situations.
Adjusting the Work Pace
As with work practice controls, administrative controls
Training with the goal of reducing the duration,
normally are used in conjunction with other controls
frequency and severity of exposure to
that more directly prevent or control exposure to hazard.
hazards
 Personal Protective Equipment
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Personal Protective Equipmentsuch as respirators, hearing

protection, protective clothing, safety glasses, and hardhatsis
acceptable as a control method in the following circumstances:

When engineering controls are not feasible or do not totally

eliminate the hazard;

While engineering controls are being developed;

When safe work practices do not provide sufficient additional

protection; and

During emergencies when engineering controls may not be

feasible.
 Personal Protective Equipment
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Control of LAST RESORT!

Special Clothing

Eye Protection

Hearing Protection

Respiratory Protection

CONTROL IS AT THE WORKER!

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 Personal Protective Equipment
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Control of LAST RESORT!

Personal protective equipment (PPE): A method that prevents a
worker from being exposed to the hazard by something the worker
Special Clothing
wears (e.g., gloves, hardhat, of safety glasses). PPE is considered the
method of last resort because PPE does nothing to reduce or eliminate
the hazard. If the PPE fails, immediate exposure is the result.
Eye Protection
Examples of PPE include:

a. Special clothing: like gloves, aprons, boots, coveralls, etc.

Hearing Protection
b. Eye protection: like safety glasses or face shields
Respiratory
c. Protection
Hearing protection

d. Respiratory protection: for emergency or short-term

protection.
CONTROL IS AT THE WORKER!
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 Hazard Prevention and Control
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Use of one hazard control method over another higher in

the control precedence may be appropriate for providing
interim protection until the hazard is abated permanently.
In reality, if the hazard cannot be eliminated entirely, the
adopted control measures will likely be a combination of all
three items instituted simultaneously.
36 Safety and Health Training
 Safety & Health Training
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Safety and Health Training, the tasks are to:

Identify your OSHA training requirements

Identify the S & H training needs
Develop a training matrix for S & H Training needs, and
Review a four level training evaluation process
 Safety & Health Training
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Provide training on specific safe

work practices before an
employee begins work.
Provide additional training for
new work processes and when
accidents and near misses/hit
occur.
Provide refresher training on a
routine basis.
 Kirkpatrick's Four-Level Training
Evaluation Model
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Analysing Training Effectiveness

 Kirkpatrick's Four-Level Training
Evaluation Model
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If you deliver training for your team or your organization,

then you probably know how important it is to measure its
effectiveness. After all, you don't want to spend time or
money on training that doesn't provide a good return.

This is where Kirkpatrick's Four-Level Training Evaluation

Model can help you objectively analyze the effectiveness
and impact of your training, so that you can improve it in the
future.
 Kirkpatrick's Four-Level Training
Evaluation Model
41

Donald Kirkpatrick, Professor Emeritus at the University of

Wisconsin and past president of the American Society for Training
and Development (ASTD), first published his Four-Level Training
Evaluation Model in 1959, in the US Training and Development
Journal.

The model was then updated in 1975, and again in 1994, when he
published his best-known work, "Evaluating Training Programs."

The four levels are:

1.Reaction.
2.Learning.
3.Behaviour.
4.Results.
 Kirkpatrick's Four-Level Training
Evaluation Model
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Level 1: Reaction
This level measures how your trainees (the people being
trained), reacted to the training. Obviously, you want them
to feel that the training was a valuable experience, and you
want them to feel good about the instructor, the topic, the
material, its presentation, and the venue.
It's important to measure reaction, because it helps you
understand how well the training was received by your
audience. It also helps you improve the training for future
trainees, including identifying important areas or topics that
are missing from the training.
 Kirkpatrick's Four-Level Training
Evaluation Model
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Level 2: Learning
At level 2, you measure what your trainees have learned. How
much has their knowledge increased as a result of the training?
When you planned the training session, you hopefully started
with a list of specific learning objectives: these should be the
starting point for your measurement. Keep in mind that you can
measure learning in different ways depending on these
objectives, and depending on whether you're interested in
changes to knowledge, skills, or attitude.
It's important to measure this, because knowing what your
trainees are learning and what they aren't will help you improve
future training.
 Kirkpatrick's Four-Level Training
Evaluation Model
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Level 3: Behaviour
At this level, you evaluate how far your trainees have changed their
behaviour, based on the training they received. Specifically, this looks
at how trainees apply the information.
It's important to realize that behaviour can only change if conditions
are favourable. For instance, imagine you've skipped measurement at
the first two Kirkpatrick levels and, when looking at your group's
behaviour, you determine that no behaviour change has taken place.
Therefore, you assume that your trainees haven't learned anything and
that the training was ineffective.
However, just because behaviour hasn't changed, it doesn't mean that
trainees haven't learned anything. Perhaps their boss won't let them
apply new knowledge. Or, maybe they've learned everything you
taught, but they have no desire to apply the knowledge themselves.
 Kirkpatrick's Four-Level Training
Evaluation Model
45

Level 4: Results
At this level, you analyze the final results of your training.
This includes outcomes that you or your organization have
determined to be good for business, good for the
employees, or good for the bottom line.
46 Worksite Analysis
 Worksite Analysis
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Team approach
Management/Safety Manager
Line Supervisor/Forman
Employees

Why?
 Worksite Analysis
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Set area to be analyzed

How do you start?
What do you do?
What do you look for?
 Worksite Analysis
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Information
Recordkeeping
Accident & Near Miss Investigations
Checklists (see handout package)
Walkthrough
Personal knowledge
Future plans

Based on the information above you will settle on a

particular area in priority
(most to least hazardous)
 Worksite Analysis
Job/Task Hazard Analysis
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Within each hazardous area there may be one or many tasks or jobs
going on pick one at a time and analyze:

What is the task?

How is the task done?

Overall flow
Number of people

Individual steps
Hazards with each step
Where can something go wrong?

Changes that may occur that would modify the above?

Worksite Analysis
Job/Task Hazard Analysis

MAKE TOAST
Sequence of Basic Job Steps Potential Hazards Recommended Action or Procedure
 Worksite Analysis
Job/Task Hazard Analysis

MAKE TOAST
Sequence of Basic Job Steps Potential Hazards Recommended Action or Procedure
1. Prepare toaster

2. Ensure power supply

3. Ensure sanitary working conditions

4. Retrieve the bread

5. Insert the bread into slot

6. Adjust toast darkness

7. Depress toaster lever

8. Monitor the toasting process

9. Remove toast

10. Serve toast

 Worksite Analysis
Job/Task Hazard Analysis

MAKE TOAST
Sequence of Basic Job Steps Potential Hazards Recommended Action or Procedure
1. Prepare toaster 1. Toaster is not readily accessible

2. Ensure power supply 2. Electrical shock

3. Ensure sanitary working conditions 3. Unsanitized hands

4. Retrieve the bread 4. Personal safety & ?

5. Insert the bread into slot 5. Improper bread insertion

6. Adjust toast darkness 6. Overtoasting (burning toast)

7. Depress toaster lever 7. Pinch hazard
8. Monitor the toasting process 8. Burn & fire hazards

9. Remove toast 9. Burn

10. Serve toast 10. Obstacles to the dining table

 Worksite Analysis
Job/Task Hazard Analysis
MAKE TOAST
Sequence of Basic Job
Steps Potential Hazards Recommended Action or Procedure
1. Prepare toaster 1. Toaster is not readily 1. If necessary: remove cover, place on counter, pull away for obstructions;
accessible i.e. away from the sink - away from the wall - not too close to the edge of the
counter
2. Ensure power supply 2. Electrical shock 2. If necessary seek technical assistance: ensure dry hands & working surface
(dry hands & surface) - inspect the break slots (remove foreign objects) ensure
complete connection of the plug into outlet
3. Ensure sanitary working 3. Unsanitized hands 3. Ensure hand washing with appropriate soap & dry completely
conditions
4. Retrieve the bread 4. Personal safety & ? 4. Ensure safety work area - proper footing - proper body movement (don't
overextend)
5. Insert the bread into 5. Improper bread insertion 5. Ensure 1 bread slice per slot - standard/normal break shapes & sizes
slot (sandwich slice only) - use extreme caution when toasting specialty or pastry
breads
6. Adjust toast darkness 6. Overtoasting (burning toast) 6. Monitor toasting process
7. Depress toaster lever 7. Pinch hazard 7. Gently depress lever until it locks
8. Monitor the toasting 8. Burn & fire hazards 8. Burn hazards - do not touch the toaster or hold any object over the slots.
process Fire hazard - do not cover toaster or add anything to the toasting process
9. Remove toast 9. Burn 9. Ensure toast is cool enough to touch (may require waiting)- do not remove
with fork/knife
10. Serve toast 10. Obstacles to the dining table 10. Care should be used for moving to the eating area
 Worksite Analysis
55

Evaluate all workplace activities and processes for hazards.

Reevaluate workplace activities when there are changes in:
Processes
Materials
Machinery
Conduct on-site inspections, identify hazards and take
corrective actions.
Provide a hazard reporting system for employees to report
unsafe and unhealthful conditions.
Investigate all accidents and near misses to determine their
root causes.
 Worksite Analysis
Job/Task Hazard Analysis
56

Teams
Safety
Supervisor
Employee
Handout package
Exercise
 Worksite Analysis
Job/Task Hazard Analysis
57

Team report (presentation to class) will consist

of:

List of the job steps

List H & S hazards at each step
Provide recommendations to make that step safe
Any other recommendations (e.g. engineering, work
practice, etc.)
Team will develop a job safety checklist
 Hazard Prevention & Control
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Eliminate and control workplace hazards

(e.g., engineering controls, workstation
design and work practices).
Establish a preventive maintenance
program.
Keep employees informed of safety and
health activities and conditions.
Plan for emergencies (e.g., create an
evacuation plan, train employees and
conduct fire drills).
Record and analyze occupational injuries
and illnesses.
 Hazard Prevention & Control
59

Provide training on specific safe work

practices before an employee begins
work
Provide additional training for new work
processes and when accidents and near
misses occur
Provide refresher training on a routine
basis
 Thank You
60

What is YOUR role in the safety and health

management system?