BOS 3651, Total Environmental Health and Safety Management

BOS 3651, Total Environmental Health and Safety Management
1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
7. Examine management tools necessary to implement effective
safety management systems.
7.1 Compare and contrast macro and micro thinking as it relates
to safety and health management.
7.2 Examine ways the prescribed components of safety and
health management systems work
together to produce desired results.
Course/Unit
Learning Outcomes
Learning Activity
7.1
Unit Lesson
Chapter 5
Unit II Assessment

7.2
Unit Lesson
Chapter 2
Chapter 8
Chapter 21
Unit II Assessment
Required Unit Resources
Chapter 2: Organizational Culture, Management Leadership, and
Worker Participation
Chapter 5: A Primer on Systems/Macro Thinking
Chapter 8: Human Error Avoidance
Chapter 21: The Five Why Problem-Solving Technique
Unit Lesson
In this unit, we will take some time to explore traditional
methods of thinking about and managing safety.
There is a great deal of history in the field of safety and health,
and a number of researchers and

academicians have contributed over the years to add to the body
of knowledge. As in many fields o f study,
however, we have come to learn new things and rethink some of
the things we thought we knew. In this
lesson, we will consider some of the ideas that have been
around in the field of safety for many years. Then,
we will compare and contrast these ideas with current
observations and findings.
Serious injuries and human error are important concerns in any
accident prevention effort. The costs and
other consequences created by injury and property damage
accidents dictate the need for changes that will
ensure a reduction in their occurrence. Discussing serious
injuries and human error in this unit will better
prepare us to tackle the details of safety management systems
and ANSI/ASSP Z10.0-2019 in subsequent
units. After all, reducing injuries and illnesses is the key point
of having a safety and health program in the first
place. Developing and applying a systematic approach in an
effort to experience such a reduction certainly
seems like a worthwhile endeavor.
In the course textbook, Manuele (2020) challenges the notion
that if we eliminate all the minor injuries, the
severe injuries will be taken care of as well. The accident
pyramid concept first proposed by H.W. Heinrich in
the 1930s has been embraced by safety professionals for

decades and essentially proposes that there is an
exponential relationship between the number of non-injury
incidents, minor injury incidents, and major injury
UNIT II STUDY GUIDE
Serious Injury Prevention and
Human Error Reduction
2
UNIT x STUDY GUIDE
Title
incidents. Essentially, the accident pyramid theory predicts that
for every 300 non-injury incidents such as a
piece of channel iron falling and just missing an employee’s
foot or a forklift almost toppling a pallet of stacked
product onto an unsuspecting employee that there will be 30
minor injuries and one major injury. The
implication here is that if an employer focuses on the avoidance
of non-injury incidents and minor injury
incidents, major injury incidents can be avoided.
Manuele (2020) presents some compelling evidence that perhaps

the safety and health profession should
place more focus on the top of the pyramid rather than the
bottom, however. His research has demonstrated
that incident frequency may have been reduced over the past
several decades, but severity has not
decreased proportionately. He also shows that serious injuries
most often occur in non-routine and
nonproduction activities. In reality, this theory also seems to
align with what can be observed by researching
occupational fatality facts. Occupational fatalities often result
from non-routine tasks performed by employees
who often are unaware of the risks involved with the task.
The domino theory is just as the name implies, a theory that
Heinrich (1931) proposed back in the 30s. Over
the years, many have used this as a basis for their safety efforts
to try to predict why injuries occur. However,
in the course author’s experience, near misses, first aid cases,
and other potential loss producing events are
not captured in this theory, leading the course author to
question this theory.
Speaking from experience, the course author has seen many
safety professionals use an interpretation of the
theory to show a relationship between injuries and the theory.
However, as a safety professional develops
their craft in the safety arena, one starts to question these types
of theories versus what is practical and real.

Contrary to Manuele’s findings, however, most occupational
safety and health professionals tend to focus
most of their prevention efforts on routine and production
activities. A typical checklist of a given safety
professional, for instance, may involve items such as updating
injury and illness records, respirator fit
testing, arranging to have an area of a facility monitored for air
contaminants, and preparing for an upcoming
hazard communication training event. Meanwhile, unbeknownst
to the safety director, employees are using a
forklift to load steel I-beams onto a flatbed truck parked on the
street because the overhead crane broke down
in the loading bay. Added to this situation is the fact that the
forks on the forklift do not quite reach to the
middle of the flatbed, so the shipping foreman had to conspire
with the welding department to fashion fork
extensions out of channel iron. This non-routine situation has
all the trappings of a potentially serious accident
waiting to happen.
Of course, in contrast to the risks being taken in our I -beam
loading scenario, routine production activities
tend to include lengthy periods of time, which increase the risk
of some sort of incident occurring on the
production line. If we are not experiencing serious injuries in
these routine operations, however, maybe we

have them under control and should focus more of our efforts on
the non-routine tasks that are more likely to
result in a serious occupational injury or illness.
It is important to implement safety management systems that
support identification of the unknowns. Consider
the forklift loading process scenario described above, for
instance. Does it seem reasonable to assume that
an organization with a well-developed safety and health culture
that embraces occupational safety and health
as a core value of the organization would avoid such a scenario?
Hopefully, your response to the question above is yes.
Organizations that put forth an exemplary effort to
create a culture where employees automatically consider the
safe way of getting things done, rather than
automatically considering shortcuts, tend to avoid the risks
inherent in performing actions that are not well
thought out. It is unlikely that employees of an organization
with an exemplary safety program would have
come up with a solution of loading I-beams from the street
using job-made fork extensions on a forklift.
Integrating well-designed safety and help management systems
into the day-to-day work culture helps to
alleviate the likelihood of individuals performing non-routine
tasks without first analyzing hazards. In such an
organization, incident reporting is encouraged, and incident
investigations are thoroughly analyzed in order to

identify root causes. Identifying root causes, of course, goes
much further than simply finding something or
someone to blame and typically ties causes back to flaws in the
management system rather than worker
behaviors. That is to say that worker behaviors and faulty
equipment might contribute to a given accident and
even be identified as direct causes. Well-designed safety
management systems, however, take incident
investigation a step further to identify why individuals engaged
in unsafe behaviors or why faulty equipment
was allowed to be faulty.
3
UNIT x STUDY GUIDE
Title
Manuele (2020) also discusses the fact that many
errors have roots in processes and procedures
outside the employee’s control. He states that while
the human condition cannot be changed, the working
conditions of people can. That is not to say that

people cannot learn to avoid situations that may
result in injury or illness, but that human behavior is
influenced by many factors. This concept is what
gave rise to the behavior based safety (BBS)
movement in recent years. Originally focused on
identifying and correcting unsafe behaviors, BBS has
grown to include examination of outside influences
that cause people to make specific choices. Safety
professionals need to understand at least some of
the psychology that affects choices and decisions.
For example, if workers are rewarded for completing
a task in a specific amount of time, they may be more
likely to disregard safe procedures that add time to
the process. Decisions made at the top levels of
management have a significant effect on unsafe
behaviors and the resulting incidents.
The key point is not to explore the nuances of how best to
conduct an incident or accident investigation, but
rather to point out that the safety management systems approach
is different from the typical compliance-
based approach to safety. Employees are treated differently with
respect to the roles they play supporting the

safety culture, and the way safety is managed is very different
as well. Management approaches are also
typically well informed, and such organizations typically stay
abreast of research and resulting changes in
occupational safety and health theory and practice. ANSI/ASSP
Z10.0-2019 is useful in that it provides a
framework for safety management that shifts the focus from
individual behavior, specific hazards, or any
single process to a system that integrates all social and
technical aspects of accident and injury prevention.
Using this socio-technical model, we become more aware of the
interdependence of all the parts and begin to
understand that they cannot be separated from each other.
Heinrich’s pyramid theory presented early in this unit lesson is
not the only long -standing occupational-safety-
and-health-related theory that has been re-evaluated in recent
years. There are others, and many of the long-
standing theories certainly warrant thought and provide useful
starting points for more contemporary thought.
Looking past the prevailing paradigms, however, is important
for any field that wants to continue to move
forward. For the last several decades, the safety management
systems approach has garnered a great deal
of attention and has been successfully implemented in many
organizations, and this different approach to
management will certainly continue to be improved in in the
future.

References
Heinrich, H. W. (1931). Industrial accident prevention: A
scientific approach. New York, NY: McGraw-Hill.
Manuele, F. A. (2020). Advanced safety management: Focusing
on Z10.0, 45001, and serious injury
prevention (3rd ed.). Wiley.
https://bookshelf.vitalsource.com/#/boo ks/9781119605409
Palmer, A. (1942). AlfredPalmerRamagosa [Photograph].
Wikimedia Commons.
http://commons.wikimedia.org/wiki/File:AlfredPalmerRamagosa
.jpg
Suggested Unit Resources
In order to access the following resource, click the link below.
The article below is a suggested resource that can provide
further insight into safety and human error.
If too much emphasis is placed on completing
tasks quickly, workers may be less likely to follow

all safety precautions that add extra time to their
tasks.
(Palmer, 1942)
4
UNIT x STUDY GUIDE
Title
Reason, J. (2000, March). Safety paradoxes and safety culture.
Injury Control & Safety Promotion, 7(1), 3–14.
https://libraryresources.columbiasouthern.edu/login?url=http://s
earch.ebscohost.com/login.aspx?direc
t=true&db=a9h&AN=5486068&site=ehost-live&scope=site
Learning Activities (Nongraded)
Nongraded Learning Activities are provided to aid students in
their course of study. You do not have to submit
them. If you have questions, contact your instructor for further
guidance and information.
Injury/Illness Analysis

If you have access to your organization’s injury/illness records,
sort the records from the past 3–5 years
according to the severity of the incident (use days away from
work or worker’s compensation costs), and look
for trends in the types of operations where the most serious
incident occurred. How does your data compare
with Manuele’s list of activities where serious injuries occur on
page 137 of the course textbook? If your
findings are different, what could be a reason for the
difference?
https://libraryresources.columbiasouthern.edu/login?url=http://s
earch.ebscohost.com/login.aspx?direct=true&db=a9h&AN=5486
068&site=ehost-live&scope=site
Grader - Instructions Access 2019
ProjectExp19_Access_Ch05_CapAssessment - Paterson Credit
Union 1.0
Project Description:
You work as a database administrator at the Paterson Credit
Union. You are modifying a database to add validation, lookup
fields, and an input mask. You will also modify queries to take
advantage of advanced functions and features.
Steps to Perform:
Step
Instructions
Points Possible
1
Start Access. Open the file named
Exp19_Access_Ch05_CapAssessment_Paterson_Credit_Union.a
ccdb. Grader has automatically added your last name to the

beginning of the filename.
0
2
You want to make sure that the customer account types are
documented and stored correctly. To do this you will create a
table that will list each account type.
Use Design view to create a new table. Add AccountType as the
first field name, with data type Short Text and field size 10.
Ensure AccountType is set as the primary key. Save the table
and name it AccountTypes. Add three records: Platinum, Silver,
and Gold. Save and close the table.
4
3
Now, you wish to ensure that, when customers are added to your
database, the phone number and account type must be entered.
To do this you will set the PhoneNumber and AccountType
fields as required fields.
Open the Customers table in Design view. Set the PhoneNumber
and AccountType fields to Required. Save and close the table.
6
4
Paterson Credit Union only offers loans with interest rates
between 2.0% and 10.25%. To ensure that no loans are offered
outside of those constraints you will add a validation rule that
will not allow loans outside of that range to the InterestRate
field in the Loans table.
Open the Loans table in Design view. Establish a validation rule
for the InterestRate field that requires the value to be greater
than or equal to 2.0 but less than or equal to 10.25. Create
validation text for the InterestRate: Value must be between 2
and 10.25 (no period). Save the table and switch to Datasheet
view. Change the InterestRate in the first record to 1.9. The
validation text appears. Press ESC to restore the original value.

Close the Loans table.
8
5
You’ve made the PhoneNumber field required in the Customers
table, but now you want to ensure that phone numbers are
entered in a specific format. To do this you will add an input
mask to the PhoneNumber field in the Customers table.
Open the Customers table in Design view. Add a phone number
input mask for the PhoneNumber field, storing the symbols with
the data.
16
6
You would like to easily add the account type for each customer
without typing anything on your keyboard. To do this you will
turn the AccountType field into a Lookup Wizard using the
AccountTypes table, that you recently created, as the source.
Change the Data Type of the AccountType field to Lookup
Wizard. Use the AccountTypes table for the values in the
lookup field, select the AccountType field from the table,
accept the default sort, accept default column widths, and then
accept the default name AccountType. Save the table. Switch to
Datasheet view.
8
7
Change the account type to Platinum in the first record. Close
the table.
2
8
For ease of use, you would like for users to be able to indicate
the minimum loan amount on which they would like to pull loan
information. You will do this by adding a parameter criterion to
the LoanAmount field in the Customer Loans Parameter query.
Open the Customer Loans Parameter query in Design view. Add

criteria for the Amount field. The user should be prompted to
Enter Minimum Loan Amount (no period). The query should
display all records that have a loan Amount that is greater than
or equal to the value entered as the parameter. Run the query.
Enter 250000 when prompted to Enter Minimum Loan Amount.
You should have five results. Ensure that the query results
display a total at the bottom of the Date column, and an average
at the bottom of the Amount column. Save and close the query.
16
9
You have noticed that a few of your customers are missing
address information. You would like to address this by creating
a query that returns only the customers that are missing
addresses so that you can update that information. You will
complete this by adding a field that indicates whether an
address is missing then adding criteria to that field so that only
customers with missing addresses are returned.
Open the Missing Addresses query in Design view. Add a new
column to determine if a customer does not have an address on
file. If the customer’s Address is null, it should display
Missing. If not, it should display nothing. Name the column
AddressPresent. Add criteria of Missing to the column you just
created, so only the customers missing an address display. Move
the AddressPresent field so it appears between PhoneNumber
and Address. Run the query. Ensure only customers with null
Address fields display. Save and close the query.
10
10
For simplicity, you are now interested in rounding the interest
rates for each loan to the nearest whole number. To do so, you
will utilize the Round function in the Loans by Interest Rate
query.
Open the Loans By Interest Rate query in Design view. Create a
new column to round the InterestRate of each Loan to the

nearest whole number. Name the field RoundedRate. Run the
query and verify the RoundedRate column displays whole
numbers. Save and close the query.
10
11
Seeing what the total and average payments month over month
are is important to your operation. To display this information,
you will use the DatePart function to extract the month from the
PaymentDate field then ensure that the query is grouped by
month.
Open the Payment By Month query in Design view. Change the
first column so that instead of grouping by the payment date,
you group by the month. Use the DatePart function to extract
the month from the date. Name the column MonthNumber.
Group by the MonthNumber field and display the Sum of the
first Total field and the Average of the Average field. Run the
query. The first line should read 2 (as the month, representing
February), with a total of $5,246.51 as the total payments
received and $1,311.63 as the average payment amount. Ensure
that the query results display a total at the bottom of the Total
column, and an average at the bottom of the Average column.
Save and close the query.
10
12
Finally, you would like to classify the various loans as either
high or low priority for the Credit Union. To do this you will
add a column that determines whether the interest rate for a loan
is greater than or equal to 7.9%, as that is what is considered
high priority.
Open the Refinance Candidates query in Design view. This
query displays all adjustable loans in the database. Create a new
column to display High Priority for all loans that have an
InterestRate of 7.9% or more, and Low Priority otherwise.
Name the field Priority. Run the query. Notice customers with

the highest interest rate values show a higher priority. Save and
close the query.
10
13
Save the database. Close the database, and then exit Access.
Submit the database as directed.
0
Total Points
100
Created On: 07/11/2019 1
Exp19_Access_Ch05_CapAssessment - Paterson Credit
Union 1.0

BOS 3651, Total Environmental Health and Safety Management

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