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Near Miss Programs


Near Miss Programs Ways To Address Negatives Stay Positive View near miss reports as opportunities to prevent accidents rather than to place blame. – PowerPoint PPT presentation

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Title: Near Miss Programs

  • Near Miss Programs

What Is a Near Miss Program
  • A Near Miss Program can be defined as
  • an administrative tool to help reduce
  • accidents and injuries in the workplace.

What Is A Near Miss?
  • A Near Miss is an opportunity to improve
  • safety, health and environmental concerns
  • of an operation based on a condition or an
  • incident with potential for more serious
  • consequences.
  • Note Security can also be a potential area of

Other Definitions/Conditions
  • Unsafe behavior
  • Minor accidents/injuries that had potential to be
    more serious
  • Events where injury could have occurred but did
  • Events where property damage results
  • Events where a safety barrier is challenged

  • Any unsafe condition
  • Events where potential environmental damage could

Objectives of a Near Miss Program
  • Identify risks and prevent future accidents
  • Fix problems as they are identified
  • Make everyone an advocate of safety
  • Increase safety awareness

Three Workplace Disciplines
  • A near miss program should address
  • three disciplines in the workplace.
  • Environmental
  • Safety
  • Health

Primary Vehicle
  • The primary vehicle used to accomplish
  • this program is the Near Miss Report.
  • In concept, the Near Miss Report is used
  • to learn from situations where an accident
  • almost happened so that real injuries
  • can be prevented.

Catalyst To Prevention
  • The Near Miss Report is the starting point
  • to diminish the probability of an almost
  • accident turning into a real one.

  • Research and investigation of major accidents
  • adds new data and shows that for every
  • major accident there are several preceding
  • minor accidents with limited impact and near
  • miss incidents with little or no significant
  • damage.

Indicators, cont.
  • Therefore, it has been recognized that by
  • focusing on minor incidents it is possible to
  • reduce the probability of having major
  • accidents.

Lost Time Cases
Near Miss Report
Unsafe Behaviors/Unsafe Acts
The Safety Triangle
Eight Steps
  • There are eight steps to an effective near
  • miss program. To get the full benefit from a
  • near miss program, it is important to follow
  • these steps and complete them to the
  • fullest extent.

Step 1
  • Identification
  • The individual must recognize an incident
  • or condition as a near miss.
  • There must be a clear definition of what a
  • near miss is within your organization.

Step 2
  • Disclosure
  • Once a near miss is identified, it must be
  • disclosed, preferably in writing. Having a
  • simple procedure for reporting will encourage
  • this process. Having easy access to forms is
  • a key component to encouraging
  • participation.

Step 3
  • Prioritize
  • Once an incident has been reported it
  • must be prioritized. This very critical step
  • determines the path forward as to what
  • level of attention is needed. This should be
  • reviewed by management to help determine
  • the risk.

Step 4
  • Distribution
  • Distribute the near miss information to the
  • people that can help properly analyze the
  • cause of the incident. Ask for their
  • immediate feed back.

Step 5
  • Identification of Causes
  • Both direct and root-causes should be
  • determined. It could be a behavior based or
  • training based cause or other. Look at all
  • possible aspects of causes.

Step 6
  • Solution Identification
  • A solution for each identified cause should
  • be determined.

Step 7
  • Dissemination
  • Once solutions are identified, the information
  • should be communicated to the people who
  • will execute the solution.

Step 8
  • Resolution (Tracking)
  • Once solutions are identified and the
  • implementers are informed, it is important to
  • track all suggested changes to ensure that
  • they are properly executed.

Options Of Implementation
  • There are several ways to ensure your near
  • miss program is executed and maintained.
  • Near Miss Management Team
  • Comprised of a diverse team of employees,
    managers, supervisors and workers.

Options, cont.
  • Safety Committee
  • Your safety committee can implement and manage
    your near miss program.
  • Single Person
  • You can designate a single person responsible
    to manage the program

  • There are two type of training associated
  • with a near miss program.
  • Administrative for administrators
  • Employee

Administrative Training
  • For the administrators, subjects should
  • include the guidelines at which the program
  • will function e.g., prioritizing, tracking and
  • responsibilities. It is suggested that your
  • near miss program be outlined on paper.

Employee Training
  • The objectives of employee training are
  • focused on actual use of the system.
  • This type of training must include, but not
  • limited to the following

Employee Training, cont.
  • What are near misses
  • Why are near misses important and how they can
  • What is the role of each person in near miss
  • How will near misses be managed and by who
  • What is the near miss process (eight steps)
  • How do you report a near miss
  • How would you prioritize a near miss
  • Where to find near miss reporting forms

Accident Potential
  • Near misses are the best leading indicators
  • of accident potential. By having a
  • comprehensive near miss system, where
  • near misses are not only recognized but also
  • resolved properly, a facility can expect to
  • both reduce the number of accidents and
  • improve the quality and productivity of its
  • operations.

  • A well-designed and managed near miss
  • program is one of the best proactive
  • protection systems you can have in your
  • facility. It will accomplish the following

  • Empowers employees
  • Enables observation and resolution of issues in a
    timely manner
  • Reflects up-to-date information
  • Brings out new sources of problems to managements
  • Provides an invisible control over all operations
    at every single stage of a plants life

Employee Recriminations
  • Employees may be reluctant to report near
  • misses due to potential recriminations that
  • could result.
  • Such as

  • Peer pressure
  • Disciplinary action
  • Unintended disciplinary action. For example, upon
    incident investigation, additional job tasks or
    wearing cumbersome PPE may be perceived as
    punishment for reporting

Human Nature and Near Miss Reporting
  • Resistance to reporting near misses can
  • occur for a number of reasons
  • People do not want to be blamed for problems
  • Perception that you are rocking the boat or a
    trouble maker
  • Concern that a near miss will result in more work

Ways To Address Negatives
  • Stay Positive View near miss reports as
    opportunities to prevent accidents rather than to
    place blame.
  • Reward employees with incentives
  • Option to remain anonymously
  • Involve employees in the investigation

A Word Of Caution
  • Failure of management to remain committed
  • to near miss programs can in turn decrease
  • employee reporting and can result in
  • employees thinking that the near miss
  • program is a flavor of the month.

Final Tips
  • A near miss in the workplace is a warning or
    indication that something is wrong
  • Close calls or near misses on the job should be
    corrected immediately
  • Constant safety awareness on everyones part is
    the most important factor in accident prevention

Final Tips, cont.
  • If you witness or are involved with a near miss
    incident, stop and correct the problem or notify
    the appropriate people immediately
  • Do not just shrug-off a near miss. Stop what you
    are doing and report it.
  • Dont have the attitude that Thats the way we
    have always done it.

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Near Hit Reporting
  • A Near Hit Report is an internal
  • administrative form used by Supervision to
  • document the first mention of an injury by
  • an associate. It should be used the first
  • time an associate mentions that he/she is
  • hurting. Even if it is mentioned to you in
  • casual conversation. This is different from a
  • first report of injury.

  • The Near Hit form is used to protect the
  • company from liability if in the future the
  • associate claims workers compensation or
  • brings a law suit against the company.

  • The Near Hit form should be filled out with
  • accurate information and as much possible
  • and given to Mike McQueen. A follow up
  • Email with additional or more complete
  • if necessary should be sent to Mike McQueen
  • e.g., I slipped down over the weekend and
  • my back hurts ?????

Ask Questions
  • Dont take the complaint at face value. Ask
  • the associate questions concerning the
  • injury. Act as a detective
  • Are you sure you hurt yourself at work?
  • Have you ever injured this part of your body
  • before?
  • You may be surprised and what you can
  • learn with a few simple questions.

  • The average workers compensation claims
  • runs an eight year average. That means if it
  • cost 1000.00 when it happens, it will
  • eventually cost the company 8000.00

Possible Motivations
  • Lay off
  • Desire not to work
  • Termination due to behavior
  • Doesnt like the particular job
  • Has a personal agenda
  • Do not have medical insurance
  • Just wants time off
  • Actual pain or injury

How You Can Help
  • If an Associate complains of pain or a
  • possible injury and you determine that
  • medical attention is not necessary at this
  • time, it is in YOUR best interest
  • Move (rotate) the associate
  • Ask Management to perform an assessment
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