An unplanned and unwelcome event

that interrupts normal activity

• Also know as a “Near Hit”

• An accident that does not quite result in injury or damage

(but could have)

• Remember, a near-miss is just as serious as an accident!

• NEGATIVE Results
• Injury & possible death
• Disease
• Damage to equipment & property
• Litigation costs, possible citations
• Lost productivity
• Morale
• POSITIVE Results
• Accident investigation
• Prevent repeat of accident
• Change to safety programs
• Change to procedures
• Change to equipment design
• Medical
• Insurance
• Lost Time
• Fines
• Equipment Rental
• Cancelled Contracts
• Lost Orders
• Equipment/Material Damage
• Investigation Team Time
• Decreased Production
• Light Duty
• New Hire Learning Time
• Administrative Time
• Community Goodwill
• Public/Customer Perception
• 3rd Party Lawsuits
• “Well that’s an accident
waiting to happen…”
• “Someone ought to do
something…”

That someone is YOU!

• FALL TO • CONTACT WITH
• same level • chemicals
• lower level • electricity
• CAUGHT • heat/cold
• in • radiation
• on • BODILY REACTION FROM
• betweenSTRUCK • voluntary motion
• Against • involuntary motion
• stationary or moving object • RUBBED OR ABRADED BY
• protruding object
• sharp or jagged edge
• friction
• By • pressure
• moving or flying object • vibration
• falling object
• Basic Causes • Direct Causes
• Management • Slips, Trips, Falls
• Environmental • Caught In
• Equipment • Run Over
• Human Behavior • Chemical Exposure
• Indirect Causes
• Unsafe Acts
• Unsafe Conditions
 Policy & Procedures
Basic Causes Environmental Conditions
Equipment/Plant Design
Human Behavior

Unsafe Indirect Causes Unsafe

Acts Conditions

Slip/Trip Fall
Direct Causes Energy Release
Pinched Between

ACCIDENT
Personal Injury
Property Damage
Potential/Actual
• Management Systems & Procedures
• Environment
Natural & Man-made
• Equipment

• Human Behavior
Design & Equipment
• Systems & Procedures
• Lack of systems & procedures
• Availability
• Lack of Supervision

 Physical
› Lighting
•Biological
› Temperature –Bacteria
 Chemical –Reptiles
› vapors
› smoke
 • Design
• Workplace layout
• Design of tools &
equipment
• Maintenance
• Equipment
• Suitability
• Stability
• Guarding

• Ergonomic

• Accessibility
Omissions & Commissions

Deviations from SOP

Lacking Authority
Short Cuts
Remove guards
• Example: Smokers find it hard to stop smoking
because the consequences are:
A) Soon (immediate)
B) Certain (they happen every time)
C) Positive (a nicotine high)
The other consequences are:
A) Late (years later)
B) Uncertain (not all smokers get lung cancer)
C) Negative (lung cancer)
• No Safe Procedure
• Employee Didn’t know Safe Procedure
• Employee knew, did not follow Safe
Procedure
• Procedure encouraged risk-taking
• Employee changed approved procedure
• The soon, certain, positive reinforcement from unsafe
behavior outweighs the uncertain, late, negative
reinforcement from inconsistent punishment

• People tend to respond more positively to praise and social

approval than any other factors
• Focusing on “Awareness” is a typical educational
approach to change safety behavior

• Example: You provide employees with a persuasive

rationale for wearing safety glasses and hearing
protection in certain work areas
Developing Personal Safety Awareness
A) Before starting, consider how to do job safely
B) Understand required P.P.E. and how to use it
C) Determine correct tools and ensure they are in good
condition
D) Scan work area – know what is going on
E) As you work, check work position – reduce any strain
F) Any unsafe act or condition should be corrected
G) Remain aware of any changes in your workplace – people
coming, going, etc.
H) Talk to other workers about safety
I) Take safety home with you
Approach # of Studies # of Subjects Reduction %
Behavior Based 7 2,444 59.6%
Ergonomics 3 n/a 51.6%
Engineering Change 4 n/a 29.0%
Problem Solving 1 76 20.0%
Gov’t. Action 2 2 18.3%
Mgt. Audits 4 n/a 17.0%
Stress Management 2 1,300 15.0%
Poster Campaign 26 100 14.0%
Personnel Selection 26 19,177 3.7%
Near-miss Reports 2 n/a 0%
• Must Be
• Written
• Tailored to particular hazards for a particular plant or operation
• Minimum Elements
• Safety Orientation Program
• Safety and Health Committee
• Safety Orientation
• Description of Total Safety Program
• Safe Practices for Initial Job Assignment
• How and When to Report Injuries
• Location of First Aid Facilities in Workplace
• How to Report Unsafe Conditions & Practices
• Use and Care of PPE
• Emergency Actions
• Identification of hazardous materials
• Designated Safety and Health Committee
• Management Representatives
• Employee Elected Representatives
• Max. 1 year
• Must be equal # or more employee representatives than
employer representatives
• Elected Chairperson
• Self-determine frequency of meetings
• 1 hour or less unless majority votes
• Minutes
• Keep for 1 Year
• Available for review by OSHA Personnel
•Communication: Must be a loop system

•Dedication: From everyone

•Partnership: Between Management

and Employees
•Participation: An important part of
team working.
• Long Term Goals
• Objectives to Achieve
• Time Frame
• Short Term Goals
• Assignments between Meetings
• Work toward achieving Long-Term Plan
Provide an attendance list or sign in sheet
Provide a meeting agenda
Call meeting to order and review meeting topics
Cover any old business
Primary meeting topic
Future agendas
Close meeting and document
Opening statement including reason for
attendance, objective, and time
commitment
Items to be discussed
Generate alternative solutions
Decide among the alternatives
Develop a plan to solve the problem
Assign task to carry out plan
Establish follow-up procedures
Summarize and adjourn
• Anticipate What
Could Go Wrong
and Plan for those
Situations

• Drill for
Emergency
Situations
• The following minimum elements shall be included :
• Alarm Systems
• Emergency escape procedures and route assignments;
• Procedures for employees who remain to operate critical plant
operations before evacuation
• Procedures to account for all employees
• Rescue and medical duties for those employees who are to
perform them
• The preferred means of reporting fires and other emergencies
• Names / job titles of who can be contacted for further
information or explanation of duties under the plan
• Record each Recordable Injury & Illness on OSHA
300 Log w/in 6 Days
• Recordable
• Occupational fatalities
• Lost workday
• Result in light-duty or termination or require medical treatment
(other than first aid) or involve loss of consciousness or
restriction of work or motion
• This information in posted every year from
February 1 to April 30 in the OSHA 300A
Summary
• First Aid - one-time treatment that could be expected
to be given by a person trained in basic first-aid
using supplies from a first-aid kit and any follow-up
visit or visits for the purpose of observation of the
extent of treatment
• NOTE: The new OSHA Recordkeeping Rule lists
the specific First Aid Treatments
• Orderly process used to determine if a hazard exists in the
workplace
• Uncover hazards overlooked in design
• Locate hazards developed in-process
• Determine essential steps of a job
• Identify hazards that result from the performance of the actual job
HAZARD –
condition with the
potential to cause
personal injury,
death and
property damage
• Review Records
• Talk to Personnel
• Accident Investigations
• Follow Process Flow
• Write a Job Safety Analysis
• Use Inspection Checklists
• Probability - How likely is the hazard?
• Likely
• Not likely
• Severity - What will happen if encountered?
• Death
• Serious Injury
• Damage to property
• Unaware: Doesn’t realize at-risk

• Post-Awareness: Realizes Risk After Task

Completion

• Engaged-Awareness: Recognizes Risk While

Performing Task(s) and corrects the situation

• Proactive-Awareness: Foresee Hazards and

Begins Task Only When Safe to Proceed
• Workers  Contractors
• Visitors  Janitorial
 Maintenance
• Invited
• Customers
• Emergency services  Others
• Delivery drivers
 Members of Public
• Uninvited  Passers-by
• Trespassers
 Neighbors
• Burglars
What can we do to reduce the risk?
Does the benefit outweigh the risk?
• Substitution
• Engineering controls
• Administrative Controls
• Personal Protective Equipment
Source

Path

Receiver
Administrative Engineering

Protective Equipment/Clothing
Hazard Elimination
Ventilation
Add-On Safety Design
“Active” vs. “Passive” Design/Layout
User Instructions (Manual) Safety Devices
• Safety Rules
• Disciplinary Policy - Accountability
• Preventative Maintenance
• Training
• Proficiency/Knowledge Demonstrations
• Ensure risk control
measures are
implemented
• Track progress
• Feedback
• Break down a task into its component steps

• Determine hazards connected with each key step

• Identify methods to prevent or protect against the hazard

• Select experienced worker(s) to participate in the JSA process
• Explain purpose of JSA
• Observe the employee perform the job and write down basic
steps
• Completely describe each step
• Note any deviations (Very Important!)
• Search for Hazards
• Produced by Work
• Produced by Environment
• Repeat job observation as many times as necessary to
identify all hazards
• Park car
• Take off flat tire
• Put on spare tire
• Drive away
• Steps
– Park & set
brake
– Remove
Spare &
Jack
– Loosen lugs
• Steps • Hazards
– Park & set • Hit by traffic
brake
• Back Strain
– Remove Spare
• Foot/Toe
& Jack impact

• Shoulder
– Loosen lugs strain
• Steps • Hazards • Prevention
– Park & set • Hit by traffic – Far off road as
brake • Back Strain possible
– Remove Spare – Pull items close
& Jack • Foot/Toe before lift
impact – Lift in increments
– Lift and lower
using leg power
• Shoulder – Wide leg stance
strain – Use full body, not
– Loosen lugs
arm/shoulder
• Find a new way
to do job • Fix-A-Flat

• Change physical • No off-road

conditions that driving
create hazards
• Change the work
procedure • Buy self-sealing
• Reduce tires
frequency
• Maintenance /
Change-out
program
• Fact-Finding vs. Fault Finding
• Sound knowledge of the plant
• Knowledge of relevant standards & codes
• Systematic inspection steps
• Method of evaluating data
• “Blinder affect”
• Rote inspections
• All Check - No action
• Who is inspecting?
• Improve Safety
• New Way to Do Job
• Change Physical Conditions
• Change Work Procedures
• Reduce Frequency of Dangerous Job
• Determine the work goal of the job, and then analyze the
various ways of reaching this goal to see which way is
safest
• Consider work saving tools and equipment
• Tools, materials, equipment layout or location
• Study change carefully for other benefits (costs, time
savings)
• Day-to-Day Knowledge • Accident Prevention
comes from where the Plan Development
work is actually done
and hazards actually • Safety Committee
exist.
• Safety Bulletin Board

• Crew-Leader Meetings
• What should the worker do to eliminate the hazard?
• How should it be done?
• Document changes in detail
• What can be done to reduce the frequency of the job??
• Identify parts that cause frequent repairs - change
• Reduce vibration save machine parts
The guide has five steps
• Audit
• React
• Communicate
• Follow up
• Raise standards
• Get into one of the work areas on a regular basis
• Develop your own system
• Do not combine a safety audit with other visits
• Audit must be designed to evaluate safety
• Take notes
• How you react is the strongest element in improving
the safety culture
• Your reaction tells what is acceptable and not
acceptable
• You must come away from each inspection with a
reaction:
1. Acceptable because...
2. Not acceptable because...
3. Deteriorated because...
4. Improved because…
• In order for the contact to be productive, your
subordinate/co-worker must understand that:
You inspected his or her area
You are pleased (or displeased) with what you saw because
of…
You expect him or her to react to your comments and to
improve
You will audit the area again in a specified number of days
• Critical for success of the safety program
• Allows you to demonstrate that it is important
• Must communicate your assessment to the employees
• Will see improvement if the first four steps are followed
• Keep raising your expectations and help provide
leadership
• Solve the obvious problems then fine tune the safety and
housekeeping efforts
• Effective observation includes:
Be selective
Know what to look for
Practice
Keep an open mind
Guard against habit and familiarity
Do not be satisfied with general impressions
Record observations systematically
To become a good observer, a person must:
• Stop for 10 to 30 seconds before entering an area to ascertain
where employees are working
• Be alert for unsafe practices
• Observe activity -- do not avoid the action
• Remember ABBI -- look Above, Below,
Behind, Inside
• Develop a questioning attitude

• Use all senses

• sight
• hearing
• smell
• touch
• Use a checklist
• Ask questions
• Take notes
• Respect lines of communication
• Draw conclusions
• Conduct that unnecessarily increases the likelihood of
injury
• All safety rule and procedure violations are unsafe acts
• All unsafe acts should be corrected immediately
• Concentrate on people and their actions because actions of
people account for more than 96 percent of all injuries
 When to audit
 Where to audit
 How much to audit
 Auditing contractors
• Day-to-Day Knowledge • Accident Prevention
comes from where the Plan Development
work is actually done
and hazards actually • Safety Committee
exist.
• Safety Bulletin Board

• Crew-Leader Meetings
Thank You