INVESTIGATION STRATEGY FACT GATHERING ISOLATE SCENE BE IMPARTIAL & OBJECTIVE PHOTOS/DIAGRAMS INTERVIEW PEOPLE COMPILE PROCEDURES & RULES FOR THE AREA GATHER MAINTENANCE RECORDS ON EQUIPMENT INVOLVED MAKE IT CLEAR THE OBJECT OF THE INVESTIGATION IS TO AVOID RECURRENCE, NOT TO APPORTION BLAME
CONTRIBUTING FACTORS ENVIRONMENTAL Noise, heat, light, vapors, dust DESIGN Workplace layout, tools, equipment SYSTEMS & PROCEDURES Lack of or inappropriate HUMAN BEHAVIOUR Common to all accidents
Corrective Actions Determine Them Look Deep Find them all Keep asking WHY Implement Them Fix it Train it Improve it
Concerns None or incomplete investigation Not finding causes Not addressing corrective actions No Employee Involvement Not communicating lessons learned If Not, It Will Happen Again
WHEN AN ORGANIZATION REACTS SWIFTLY AND POSTIVELY TO INCIDENTS AND INJURIES, ITS ACTIONS REAFFIRM ITS COMMITMENT TO THE SAFETY AND WELL-BEING OF ITS EMPLOYEE S
COMMUNICATIONS Weekly/monthly newsletters All hands meetings/Tailgate Safety flashes/Guardians Suggestions boxes Open & Honest Two-way, Good or Bad Employee Involvement Post – Near misses, Investigations, Audit findings & Corrective actions, Completion dates, Targets, etc. Builds Trust
Safety Whiteboard Expectations Supervisor/Safety Rep to hold meetings 1/week at Safety Whiteboard on shop floor/break room Mandatory union attendance and support groups (FSE/QE) Target time of 20 min. Only topic is safety Agenda: Review updates of items on the whiteboard Poll group for new issues Triple I Matrix (Distribution List) Outstanding Ergo Assessments Last weeks statistics Near Miss/Incidents – description of Other Safety Stuff Guardians Safety Alerts Leading/Lagging indicators (discuss 1/month) Safety Initiative (Departmental performance) - LWD/RIR
Before starting work, make sure you have everything you need to do your job safely. Have the right tools Have the right safety equipment Know how to do the job safely Know youre fit and competent
Speak up about safety Daily briefings Task specific training Suggesting safer ways of working to others Reporting unsafe acts and conditions Being safety proactive
Never walk by If you see someone acting unsafely… point out the right way If you see an unsafe condition… fix it and report it If someone shows you a safe way… thank them for it; they may have saved you from injury or worse
Home safe We all have family and friends We all have interests, hobbies and passions 24 hours a day
Working in the Red Zone How do you know when you are in the Red Zone? There are certain phrases or thoughts that should throw up a flag to alert you that you may be in danger. Ive never done this before. I dont have the right tool. This isnt the same as the others I havent been trained for this This is rework This is a new job This is a new procedure This isnt how we usually do it
Most Accidents Happen in the Red Zone. When you hear or think any of those phrases you should immediately: STOP THINK MAKE SURE YOU ARE PERFORMING THE JOB SAFELY GET THE RIGHT TOOLS ASK FOR HELP REPORT YOUR CONCERN
HAZARD RECOGNITION Risk Assessments Identify them Implement corrective actions Continually reduce risk Reevaluate occasionally Job Task JSAs or JSPs Work Instructions
Near Misses/Close Calls Investigate near-misses since they are potential Incidents Incidents or injuries are the tip of the iceberg of hazards Incidents Hazards More Near Misses = Less Incidents
Employee trips, falls, hits head. Dies. 30,000 near misses 3,000 first aid injuries 300 Recordables 30 major injuries 1 fatality Employee trips, falls and fractures arm. Eight weeks out of work. Employee trips, falls and lacerates hand. Five stitches. Employee trips, falls. Bruises hip. Employee steps over waste. Walks away. Our safest sites are those that report the most near misses Why focus on near misses?
AUDITS/INSPECTIONS Conduct training Knowledgeable with OSHA and other regulations Go in Teams, ( 2 or 3 members) Do different areas Engage workers Show positives, not just negatives Take others along Identify opportunities & Implement Corrective Actions Set dates or timelines Responsible parties for completion
YOU MUST GET CLOSURE
Management of Change Get the picture up front Changes to the process New machinery/equipment Location changes New processes or products New or changes to the facility Cheaper to do it up front instead of afterwards
TRAINING OSHA Other regulations Company Job/Task specific Skill sets Show competency Follow-up Know the Difference between right and wrong
Get the picture? Training helps to Prevent Incidents!
Rules for Lifting Get close to the load. Test the load Keep feet apart. Keep back straight. Bend your knees. Tuck your chin. Grip the load with your palms. Get help if needed.
Employee Involvement Always get employees involved Gains support/buy-in Easier for change People like to be active and heard The workers usually know the answer Create a team environment Happier & more productive
SAFETY TEAMS Employee Involvement & Buy In Mission statement Focused Proper members Special Project Teams For all Teams Have a charter Keep minutes and attendance Stay on track Celebrate successes
ACCOUNTABILITY Do What You Say What Happens If You Dont Hold everyone accountable Can be very uncomfortable for most people
Wise men learn from others mens mistakes, fools by their own. (Chinese proverb)
ALWAYS ASK YOURSELF - What am I about to do? How can I get hurt? How severe will the injury be? What can I do to prevent it?