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Creating a Safe and Healthy Workplace for All
- 1. SAFETY TRAINING Fostering a SafeWork Environment Company Presentation Safety Training
- 2. Hazard • Existing orPotential Condition That Alone or Interacting With Other Factors Can Cause Harm • A Spill on the Floor • Broken Equipment
- 3. Risk • A measureof the probability and severity of a hazard to harm human health, property, or the environment • A measure of how likely harm is to occur and an indication of how serious the harm might be Risk 0
- 4. Safety FREEDOM FROM DANGEROR HARM Nothing is Free of BUT - We can almost always make something SAFER
- 5. Safety Is BetterDefined As…. A Judgement of the Acceptability of Risk
- 6.
- 7. Types of Accidents •FALL TO – same level – lower level • CAUGHT – in – on – between • CONTACT WITH – chemicals – electricity – heat/cold – radiation • BODILY REACTION FROM – voluntary motion – involuntary motion
- 8. Types of Accidents(continued) • STRUCK – Against • stationary or moving object • protruding object • sharp or jagged edge – By • moving or flying object • falling object • RUBBED OR ABRADED BY – friction – pressure – vibration
- 9. Fatal Accidents -Workplace U.S. WORKPLACE FATALITIES - 2006 1. Vehicle Accidents 2413 2. Contact With Objects and Equipment 983 3. Falls 809 4. Assaults & Violent Acts 754
- 10. Accident Causing Factors •Basic Causes – Management – Environmental – Equipment – Human Behavior • Indirect Causes – Unsafe Acts – Unsafe Conditions • Direct Causes – Slips, Trips, Falls – Caught In – Run Over – Chemical Exposure
- 11. Policy & Procedures EnvironmentalConditions Equipment/Plant Design Human Behavior Slip/Trip Fall Energy Release Pinched Between Indirect Causes Direct Causes ACCIDENT Personal Injury Property Damage Potential/Actual Basic Causes Unsafe Acts Unsafe Conditions
- 12. Basic Causes • Management •Environment • Equipment • Human Behavior Systems &Procedures Natural & Man-made Design & Equipment
- 13. Management • Systems &Procedures – Lack of systems & procedures – Availability – Lack of Supervision
- 14. Environment • Physical – Lighting –Temperature • Chemical – vapors – smoke • Biological –Bacteria –Reptiles
- 15.
- 16. Design and Equipment •Design –Workplace layout – Design of tools & equipment – Maintenance
- 17. Design and Equipment •Equipment –Suitability –Stability • Guarding • Ergonomic • Accessibility
- 18. Human Behavior Common to allaccidents Not limited to person involved in accident
- 19. Human Factors • Omissions& Commissions • Deviations from SOP – Lacking Authority – Short Cuts – Remove guards
- 20. Competencies (how itneeds to be done) Human Behavior is a function of : Activators (what needs to be done) Consequences (what happens if it is/isn’t done)
- 21. ABC Model Antecedents (trigger behavior) Behavior (humanperformance) Consequences (either reinforce or punish behavior)
- 22. •Positive Reinforcement (R+) ("Dothis & you'll be rewarded") •Negative Reinforcement (R-) ("Do this or else you'll be penalized") Only 4 Types of Consequences: Behavior •Punishment (P) ("If you do this, you'll be penalized") •Extinction (E) ("Ignore it and it'll go away")
- 23. Consequences Influence Behaviors BasedUpon Individual Perceptions of: Timing - immediate or future Consistency - certain or uncertain • Significance { Magnitude Impact positive or negative
- 24. Human Behavior • Behaviorsthat have consequences that are: • Soon • Certain • Positive Have a stronger effect on people’s behavior
- 25. Some examples ofConsequences:
- 26. Why is onesign often ignored, the other one often followed?
- 27. Human Behavior • Soon •A consequence that follows soon after a behavior has a stronger influence than consequences that occur later • Silence is considered to be consent • Failure to correct unsafe behavior influences employees to continue the behavior
- 28. Human Behavior • Certain •A consequence that is certain to follow a behavior has more influence than an uncertain or unpredictable consequence • Corrective Action must be: – Prompt – Consistent – Persistent
- 29. Human Behavior • Positive •A positive consequence influences behavior more powerfully than a negative consequence • Penalties and Punishment don’t work • Speeding Ticket Analogy
- 30. Human Behavior • Example:Smokers find it hard to stop smoking because the consequences are: A) Soon (immediate) B) Certain (they happen every time) C) Positive (a nicotine high) The other consequences are: A) Late (years later) B) Uncertain (not all smokers get lung cancer) C) Negative (lung cancer)
- 31. Deviations from SOP •No Safe Procedure • Employee Didn’t know Safe Procedure • Employee knew, did not follow Safe Procedure • Procedure encouraged risk-taking • Employee changed approved procedure
- 32. Human Behavior • ThoughtQuestion: What would you do as a worker if you had to take 10-15 minutes to don the correct P.P.E. to enter an area to turn off a control valve which took 10 seconds?
- 33. Human Behavior • Punishmentor threatening workers is a behavioral method used by some Safety Management programs • Punishment only works if: – It is immediate – Occurs every time there is an unsafe behavior • This is very hard to do
- 34. Human Behavior • Thesoon, certain, positive reinforcement from unsafe behavior outweighs the uncertain, late, negative reinforcement from inconsistent punishment • People tend to respond more positively to praise and social approval than any other factors
- 35. Human Behavior • Someexperts believe you can change worker’s safety behavior by changing their “Attitude” • Accident Report – “Safety Attitude” • A person’s “Attitude” toward any subject is linked with a set of other attitudes - Trying to change them all would be nearly impossible • A Behavior change leads to a new “Attitude” because people reduce tension between Behavior and their “Attitude”
- 36. Are inside aperson’s head -therefore they are not observable nor measurable Attitudes can be changed by changing behaviors however Attitudes
- 37. Human Behavior • “Attention”Behavioral Safety approach – Focuses on getting workers to pay “Attention” – Inability to control “Attention” is a contributing factor in many injuries • You can’t scare workers into a safety focus with “Pay Attention” campaigns
- 38. Reasons for Lackof Attention 1. Technology encourages short attention spans (TV remote, Computer Mouse) 2. Increased Job Stress caused by uncertainty (mergers & downsizing) 3. Lean staffing and increased workloads require quick attention shifts between tasks 4. Fast pace of work – little time to learn new tasks and do familiar ones safely
- 39. Reasons for Lackof Attention 5. Work repetition can lull workers into a loss of attention 6. Low level of loyalty shown to employees by an ever reorganizing employer may lead to: a) Disinterested workers b) Detached workers (no connection to employer) c) Inattentive workers
- 40. Human Behavior • Focusingon “Awareness” is a typical educational approach to change safety behavior • Example: You provide employees with a persuasive rationale for wearing safety glasses and hearing protection in certain work areas
- 41. Human Behavior Developing PersonalSafety Awareness A) Before starting, consider how to do job safely B) Understand required P.P.E. and how to use it C) Determine correct tools and ensure they are in good condition D) Scan work area – know what is going on E) As you work, check work position – reduce any strain F) Any unsafe act or condition should be corrected G) Remain aware of any changes in your workplace – people coming, going, etc. H) Talk to other workers about safety I) Take safety home with you
- 42. Human Behavior Some ThoughtQuestions: 1. Do you want to work safely? 2. Do you want others to work safely? 3. Do you want to learn how to prevent accidents/injuries? 4. How often do you think about safety as you work? 5. How often do you look for actions that could cause or prevent injuries?
- 43. Human Behavior • MoreThought Questions: a) Have you ever carried wood without wearing gloves? b) Have you ever left something in a walkway that was a tripping hazard? c) Have you ever carried a stack of boxes that blocked your view? d) Have you ever used a tool /equipment you didn’t know how to operate? e) Have you ever left a desk or file drawer open while you worked in an area? f) Have you ever placed something on a stair “Just for a minute”? g) Have you ever done anything unsafe because “I’ve always done it this way”?
- 44. Human Behavior TIME! “All thissafety stuff takes time doesn’t it”? “I’m too busy”! “I can’t possibly do all this”! “The boss wants the job done now”!
- 45. Human Behavior • Doesrushing through the job, working quickly without considering safety, really save time? • Remember – if an incident occurs, the job may not get done on time and someone could be injured – and that someone could be YOU!!
- 46. OUTCOMES OF ACCIDENTS NEGATIVEOUTCOMES POSITIVE OUTCOMES
- 47. $ Direct Costs •Medical • Insurance • Lost Time • Fines
- 48. Indirect Costs • Injured,Lost Time Wages • Non-Injured, Lost Time Wages • Overtime • Supervisor Wages • Lost Bonuses • Employee Morale • Need For Counseling • Turn-over
- 49. Indirect Costs • EquipmentRental • Cancelled Contracts • Lost Orders • Equipment/Material Damage • Investigation Team Time • Decreased Production • Light Duty • New Hire Learning Time • Administrative Time • Community Goodwill • Public/Customer Perception • 3rd Party Lawsuits
- 50.
- 52. IMPORTANCE OF WORKPLACE SAFETY WHYSAFETY MATTERS: Protects employees from harm Reduces accidents and injuries Complies with legal requirements Enhances productivity and morale
- 53. PROaction versus REaction •“Well that’s an accident waiting to happen…” • “Someone ought to do something…” • That someone is YOU!
- 54. COMMON WORKPLACE HAZARDS PHYSICAL HAZARDS Slips, trips,and falls. Machinery and equipment CHEMICAL HAZARDS Exposure to toxic substances and proper handling and storage ERGONOMIC HAZARDS Poor workstation setup and repetitive strain injuries
- 55. PERSONAL PROTECTIVE EQUIPMENT (PPE) TYPES OFPPE: Head Protection: Helmets, hard hats Eye Protection: Safety goggles, face shields Hearing Protection: Earplugs, earmuffs Hand Protection: Gloves TYPES OF PPE: Proper selection Correct usage and maintenance
- 56. EMERGENCY PROCEDURES TYPES OF EMERGENCIES: Fire Chemicalspills Medical emergencies ACTION STEPS: Evacuation plans and routes Emergency contact numbers First aid procedures DRILLS AND TRAINING: Regular practice of emergency drills Keeping updated with emergency procedures
- 57. SAFE WORK PRACTICES GENERAL GUIDELINES: Followsafety signs and warnings Report hazards and unsafe conditions Maintain cleanliness and order SPECIFIC PRACTICES Safe lifting techniques Proper use of tools and equipment Adherence to safety protocols
- 58. HEALTH AND SAFETY POLICIES COMPANYPOLICIES: Overview of health and safety policies Responsibilities of employees and employers COMPLIANCE: Understanding and following regulations (e.g., OSHA, local laws) Importance of documentation and reporting
- 59. SAFETY TRAINING AND AWARENESS TRAINING PROGRAMS: Initial trainingfor new employees Refresher courses for existing employees PROMOTING SAFETY CULTURE Encouraging safety discussions Recognizing and rewarding safe behavior RESOURCES Access to safety manuals and guidelines Contact information for safety officers
- 60. SUMMARY Ongoing safety trainingand awareness of the importance of safety help create a strong safety culture. Open discussions and regular training reinforce safety knowledge and skills. Company Presentation Safety Training
- 61.
Editor's Notes
- #2 Unsafe Conditions – examples Poor housekeeping , Blocked walkways, Improper or damaged PPE Machine guards removed, Exposed electrical wires Slippery floors, Physical Factors – noise, vibration, illumination, temperature extremes Chemical Factors – exposures that may impair a worker’s skill, reactions, Judgment Ergonomic Factors –workstation design, habits,
- #5 More people are injured or killed each day while driving their automobiles. Driving a car is risky. We accept that risk, WHY? Rules in place to protect us (Engineering and Administrative) Equipment in place to protect us (Engineering and PPE) Training in place to protect us. (Administrative) Perceive the benefits outweigh the risks
- #9 Some 6,023 fatal work injuries occurred during 1999, nearly the same as 1998’s total, though more people were employed in 1999. Decreases in job-related deaths from homicides and electrocutions in 1999 were offset by increases from workers struck by falling objects or caught in running machinery. Washington state Transportation Accidents (43%) Contact w/objects & Equipment (25%) Falls (10%) Homicide (10%) Homicides fell from the second-leading cause of fatal work injuries to the third, behind highway fatalities, which remained the number one occupational killer, and falls.
- #10 Normally three cause levels: Most accidents are preventable by eliminating one or more causes. At the lowest level, an accident results only when a person or object receives an amount of energy or hazardous material that cannot be absorbed safely. This energy or hazardous material is the DIRECT CAUSE of the accident. The direct cause is usually the result of one or more unsafe acts or unsafe conditions, or both. Unsafe acts and conditions are the INDIRECT CAUSES or symptoms. In turn, indirect causes are usually traceable to poor management policies and decisions, or to personal or environmental factors. These are the BASIC CAUSES.
- #11 Accidents are usually complex. May have10 or more events that can be causes.
- #19 Unsafe Acts - examples Unauthorized operation or repair of equipment, Running - Horse Play, Not following procedures Improper use of chemicals By-passing safety devices, Not using protective equipment, influence of drugs or alcohol, Improper lifting, Not cleaning up spills immediately REAL CONCERN IS WHY THE DEVIATION OCCURRED. 1. No known standard for safe job procedure --Perform JSA and develop good JIT 2.Employee did not know the safe procedures --Train in the correct procedure 3.Employee knew, bud did not follow safe procedures;Work pressure, difficulty , time consuming, prior success Countermeasure: Employee performance evaluation, test validity of procedure, counsel employees/manager’s, change work procedures, job requirements, Train 4.Employee knew and followed safe procedures --Develop safe procedures - train 5.Procedure encouraged risk-taking (incentive pay) --Change unsafe job design, procedure or incentive program 6.Employee changed the approved procedure or bypassed safety equipment--Evaulate safety measures, change safety methods so they can not be bypassed 7.Individual Characteristics -- Counsel employees, consider change in work procedures, workstation design or job requirements, in-depth training. Unsafe Acts - system approach. Management and Worker Responsibility
- #20 management needs to understand the forces that drive human behavior. The three forces are: activators, competencies, and consequences. Activators precede behavior. If activators are effective then they get the right behaviors started. Competencies are the skills and abilities that people possess now or will need to posses in order to perform the desired functions. Competencies are demonstrated on the job in the form of behaviors. Consequences are the most powerful force. The consequences of a person’s actions determine whether he or she will continue or increase the desired behavior or discontinue or decrease it. The challenge is to use consequences in a strategic and honest way in order to create a win/win situation for everyone, not a win/win for some and a win/lose situation for others.
- #21 The ABC model of behavior change has 3 components that lend it it’s name: Antecedents (also frequently referred to as activators) are objects, people, sensory perceptions, or environmental stimuli that serve as the trigger for a particular behavior. For example, seeing a stop sign is a trigger for a driver to slow down and cover the brake before coming to a stop. Behavior, as we have already said, is anything that you are able to observe a person do - walk, sit, stand, grasp, lift, read, sleep, etc.. Consequences are what the person who performs the behavior perceives or actually receives when he/she demonstrates a particular behavior. Consequences can either reinforce behavior (leading to an increase in performance) or punish or work to make the behavior extinct (leading to a decrease in performance).
- #22 Key Concepts Extinction (essentially there’s no consequence). Seldom used in business to decrease undesired safety behaviors, but commonly (unknowingly) used to decrease desired safety behaviors. (Mgrs./Peers never saying thanks for cleaning up that spill/picking up that tool etc.) Crying Baby example. Punishment: Very effective & essential -- there always will be behaviors that cannot be tolerated. We need to understand how the punishment affects the person being punished. WHEN WOULD YOU USE PUNISHMENT? (Severe situations, repeated violations, knowingly disregard) Positive and Negative Reinforcement can both increase behavior, but Positive gives the benefit of discretionary effort. Positive Reinforcement is not necessarily always beneficial: it can increase undesired behavior as well (ex: peer support for violating safety rules, slack enforcement results in +reinforcement to continue bad behavior) Consequences are negative or positive based upon receiver’s perception, not sender’s intent
- #23 Consequences influence behavior based upon three factors: timing, consistency, and significance. Significance is dependent on magnitude and impact. The different combinations of these factors will determine the likelihood of behavior increasing or decreasing in the future. Timing: Is the consequence immediate or does it happen in the future? For example, the consequence of putting your hand on a red hot burner on the stove is immediate - pain!! The consequence of not exercising for most of your adult life is not so immediate. Poor health in old age may come years down the road from now. More Timely the consequence the more influencing/effective. Consistency: Is the consequence certain to happen or is there uncertainty? For example, if everyone who smoked cigarettes was guaranteed that by the time they had smoked their third cigarette they would have developed lung cancer, you’d have a lot less smokers. Because of the high degree of uncertainty of contracting lung cancer due to smoking, many people still smoke. Significance refers to whether the consequence is viewed as positive or negative by the person who receives the consequence. If I find that a friendly pat on the back by my boss is a positive stroke, another female co-worker may see that hand on her shoulder as a sign of sexual harassment - very negative. Significance means is the consequence of large or small magnitude and what impact does it have on the person receiving it.
- #31 1. No known standard for safe job procedure --Perform JSA and develop good JIT 2.Employee did not know the safe procedures --Train in the correct procedure 3.Employee knew, bud did not follow safe procedures;Work pressure, difficulty , time consuming, prior success Countermeasure: Employee performance evaluation, test validity of procedure, counsel employees/manager’s, change work procedures, job requirements, Train 4.Employee knew and followed safe procedures --Develop safe procedures - train 5.Procedure encouraged risk-taking (incentive pay) --Change unsafe job design, procedure or incentive program 6.Employee changed the approved procedure or bypassed safety equipment--Evaulate safety measures, change safety methods so they can not be bypassed 7.Individual Characteristics -- Counsel employees, consider change in work procedures, workstation design or job requirements, in-depth training.
- #36 We often hear managers talk about an employee having a “bad attitude towards safety” or a “bad attitude about work in general” or that an employee “has a good attitude towards his/her job.” These statements reflect an overall perception that has been formed by observing a series of behaviors over time. Unfortunately they are not precise enough statements to allow us to pinpoint the specific behaviors that were being observed over time that led to this perception. You cannot see a person’s attitude. You can see his/her behaviors and form an opinion on what is causing that “attitude” but you can never be 100% certain that you are right. If our perception of a person’s attitude is based on our observation of his/her behaviors, remember that we just said that we can manage behaviors. If we can manage behaviors effectively enough we can get people to perform differently. If they perform differently long enough and are provided with positive reinforcement for their behavior changes, their attitude towards a particular work task will begin to change. How we manage behaviors will determine if that attitude change takes place quickly or slowly. If we use the technique of positive reinforcement we are likely to see the most rapid change. If we use mostly negative reinforcement and punishment we will probably see a slow change in attitude or perhaps very little change at all.
- #47 National Safe Workplace Institute - FATALITIES
- #48 From the perspective of the witness/victim and their families, the ramifications of WorkPlace acccidents is devastating. The loss of human life (co-workers, friends, and supervisors) can never be replaced. The emotional trauma of being involved and witnessing a serious/fatal accident cannot be described in words. After a fatality has occurred, many valuable employees may not return to work – Especially in cases of violence.
- #49 . Compare $4.4 Million sanctioned against Equilon by L&I to $45M in out-of-court settlement with families of 6 deceased employees.
- #51 Pneumatic nailer. Reached around board and nailed in his own direction. Nail went through the board and into his eye. Dr. Hsushi Yeh (Tacoma)