SAfety Committee Operations

 

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Effective Safety  Committee Operations  An introduction to Safety Committee Duties and Responsibilities

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G 

Understand the requirements of effective oal: committee safety operations.

This material, or any other material used to inform employers of compliance requirements of OSHA standards through simplification of the regulations should not be considered considered a substitute for any provisions provisions of the Occupational Safety and Health Act of 1970 or for any standards iss issued ued by OSHA. The information in this publication is intended for  training purposes only.

 

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F orm orm

‡ ‡ ‡ ‡

Safety Committees Introductions Elect a Chairperson Select a Spokesperson Everyone is a Recorder 

 

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Understanding Understandi ng the Purpose of the Safety Committee

The primary purpose of a safety committee is to bring workers and management together in a non-adversarial, cooperative cooperative effort to ass assist ist the employer in making improvements to the safety management system.

Safety Role, Purpose, Processes, and Function The role we play ± Leader Leader,, counselor, counselor, coach, supervisor supervisor,, owner owner.. Determin Determines es

expectations and purpose. Purpose - the intended outcome towards towards which a person or group strives. Process - the means and methods used to achieve the intended purpose. Function ± the actual outcome. Determined by how well we design and carry

out processes, fulfill our purposes, and and play our role. An ineffective safety committee may ³function´ to hurt rather than help the employer manage an effective safety program program..

 

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What

processes does t he safety committee use to fulfill its purpose(s) purpose(s)?  ? 

What

is t he ro role of t he safety committee? 

The most effective safety committees play the role of a Consultant not a Cop! 

 

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Process: Forming the Safety Committee Safety Committee Formation and Membership

 An effective safety committee should be composed of an number number of employer employer and employee employe e representatives. Employee representatives should be volunteers or  should be elected by their peers. When agreed upon by workers and management, the number of employee representatives on the committee should be greater than the number of employer representatives representatives.. The chairperson should be elected by the committee members.

y S a f  e t ! P ays

Why

is it crucial t hat safety committee members eit her  volunteer or be elected? 

 

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Why

is it important t hat t he c hairperson be elected? 

What

are some causes for a lack of safety committee

involvement?  Discuss some strategies to get employees breaking  down t he door to be active members of t he safety  committee? 

 

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Commitment = Time and Money Management commitment to workplace w orkplace health and safety. safety.

The employer can best demonstrate commitment to the safety committee by allocating time and money so that the safety committee can meet, be trained, and conduct conduct its important activities. The safety comm committee ittee should hold hold regular meetings at least once a month.

Ten Keys to an Effective Safety Committee Meeting

 

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Purpose: Create a Culture of of Consequence Consequences s

We do what we do because of consequences!

employer.. Natural consequences. Hurt or health to the employee and employer Injury, accident Injury, accid ent costs, morale, morale , productivity producti vity.. We are punished punish ed or  reward rew arded ed by what what we do.

System consequences. Discipline or recognition/reward. The

employee and employer experience these consequences from another  person or organization. organization. Disciplinary action, OSHA penalties are examples. We are punished or rewarded rewarded for what we do.

If people are taking shortcuts in areas such as safety and quality, the naturally occurring positive consequences associated with doing the job with less effort will cause the undesirable behaviors to continue.  Aubrey, C. Daniels, Bringing Out the Best in People, p. 29

 

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Positive Reinforcemen Reinforcement. t. When effective, increase

mandatory and discretionary behavior. ‡ Pay, benefits, recognition, reward ‡ Emp Employ loyee ee performs performs to to receive receive the the consequ consequence ence ‡ Employ Employee ee may perform perform far far beyon beyond d minimum minimum standards standards ‡ Fo Focu cus s is is on exc excel elle lenc nce e - su succe ccess ss bas based ed ‡ What do you hear from employees? ³If

you report a hazard, I will make sure you¶re recognized.´ ³If you prevent an injury or save money, you will be rewarded.´

 

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Negative Reinforcement. When effective, increases required

behavior only. ‡ Discipline, punishment, ‡ Em Emplo ploye yee e perform performs s to avoid avoid the the conseq consequen uence ce - fea fearr based based ‡ Emplo Employe yee e perform performs s to minim minimum um stand standard ard - jus justt enou enough gh to get by ‡ This strat strategy egy can work ifif the goal is is only only complian compliance ce ‡ What do you hear from employees? ³If

you wear that eye protection, you won¶t get injured.´ ³If you comply with safety rules, you won¶t be disciplined.´

 

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Absence of consequences - With Withdra drawa wall of posit positive ive

consequences results in extinction of discretionary behaviors. Withdrawal of negative consequences result in extinction of  required behaviors. ‡ No expect expectatio ation n of positive positive or or negative negative consequ consequences ences ‡ Emp Employ loyee ee is igno ignored red - no rela relation tionship ship with with man managem agement ent is is established ‡ Initially Initially,, the employee employee will will work harder in in the hope of  receiving rece iving positi positive ve consequence consequence - then gives gives up ‡ What do you hear from employees?    

³It doesn¶t matter how hard I work around here.´ ³Apathy is rampant, but who cares.´ ³Hey, we can get away with anything around here!´ ³If management doesn't care«why should I?´

 

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Process: Evaluate the Safety & Health Program The safety committee should assist the employer in evaluating the employer' employer's s accident and illness prevention program, and should make written recommendations to improve the program where applicable.

Processes Inputs

Outputs

 

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Where

do we look for clues t hat t he safety committee is effectively fulfilling it's role and purposes?  ³Every system is designed perfectly to produce what it¶s producing´

 

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Process: Evaluate the Accountability System The safety committee should evaluate the employer¶s accountability system and make recommendations to implement supervisor and employee accountability for safety and health. Accountability = Performance + Evaluation     Consequences

Evaluation Checklist. 1. Formal standards and expectations. 2. 3. 4. 5.

Resources to meet/exceed expectations. A system of measurement. Effective consequences. Appropriate application of Consequenc Consequences. es.

6. Evaluation of the accountabilit accountability y system.

 

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Exercise: Accountabil ccountability ity establishe establishes s obligation Determine appropriate actions in each of the following scenarios scenarios..

 

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Process: Increasing Employee Involvement The committee should establish establish a system to allow the members to obtain safetyrelated suggestions, reports reports of hazards, or other inf information ormation directly directly from all persons involved in the operations of the workplace.

Wh

at works get employees and? management  motivated toto submit suggestions?  suggestions Involvement in safety committees can vary greatly. What  are t he factors t hat create hig h levels of participation in safety committee activities? 

 

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To be effective, recognitio recognition n should be « Soon Certain Significant  Sincere

 

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Effective Incentive/Recognition Systems Evaluation C hecklist. 1. F ormal ormal standards and expectations. 2. Commitment and support. 3. A system of measurement. 4. Effective consequences. 5. Appropriate application. 6. Evaluation of t he incentive/recognition system.

 

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Exercise: Perceiving the problem Read the following scenario and complete each assignment. What

conditions and behaviors lead you to believe t here is a problem?  How would you solve one or more of t he problems you've identified above? 

 

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Process: Safety Committee Training What

are t he minimum requirements for safety committee training? 

 All  safety committee members members should receive training based upon the type of  business activity the company is engaged engaged in. At a minimum, minimum, members members should receive training regarding hazard identification and control and incident/accident analysis procedures. To be most effective as a consultant group and "profit center activity," safety committees committee s should also be trained in other subjects to help them solve problems and provide useful information to management.

List education and training topics, implied  above, t hat will help t he safety committee operate as a successful problem-solving team.

 

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Draw a line from eac h term in t he left column wit h it¶s purpose in t he rig ht column.

Education

Shows how

Training Experience

Sustains behavior  Explains why

Accountability

Improves Improve s skill skil l

 

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Process: Identifyin dentifying g Hazards The safety committee should establish procedures for workplace inspections by employees employe es and supervisors. supervisors. The safety comm committee ittee should also create an inspection team team to locate and identify safety and health hazards through regular  workplace inspections.

It take takes s a hazard hazard and some someone one expos exposed ed to the the hazard hazard to produce an accident. Hazard + Exposure

 Accident

D

 

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What

is a " hazard?" 

An unsafe workplace w orkplace condition condition or practice that could cause injury or illness to an employee. What's

a condition«practice? 

How can an employee become a " hazardous condition"? 

 

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What

is ³Exposure?´ 

‡ Physica Physicall exposure exposure - generally arm¶ arm¶s s length length ‡ Environmen Environmental tal exposure exposure - could be everyone in facility.

 

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Hazard Categories 1. Acceleration. 2. Vibration/Noise.

7. Mechanical. 8. He Heat at/T /Tem empe pera ratu ture re..

3. Toxics.

9. Fla lam mmab abil ilit ity y/Fi Fire re..

4. Radiation.

10. Expl Explosiv osives. es.

5. Ergonomics.

11. Electrical contact.

6. Pressure.

12. Chemical reactions. 13. Biol Biologic ogicals. als.

 

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Four general processes to identify hazards 1. Informal and formal observations 2. Walkaround inspections 3. Jo Job b ha haza zard rd an anal alys ysis is 4. Incident/ ncident/A Accident analysis

 

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1. Informal and Formal Observation Strategies

Who

should be involved in conducting informal  observations?  Wh

h

at about formal observation programs? Do t  ey  work?  What

does a simple observation program look like? 

How should observers respond to hazardous conditions or unsafe behaviors? 

 

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2. Walkaround Inspections: Uncovering controllable hazards How to develop an effective inspection checklist. 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.

 

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Why

is t he walkaround inspection ineffective in identifying t he causes of most accidents?  How do we overcome t his weakness in t he inspection  process?  To be most effective, w ho should be involved in t he inspection process? 

 

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Report Identified Hazards

‡ Watch your your language. langu age. Is the report considered a ³concern´ or a ³complaint?´ the process simple. simple. How can we do that? ‡ Keep the

‡ Recognize employees who report hazards. Soon, certain, significant, sincere

How can we most effectively recognize employees for reporting hazards? 

 

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Writing Effective Inspection Reports

1. The Background/Introduction section briefly outlines: 2. The F iindings ndings section give information about: 3. The Recommendations section provides: 4. The Conclusion/Summary  Conclusion/Summary section section summarizes:

 

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3. Conducting the Job Hazard Analysis (JHA) (JHA) Step 1. Watch the job being done Step 2. Break the job down into steps Step 3. Analyze each step for hazards Step 4. Develop safe procedures for each step Step 5. Write a safe work procedure for the job j ob

Why

is it important to involve t he employee? 

Points to remember 

 

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4. Incident/ ncident/A Accident Analysis Steps for conducting an incident/accident analysis Step Ste p 1 - Sec Secure ure the acc acciden identt scene scene Step Ste p 2 - Coll Collect ect fac facts ts about about what happe happened ned Step Ste p 3 - Det Determ ermine ine the seque sequence nce of events events Step St ep 4 - De Dete term rmin ine e the the caus causes es Step St ep 5 - Re Recom comme mend nd imp improv rovem emen ents ts Step 6 - Write the report

 

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Be ready when w hen accidents accidents happen 1. Write a clear policy statement. 2. Identify those authorized to notify outside o utside agencies (fire, police, etc.) etc.) 3. Designate those responsible to investigate accidents. 4. Train all accident investigators. 5. Establish timetables timetables for conducting the investigation investigation and taking corrective action. 6. Identify those who will receive the report and take corrective action.

 

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What¶s t he

difference between an incident 

and an accident?  What

two key conditions must exist before an accident occur?  H__________

and

E________

Instructor: (Hazard and Exposure) What

What

causes t he most accidents? 

is t he difference between accident  investig inve stigatio ation n and acciden accidentt analysis?  analysis? 

 

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Direct Cause of I of Injury direct cause is always a harmful transfer of energy ‡‡ The Energy may take the form of: 

Acoustic - exces excessive sive noise and vibr vibration ation Chemicall - corros corrosive, ive, toxic, toxic, flammable, flammable, or reactive reactive  Chemica substances Electrical ical - low/high volt voltage, age, current  Electr  Kinetic - energy transfe transferred rred from impact impact Mechanica nicall - ass associa ociated ted with with compone components nts that that move move  Mecha  Potenti Potential al - involv involves es "stored energy" energy" in objects that that are under pressure  

Radiant - ioni Radiant ionizing zing and and non-ioni non-ionizin zing g radiat radiation ion Thermal - excess excessive ive heat, heat, extreme extreme cold. cold.

‡ Safety engineers attempt to eliminate or reduce sources of  harmful energy

 

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Surface Causes of the Accident ‡ They are specific/unique hazardous conditions and/or unsafe un safe actions

‡ They may directly produce or indirectly contribute to the accident

‡ They May exist/occur at any time and at any place p lace in the organization

‡ They may involve the actions of the victim and/or others ‡ They may or may not be controllable by management

 

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Root Causes of the Accident ‡ Implementation weaknesses - Failure to effectively carry out safety policies, programs, plans, processes, procedures, practices weakne ssesplans, - Failure to effectivel effectively y develop practices safety ‡ Design policies,weaknesses programs, processes, procedures,

‡ Exist prior to surface causes ‡ Result in common or repeated hazards ‡ Under control of management ‡ Failure can occur anytime, anywhere

 

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Analyze to Determine Risk Probability

‡ Low ‡ Medium ‡ High Severity

‡ Other Than Serious ‡ Serious Physical Harm ‡ Death.

Team Exercise: List factors t hat will increase t he  probability and severity of an injury.

 

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Process: Help the the Employer Employer Control Hazards The safety committee should assist the employer employer in evaluating the employer's employer's safety management system, and should make written recommendations to improve safety programs where applicable.

Engineering Controls

Management Controls Why

are engineering controls considered superior to management controls? 

 

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Control hazards with effective education and training

Why

is it important to educate as well as train all  employees?  How do we know safety education and training has been effective? 

 

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If it isn¶t in writing« it didn¶t get done«

Sample training certification certification for specific tasks

 

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Effective Maintenance Processes What

two general types of maintenance processes are needed? 

1. Preventive maintenance to make sure equipment and machinery operates safely and smoothly. 2. Corrective maintenanc maintenance e to make sure equipment and machinery gets back into safe operation quickly. How can we make sure corrective maintenance is completed quickly? 

 

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Hazard Tracking Procedures

Documentation is important because: ‡ It keeps management and safety staff aware of the status of longterm correction items;

‡ It provides a record of what w hat occurred, should the hazard reappear at a later date; and

‡ It provides timely and accurate information that can be supplied supp lied to an employee who reported the hazard. XYZ

Hazard Tracking Log

 

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Periodic evaluation

Team Exercise: Discuss t he processes your  organization uses to evaluate t he safety management  system.

 

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Continual improvement Consider how the change you propose will impact all elements of  the safety management system. Effective safety management system models include these eight critical elements: 1. Top Management Commitment 2. Labor and Management Accountability 3. Employee Involvement 4. Hazard Identification and Control 5. Incident/ ncident/A Accident Analysis 6. Education and Training 7. Periodic Evaluation 8. Continuous Improvement

 

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Successful change requires effective design and implementation

Plan and develop improvements Plan

 Adopt, abandon, or  revise program as needed  Act 

Implement  improvements Monitor  process

Do

Study 

What

will be t he result if a c hange is not designed  effectively?  What

will be t he result if a c hange is not implemented 

effectively? 

 

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Process: Writing Effective Recommendations The safety committee should recommend to the employer how to eliminate hazards and unsafe work practices in the workplace by writing and carrying out effective safety plans, plans, policies, policies, procedures procedures and rules. rules. The safety committee should establish procedures procedures to review all safety and health inspection reports made by the committee. Based on the results of the review, the committee should make recommendations for improvement of the employer's safety management system.

What

are safety committee recommendations suppose to improve? 

A sample recommendation

 

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What Unseen costs can sink the ship!

do accidents cost your company?  Direct Insured Costs

³Just t he tip of t he iceberg´ 

 Average to close a claim = $14,000 Indire ndirect ct - Unins Uninsured ured,, hidden hidden Costs - Out of pocke pockett

Estimated average = $20,000 Examples: 1. Time lost from work by injured employee. em ployee. 2. Lost time by fello fellow w employees. 3. Loss of efficien efficiency cy due to break-up of crew crew.. 4. Lost time by supervisor supervisor.. 5. Trainin Training g costs for new/replacement workers. 6. Damage to tools and equipment. 7. Time damaged equipment is out out of service. 8. Loss of production for remain remainder der of the day. day. 9. Damage from accident: fire, w water, ater, chemical, explosives, explosives, etc. 10. Failure to fill orders/meet deadlines. deadlines. 11. Overhead costs wh while ile work was disrupted. 12. Other miscellaneous costs (over 100 100 other items may impact the employ employer). er). 13. Others? ____________________________________________ 

Unknown Costs - 

1. Human Tragedy 2. Morale 3. Reputation

- Iceberg   

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Before you run«let¶s review