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supervisor safety training.ppt
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- 2. Agenda Supervisor Challenges Hazard Identification Incident Investigation Additional Resources
- 3. Hazards What hasbeen the hardest challenge you have had to overcome? What could be the hardest challenge you will have to overcome?
- 4. Challenges 1. Attitudes 2. Communication 3.Competing Priorities 4. Employee Buy-In 5. Creating Safety Awareness
- 5. Attitudes • It won’thappen to me! • I’ve been doing this job for 15 years… • I’m CAREFUL! • I don’t want to get (someone) in trouble!
- 6. BETARI BOX MODEL MYATTITUDE AFFECTS MY BEHAVIOR AFFECTS YOUR ATTITUDE AFFECTS YOUR BEHAVIOR AFFECTS
- 7. What’s Your Excuse? AddressUnsafe Work Practices 1. Get it done 2. Undiscussed incompetence - unsafe practices that stem from skill deficits that can’t be discussed 3. Just this once - unsafe practices that are justified because they are exceptions to the rule 4. This is overboard - unsafe practices that bypass precautions management or workers consider excessive 5. Are you a team player? - unsafe practices that are justified for the good of the team, company or customer
- 8. Communication Principles of Health& Safety Communication • Address communication barriers • Effective communication increases motivation • The more people a “communication” goes through, the more distorted it becomes
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- 10. Employee Buy-In How toget employees engaged in your workplace safety message: • Watching it (training videos) • Hearing it (discussion and feedback on safety issues) • Reading it (posters, email newsletter)
- 11. Employee Buy-In Employee Involvement– Why? • Provides the means for everyone to develop and express their own commitment to safety and health • Involves the persons most in contact with potential safety and health hazards • Utilizes everyone’s wide range of experience Everyone is more likely to support and use programs in which they have input
- 12. Employee Buy-In Employee Involvement- How? How do you get employees involved in the safety and health process at your workplace? Key question: What is keeping employees from participating in the safety and health process?
- 13. Employee Buy-In • Recognitionfor Achieving Goals (individual and/or facility) • Safety Events • Discussion of and feedback on safety issues • Questionnaires/Suggestion Boxes • Build safety into your facility’s communications Potential Ways to Get Employee Involvement
- 14. Employee Buy-In Protectemployees’ voices Give employees something meaningful to do Show results Provide positive consequences Make people aware of their impact on safety
- 15. Promotion RECOGNITION: • Awards forAchieving Goals • Participation in JSAs SAFETY PROMOTION: • Safety Days, Picnics & Contests • Publications (newsletters, posters, bulletin board notices, etc.) • Training (videos/fact sheets) EMPLOYEE INVOLVEMENT: • Committee Updates • Questionnaires/Suggestion Box
- 16. Beyond Compliance… Achieving SafetyExcellence Safety Excellence
- 17. Safety Excellence What is“Safety Excellence” • Safety means prevention of injury or loss • Excellence means superiority
- 18. Safety Excellence Why Moveto Safety Excellence? • An average of 4,713 people annually are killed on the job over the past 4 years.^ • Over 250,000 productive years of life lost annually – more than from cancer and cardiovascular disease combined ^ According to the Bureau of Labor Statistics
- 19. Statistics 2008 –5,214 on the job fatalities 2009 – 4,340 on the job fatalities 2010 – 4,690 on the job fatalities 2011 – 4,609 on the job fatalities According to the Bureau of Labor Statistics
- 20. Compliance Why notbe satisfied with compliance? Won’t it get the job done? What more do we need?
- 21. Compliance There are stilltoo many incidents in the workplace costing too many lives The traditional compliance-based approach doesn’t seem to be doing the job WHY NOT?????
- 22. Compliance Is it thesafety program? or Is it the management system driving the organization’s behavior?
- 23. It is theculture Culture is the major determinant in the behavior of an organization and it’s people Implementing a behavior-based safety process without a solid cultural foundation to support it is cause of most behavior-based safety failures
- 24. Culture Culture determines behavior, bothsocial and organizational
- 25. It is theculture
- 26. It is theculture
- 27. It is theculture
- 28. It is theculture
- 29. It is theculture
- 30. It is theculture
- 31. It is theculture
- 32. It is theculture
- 33. It is theculture
- 34. Culture Study Major Disasters CommonThreads Space Shuttle Challenger Space Shuttle Columbia Three Mile Island Chernobyl Deepwater Horizon Oil Spill Edwin L. Zebrowski, “Lessons-Learned from Man-Made Catastrophes” 1991
- 35. Culture Study • TheCommon threads that emerge from these accidents identify cultural elements that allowed them to happen • Do any of these common threads exist in your workplace?
- 36. Shuttle Culture Study •Unclear who was responsible for what • Rigid communication channels • Decision-makers too distant from the field • Mindset that success is routine, fortifying a belief that everything is ok, “we’re in good shape”
- 37. Deepwater Horizon OilSpill Excerpts from Tangled Oily Mess by Mark Pynes, published June 20, 2010, in The Sunday Patriot-News, Harrisburg, PA “ … The six-member panel of Coast Guard and Minerals and Management Services officials pressed for answers about what occurred on the rig on April 20 before it exploded. They wanted to know who was in charge, and heard conflicting answers. They pushed for more insight into an argument on the rig that day between a manager for BP, the well’s owner, and one for Transocean, the rig’s owner, and asked Curt R. Kuchta, the rig’s captain, how the crew knew who was in charge.”
- 38. Shuttle Safety Culture •Safety is not a priority – it is a corporate value • All levels of management accountable • Safety performance measured & tied to compensation / incentives • Safety integrated into all operations
- 39. Shuttle Culture Study •Safety resources and techniques were available but not used • There was undefined responsibility, authority, and accountability for safety
- 40. Why is CultureImportant? • It is an atmosphere we work in that shapes our behavior • Unwritten rules that define what’s really important in an organization • Invisible force that largely dictates the behavior of employees & management
- 41. Tangled, oily messcontinued: ’It’s pretty well understood amongst the crew who’s in charge,’ he said ‘How do they know that?’ a Coast Guard investigator asked. ‘I guess, I don’t know,’ Kuchta said. ‘But it’s pretty well – everyone knows.’” … “Amid this tangle of overlapping authority and competing interests, no one was solely responsible for ensuring the rig’s safety, and communication was a constant challenge.” Deepwater Horizon Oil Spill
- 42. Shuttle Culture Study •Belief that rule compliance is enough for safety (If we’re in compliance – we’re ok) • Team-player emphasis with no tolerance for whistle-blowers o “culture of silence”
- 43. Taken from Tangled,oily mess “… Steve Bertone, the chief engineer for Transocean, wrote in his witness statement that he ran up to the bridge where he heard Kuchta screaming at a worker, Andrea Fleytas, because she had pressed the distress button without authorization. Bertone turned to another worker and asked him if he had called to shore for help but was told he did not have permission to do so. Another manager tried to give the go-ahead, the testimony said, but someone else said the order needed to come from the rig’s offshore installation manager.” Deepwater Horizon Oil Spill
- 44. Shuttle Culture Study Emergency drills & procedures for severe events were lacking Design and operating features were confusing and complex but were allowed to exist although recognized as hazardous elsewhere
- 45. Taken from Tangled,oily mess “… …they asked for and received permission from federal regulators to exempt the drilling project from federal law that requires a rigorous type of environmental review, internal documents and federal records indicate. … Regulations have not kept up with the risks that deepwater drilling poses. …regulators have not required technology and strategies for deepwater spills to be improved.” Deepwater Horizon Oil Spill
- 46. Shuttle Culture Study •Problems experienced from other locations not applied as “lessons learned” • Lessons learned not built into the system – Defects / errors became acceptable
- 47. Taken from Tangled,oily mess “… a hodgepodge of oversight agencies granted exceptions to rules, allowed risks to accumulate and made a disaster more likely on the rig, particularly with a mix of different companies operating on the Deepwater whose interests were not always in sync.… … As early as June 2009, BP engineers had expressed concerns in internal documents about using certain casings for the well because they violated the company’s safety and design guidelines. But they proceeded with those casings.” Deepwater Horizon Oil Spill
- 48. Culture Study Would youagree that what was true of the NASA culture study of 1991 would also be true of a study of this oil spill in 2010? All of us need to do better - NOW
- 49. Employee Perception Survey •“Perceptions are reality” • The ultimate “customer” of safety, is the employee • Measures differences in the way employees & management think about safety • Gaps in perceptions provide starting point for improving safety culture
- 50. Notice to Participants:This is a confidential survey. Please do not put your name on the form. Please answer each question by circling the most accurate answer using a scale of 1 to 5. Employee Perception Survey Never Seldom Sometimes Often Always or or Almost Rarely Always 1 Unsafe conditions are corrected immediately 1 2 3 4 5 2 When I see a hazard I correct it or report it to 1 2 3 4 5 a supervisor 3 Management measures the safety efforts of 1 2 3 4 5 supervisors 4 Supervisors actively look for safety hazards 1 2 3 4 5 5 Supervisors face consquences for poor safety 1 2 3 4 5 performances 6 Management recognizes and rewards good 1 2 3 4 5 safety efforts 7 My supervisor lets me know if I am working 1 2 3 4 5 safely 8 Supervisors regularly observe employees to 1 2 3 4 5 make sure they are working safely 9 I receive positive feedback from my supervisor 1 2 3 4 5 for working safely 10 I receive adequate training about how to do my 1 2 3 4 5 job safely 11 Employees are free to bring up safety concerns 1 2 3 4 5 without worry for their job 12 I regularly hear about the importance of safety 1 2 3 4 5 from managers
- 51. Reactive vs. Proactive Thedifference between being Reactive vs. Proactive
- 52. • Safety isa separate “add-on” program • Safety committee members are policemen • Safety generally viewed as negative by employees • Safety is integrated into all operations • Safety committee members are resources & advisors • Safety viewed as positive Reactive vs. Proactive
- 53. • Accidents arebelieved to be caused by careless employees & are unavoidable • Focus on OSHA compliance • Safety is dictated down to employees • Accidents are seen as defects in the system & can be prevented by fixing the system • Focus on continuous improvement • Employees are empowered & involved in the process Reactive vs. Proactive
- 54. What Ails Us? Symptoms •Coughing • Pale Skin • Constricted pupils • Pain • Deformity • Nausea/vomiting Signs • Elevated temperature • High/low blood sugar • Rapid pulse • Shallow respiration
- 55. What Ails AnOrganization Symptoms • Uncorrected hazards • Low employee involvement • Fear • Lack of feedback • Poor safety practices • Near-misses • Leaders not walking the talk Signs • High incident rates • High frequency rates • Low safety audit scores • Increased cost per employee work-hour
- 56. First Thing First Youhave to know where you are before you can plot a course for improvement
- 57. Where are you? Awareness SafetyHandouts Warning Signs Recognition Written Safety & Health Program Training Safety Responsibilities Assigned Management Support Safety Inspections Accident Investigations Incentive Programs Shift Management View of Safety Management Commitment Accountability Safety Goals Established Safety Activities Measured Culture No longer a program, it’s a culture Safety is an integral part of operation Leadership & Employee involvement Low Risk High Risk
- 58. 3 Steps toa REAL Safety Culture • To get there you must take AIM Assess your current culture Implement changes Maintain the culture change
- 59. PPT-063-01 59 Safety Inspections Inspectionvs. Audit Are you AUDITING or INSPECTING? • Safety Inspections examines physical facilities – looking for unsafe conditions, safe behavior, housekeeping responsibilities…. • Safety Audits examines procedures & policies
- 60. Research • Identify incidentpotential through research o Look at workplace layout o Look at all operations o Consider standards, policies and procedures o Analyze past losses and trends o Understand the safety concerns of employees Safety Inspections
- 61. Safety Inspections Organize • Inspectionobjective and procedure • Use a checklist for a guide • List potential hazards • Locate hazards in the work area • Check your list with employees • Update your list with new items
- 62. Safety Inspections Organize • Equipmentand tools • Work environment • Work practices and procedures • Employees • Behaviors (at risk or unsafe) • System/equipment • Process/procedure • Safety training • Personal/stress
- 63. Analyze Safety Inspections • Addresssystems not just symptoms • Determine if there are any system failures • Look for causes or potentials for injury • Job Hazard Analysis
- 64. Safety Inspections • Observations -Do not include names • Causes/potentials • Solutions • Distribute and post • Add to your minutes Record
- 65. Safety Inspections Follow Up •Develop practical effective solutions • Hierarchy of controls • Develop an action plan • Determine immediacy of solution • Implement • Act on solutions and follow up to ensure effectiveness
- 66. Safety Inspections Individual(s) conductingthe inspection: • Experienced with the facility & operation • Knowledgeable of relevant regulations, codes & company policies • Competent of the inspection steps • Capable of collecting, evaluating & reporting the data
- 67. Safety Inspections Individual(s) conductingthe inspection: • Must be equipped with the proper PPE • Knowledgeable on how to locate safety & health hazards • Should have the authority to act and make recommendations
- 68. Job Safety Analysis •Definition: Process used to: – Review Task Methods, – Identify Hazards and – Develop & Specify Control Measures
- 69. Job Safety Analysis Theprocess… Break a job or task into specific steps Analyze each step for hazardous conditions & unsafe practices Develop preventive measures in each step to eliminate or reduce the hazards Integrate preventive measures into training & SOP’S
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- 71. Job Safety Analysis WHY? Individuals are given training in safe, efficient procedures Reduce costs “Pre-job” instructions are given on irregular jobs Leads to recommended action or procedure to perform the job safely
- 72. Personal Protective Equipment(PPE) • Part of a series of protection controls: 1. Engineering (example: installation of an exhaust system over a machine producing hazardous vapors) 2. Administrative (example: rotating people through a certain job function) 3. PPE (example: leather gloves, safety shoes)
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- 74. PPE Requirements • Mustbe kept in serviceable condition: - No rips/tears/cuts - Adjustment straps in place/usable - Viewing lenses not overly-scratched - Not deformed or misshaped • Training must be provided and documented (includes equipment-specific training). • Hazard assessment must be conducted and certified in writing. OSHA 29 CFR 1910.132-138 SUBPART I
- 75. Hazard Assessment • Employersmust assess the workplace to determine if hazards requiring PPE use are present or likely to be present. • If hazards requiring PPE are found or are likely, employers must: - Select and have affected employees use appropriate PPE, - Inform affected employees as to which PPE was selected, - Select PPE that properly fits each affected employee.
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- 77. Types of PPE •Eye (example: safety glasses) • Face (example: face shield) • Head (example: hard hat) • Ear (example: ear plugs) • Hand (example: rubber gloves) • Foot (example: safety shoes) • Body (example: rubber apron) • Respiratory (example: respirator)
- 78. Housekeeping • Workplaces mustbe kept clean, orderly and sanitary • Workroom floors must be maintained as clean and dry as possible
- 79. Housekeeping Tips Immediatelyclean up anything on the floor that creates a slip hazard: water, grease, paper, dust or other debris Keep walkways clear of boxes and other obstructions Close cabinets used for storage when not in use Never block fire exits or fire equipment
- 80. Housekeeping Tips Makesure stacked materials do not impede vision Don’t store items in or on electrical panels or control boxes Pick up and store tools in their proper location immediately after use Keep ventilation systems clear of dust and debris and stored materials
- 81. Housekeeping Tips Makesure receptacles for waste and debris are conveniently located Remove combustible waste often to minimize the fire hazard Set a good example for other employees by maintaining good housekeeping in your work area
- 82. Definition • Organized processusing written procedures that are applied every time an incident occurs regardless of its severity. Who – What – When - Where – How & Why Incident Investigation
- 83. Incident Definition An unplanned& uncontrolled event that led to, or could have led to injury to persons, damage to property/plant/equipment, impairment to the environment or some other loss to the company
- 84. Purpose Assist workers’comp claims process Be the “eyes and ears” in the field Gather facts on-site Preserve evidence that may be lost over time Determine cause of the incident Identify ways to prevent incidents from recurring
- 85. Incident Causes • Task •Material • Environment • Personnel • Management
- 86. Incident Prevention • Controlmeasures – Safety procedures/work instructions – Adequate training – Effective communications – Good housekeeping – Guards/safety devices/warning signs – Regular safety inspections – Risk Assessment
- 87. Incidents What Incidents Shouldbe Investigated? • Serious or Disabling • Minor (First Aid) injuries • Property damage • “Near-miss” incidents
- 88. PPT-063-01 88 Investigations Who shoulddo the investigation???? First Line supervisor Safety Committee Safety Director / Safety Person All of the above A combination of the above
- 89. What is theInvestigator’s Role? • Do: – Go to the incident site – Investigate and document the cause – Document supervisor and witnesses – Preserve the evidence – Gather the facts – Conduct formal interviews – Give advice Investigations
- 90. Investigations Guidelines for Investigators Agencyinvestigator should: Survey, secure and document the site Identify the cause Look for contributory hazards Report conclusions and recommendations
- 91. Investigative Techniques • INVESTIGATEIMMEDIATELY! • Don’t assume anything-obtain all possible facts • Preserve the evidence • Take photographs of the site • Take measurements and diagram if necessary
- 92. Interview Techniques Some DOs DO… Put upset witnesses at ease Emphasize reason for investigation Let witnesses talk, while you listen Confirm you have the statement correct Make short notes only during interview Express appreciation
- 93. Interview Techniques Some DON’Ts DONOT… Intimidate witnesses Interrupt Prompt Ask leading questions Listen to ‘hearsay’ evidence Make lengthy notes while witness is talking
- 94. Investigation The Six-Step Process: Securethe Scene Gather Information Collect Facts
- 95. Investigation Secure the Scene GatherInformation Collect Facts Develop Sequence Analyze The Facts Determine Causes
- 96. Investigation Secure the Scene GatherInformation Collect Facts Develop Sequence Analyze The Facts Determine Causes Recommendations Implement Solutions Write the Report
- 97. Tool Kit • Disposablecolor camera w/flash • Clipboard w/pens & pencils • Graph paper • Chalk/yellow plastic tape • Ruler and/or tape measure • Tape (scotch, masking, duct) • Tape recorder
- 98. • ID tag •Flashlight • PPE (gloves, safety glasses, etc.) • Incident checklist • Interview statement form • Company’s policy & procedure Tool Kit
- 99. Incident Investigation Root Cause TheRoot Cause is the initiating event. Take that away and the sequence of events that follows does not happen What is the initiating event in this picture? Root Cause Causal Factor Superficial Cause
- 100. The Real Costof Accidents • The Real costs rarely get calculated • They rarely get mentioned • Most discussions of accident costs stop with the impact to the company
- 101. The Real Costof Incidents • Destroys families – Divorce – Suicide – Financial Ruin – Kids get in trouble • Impact on Society (social security?) • Impact on Co-workers
- 102. Preserve the Evidence Evidenceis data, which helps to prove the event • Decide what evidence is important • Immediate photographs are critical • The site could change the next day and evidence would be lost
- 103. Photographs • Why arephotographs so important – Support facts – Document scene – Become the “eyes” for people not in the field – May be required if litigated
- 104. Photo or Video WhatDo You Photograph or Videotape? • Defects and Hazards • Unusual Conditions • Conditions that differ from what the employee describes • Areas or furniture in need of maintenance • Housekeeping issues
- 105. Documentation • Document informationyou hear • Document the scene through photographs, sketches, written descriptions, video recordings
- 106. Personal Factor WarningSigns • Death of spouse • Marital separation • Personal injury/illness • Change in financial state • Change in work • Foreclosure of loan • Son/daughter leaves home • Change in work hours • Change in social activity • Poor overall morale • Fatigue • Drinking/drugs
- 107. Resources • OSHA – FederalRegulations (29 CFR 1910) – Available at www.osha.gov • PA Department of Labor & Industry – www.dli.state.pa.us • PA Department of Environmental Protection – www.depweb.state.pa.us/portal/server.pt • Other technical standards – (NFPA, ANSI, ASTM, ASME, etc.) – get help if necessary!
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