Dr. RegisterStupid Ideas in SafetyWhat’s.docx

Dr. Register
Stupid Ideas in Safety
What’s the Problem?

C6-1
CASE STUDY 6
CHEVRON’S INFRASTRUCTURE
EVOLUTION
Chevron Corporation (www.chevron.com) is one of the world’s
leading
energy companies. Chevron’s headquarters are in San Ramon,
California.
The company has more than 62,000 employees and produces
more than
700,000 barrels of oil per day. It has 19,500 retail sites in 84
countries. In
2012, Chevron was number three on the Fortune 500 list and
had more than
$244 billion in revenue in 2011 [STAT12].
IT infrastructure is very important to Chevron and to better
support all

facets of its global operations, the company is always focused
on improving
its infrastructure [GALL12]. Chevron faces new challenges
from increased
global demand for its traditional hydrocarbon products and the
need to
develop IT support for new value chains for liquid natural gas
(LNG) and the
extraction of gas and oil from shale. Huge investments are being
made
around the world, particularly in Australia and Angola on
massive projects of
unprecedented scale. Modeling and analytics are more important
than ever
to help Chevron exploit deep water drilling and hydrocarbon
extraction in
areas with challenging geographies. For example, advanced
seismic imaging
tools are used by Chevron to reveal possible oil or natural gas
reservoirs
beneath the earth’s surface. Chevron’s proprietary seismic
imaging
http://www.chevron.com/

C6-2
technology contributed to it achieving a 69% discovery rate in
2011[CHEV12].
Supervisory Control and Data Acquisition (SCADA)
Systems
Chevron refineries are continually collecting data from sensors
spread
throughout the facilities to maintain safe operations and to alert
operators to
potential safety issues before they ever become safety issues.
Data from the
sensors is also used to optimize the way the refineries work and
to identify
opportunities of greater efficiency. IT controls 60,000 valves at
Chevron’s
Pascagoula, Mississippi refinery; the efficiency and safety of its
end-to-end
operations are dependent on advanced sensors, supervisory
control and data
acquisition (SCADA) systems, and other digital industrial
control systems
[GALL12].

SCADA systems are typically centralized systems that monitor
and
control entire sites and/or complexes of systems that are spread
out over
large areas such as an entire manufacturing, fabrication, power
generation,
or refining facility. The key components of SCADA systems
include:
x Programmable logic units (PLCs) that and remote terminal
units (RTUs)
connected to sensors that convert sensor signals to digital data
and
send it to the supervisory system
x A supervisory computer system that acquires data about the
process
and sends control commands to the process
x A human-machine interface (HMI) that presents process to the
human
operators that monitor and control the process.
x Process meters and process analysis instruments
x Communication infrastructure connecting the supervisory
system and

RTUs and PLCs.
These are illustrated in Figure C6.1.
C6-3
Data acquisition occurs at the PLC or RTU level. This includes
meter
readings and equipment status reports that are sent to the
supervisory
system. The collected data is compiled and formatted by the
HMI to enable
the operator to make determine whether adjustments to normal
PLC or RTU
settings are needed. Current data may also be compared to
historical data in
a SCADA database to assess trends or perform analytical
auditing.
C6-4
In addition to Chevron refineries, SCADA are extremely
important in
national infrastructures such as water supplies, pipelines, and
electric grids.

Because attacks or damage to SCADA systems can affect large
numbers of
people, ensuring adequate security is important.
Business Infrastructure Transformation
Because of the complexity of its operational processes and the
IT that is
needed to support them, Chevron has traditionally been more
infrastructure
than business focused. SCADA systems and digital industrial
control systems
are critical IT infrastructure at Chevron’s refineries and will
always play an
important role in monitoring and managing facility-based
processes. These
also are among the first IT systems needed to support Chevron’s
new value
chains for LNG and shale oil extraction. However, like any
large corporation,
Chevron relies on a wide variety of business applications to run
its
businesses.
As it is for most global businesses, SAP ERP is a key
transaction

processing system at Chevron. Chevron has been using SAP for
more than
two decades and it has played an important role in the
development of SAP’s
vertical solutions for the hydrocarbon industry. There are more
than 50
instances of SAP used by Chevron [SCRI11]. Most of these run
on Oracle
databases. Some other key enterprise applications at Chevron
include Ariba
Buyer, EMC Documentum, Informatica, MicroStrategy,
multiple Oracle
applications [SCRI11].
Going forward, IT executives at Chevron would like to flip the
company’s
traditional IT priorities so that the majority of the IT staff’s
time and
attention is focused on improving business capabilities
[GALL12]. To do this,
Chevron’s IT leaders have increasingly turned their attention to
Web
services, software as a service (SaaS), and cloud computing to
help it run its

business. Chevron considers mobility to be a game changer in
how it
C6-5
delivers information and provides solutions and it is convinced
that it can do
both without sacrificing security or reliability.
IT infrastructure at Chevron pervades every facet of its
operations.
However, Chevron’s executives have not lost sight of the fact
that IT is not
the company’s core competency. By moving business solutions
to the cloud,
Chevron executives hope to help the company maintain its focus
on its core
competencies.
C6-6
Chevron has used business-oriented Web services for several
years.

Ariba Buyer, Salesforce.com, and Ketera’s price negotiation
system are just
a few of the SaaS solutions that Chevron has woven into its IT
architecture.
Chevron is interested in developing an integrated information
network
that includes all of its major supply chain partners, both
upstream and
downstream. Identify management has emerged as a priority at
Chevron to
ensure secure data transfer among its business partners. A
generic example
of an identify management system is illustrated in Figure C6.2.
When users
at Chevron partners need to access Chevron’s intranet and/or
SaaS data or
solutions, they are first cleared by an identity broker. The
identity broker
authenticates the user and transparently provides a single sign
on (SSO)
token that enables the partner to access Chevron’s intranet (2)
or the
company’s SaaS solution providers (3).
Chevron hopes to better align its operations with those of its

business
partners via its migration of business applications to the cloud.
It hopes that
the business infrastructure transformation that is currently
underway will
also lead to better IT and business alignment. As a global
company, the
cloud may be an ideal platform for running the business.
In the years ahead, Chevron’s IT leaders expect mobility,
analytics and
visualization, and social media to become critical aspects of its
business
infrastructure. At the facilities level, advanced sensors and
deeper
embedding of RTUs and PLCs within operations are foreseen
[GALL12].
Technical appreciation of convergence network infrastructure
will continue to
be important, but business literacy/savvy will be most important
to the long-
term success of Chevron’s IT leaders.
Discussion Points
1. Do some Internet research on Chevron’s use of seismic

imaging
technology. Briefly explain how it works and how it has helped
Chevron discover new oil and gas reservoirs.
C6-7
2. Do some Internet research on security vulnerabilities
associated with
SCADA and digital industrial control systems. Summarize the
major
security concerns associated with these systems and steps than
can be
taken to enhance their security.
3. Discuss the pros and cons of moving enterprise-wide
applications that
have traditionally been supported on premises to the cloud.
4. Do some Internet research on identify management and single
sign on
systems. Briefly explain how these work and why they are
important in
business intranets and extranets.
5. Why is it increasing most important for a CIO or IT executive
who

oversees geographically distributed enterprise networks to be
business
literate?
Sources
[CHEV12] Chevron.com “Seismic Imaging.” Retrieved online:
at
http://www.chevron.com/deliveringenegy/oil/seismicimaging.
[GALL12] Gallant, J. ”Chevron’s CIO Talks Transformation
and Why IT
Leaders Should Smile.” April 12, 2012. Retrieved online at:
http://www.cio.com/article/print/704095.
[SCRI11] Scribd.com. “Chevron Corporation CRUSH Report.”
August 17,
2011. Retrieved online at
http://www.scribd.com/doc/62481977/Chevron-
CRUSH-Report-09A1.
[STAT12] Statistic Brain. “Chevron Company Statistics.”
February 12, 2102.
Retrieved online at: http://www.statisticbrain.com/chevron-
company-
statistics/.
http://www.chevron.com/deliveringenegy/oil/seismicimaging
http://www.cio.com/article/print/704095
http://www.scribd.com/doc/62481977/Chevron-CRUSH-Report-
09A1
http://www.scribd.com/doc/62481977/Chevron-CRUSH-Report-
09A1
http://www.statisticbrain.com/chevron-company-statistics/

http://www.statisticbrain.com/chevron-company-statistics/
Presented by:
Dr. Rodgers
1
Objectives
Describe the safety and health management program to include
elements, job roles, and steps to
set up a program.
Discuss elements of a safety and health management program
Explain benefits of a management/ employee team approach
Conduct a job/task hazard analysis
Present analysis to class
2
2

Fatality and Injury
3
Workplace fatalities reduced by more than 65 % since 1970
38 deaths/day in 1970 to 13/day in 2010
13,870 deaths vs. 4,960 deaths
Occupational injury and illness rates have declined by 67%
while U.S. employment has almost doubled
Worker injuries and illnesses are down from 10.9 incidents per
100 workers in 1972 to fewer than 4 per 100 in 2010.
You can supplement with some state, local or, company
statistics. This slide could be updated annually.
3
Safety and Health Management
4

4
Accidents and Near Misses
Accidents
Fatal Facts
FACE Reports
Weekly Fatality Reports
Company Records
Personal experience
Near Misses
Personal experience
5
Instructor should discuss each as a source of information and
use an example or two appropriate for each discipline –
especially one that a cause was no plan or, no training although,
you can make the case for that as a problem for any accident.
Near Misses - Instructor will have to draw on personal
experience. Near misses are just as important to hazard analysis.
Stress that just because no accident does not mean that the
causes of accidents (hazards) are absent. May be able to get
some near misses from company being trained.
5
Causes/Case Studies
Use one relevant cast study from OSHA’s Fatal Facts
6

Depending on the industry you may be able to use OSHA Fatal
Facts:
http://search.usa.gov/search?affiliate=usdoloshapublicwebsite&
query=fatal+facts+accidents or you may have your own. Try
MSHA web site, http://www.msha.gov/ or the U.S. Chemical
Safety Board http://www.csb.gov/investigations/default.aspx.
6
Safety Pays
7
7
Safety Pays
8
This is one graph from the “White paper” on the I2P2 topic page
– OSHA
http://www.osha.gov/dsg/topics/safetyhealth/OSHAwhite-paper-

january2012sm.pdf
8
Safety Pays
9
Cost to Company – bottom line
https://www.osha.gov/dcsp/smallbusiness/safetypays/estimator.
html
On this slide instructor should discuss, get students to point out
how accidents & incidents make them feel. Bring out injury &
death effect on them, family, fellow workers. Effects morale
and therefore production. Lost time for worker, replacement,
investigation, this leads to how much it costs both direct &
indirect costs. Now hit link, if have internet or, use the slides
that follow. Calculate cost for some discipline specific
accidents. You can present those numbers after showing them
the sample.
9
Safety Pays Data
On this slide instructor should discuss, get students to point out

how accidents & incidents make them feel. Bring out injury &
death effect on them, family, fellow workers. Effects morale
and therefore production. Lost time for worker, replacement,
investigation, this leads to how much it costs both direct &
indirect costs. Now hit link, if have internet or, use the slides
that follow. Calculate cost for some discipline specific
accidents. You can present those numbers after showing them
the sample.
https://www.osha.gov/dcsp/smallbusiness/safetypays/estimator.
html
10
Safety Pays Basic Estimator
This is the basic look of the estimator.
Quick discussion of what information you can get and how it is
calculated. What does direct & indirect cost mean. What would
be the advantage of showing this type of information. Let
employees know just what it costs the company, reinforces need
and consequences for managers present. Further, increases
needed in sales or costs which makes the product more
expensive which means cost controls of some sort to offset the
expense. Could impact your job.
11
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
12
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
13

Safety and Health Management Program
14
14
What is a S & H Management Program?
The S&H Management Program is the employer’s method for
preventing injuries and illnesses to employees
15
15
Will have answer fade in later, first is brief discussion with
students to get the answer from them. No more than 2 minutes
15
What Makes Up Such a Program?
Identify the hazards
Control or prevent the hazards
Identify potential hazards

Teach employees to do all of the above
16
16
Draw these out of the students before fading them in. Then
briefly talk about using a formal procedure to accomplish these.
Relate to planning a building or a process. Before they start
they will work out procedures. No more than 2 to 3 minutes.
This segues into next slide which is the formal procedure.
16
Safety & Health Program Elements
17
17
OSHA’s Voluntary Protection Program and the OSHA
Challenge Program have several success stories of companies
implementing Safety & Health Management Systems.
http://www.osha.gov/dcsp/vpp/success_stories.html
http://www.osha.gov/dcsp/vpp/challenge/challenge_success_stor
ies.html
17
Safety & Health Management Program Guidelines

Safety & Health Training
Management Commitment & Employee Involvement
Worksite Analysis
Hazard Prevention and Control
Develop and communicate a safety and health policy to all
employees.
Demonstrate management commitment by:
instilling accountability for safety and health,
obeying safety rules and reviewing accident reports.
Other
Conduct regular safety and health meetings involving
employees, managers and supervisors.
Assign responsible person(s) to coordinate safety and health
activities and provide resources to accomplish the program
goals..

Integrate safety and health into business practices (e.g.,
purchases, contracts, design and development).
Involve employees in safety and health related activities (e.g.,
self-inspections, accident investigations and developing safe
practices).
Recognize employees for safe and healthful work practices.
Management Commitment and
Employee Involvement
18
Spend a couple of minutes trying to pull some of these points
out of the students then fly in the group and review. Try to
mention their points with these and/or add their points. Flip
chart nice, not necessary. Give them the OSHA Fact sheet
Effective Workplace Safety and Health Management Systems
after the next 6 slides. Tell them to participate they will have a
handout after this.
Evaluate all workplace activities and processes for Safety &
Health hazards.
Reevaluate workplace activities when there are changes in:
Processes or worksite
Materials
Machinery
Conduct on-site inspections, identify hazards and take
corrective actions.
Provide a hazard reporting system for employees to report
unsafe and unhealthful conditions.
Investigate all accidents and near misses to determine their root
causes.
Worksite Analysis

19
Spend a couple of minutes trying to pull these points out of the
students then fly in the group and review. Try to mention their
points with these and/or add their points. Flip chart nice, not
necessary.
Hierarchy of Controls
20
Engineering
Administrative
PPE
20
Eliminate and control workplace hazards (e.g., engineering
controls, workstation design and work practices).
Establish a preventive maintenance program.
Keep employees informed of safety and health activities and
conditions.
Plan for emergencies (e.g., create an evacuation plan, train
employees and conduct fire drills).

Record and analyze occupational injuries and illnesses near
misses/hits.
21
students then fly in the group and review quickly. Try to
chart nice, not necessary.
Engineering meaning
Administrative meaning
PPE meaning
22
Work thru it by pulling from students. Best way to get rid of a
hazard?, what does each one mean? Fly in one at a time. Try to
chart nice, not necessary. Advantage and disadvantages?
Safety and Health Training
23

Train!
Train!
Train!
23
Safety & Health Training
24
Provide training on specific safe work practices before an
employee begins work.
Provide additional training for new work processes and when
accidents and near misses/hit occur.
Provide refresher training on a routine basis.
Ask students when should training be done? Fly in after they
have expressed opinion and review quickly. Try to mention their
points with these and/or add their points. Flip chart nice, not
necessary.
24
Think back to “Intro to OSHA” module and the origin of the

regulations. It follows the S&H Management Guidelines:
Why OSHA exists. OSHA Mission. Why is regulation
development necessary?
The regulations are really grouped by hazards and work settings
and each works thru ID of specific hazards.
Most regulations provide programs to address the hazards.
Who benefits from safety and health management program
development?
Many employers fail to incorporate sustainable, effective,
comprehensive safety and health management.
Many regulations specify some sort of training
Think Tank
25
Kind of “justifies” or makes the regs seem more
useful/procedural than punitive, puts things in an assistance
perspective. Management commitment & Employee
Involvement, Hazard ID, Hazard Control, Training. After this
Hand out - Effective Workplace Safety and Health Management
Systems -
https://www.osha.gov/OshDoc/data_General_Facts/vol_safetyhe
alth_mngt_.pdf
Worksite Analysis
26

26
Worksite Analysis
Team approach
Management/Safety Manager
Line Supervisor/Forman
Employees
Why?
27
27
You now set up the teams to conduct a JSA. Discuss team
approach with students. What does having Management,
Supervisor and Workers on the team provide? Have them set
up teams. You can do 3 person teams, separate safety &
manager if need 4 (not really realistic) can add one or two more
as a work crew instead of a single worker. Do not want much
bigger than 5 or 6. Safety Manager should moderate the
“meeting”. You can assign positions or let students pick their
own but, I find assigning usually works better. Establish the
teams before you proceed.
Worksite Analysis
Set area to be analyzed
How do you start?

What do you do?
What do you look for?
28
28
Discuss with students. You are providing some guidance as to
how they should proceed. Perhaps collecting old data, etc.
break it down into manageable bits, remember you will have to
reintegrate later to see if individual jobs proximity will create
its own hazards.
Worksite Analysis
Information
Recordkeeping
Accident & Near Miss Investigations
Checklists (see handout package)
Walkthrough
Personal knowledge
Future plans
Based on the information above you will settle on a particular
area in priority
(most to least hazardous)
29
29
Try to pull from student, OSHA 300 Log, Checklists, small
business handbook, job hazard analysis book, discuss

importance of walkthrough, etc. Pictures – cell phones!!
Worksite Analysis
Job/Task Hazard Analysis
Within each hazardous area there may be one or many tasks or
jobs going on pick one at a time and analyze:
What is the task?
How is the task done?
Overall flow
Number of people
Individual steps
Hazards with each step
Where can something go wrong?
Changes that may occur that would modify the above?
30
30
Here is where you hand out the JSA for Toast. Or you can use
another one. Review the sequence – Potential hazards, can they
add any?, protection/PPE. Fill in top info on form. Important.
You will have a blank form to hand out, or you can use your
own. Keep It Simple. They can use the toast JSA as a guide.
You can do the form as slides. 1st slide
Worksite Analysis
Job/Task Hazard AnalysisMAKE TOASTSequence of Basic Job
StepsPotential HazardsRecommended Action or Procedure

Next slides walk them through the sequence. Step one list the
steps. Step 2 Hazards at each step. Step 3 Hazard reduction.
Pull some out from students to give them the idea. Then show
complete slide.
Worksite Analysis
StepsPotential HazardsRecommended Action or Procedure1.
Prepare toaster2. Ensure power supply3. Ensure sanitary
working conditions4. Retrieve the bread5. Insert the bread into
slot6. Adjust toast darkness7. Depress toaster lever8. Monitor
the toasting process9. Remove toast10. Serve toast
Step 1
Worksite Analysis
Prepare toaster1. Toaster is not readily accessible2. Ensure
power supply2. Electrical shock3. Ensure sanitary working
conditions3. Unsanitized hands4. Retrieve the bread4.
Personal safety & ?5. Insert the bread into slot5. Improper
bread insertion6. Adjust toast darkness6. Overtoasting
(burning toast)7. Depress toaster lever7. Pinch hazard8.
Monitor the toasting process8. Burn & fire hazards9. Remove
toast9. Burn10. Serve toast10. Obstacles to the dining table

Step 2
Worksite Analysis
Prepare toaster1. Toaster is not readily accessible1. If
necessary: remove cover, place on counter, pull away for
obstructions; i.e. away from the sink - away from the wall - not
too close to the edge of the counter2. Ensure power supply2.
Electrical shock2. If necessary seek technical assistance:
ensure dry hands & working surface (dry hands & surface) -
inspect the break slots (remove foreign objects) ensure complete
connection of the plug into outlet3. Ensure sanitary working
conditions3. Unsanitized hands3. Ensure hand washing with
appropriate soap & dry completely4. Retrieve the bread4.
Personal safety & ?4. Ensure safety work area - proper footing -
proper body movement (don't overextend)5. Insert the bread
into slot5. Improper bread insertion5. Ensure 1 bread slice per
slot - standard/normal break shapes & sizes (sandwich slice
only) - use extreme caution when toasting specialty or pastry
breads6. Adjust toast darkness6. Overtoasting (burning toast)6.
Monitor toasting process7. Depress toaster lever7. Pinch
hazard7. Gently depress lever until it locks8. Monitor the
toasting process8. Burn & fire hazards8. Burn hazards - do not
touch the toaster or hold any object over the slots. Fire hazard -
do not cover toaster or add anything to the toasting process9.
Remove toast9. Burn9. Ensure toast is cool enough to touch
(may require waiting)- do not remove with fork/knife10. Serve
toast10. Obstacles to the dining table10. Care should be used
for moving to the eating area

Step 3
Worksite Analysis
35
Evaluate all workplace activities and processes for hazards.
Reevaluate workplace activities when there are changes in:
Processes
Materials
Machinery
Conduct on-site inspections, identify hazards and take
corrective actions.
Provide a hazard reporting system for employees to report
unsafe and unhealthful conditions.
Investigate all accidents and near misses to determine their root
causes.
students then fly in the group. Discuss how many of these
reinforce the management commitment part of the program.
35
Worksite Analysis
Teams
Safety
Supervisor
Employee
Handout package
Exercise

36
36
Depending on class composition, you may want to briefly
discuss what the duties of each are e.g. Safety, Supervisor,
worker. Have them tell you what they think and guide from
there. Give them the blank JSA form. Run through the job
slides (discipline specific) for the JSA exercise. Instructor
package will also have a matching JSA. Give them a set of
pictures to work from as well. You can use site specific
materials as well. That would be better but, not always
possible.
Worksite Analysis
Team report (presentation to class) will consist of:
List of the job steps
List H & S hazards at each step
Provide recommendations to make that step safe
Any other recommendations (e.g. engineering, work practice,
etc.)
Team will develop a job safety checklist
37
37
Depends on time. Have each team present their report
completely, maybe you can have each team present 1 column

(depends on how close their JSAs are). You can get an idea
while you are walking around. Ask for additions, etc.
Hazard Prevention & Control
Eliminate and control workplace hazards (e.g., engineering
controls, workstation design and work practices).
Establish a preventive maintenance program.
Keep employees informed of safety and health activities and
conditions.
Plan for emergencies (e.g., create an evacuation plan, train
employees and conduct fire drills).
Record and analyze occupational injuries and illnesses.
38
students then fly in the group. Should be easy after they have
finished the exercise. However these next 3 slides could be put
before they do the exercise, depending on the experience of the
class.
38
Hazard Prevention & Control
Provide training on specific safe work practices before an
employee begins work
Provide additional training for new work processes and when
accidents and near misses occur
Provide refresher training on a routine basis
39

Ask students what training is needed, then fly these in. Ask
students if there are any others.
39
Summary/Recap
40
Think back to intro to Intro to OSHA module and the
regulations. It follows the S&H Management Guidelines:
Why OSHA is there. OSHA Mission
The regulations are really grouped by hazards and each works
thru ID of specific hazards.
Most provide programs to address the hazards
Many specify some sort of training
What is YOUR role in the safety and health management
system?
Use first 4 to review entire presentation. Then 5th bullet point
fades in use to discuss, audience must also take on
responsibility for safety & health.
40

Dr. Charner Rodgers Register
*
Review of Intro to OSHA
Dr. Charner Rodgers Register
11/07/96 5:24AM
*
This presentation is designed to assist trainers conducting
OSHA 10-hour Construction Industry outreach training for
workers. Since workers are the target audience, this
presentation emphasizes hazard identification, avoidance, and
control – not standards. No attempt has been made to treat the
topic exhaustively. It is essential that trainers tailor their
presentations to the needs and understanding of their audience.
This presentation is not a substitute for any of the provisions of
the Occupational Safety and Health Act of 1970 or for any
standards issued by the U.S. Department of Labor. Mention of
trade names, commercial products, or organizations does not
imply endorsement by the U.S. Department of Labor.
OSHA Office of Training & Education
*
What is OSHA?Occupational Safety and Health
AdministrationResponsible for worker safety and health
protection
11/07/96 5:24AM
*

*
Is there a need for OSHA?Nearly 6,000 workplace
fatalities50,000 deaths from workplace-related illnesses 5.7
million non-fatal workplace injuriesInjuries alone cost U.S.
businesses over $125 billion
Each year...
Source - OSHA Publication 2056
11/07/96 5:24AM
*
Source: OSHA Publication 2056, All About OSHA
*
Has OSHA Made a Difference?Helped cut the work-related
fatality rate in halfWorked with employers and employees to
reduce workplace injuries and illnesses by 40%Virtually
eliminated brown lung disease in the textile industry,
andReduced trenching and excavation fatalities by 35%
YES!
Since 1970 OSHA has:

11/07/96 5:24AM
*
*
What does OSHA do?Encourages employers and employees to
reduce workplace hazards and implement new or improve
existing safety and health programsDevelops and enforces
mandatory job safety and health standardsMaintains a reporting
and recordkeeping system to monitor job-related injuries and
illnessesProvides assistance, training and other support
programs to help employers and workers
11/07/96 5:24AM
*
*
Who is covered by the OSH Act?Most private sector
employeesCoverage is provided directly by federal OSHA or
through an OSHA-approved state programDoes not cover the
self-employed or immediate members of farm families that do
not employ outside workers

11/07/96 5:24AM
*
State plans are OSHA-approved job safety and health programs
operated by individual states instead of by federal OSHA. State
plans must provide standards and enforcement programs, as well
as voluntary compliance activities, that are “at least as effective
as” the federal OSHA program. States with approved plans
cover most private sector employees as well as state and local
government workers in the state.
Twenty-six states operate state plans. For more information on
state plans, visit OSHA’s web site (www.osha.gov).
Also not covered by OSHA:
- Employees whose working conditions are regulated by other
federal agencies. These include mine workers, certain truckers
and rail workers, and atomic energy workers
- Public employees in state and local governments (except for
states with approved plans) These include fire fighters, police,
and other public servants.
*
OSHA Standards
OSHA develops and enforces standards that employers must
follow.
Where OSHA does not have standards, employers are
responsible for following the OSH Act's General Duty Clause.
States with OSHA-approved programs must set standards at
least as effective as federal standards.

11/07/96 5:24AM
*
General Duty Clause...
Each employer "shall furnish . . . a place of employment which
is free from recognized hazards that are causing or are likely to
cause death or serious physical harm to employees."
*
What does OSHA Require?Determine which standards apply to
your workplace
Follow the OSHA standards and requirements
11/07/96 5:24AM
*
OSHA standards cover:
- General Industry
- Construction
- Maritime
- Some agricultural activities
*
Recordkeeping and ReportingEmployers of 11 or more
employees must maintain records of occupational injuries and

illnessesAll employers must display the OSHA poster, and
report to OSHA within 8 hours any accident that results in a
fatality or in-patient hospitalization of 3 or more employees
11/07/96 5:24AM
*
Recordkeeping regulations are contained in 29 CFR Part 1904.
Some low-hazard employers (for example, retail trade, finance,
insurance, real estate) are not required to keep records.
While the 1904 regulation exempts many employers from
keeping records at all times, these employers are not exempted
from all of the 1904 requirements.
Employers that are partially exempt from the recordkeeping
requirements because of their size (10 or less employees) or
industry must continue to comply with: 1904.39, Reporting
fatalities and multiple hospitalization incident 1904.41, Annual
OSHA injury and illness survey (if specifically requested to do
so by OSHA) 1904.42, Bureau of Labor Statistics (BLS) Annual
Survey (if specifically requested to do so by BLS)
*
Recordkeeping FormsMaintained on a calendar year basis
Summary of records for the previous year must be posted from
February through April

11/07/96 5:24AM
*
Must be maintained for 5 years at the establishment and be
available for inspection by OSHA, National Institute for
Occupational Safety and Health (NIOSH), and BLS.
Logs must be updated to reflect any changes that occur.
Maintain and post the Log in your workplace.
Do not send any recordkeeping forms to OSHA or any other
agency unless you are asked to do so. When conducting its
annual survey, the BLS may send you a form in the mail, which
must be completed and returned to them.
OSHA Recordkeeping Forms
OSHA 300 Log
OSHA 300A Summary
OSHA 301 Incident Report
*
What are workers’ responsibilities?Read the OSHA
posterFollow the employer’s safety and health rules and wear or
use all required gear and equipmentFollow safe work practices
for your job, as directed by your employerReport hazardous
conditions to a supervisor or safety committeeReport hazardous
conditions to OSHA, if employers do not fix themCooperate
with OSHA inspectors
(see OSHA Workers' web page for more information)

11/07/96 5:24AM
*
OSHA Worker's web page:
www.osha.gov/as/opa/worker/index.html
*
What are workers’ rights?Identify and correct problems in their
workplaces, working with their employers whenever
possibleComplain to OSHA about workplace conditions
threatening their health or safety in person, by telephone, by
fax, by mail or electronically through OSHA’s web siteSection
11(c) of the OSH Act gives workers the right to seek safe and
healthful conditions on the job without being disciplined or
fired
(see OSHA Workers' web page for more information)
11/07/96 5:24AM
*
*
OSHA Workers' Page

11/07/96 5:24AM
*
OSHA’s Workers’ web page:
Includes:
- How to file a complaint
- Rights and responsibilities
- OSHA resources
*
What are employers’ rights &
responsibilities?Employers must provide a safe and healthful
workplace free of recognized hazards and follow the OSHA
standardsThe OSH Act grants employers important rights,
particularly during and after an OSHA inspectionEmployers
must provide training, medical examinations and recordkeeping
11/07/96 5:24AM
*
OSHA maintains confidentiality of employers’ trade secrets.
Both employers and employees may submit information or
comments to OSHA on the issuance, modification, or revocation
of OSHA standards and request a public hearing
For more information, consult OSHA publications
-- No. 2056, All About OSHA and
-- No. 3000, Employers Rights and Responsibilities Following
An OSHA Inspection.

*
Competent Person in Construction
A person who;
Knows the right standard,
Can identify hazards in the operation, and
Is designated by the employer, and has the authority to take
appropriate actions.
"Competent Person" is found in many standards.
Some standards set specific requirements for the "competent
person."
11/07/96 5:24AM
*
See: www.osha-slc.gov/SLTC/competentperson/index.html
The term "Competent Person" is used in many OSHA standards
and documents. As a general rule, the term is not specifically
defined. In a broad sense, an OSHA competent person is an
individual who, by way of training and/or experience, is
knowledgeable of applicable standards, is capable of identifying
workplace hazards relating to the specific operation, is
designated by the employer, and has authority to take
appropriate actions (see 1926.32). Some standards add
additional specific requirements which must be met by the
competent person.

*
Workplace Inspections
Establishments covered by the OSH Act are subject to
inspection by OSHA compliance safety and health officers
(CSHO's)
Most inspections are conducted without advance notice
11/07/96 5:24AM
*
Inspection Priorities:
- Imminent Danger (any condition where there is a reasonable
certainty that a danger exists that can be expected to cause
death or serious physical harm immediately, or before the
danger can be eliminated through normal enforcement
procedures)
- Fatalities and Catastrophes (resulting in hospitalization of 3 or
more employees)
- Employee Complaints/Referrals
- Programmed High-Hazard Inspections
- Follow-ups to previous inspections
*
What Types of Hazards are Addressed in

Standards?ElectricalCranesFallsExcavation Scaffolding
Machines Stairways & Ladders Chemical
11/07/96 5:24AM
*
*
Employer may Qualify for "Focused Inspection"
Has to meet certain conditions
Inspector will "focus" on these four hazard areas: Falls Struck
by Caught in/between Electrical
11/07/96 5:24AM
*
See: www.osha-slc.gov/SLTC/construction_ecat/index.html
Effective October 1, 1994, all construction inspections shall
have opening conferences consistent with current agency
procedures, and then shall proceed as follows:
During all inspections, CSHO's shall determine whether or not
there is project coordination by the general contractor, prime
contractor, or other such entity that includes: an adequate
safety and health program/plan that meets the guidelines set
forth below, and a designated competent person responsible
for and capable of implementing the program/plan.
If the above general contractor, prime contractor, or other such
entity meets both of these criteria, then a focused inspection
shall be made. When either of these criteria is not met, then the
inspection shall proceed in accordance with previously

established procedures for comprehensive inspections as stated
in CPL 2.103, September 26, 1994, Field Inspection Reference
Manual (FIRM), chapter II section A.1.b.
The leading hazards are: falls, (e.g., floors, platforms, roofs)
struck by, (e.g., falling objects, vehicles) caught in/between
(e.g., cave-ins, unguarded machinery, equipment) electrical
(e.g., overhead power lines, power tools and cords, outlets,
temporary wiring)
*
Inspection ProcessCSHO displays official credentialsOpening
conferenceWalk-around inspectionClosing conference
11/07/96 5:24AM
*
*
Conducting the
Walkaround InspectionCSHO and accompanying
representatives (employer and employee) inspect the
establishment for potentially hazardous working
conditionsCSHO discusses possible corrective actions with the

employerCSHO may consult, at times privately, with employees
11/07/96 5:24AM
*
Selecting Employee Representatives
If . . . Then . . .
employees are represented by a the union will
designate the employee
recognized bargaining representative, representative to
accompany the CSHO.
there is a site safety committee and the employee
committee members or the
no recognized bargaining representative, employees at large
will designate the employee
representative.
there is neither a recognized bargaining the employees
themselves may select their
representative nor a plant safety representative, or
the CSHO will determine committee, if any
other employees would suitably
represent the interests of employees.
there is no authorized employee the CSHO must
consult with a reasonable representative number
of employees concerning S&H matters
in the workplace. Such consultations may
be held privately.

*
What Happens After
an OSHA Inspection?OSHA may or may not issue
citationsCitations inform employer and employees of the
regulations and standards allegedly violated and of the proposed
time for abatement Employer must post a copy of each citation
at or near place where violation occurred, for 3 days or until
violation is corrected, whichever is longer
11/07/96 5:24AM
*
- After CSHO reports findings, the area director determines
what citations, if any, will be issued, and what penalties, if any,
will be proposed.
- Citations and notices of proposed penalties are sent to
employers by certified mail.
*
Sources of AssistanceOSHA web site
(www.osha.gov)Consultation assistanceFederal and State area
offices Speakers, publications, a/v aids, technical
adviceTraining and education OSHA Training Institute (OTI)
and the OTI Education Centers OSHA Outreach Training
ProgramOSHA Office of State ProgramsVoluntary Protection

Programs
11/07/96 5:24AM
*
OSHA Office of State Programs
Approves and monitors State job safety and health programs as
provided for by Section 18 of the OSH Act.
Voluntary Protection Programs
The Voluntary Protection Programs (VPP) are designed to
recognize and promote effective safety and health management.
In the VPP, management, labor, and OSHA establish a
cooperative relationship at a workplace that has implemented a
strong program.
*
OSHA Web Site
(www.osha.gov)About OSHA (events, what’s new . .
.)Compliance Assistance (regulations, directives, consultation,
eTools, training . . .)Cooperative Programs (VPP, partnerships
…)News Room (publications, news releases . . .)Safety / Health
Topics (technical links to various topics)Statistics (Inspection
data, BLS survey link ...)
11/07/96 5:24AM
*

*
Where to Get OSHA StandardsFederal Register in public
libraries or at GPO web siteCD-ROM subscription through U.S.
Government Printing Office (GPO)Code of Federal Regulations
(CFR) in public libraries and through GPOOSHA web site -
OSHA standards, interpretations, directives (www.osha.gov)
11/07/96 5:24AM
*
GPO Information:
Phone: (202) 512-1800
Web site: www.osha.gov/oshpubs/gpopubs.html
*
Consultation AssistanceProvided at no cost Developed for
smaller employers with more hazardous operationsDelivered by
state government agencies or universities employing
professional safety and health consultantsNo penalties are
proposed or citations issuedPossible violations of OSHA
standards are not reported to OSHA enforcement staff unless
employer fails to eliminate or control any serious hazard or
imminent danger

11/07/96 5:24AM
*
For further information:
www.osha-slc.gov/html/consultation.html
*
OSHA Emergency Hot-Line
1-800-321-OSHA Report workplace safety or health fatalities
or the hospitalization of 3 or more employees Report a
workplace hazard File a complaint about a workplace hazard
Request information on OSHA Request an OSHA publication
11/07/96 5:24AM
*
Imminent danger is any condition where there is reasonable
certainty a danger exists that can be expected to cause death or
serious physical harm immediately or before the danger can be
eliminated through normal enforcement procedures. OSHA
gives top priority to imminent danger situations.
When a call is made to the hot line number, it is important to
give as much information as is known about the emergency,
including: Complete description of the hazard Name and
location of the establishment Duration of the hazard (Is it still
going on? When will it end?) Type of operation Contact phone

number (company or personal)
See Fact Sheet No. OSHA 95-44
*
SummaryOSHA helps save lives and prevent injuriesOSHA
balances a cooperative approach with traditional
enforcementOSHA standards are the enforceable requirements
for worker safety and healthInspections are OSHA’s way to
ensure complianceOSHA offers various means of assistance
11/07/96 5:24AM
*

Dr. RegisterStupid Ideas in SafetyWhat’s.docx

Recommended

Recommended

More Related Content

Similar to Dr. RegisterStupid Ideas in SafetyWhat’s.docx

Similar to Dr. RegisterStupid Ideas in SafetyWhat’s.docx (20)

More from madlynplamondon

More from madlynplamondon (20)

Recently uploaded

Recently uploaded (20)

Dr. RegisterStupid Ideas in SafetyWhat’s.docx