BASICS- HSE.PPT-Introduction to the seven elements of effective Safety & Health Management – The Basics
OgunwaEmmanuel1
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Oct 22, 2025
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About This Presentation
Introduction to the seven elements of effective
Safety & Health
Management – The Basics
Slide Content
1
Training
bility
Haz
ation
Accid
ation
vlement
Eval
oyee
Introduction to the seven elements of effective
Safety & Health
Management – The Basics
W
elcom
e!
Training
bility
Haz
ation
Accid
ation
vlement
Eval
oyee
Introduction to the seven elements of effective
Safety & Health
Management – The Basics
W
elcom
e!
2
Goals
1. Gain a greater understanding of safety
management systems.
2. Be familiar with OR-OSHA’s seven core
elements of a safety management system.
3. Be able to discuss the key processes within
each of the seven core elements.
Goals
1. Gain a greater understanding of safety
management systems.
2. Be familiar with OR-OSHA’s seven core
elements of a safety management system.
3. Be able to discuss the key processes within
each of the seven core elements.
3
Trainer Introduction Page
Trainer Introduction Page
4
Form Groups
Introductions
Elect a chairperson
Select a spokesperson
Name your corporation
Form Groups
Introductions
Elect a chairperson
Select a spokesperson
Name your corporation
5
1. Management Commitment
2. Accountability
3. Employee Involvement
4. Hazard Identification & Control
5. Incident/Accident Analysis
6. Training
7. Program Evaluation
What's Inside
The OR-OSHA Safety and
Health Program Model
1. Management Commitment
2. Accountability
3. Employee Involvement
4. Hazard Identification & Control
5. Incident/Accident Analysis
6. Training
7. Program Evaluation
What's Inside
The OR-OSHA Safety and
Health Program Model
6
The basics: What’s a safety and health
management system?
What is the difference between a “program” and
a “system”?
A program is independent
P
P
P
P
P
P
P
P
P
P
P
P
P
P A system is interdependent
The basics: What’s a safety and health
management system?
What is the difference between a “program” and
a “system”?
A program is independent
P
P
P
P
P
P
P
P
P
P
P
P
P
P A system is interdependent
7
Safety
Engineer
Safety
Engineer
Safety
Manager
Safety
Manager
HR
Coordinator
HR
Coordinator
Safety
Committee
Safety
Committee
Structure
Every system contains structure, inputs,
processes and outputs
Safety
Engineer
Safety
Engineer
Safety
Manager
Safety
Manager
HR
Coordinator
HR
Coordinator
Safety
Committee
Safety
Committee
Structure
Every system contains structure, inputs,
processes and outputs
8
Inputs
Tools Equipment
Machinery Materials
Facilities People
Time Money
The goal is to have the highest
quality inputs as possible.
Management commitment is
measured, in part, by the
quality of inputs to the system.
Inputs
Tools Equipment
Machinery Materials
Facilities People
Time Money
The goal is to have the highest
quality inputs as possible.
Management commitment is
measured, in part, by the
quality of inputs to the system.
9
Processes
1. Commitment - leading, managing, planning, funding
2. Accountability - responsibility, discipline
3. Involvement - safety committees, suggestions
4. Hazard Identification & Control - inspection, observation
5. Education and Training - OJT, employees, supervisors
6. Incident/Accident Analysis - determine root causes
7. Program Evaluation - system design and performance
Safety is one aspect of process quality.
Processes
1. Commitment - leading, managing, planning, funding
2. Accountability - responsibility, discipline
3. Involvement - safety committees, suggestions
4. Hazard Identification & Control - inspection, observation
5. Education and Training - OJT, employees, supervisors
6. Incident/Accident Analysis - determine root causes
7. Program Evaluation - system design and performance
Safety is one aspect of process quality.
10
Outputs - Conditions,
Behaviors, Results
•Safe/Unsafe conditions, behaviors
•Many/Few incidents and accidents
•High/Low accident costs
•High/Low productivity, morale, trust
Outputs - Conditions,
Behaviors, Results
•Safe/Unsafe conditions, behaviors
•Many/Few incidents and accidents
•High/Low accident costs
•High/Low productivity, morale, trust
11
What does this statement mean?
“Every system is designed perfectly
to produce what it produces”
What does this statement mean?
“Every system is designed perfectly
to produce what it produces”
12
Which of the outputs most directly
indicates the effectiveness of the safety
management system?
Which of the outputs most directly
indicates the effectiveness of the safety
management system?
13
Proactive Programs Reactive Programs
They don’t
care...
They care
about me!
Proactive Vs. Reactive Safety & Health
Management
What's proactive safety? What's reactive safety?
What programs are emphasized?
Proactive Programs Reactive Programs
They don’t
care...
They care
about me!
Proactive Vs. Reactive Safety & Health
Management
What's proactive safety? What's reactive safety?
What programs are emphasized?
14
ELEMENT 1 –
TOP MANAGEMENT COMMITMENT
ELEMENT 1 –
TOP MANAGEMENT COMMITMENT
15
ORS 654.010 Employers to furnish safe place of
employment. Every employer should…
•furnish employment and a place of employment which are
safe and healthful for employees therein, and should
furnish and use such devices and safeguards, and
•adopt and use such practices, means, methods, operations
and processes as are reasonably necessary to render
such employment and place of employment safe and
healthful, and
•do every other thing reasonably necessary to protect the
life, safety and health of such employees.
ORS 654.010 Employers to furnish safe place of
employment. Every employer should…
•furnish employment and a place of employment which are
safe and healthful for employees therein, and should
furnish and use such devices and safeguards, and
•adopt and use such practices, means, methods, operations
and processes as are reasonably necessary to render
such employment and place of employment safe and
healthful, and
•do every other thing reasonably necessary to protect the
life, safety and health of such employees.
16
What is Top Management Commitment?
T M C
Expression of leadership
ime oney oncern
What is Top Management Commitment?
T M C
Expression of leadership
ime oney oncern
17
What motivates management to make a
commitment to safety?
Social obligation
Fiscal obligation
Legal obligation
How can you tell which obligation is driving
decisions about safety?
What motivates management to make a
commitment to safety?
Social obligation
Fiscal obligation
Legal obligation
How can you tell which obligation is driving
decisions about safety?
18
Positive Reinforcement
Positive reinforcement exists when the perceived
natural and system consequences increase the
frequency of desired behaviors because they are
considered positive or some kind of reward.
Commitment will shape a tough-caring
safety culture
Positive Reinforcement
Positive reinforcement exists when the perceived
natural and system consequences increase the
frequency of desired behaviors because they are
considered positive or some kind of reward.
Commitment will shape a tough-caring
safety culture
19
Negative
Reinforcement
Negative reinforcement exists when the perceived
natural and system consequences are considered
undesirable or some kind of punishment.
Negative
Reinforcement
Negative reinforcement exists when the perceived
natural and system consequences are considered
undesirable or some kind of punishment.
20
Extinction
Withholding positive reinforcement results in
the extinction of desired behaviors.
Extinction
Withholding positive reinforcement results in
the extinction of desired behaviors.
21
Insured
(Direct) Costs
Uninsured
(Indirect) Costs
Accidents can sink the ship!
Unknown Costs
$15,000
$60,000
Unseen costs
can sink the
ship!
Insured
(Direct) Costs
Uninsured
(Indirect) Costs
Accidents can sink the ship!
Unknown Costs
$15,000
$60,000
Unseen costs
can sink the
ship!
22
Ratio of Indirect to Direct Accident Costs
Ratio of Indirect to Direct Accident Costs
23
Workers' Compensation Made Simple
How are rates determined?
Manual Rating - Also called the “Pure Premium Rate,” this rate is
applied to all industries of the same type or standard industrial
classification (SIC). Expressed as:
Dollars per $100 dollars of payroll
Example: $3.15 per $100 dollars of payroll.
Experience Rating - used to vary the company’s own rates,
depending on its experience by comparing actual losses with
expected losses.
Workers' Compensation Made Simple
How are rates determined?
Manual Rating - Also called the “Pure Premium Rate,” this rate is
applied to all industries of the same type or standard industrial
classification (SIC). Expressed as:
Dollars per $100 dollars of payroll
Example: $3.15 per $100 dollars of payroll.
Experience Rating - used to vary the company’s own rates,
depending on its experience by comparing actual losses with
expected losses.
24
Below
Average
Accident
Rate
Average
Accident
Rate
Above
Average
Accident
Rate
3.75
3.50
3.15
2.75
2.50
2.00
1.75
1.50
3.75
3.50
3.15
2.75
2.50
2.00
1.75
1.50
M
a
n
u
a
l
R
a
t
e
M
O
D
R
a
t
e
1.30
1.20
1.10
1.00
.90
.80
.70
.60
1.30
1.20
1.10
1.00
.90
.80
.70
.60
Below
Average
Accident
Rate
Average
Accident
Rate
Above
Average
Accident
Rate
3.75
3.50
3.15
2.75
2.50
2.00
1.75
1.50
3.75
3.50
3.15
2.75
2.50
2.00
1.75
1.50
M
a
n
u
a
l
R
a
t
e
M
O
D
R
a
t
e
1.30
1.20
1.10
1.00
.90
.80
.70
.60
1.30
1.20
1.10
1.00
.90
.80
.70
.60
25
If the company has a profit margin of 5%,
additional business volume to replace
$78,500 would be $1, 570,000!
XYZ Contractors MOD Rate in 2003 = 1.3
Classification Description Code PayrollBase Rate/Premium Adjusted Rate/Premium
Concrete -Floor/Driveway 5221 $500,000 $1.26/$63,000 $1.64/$$82,000
Carpentry -Multiple Family Dwel.5651 $500,000 $3.97/$198,500 $5.16/$258,000
$261,500 $340,000
Adjusted Premium =$261,500 + $78,500 = $340,000
If the company has a profit margin of 5%,
additional business volume to replace
$78,500 would be $1, 570,000!
XYZ Contractors MOD Rate in 2003 = 1.3
Classification Description Code PayrollBase Rate/Premium Adjusted Rate/Premium
Concrete -Floor/Driveway 5221 $500,000 $1.26/$63,000 $1.64/$$82,000
Carpentry -Multiple Family Dwel.5651 $500,000 $3.97/$198,500 $5.16/$258,000
$261,500 $340,000
Adjusted Premium =$261,500 + $78,500 = $340,000
26
Wow! If you reduce your MOD Rate from 1.3 to
.7, total savings will be $157,000. That’s $3.14
million in business volume saved!
XYZ Contractors MOD Rate in 2004 = .7
Classification Description Code PayrollBase Rate/Premium Adjusted Rate/Prem
Concrete -Floor/Driveway 5221 $500,000 $1.26/$63,000 $.88/ $44,000
Carpentry -Multiple Family Dwel.5651 $500,000 $3.97/$198,500 $2.78/$139,000
$261,500 $183,000
Adjusted Premium = $261,500 -$78,500 = $183,000
Wow! If you reduce your MOD Rate from 1.3 to
.7, total savings will be $157,000. That’s $3.14
million in business volume saved!
XYZ Contractors MOD Rate in 2004 = .7
Classification Description Code PayrollBase Rate/Premium Adjusted Rate/Prem
Concrete -Floor/Driveway 5221 $500,000 $1.26/$63,000 $.88/ $44,000
Carpentry -Multiple Family Dwel.5651 $500,000 $3.97/$198,500 $2.78/$139,000
$261,500 $183,000
Adjusted Premium = $261,500 -$78,500 = $183,000
27
What injuries are causing the most
claims where you work?
Average Cost For Disabling
Claims
By Event or Exposure
- Costs
What injuries are causing the most
claims where you work?
Average Cost For Disabling
Claims
By Event or Exposure
- Costs
28
Total Claims: 22,569
Average Cost: $13,107
Where's the "average"?
Total Claims: 22,569
Average Cost: $13,107
Where's the "average"?
29
ELEMENT 2 -
ACCOUNTABILITY
ELEMENT 2 -
ACCOUNTABILITY
30
Accountability =
Behavior + Evaluation Consequences
Appropriate
Objective
Significant
Effective
Accountability =
Behavior + Evaluation Consequences
Appropriate
Objective
Significant
Effective
31
Duty to comply with safety and health orders,
decisions and rules. Every employer, owner, employee
and other person should
•obey and comply with every requirement of every order,
decision, direction, standard, rule or regulation …
•do everything necessary or proper in order to secure
compliance with and observance of every such order,
decision, direction, standard, rule or regulation.
Duty to comply with safety and health orders,
decisions and rules. Every employer, owner, employee
and other person should
•obey and comply with every requirement of every order,
decision, direction, standard, rule or regulation …
•do everything necessary or proper in order to secure
compliance with and observance of every such order,
decision, direction, standard, rule or regulation.
32
Rules for all Workplaces
Employers’ Responsibilities.
(a) The employer should see that workers are properly
instructed and supervised in the safe
operation of any machinery, tools, equipment,
process, or practice which they are authorized to use or
apply.
(b) The employer should take all reasonable means to
require employees to…
According to the rules above, what is the
employer required to do?
Rules for all Workplaces
Employers’ Responsibilities.
(a) The employer should see that workers are properly
instructed and supervised in the safe
operation of any machinery, tools, equipment,
process, or practice which they are authorized to use or
apply.
(b) The employer should take all reasonable means to
require employees to…
According to the rules above, what is the
employer required to do?
33
1.Formal standards and expectations
performance
Accountability. The safety committee should evaluate
the employer’s accountability system and make
recommendations to implement supervisor and employee
accountability for safety and health.
Why is it so important to write formal plans,
policies, procedures and rules?
Why is it important to discuss why policies,
procedures and rules are needed?
1.Formal standards and expectations
performance
Accountability. The safety committee should evaluate
the employer’s accountability system and make
recommendations to implement supervisor and employee
accountability for safety and health.
Why is it so important to write formal plans,
policies, procedures and rules?
Why is it important to discuss why policies,
procedures and rules are needed?
34
2.Resources to meet/exceed expectations
If management fails to provide adequate
resources and support, how does that affect
the ability to hold employees accountable?
•Physical Resources
•Social Support
2.Resources to meet/exceed expectations
If management fails to provide adequate
resources and support, how does that affect
the ability to hold employees accountable?
•Physical Resources
•Social Support
35
3.A process to evaluate behaviors
Why is this statement true?
“When an employee is disciplined, the fact
that there was an accident is irrelevant.”
3.A process to evaluate behaviors
Why is this statement true?
“When an employee is disciplined, the fact
that there was an accident is irrelevant.”
36
4.Effective consequences
Why does discipline need to be progressively
more significant to be effective?
4.Effective consequences
Why does discipline need to be progressively
more significant to be effective?
37
5.Appropriate application of
consequences
1.Have I ensured the employee is ____________?
2.Have I made sure the employee has _______________?
3.Have I effectively ______________safety rules?
4.Have I provided adequate _______________?
5.Have I demonstrated personal _________________?
T
R
E
S
L
Trained
Resources
Enforced
Supervision
Leadership
5.Appropriate application of
consequences
1.Have I ensured the employee is ____________?
2.Have I made sure the employee has _______________?
3.Have I effectively ______________safety rules?
4.Have I provided adequate _______________?
5.Have I demonstrated personal _________________?
T
R
E
S
L
Trained
Resources
Enforced
Supervision
Leadership
38
6.Evaluation of the accountability system
1.Identify
2.Analyze
3.Evaluate
Process for evaluating the
accountability system
6.Evaluation of the accountability system
1.Identify
2.Analyze
3.Evaluate
Process for evaluating the
accountability system
39
ELEMENT 3 -
EMPLOYEE INVOLVEMENT
ELEMENT 3 -
EMPLOYEE INVOLVEMENT
40
What does an effective safety
suggestion program look like?
What can we do to increase
involvement in safety?
What does an effective safety
suggestion program look like?
What can we do to increase
involvement in safety?
41
What's wrong with this safety incentive program
policy?
"Every employee who works accident-free for a year
will receive a $1,000 bonus on December 15th!"
What's being rewarded?
What is management's message?
How do we fix this?
What's wrong with this safety incentive program
policy?
"Every employee who works accident-free for a year
will receive a $1,000 bonus on December 15th!"
What's being rewarded?
What is management's message?
How do we fix this?
42
To be effective,
recognition should be …
_____________ - after the behavior occurs. Soon!
______________ - the employee knows exactly
why he or she is being recognized.
Sure!
To be effective,
recognition should be …
_____________ - after the behavior occurs. Soon!
______________ - the employee knows exactly
why he or she is being recognized.
Sure!
43
______________________ - The importance of the
consequence is determined by the receiver.
Significant!
___________ - genuine approval for the right
reasons.
Simple!
___________ - genuine approval for the right
reasons.
Sincere!
______________________ - The importance of the
consequence is determined by the receiver.
Significant!
___________ - genuine approval for the right
reasons.
Simple!
___________ - genuine approval for the right
reasons.
Sincere!
44
Incentive and Recognition Program
Evaluation Checklist: Take Home Exercise
If you build it, they will come
Incentive and Recognition Program
Evaluation Checklist: Take Home Exercise
If you build it, they will come
45
ELEMENT 4 –
HAZARD IDENTIFICATION
AND CONTROL
ELEMENT 4 –
HAZARD IDENTIFICATION
AND CONTROL
46
Hazard assessment and control.
The safety committee should assist the employer in
evaluating the employer's accident and illness prevention
program, and should make written recommendations to
improve the program where applicable…
Hazard assessment and control.
The safety committee should assist the employer in
evaluating the employer's accident and illness prevention
program, and should make written recommendations to
improve the program where applicable…
47
A workplace hazard is an unsafe condition or
practice that could cause an injury or illness
to an employee.
A workplace hazard is an unsafe condition or
practice that could cause an injury or illness
to an employee.
48
M
E
E
E
What are the four categories of hazards in the
workplace?
aterials
nvironment
mployees
quipment
M
E
E
E
What are the four categories of hazards in the
workplace?
aterials
nvironment
mployees
quipment
49
•Conditions account for _____ % of all
workplace accidents.
•Behaviors account for _____ % of all
workplace accidents.
•Uncontrollable acts account for ____ %
of all workplace accidents.
3
95
2
Conclusion: The safety management system
contributes to some degree to _____ % of the
causes for all accidents in the workplace!
98
•Conditions account for _____ % of all
workplace accidents.
•Behaviors account for _____ % of all
workplace accidents.
•Uncontrollable acts account for ____ %
of all workplace accidents.
3
95
2
Conclusion: The safety management system
contributes to some degree to _____ % of the
causes for all accidents in the workplace!
98
50
1.Acceleration.
2.Vibration/Noise.
3.Toxics.
4.Radiation.
5.Ergonomics.
6.Pressure.
7.Mechanical.
Hazard Categories
8.Heat/Temperature.
9.Flammability/Fire.
10.Explosives.
11.Electrical contact.
12.Chemical reactions.
13.Biologicals.
14.Workplace Violence.
1.Acceleration.
2.Vibration/Noise.
3.Toxics.
4.Radiation.
5.Ergonomics.
6.Pressure.
7.Mechanical.
Hazard Categories
8.Heat/Temperature.
9.Flammability/Fire.
10.Explosives.
11.Electrical contact.
12.Chemical reactions.
13.Biologicals.
14.Workplace Violence.
51
1. Walkaround Inspections
How to develop an effective inspection checklist.
•Determine applicable state safety & health
rules for the workplace.
•Review rules and use those you feel apply to
your workplace.
•Develop applicable checklist questions that
are not addressed in the rules.
Four important processes to identify hazards
1. Walkaround Inspections
How to develop an effective inspection checklist.
•Determine applicable state safety & health
rules for the workplace.
•Review rules and use those you feel apply to
your workplace.
•Develop applicable checklist questions that
are not addressed in the rules.
Four important processes to identify hazards
52
Who should be involved in the walkaround
inspection?
Who should be involved in the walkaround
inspection?
53
2. Informal and Formal Observation
•Informal observations are conducted daily
•Formal strategies include assigned
observers
2. Informal and Formal Observation
•Informal observations are conducted daily
•Formal strategies include assigned
observers
54
The process...
•Provides the supervisor with a clear understanding of
what the employee does and does not know about the
task.
•Recognizes needed changes in the equipment or
procedures
•Provides a way to increase employee involvement
3. The Job Hazard
Analysis (JHA)
The process...
•Provides the supervisor with a clear understanding of
what the employee does and does not know about the
task.
•Recognizes needed changes in the equipment or
procedures
•Provides a way to increase employee involvement
3. The Job Hazard
Analysis (JHA)
55
SAMPLE JOB HAZARD ANALYSIS WORKSHEET
Job Description:Loading an empty trailer with pallets of product.
Basic Job StepHazards Present Safe Job Procedure
1.Ensure that trailer
is correctly spotted.
2. Chock wheels;
place jacks under
trailer nose.
3.Open trailer door.
1. Worker could be caught
between backing trailer and
dock Worker could fall from
the dock. …………………. . .
. .. . .
2. Work could fall on stairs
going to dock well. Head
could be struck against trailer.
Worker could slip on ice or
snow . . . . . . . . . . . . . . . . .. .. ..
.. ..
3. Overexertion opening door.
Struck by falling product
1. Stay clear of the doorway while the trailer is
being backed onto the dock. Keep others away
from the area. Remove awareness chain or bar
from the front of the dock door once the trailer is
properly spotted.
2. It the truck driver has not chocked the wheels,
go down tile ramp/stairs to the dock well and
chock the wheels. Use caution when walking on
snow or ice. Hold onto hand rails; use ice-melt
chemical if needed. When placing the chock,
avoid bumping the head on the underside of the
trailer. Place jacks under the nose of the trailer.
If the dock is equipped with an automatic trailer
restraint, push the button to activate the device.
3. If the trailer doors have not been opened,
stand clear of the doors while unlocking and
moving them. The best method is to stand
behind a door and stay with it while swinging it
open to avoid being struck by falling product. If
it is a roll-up door, use your legs while the back
is straight to lift the door. Be alert forfallin~z
material. Do not lift the door rapidly.
Reference: Job Hazard Analysis, by George Swartz, CSP, Government Institutes Pub.
SAMPLE JOB HAZARD ANALYSIS WORKSHEET
Job Description:Loading an empty trailer with pallets of product.
Basic Job StepHazards Present Safe Job Procedure
1.Ensure that trailer
is correctly spotted.
2. Chock wheels;
place jacks under
trailer nose.
3.Open trailer door.
1. Worker could be caught
between backing trailer and
dock Worker could fall from
the dock. …………………. . .
. .. . .
2. Work could fall on stairs
going to dock well. Head
could be struck against trailer.
Worker could slip on ice or
snow . . . . . . . . . . . . . . . . .. .. ..
.. ..
3. Overexertion opening door.
Struck by falling product
1. Stay clear of the doorway while the trailer is
being backed onto the dock. Keep others away
from the area. Remove awareness chain or bar
from the front of the dock door once the trailer is
properly spotted.
2. It the truck driver has not chocked the wheels,
go down tile ramp/stairs to the dock well and
chock the wheels. Use caution when walking on
snow or ice. Hold onto hand rails; use ice-melt
chemical if needed. When placing the chock,
avoid bumping the head on the underside of the
trailer. Place jacks under the nose of the trailer.
If the dock is equipped with an automatic trailer
restraint, push the button to activate the device.
3. If the trailer doors have not been opened,
stand clear of the doors while unlocking and
moving them. The best method is to stand
behind a door and stay with it while swinging it
open to avoid being struck by falling product. If
it is a roll-up door, use your legs while the back
is straight to lift the door. Be alert forfallin~z
material. Do not lift the door rapidly.
Reference: Job Hazard Analysis, by George Swartz, CSP, Government Institutes Pub.
56
4. Incident/Accident Analysis
What is the purpose of the incident/accident
analysis?
All non-injury incidents and injury accidents, no matter how
minor should be analyzed. Incident analysis allows you to
identify and control hazards before they cause an injury. It’s
always smart business to carefully analyze non-injury
incidents.
4. Incident/Accident Analysis
What is the purpose of the incident/accident
analysis?
All non-injury incidents and injury accidents, no matter how
minor should be analyzed. Incident analysis allows you to
identify and control hazards before they cause an injury. It’s
always smart business to carefully analyze non-injury
incidents.
57
Controlling the Hazards You Identify
Extraordinary Hazards.
When conditions arise that cause unusual or extraordinary
hazards to workers, additional means and precautions
should be taken to protect workers or to control hazardous
exposure. If the operation cannot be made reasonably safe,
regular work should be discontinued while such abnormal
conditions exist, or until adequate safety of workers is
ensured.
Controlling the Hazards You Identify
Extraordinary Hazards.
When conditions arise that cause unusual or extraordinary
hazards to workers, additional means and precautions
should be taken to protect workers or to control hazardous
exposure. If the operation cannot be made reasonably safe,
regular work should be discontinued while such abnormal
conditions exist, or until adequate safety of workers is
ensured.
58
1. Engineering Controls
2. Management Controls
3. Personal Protective Equipment
4. Interim Measures
1. Engineering Controls
2. Management Controls
3. Personal Protective Equipment
4. Interim Measures
59
ELEMENT 5 -
INCIDENT/ACCIDENT INVESTIGATION
ELEMENT 5 -
INCIDENT/ACCIDENT INVESTIGATION
60
Investigation of injuries.
Each employer should investigate or cause to be
investigated every lost-time injury that workers suffer in
connection with their employment, to determine the means
that should be taken to prevent recurrence.
The employer should promptly install any safeguard to take
any corrective measure indicated or found advisable.
Investigation of injuries.
Each employer should investigate or cause to be
investigated every lost-time injury that workers suffer in
connection with their employment, to determine the means
that should be taken to prevent recurrence.
The employer should promptly install any safeguard to take
any corrective measure indicated or found advisable.
61
What’s a “lost time injury”?
An injury that entitles the worker to compensation for
disability or death.
To fall into this category the employee must miss three
consecutive calendar days beginning with the day the
worker first loses time or wages from work as a result of the
compensable injury.
This includes weekends and holidays when they might
normally be off.
What’s a “lost time injury”?
An injury that entitles the worker to compensation for
disability or death.
To fall into this category the employee must miss three
consecutive calendar days beginning with the day the
worker first loses time or wages from work as a result of the
compensable injury.
This includes weekends and holidays when they might
normally be off.
62
Why are we more likely to have an accident
after repeatedly being exposed to a hazard?
Should we just investigate lost-time injuries?
Why?
Why are we more likely to have an accident
after repeatedly being exposed to a hazard?
Should we just investigate lost-time injuries?
Why?
63
What are the odds, you’ll
have an accident?
Source: Frank Bird 1969 Ratio Study
based on 1,753,498 incidents reported
by 297 companies, in 21 industry
groups and 1,750,000 employees.
600
Near-Miss Incidents
30
Property Damage
Incidents
10
Minor Injuries
1
Major
Injury
What are the odds, you’ll
have an accident?
Source: Frank Bird 1969 Ratio Study
based on 1,753,498 incidents reported
by 297 companies, in 21 industry
groups and 1,750,000 employees.
600
Near-Miss Incidents
30
Property Damage
Incidents
10
Minor Injuries
1
Major
Injury
64
investigation vs. analysis
What is the difference?
investigation vs. analysis
What is the difference?
65
OR-OSHA. As stated in federal mandates and
program directives, OR-OSHA conducts
accident investigations primarily to:
1.analyze what happened, and
2.evaluate the degree to which employer violated
safety rules
Therefore, OR-OSHA investigates primarily to
fix the __________________BLAME
OR-OSHA. As stated in federal mandates and
program directives, OR-OSHA conducts
accident investigations primarily to:
1.analyze what happened, and
2.evaluate the degree to which employer violated
safety rules
Therefore, OR-OSHA investigates primarily to
fix the __________________BLAME
66
Employer. However, according to best
management practices, the employer is most
effective when the accident analysis process
primarily to:
1.analyze what happened, and
2.evaluate the degree to which system design and
performance factors contributed to the
conditions/behaviors that caused the accident
Therefore, employers should analyze primarily
to fix the __________________SYSTEM
Employer. However, according to best
management practices, the employer is most
effective when the accident analysis process
primarily to:
1.analyze what happened, and
2.evaluate the degree to which system design and
performance factors contributed to the
conditions/behaviors that caused the accident
Therefore, employers should analyze primarily
to fix the __________________SYSTEM
67
Plan the work: Work the plan
1.Write a clear policy statement
2.Identify those authorized to notify outside agencies
3.Designate those responsible to investigate
4.Detail training for accident investigators
5.Establish timetables for conducting the
investigation and taking corrective action
6.Identify those who will receive the report and take
corrective action.
Why is it important to have a written incident/accident
analysis plan?
Plan the work: Work the plan
1.Write a clear policy statement
2.Identify those authorized to notify outside agencies
3.Designate those responsible to investigate
4.Detail training for accident investigators
5.Establish timetables for conducting the
investigation and taking corrective action
6.Identify those who will receive the report and take
corrective action.
Why is it important to have a written incident/accident
analysis plan?
68
Inspect to identify potential
accidents
Struck-by
Struck-against
Contact-by
Contact-with
Caught-on
Caught-in
Caught-between
Fall-To-surface
Fall-To-below
Over-exertion
Bodily reaction
Over-exposure
Inspect to identify potential
accidents
Struck-by
Struck-against
Contact-by
Contact-with
Caught-on
Caught-in
Caught-between
Fall-To-surface
Fall-To-below
Over-exertion
Bodily reaction
Over-exposure
69
Does not train
Bald tires
B
a
d
b
re
a
k
s Ignores hazards
D
istra
c te
d
H
u
r
r
y
Fatigue
Slippery road
Fails to enforce
LTA purchasing plan
Does not inspect
LTA training
LTA enforcement Plan
LTA discipline
LTA tools, equipment
LTA inspections
LTA supervision plan
LTA training Plan
* LTA = Less Than Adequate
Weed out the causes…
Unsafe
Behavior
Hazardous
Condition
Primary Surface
Causes
Does not train
Bald tires
B
a
d
b
re
a
k
s Ignores hazards
D
istra
c te
d
H
u
r
r
y
Fatigue
Slippery road
Fails to enforce
LTA purchasing plan
Does not inspect
LTA training
LTA enforcement Plan
LTA discipline
LTA tools, equipment
LTA inspections
LTA supervision plan
LTA training Plan
* LTA = Less Than Adequate
Weed out the causes…
Unsafe
Behavior
Hazardous
Condition
Primary Surface
Causes
70
Does not train
Bald tires
B
a
d
b
re
a
k
s Ignores hazards
D
istra
c
te
d
H
u
r
r
y
Fatigue
Slippery road
Fails to enforce
LTA purchasing plan
Does not inspect
LTA training
LTA enforcement Plan
LTA discipline
LTA tools, equipment
LTA inspections
LTA supervision plan
LTA training Plan
* LTA = Less Than Adequate
Hazardous
Conditions
Unsafe or Inappropriate
Behaviors
Contributing Surface Causes
Does not train
Bald tires
B
a
d
b
re
a
k
s Ignores hazards
D
istra
c
te
d
H
u
r
r
y
Fatigue
Slippery road
Fails to enforce
LTA purchasing plan
Does not inspect
LTA training
LTA enforcement Plan
LTA discipline
LTA tools, equipment
LTA inspections
LTA supervision plan
LTA training Plan
* LTA = Less Than Adequate
Hazardous
Conditions
Unsafe or Inappropriate
Behaviors
Contributing Surface Causes
71
•Specific/unique hazardous conditions and/or
unsafe actions
•Directly produce or contribute to the accident
•They may exist/occur at any time and anywhere
and involve anyone.
•If you're pointing at person or thing, it's probably a
surface cause.
Surface Causes of the Accident
•Specific/unique hazardous conditions and/or
unsafe actions
•Directly produce or contribute to the accident
•They may exist/occur at any time and anywhere
and involve anyone.
•If you're pointing at person or thing, it's probably a
surface cause.
Surface Causes of the Accident
72
Design
Performance Root Causes
Does not train
Bald tires
B
a
d
b
re
a
k
s Ignores hazards
D
istra
c
te
d
H
u
r
r
y
Fatigue
Slippery road
Fails to enforce
LTA purchasing plan
Does not inspect
LTA training
LTA enforcement Plan
LTA discipline
LTA tools, equipment
LTA inspections
LTA supervision plan
LTA training Plan
* LTA = Less Than Adequate
Design
Performance Root Causes
Does not train
Bald tires
B
a
d
b
re
a
k
s Ignores hazards
D
istra
c
te
d
H
u
r
r
y
Fatigue
Slippery road
Fails to enforce
LTA purchasing plan
Does not inspect
LTA training
LTA enforcement Plan
LTA discipline
LTA tools, equipment
LTA inspections
LTA supervision plan
LTA training Plan
* LTA = Less Than Adequate
73
•Performance weaknesses - General failure to
effectively carry out safety policies, programs,
plans, processes, procedures, practices
•Program design weaknesses - Failure to effectively
develop safety policies, programs, plans,
processes, procedures, practices
•Result in common or repeated hazardous
conditions and unsafe/inappropriate performance
•If you're pointing a group or a written plan, policy,
procedure, it's probably a root cause.
Root Causes of the Accident
•Performance weaknesses - General failure to
effectively carry out safety policies, programs,
plans, processes, procedures, practices
•Program design weaknesses - Failure to effectively
develop safety policies, programs, plans,
processes, procedures, practices
•Result in common or repeated hazardous
conditions and unsafe/inappropriate performance
•If you're pointing a group or a written plan, policy,
procedure, it's probably a root cause.
Root Causes of the Accident
74
The six-step process
Step 1. Secure the accident scene
Step 2. Collect facts about what happened
Step 3. Develop the sequence of events
Step 4. Determine the causes
Step 5. Recommend improvements
Step 6. Write the report
The six-step process
Step 1. Secure the accident scene
Step 2. Collect facts about what happened
Step 3. Develop the sequence of events
Step 4. Determine the causes
Step 5. Recommend improvements
Step 6. Write the report
75
Three phases of analysis
•Injury analysis
•Event analysis
•Systems analysis
W
h
y?
Three phases of analysis
•Injury analysis
•Event analysis
•Systems analysis
W
h
y?
76
ELEMENT 6 -
TRAINING
ELEMENT 6 -
TRAINING
77
Training shows How
Experience may improve skills
Accountability may sustain behavior
Education tells Why
Training shows How
Experience may improve skills
Accountability may sustain behavior
Education tells Why
78
How do you know safety training is effective?
Why are improved skills and sustained behavior
not guaranteed by effective safety training
How do you know safety training is effective?
Why are improved skills and sustained behavior
not guaranteed by effective safety training
79
•General/Specific information and instruction
•Knowledge and skills are not measured at the end of
training
•Write goals for students. Instructional objectives are
not required
•All you have to do is attend to get a certificate
•Measurement focuses on student's reaction to the
training session rather than learning
•Measurement tools include - "smile sheet" evaluation
forms
Type One: General Instruction
Two Types of Safety Education
•General/Specific information and instruction
•Knowledge and skills are not measured at the end of
training
•Write goals for students. Instructional objectives are
not required
•All you have to do is attend to get a certificate
•Measurement focuses on student's reaction to the
training session rather than learning
•Measurement tools include - "smile sheet" evaluation
forms
Type One: General Instruction
Two Types of Safety Education
80
Type Two: Technical Safety Training
•Describes general/specific policies, procedures,
practices
•Write goals and operational objectives for students.
•Knowledge and skills are measured immediately after
training in the learning environment.
•You have to "pass the test" in class to get a certificate.
•Measurement tools - oral/written exam, skill
demonstration.
•This type is required for most safety training!
Type Two: Technical Safety Training
•Describes general/specific policies, procedures,
practices
•Write goals and operational objectives for students.
•Knowledge and skills are measured immediately after
training in the learning environment.
•You have to "pass the test" in class to get a certificate.
•Measurement tools - oral/written exam, skill
demonstration.
•This type is required for most safety training!
81
Step 1. Introduction.
Step 2. Trainer show and tell
Step 3. Trainer ask and show
Step 4. Trainee tell and show
Step 5. Conclusion
Step 6. Document
Step 7. Validate
The basic steps in OJT
Step 1. Introduction.
Step 2. Trainer show and tell
Step 3. Trainer ask and show
Step 4. Trainee tell and show
Step 5. Conclusion
Step 6. Document
Step 7. Validate
The basic steps in OJT
82
ELEMENT 7 -
PLAN EVALUATION
ELEMENT 7 -
PLAN EVALUATION
83
Hazard assessment and control.
The safety committee should assist the employer in
evaluating the employer's accident and illness prevention
program, and should make written recommendations to
improve the program where applicable…
What is the purpose of writing recommendations?
Hazard assessment and control.
The safety committee should assist the employer in
evaluating the employer's accident and illness prevention
program, and should make written recommendations to
improve the program where applicable…
What is the purpose of writing recommendations?
84
Successful change requires effective design
and implementation
Implement
improvements
Monitor
process
Adopt, abandon,
or revise program
as needed
Continual feedback
Plan and
develop
improvements
Plan Do Study Act
Successful change requires effective design
and implementation
Implement
improvements
Monitor
process
Adopt, abandon,
or revise program
as needed
Continual feedback
Plan and
develop
improvements
Plan Do Study Act
85
That's it!
Before you run, time to review!
That's it!
Before you run, time to review!
86
Thanks for
coming and be
careful!
Thanks for
coming and be
careful!
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