a presention of best ideas

1. 1
Welcome to
Introduction to
Safety & Health Management
Course #7500
Draft 11 17 2018

2. 2
2
Objectives
At the end of the workshop, you will be
able to:
1. Explain the benefits of implementing a safety and
health management system.
2. Identify the core elements of an effective safety
and health management system.
3. Describe the key processes in each program
element.

3. 3
LyondellBasell
• Bankrupt 2009 - New CEO wanted
to focus on something far more
important: his absolute
commitment to safety.
• 2017 report - set a company
record for the lowest number of
injuries per hours worked
• top 10% of industry
• “This is especially impressive
when you consider the
complexity and intensity of our
investments in expansions and
maintenance resulted in a 15
percent increase in work hours
compared to 2015.” Bob Patel
• $180 million EHS budget.
• $7.1 billion dollar revenue
(+7.5%)
#1 North American and European
producer of polypropylene
#1 Global producer of oxyfuels

4. 4
Peter
Drucker
• The term "management by objectives" was first
popularized in his 1954 book 'The Practice of
Management'.
• MBO is often achieved using set targets
• Objectives for MBO must be Specific, Measurable,
Achievable, Realistic, and Time-Specific.

5. 5
5
Form Groups
 What is safety excellence?
 Who is responsible for this?
 How do we get there?
 What is safety culture?
 How does a safety person
create value?

6. 6
6
Direct Costs are the Tip of the
Iceberg
DIRECT
INDIRECT
Direct Costs:
-Medical treatment
-Physician
-Hospital
-Ambulance
-Indemnity
(compensation to
injured)
Indirect costs:
-Training and
compensating
replacement
workers
-Spoiled product
-Cleaning time
-Repair of
damaged property
-Investigation of
accident
-Schedule delays
- Poorer customer
relations
-Legal fees, etc.

7. 7
Costs of Accidents
• Work injury costs:
• Total cost in 2016.................................................... $241.5 billion
• Cost per death...........................................................$1,000,000
• Cost per medically consulted injury................................ $31,000
• The average cost for all worker comp claims combined in 2013-2014
was $38,617
• The average cost for all worker comp claims falls or slips ($45,016)
• Time Lost Due to Work-Related Injuries:
• Total time lost in 2016............................................... 100,000,000
days
• Due to injuries in 2016.................................................. 65,000,000 days
• Due to injuries in prior years.......................................... 35,000,000
days
• Time lost in future years from 2016 injuries....................... 50,000,000
days
• * Above data taken from NSC Injury Facts 2017 Edition.
7

8. 8
Costs per Type
• According to the latest Workplace Safety Index, the 10 leading
causes*, and direct costs, of the most disabling workplace injuries
in 2015, included:
• Overexertion involving outside source - $13.7 billion (-1.4 B)
• Falls on same level - $11.2 billion (+2.0 B)
• Falls to lower level - $5.9 billion (+0.8)
• Struck by object or equipment - $5.3 billion (0.0 B)
• Other exertions or bodily reactions - $4.2 billion (0.0 B)
• Roadway incidents involving motorized land vehicle - $3.2 billion
(0.0 B)
• Slip or trip without fall - $2.3 billion (+0.1 B)
• Caught in/compressed by equipment or objects - $2.1 billion (0.0 B)
• Struck against object or equipment - $2.0 billion (+0.2 B)
• Repetitive motions involving micro-tasks - $1.5 billion (-0.3 B)

9. 9
Sales Impact of Selected
Injuries
Injury/
Illness
Average
Direct Cost
Indirect
Cost
Total Cost Sales
Needed
(5% profit)
Sprain $4,245 $6,792 $11,037 $220,740
Laceration $1,101 $4,955 $6,056 $121,120
Foreign
Body
$317 $1,427 $1,744 $34,880
9

10. 10
Safety Pays Data

11. 11
Safety Pays Basic Estimator
This is the basic look of the estimator.

12. 12
Safety Pays User Friendly
Sample illness/injury type:
Amputation
Black lung
Fracture
Inflammation
Strain
*many more
Drop down menu
for illness/injury type
Profit margin %
# of incidents

13. 13
Safety Pays Utilization
This it the % of profit
1. Once the illness/injury type is selected from the drop-down menu, the actual cost is entered
or 2. the profit % , 3. followed by the number of incidents for a given period of time-press Add/Calculate.
1
2
3

14. 14
2018
• $1.7 million insurance drop when
0.65 to 0.54
• Doctor and Clinics on Retainer
• Lost time - cradle to grave
• Job Briefs / Hazard Analysis prior
to starting each day
• Everyone from Foremen to
Executives visit jobsites in order
to determine how we are
performing.

15. 15
BLS
• Several occupations recorded their highest
fatality total in years since 1992
• First-line supervisors of construction trades
• Landscaping and groundskeeping workers
• Roofers
• Tree trimmers and pruners,
• Driver/sales workers,
• Automotive service technicians and
mechanics
• Farmworkers, farm, ranch, and
aquacultural animals

16. 16
2015

17. 17
March 2017
Lost days went from 400 to 38 to 5.

18. 18
Jan 2018

19. 19
Aug 2017

20. 20
Aug 2017
Early Detection ------------------ Early Response

21. 21
Monthly Audits

22. 22
Monthly Audits
0
20
40
60
80
100
120
1/7/05
2/18/05
4/1/05
5/13/05
6/24/05
8/5/05
9/16/05
10/28/05
12/9/05
1/20/06
3/3/06
4/14/06
Week Beginning
Number of Safety
Inspections
90%
95%
100%
1/7/05
2/18/05
4/1/05
5/13/05
6/24/05
8/5/05
9/16/05
10/28/05
12/9/05
1/20/06
3/3/06
4/14/06
Week Beginning
Safety Inspection
Scores
22

23. 23
Jan 2018
• Another Thought on scoring
• Scoring inhibit communication.
• Foreman get hung up with scores.
• Do site rec with %fall protection.
• Construction Company
• $1.6 m to $140k.
• Payroll $36m to $62m
• Identify Hazards by class such Fall
from roof, Falls from ladder etc.
• Sort by foreman.

24. 24
Jan 2018
• CI tags
• Continuous Improvement tags
• Many different forms

25. 25
Acco Brands
• Lake Zurich IL
• 2,622 employees at 9 sites.
• 7 EHS professionals
• EHS director 22 years (CSP)
• injury and illness rates
significantly lower than the
average for the industry
• comprehensive training
programs,
• prevention of incidents is the
cornerstone of the safety process
• excellent communication
internally and externally about
the value of safety.

26. 26
Monthly Training for Managers

27. 27
Nov 2018• John, I am suggesting we cover the
following topics next year. What do
you think?
• January 4th-Recordkeeping
• February 1st- Electrical Safety
• March 1st- Lockout
• April 5th – Hazard Communication
• May 3rd – Machine Guarding
• June 7th – Safety Management
• July 8th – Forklift Safety
• August 2nd – Industrial Hygiene
• September 6th – Employee
Involvement
• October 4th – Fire and Extinguishers
• November 1st – Confined Spaces
• December 6th – Regulatory and most
cited

28. 28

29. 29
Daily Job Briefings

30. 30
July 2018

31. 31
Stop-Think-Act-Communicate (STAC)
● The purpose of the Stop-Think-
Act-Communicate (STAC) process
is to “Proactively involve all
employees to drive a cultural
change in safety by building a
process to equip people to
stop to identify hazards, think
to understand risk, act safely to
minimize risk, and communicate
the hazard and mitigate the risk.”
● STACs are completed by employees in their own work area and
communicated to their teams in daily meetings.
● Employees are encouraged to recognize hazards before an incident
occurs.

32. 32
Criminal 2017
• A crane operator faces
involuntary manslaughter
charges in a 2014 incident in
which his son and another
construction worker plummeted
to their deaths from above a
Winters bridge construction site.
• Mark Powell operated the crane
that lifted the basket carrying son
and operator Marcus Zane Powell
and pile driver Glenn Allen
Hodgson early May 30, 2014,
according to a Cal-OSHA citation.
• The hoisted basket they rode
aboard broke free, plunging the
pair eight stories to their deaths.

33. 33
Criminal Update 2017
• Wilmer Cueva, 51, of
Elmwood Park, New
Jersey, a foreman for Sky
Materials, was convicted
of criminally negligent
homicide and reckless
endangerment in the
death of Carlos Moncayo,
22 during excavation at a
Restoration Hardware
site.
• Sentencing 1-3 years.

34. 34
BLS

35. 35
Heinrich
• 300-29-1 ratio between
near-miss incidents,
minor injuries, and
major injuries
• 88 percent of all near
misses and workplace
injuries resulted from
unsafe acts. (old
thinking)

36. 36
BLS Pyramid 2012
• 4699 fatal
• 1,800,000 DART
• 3,000,000 injuries
• 1 death
• 390 DART
• 650 Injuries

37. 37
Frank Bird
• Analyzed 1,753,498
"accidents" reported
by 297 companies.
• These companies
employed a total of
1,750,000
employees who
worked more than
three-billion hours
during the exposure
period analyzed.

38. 38
Michael Wood
• The only thing Heinrich's Pyramid
gets right (I think) is that
dangerous work practices and
deficient safety controls rarely
cause a fatality every time, so the
death that occurs is often the
result of an activity that has been
repeated, over and over.
• I think we often face the same
problem with "low
probability/high severity" safety
risks -- like explosions,
lockout/tagout issues, etc. The
focus on frequency of past claims
blinds them to what should be
obvious risks
• But the notion that that same
activity will generate a bunch of
minor injuries and a smaller
group of more serious injuries is
simply wrong
• - Michael Wood

39. 39
July 2018
• “Assess each job”
• Issues?

40. 40
Risk Management

41. 41
Jan 2018
• $1.6 m to $140k. Payroll
$36m to $62m
• Scoring inhibit
communication. Hung up
with scores.
• Do site rec with %fall
protection.
• Average
recommendation. Sort by
foreman. Sort by indus

42. 42
Dec 2017
Death from non medical drugs went from165 in
2015 to 217 in 2016, a 32-percent increase.
Overdose fatalities have increased by at least 25
percent annually since 2012.
Per Quest Diagnostics in 2017 – 4.2% tested
positive
Meth up 9%
One company. 10 union members in accidents
tested clean. Non union 33% positive.
Seeing 1.8 and 2.4 Blood Alcohol tests before
noon.

43. 43
May 2017
• Industrial project locations
experienced the highest
number of fatalities with 813
deaths (35%)
• Commercial 5%
• AGC fatality study 2010-
2012

44. 44
Maslow's Hierarchy of Human Needs

45. 45
Aug 2018
• Illinois Jury Awards Record $ 148 Million To College
Student Paralyzed When Airport Pedestrian Shelter
Collapsed
• On Aug. 2, 2015, 24-year-old Tierney Darden was
returning to Chicago from a shopping trip to
Minneapolis with her mother and sister.
• When a strong storm passed through the area, they took
cover behind the shelter.
• The shelter, which weighed in excess of 750 pounds,
became loose and collapsed on them.
• City of Chicago and the City of Chicago Aviation
Department.
• Bolts missing from the shelter.
• Other shelters at the airport were also poorly
maintained and had missing bolts, corroded parts, or
broken brackets.
• The City admitted wrongful conduct for the incident five
months before the trial commenced. Offer was $22
million. Later. $30 million.

46. 46
Jan 2018
Sky guard

47. 47
47
2015

48. 48
Sep 2017
In the 2011-2015 period studied, fatal struck-by injuries
involving a tool, material or powered transport equipment
outnumbered the struck-by fatalities from a vehicle, 420
deaths versus 384, according to the center's research
team.
Passenger vehicles
and trucks accounted
for the majority of
those vehicle-related
deaths, 114 and 112,
respectively.

49. 49
DART Comparison
• BLS DART
• Private sector 1.7
• Construction 2.2
• Manufacturing 2.2
• Service 1.6
• Education 0.8
• Trucking 3.2
• Warehousing 3.7
• Utilities 1.1
• Agriculture 3.4
49

50. 50
DART Comparison
• BLS DART
• Private sector 1.7
• Manufacturing 2.1
• Wood Product 3.4
• Other Wood Products 3.9
• Pallet Manufacturing 5.2
35

51. 51
Data
• 2016 - Workers age 55 years and
over had 1,848 fatal injuries, the
highest number since CFOI began
reporting national data in 1992.
• In 1992, workers age 55 and over
accounted for 20 percent of
fatalities; in 2016, they accounted
for 36 percent.
• These workers also have a higher
fatality rate than other age groups.

52. 52
Region V Fatalities
• OSHA in Region 5 had
133 investigated
fatalities in FY2018 up
+34.
• 2014-2016
• 227 Struck by
• 185 Falls
• 166 Caught in
• 41 Electrocutions
• 32 Exposure
• 30 Other
• 20 Fire/Explosion

53. 53
Region V Fall Fatalities 2010-2014
• 25 Ladders
• 19 Roofs
• 18 Same Surface
• 16 Other
• 14 Aerial Lift
• 9 Nonmoving Vehicle

54. 54
June 2016
• Columbus WI
• The teen was working at the factory
on June 27, 2016 when he was
pinned in a machine while cleaning
scrap from underneath a laser cutter
in operation.
• He later died of his injuries on July 2,
2016.
• The teen had only been working
there two weeks when the incident
happened.
This IS my sister-in-law's nephew !!!
Killed at 17 ... all because of
company not following safety rules,
providing proper training and
equipment to ensure
lockout/tagout - DA

55. 55
Large Organization

56. 56
Small Plant

57. 57
Programs
• Hazard Communications
• Powered Industrial Truck Policy
• Bloodborne Pathogen Policy
• Crane Safety Policy
• Emergency Action Plan
• Fleet program
• Hearing Conversation
• Lockout/Tagout
• Respiratory Protection Program
• Personal protective equipment
• Accidents Reporting and
Investigation Policy
• Job Safety Analysis
• Hot Work
• Ergonomics policy though not an OSHA
standard.
• The new fall protection standard
required documented ladder and fall
training.
• Aerial lifts would be under scaffolds and
require a training program.
• 1910.333 requires an electrical safety
training program.
• Specific operating procedures should
be established for each piece of
equipment used by the company.
Employees should be trained using
these operating procedures to ensure
consistency of training. (not an OSHA
rule)

58. 58
Herzberg's two-factor theory

59. 59

60. 60
60
Element 1 – Management Leadership &
Employee Involvement
• Management leadership -
Motivating force and resources
A brand for a company is like a reputation for a person. You earn reputation by
trying to do hard things well.
If you do build a great experience, customers tell each other about that. Word of
mouth is very powerful.
There are two kinds of companies, those that work to try to charge more and
those that work to charge less. We will be the second.

61. 61
Six Criteria for Safety Excellence
– Top management is visibly
committed
– Middle management is
actively involved
– Front-line supervision is
performance-focused
– Employees are actively
participating
– System is flexible to
accommodate the culture
– Safety system is positively
perceived by the workforce
— Dan Petersen Ed.D.

62. 62
Safety Culture Indicators
– Attitude Towards Safety
– Discipline
– Employee Training
– Follow up on Suggestions
– Goals of Safety Performance
– Hazard Correction
– Incident Analysis
– Inspections
– Involvement of Employees
– Management Attendance
– JSA into Operating Procedures
– Recognition for Performance
– Supervisor Training
– Support for Safety

63. 63
Composite
SAMPLE

64. 64
Bottom 10 Questions
SAMPLE

65. 65
Top 10 Questions
SAMPLE

66. 66
66
• Safety and health are an integral part of
our operations.
___ Yes __No __Don’t knowlide
• Teamwork is apparent in all parts of the
organization.
___ Yes __No __Don’t know
• Managers and supervisors are out on the
floor frequently and always observe the
company safety and health rules.
___ Yes __No __Don’t know
• Employees are encouraged to identify
safety and health hazards and correct
them on their own.
___ Yes __No __Don’t know
• Employees have full and open access to
all the tools and equipment they need to
do their job safely.
___ Yes __No __Don’t know
Gap Analysis
X
X
X
X
X

67. 67
67
OSHA’s Safety and Health System
Model
MANAGEMENT
LEADERSHIP &
EMPLOYEE
INVOLVEMENT
WORKSITE
ANALYSIS
HAZARD
PREVENTION
& CONTROL
TRAINING

68. 68
Principles
• Management
Leadership
• Employee Involvement
• Worksite Analysis
• Hazard Prevention and
Audits
• Safety and Health
Training

69. 69
69
Element 1 – Management Leadership &
Employee Involvement
• Management leadership - Motivating force
and resources
• Employee involvement - Means through
which workers express their own
commitment to safety and health

70. 70
70
Why Should Employees be
Involved?
• Workers know potential hazards and have a
vested interest in effective protection.
• Group input provides a wider range of
experience.
• Employees are more likely to support and use
programs in which they have input.

71. 71
71
Why Should Employees be
Involved?
• Companies often set
employees to do
observations but they don't
train them an nobody looks
at working conditions, only
unsafe behaviors.
• If every on is acting right
then the exposed live wires
shouldn't be a problem.
• You need both.
• Anna Jolly

72. 72

73. 73
Safety Committees
• Employees must be involved in the process
• Inspections
• Safety Committees – Operations, Finance, Safety,
Maintenance – WHY????

74. 74
Hawthorne Effect
• Western Electric Cicero IL
• Elton Mayo studies work
changes
• 1927-1932
• Changed rest breaks,
lighting, work hours
• Output of building relays
was due freedom of
supervision, being
monitored, and developing
a close knit group.

75. 75
Deming's Points
• Create and communicate to all
employees a statement of the
aims and purposes of the
company.
• Institute on-the-job training.
• Teach and institute leadership to
improve all job functions.
• Drive out fear; create trust.
• Strive to reduce
intradepartmental conflicts.
• Remove barriers that rob people
of pride of workmanship
• Educate with self-improvement
programs.
• Include everyone in the company
to accomplish the
transformation.
• Eliminate exhortations for the
work force; instead, focus on the
system and morale.
• (a) Eliminate work standard
quotas for production. Substitute
leadership methods for
improvement.
(b) Eliminate MBO. Avoid
numerical goals. Alternatively,
learn the capabilities of
processes, and how to improve
them.

76. 76

77. 77
Safety & Health Culture

78. 78
Management Leadership
• Committed managers
• set the philosophy towards
safety and health,
• focus the efforts,
• lead the charge,
• engage the employees in
the entire process, and
• visibly demonstrate their
role via active participation.

79. 79
Leadership Case 1
 When I arrived in 2009, there was a
strong focus on the DART rate and
how it affects entry into the VPP
program.
 It has evolved to holding managers
accountable for the safety of their
employees to the level of
termination of managers for poor
performance in compliance with
established procedures.
 Further, this site wants to achieve
no injuries and illness because those
are not acceptable to the families or
coworkers. They believe they have
100% safe processes and should
have no injuries as a result.
79

80. 80
Leadership Case 2
 “When I walk around everyone knows I am looking for unsafe
conditions or actions, proper PPE and to make sure that everyone is
productively employed.
 “I also check cycle times and ask of the skilled trades what is the
controlling operation if it is slow.”
80

81. 81
Lean 5s
• Poster showing
employees and facility
doing Lean 5S
• Straighten
• Shine
• Standardize

82. 82
Lean 5s
• Poster showing
employees and facility
doing Lean 5S
• Sort
• Straighten

83. 83
May 2018
• Nebraska Safety Council
• 3% Unemployment rate
• “you don’t want to be
the employer that no
one wants to work
for..”

84. 84
Apr 2018
• Nebraska Issues
• Foreman not correct unsafe
behavior
• Upper Management on phone in
plant – not being present
• How does a new employee tell a
senior employee that he is not
doing it right
• “I’m worried about the message
that you are sending by not
wearing correct PPE?

85. 85
85
Workplace Hazard
A "hazard“ is:
An unsafe
that could cause injury or illness to an employee.
or
CONDITION
PRACTICE

86. 86
86
Four Categories of Hazards
M____
E_____
E____
P_____
aterials
nvironment
quipment
eople

87. 87
HAZARDS
Physical
Chemical
Biological
Mechanical
Electrical
Pollution
And???

88. 88
88
To Identify Worksite Hazards

89. 89
89
Job Hazard Analysis
• What can go wrong?
• What are the
consequences?
• How could it
happen?
• What are other
contributing factors?
• How likely is it that
the hazard will occur?

90. 90
Worksite Analysis
• Conduct Job Safety
Analysis

91. 91
Hazard Analysis
Grinding Iron Castings
• Step 1 – Reach into metal
box to right of machine,
grasp casting, and carry to
wheel.
• Step 2 – Push casting
against wheel to grind off
burr.
• Step 3 – Place finished
casting in box to left of
machine.
• Video
91

92. 92
92
JSA -Additional Hazards & Controls
Potential Hazard Recommended Job
Procedure
b. Contact with sharp
burrs and edges of
castings can cause
severe lacerations.
1. Use a device as a clamp to
pick up castings.
2. Wear cut-resistant gloves
that allow a good grip and fit
tightly to minimize the chance
that they will get caught in
grinding wheel.
c. Strains to lower back
from reaching, twisting,
and lifting 15-pound
castings from the floor.
1. Move castings from the
ground and place them closer
to the work zone to minimize
lifting. Ideally, place them at
waist height or on an
adjustable platform or pallet.
2. Train workers not to twist
while lifting and reconfigure
work station to minimize
twisting during lifts.

93. 93
Dec 2013

94. 94

95. 95
Hazards/Danger
Observable or predicted from knowledge

Risk
Not directly observable - probability of harm to system elements being
realised from exposure to hazards and danger.

Harm
Damage to system elements - long or short term

Incidents

Injuries Ill-Health Damage

96. 96
Job Hazard Analysis
• Involve employees

97. 97
97
Safety & Health Inspections
• Cover entire worksite
• Regular intervals
• Inspectors trained
• Hazards tracked to
correction

98. 98
98
Inspection Report
Date: Inspection Team:
Number &
Classification
Findings
Hazard Classification
A = Loss of life, body part, extensive damage
B = Serious injury or property damage
C = Non-disabling injury or minor damage
Exit blocked by boxes and other storage. Could lead to
death/serious injury in case of fire or other emergency.1 A
2 B
Chain and sprocket with guard removed. Could cause
amputation or other injury.
3 B
Overhead storage area with no guardrail or toeboard. Falling
hazard for those on upper level. Also, boxes could fall from
upper level onto those below.

99. 99
99
Incident Investigation Procedures
1. A clear policy statement.
2. Identification of those
authorized to notify
outside agencies (fire,
police, etc.).
3. Designation and training
of those responsible to
investigate accidents.
4. Timetables for conducting
the investigation and
follow-up.
5. Identification of those who
will receive the report and
take corrective action.

100. 100
Apr 2018

101. 101
101
Causes of Injuries, Illnesses and
Accidents
• Direct Causes
• Indirect Causes
• Root Causes

102. 102
102
Element 3 –
Hazard Prevention and Control
• Hierarchy of Controls
• Engineering controls
• Safe work practices
• Administrative procedures
• Personal protective equipment (PPE)
• Systems to track hazard correction
• Preventive maintenance systems
• Emergency plans
• Medical programs
Systems used to prevent
and control hazards include:

103. 103
103
Control Measures?

104. 104
104
Control Measures?

105. 105
105
Emergency Action Plan
• Survey of possible emergencies
• Planning actions to reduce
impact on the workplace
• Employee information and
training
• Emergency drills as needed

106. 106
March 2014
• Authorities say workers were using a
welding torch to dismantle the tank, but
there was apparently some kind of
combustible product inside and it ignited.

107. 107
Tornados
• Roanoke IL
• F4
• July 13, 2004
• Parsons Mfr
• The walls of the
shelters were 10
inches thick
• Concrete ceilings 18
inches thick

108. 108
Parsons
• The shelters were constructed of poured
concrete, reinforced with 5/8” rebar

109. 109
Heat Stress
• Train the workforce
• Perform the heaviest work in
the coolest part of the day
• Slowly build up tolerance to the
heat and the work activity
(usually takes up to two weeks)
• Drink plenty of cool water (one
cup every 15-20 minutes)
• Wear light, loose-fitting,
breathable (cotton) clothing
• Take frequent short breaks in
cool or shaded areas
• Provide fans

110. 110
Hazard Prevention and Audits
• New set of eyes
• Employees and first line
supervisors training in
hazard recognition
• Leading Indicators

111. 111
National
• National – formerly National
Office Furniture
• 1,300 employees / 6 sites / 3 EHS
professionals
• reduced injuries by 88 percent in
the past 13 years.
• Over 4,000 OFI audits were
performed in 2016
• daily safety observations
• audit on what Cooke calls “the
soft side” (documentation and
processes) and “the hard side”
(shop floor)
• 2,624 safety suggestions

112. 112
Outside Set of Eyes
• Hard to see your own
hazards at times.
112

113. 113
Duro-Last
• Grants Pass, Oregon
• 44 at this location
• From Sept. 7, 2007, to Jan. 6, 2016,
Duro-Last achieved 500,000 hours of
working accident-free.
Moreover, the company maintained
a DART rate of 0.0 from 2013
through 2015.
• Industry DART is 4.1
• tours of other VPP sites helped
improve safety, such as installation
of strobe lights (front and back) on
forklifts, shadow-boarding, updated
emergency action plans, and
improvements to the near-miss
portal.

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Deming
• Let them look at
data and create a
customized audit

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Monthly Inspections
• Monthly, designated personnel perform Housekeeping Area inspections.
• During these inspections area owners inspect for safety hazards.
• Deficiencies which can be fixed immediately are the responsibility of the area
owner.
• Other deficiencies are documented in the Corrective Action Program and/or a
work request is submitted for correction.
• Deficiencies which require immediate resolution are brought to the attention
of the Shift Manager or Work Control Center.
115

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Safety Inspection Scores
• Oversight of the audits.
• Conduct a verification
audit after the department
audit.
• If hazards are found,
determine if it training in
hazard recognition, JSA’s
or other frequencies.
• Increase audit frequencies
(daily) until scores are
acceptable range 97-100%
116

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Complex

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Simpler

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119
Sample Inspection Report

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Insurance Trust Quarterly Audit

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Safety Inspection Scores
• Oversight of the audits.
• Conduct a verification
audit after the department
audit.
• If hazards are found,
determine if it training in
hazard recognition, JSA’s
or other frequencies.
• Increase audit frequencies
(daily) until scores are
acceptable range 97-100%
121

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Reliance on Audit Sheets

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Dow 30 Heat Map
• Audit is focusing on High Risk/High Severity items.

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124
Element 4 –
Safety and Health Training
• Education tells Why
• Training shows How
• Experience improves Skills

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125
Five Principles of
Teaching and Learning
• Trainees should understand
purpose of training
• Organize information to
maximize effectiveness
• Immediately practice and
apply new knowledge and
skills
• As trainees practice,
feedback needed
• Effective training
incorporates a variety of
methods

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McGregor Industries
• Dunmore PA
• 75 employees
• Fabricates light industrial metals
• Provide existing employees more
comprehensive training to
include hazard identification and
control.
• investigated how various jobs
could impact safety before the
employees perform their work
• TCIR 2.5 vs. industry 7.0 2015

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Safety and Health Training
• Safety and Health training
for all employees
• Problem: Are Temps and
Contractors training done?

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Monthly Training
• Continual Learning
• Reinforce best practices
• Communication
• Make it Fun
128

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What is Required OSHA Training?

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Common Training Citations
• Respirators
• Fire Extinguishers
• Lockout
• HazCom
• Forklifts
• PPE
• Electrical Safe Work Practices
• Emergency Action Plans
• Emergency Response Plans
• PPE
• Confined Space

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Mentor does not have to be a foreman.

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Mentoring in the field
• One of the most important tasks of the mentor is to observe
the At-Risk employee in order to identify and intervene on
any risky behavior.
• This risky behavior includes but is not limited to:
• Violation of Dow rules.
• Violation of company rules, procedures, etc.
• Deviation from training or industry best practices.
• A poor attitude regarding safety.
• Unprofessional behavior including problems with co-workers
or supervision.

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Mentoring in the field
When any of these behaviors are identified, it is
the mentor’s responsibility to intervene with
the At-Risk employee in order to immediately
correct the issue.
If the issue is severe or is not immediately
resolved, the mentor is required to escalate the
problem to the Foreman, Superintendent, or
Safety Contact.
The company supervision should then follow
their disciplinary process.
It is important to quickly identify and report to
company supervision employees whose actions
indicate that them may not be a fit for this site.

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Positive Interaction Process (PIP)
● Goal is to “transform the current
safety observations into an effective,
on-going, Positive Interaction
Process that actively involves all
employees.”
● A PIP can be completed anytime
there is an opportunity to recognize
an employee for a safe action or to
express concern about a process
that appears to be unsafe.

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Positive Interaction Process (PIP)
● Recognition should be specific, timely
and sincere.
● When recognized, an employee is much
more likely to repeat their positive
behavior.
● In the event of a potentially unsafe
behavior, the focus is more around a
coaching opportunity.
● A quality PIP includes 3 criteria:
○ Must be specific and positive
○ Must be clear evidence of a two-
way discussion
○ Must start with an open-ended
question for a coaching opportunity

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Employees like observation and
feedback.

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Deming's Points
• Create and communicate to all
employees a statement of the
aims and purposes of the
company.
• Institute on-the-job training.
• Teach and institute leadership to
improve all job functions.
• Drive out fear; create trust.
• Strive to reduce
intradepartmental conflicts.
• Remove barriers that rob people
of pride of workmanship
• Educate with self-improvement
programs.
• Include everyone in the company
to accomplish the
transformation.
• Eliminate exhortations for the
work force; instead, focus on the
system and morale.
• (a) Eliminate work standard
quotas for production. Substitute
leadership methods for
improvement.
(b) Eliminate MBO. Avoid
numerical goals. Alternatively,
learn the capabilities of
processes, and how to improve
them.

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Safety Committee VPP
• XXX’s Glove Guidelines were
created as a result of a safety
committee meeting.
• They realized the need for a more
versatile glove.
• The gloves XXX’s provided at the
time were uncomfortable. Nor
were those gloves adequate for
multi-purpose use.
• The committee members
researched numerous types and
styles of gloves, and piloted
several gloves researched.
• Outcome: Increased glove usage
dramatically. XXX’s employees
owned the new gloves, as they
were responsible for the change.
• The change in gloves has also had
an immediate impact on
company hand injuries.
139

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Large Company
• 1600 near misses and hazards
brought up by employees in 6
plants in 2 years
• Employees look out for each other
• Incentives focus on leading
indicators
• This is what you want!
• Employees bringing up safety,
production, quality, property,
environmental issues.
• Use their experiences, eyes and
ears.
140

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OFI = Good Catch
• Any hazard or unsafe
condition is a $20 gas card.
• Recognized at monthly
safety meeting
• 2,000 Good Catches in 4
years
• 1,000 employees
• 2008 TCIR 1.21 to 0.72 to
0.56
• 2.1 million hours = 0.28
incident rate in 2011
141

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Volkswagen
• #1 Auto Producer in the
World for last 3 years.
• Opinion Surveys –
540,000 workers with
81% participation
• Mood Index 78/100

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Rewards
• If you reward lack
of injury, but risks
exist…..
• Then worker see
taking risks ok as
long as they do not
get hurt.

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Jan 2018
• Incentives blames end
user.
• Take the end user out of
it.

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Celebrating Safety
2 years of safety

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Safety Fair

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Work Comp
• NOC Code
• 3632 --------------- Machine Shop -------------- $6.00 per $100 of payroll
• 3400 --------------- Metal Stamping ------------ $6.98 per $100 of payroll
• 2881 --------------- Furniture/Cabinet Mfg. --- $4.35 per $100 of payroll
• 3372 --------------- Electro Plating -------------- $5.85 per $100 of payroll

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Impact of Six Losses

149. 149The $12.70 is for one trade. Hazardous trades will pay

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Feb 2018
• $5 million dollar payroll in
highway construction.
• Annual premium.
• $428,000 EMR 1.0
• $238,000 EMR 0.8
• $635,000 EMR 1.3
• Indiana 44% lower.

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Temporary Employee
• Carlos Centeno Death
• NPR, Mother Jones, Center to
Protect Public Integrity
• 50% of top ten employers
with amputations
• Dr. Michaels – Feb 2013
• Employer indifference to the working
conditions of many contingent workers
is simply unacceptable.
• While some employers may believe they
are not responsible for temporary
workers, OSHA requires that employers
ensure the health and safety of all
workers under their supervision and
control.
• We need to make it clear to supervisors,
staffing and temp agencies, and other
employers that even if workers are
temporary, they are entitled to the
same safety and health rights and
should be treated no differently from
other workers.
Staffing agency does not know the electrical hazards
at the workplace.
Contract language really does not matter to a jury.

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General Duty Clause
– Process Safety
– Combustible Dust
– Ergonomics
– Workplace Violence
– New chemicals (not
listed on Z tables)
– Lower Chemicals
– Arc Flash – Arc Blast
– Heat Illness
– Fall Protection
• “We are pleased that
Fiberdome agreed to
adopt the industry
recognized 50-ppm (parts
per million) limit and
believe that all
responsible and safety
conscious employers who
use styrene should
consider doing the same
thing.
• Aug 2014

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Ergonomics
• First ergo in years to poultry
company in AL.
• OSHA issued 11 citations to
the poultry processing plant in
Jack, Ala., including nine
serious, one repeat and one
other-than-serious violation.
• The inspection was initiated
after the agency received a
complaint from the Southern
Poverty Law Center.
• Proposed penalties total
$102,600.

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Citation Avoidance
Ensure and training and
programs are up to date
– GHS Program,
– Lock Out Tag Out
– Confined Space Entry
– Blood Borne Pathogen
– Emergency Action Plan,
– Powered Industrial Truck
– Respiratory Protection
– Hot Works
– Process Safety
Management Program

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Citation Avoidance
• Audits need to complete
Lockout: annual periodic
inspection of energy control
procedures is complete and
documented;
Confined Space: annual rescue
training for confined space rescue
employees;
Forklifts: conduct 3 year fork
truck driver recertification;
Fire: annual fire extinguisher
training, etc.
• Do you have software in
place that tracks training
deadlines?

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Citation Avoidance
• Conduct Internal Site
Inspections
• Understand that
internal reviews are
discoverable by OSHA and
others
• Be prepared to promptly
fix and/or address what
you find
• Documenting Corrective
Action/Close Out is as
important as
finding action items

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Citation Avoidance
• Use Outside Set of Eyes
for a fresh perspective
• Know and use your own
OSHA history
– Plant specific citations
– Company wide citations
• Large employers beware.
OSHA perceives a
corporate disconnect

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External Audits
OSHA can subpoena these
audits.
Two Large Penalty cases
used the audit findings
against the company.
– Outside audits are not
privileged unless
directed by a counsel
– Company and Outside
Counsel can retain
consultants to create
arguments the audit
may not be discovered
by OSHA etc.

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Dec 2015
• I'd been tasked with
developing a Safety
Improvement Plan (13
day notice with it due
the 22nd)

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Safety Improvement Plan

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Results

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2018 Efforts
• Safety Fair
• Subsidies for safety shoes and
prescription safety glasses
• Implementation of daily
stretching program
• Implemented monthly Safety
Committee Meetings
• Monthly supervisor training
• Monthly safety management
meetings
• Monthly employee newsletter
• Weekly safety training
• Implementation of Job Safety
Analysis for most positions
• Implementation of daily Dynamic
JSAs (monitors)
• Implementation of Executive
Safety Audits
• Periodic Safety Audits
• Good Catch Program
• Safety milestone recognition
• Provided all plant employees with
a ½ gallon jug as part of Heat
Program
• Provide Sqwincher to all plant
employees on days +80º F
• Incident rate vs industry average
posted every month
• Offered OSHA 10-hour classes to
all employees in production early
this year

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164
Summary
This workshop has covered:
• The benefits of implementing a safety and
health management system;
• The core elements of an effective safety and
health management system; and,
• The key processes within each program
element.

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165
Closing
• You now have the tools
• With time and
experience, you can reach
your goal
Effective S&H
Management
System

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Questions?