LOST CONTROL PROGRAMS

1
LOST CONTROL PROGRAMS

• Chapter 4

2
Examining Accident Causation

• There are two basic approaches to examining how
  accidents are caused after-the-fact and
  before-the-fact.
• After-the-Fact
• This approach relies on examining accidents after
  they have occurred to determine the cause and to
  develop corrective measures. Evaluation of past
  performance uses information derived from
  accident and inspection reports and insurance
  audits.
• Before-the-Fact
• This method relies on inspecting and
  systematically identifying and evaluating the
  nature of undesired events in a system. The
  method is called critical incident technique.

3
Critical Incident Technique

• The critical incident technique measures safety
  performance and identifies practices or
  conditions that need to be corrected.
• To obtain a representative sample of workers
  exposed to hazards, management selects personnel
  from various departments of the plant.
• An interviewer questions a number of workers who
  have performed particular jobs within certain
  environments. They are asked to describe only
  those existing hazards and unsafe conditions they
  are aware of.
• Management then classifies incidents into hazard
  categories, and identifies problem areas.
• The investigative team can also analyze the
  management systems that should have prevented the
  occurrence of unsafe practices or the existence
  of unsafe conditions. The procedure needs to be
  repeated because the worker-equipment-environment
  system is not static.

4
Safety Sampling

• Also called behavior or activity sampling, safety
  sampling is another technique that uses the
  expertise of those within the organization to
  inspect, identify, and evaluate hazards.
• This method relies on personnel - usually
  management or safety staff members - who are
  familiar with operations and well trained in
  recognizing unsafe practices.
• While making rounds of the plant or
  establishment, they record on a safety sampling
  sheet both the number and type of safety defects
  they observe. A code number can be used to
  designate specific unsafe conditions.
• Safety personnel or managers should make
  observations at different times of the day, on a
  planned or random basis in the actual work
  setting, and throughout the various parts of the
  plant.
• In a short time, they can easily convert
  observations to a simple report showing what
  specific unsafe conditions exist in which areas
  and what supervisors and foremen need help in
  enforcing good work practices.

5
Definition of Hazards

• A workable definition of hazard is any existing
  or potential condition in the workplace that, by
  itself or by interacting with other variables,
  can result in deaths, injuries, property damage,
  and other losses. This definition carries with it
  two significant points.
• First, a condition does not have to exist at the
  moment to be classified as a hazard. When the
  total hazard situation is being evaluated,
  potentially hazardous conditions must be
  considered.
• Second, hazards may result not only from
  independent failure of workplace components but
  also from one workplace component acting upon or
  influencing another. For instance, if gasoline or
  another highly flammable substance comes in
  contact with sulfuric acid, the reaction created
  by the two substances produces both toxic vapors
  and sufficient heat for combustion.
• Hazards are generally grouped into two broad
  categories those dealing with safety and
  injuries and those dealing with health and
  illnesses. However, hazards that involve property
  and environmental damage must also be considered.

6
Effects of Hazards on the Work Process

• In a well-balanced operation, workers, equipment,
  and materials are brought together in the work
  environment to produce a product or to perform a
  service.
• When an accident interrupts an operation, it sets
  in motion a different chain of events and carries
  its own price tag.
• An accident is an unplanned, undesired event, not
  necessarily resulting in injury, but damaging to
  property and/or interrupting the activity in
  process.
• An accident increases the time needed to complete
  the job, reduces the efficiency and effectiveness
  of the operation, and raises production costs.
• If the accident results in injury, materials
  waste, equipment damage, or other property loss,
  there is a further increase in operational and
  hidden costs and a decrease in effectiveness.

7
Controlling Hazards A Team Effort

• Traditionally, most managers have relied only on
  their safety and operations on people to locate,
  evaluate, and control hazardous situations.
  Accident and hazard reduction requires a team
  effort by employees and management.
• Example of how several departments and employee
  teams can work together.
• The engineering departments can design facilities
  to be free of uncontrolled hazards and provide
  technical hazard identification and analysis
  services to other departments. Their designs must
  comply with federal, state or provincial, and
  local laws and standards.
• Manufacturing departments can reduce hazards
  through efforts such as effective tool design,
  changes in processes, job hazard analysis and
  control, and coordinating and scheduling
  production.

8
Controlling Hazards A Team Effort

• Quality control can test and inspect all
  materials and finished products. It can conduct
  studies to determine whether alternate design,
  materials, and methods of manufacture could
  improve the quality and safety of the product and
  the safety of the employees making the product.
• Purchasing departments can ensure that materials
  and equipment entering the workplace meet
  established safety and health standards, and that
  sufficient protective devices are an integral
  part of equipment. They should circulate
  information received from suppliers to line
  management and workers about safety and health
  hazards associated with workplace substances and
  materials.
• Maintenance can provide planned preventive
  maintenance on electrical systems, machinery, and
  other equipment to prevent abnormal
  deterioration, loss of service, or safety and
  health hazards.
• Industrial relations often administers programs
  directly related to health and safety.

9
Management Support

• To coordinate the organizational and departmental
  efforts, a program of loss control is necessary
  as part of the management process. Such a program
  provides hazard control with management tools
  such as programs, procedures, audits, and
  evaluations.
• A loss control program establishes facility-wide
  safety and health standards and coordinates
  responsibilities among departments. For example,
  if one department makes a product and another
  distributes it, they share responsibility for
  hazard control.

10
Safety Management and Productivity Improvement

• The process of identifying and eliminating or
  controlling hazards in the workplace is one way
  of making the best use of human, financial,
  technological, and physical resources. Optimizing
  these resources results in higher productivity.
• Loss control, like productivity, quality, costs,
  and personal relations, is a strategic process.
  To be effective, it must be integrated into the
  day-to-day activities.
• An accident interrupts the production process,
  not only increases the time needed to complete a
  production task, it may also reduce the
  efficiency and effectiveness of the overall
  operation and increase production costs.

11
Determining Accident Factors

• the organization should first determine the major
  factors likely to cause loss of control. Then
  identify the location importance and potential
  effects.
• Control measures can then be introduced to help
  reduce risk and potential losses. Factors
  responsible for accident losses may be identified
  by either inspection or detailed hazard analyses.
  
• The control measures may be some type of process
  innovation or machine safeguarding, personal
  protective equipment, training, or administrative
  change.

12
Worker-Equipment-Environment System

• Those professionals involved in establishing
  effective loss control programs must understand
  the interrelationships in the worker-equipment-env
  ironment system.
• Worker
• In any worker-equipment-environment system, the
  worker performs three basic functions (1)
  sensing, (2) information processing, and (3)
  controlling.
• As a sensor, the worker serves to monitor or
  gather information.
• As an information processor, the worker uses the
  collected information to make a decision about
  the relevance or suitability of various courses
  of action.
• The third function, control, flows from the first
  two. Once information is collected and processed,
  the worker keeps the situation within acceptable
  limits or takes the necessary action to bring the
  system back into an acceptable or safe range.

13
Evaluating an accident of these three functions
can pinpoint the causes

• Did the error occur while the worker was
  gathering information as a sensor?
• Was the worker able to gather information
  accurately?
• Did the error occur as a result of faulty
  information processing and decision making?
• Did the error occur because an appropriate
  control option was not available or because the
  worker took inappropriate action?
• In order for the system to move toward its
• production objectives, the employee must perform
• work effectively and avoid taking unnecessary
  risks.

14
Evaluating an accident of these three functions
can pinpoint the causes.

• Equipment
• Equipment, the second component in the system,
  must be properly designed, maintained, and used.
• Hazard control can be affected by the shape,
  size, and thickness of tools the weight of
  equipment operator comfort and the strength
  required to use or operate tools, equipment, and
  machinery.
• These variables influence the interaction between
  worker and equipment. Other equipment variables
  important in hazard recognition include speed of
  operation and mechanical hazards.

15
Evaluating an accident of these three functions
can pinpoint the causes

• Environment
• Special consideration must be given to
  environmental factors that might divert the
  comfort, health, and safety of the worker.
• Emphasis should be placed on factors such as
• layout the worker should have sufficient room
  while performing the assigned task
• maintenance and housekeeping
• sufficient illumination poorly lit areas
  increase eyestrain and also the chance of making
  an accidentcausing mistake
• temperature, humidity, noise, vibration, and
  control of emission of toxic materials.

16
ACCIDENT CAUSES AND THEIR CONTROL

• Close examination of each accident shows that it
  can be attributed, directly or indirectly, to an
  oversight, omission, or failure of the management
  system regarding one or more of the following
  three items
• unsafe practices or procedures either the worker
  or another person
• situational factors, for example, facilities,
  tools, equipment, and materials
• environmental factors, such as noise, vibration,
  temperature extremes, illumination.
• If an sufficient line management hazard control
  system is properly designed for the
  organization's workers, equipment, and
  environment, then the possibility of accidents
  occurring in the workplace is greatly reduced.

17
Unsafe Practices or Procedures

• An unsafe practice often is a deviation from the
  standard job procedures. Examples of such actions
  include
• using equipment without authority
• operating equipment at an unsafe speed or other
  improper way
• removing safety devices, such as guards,
• using defective tools.
• Unsafe practices also can be a deviation from
  safety rules or regulations, instructions, or job
  safety analyses.
• When implementing a hazard control program,
• emphasis should be placed on the countermeasure.

18

• No known standard for safe job procedure exists.
  Countermeasure Perform a job safety analysis
  (JSA) and develop a good procedure through job
  instruction training.
• The employee did not know the standard job
  procedure. Countermeasure Train in the correct
  procedure.
• The employee knew, but did not follow, the
  standard job procedure. Countermeasure Consider
  an employee performance evaluation. Test the
  validity of the procedure and motivation.
• The employee knew and followed the procedure.
  Countermeasure Develop a safer job procedure.
• The procedure encouraged risk-taking, such as
  incentive pay for piecework. Countermeasure
  Change the unsafe job design, procedure, or
  incentive program.

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• The employee did not follow the correct procedure
  because of work pressure or the supervisor's
  influence. Countermeasure Counsel employee and
  supervisor consider change in work procedures or
  job requirements.
• Many accidents are the result of someone
  deviating from the standard job procedures, doing
  something prohibited, or failing to do something
  that should be done.
• An important first step in loss control is
  distinguishing between worker error and
  supervisory error, then addressing what caused
  the system to break down.

20
Human error is reduced when

• supervisors and workers know the correct methods
  and procedures to accomplish given tasks
• workers demonstrate a skill proficiency before
  using the particular piece of equipment
• the entire organization gives top priority and
  continuous regard to potentially dangerous
  situations and the corrective action necessary to
  avoid accidents.
• supervisors provide proper direction, training,
  surveillance. The supervisor must be aware of the
  worker's skill level with each piece of equipment
  and process, and adjust the supervision of each
  worker accordingly.

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• Situational Factors
• Situational factors are another major cause of
  accident. These factors are materials that make
  accidents possible, an unsafe operations, tools,
  equipment, and facilities.
• Examples are, unguarded, poorly maintained, and
  defective equipment ungrounded equipment that
  can cause shock poorly arranged equipment,
  buildings, and layouts that create congestion
  hazards
• Environmental Factors
• The third factor in accident causation is
  environmental, that is, the way in which the
  workplace directly or indirectly causes or
  contributes to accident situations.
• Environmental factors fall into four broad
  categories human, chemical, biological, and
  ergonomic.

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• Human Factors
• Noise, vibration, radiation, illumination, and
  temperature extremes are examples of factors
  having the capacity to influence or cause
  accidents and illnesses.
• Operations on a machine lathe, for example, may
  produce high noise levels that prevent workers
  from hearing other sounds and weaken
  communication with others or may damage the
  workers' hearing over time.
• Chemical Factors
• Classified under this category are toxic gases,
  vapors, fumes, mists, smokes, and dusts. In
  addition to causing illnesses, these often damage
  worker's skill, reactions, judgment, or
  concentration.

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• Biological Factors
• Biological factors refer to those items capable
  of making a person ill through contact with
  bacteria, viruses, fungi, or parasites.
• Ergonomic Factors
• Ergonomic factors refer to a persons
  capabilities, physical attributes and work habits
  that is accepted in the workplace.

24
Sources of Situational and Environmental Hazards

• Employee contributions to situational and
  environmental hazards include disregarding safety
  rules and regulations by
• making safety devices inoperative,
• using equipment and tools incorrectly.
• using defective tools rather than obtaining
  serviceable ones,
• failing to use engineering controls such as
  exhaust fans when required, and
• using toxic substances in unventilated areas or
  without proper protection.

25
PRINCIPLES OF LOSS CONTROL

• Lost control is the function directed toward
  recognizing, evaluating, and eliminating, at
  least controlling, the destructive effects of
  occupational hazards. These hazards generally
  results from human errors and from the
  situational and environmental aspects of the
  workplace.
• The primary function of a lost control system is
  to locate, assess, and set effective preventive
  and corrective measures for those elements
  harmful to operational efficiency and
  effectiveness.

26
PROCESSES OF LOSS CONTROL

• The processes of an effective lost control
  program should be directed toward evaluating,
  eliminating, and preventing workplace hazards.
• An effective lost control program has six steps
  or processes
• hazard identification and evaluation
• ranking hazards by risk
• management decision making
• establishing preventive and corrective measures
• monitoring
• evaluating program effectiveness

27
Hazard Identification and Evaluation

• This first step in a comprehensive lost control
  program is to identify and evaluate workplace
  hazards. These hazards are associated with
  machinery, equipment, tools, operations,
  materials, and the physical plant.
• Hazard information also can be obtained from
  accident reports. Information explaining how a
  particular injury, illness, or fatality occurred
  often will reveal hazards requiring control.
• Close review of accident reports filed in the
  past three to five years will identify the
  individuals and specific operations involved, the
  department or section where the accident
  occurred, the extent of supervision, and possibly
  the injured person's deficiencies in knowledge
  and skill.

28
Ranking Hazards by Risk (Severity, Probability,
and Exposure)

• The second step in the process of loss control is
  to rank hazards by risk. Such ranking takes into
  account the result (the severity, the
  probability, and the exposure index).
• The purpose of this second process is to address
  hazards according to the principle of "worst
  first."
• Ranking provides a consistent guide for
  corrective action, specifying which hazardous
  conditions deserve immediate action, which have
  secondary priority, and which can be addressed in
  the future.
• Risk Assessment
• When the hazards have been ranked according to
  all three criteria, the next step is to assign a
  single risk number or risk assessment code (RAC).

29
Management Decision Making

• The third step involves providing management with
  full and accurate information, all possible
  alternatives, so managers can make intelligent,
  informed decisions concerning loss control.
• Such alternatives will include recommendations
  for training and education, better methods and
  procedures, equipment repair or replacement,
  environmental controls, and rare cases where
  modification is not enough recommendations for
  redesign.
• After management's decision-makers receive hazard
  reports, they normally have three alternatives
• 1. take no action
• 2. modify the workplace
• 3. redesign the workplace

30
Establishing Preventive and Corrective Measures

• After the safety team or others have identified
  and evaluated hazards and provided data for
  informed decisions, the next fourth step involves
  implementing control measures.
• Controls are of three kinds
• 1. administrative (through personnel, management,
  monitoring, limiting worker exposure, measuring
  performance, training and education, housekeeping
  and maintenance, purchasing)
• 2. engineering (isolation of source, lockout
  procedures, design, process or procedural
  changes, monitoring and warning equipment,
  chemical or material substitution)
• 3. personal protective equipment (body
  protection, fall protection, etc.).

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Monitoring

• The fifth step in the process of hazard control
  deals with monitoring activities to locate new
  hazards and assess the effectiveness of existing
  controls.
• Monitoring includes inspection, industrial
  hygiene testing, and medical surveillance.
• Monitoring is necessary
• to provide assurance that hazard controls are
  working properly,
• to ensure that modifications have not changed the
  workplace that current hazard controls can no
  longer function adequately,
• to discover new or previously undetected hazards.

32
Evaluating Program Effectiveness

• The sixth step is to evaluate the effectiveness
  of the safety
• and health program.
• Evaluation involves answering the following
  questions.
• What is being done to locate and control hazards
  in the plant?
• What benefits are being received, for example,
  reduction of injuries, workers' compensation
  cases, and damage losses?
• What impact are the benefits having on improving
  operational efficiency and effectiveness?
• Evaluation must be adapted to
• the time, money, and kinds of equipment and
  personnel available for the evaluation
• the number and quality of data sources
• the particular operation and
• the needs of the evaluators.

33

• Among the criteria management can use to
  determine the effectiveness of its safety and
  health program effort are
• the number and severity of injuries to workers
  compared with work hours
• the cost of medical care
• material damage costs
• facility damage costs
• equipment and tool damage or replacement costs
• the number of days lost from accidents.

34
ORGANIZING AN OCCUPATIONAL SAFETY AND HEALTH
PROGRAM

• The purposes of a loss control program
  organization are to assist management in
  developing and operating a program designed to
  protect workers, to prevent and control
  accidents, and to increase effectiveness of
  operations.
• Establishing Program Objectives
• Critical to the design and organization of a
  safety and health program is the establishment of
  objectives and policy to guide the program's
  development.
• If the organization has a joint safety and health
  committee, it could be the body chosen to set the
  program objectives.

35

• Among the program objectives should be the
  following
• gaining and maintaining support for the program
  at all levels of the organization
• motivating, educating, and training the program
  team to recognize and correct or report hazards
  located in the workplace
• engineering hazard control into the design of
  machines, tools, and facilities
• providing a program of inspection and maintenance
  for machinery, equipment, tools, and facilities
• incorporating hazard control into training and
  educational techniques and methods
• complying with established safety and health
  standards.

36
Establishing Organizational Policy

• Once the objectives have been formulated, the
  second step for management is to adopt a formal
  policy. A written policy statement, should be
  available to all personnel.
• It should state the purpose of the hazard control
  program and require the active participation of
  all those involved in the program's operation.

37
Responsibility for the Hazard Control Program

• Responsibility for the safety program can be
  established at the following levels
• board of directors, chief executive officers,
  managers, and administrators
• department heads, supervisors, foremen, and
  employee representatives
• purchasing agents housekeeping and maintenance
  personnel
• employees safety personnel
• staff medical personnel and
• safety and health committees.

38
Housekeeping and Preventive Maintenance

• Good housekeeping reduces accidents, improves
  morale, and increases efficiency and
  effectiveness.
• When the workplace is clean and orderly and
  housekeeping becomes a standard part of
  operations, less time and effort will be spent
  keeping it clean, making repairs, and replacing
  equipment.

39

• Preventive maintenance has four main components
• 1. Scheduling and performing periodic maintenance
  functions
• 2. Keeping records of service and repairs
• 3. Repairing and replacing equipment and
  equipment parts
• 4. Providing spare parts control.
• Maintenance schedules can be set up on several
  different bases
• manufacturer's recommendations
• age of the machine
• number of hours per day the machine is used
• past experience

40
Employees

• Employees can observe safety and health rules and
  regulations and work according to standard
  procedures and practices.
• They can recognize and report to the foreman or
  supervisor hazardous conditions or unsafe work
  practices in the plant. They can develop and
  practice good habits of hygiene and housekeeping.
  
• They can use protective and safety equipment,
  tools, and machinery properly. They can report
  all injuries or hazardous exposure as soon as
  possible.
• Employees can help develop safe work procedures
  and make suggestions for improving work
  procedures. Management should encourage employees
  to participate on safety committees.

41
Purchasing Agents

• Those responsible for purchasing items for
  organizations are in a key position to reduce
  hazards associated with operations.
• In maintaining standards of quality, efficiency,
  and price, the purchasing department must make
  sure that safety has received sufficient
  attention in the design, manufacture, and
  shipping of items.
• Depending upon the company organization, other
  departments - such as safety, engineering,
  quality control, maintenance, industrial hygiene,
  and medical should indicate to the purchasing
  department what equipment and materials meet with
  their approval.

42
COMPANY SAFETY RULES

• Report unsafe conditions to your immediate
  supervisor.
• Promptly report all injuries to your immediate
  supervisor.
• Wear hard hats on the job site at all times.
• Use eye and face protection where there is danger
  from flying objects or particles, such as when
  grinding, chipping, burning and welding, etc.
• Dress properly. Wear appropriate work clothes,
  gloves, and shoes or boots.
• Never operate any machine unless all guards and
  safety devices are in place and in proper
  operating condition.
• Keep all tools in safe working condition. Never
  use defective tools or equipment.
• Report any defective tools or equipment to
  immediate supervisor promptly.
• Properly care for and be responsible for all
  personal protective equipment.
• Do not operate machinery if you are not
  authorized to do.
• Do not leave materials in aisles, walkways,
  stairways, roads or other points of egress.
• Practice good housekeeping at all times.
• Do not stand or sit on sides of moving equipment.
  
• All posted safety rules must be obeyed and must
  not be removed except by management's
  authorization.

43
Safety Health Professionals (Loss control
Specialists)

• To ensure the effectiveness of the safety
  program, management usually places program
  administration in the hands of a safety director
  or manager of safety and health.
• To administer a safety program effectively
  requires considerable training and many years of
  experience.
• A safety program has many aspects occupational
  health, product safety, machine design, plant
  layout, security, damage control, and fire
  prevention.
• Safety profession combines engineering,
  management, preventive medicine, industrial
  hygiene, and organizational psychology.
• It requires knowledge of system safety analysis,
  job safety analysis, job instruction training,
  human factors engineering, biomechanics, and
  product safety.
• The professional must have extensive knowledge of
  the organization's equipment, facilities,
  manufacturing process, and workers' compensation,
  and must be able to communicate and work with all
  types of people.

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THE SCOPE OF THE PROFESSIONAL SAFETY POSITION

• Functions of the Professional Safety Position
• The major functions of the safety and health
  professional are contained within four basic
  areas. The major areas are
• Identification and assessment of accident and
  loss producing conditions and practices and
  evaluation of the severity of the accident
  problem.
• Development of accident prevention and loss
  control methods, procedures, and programs.
• Communication of accident and loss control
  information to those directly involved.
• Measurement and evaluation of the effectiveness
  of the accident and loss control system and the
  modifications needed to achieve optimum results.

45
SAFETY AND HEALTH COMMITTEES

• The joint safety and health committee is
  responsible for
• actively participating in safety and health
  instruction programs and evaluating the
  effectiveness of these programs
• regularly inspecting the facility to detect
  unsafe conditions and practices and hazardous
  materials and environmental factors
• planning improvements to existing safety and
  health rules, procedures, and regulations
• recommending suitable hazard elimination,
  reduction, or control measures
• periodically reviewing and updating existing work
  practices and hazard controls
• monitoring and evaluating the effectiveness of
  safety and health recommendations and
  improvements
• compiling and distributing safety and health and
  hazard communications to the employees
• immediately investigating any workplace accident
• studying and analyzing accident and injury data.