Kevin Ian Schmidt

Retractable Lanyard Training Acknowledgement

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With over 40,000 workers injured annually due to fall accidents, falls in the workplace present a major risk for employers and workers. The ideal method of fall prevention is to eliminate all potential fall hazards, but this is not a realistic solution for most workplaces. Fall prevention systems like guard rails and barriers are not always practical depending on the work-site and nature of work being performed. If fall prevention is not possible, fall protection measures and training are the best way to protect yourself in the event of a fall.

Fall arrest systems work by protecting workers by stopping (or arresting) them in mid-fall. An effective fall arrest system uses harness, anchor, lanyard, and lifeline components to secure the worker to a stable working surface in order to lessen the impact to the worker in the event of a fall. The goal of the fall arrest system is to absorb the energy of the fall so that the force of falling is not applied to the worker.

The essential elements of a fall arrest system include: a harness, a lanyard, and a lifeline. Regular inspection of these elements is critical to ensure that they’re in good working order and can perform their functions in the event of a fall. When checking the harness, ensure that the hardware and straps are not worn, that there are no twists or tears in the fabric, and that all parts can move freely. For the lanyard, you want to check that the rope is in good condition, that the harness attachment is secure, and that there is no wear or damage to the hardware and shock-absorbing fabric. In the case of the lifeline, you again want to check for any wear or deterioration and ensure that the retracting function operates smoothly. Any parts of the fall arrest system that show wear, or are not performing to specification, should be replaced before use.

 

If you need more components of a powered equipment program, check out what I offer here

 

If you plan to be working at heights, fall protection training is required by state and provincial law. There are courses specifically designed to provide participants with the training that they need to make safe decisions when working at heights. Fall arrest courses are typically one day in duration and provide a combination of classroom and hands-on training covering topics like: the dynamics of falling, fall protection systems and planning, fall arrest system components, harness fitting, equipment care and inspection, and rescue procedures. Fall arrest training is affordable for workers and employers, and typically costs around $200 for a one day course. Excellent online courses are also available for around $60.

Falls are preventable and the injury resulting from a fall can be mitigated through proper fall arrest equipment and training. Before working at heights, make sure to arm yourself with the training and knowledge you need to work safely.

Download & view the Retractable Lanyard Training Certification below:

Retractable Lanyard Training Acknowledgement

 

Incident Investigation for Employers

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As an employer, it is your responsibility to provide a safe working environment for your employees. A great tool at your disposal, often overlooked is incident investigation. So many employers document an incident, taking statements, and cataloging that information away, until the next accident happens. BUT, if you instead investigate every incident, both near miss and injury incidents, you will begin creating a safer working environment, one where every incident is a learn experience, a chance for change, an opportunity to avoid a similar incident in the future.

Five Reasons to Report and Analyze Incidents

1) It is a tool for predicting accidents. The value of “near hit” reporting cannot be underestimated. We know that behaviors that cause “near hits” are essentially the same as the behaviors that cause “hits.” The only difference is a fraction of a second or a very small distance. Reporting “near hits” and working to remove the basic causes and the leadership/control problems will reduce accidents. Studies have shown that over 75% of all accidents which resulted in injury or property damage were preceded by similar “near hit” incidents.

2) The method has been tested. Researchers have tested the concept of “near hit” reporting in two different fields. Firstly, a study in the US Air Force focused on the use of aircraft equipment. During the study, a total of 270 incidents described as “pilot error,” were investigated. By collecting the causes of the errors, it was possible to detect similarities and trends. Secondly, another study carried out by the Bureau of Labor Statistics in the US, set out to evaluate the technique of “near hit” reporting. Their findings make interesting reading.

1) Reporting and managing “near hits,” proved to reveal factors which were described as “errors and unsafe conditions” which lead to industrial accidents.

2) The technique was able to identify the basic causes of incidents which led to loss.

3) Potentially serious industrial accidents were identified by “near hit” reporting.

3) It is an effective way of reporting incidents. It seems that people are much readier to discuss “near hits” than about personal injury or even property damage. Psychologists assume that this is because there has been no loss and the person may feel that they have contributed to the avoidance of damage or injury. This factor alone may be the reason why people may be more willing to discuss “near hits.”

There are many reasons for not reporting incidents which cause personal injury and damage.

1) Fear of blame.

2) Poor understanding of the need to report.

3) A feeling that management will use the information against the staff.

4) Fear of spoiling a good accident record.

5) An “anti-management” perception.

In most cases, there are not the same barriers to reporting “near hits.” However, there is a perception held by a small minority that this type of initiative is worthless. The greater number of employees are prepared to understand the value of reporting and acting on “near hits.”

In a large engineering work shop, the number of “near hits” reported were shown on the same graph as the lost time injuries. The evidence was plain. As “near hit” reporting increased so lost time accidents dropped, and as “near hit” reporting declined, so the lost time accidents increased.

The information collected from the “near hit” reports form the basis for understanding the causes of accident in the work place.

4) It can be used to inform and educate the staff. When “near hits” are reported, the information can be used in a team talk to make the rest of the staff aware of the potential danger of a method or procedure. This information can be used throughout the country where there are work groups operating in a similar fashion. Regular team talks which include “near hit” information send an important message from the team leader to the staff. “Your safety is important to us.” In addition, when team members report “near hits,” they will feel that they are contributing to the improved safety of the work place. The team leader can use positive reinforcement to recognize this contribution of the team member.

5) It is a way to develop leadership skills. The use of “near hit” reporting can help a team leader to develop important leadership skills. He or she can use of positive reinforcement to motivate the continuing reporting of “near hits.” Once a “near hit” has been reported the team leader can develop the use of questioning techniques to explore the circumstances surrounding the incident and put in place a method of prevention. Careful use of these skills will allow team members to contribute to the overall safety in the area and even have some influence in other work places.

This training explains how to investigate an incident, if you need more components of an incident investigation program, check out what else I have here

Beyond simply investigating the incident, you need to know how to root cause the incident as part of the investigation.

Download & view the Incident Investigation for Employers Training below:

Incident Investigation Guide - OSHA

 

PPE Sample Policy and Training Certification

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OSHA (Occupational Health and Safety Administration) has issued numerous safety standards for specific industries, mandating that employers require employees in those industries require employees to use personal protection equipment (PPE) on the job. For instance, hard hats are required in the construction industry as well as the use of fall protection equipment. Some OSHA standards require the employer to pay for the PPE and in other cases OSHA has been silent.

This changed on February 13, 2008 when OSHA issued a new standard REQUIRING employers to provide appropriate PPE when the equipment is necessary to protect employees from job-related injuries, illnesses and fatalities. There is to be NO COST to employees. The rule must be fully implemented by May 15, 2008. Section 1910.132 requires that “protective equipment for eyes, face, head, and extremities, protective clothing, respiratory devices, and protective shields and barriers shall be provided, used, and maintained in a sanitary and reliable condition wherever it is necessary by reason of hazards of processes or environment, chemical hazards, radiological hazards or mechanical irritant5s encountered in a manner capable of causing injury or impairment in the function of any part of the body through absorption inhalation or physical contact.”

The work function and the probability of exposure is best addressed through a job hazard analysis – Check Out: How to Conduct a Job Hazard Analysis

To summarize, employers are required to provide a hazard free environment for employees. Anyone who encounters hazardous conditions must be protected against them. Personal protective clothing and equipment is designed to shield workers from the chemical, physical, and biological hazards that may be present in the workplace. When the type and degree of protection are being considered, the employer must evaluate the following:

The predominant physical, chemical, or toxic property of the material. For instance, protection against a corrosive compound is different from what is needed for a compound that gives off a toxic vapor.

Once the hazard has been identified appropriate PPE can be selected and the level of protection must be adequate. This equipment ranges from protective helmets to prevent injury in construction and cargo handling work to hearing protection, eye protection, hard-toed shoes, special goggles and gauntlets to be used in welding and iron work.

Check Out: PPE Selection and Usage Guide

The use of PPE is specifically required by OSHA in 29 CFR1910 with various sections listing specific equipment required for protection in a variety of hazardous working conditions.

  • Abrasive Blasting 1910.94(a) (5)
  • Noise Exposure 1910.95(1)
  • Hazardous Waste Operations and Emergency Response 1910.120
  • Fire brigades 1910(f)
  • Welding, Cutting, and Brazing 1910.252(a)(5)
  • Pulp, Paper and Paperboard Mills 1010.261(b)(2)
  • Textiles 1910.262(qq)
  • Pulpwood Logging 1910.266(c)(1)
  • Asbestos Exposure 1910.1000(d)
  • Hazard Communication Standard 1910.1200(h)(2)(iii) This OSHA rule REQUIRES employers to provide protective equipment to employees AT NO COST. If an employee provides his own protective equipment, it must meet OSHA standards and the employer is not required to reimburse the employee for its cost.

Download & view the PPE Sample Policy and Training Certification below

sample-ppe-program

Are Emergency Action Plans Really Necessary?

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You’ve probably heard the famous quote from General Eisenhower about plans being useless but planning essential. It’s as valid today as it was when IKE first used it but maybe we should ask, “If plans are so useless, why do we bother writing them?”

Part of the problem is how we use plans. To many responders, a plan is like a cookbook – you follow the recipe to get the results you want. I have seen numerous plans heavy with detail, suggesting that planners have tried to foresee and plan for every possible contingency.

If you stop and think for a moment, it’s obvious that this is impossible. The true risk in thinking this way is that you begin to expect the disaster to unfold in exactly the way the plan says it will. You begin to subtly make assumptions and ignore facts that don’t support your expectations. You see what you want to see and what you see may be wrong.

The type of planning typical in emergency management is based on military war planning. This is not surprising, as the first planners were primarily retired military officers hired to help with nuclear war planning. They naturally used the type of planning with which they were most familiar. This consisted of a base document that laid out the assumptions and planning parameters and supporting documents that contained detailed planning data. Even with the adoption of all-hazards planning in the 70’s, the basic planning format remained unchanged and, indeed, is still the norm, even with the growing popularity of the emergency response function format.

The problem with the traditional planning format is that we forgot one important fact: the military plan does not stand alone; it is part of a system.

If interested in learning more about emergency action plans, check out these posts

If you look closely at military plans, they do not dictate how a battle will be fought. Instead, they identify an overall intent, define initial relationships, and lay out control measures and logistics. But they also assume that the normal hierarchical structures of the military will be in place to support the plan. For example, military plans don’t spend time talking about command relationships – they specify specific task organizations for the operation with the assumption that they will operate under existing command structures.

There is another well-known military maxim that no plan survives contact with the enemy. No military officer expects to follow a plan exactly. Instead, he or she is guided not by the strictures of the plan but by the commander’s intent articulated in the plan. The plan merely provides the resources to accomplish that intent. Flexibility is the key to winning battles.

What’s this got to do with emergency management? For too many of us, we allow the plan to dictate our actions rather than allowing the circumstances of the disaster to do so.

Let me give you an example of what I mean. Some of our plans set up triggers or indicators for activating the plan. I have seen cases where plans were not activated because the specific triggers were not met, even though there was clearly a need for the type of coordination available through the plan.

One of the Principles of Emergency Management is flexibility and this should extend to how we use our plans. My team in San Francisco once supported planning for a garbage strike because we had the skills and contacts to help address a potential public health emergency. Clearly, this was not a disaster but the relationships and coordination mechanisms identified in our emergency operations plan worked just fine in a lesser event. We were able to practice our plan and we scored points with our boss.

In Facing the Unexpected, researchers Tierney, Lindell and Perry suggest that emergency operations plans have two main functions. The first is to provide internal documentation of agreements among organizations as to the allocation of functions, activation of the response organization, and the direction and control of the response. The second purpose is to serve as a training document that forms the basis for drills and exercises.

Note that the researchers did not suggest using the plan to manage the response. In Major Criteria for Judging Disaster Planning and Managing Their Applicability in Developing Societies, Dr. E.L. Quarantelli points out the distinction between disaster planning and disaster management and between response-generated needs and agent-generated needs. Response generated needs remain fairly constant across the disasters and can be captured fairly well in our plans. Agent-generated needs are created by the unique demands of a specific disaster.

We need to recognize this distinction and change our attitude towards plans. We need to accept that while they establish a basis for our response, they are guides only and can be modified on the basis of actual need. Plans establish relationships and responsibilities but the decision as to how best to respond to a disaster should be based on operational need, not on planning assumptions.

If your emergency action plan is going to be effective, you need to keep five points in mind:

  1. You can’t plan in a vacuum. Your emergency operations plan has to be part of an emergency management program, not an end in itself. It documents things that you have put in place through that program – it doesn’t actually put them in place.
  2. Your plan can make assumptions about existing systems or reference other documents. For example, many plans I read have extensive sections on basic Incident Command. Is this really necessary with all the existing state and federal guidance? Along the same lines, how much material is in your plan because you need it and how much is there just to meet an audit requirement?
  3. Your plan needs to be user-friendly. I recently spent a fruitless hour looking for some information I knew was in a plan because I helped develop the information. I never did find it. Could someone new to your organization find information under pressure?
  4. Just because something is in your plan doesn’t make it so. Your plan needs to capture agreements that have been made between organizations – it doesn’t establish those agreements. I’ve seen plans that were written without any consultation with the stakeholders. They never work.
  5. Remember that every time you use your plan for a smaller incident you’re testing that plan.

Hazard Communication Program – Example

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According to OSHA, the purpose of the Hazard Communication Standard is “to ensure that the hazards of all chemicals produced or imported are evaluated and details regarding their hazards are transmitted to employers and employees.” The purpose behind the HAZCOM standard is that employers and employees have the right to know the hazards and identities of the chemicals they are exposed to and what precautions can be taken to protect themselves.

All companies have a requirement to comply with the HAZCOM standard, even if it is as simple as using cleaning chemicals.

Categories within the OSHA Hazard Communication Standard:

Hazard Classification

The first category, Hazard Classification (29 Code of Federal Regulations (CFR) 1910.1200 (d)) requires chemical manufacturers and importers to evaluate the chemicals produced in their workplaces or imported by them to determine the hazard classes, and, where appropriate, the category of each class. Mandatory classification considerations are given in 29 CFR 1910.1200 Appendix A (Health Hazard Criteria) and Appendix B (Physical Criteria).

Written HazCom Program

The second category is the Written Hazard Communication Program (29 CFR 1910.1200(e)). It requires employers to fully document the actions taken to comply with all of the provisions of the Hazard Communication Standard and to list the responsible person(s) for each area of the program. A copy of the written program must be made available, upon request, to all employees and OSHA officials.

Check Out: Hazard Communication Plan Explained

Labels and other Forms of Warning

The third category, Labels and other Forms of Warning (29 CFR 1910.1200(f)), requires chemical manufacturers, importers or distributors to ensure that each container of hazardous chemicals leaving their workplace is labeled, tagged or marked to GHS standards.

The GHS is a global hazard communication system developed by the UN that standardizes the way hazardous chemicals are classified and then communicated via safety data sheets and labels.

GHS compliant labels now have six standardized elements:

  1. product identifier,
  2. signal word,
  3. precautionary statements,
  4. hazard statements,
  5. manufacturer information,
  6. pictograms.

 

Safety Data Sheets

The fourth category, Safety Data Sheets (SDSs) (29 CFR 1910.1200(g)) requires that chemical manufacturers, importers or distributors provide SDSs for each hazardous chemical to downstream users to communicate information on the hazards. All of the information on the SDS must be in English and be available to employees working with or near the hazardous chemical. SDSs are now presented in a consistent user-friendly, 16-section format.

Sections of a SDS explained:

  1. Identification includes product identifier; manufacturer or distributor name, address, phone number; emergency phone number; recommended use; restriction on use.
  2. Hazard Identification includes all hazards regarding the chemical; required label elements.
  3. Composition information on ingredients include information on chemical ingredients; trade secret claims.
  4. First-aid measures include important symptoms/effects acute, delayed; and required treatment.
  5. Fire-fighting measures list suitable extinguishing techniques, equipment; and chemical hazards from fire.
  6. Accidental release measures list emergency procedures, protective equipment; proper methods of containment and cleanup.
  7. Handling and storage lists precautions for safe handling and storage, including incompatibilities.
  8. Exposure controls/personal protection list OSHA’s Permissible Exposure Limits (PELs); Threshold Limit Values (TLVs); appropriate engineering controls; and personal protective equipment.
  9. Physical and chemical properties list the chemical’s characteristics.
  10. Stability and reactivity list chemical stability and possible hazardous reactions.
  11. Toxicological information includes routes of exposure; related symptoms, acute and chronic effects and numerical measures of toxicity.
  12. Ecological information provides information to evaluate the environmental impact of the chemical(s) if it were released to the environment.
  13. Disposal considerations provide guidance on proper disposal practices, recycling or reclamation of the chemical or its container and safe handling practices.
  14. Transport information provides guidance on classification information for shipping and transporting of hazardous chemicals by road, air, rail or sea.
  15. Regulatory information provides guidance on classification information for shipping and transporting of hazardous chemicals by road, air, rail or sea.
  16. Other information includes the date of preparation or last revision.
Check Out How to Read an SDS Sheet for more information

Employee Information and Training

The fifth category, Employee Information and Training (29 CFR 1910.1200(h)), requires employers to provide employees with effective information and training on hazardous chemicals in their work area at the time of their initial assignment and whenever a new physical or health hazard is introduced into the area. The training must include methods and observations used to detect the presence or release of the chemical, physical and health hazards, protective measures, labeling and explanation of the SDS.

 

The OSHA Hazard Communication Standard, also known as HazCom, 29 CFR 1910.1200, is a U.S. regulation that governs the evaluation and communication of hazards associated with chemicals in the workplace.

Download & view the Hazard Communication Program – Example below

Hazard Communication Program - example

 

 

Bloodborne Pathogen Plan

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Bloodborne pathogens are diseases that can be carried in the bodily fluids of a person. Employees can be infected in many different ways within the workplace, such as while performing first aid, cleaning up after an accident, or even cleaning the bathrooms.

Many workplaces assume that bloodborne pathogen regulations don’t pertain to them, because they don’t require employees to serve as first responders, but many tasks beyond first aid can put employees at risk. To know if your employees are at risk of potential exposure to bloodborne pathogens, conduct a full job hazard assessment.

Learn how to conduct a job hazard analysis in this post

If it is identified in your workplace job hazard assessment, then your company may be required to have a bloodborne pathogen policy. A quality workplace policy is not all that is required, check out the forms here.

What is the OSHA Bloodborne Pathogens standard?

 

OSHA’s Bloodborne Pathogens standard (29 CFR 1910.1030) as amended pursuant to the Needlestick Safety and Prevention Act of 2000, prescribes safeguards to protect workers against the health hazards caused by bloodborne pathogens. Its requirements address items such as exposure control plans, universal precautions, engineering and work practice controls, personal protective equipment, housekeeping, laboratories, hepatitis B vaccination, post-exposure follow-up, hazard communication and training, and recordkeeping. The standard places requirements on employers whose workers can be reasonably anticipated to contact blood or other potentially infectious materials (OPIM), such as unfixed human tissues and certain body fluids  – Source

Check Out: Understanding OSHA Bloodborne Pathogens Standard

For more information concerning bloodborne pathogens, OSHA has a published fact sheet, available here.

For your convenience I provide the OSHA bloodborne fact sheet in an easy reader below:

OSHA Bloodborne Pathogen Fact Sheet

 

No policy template is all inclusive for a workplace, so I am providing 2 “boiler plate” programs, along with OSHA 3186 model policy for bloodborne pathogens.

Check Out: How to Persuade Your Staff to Wear Personal Protective Equipment

Download the 2 bloodborne pathogen policies below

 

Program 1

 

Program 2

 

Download and view the OSHA 3186 publication for Bloodborne Pathogen Exposure

osha publication 3186

 

 

Spill Response Plan – Training

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Developing an effective Spill Response Plan involves a lot of planning and thinking ahead to manage the worst type of spill that could happen. Take it step by step and decide how to handle each problem. Then obtain the necessary supplies and train all employees in their use. Last, anticipate and plan for a disastrous spill or an event that would trigger the 911 call. Train all employees thoroughly.

Developing A Spill Response Plan

An effective Spill Response Plan requires:

  • A complete evaluation of the work site.
  • Make an emergency evacuation plan for the area, work site, or building.
  • List the chemicals that are stored on-site, as well as their amounts.
  • Determine what constitutes a small spill that can be safely controlled and cleaned up by on-site personnel.
  • Decide what is a ‘large spill’.
  • Decide what will trigger a 911 call or one for the Emergency Response Team or HAZMAT Team.
  • Plan the most effective way to handle any spill that might occur.
  • Develop a recommended Spill Response for each chemical that is on-site.
  • Determine the amount of Spill Kits and containment supplies that will be needed and have them on-site, near the chemical storage area.
  • Determine what Personal Protective Equipment (PPE) will be needed to manage a spill of each chemical.
  • Be sure there is an adequate amount off PPE on hand.
  • Train all workers in the proper use of PPE.
  • Be sure that there are adequate numbers of fire extinguishers on-hand and employees know how to use them.
  • Make a list of emergency phone numbers and post several in highly visible places.
  • Make a list which contains the phone numbers of individuals that are to be contacted in the event of a spill.This should be kept in an area that is easily accessed by all personnel.
  • If different chemicals are added to the on-site inventory, the amount or type of spill containment supplies may need to be increased.
  • Employees and contractors who come on site must all be trained in the Spill Response Plan and how to use spill containment supplies such as drain plugs, dikes and socks to help avoid a release of the spilled chemicals into the environment.
  • Determine reporting requirements to federal, state and local agencies.
  • Designate personnel or a manager to handle this task. Necessary reporting forms should be available on-site.
  • Obtain SDS sheets for all chemicals on site.
  • Have SDS sheets readily available for employee use; this can be in a binder or electronically, as long as employee’s know how to access them when needed.
Check Out: How to Read an SDS Sheet

Employee Training for Spill Response

All employees and on-site contractors must be trained in:

  • Neutralizing and controlling chemical spills
  • Cleaning up hazardous wastes
  • How to use PPE
  • How to use a fire extinguisher
  • Basic First Aid
  • Management of used personal protective equipment (PPE)
  • Disposal of clean up materials
  • Disposal of hazardous waste
  • Handling the reporting requirements of state, federal and local agencies
  • Understanding the use of SDS Information Sheets
  • Understanding how to access SDS sheets in the company’s method of choice
Check Out: Budgeting for Training

Employees should be involved in the development of the Spill Response Plan and be able to recognize a spill that requires a 911 call. They should know the location of spill control supplies as well as spill kits. For the safety of all, every employee and contractor must be well trained and understand the Plan well.

The below training can be given in a classroom presentation, or as part of a self-learning style. Just ensure your company has a subject matter expert to answer questions.

Download & view the Spill Response Training below:

Spill Response Training

 

Powered Industrial Vehicle Policy

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Powered Industrial Vehicles(or Trucks) are used across many industries. Unfortunately many businesses, big and small, fail to follow OSHA guidelines when it comes to these types of machines.

What is considered a powered industrial vehicle?

This can be a piece of equipment that gets power from batteries, propane, gasoline, or other fuel source. The tires can be solid, pneumatic, or cushion. It can be driven inside, outside, or over rough terrain.

OSHA has 7 distinct classes of powered industrial vehicles, and you can see them here.

Electric Motor Rider Trucks is an overly broad classification, let’s look in-depth

Electric Motor Rider Trucks: These are any battery powered vehicle, in which the operator can sit or stand, in which product in handled with forks. Within this class there are many commonly used pieces of equipment:

  • Forklift: this is your standard, sit or stand equipment in which the forks go up and down. Some of these can only go to a height of 10-12′, commonly called a dock stocker for use within semi trailers, or other height limited areas. Some of these trucks can reach 300 inches high, commonly called high reach trucks, these are used in warehouses with high racking. The best and safest of these include cameras near the fork guards, so the operator can see where product is going high up.
  • Reach Truck: these are generally standing operator trucks, and besides the forks traveling up and down, the forks also travel forward, 2-3 feet. These trucks are good in narrow areas, such as warehouse or store aisles. The height of these trucks can range from short(10-12′) or tall(300″).
  • Swing Reach Truck: These are commonly called “Turret Trucks”, in which the operator travels in the air with the load. The forks travel up and down like a standard reach truck, they also move forward like a reach truck, but the forks also swing from side to side, so product can be moved on the sides without turning the truck.

I have forklift training available here, which is important to keeping employees in the workplace safe.

Also, if you’re looking for a bit more for your powered equipment program, I also have PE inspection books published on Amazon

Now, with the equipment better defined, let’s look at the importance of a powered industrial vehicle policy.

A powered industrial vehicle policy is the basis for safe operation of powered industrial equipment within a facility. It establishes standards for operating, training, and discipline. This policy has to be more than lip service, as powered equipment is heavy and dangerous.

The below policy goes further than the basics and includes a short sections on changing/charging batteries, dock safety, and maintenance. This ensures employees are aware of the additional hazards of this equipment.

 

Download & View the Powered Industrial Vehicle Policy below

 

Powered Industrial Vehicle Policy

 

Simple Incident Investigation Policy

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Accidents happen in the workplace. It’s an unfortunate but true fact. In despite of all the hard work companies do to avoid accidents, occasionally something goes wrong. When it does it’s important to conduct a thorough investigation into what went wrong. After all, it’s even more of a tragedy if someone else gets hurt or killed in the same way and there was something that could have been done differently to stop it.

The cause of some accidents is obvious, but that’s not always the case. By following clear and concise steps, investigators can uncover underlying causes of a mishap. An Accident Investigation has two main goals. One is to determine the cause of the accident. The other is to use this information to prevent similar accidents from happening in the future. Everyone in a company should be ready to help investigators solve the investigation. While this may be difficult for some employees, they need to be reminded of the ultimate goal of the investigation – a safer workplace.

How to Investigate an Accident Or Incident in 9 Easy Steps

Get the overall picture by interviewing the people who know most about the accident or incident. This will enable you to carry out a thorough accident investigation.

1) Create the “right” environment. Create an atmosphere of co-operation. Explain reason for the interview- prevention. Ask for person’s help. Ask your questions and listen carefully to the answers. Make notes and draw diagrams.

2) Interview as close as possible to the site of the accident/incident. This helps the accuracy of the witnesses because they are able to point and sometimes demonstrate what actually happened. At this stage, make absolutely certain you know where the witness was standing when the accident or the incident took place. This is because sometimes witnesses could not have seen what actually happened from where they were standing. There is a tendency for witnesses to assume what actually happened, even when they didn’t see it.

3) Discussions should be private When you interview the witnesses, interview them one at a time. This will give you better information and there is no conflict with witnesses arguing about what happened. If descriptions don’t match there is only one option. Re-interview

4) Get the person’s perception of the accident/incident. Make sure that there is no outside influence or bias and as you listen remember to try not to interrupt. At this stage you are gathering information only. There is no need to evaluate the accident or the incident until you have collected all the information possible.

5) Listen more than you talk. Encourage the person to talk, listen to the answers and help the person not to become defensive or accept any blame for the accident or incident. Remember, the more they talk, the more you will learn.

6) Repeat the story back once you have heard it Once you have heard the witness’s account firstly check your understanding by repeating the account back to the witness. This gives the person a chance to hear what they’ve said and correct or confirm it. The repetition allows the words and meanings to be matched.

7) End the discussion by thanking the person for their help. Thank the person for their help and cooperation and repeat that you are gathering information so that this sort of incident can be prevented in the future.

8) Note vital information at once. Make notes rather than try to write down the complete dialogue unless the person gave you some really critical information.

9) Keep open the opportunity for further communication. Give the person the opportunity to get back to you in case they remember something at a later date. It always pays to go back to the person the following day or so, and have a casual conversation about the incident. Often vital information is a gathered at this point.

Check Out: Incident Investigation: Top 10 Mistakes

While a lot can be learned from accidents, we can learn also learn from “near misses” as well. Those incidents that didn’t involve an accident but could have easily had terrible result. Make sure that near-misses are always reported so that your supervisor can address them. The information learned from a near-miss is far less expensive than what is learned from an accident. Remember, prevention is always the best cure.

No matter how safe workers do their jobs, an accident can always happen. Make sure you follow the basic steps to enable accident investigators to do their job correctly and find the “root cause” of the incident. An accident investigation can create a safer workplace and that’s good for everyone. Who knows it might save a life some day.

Download & view the Simple Accident Investigation Policy below:

CONDUCTING AN ACCIDENT INVESTIGATION

 

Workplace Safety Meetings – 7 Ways To Increase Their Effectiveness

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Have you ever wished your workplace safety meetings were more interesting, more engaging, more productive, and more rewarding?

Perhaps you desire to improve your work force’s knowledge of office safety or general ethics of safety at work- but you just run out of ideas on how best to do this.

Then you need not bother yourself again. I know it can be very demanding trying to bring out different workplace safety spices to make your safety meeting your local “OSHA Training” ground!

Listed below are the 7 tips to bring back life and passion into your safety meeting topics and general presentations.

  1. Have A Schedule Indicating Identified Topics and Presenters Well In Advance.

When you draw up your workplace safety meeting schedule, you provide the presenters ample time to prepare for the safety presentation therefore ensuring a better presentation the meeting.

Remember the 6 P’s?: “Poor Prior Preparation Produces Poor Performance”

So, draw up a schedule and post it conspicuously at your workplace.

 

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  1. ALWAYS Allow For An Interactive (Question and Answer) Session:

Make it as informal as possible to encourage interactive participation.

This is one of the basic features of a successful safety meeting.

This session allow the workforce to ask questions, present scenarios for brainstorming, among others. Do not make it a monologue! Encourage the interactions.

  1. Use a Variety of Presentation Aids And Resources To Reinforce The Safety Lesson.

These include Safety Training Videos, Health and Safety Quizzes, Safety Puzzles, etc.

These also serve as spicing that engage the workforce and give them something to look up to.

  1. Institute Award & Recognition Program for Safety Meeting Presenters.

This encourages outstanding lesson presentations and also stimulates startling lesson presentations. Know what these boil down to?

Better Safety training for your workplace!

  1. Keep to your time frames. Ensure proper time management.

In as much as you will encourage mutual interactions during the session, you also need to strike a balance by having a moderator keep the time frames within your preplanned brackets.

Time management is very critical to the success of this workplace safety training sessions.

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  1. Ask Safety Lesson Presenters to Always Include Review Questions At The End Of The Presentation.

This also engages the listeners, reinforces the lesson shared and helps in lesson retention.

Besides, it also serves as a measure of the work group’s understanding of the safety lesson.

  1. Finally, let your workplace management be involved by always attending the safety meetings.

This show of commitment will ginger interest and seriousness within the workforce as well.

By carefully implementing the above outlined tips in your safety meetings, you will certainly improve the safety education of your workforce, as well as ensuring a better workplace safety standard at your work place.