Kevin Ian Schmidt

Slip, Trip, and Fall Audit

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With summer clearly behind us, and inclement weather on its way, if you haven’t already, it is time to start putting in place proper floor safety precautions for your building and reminding your employees so they are aware of any changes.

According to OSHA (U.S. Department of Labor’s Occupational Safety & Health Administration) slips, trips and falls account for 15% of all accidental deaths, and are second only to motor vehicles as a cause of fatalities.

Many of these accidents are avoidable if the following safety procedures are in place:

  • Using/increasing the number/length of entrance mats at all entrances or other high traffic areas that are vulnerable to slip and fall accidents.
  • Any mat that curls up or under in the corners should be immediately replaced, as it is a matter of time before you, your employees, or your customers trip on it.
  • Using a professional mat cleaning service even just for the winter months (worth the low weekly cost and peace of mind) is heavily recommended as mats that are soaking wet and soiled are completely useless. Over time, they could even become partially frozen causing an unforeseen and unnecessary accident.
  • Ensure your janitorial company is mopping lower traffic areas first and then working their way back to the high traffic areas towards the end of their shift to reduce the possibility of accidents.
  • If your staff often works late and this is unavoidable, then make sure your janitorial company is taking the proper safety precautions, such as setting up “WET FLOOR” signs, and not leaving behind garbage, vacuum cords, or any other potential hazards in the main hall/walkway entrances.
Is your workplace in need of a Slip, Trip, and Fall Policy

Since it’s getting dark earlier and remaining dark later, here are some additional precautionary reminders to think about:

  • The lighting in your parking lot. Are all the lights working properly? Do you have ample lighting and safety lights for you, your staff, customers, and vendors?
  • Don’t leave in a rush; take your time leaving the building, looking for black ice or unsalted areas.
  • Consider the shoes you are wearing in and out of work. They should be non-skid soles. You can change into your other shoes when you get into the office.
  • Be aware of your surroundings: If you leave late or lock up, be sure to scan the parking lot looking for any suspicious activity before setting the alarm and leaving. Do not leave talking on the phone or listening to music on your headphones, as this will make you an easy target and distract your judgment; especially when you’re dusting, scraping, and warming your car up.

Since parking lots (even though plowed/salted) will be slick, your balance will be compromised, so be sure to be careful when carrying heavy loads, or break up the amount of trips to prevent injury.

Need more components of a Slip, Trip, and Fall Program? Check out my Walking and Working Surfaces Basics Book on amazon

Why Inspections of The Workplace Are So Important

Workplace inspections are very important events. They should be carried out to a pre-agreed program basis jointly between management and the employees’ representative(s), who may be union appointed.

Most inspections are carried out to determine whether all the operations within the working environment are safe, not only for employees but also for all other persons visiting the establishment. The inspection will therefore include the whole of the premises to ensure that the environment does not form any risk.

Just before a physical inspection takes place, it is usual for a short office meeting to take place to discuss the outcomes and remedial solutions of the problems which were highlighted in the previous inspection to determine if they have been resolved to everyone’s satisfaction or not. Any issues arising should be recorded on the inspection sheet and reinspected during the tour about to take place. There will be occasions when the employer has not been able to resolve a specific problem as previously agreed. This meeting in a quiet environment permits explanatory discussions to take place and reasons for the delay or no action to have taken place to be provided. Another pre-inspection duty is for both sides to look at the Accident Record Book and discuss any of the incidents which have occurred since the last inspection. In addition, the inspectors may wish to concentrate on the area where the accident took place during their forthcoming tour.

Many inspectors use an inspection checklist, which has been previously agreed by all parties, and is designed to co-ordinate with the route of the tour. Items such as first aid boxes, regulation notices, accident books, working procedure files, safety shields on machinery, provision and use of safety equipment such as goggles, ear protectors, shoes etc., should all be included on the checklist and visually checked where appropriate. Where safety equipment has been provided but not used by an employee, this should also be recorded so that further action can result if considered necessary.

The route around the establishment should include all facilities including rest and toilet facilities and not just the working environment. The content of the inspections should therefore be well coordinated so that the time spent on carrying them out is used efficiently and effectively, avoiding any duplication where possible.

Whilst most people relate workplace inspections solely to safety, the joint inspection can be very useful for the inspectors to discuss other issues, such as working methods, whilst touring the establishment. Therefore, short discussions with appropriate staff may be permitted to discuss the issue with the person who carries out the task under discussion. The tour may highlight safety issues which the company cannot resolve using its own resources and management may need to confirm that they may be seeking external expertise to resolve the problem.

It is important that all comments and issues are formally recorded, and copies retained by all the inspectors not just as a record but to ensure that all items requiring immediate or future action are duly carried out by the agreed time, depending upon their importance and financial implications. Sample recording forms are available for downloading from the Health and Safety Executive’s and TUC’s websites.

Where the workplace is large and may include many diverse and distinct areas of work, it maybe that several managers and employee representatives are involved in carrying out inspections within their designated area. Clearly an inspection within an office area will be different to that carried out on the shop floor where heavy machinery and chemicals may be in use. In such a diverse working environment as this, it is important that all workplace inspection reports are brought together so that they can be monitored and analyzed to ensure that all valid problems are programmed, funded and resolved to all the parties’ satisfaction.

There will inevitably be additional workplace inspections, which may be arranged for either immediate attendance or within a very short period of time. These may result following a serious accident occurring in the workplace, a dispute on the shop floor about working methods or the sudden discovery of a dangerous material, such as asbestos, within a working environment. Such incidents also need to be well documented and followed up.

Inspections, in the main, are only visual as the inspectors will not be skilled or authorized to carry out physical checks. Examples of this are for electrical and fire safety. These will be carried out by skilled operatives at the required intervals and their inspection form should be given to management for action if appropriate. The employee’s representative should also be provided with a copy.

Workplace inspections evolve and improve over a period of inspections, as inspectors become more familiar with the work areas being inspected and with each other. No two inspections will be the same as the issues being concentrated on during one inspection will be different to the next. The important outcome is that all the important matters are noted, recorded and acted upon by the appropriate party,

Download and View the Slip, Trip, and Fall Audit

Slip, Trip and Fall Checklists

Slip, Trip, and Fall Policy

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“Slip/ Trip-Fall on Level” is the top incident leading to liability claims with over $54.9 billion total cost due to injuries. According to the U.S. Centers for Disease Control and Prevention (CDC), 2.2 millions of Americans rushed to emergency rooms to be treated for accidental falls in 2007 alone.

It is the utmost importance for any business, small or large, to examine the causes of these accidents and as much as possible prevent them from happening. Liability claims aside, accident prevention protects employees, visitors, and customers from terror and injury of an unstable floor.

Probable causes for slips and falls on the same level

According to research conducted by the CNA Risk Control team, these incidents can be caused by several factors such as:

  • Lack of slip resistance on walking surfaces
  • Improper floor maintenance procedures
  • Poor walking surface conditions
  • Poor visibility
  • Lack or poor condition of handrails and guardrails
  • Poor stairway design
  • Improper walkway transitions
  • Distractions, such as displays and advertisements
  • Poor housekeeping, such as cluttered walkways and poor material storage

Inherently, slipping is made possible when the coefficient of friction between a person’s shoes and the floor is insufficient to support their dynamic movement such as walking. Incidents are caused primarily by environmental causes such as smooth shoe soles, poorly maintained floor mats, moisture, ice, new wax, and so forth (Bakken, et al. 2nd ed. 2002). These conditions facilitate a low coefficient of friction, which increases the risk of slipping and falling.

The coefficient of friction (COF) is the ratio of the normal force between the surfaces of two objects and the perpendicular lateral force necessary for one object to pass along the other. When the COF is low, the risk of slipping on surfaces is high. Creating an environment that guarantees ultimate traction between shoes and floor, especially hard surfaces, is necessary in an efficient facility. A High-Traction floor with the least risk of slip and fall accidents can only be achieved by proper maintenance management that observes the safety standards presented by the ANSI/NFSI and OSHA.

Need more components of a Slip, Trip, and Fall Program? Check out my Walking and Working Surfaces Basics Book on amazon

Slip and fall accidents are preventable!

According to the CNA study, building managers and owners can apply preventative measures to limit the risk of slip and fall accidents in their facilities. While these methods will not eradicate the risk of accidents completely in all occasions, they provide a standard of measurement in maintaining facilities, and as much as possible, prevent inflicting more harm to employees, visitors, and customers, which could lead to liability lawsuits due to negligence.

Tips for a safe and slip-free floor

  1. As much as possible, choose high-traction, slip-resistant flooring materials for facilities. It is ideal that the floor material does not become slippery when wet from the very beginning. Selecting textured slip-resistant materials for floors minimizes the risk of accidents from the very beginning.
  2. Properly instruct maintenance crews to observe optimal cleaning practices. One of the causes of slip-and-fall accidents are the debris dragged in by shoes throughout the facility. Dirt, moisture, mud, etc. reduce the coefficient of friction between the two surfaces, which leads to people falling. It is important that floors are always clean to decrease the risk of accidents.
  3. Practice a good floor mat program. An excellent floor mat program can minimize the amount of debris tracked in from the outside and maintains cleanliness and safety of a building. Investing in commercial floor mats at entrances and other heavily trafficked areas not only removes dirt from shoes but they also increase traction on surfaces, minimizing the risk of slipping.
  4. Research optimal commercial mats for specific use. Each building serves a different purpose, as do floor mats. Research the best commercial mat suited for specific needs of each area for the best conditions.
  5. Inspect and properly maintain permanently installed features, such as: floor mats and carpet runners. Because these items trap dirt and contaminants, constant inspection and maintenance is necessary to monitor wear and tear and overall sanitation of these items. Constant vigilance can make all the difference against deteriorated commercial mats.
  6. All areas must be properly lit at all times. Accidental slips, trips, and falls are avoidable if potential hazards are visible. Make note that all areas in the facility including parking lots, loading docks, and stairwells are adequately lit throughout the day. Always replace bulbs as soon as they burnout.

Knowing about causes of slip-and-fall accidents and the methods to prevent them is wise business practice. Not only do attempts to provide a safe environment for visitors, employees, and customers reduce premises liability, they also promote a positive, professional company image at all times. Be it a small family-owned shop or a commercial high-rise, preventing accidents should be one of the top prerogatives.

Resources for this report include:

  • Bakken, Gary M., Cohen, H. Harvey, Abele, Jon R., Hyde, Alvin S., LaRue, Cindy A. Slips, Trips, Missteps and Their Consequences. Tucson, AZ: Lawyers and Judges Publishing Company, Inc., 2nd ed. 2002
  • Garner, Bryan A. Black’s Law Dictionary. St. Paul, MN: Thomson/ West, 8th ed. 2004.
  • WISQARSTM (Web-based Injury Statistics Query and Reporting System) Centers for Disease Control and Prevention, National Center for Injury Prevention and Control http://www.cdc.gov/injury/wisqars/index.html
  • Fall accident prevention program. National Floor Safety Institute. Produced as part of the NFSI Best Practices Project, 2003.
  • Kendzior, Russell J. Falls Aren’t Funny. Government Institutes, The Scarecrow Press, Inc. 2010.
  • New Techniques to Control Slips and Falls in Public Places. InControl/SLIPS, TRIPS, & FALLS for the Real Estate Industry. Courtesy of the National Floor Safety Institute. 2011

 

Helping to control Slips, Trips, and Falls is a properly written policy.

View and Download the Slip, Trip, and Fall Policy

Slip, Trip and Fall Program

 

 

Download and View the Sample Slip, Trip, and Fall Policy

Slip-fall sample program

Whitepaper: FEMA Business Continuity

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It’s imperative for companies to have a backup plan for disaster, as no one can really predict when they will strike.

Business disasters come in all forms, not always just a natural disaster. Business owners should take steps now to give themselves a better chance to react and reopen quickly.

Without a business continuity plan, 25% of businesses forced to shut down because of a disaster never reopen.

ABCs of Why Continuity Planning is important

There are many good reasons for businesses to plan for the unexpected, most importantly protection and preserving the bottom line. To keep it simple, remember the ABCs:

Avoid Market Share Loss

With a business continuity plan, your business will have a better chance of remaining competitive and minimizing the loss of revenue and customers. A solid and tested plan boosts customer confidence. When your customers know you have plans in place to provide continued delivery of goods and services during a crisis, they are less likely to flee to competitors if a disaster threatens your area.

Brand Protection

Having a plan allows you to demonstrate that your business is committed and prepared to protect your employees, clients and their assets at all times. This demonstrates a proactive attitude and can enhance employee morale and public opinion about your business. With increased confidence in your business’ ability to operate during unexpected circumstances, your positive reputation grows with customers, staff, partners and investors.

Check Out: Strategies Behind Crisis Management

Communications

Having a business continuity plan will improve communication within your organization and with customers, suppliers, vendors, and key stakeholders. This is a helpful way to improve daily operations, not only in the event of disaster.

– Source

FEMA has released this business continuity plan whitepaper, it will explain the importance of implementing a plan, to make a case within your company.

Does your business have a business continuity plan? If not, we have one for you here

 

Download the FEMA Business Continuity Whitepaper below:

View the FEMA Business Continuity Whitepaper below:

FEMA Business Continuity White paper

Welding, Cutting, and Brazing Policy

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Gas Welding/Cutting

Gas welding, or oxy/fuel welding as it is commonly referred to, is slower and easier to control than arc welding. This method unites metals by heating – the heat source being a flame produced by the combustion of a fuel gas, such as acetylene, methylacetylene (MAPP gas), or hydrogen. Temperatures can reach up to 6,000 deg. F. This process sometimes includes the use of pressure and a filler material. Gases commonly used are oxygen and either acetylene, hydrogen, propane, or propylene. These gases are commonly supplied in compressed gas cylinders, which can pose additional handling and transport hazards.

Arc Welding/Cutting

In arc welding, the intense heat needed to melt metal is produced by an electric arc. The arc is formed between the actual work piece and an electrode (stick or wire) that is manually or mechanically guided along the joint. The electrode can either be a rod, with the purpose of simply carrying the current between the tip and the work, or it may be a specially prepared rod or wire that not only conducts current, but also melts and supplies filler metal to the joint. Power sources for arc welding can be either alternating (AC) or direct (DC) current. The work cable connects to the work piece and the electrode cable creates an arc across the gap when the energized circuit and the electrode tip touches the workpiece and is withdrawn (yet still in close contact). The arc produces a temperature of about 6,500 deg. F at the tip. This heat melts both the base metal and the electrode, producing a pool of molten metal. Metals at high temperatures can react chemically with elements in the air (oxygen and nitrogen). Oxides and nitrides form, which destroy the strength of the weld. A protective shield of gas, vapor, or slag is used to cover the arc and molten pool to prevent or minimize contact or molten metal with air.

– Shielded Metal Arc Welding

Shielded Metal Arc Welding (SMAW) is commonly known as “stick” welding. A flux-covered electrode is used to form a gas shield around the molten weld pool. The flux coating quickly forms a protective “slag” during welding, which produces a gas shield that decreases exposure to oxygen. The electrode is consumed as it moves down the length of the weld joint and the “slag” must cool and later be chipped away.

– Gas Metal Arc Welding

Gas Metal Arc Welding (GMAW) is commonly known as “MIG” welding. A continuous-feed electrode (i.e. wire) from a spool is used to supply filler metal directly from the torch tip to the weld. As arcing occurs, the electrode instantly melts and a shielding gas, such as argon, carbon dioxide, or helium, is supplied through the torch tip.

– Gas Tungsten Arc Welding

Gas Tungsten Arc Welding (GTAW) is commonly known as “TIG” welding. An electric arc between a tungsten electrode and the base metal is created. A separate filler rod is fed into the molten base metal, if needed. A shielding gas (i.e. commonly argon, helium, or carbon dioxide) also flows around the arc to minimize atmospheric interactions. Water is often used to cool the torch and cables.

– Plasma Arc Welding

Plasma Arc Welding (PAW) is similar to TIG welding in which an arc, shielded by an inert gas, creates the necessary heat to melt the metals involved. The electrode is not consumed in PAW; however, the primary means of transfering heat to the workpiece is by a hot ionized gas (i.e. “plasma”). Temperatures can reach up to 30,000 deg. F, which is substantially hotter than those produced by an arc only. Commonly, PAW is a fully automatic process. Filler metal may be used, and plasma and shielding gases include argon, argon/helium, and argon/hydrogen.

Brazing

Braze welding differs from gas welding in that the melting temperature of the filler metal being used is below that at which the base metal will melt, but at or above the melting temperature of the filler material. Braze welding differs from brazing in that the joint design for braze welding is similar or identical to that used in gas welding. Capillary action is not a factor in the formation of a bond.

While acetylene gas is always required as the fuel for gas welding, braze welding can be performed with the other fuel gases such as propane, natural gas, propylene, etc., as well as with acetylene. This is due to the fact that in braze welding there is addition of flux to perform the functions normally associated with pre-cleaning and the deoxidizing characteristic of the acetylene-oxygen flame.

Braze welding is most commonly associated with joining of steels. In general, the filler material used is a low fuming bronze – either a bare rod which is dipped into a flux material or a bare rod with a flux coating on the rod itself. In actual practice, the steel to be joined is heated to an approximate dull red color at which point the low fuming bronze filler material is applied with the flux and it flows against the steel to be joined, creating a tight, adherent bond.

In general, the strength level of a braze-welded joint is lower than that of a gas-welded joint. The advantages of braze welding are:

  1. Lower heat input which results in less distortion.
  2. The steels to be welded do not have to be melted in order to create the welded joint.
  3. Dissimilar materials can be readily joined where this might not be possible with gas welding
Check Out: Welding Safety Training

Brazing and Soldering Hazards and Precautions

Cadmium and Beryllium: Brazing and soldering with or on alloys containing cadmium or beryllium can be extremely hazardous because the fumes are extremely toxic and can cause death.

  • Always avoid skin contact with cadmium and beryllium.
  • Consult an expert in industrial hygiene whenever using cadmium or beryllium compounds or when performing repairs on parts containing the metals.

Fluoride Compounds: Fluxes containing fluoride compounds are also toxic. Good ventilation is essential when soldering or brazing and the operator should always observe good safety practices.

Exposure

A common hazard when soldering is exposure of the skin, eyes, and clothing to acid fluxes. Be sure to observe these safety precautions when brazing or soldering:

  • Always work in a way that flux will not be spilled on the skin or clothing.
  • Always wear chemical splash-proof goggles, rubber gloves, and long sleeves when using cleaning solutions, pickling solutions, or acids.
  • If you are exposed to any chemical solutions, acids, or fluxes, wash the affected area at once, and seek medical attention immediately.
  • Remove or keep away all flammable material from the heating flames. Remember, heating soldering copper sometimes presents a fire hazard if an open flame is used.
  • When performing hot work, make sure there are no flammable vapors present, such as gasoline, acetylene, or other flammable gases.
  • Do NOT start a job until you have taken all safety precautions and the fire marshal notified, if applicable.

 

View & download the Welding, Cutting, and Brazing Policy below:

WELDING, CUTTING AND BRAZING SAFETY

Business Continuity Forms

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A quality business continuity plan has many aspects to it. The forms included in this post will help build your entire form.

Does your company have a business continuity plan? Check here

If not, read this whitepaper on the importance of a business continuity plan from FEMA.

Forms for a quality business continuity plan

  • Business Program Committee Worksheet: This form identifies all members of the business continuity team, with their contact information, along with all relevant numbers for other outside organizations and agencies. Using these pages at the front of your business continuity book will assist you when the plan is needed.
  • Business Insurance Discussion Form: This form is used as part of the business continuity plan, to ensure your company has all the important insurance coverage, and all important aspects of your insurance.
  • Business Emergency Response Resources Form: This form is a full review of your entire business continuity plan, this form includes costs associated with each aspect. An important aspect of this form is the “response time” column, is for how long will it take this component to be enacted. This is important, because every event requires different response levels, and how quickly things need to be implemented.
  • Business Emergency Supplies List: This list are things you should have in a well stocked emergency response kit. These supplies are great for planning for natural disasters or other disasters that regularly hit an area.
  • Business Computer Inventory Form: This form is an asset list of all computer equipment owned by your company. This form is great for ensuring all equipment, across multiple job locations are accounted for, and any costs associated for insurance.
  • Business Cost Form: When reviewing your business, knowing how to account for all associated costs of a disaster plan, will help shape your plan, and all budgeting required to respond properly.

 

These forms will build your quality plan, and will assist you in responding properly to every potential business disruption.

Also, make sure to check out the Business Impact Analysis Worksheet, here, to ensure your plan is thorough for all needs.

 

View and download the Business Continuity Forms below

Business Program Committee Worksheet

Business Program Committee Worksheet

 

 

Business Insurance Discussion Form

Business Insurance Discussion Form

 

Business Emergency Response Resources Form

Business Emergency Response Resources

 

 

Business Emergency Supplies List

business emergency supplies

 

 

Business Computer Inventory Form

Business Computer Inventory

 

 

Business Cost Form

business cost

 

Business Impact Analysis Worksheet

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As part of the business continuity planning session is to identify what items need to be a part of the plan, this is done through a risk assessment. Next step is to determine whether they will impact your business financially, operationally, or both. This worksheet will assist you in determining that, along with any interconnected elements.

 

This Business Impact Analysis Worksheet is an integral part of a quality business continuity plan.

How to conduct the Business Impact Analysis successfully

  • Gather senior leadership from all departments of the company to provide insight.
  • Review all potential scenarios seriously, no concept is ridiculous, as they can damage your business.
  • Don’t build an analysis that contains an overabundance of information, keep it lean and direct. What information is directly related to that section?
  • Review the results of the impact with all departments, and review the assessment on a minimum annually.

Possible Loss Scenarios

What are the possible loss scenarios that businesses are faced with, and have the potential of disrupting or interrupting operations? Performing risk assessment will help a company identify its possible loss scenarios. Some of the most common ones that are found across businesses and industries are listed below.

  • Accidents: All too often, businesses suffer from losses due to workplace accidents. For example, fire at the factory where the critical operations of the business are performed can cause closure. A burst pipe in the water supply may also incapacitate the work area for quite some time. The machines being used may malfunction and shut down, unable to work unless it undergoes major repair or is replaced with a new one.
  • Emergencies: These are unexpected situations that pose considerable danger, thereby calling for immediate action. The immediate action, in this case, is often the stoppage of business operations. Political and civil unrest, for example, may involve riots on the streets and other similar acts of violence. Usually, these will drive businesses to close their doors and stop operating until things have settled down. Although these are not strictly dangerous or perilous, they also count as emergencies that will result to interruption of operations. Examples are:
    • Failure of suppliers to deliver raw materials and other goods and services needed on time;
    • Failure of suppliers to deliver raw materials and other goods and services needed altogether;
    • Labor disputes within the company leading to workers refusing to continue working until their demands have been heard and met by management;
    • Utility failures, such as water shortage and shortage of power supply;
    • Cyber attacks, when the company’s information system is under threat by external forces; and
    • Absenteeism of key employees may also give rise to emergencies.
  • Disasters: These could be natural disasters (force majeure) or man-made disasters. Examples are earthquakes, strong typhoons/hurricanes, large-scale bush fires, massive power outages or shutdowns, and volcanic operations. These may result to physical damage to properties, specifically those that are used in the operations.

Do not just assume these are the only incidents that can effect your organization, this is just the list of common incidents that can effect all industries, across all business divisions.

 

View & Download the Business Impact Analysis Worksheet below

Business Impact Analysis Worksheet

Safe Lifting and Carrying Training

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Proper methods of lifting and handling protect against injury.  Proper lifting makes work easier.  You need to “think” about what you are going to do before bending to pick up an object.  Over time, safe lifting technique should become a habit.

 

Following are the basic steps of safe lifting and handling:

  1. Size up the load and check overall conditions. Don’t attempt the lift by yourself if the load appears to be too heavy or awkward.  Check that there is enough space for movement, and that they footing is good.  “Good housekeeping” ensures that you won’t trip or stumble over an obstacle.
  2. Make certain that your balance is good. Feet should be shoulder width apart, with one foot beside the other and the other foot behind the object that is to be lifted.
  3. Bend (the knees; don’t stoop). Keep the back straight, but not vertical.  (There is a difference.  Tucking in the chin straightens the back).
  4. Grip the load with the palms of your hands and your fingers. The palm grip is much more secure.  Tuck in the chin again to make certain your back is straight before starting to lift.
  5. Use your body weight to start the load moving, and then lift by pushing up with the legs.

This makes full use of the strongest set of muscles.

  1. Keep the arms and elbows close to the body while lifting.
  2. Carry the load close to the body. Don’t twist your body while carrying the load.  To change direction, shift your foot position and turn your whole body.
  3. Watch where you are going!
  4. To lower the object, bend the knees. Don’t stoop.  To deposit the load on a bench or shelf, place it on the edge and push it into position.  Make sure your hands and feet are clear when placing the load.

 

Make it a habit to follow the above steps when lifting anything-even a relatively light object.

 

Team lifting must be coordinated

 

  • If the weight, shape, or size of an object makes the job too much for one person, ask for help.
  • Ideally, workers should be of approximately the same size for team lifting.
  • One individual needs to be responsible for control of the action to ensure proper coordination. If one worker lifts too soon, shifts the load, or lowers it improperly, either they or the person working with them may be injured.
  • Walk out of step

 

 

 Check Out: 10 Safety Tips at Work

 

Lifting heavy objects

  • Safe lifting of heavy items requires training and practice. For example, we’ve probably all seen a small person move heavy feed sacks with apparent ease.
  • The secret lies in taking the proper stance and grip
  • When equipment is available, it should be used to lift and carry heavy objects.
  • Loaders, forklifts, hoists, etc. are made for this purpose.

“Do’s” and “Don’ts” of Safe Lifting and Carrying

 

Do

  • Tuck in the chin to keep the back as straight as possible while lifting.
  • Lift with the strong leg muscles.
  • Ask for help with the heavy, awkward items.
  • When possible, use mechanical equipment to move heavy items.
 Don’t

  • Use your back muscles to do lifting.
  • Try to lift an item that is too heavy or awkward.
  • Twist your body while carrying an object.
  • Attempt team lifting without proper coordination.

 

Safe Manual Lifting and Carrying Overview

 

Steps Techniques
Planning

 •      Size up the load and check overall conditions

•      Check route for clearances and obstacles

•      Use a handcart or dollie, etc. when possible

•      Break down large and heavy loads

•      Know your limits

•      Seek help if necessary

•      Take extra care with awkward tasks

 
Lifting

 

 Remember to use the “5” L’s of Back Safety

•      Load

•      Lungs

•      Lever

•      Legs

•      Lordosis – keep your back straight

 
Carrying

 

 •      Hold the load close to your body

•      Look where you are walking

•      Take extra care carrying up and down stairs

•      Don’t twist your body, move your feet to turn

 
 

Lowering

 

 

 

 •      Bend your knees to lower the load

•      Don’t trap your fingers and toes

•      Pull it down first, then slide it into place

•      Don’t over-reach or stretch

 

Download the Manual Material Handling Training below:

View the Manual Material Handling training below

material handling

 

Business Continuity Plan

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Is your business prepared to handle an emergency? More importantly if your business experiences an emergency, are you prepared to continue operating? Without a business continuity plan, a natural disaster or other catastrophic event could not only impact your business when it happens, but could continue to impact your business as you scramble to get back up and running.

Don’t lose your business simply because you failed to plan, instead have a plan, and hope you never need it.

Here are 4 Misconceptions about a business continuity plan from Traveler’s Insurance

Misconception #1: “Our people will know what to do in an emergency.”

Even the best employees cannot be expected to know what to do when disaster strikes. Leaving each to respond in his or her own way only adds to the confusion of an event. Having a well-documented business continuity plan in advance, and training your employees to follow it, gets everyone on the same page — helping to ensure an organized, safe and timely recovery.

Misconception #2: “We have insurance to cover our losses.”

Insurance alone is NOT a business continuity strategy. Proper coverage is a significant and important part of the plan. But it may not fully cover some of the peripheral damages from an event, like loss of customers, loss of market share, or setbacks in development or release of a new product. Consult with your insurance agent to understand what is and is not covered under your policy.

Misconception #3: “We do not have the time to develop a business continuity plan.”

Time spent developing and maintaining a business continuity plan is an investment in your company. Your fixed costs will continue after an event, whether or not you are open for business. The faster you can return your operations to normal, the more likely you will recover from the event successfully. With so much at stake, your company cannot afford to NOT have a plan.

Misconception #4: “Business continuity and disaster recovery planning are the same.”

Business continuity is a proactive plan to avoid and mitigate risks associated with a disruption of operations. It details steps to be taken before, during and after an event to maintain the financial viability of an organization.

Disaster recovery is a reactive plan for responding after an event. It deals with the safety and restoration of critical personnel, locations, and operational procedures after a disaster, and is a part of business continuity planning.

Still unsure if your business needs a business continuity plan? Check out this white paper from The Insurance Institute of Business and Home Safety.

Check Out: Emergency Action Plans

Download and view the Business Continuity Plan

Business Continuity Plan

How to Introduce a Change to Your Safety Culture

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Before you can introduce a change to your safety culture you have to make sure that you know exactly what it is currently. Remember that a culture is built up over a period through behavior, anecdotes, stories, boundaries of behavior, way of doing things, events that pass without comment, events that cause problems and so on. It is a complex, multi-layered element in the workplace and the belief system about safety has had contributions from all these factors. It is not a single entity but rather a combination of many things that are all intertwined, they are not separate.

The first thing you do is find out what your current safety culture represents, then you must look at what you want it to be in the future and design a plan to bridge the gap. The changes that you want to make may not be big changes but a series of small changes. If you find that there is a major change to be made, break it down into smaller elements. It is strongly advised that this planning exercise include the staff that are going to be affected.

In the back of your mind the reasons why most people resist change in the workplace. People don’t like change because normally, they are not involved in it and the change is imposed on them. This lack of involvement is probably the greatest reason why people resent change and actively fight against it. When this happens, these people will perceive the consequences of the change to be negative and they will persuade anyone that will listen that the change is of no benefit to anyone.

So, planning your change means that you must involve your people as well. And one of the ways of doing this is to get them to look at the current situation and take out the undesirable parts and recommend alternatives. Then you’re able to ask them to help design a vision for the future. If you can get their cooperation at this stage, you are well on the way to establishing a process of change that can be repeated in the future.

Once the vision for the future has been established and discussed, you can then ask your staff about the process of bridging the gap and delegate some of the tasks. You will find that there will be a degree of enthusiasm for change when you follow this process and you will find that this enthusiasm is infectious.

The actual changes themselves can be timetabled by the staff and progress can be discussed in group meetings as a form of feedback.

Check Out: Safety Training Is About Behavior Change

How Good Leadership Will Overcome Resistance to Change

Firstly, we must understand that people in leadership positions are constantly dealing with change. Change is part of being a leader. Sometimes it is the design of change but more frequently it’s the implementation of change. Because of poor planning and a failure to sell the need for change, a myth of considerable proportions has developed in the business world. We are told that people naturally resist change. This has become a major concern for most businesses and many have invested millions learning how to “manage change.”

We are continually bombarded with rhetoric about the urgency and acceleration of change in today’s “fast-paced business world.” The fact is people don’t resist change if the change provides immediate positive consequences for them. Properly presented change and immediate consequences that are both certain and positive is the recipe to ensure that change is readily accepted and supported.

Think about it this way, nobody resists change when the immediate consequences favor it. “Do it this way, and you won’t hurt your fingers.” “Hold it this way, and you will be able to see it better.” “Move your right hand this way, and you will be able to hit the ball straight.” If the correct behavior follows these instructions, and positive consequences occur, you will not have a difficult time getting people to accept change in those situations.

It is only in situations where the immediate consequences of change are punishing, or when the new behavior is not immediately reinforced, that you run into trouble. Often, we are so busy trying to cope with a new environment because of change that we forget to use positive reinforcement to cement it in.

Regrettably, most organizations have a list of historical events where the implementation of change has failed. Because of this, subsequent and future changes are met with a less than enthusiastic approach by the people who are going to be affected by the change. They have learned that change has got unpleasant consequences. Our failure to take an intelligent approach to change has built an environment that actively resists change. The only way we can overcome this is to build trust and this can only occur if our words and actions match. Better leadership that creates an environment of trust will also create an organization that accepts change as part of business life.

Almost every corporate initiative impacts the performer negatively at first. While the staff member may understand that there are long-term benefits to the company and to the individual personally, the immediate consequences of doing things differently are usually negative. New behaviors require extra effort to learn, result in increased mistakes, cause the performers to get behind in their other work, and create stress because people fear they won’t be able to learn or perform as well under new conditions.

To make change a positive experience, we need to be less concerned with managing the change and become much more attentive to managing the consequences associated with change.

How Leaders Use Persuasion to Introduce Change

Introducing change is one of the primary functions of leadership, however, introducing change is a process that can be exceptionally difficult. Resistance to change tends to come from the leader. When change exposes individuals to failure and punishment, they resist. However, when change exposes the individual to positive reinforcement, they actively seek it out. Resistance to change is the indication to the leader that something is wrong with the methods being used to achieve change.

Check Out: Successfully Persuade People That Workplace Injuries Are Preventable

If, during the process of change positive reinforcement is not used or misdirected, resistance will be the result. Effective leaders use a variety of methods of persuasion to create the need for change. One of the most successful tactics is to take a process and ask the question, “Is there a better or smarter way of doing this job?” This question can be posed either to individuals or groups.

Sometimes, it is posed slightly differently making the assumption that there is a better or smarter way. “What is the better or smarter way of doing this job?” When you ask this question you are not necessarily looking for an instant solution, you are provoking thought. Often you have to ask the question more than once and then when you have a selection of answers ask your team which is the most practical and potentially effective one. During the resulting discussion the solution may even undergo a process of refinement and improvement.

Obviously the next question is, “Who is going to do it, how will they do it and when is it going to get done?” The element of persuasion which is being used by the leader is indirect. He or she may know the answers but will refrain from offering a solution. It is a deliberate attempt to involve the group in the solution and come up with ideas to make the job easier, safer, quicker or improve quality. If the leader has sufficient patience, the answers will come from the group. This has the added advantage that they will continue to think about the process even after the change has been installed.

The alternative to this process is one of prescribing change and managing it closely to ensure compliance and implementation. By asking questions the leader has involved the group in the solutions as well as the process of change. This is a much more effective way of managing the process of change by using the group members to come up with solutions and be involved in the implementation. Although this will not completely eradicate resistance it will minimize the effect of it. After several changes have been installed the group will trust the process and accept it readily provided there is sufficient and frequent positive reinforcement.

Forklift Safety Training

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Following proper forklift safety guidelines will lower your chances of getting in a serious accident and either getting seriously injured or causing damage. Forklifts are some of the most useful machines in the workplace and without them basic workplace activities would be much more difficult. Respect their power and make sure that forklift safety is a priority in your workplace.

The training here is to be presented by a competent person in a classroom environment, allowing for discussion of site specific issues. Without discussing site specific safety issues, the training is incomplete, as operators won’t know what hazards they face in the workplace.

Besides this training presentation, there is more needed for qualified operators in your facility.

Make sure your operators are also given an evaluation by the competent person as part of your company’s training program.

These evaluations should be completed on a form and kept as part of the training record. It is equally important to keep all failed evaluations, and retraining evaluations after an incident, as these provide proper documentation in the event of a regulatory investigation.

Why Forklift Operator Training Matters:

  • Forklifts can be very dangerous—in an average year, 100 people die in forklift-related accidents, and 20,000 are seriously injured in forklift mishaps, resulting in lost workdays.
  • Common forklift-related injuries could result from:
    • Hitting a pedestrian with a forklift,
    • Forklift tipover,
    • Improperly positioned loads,
    • Falling from the forks or from a platform positioned on the forks,
    • Falling from a ladder that is struck by a forklift, and
    • Being struck by materials that fall from a forklift.

When training and evaluating operators on forklifts, make sure you’re training employees appropriately for the equipment involved, each type of piece of powered equipment. So, it is important to know what equipment is used in the workplace.

OSHA divides Forklifts into five classes:

  • Class One forklifts are powered by electric motors and are generally used inside because of their lack of exhaust fumes.
  • Class Two forklifts are used in narrow aisles for order picking by the forklift itself or by the driver who is raised up.
  • Class Three forklifts have operators who either walk behind or lead the lift. They aren’t actually driven but operators still need to achieve certification.
  • Class Four forklifts are operated by fuel and have solid rubber tires that can only be used on paved surfaces.
  • Class Five forklifts are also operated by fuel, but they have pneumatic tires which allow them to be driven on unpaved roads.

Whatever class of forklift you operate, OSHA requires training specific to that forklift. Forklifts are powerful and indispensable vehicles that make our lives easier. The power of these machines also makes them extremely dangerous. As such, the training required is imperative.

Looking to learn more about powered equipment safety? Check out the Powered Equipment Inspection Books I have published on Amazon, or any of my other posts on powered equipment safety

Here are some safety tips about driving forklifts.

  • Before you drive off make sure that you adjust your seatbelt and buckle up, just like a car.
  • Make sure that you keep the forks low – four to six inches off of the floor. Raised forks damage equipment and insure people.
  • Maintain a speed that will allow you to stop quickly and control your load. A sudden stop can cause a jolt and you could lose your load.
  • Always drive to the right of other vehicles and pedestrians just like you would in a car.
  • Always stop and sound your horn at every corner and doorway – other drivers and pedestrians may not be paying attention. Look both ways before you continue.
  • If you have a load that impairs your vision, then drive backwards and use a co-worker to help you see.
  • Look for hazards before you drive. Know all the problems areas before you lift. Ducts and overhead pipes can be lower than you think and significant damage could occur.
  • If you need to leave the vehicle always put the engine in neutral, set your parking brake and lower the mast to the floor. If you are a slope, block the wheels. All of this will ensure the forklift will not move while you are gone.
  • Manual Handling guidance is easy to provide, however making sure it is used is easier said than done.
  • The regulations state that handling should be eliminated if at all possible. Despite having more labor saving devices than ever before, lifting and moving items is still required and therefore removing the need is not always possible. Even if you outsource your handling requirements, you still retain some responsibility for ensuring the organization moving the equipment has appropriate risk assessments and trained staff in place.
Check Out: 10 Reasons Why Safety Training is Often Ineffective

View and Download the Operator Evaluation Form

forklift operator evaluation form

 

 

Properly filling out this form and conducting an evaluation, will ensure employees properly operate equipment in a safe manner.

A great way to conduct an evaluation is to set up a course, away from pedestrians, and other critical items. This ensures that hazards are minimized while a new operator is first learning.

The evaluation portion of the training should include test operations, such as driving with unstable loads, driving in

 

 

Download and View the Forklift Safety Training below

Forklift-Safety-Training