BASIC OCCUPATIONAL SAFETY,.

\ND FIEi\[,-[FI
TABLB OF CO|'.ITENTS
Property of
Engr. Edward Ang
TOPIC
OSH Legislation in the Philippines
Accident Causation theories
Effbctive Courmunication
Fluman Elements in Safety
Employee Safety Training
Role of SuperVisors in Safety
Fire Safety
Machine Guarding
Materials t{andling and Storage
Electrical Saf'ety
Personal Protective Equipntent
OSH L{ azards : Identi tlcati on,Assessnr en t & Control
lndustrial Hygiene
Occupational Health Programnting
Safety lnspection
Accident Investi gation
Job Hazard Analysis
Safety Programming
Basic First Aid
Re- Entry Plan .
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and LOTO
OCCUPATTONAL SAFETY AND HEALTH STANDARDS
The Occupational Safety and Health Standards (OS[{S) are mandatory rules on occupational
safety and health promulgated pursuant to Article 162; Book IV of the Labor Code of the
Philippines. It is a codified compilation of updated safety ad health rules aimed at protecting
man against the dangers of injury and death thru safe rvorking conditions.
The Standards provide the legal framework for all safety and health progrems of the
Department of Labor and Employments irnposing a responsibility on the employer and a
corresponding duty on all workers to observe safety and health measures at the enterprise
level.
The Standards are administered and enforced by the Department of I-abor and Employment.
Its enforcement is canied out by the fourteen (1a) Regional Labor Offices and their district
oft-rces nationwide. However, local governments rnay be authorized by the Secretary to
enforce the Standards within their respective
jurisdictions
rvhere they have adequate facilities
and personnel for the purpose as determined by and subject to national standards prescribed b1,
the DOLE.
Rule 1000
-
General Provisions
1001 : Purpose and Scope :
1) The objective of this Standards is to protect gvery
working man against the
dangers of injury, sickness or death through safe and healthful working conditions, thereby
assuring the conservation of valuable manpower resources: and the prevention of loss or
damage to lives and properties, consistent rvith national developrnent goals and rvith the state
commitment for the total development of every lvorker as a complete human being.
2) This Standards shall apply to all places of ernployment except as otherrvise
provided.
1005 : Dr.rties of Ernployer's, Workers and other Persons :
l) Each Employer covere I by the provisions of this Standards shall:
a) Furnish his workers a place of employrnent free lrorn hazardclus conditions
thatare causing or likely to cause death, illness or ph1,5r.^' harrn to his rvorkers:
b) Give complete
job
safety instructions to all his rvorkcrs, especiallv to tlrose
Entcring thc.job lbr tlrc first tirno, including tlrdsc lclrting to
(hc
lirrrriliarization
with their rvork environment, hazards to u,hich the u,orkers are e.\posed and
steps taken in case of emergency;
c) Comply rvith the requirements of the Standards. and,
d) Use only the approved devices and equipment in his rvorkplace.
2) Every worker shall cooperate with the employer in carrying out the provisions of
the standarcls. Shall report to his supervisor any work hazard that may be
discovered in his workplace.
3) Every workcr shall make proper use ol'all safeguards and devices furnished fbr his
protection and that of others, and shall {bllow all instructiorts given by the
employer.
(4) Any person, irrcluding any builder, oontractor, enforcernent agent, rvho visits,
builds, renovates, install devices, or conducts business in anv establishrnent or
rvorkplace shall comply lvith the provisions of the Standards and all regLtlations of
the
Bmployer,
as well as other subsequent issuanccs olthc Secrctary.
Rule 1010
-Other
Safety Rules :
1012.02: lmminent I)angcr Defined :
It is a condition or practice that could reasonably be expected to cause death or serious
physical harm before abatement under the enforcement procedure can be accomplished.
How an Imminent Danger is Corrected:
*
An Inspection Officer informs the affected employer and the workers of the dander and
that he is recommending to the Regional Director the issuance of an order lbr the
stoppage of operation.
*
The Regional Director shall determine whether the danger exists and is of subh nature as
to wanant the issuance of a stoppage order or other appropriate action.
*
The Order shall require specific measures that are necessary to avoid, correct or remove
the irnminent danger and to prohibit the preSence of workers in such location where the
dangcr exists.
*
The Secretary of Labor is informed of the Order and given full details and shall review
the Order. Within 5 working days a Final Order (either lifting or sustaining the Order) is
issued.
*
The Order shall remain in effect until the danger is corrected.
1013 : Hazardous Workplaces :
1. Where the nature of work exposes the workers to dapgerbus environmental elements,
contaminants or rvork conditions including ionizing radiation, chemicals, fire, flammable
substances, noxious components and the like.
2. Where workers are engaged in construction rvork, lqgging, firefighting, rnining and
quarrying, blasting, stevedoring, dock work, deep sea fishing, mechanized farming.
3. Where workers are engaged in the manufacture or handling of explosives and other
pyrotechnic products.
4. Where workers use or are exposes to power driven or explosive powder actuated tools.
5. Where the workers are exposed to biological agents such as bacteria, fungi, viruses,
protozoa, nematodes and other parasites.
Rule 1020
-
Registration :
Purpose : to provide the Department with the information as guide in its enforcement
activities
1022 : Registrable Unit :
All establishments regardless of size, of economic activity, whether small,
medium, or large scale in one single location shall be one registable unit.
1024 : Registration:
l. Shall be made in form DOLE-BWC-[P-3 in three (3) copies and to be submitted to
the Regional Labor Offrce or authorized representdtives.
2. Shall be free of charge and valid for the lifetime of the establishment except when
any of the following condition exists, in which case re-registration as if it were a
'
:"Hl['J
I J l',i,l X i""o;.,.,
r
Change in location
*
Change in ownership, or
Re-openi ng r,rfter previous closin g.
,,
l'
I
t
lkrlc 1030
-'l'r'ainirrg:rnd
Accreditation of Pcrsonnel on OSH:
1031 : General Provisions
l. The bureau, accredited organization, OSHC, and other authorized institLrtion rlay
conduct continuing progranrs to increase the number and competence of qualified
personnel.
2. The bureau shall prescribed tlre required training progranls and Lrpdate to
incorporate latcst trends, practices and technology in OSH.
1032 : Dclin itiorr
l. Safety Oftlcer ntay employee/worker trained and tasked to intplenrent OSI-l
programs irr the workplace.
2. OSH Persortncl Physiciart, Nurse. Dcntist, Clremist, Engineers, Saf'ety OfI'icer',
Irirst Aider, arrd other persolts cngaucd by thc establishntent.
.1. l)ractitioncr in Safety and llcalth
-
any qualilicd person as asscsscd and cluly-
accredited by the Bureau to render OSH services.
4. Occupational Satbty and Health Consultant
-
any practitioner in OSI{ or group of
persons or organizations duly-accredited by this Bureau to render consultative
services on OSH.
,,
-5:
Trainer
-
a perscin who facilitates learning situatioti in one or more topics in OSH
trdining,
6. Trairting Organization
-
an institr.rtion accredited or authorized by law to conduct
training in OSH.
7 . Flazardous Establishment
-
an establishrnent where work operations itself or as an
incident to such operations exposes the worker to hazardous likely to cause
disabling irrjury,'illness, death or physical or psychological health.
8. Highly Ilazardous Establishment
-
is one whose potential hazard within the
company rnay affect the safety and health or person in and outside the premises as
fbllows:
a) Petrochenrical works arrd refirreries;
b) Chernical works and ch.emical prodLrction pJarrts.
c) LPG storage and rnaterials;
d) Stores and distribution center for toxic/hazardous chenricals;
e) Large f'ertilizer stores;
0
Explosives factories;
g) Works in which chlorine is used in bulk;
;
h) Activities closely similar to the activities enumerated above; and
i) Activities as determined by the Bureau in accordance with existing
issuances related to classification of establishments.
1033 : Training and Personnel Complement:
'l'hs
rrrininrunr qualitication, dutics, attd nurnbcr of required sat'cty arrd ltealth ollrcers
shoulcl bc as lbllorvs:
t
l. Must complete the Bureau
-
prescribed training course prior to their appointment.
2. Full-time safbty officers must meet the requirement of duly accreditecl practitioner
or consultants by the Bureau.
3. Required number of personnel shall be trained and:appointed as Safety Officer in
a fulltime or part-time basis, defending on the number of workers employed, and
hazardous nature of the workplace.
a)
.
For hazardous workplaces:
Nunrbcr ol'rrorl<crs
Vt ininrurrr.Nurlr11.111_ q
H:unrdous
.U.fg!I
o{Lt1's
_
Hiuhh'Htzlrdous
l--s0 Onc( l)
part-timc
One( l) full-tirnc
l -200
One(l) full-tinre One(l) full-timc and
Onc oart-timc
z0 l -250
Orre( I
)
firll-tirne and
one(t)Dart-tinre
Tu,o (2) flull-tinrc
2-51--500 Tso (2) full-time Trvo (2) full-tirne and
One nart-tirne
Ivcn'additional 50
rr fractiou thcrcol
Onc (l) additional
full-tirnc
vcn'additional 250
r fraction tlrercof
One (l) additional
ful[-tirne
b) For non-hazardous workplaces:
Numbcr of Workers Mininrum numbcr of Srrfctv Officcrs
I -250
Onc ( l) Dart-linrc
2-5 I -500 Trvo (2) part-
lllc
50 r -750
Orre(l) full-tirnc
7-51-1000 Tu'o (2) full-(iruc
Even additional 50() or fractiou One (l) additional full-tirnc
hcrcol
Duties of Saf'ety Ofliceri specified on Rule 1040.
'l'he
employnrent of a fihll-tirne sal'ety ofllcer nray not be re<;uircd if the enrploycr
enters into a written( contract with a qualitied
consultant or consulting
organization lvhose duties and responsibilities shall be the duties of a safety
practitioner as stated in his Rule. The employment of a consultant. however, will
rlot excuse the employer f}om the required training'of his supervisors or technical
personnel.
Accreditation:
4
5
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Rule 1034
The Secretary, upon the recomrnendation of the Bureau Director, nray accredited and
qualified safety and health consulting and training organization and, through the Bureau,
rnay issue accreditation to any.qualified safety and health personnel, individual, to cany
out the provisions ol'tlrese Standards.
1034.01 : Requirements for Accreditation of a Practitioner irr
Occupntional Safety and Health
A. Practitioner in Occupational Saf'ety and Health
l. The inctiviclual rnust have conrpleted tlre 40-hour Basic Occupational Sal'etl, n1111
l-lealth Training Course as prescribed by the Bureaul
2. Must have at least three (3) years of relevant experience in occupational safbty
and health;
.j. Must
llusst:ss
thc rrrinirnunr tlualilications statcd urrdcr l(ulc l96z{.()l nos I to.5,
whichever nray be applicable; and
4. Must be duly-licensed to practice his/her profession in the Philippines;
5. lf the applicant is a graduate of any 4 to 5 year colle-ee course r.vithout a license,
he/she must have at least four (4) years relevant
$xperience
in any or the sub-
conlponents in a field of specialization as enumerated in Annex "A"
and
6| lf the applicant is a college undergraduate he/she must have at least ten (10) years
relevant experience in occupational safety and health.
B. Consultant in Occupational Safety and Health
L The applicant flrust be an accredited practitioner for at least (-5) years r,vith
experience in at least two (2) field of specialization enumerated in Annex
"A"
2. Must have experience in policy formulation and development, nronitoring and
evaluatiorr, arrd implementation of occupational safety and health nlanagenrent
systems.
3. Must have completed the S0.hour Advance Occupational Satbty and Training
Course as prescribed by the Bureau; and
4. Must have earned and additional 480 hours of training/senrinar or related learning
processes in various fields of occupational safety and health from accredited
organizations or institutions authorized by law:
1034.02 : Issuitnce and validity of certificate of accreditation
nnd identificntion card
Aller evaluation and verification by the Bureau, a certificate of accreditation valid fbr
three (3) years and an identification card shall be issued to any applicarrt ',vlto
has
satisfactorily met all the requirements specified in this rule, and upon payment of the
prescribed fee a s provided for under Rule 1974 of the Standards.
1034.03 : Dutiei and responsibilities of Practitioners in
Occupational Safety and Health
A. Practitioners in Occupational Safety and Health
1. To develop, implernent and promote occupational saf'ety and health progrants itt
the workplace;
2. To advise and assist the enrployer in complying with the provision: of the
Standards, especially in the subnrission of the reporting requirenrerrts,
I To pcrl'orrn at lcast a qrrartcrly appraisal/asscssntcnt ol' tlrc ittrplcnrcrttittiort ol'
occupatiotral satbty and health progranrs in the workplace.
4. To prepare an annual repoft of safety and health programs ofestablishrnents.
5. To be present clrrring the scheduled safety inspections by authorizecl governnrettt
agents and as requested during regular health and safety committee nteetings.
6. For Occupatiorral Health Personnel, the duties shall be in accordance rvith Rule
t960
B. OccupationalsafetyandHealthConsultants/Consulti,rg
Organizations
l. To assist, advise or guide the employer in complying r,vith provisiorts of these
Standards. or includin.; the developnrent of health and sat'ety progranrs.
2 To rrrake at least a quiarterly appraisal of progranrs and sat'ety pet'fbrnrance of tlre
establishrncrrt, includir''g the activities of the health and saf'ety conrnrittcc
ln the abserice of d Safety Officer to be present during scheduled saf'ety
inspections by authorized government agents and as requested during regular
health and safety' committee meetings and to render at least six (6) ltours of
service a week in the establishment I in the perforrnance of these activities.
To advise and assist the ernployer in complying, vvi11', the reporting recluirenrents
of the Standards.
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4
1033
1.
2.
3.
4.
5.
6.
Rule 1030 - Training of Personnel in OSH :
*
Mandates the BWC to conduct training program on bSH directly or through accredited
Safety Training Organizations.
*
The training course prescribed
by the BWC shall be requisite for the alrpointment of the
safety man in the place of employment.
1032 : Accreditation
*
Safety Practitioner
.
SafeU Consultant
*
Safety Training Organization
: Duties of the Safety Man :
Advice the employer, supervisors and workers on OSH;
Investigate accidents;
Coordinates safety training programs,
Conduct safety and health inspections;
Maintain accident records system
Provide assistance to government agencies in the conduct of health and safi:ty
inspections, accident investigation or any other related activities.
Rule 1040 - Health and Safety Committees :
Health and Safety Committee is a group of employees
'and
management that plans and
develo.ps policies in all matlers pertaining to safety and health in the workplace.
1041 : General Provisions :
In every place of employment, a health and safety commiftee shall be organized rvithin
one (l) month from the date the business starts operating. Health and Saf'ety Corlmittee shall
['le reorganized every.lanuary of the following year,
1043 : Duties of the Health and Safety Comrnittee :
*
Plans and develops accident prevention programs
*
Directs the accident prevention efforts of the company
*
Review reports related to safety and health
*
Submits reports to the manager on its meetings and activities
*
Provides necessary assistance to government inspectin! authorities
*
Initiates and supervises safety training for employees
*
Develops and maintains a disaster contingency plan.
1045 : [)utics of [irnploycrs :
*
Establishes and adopts in writing administrative policies on safety and health
*
Report to the enforcing authority the policies adopted and required reporting forms
*
Acts on the recommendations of the Health and Safety
pommittee,
and in case of non-
adoption, to inform the committee of the reason.
1046 : Duties of the Workcrs
*
Works in ascordance with accepted safety practices and standards established by the
employer in compliance with the provisions of the Standards.
*
Reports unsaf'e conditions and practices to the supervisor by making suggestions firr
correction or removal of hazards.
*
Serves as members of the Health and Safety Committee.
I
*
Cooperates with the Health and Safety Committee
*
Assists government agencies in the conduct of health and safety inspection or other
proglams.
Rule 1050 - Notification & (eeping
of Records of Accidents/Occupational lllnesses :
1054 : Keeping of Records
l. The employer shall mairtain and keep an accident or illness record which shall be open
at all times for inspectio,n to authorized personnel containing the following mirrirnum
data:
*
Date of accidentor illness
*
Name of injured or ill employee, sex, age
*
Occupation at the time of accidenVillness
*
Assigned cause of accident/illness
*
Extent and nature of disability
*
Period of disability (actual or charged)
*
If accident involved damaged to materials, equipment or rnachincry, kind and
extent or damage, including estimated or actual cost
2. The employer shall accomplish an Annual Work Accident Exposure Data Report in
Duplicate using the prescribed form DOLE/BWC/HSD-IP-6b which shall be submitted
to the Bureau or Regional Office or its duly authorized representative having
jurisdiction
on or before the 30s day of the month following the end of each calendar
.
year.
:
1055 : Evaluation of Disability
'
1055.01 : Charges :
1. Death resulting liom accident shall be assigned a time charge of 6,000 days.
2. Permanent
'l
otal Disability (PTD) -- shall be assigned a tirne charge of 6,000 days ancl
shall mean any injury or sickness other than death which permanently and totally
incapacitates an employee from engaging in any gainful occupation or rvhich results ilr
the loss or the complete loss of use of any of the following in one accident:
,r
Both eyes;
*
One eye and one hand, or aITn, or leg, or foot;
'r
Any two of the following not in the same limb, hand, arrn. foot, leg;
*
Permanent complete paralysis of two limbs;
*
Brain injury resulting in incurable imbecility or insanity.
3. Permanent Partial Disability
-
shall mean any injury other than death or pennanent
Partial disability which results in the loss or loss of use of any member or part of a
member of the body regardless of any pre-existing disability of the injured member or
impaired body function. Time charges shall be assigned as provided in Table 6 of the
OSHS and shall be used whether the actual number of days lost is greater or less than
the scheduled charges or even ifno actual days are lost at all.
4. Temporary Total Disability
-
shall mean injury or illness which does not result in death
or pennanent total or permanent partial disability but which results in disability front
work for a day or more. The day of injury or illness and the day on which the
ernployee was able to return to full+ime ernployment shall not be counted as days of
disability but all intervening period or calendar days subsequent to the day of injury or
illness shall be counted as days of disability.
5, Medical Treatrnent lnjury
-
shall mean an injury which does not result in a disabling
injury but which requires firstaid and medical treatment of any kind.
4
Definitions:
*
Disabling Injury
-
shall mean a work inju.y which results in death, permanent total,
permanent partial or temporary total disability.
*
Total Days Lost
-
shall mean the combined total, for all ilrjuries or illnesses of all days of
disabling resulting from temporary total injuries; and/or all scheduled charges assigned to
fatal, permanent total and permanent partial injuries.
*
Scheduled Charges
-
shall mean the specific charge (in full days) assigned to a
permanent partial, permanent total, or fatal injury or illness.
r
Exposure
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shall mean the total number of employee-hours worked by all employees of
the reporting establishment or unit.
*
Disabling Injury Frequency Rate
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is the number of disabling injuries per 1,000,000
employee hours of exposure rounded to the nearest two(2) decimal places.
*
Disabling Injury Severity Rate
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is the number of days lost per 1,000,000 employee hours
of exposure rounded to the nearest whole number.
Rule 1960 - Occupational Health Services :
livcry r:rnpklycr is lcquirod to provitlc irr lris wurklllacc, rrrudicul trrtl dcrrttl surviccs,
emergency medicines and dental facilities.
Coverage : All establishments whether for profit or not, government and its political
subdivi si on, govemment owned or control I ed corporati on s.
Services to be provided are :
*
Preventive Health Services
*
Emergency Health Services
*
Training of OH Personnel
*
OH Program at the Workplace
Preventive Health Services. - are activities which are preventive in nature and are entrusted to
employers, workers and their representative for the purpose of maintaining sat'e and healthy
working environment that will optimize physical and mental health, and adapting work to the
capabilities of workers..
Emergency Health Services - m( ans the hiring of occupational health personnel and the
provision of emergency medicines and facilities as required by the Standards.
Training of OH Personnel - hiring of OH personnel with the required and mandated training
in OSH and having passed the licensure board examinations.
OH Program - maintenance of healthful work environment by requiring OH personnel to
conduct regular appraisal of sanitary conditions, periodic inspection of premises and planning
for OH pro$ams that will improve the health status of the workers.
ACCIDENT CAUSATION THEORIBS
Work Accident
It is an unplanned or unexpecteioccu.r.nce that may or may not result in personal injury,
property damage, work stoppage or interference or any combination thereo[, which arises
out of and in the course of employment.
It causes the work system to break down since it intervenes betrveen the rvorker,
equipment, and environment and the task to be performed.
Objectives of accident prevention activities:
.
To prevent personal injuries, permanent impairment or deaths.
o'
Avoid loss of hurnan resources to the country as a rvhole.
.
To prevent the economic and social effects of injuries on workers and their
families.
.
Avoid property and/or equipment damage
Mechanism of accident occurrence:
l. Heinrich's five dominoes model
-
accidents happen Uy
frnain
reaction of phenomena
ahd accidents are prevented when one of the dominoes
file
removed.
2. Basic accident mechanism
-
analysis of accidents is baSed on phenomena. When a
human body comes in direct contact with an object or is exposed to a hannful
environment.
Causal factors of accidents:
o
UNSAFE ACT (behavioral)
-
violation of a commonly accepted safe
procedure, which resulted in an accident. (Ex.: improper attitude, lack of
knowledge or skill, physical or mental defects, etc.)
.
UNSAFE CONDIION (environmental)
-
thd unsafe condition of the
agency, which could have been guarded or corrected. (ex.: improper guarding,
defective agencies, poor housekeeping, poor ventilation, improper
illurnination, etc.)
More or less, 90% of accidents are caused by unsafe acts and the remaining l0o/o are
caused by unsafe conditions. It has also been estimated that about 98% of accidents could
have been prevented and the remaining 2%o only are unpreventable in nature.
lVlultiple causation theory
-
many contributing factors, causes and sub-causes combine
together in random fashion causing accidents. These factors can fall under four general
classifications known as PEME:
.
'Pur"on -
worker's.qualification, health condition, relationship with co-
workers.
.
Environment
-
enviionmental conditions of the workplace, weather, plant
layout, workspace.
.
Management existence' or non-existence , of safety policy,
mismanagement, lack of written
job procedures, poor commrrnication,
I
poor training design.
I
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Equlpment
-
defectlve equipment, improper uso of equipment,
inappropriate PPE, poor equipment design.
Accident ratio study :
ln 1969, a study of industrial accidents was undertaken by Frank E. Bird, Jr.,
theln the Director of Engineering Services for the insurance Company of North
Anrerica. An analysis was made of 1,753,498 accidents reporteo by 297
co.tperating companies. These companies represented 21 different industrial
groups, employing 1,750,000 employees who worked over 3 billion man-hours
du:ing the exposure period analyzed
.scrious in.jrrr'1,
nrinor injtrr'1,
properly darnage
incidents with no visible injury /
clamage (- uZ-tt1
e4c-(l' s.Z.r\
-./
Hoinrich's Domino Modol :
Heinrich's theory analyzes accidents based on five factors that are assumed to
occur in a fixed, chronological order that results to injury, but otherwise believes
thirtwhen one of the domino orfactor is removed, accidents could be prevented.
.
Ancestry and social environment
':
.,
Personal defect or unsafe condition
.
Unsafe act or fault of
,perso;r
.
Accident
:
.
injuU
Basic conccpts of countcr measures for :tccidcnt prcvcntion:
1. Engineering
-
ideally hazards should be initially designed out oIthe rvorkplace
during the design and construction stage. Other engineering controls inclucle a
study of all working areas to detect and eliminate or control physical hazards. It
also includes a study of all operating methods and practices.'l'he lilll<lwing
should be considered:
o
Proper guarding of machinery, equipment and tools.
o
Machines, equipment and tools should be properly maintained and in
good conditions.
o
Good housekeeping
.
Provide proper illumination and ventilation.
o
Provide adequate and appropriate PPEs.
2. Education
-
workers should be given trainings and orientation on saf'ejob
procedures. Refresher courses as well as updates on information of the hazards
they are exposed to, and the procedure to follow for their prevention.
3. Enforcement
-
safety policies, written
job procedures should be pursued and
implemented by the management, for workers to follow. Regular and intennittent
safety inspections should be undertaken by supervisors and safety officers to
rnaintain safe and healthful working conditions. Violptibn of some rules should
. be penalized.
rXi
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4. Environment
-
check ventilation, illumination and noise levels, temperature
extremes presence of levels of air contaminants, sufficient workspaces, location
and position of equipment, materials and workers, etc.
Evaluation of safety performance:
1. Evaluation of disability
-
determine whether the accident that occurred is a
disabling injury (death, permanent total, permanent partial, or temporary total
disability) or first-aid case only.
Determine employeehours of exposure
-
as much a possible, use actual
employee-hours of exposure based on time clock or payroll records. I-lorvever, il
such is not available, calculated man-hours can be used based on the following
procedure:
o
Determine average number of workers per year
.
Average numberof workers x2,400 hrs. (300days/yr. X 8 hrs/day)
o
Calculate the total number of disabling injuries incurred for the pcriod,
and the conesponding total number of days lost/charged for all disabling
injuries.
o
Calculate for FR and SR. (refer to OSHS)
FR and SR are relative values, for them to be meaningful, they have to be compared rvith
each other. The lower the values, the better the safety performance,
2.
EFFECTIVE COMUNICATION
Communication:
It is the imparting or interchange of'thoughts, opinions, or information by speech, in
writing, or signs.
Effective:
Producing the intended or expected results.
Ways/lVlanners of Com m unication
1. Verbal (spoken)
2. Written (letters, memos)
3. Non-verbal (facial expression, gestures, body language)
Essentials for Effective Com mu ri ication
1. Level oftrust
We need to have some reasonable level of confidence in the person we are listening
to or else it is difficult to establish good communication.
2. Non+hreatening atmosphere
When a person feels uncomfortable or threatened by the speaker (or conversation),
effective comm unica;i on becomes hi ghl y un stabl e.
3. Good feedback
Communication must always be a two-way process. When the other pr::rson is not
truly listening arld responding, the speaker has no idea whether or not the message
has been properly received.
Communication Cycle Components
1' ttnLttrn.ocling
(interpretation)
-
the rvay sender intends to be interprete<I.
b. Message vehicle (environment)
-
verbal, written, or non-verbal.
c. Decoding (interpretation)
-
translation made of words
just
spoken.
d. Evaluation (receiver)
-
receiver makes initial
judgment
on the message and
takes an attitude either positive or ncgativc.
2. Receiver
a. llasic reaction
-
attitude formed based on how message was perceived.
b. Feedback encoding (interpretation)
-
the way receiver intends to respond
c. Message vehicle (environment) - verbal, written, or non-vertral.
d. Decoding (interpretation) - translation of words
just
spoken.
e. Evaluation (sender)
-
sender forms
judgment
on the feedback.
How to be an Effective Listener
1. Full attention focus;
2. Maintain eye contact;
3. Keep ahead ofthe speaker;
4. Mentally summarize main points,
5. Periodically confirm you are listening;
6. Paraphrasc kcy remarks.
Barriers to Effective Listening
l. Short attention span;
2. Bias;
3. Disagreerncnt;
4. Lack of comprehension;
5. No motivation;
6. Unfavorable environment;
7. Boredom;
8. Fatigue;
9, Perception.
Safety Communication
As earlier defined, the employer or company wishes to impart upon all employees their
commitment to provide a work place that is safe, healthful and environment-friendly. To make
their commitment understandable and motivate cooperation, it has adopted an effective tvay of
communicating. Firstly, the company's support is usually shown in well-designed frame rvhere
the write up is done and exhibited in a very visible place to the enrployees. Various fonns of
communication medium and programs are then utilized to maintain the safety and health
awareness by all its employees.
'l'ypcs
And Manncr Of *.rro*. Vchictc
1. Wriuen and displayed Managemcnt Philosophy dnd Comrnitment;
2. Written and distributed to all employees Safety Rules and Regulation;
3. Written and distributed to all concerned employees standard equipment operating
procedures;
4. Bulletin boards and newsletters;
5. Itegular, periodic, special meetings
-
Central Committce and Sectional;
6. Directional Signs
-
Entry, Exit, Parking, Orte Way, Right/Left Turns, No Entry;
7. Locational Signs
-
Fire Extinguishers, Emergency Exits, Fire Alarms, Hydrants
8. Warning Signs
-
Aisle yellow line, Operate Automatically, Authoriz-cd operator
Only, Keep Closed, Restricted, No Smoking, Eye Protection Area;
9. Warning Systems (Audio-Visual)
-
Siren, Fire/Evacuation Alarm, Bell light, I-lorn,
Computerized Messages;
10. Waming Tags, Labels, Material Safety Data Sheets;
11. Warning Convex and Dome Minors;
12. Color Coding
-
Yellow for Caution, Red for Danger/Fire Related, Green for Saf'e,
Orange for Electricals/Hazardous Materi als;
13. Work Permits
-
Hot, Elevated, Confined Space, Flammable, Explosive, foxic:
14. Campaign Materials
-
Illustration, Posters, Brochures, Flyers VI-IS Tapes;
15. Outreach Programs to households of employees.
HUMAN FACTORS IN SAFBTY
Despite great differences in people the reason for their activities are common to all. Mostly
needs are the same, particularly at the biological level and psychosocial level. It is upon these
Needs that the safety professiona{ and others in the position of leadership in industry ca
capitalize to most effectively promote safety:
o
PhysicalCharacteristics
o
Emotional Stability
o
Previous Work Experiences
,
o
Work Attitudes
o
Aptitude
. o
Physical and Emotional Needs
Physical Characteristics and Safety:
It is a common practice to screen
job
candidates by testing for physical characteristics
such as hearing, sight, response time, manual dexterity, steadiness, size, strength, respiratory
and cardiovascular capacity and stamina, one or more of which may be essential to the type of
work performed. No relationshil has been shown, however, between physical deficienciei and
bccidents rate. Some
jobs
requirr a high degree of physical comiretence; others don't, however,
it is a much different matter to lirrk physical conditions and capaeity to industrial accidents,
Emotiohs:
Actions on the purely emotional can be confusing and disruptive, detrimental to the
iildividual and group. Emotion best serves motivation when a low and reasoned level of
intensity, constructively guided stimuli perceived by individuals of a group as believable and
contributory to self esteem, peer approval, financial progress and security.
Factors leading to unsafe uttituO. at work:
1. Job Factors
o
Poor lcaderships and supervision
o
Poor working conditions
o
Poor rvorking standards
o
Abuse and misuse
2. Personal Factors
o
Physical; and rnental capability
o
Physical and mental stress
o
Lack of knowledge and skills
o
Poor motivation
I{uman behavior is man in relation to his culture, social and physical environment. [t is also
man's action and reaction in its environment.
l0
Examples of unmotivated attitude towards of workers:
.
Ignores procedures, instructions, directions, rvarnings
.
Makes shortcuts
Lacks appreciation to hygiene
o
Doesn't use PPEs
o
Lacks appreciation to standards
o
Uncooperative
Examples of Unsafe Acts:
.
Operating without permit, clearance
o
Failure to secure, wam
.
Operating at unsafe speed
o
Making safety devices inoperative
o
ljsing unsafe or substandard equipment, tools
o
Taking unsafe position or posture
o
Unsafe loading, placing, mixing, etc.
o
Working on moving or dangerous equipment
o
Distracting, teasing, abusirtg, etc.
o
Failure to use PPEs.
Motivaiion
It is willingness to expend energy to achieve a goal / need / want / retvard. In each individual
there is perceived hierarchy (scale or order of relative rvork or value) of motivational factors.
Factors that play a role in human motivation are:
o
Biology
.
o
psychology
o
Economic
People have more than onc source of motivation, thc rclativc valuc of rvhich varics with:
o
Upbringing
o
Environment
o
Experience
o
Immediate and long
-
term circumstances
o
Expectations
Needs are caused by deficie,ncies which can be either be physical or ernotional or
psychological which produce rirotives or stimulus rvhich can lead to an action in order to
accomplish the goal or satisfy th': need / rvant.
Once need is satisfied or achieved, motives are reduced and restores a temporary balance
within a person.
11
Common characteristics of Motives:
.
It activates human behavior
o
It directs this behavior towards achieving a particular goal lneed / want.
o
It sustains this behavior
Hierarchy of Human needs are:
1. Physiological Needs
-
needs of the human body that must be satisfied in order to
live and sustain life.'
2. Security / safety nee( s
-
protection against danger, threat or deprivation.
3. Social Needs
-
the, needs for love, affection, belongingness, acceptance into
meaningful groups.
4. Ego Needs
-
this influence the development of various kinds of relationship based
on adequacy, independence, and the giving and receiving of indications of self-
esteem and acieptance.
5. Self-fulfillment Needs
-
the will to operate at the optimum and thus receive
rewards resulting from attainments.
Safety against conflicting desires among workers :
o
Safety vs. time
o
Safety vs. effort
'o
Safety vs. comfort
o
Safery vs. attention
o
Safety vs. acceptance
o
Safety vs. independence
Responses from unmotivated workers :
o "pwede na yan" / "ok na yan"
o "hayaan mo na yan" l
"kayayan"
o "bukas na yan"
o "hindi
mangyayari yan"
o "malusog ako, hindi ko kailangan yan"
o
"aksidentc yan, di maiiwasan"
o "bahala na"
o "kung
oras mo na, oras mo na talaga"
Principles in Understnnding People :
l. I{uman behavior is caused. An effective supervisor can uncover tlrese cause an<l
take steps to correct them.
2. Motives are always present in every behavior, whether one is aware or not.
'
3. Motives are often disguised.
4. Some motives have priority over others.
5. Individuals differ in so many aspects, including
motives-
t2
EMPLOYEE SAFETY T'RAINING
Introduction
Many accidents occur because the.worker has not be trained adequately on how to do the
job
properly. The purpose of safety and health training is make employees aware of the safety and
health hazards under which they operate during the working day, as well as to show them how
to perfonn their
jobs
without endangering themselves or their fellow employees.
Safety training is one. specific solution to address a safety or health need caused by lack of
appropriate behavioral skills, related knowledge, and /or attitudes. Training piovides the
"how-to-do"
of a subject, and usually the
"rvhat".
It only provides the "why" to the extent thal
the people need to know is in order to complete the. risk.
Training is primarily focused on behavior or performance change, on how to do something
properly and how to apply the new information and skills on the
job.
Safety performance
effectively and by insisting that they be followed. Safe work performance is also encouraged
by teaching people the facts about accident causes and preventive measures.
Employee safety training is required under the Occupational Safety & I-lealth Standards rvhich
is enforced by the Bureau of Working Conditions (BWC) of the Departnrent of Labor &
Employment.
; Reasons why people fail to follow safbty procedures:
1. Ernployees were not given specific instructions on the operation.
2. They misunderstood the operation.
3. They were not listening to instructions given.
4. They intentionally disregarded the instructions.
5. They considered the instructions unimportant or un4ecessary.
Benefits of Training:
'
'
i
1. ReinforcJment of th,.: operational goals of the organ'lzation.
3. Fewer incidents/acci lents 'l
4. Reduced costs.
t
How & When to Provide Safety Training
Training should start as soon as a new errtployce is hircd, or when atr crnployec is
transt'erred to another
job,
or when the need arises.
Who Conducts Safety Training Programs:
l. Director of Training
2. Training Department personnel
3. Director of Safety
4. Safety Engineer
5. First-line supervisor
6. Consultants
7. Others.
l3
Qualities
of a good trainer:
1, Thorough knowledge of the subject,
2. Have the desire to initruct.
3, Have a friendly and cooperative attitude.
4. Must have leadership qualities.
5. Have a professional
ahitude and approach.
6. Must set an example for others.
Developing the Training Program:
When developing a training program, consider the training needs, program objectives,
course content, materials and methodology.
l. Assessment
-
Training needs analysis
A training program is needed for:
- new employees
- transferredemployees
Indications of a need for a training program
- frequency ofaccidents
- new equipment or processes are introduced
- procedures have been rcvised
- when employee performance
need to be irnproved.
2. Objectives
a. Performance objectives provide the safety prot'essional or trainer with a
structure or framework for developing the training progran.l.
Objectives are also important guides in the .
. selection and development of course conlent.
. selection and development of learning activities.
. nleasurement of learner's performance.
Otrjcctives are important to the workers being trained because they:
. provide a target for performance (or behavior).
. h'elp learners identify their focus.
. inform leamers how they will be evaluated.
Four parts of an effective objective (abcd method of objective writing)
. audience
-
always identify the audience.
. behavior
-
identiS what learners must do in order to
demonstrate mastery.
. condition
-
identify what learners will be given or not given in
order to do the behavior.
. degree
-
speciff how well the learner must perfonn the behavior.
Organization of contents and materials
After defining the objectives, the next step is to determine what is to be
covered. Often, course contents can use existing texts, SOP's and JSA's,
graphics, flowcharts, examples, etc.
:
Sometimes a completely new progranr must be designed to conform to the
objectives.
Methodology, trai ning techniques
a. On-the-job (OJT) training
- Job instruction training (a
-
stef method)
- Coaching
. b. Group methods
14
J.
4
confereirce
brainstorming
case study
incident process
role playing
lectire
question and answer
c. Individual inethods
Demonstration
Video-based training
Computer assisted training
i
5. Testing and evaluation
Pretest
Review test
Posttest
Location of Safety Training Programs:
L Workplace
2. Simulated workplace (trainer)
3. Offrce
'
.4. Classroom
5. Laboratory
6. Outside company pr;lmises.
Types of Training:
i
l. New Employee Safety Training and Orientation
Subjects usually include:
:
a.
-Compiny
orientation, history and goals
,
b. Adrninistrative
-
policy statements, pay rates, pay days, etc.
c. Safety Policy
d. General Safety rules & regulations
:
e. Responsibilities
f. Housekeepingstandards
g. PPE
h. Gcncral Emergency procedures, location,ol' Ilre fighting equipment,
Ilxits, medical, etc.
i. Reporting of accidents/injuries
2, Job Training
This relers to training on the task or
job
assignment.
JIT
-
is a technique for providing on-the-iob training lbr a particular task.
4-stcll method
a. Preparation
-
prepare the worker
b. Presentation
-
present the operatroh ,,
c. Performance
-
try-out performance. Waich the worker perfomr the task
d. Follow-up
l5
3. SpecializedTraining
a. Fire fighting:- fire brigade duties
b. Hot work permits/procedures
c. First Aid
d. Lockout and tagout procedures
e. Wclding/cuttihg
f. I:icluiprnent operator training
g. Confined space entry procedures
h. Others
Safety Training for Supervisors
The immediate
job
of preventing accidents and controlling rvork hazards fall upon the
supervisor not because it has been assigned to hinr but because safety and production control
are associated supervisory functions. One of the duties arising out of these functions is giving
job
instructions and therefore, supervisors should also undergo safety training. The objectives
of this training are:
l. To establish them as the "key
man" in preventing accidents
2. To provide them the tools for accident prevention
3. To help them gain skill in safety activities
4. To help them in the implementation of safety practices in their own areas of
responsibilities.
Saf'ety Training fbr Sa l'ety En gineers/Practi t i oners
.Safety
engineers act as consultants and are expectcd to provide timely advisc to
management and line people with regards to Salety and loss c<lntrol.
'fhey
should
therefbre possess the expertise in all aspects of safety ancl loss control to eflectively
discharge of this f unction. This expcrtise is acquired, tlrrough attending sal'et1, training,
conf-erences, and of course actual exposure and experiencc ot1 the
job.
The government, through DOLE, regulates the practice of safety and requires safety
practitioners to undergo the required 40
-
hr. Occupational Safety and Health training from an
accredited trainin g instituti on.
Safety Training for Management
For a safety program to succeed, management must participate and providc thc support
fbr the program. But in order for them to provide this support, they must be able to appreciate
the work of safety, their responsibilities in saf'ety, and the role of the sal'ety engineer or
practitioner. Managers therefore should also undergo safety training
-
Management salety
training.
Rcfresher Course
Refresher training to update people on safety should also be conducted. LJsually, salbty
orientation is given annually, and training for supervisors and managers every three years of
oftener.
r"
These are some indicators for the need of a refresher course:
l. When an individual or a group begins to exhibit a fairly steady record of'
poor performance.
When injuries resulting from a specific operation are ttequent.
Wren new products, processes, materials or nerv nrachines necessitate
Changes in work methods.
2.
3.
16
ROLE OF ST]PERVISORS IN SAI.'ETY
What makes a supervisor?
r
The supervisor is management on tlre front line.
I
They directly influence the quality and quantity of goods and services prorluced.
r
IIc nltlsl l)c atr ctttploycc rclatiort's luan, a
1lr<lductiorr
nrilr). an irrslluctor arrtl a
quality control man.
r
He has to be both friendly and at the sane tirne disciplinarian.
To fulfill his responsibility to management and employees, he must leanr to be at
the right place at the riglrt time. That means he lras to be a planner not ohly for
today, but tomorrow, next week, next month. He has to anticipate demands and
meet schedules in a manner, which will benefit the company and its ernployees.
Being at the riglrt place at the right time means the supervisor has to be, at times, a
salesman, fatlrer confessor, engineer, ptrblic and 1 cornntunity relatiolts mall,
spokesman for management, arbiter and many other things.
Among the troublesome aspects of a supervisor's
job
is the matter of discipline. But
most of them agree that discipline cannot be brought about by the use of threats or
punishment. The type of discipline that is built on fear is fast disappearing in
industry today. Supervisors are getting far more satisfactory results by building the
morale of thcir ernployees. Discipline situations griTc less frequently when
.
employees are lrappy in their
jobs
$l:
:l
Pointers On Horv To Boost Morale Of The Workers
l
r
Have as few rules as possible, but see to it that tlrey are observed.
r
Involve workers to develop minimum workable mles.
r
Remember that workers are people and that they prefer to be led.
r
Avoid playing fayorites - treat all workers alike.
!
Speak to offenders privately.
r
Make sure the worker is aware of and krtows the rules he broke, if not, see that he
is informed about it and that all workers know about it.
Basic Principle Of Supervision
It would be difficult to establish a hard and fast set of rules that a supervisor should go
-
by
in every situation with which he may be confronted. There are, howevtir, certain principles
that are applicable to almost all conditions and situations, provided a person understands
how to apply them.
A man who fully understands all of his responsibilities and duties as well as his authority,
he will obtain better cooperation from his fellow supervisors and his ernployees. It would
be to his advantage to have a clean understanding of company policies and to know how to
explain thern to the workers. He should assume the responsibility not only for the quantity
and quality of the production efforts of his employees, but also for the actions of his
employees.
.
The Supervisors and Ernployee Motivation
r
The Supervisor and
job
Economics
r
Organizational Communication i
I
Employee Training
r
The.Supervisors and Accident Preventon
t7
Safety Responsibility Of The Line Supcrvisor
The largest share of responsibility in the substantial reduction of accidents and injuries on
the
job
falls on the shoulders of the supervisors, not becaus,i it tras been arbitrarity assigned
to him, but because accident prevention and productjon control are closely associated to
supervisory fi.rnctions- Wrether or not a company has a safety program, tlre supervisor has
these principle responsibilities:
r
Establish Worker Methods
I
Giving Job Instructions
r
Assignirrg People to Jobs
!
Supervising l)eople at Work
r
Maintaining the Equipment and the Workalace
r
Instill Safety Consciousness
r
Proper Safety Equipment
r
Education Program
Superuisor's Role ln Accident Prevention
The supervisor should know all there is to know about preventing accidents, especially as
sirclr knowledgc relatcs to the work in his own department.
In these days of changing technologies, new equipment and materials, it is not always
possible to know all tlrtjre is about safety and prevention ol'accidents. But the supervisor
should be interestcd in safety and should have it in the hi[h bcarr, rlust have as a
minirnun, general knowledge of the basic elerncnts necessary for an elfective safety
proglam.
lt is a rnust for a supervisor to know:
I
Something about the general principle of machine guarding and horv to recognize a
bazard against unreasonable mechanical safeguards can be built. Needless to say,
this knowledge is of little value to a supervisor who thinks that an occasional safety
inspection of his departnent is a regular
job
for somebody else.
r
That no manufacturing or processing operation can be made foolproof.
r
What personal protective equipment is being used in his department.
r
How to investigate an accident and to apply corrective action so that this will not
happen again.
r
Something about the general principle of fire prevention.
r
The basic role which good housekeeping plays, not only in eliminating accidents,
but also in fire prevention and in occupational health and protection of personnel.
r
What mishaps occurred in his department over the past few years.
r
The safety regulations, which apply to the operations and personnel in his
Department.
r
Basic needs of his
instruction,
r
That the modern
controlling are rnost
personnel and the value of human relations and proper job
management concept of planning, organizittg, traittirtg attd
important to safcty and every phase o[his work.
These ten points are by no means represent all that a supervisor rnight reasonably be
expected to know in accident prevention. They, however, give a broad coverage and some
control of the People-liquipment-Machine and Envirottmeni concept so nccossary to the
achievement of a successful safety program.
r8
F.IRE SAFETY
The best defense against fire is to prevent a fire from starting in the first place. Although
many products stored in a warehouse or work area not flammable, sonre packaging type
commonly used today, such as cardboard, excelsior, fbam compositions, and paper packaging
are definite fire hazards. In aidition, some of the chernicals you work with rnay be able to
I
You need to know what to dt to keep fires from sta(ing, as well as holv to deal with the
emergency of an accidental firi. Because of the deadly danger of fire, it's to yourbenefit to
know how to size up a fire and how to respond in a fire emergency.
What Are The Regulations?
Occupational Safety and Health Administration (OSHA) regulates aspects of fire prevention
and response. Emergency planning, fire prevention plans and evacuation are addressed in 29
CFR 1910.38. In addition, the provisions for fire extinguishers and other protection are
addressed at 29 CFR 1910.157.
Elements Of Fire Safcty
A, Fire Prevention
I I Fire sal'cty engineering, design of building, operations, proccsscs
I l. Cood housckr:cping
I I Electrical sal'cty
t I Proper storage of materials (combustible & Ilanrrnable)
tl Safety practices
B. Fire Protection
t I Detention
t.l Alarm
.
l.l Fire locator
t.l Extinguishment
t'l Evacuation
n Rescue
l- l First-Aid
l-l Salvagc
Definitions:
Fire Prevention
-
is an engineering principle applied to prevent the starting of fires.
Fire Protection
-
refers to the detection, extinguishments and control of f ire spread after the
fire gas started.
Fire
-
a rapid oxidation accompanied by heat and light.
Flash Point
-
the lowest temperature at which a substance will give ol'f f'lammable vapors.
Ignition Temperature
-
temperature at which a substance will ignite and continue to burn.
Combustible
-
substance that can burn.
Flammable
-
substance that ca easily burn.
r9
Fire Chemistry
ln ordcr t<l havr: a Iirc, thrcc conditions must be prc.scnt sirnultancously. I.irsl., therc
must be fuel in the form of combustible vapor. Second, there must be oxygen present irr the
proper concentration to support combustion. Third, there must be sufficient heat to ignite this
vapor, and the amounl olheat'necessary varies according to the substance lrom which thc
vapor is given off.
'l'his
can be more graphically explained if we state that each of these
conditions represent one side of triangle and all three portions must be present to make the
triangle complete.
Four Basic Methods Of Fire Extinguishment
l. Removal or dilution of air or oxygen to point wherg combustion ceases.
2. Removal of fuel to a point where there is nothing remaining to oxidize.
3. Cooling of the fuel to a point where combustible vapors are no longer involved or
Where activation energJ is lowered to the extent that no activated atoms or free
radicals are produced.
4. Intemrptions of the flame chemistry of the chain reaction of combustion by injection of
compounds capable of quenching free radical production during their residence tirne.
Classes Of Fire
The Underwriter's Laboratories, Inc. have established the following cleissification of flres:
Class A Fires
-
fires in ordinarycombustible materials,
such as wood, paper excelsior, rags
and general thrash or rubbish where the quenching and cooling effects of quantities of water or
of solutions containing a large percentage of water are of first importance.
Class B fires
-
fire in flammable liquids, such as gasoline, oil, alcohol, greases or organic
solvents, where a blanketing effect is essential.
Class C fires
-
fires in electrical equipment or of electrical origin, where the use o1'
nonconducting extinguishing agent is of first importance.
Class D fires
-
fires of combustible
specialized control techni ques.
Fire Extinguish in g' Agents
Water
metals. These are limited to few industries and require
One of the most common methods of extinguishing fires is by application of water to
the burning mdterial. The application of water reduces the temperature of the burning rnaterial
below that is necessary for it to give off combustible vapor, thus, removing the heat leg of the
triangle by the cooling action of the extinguishing agent. For fires of wood, rubber, textiles,
'
etc. application of water on oil fires. If considerable oil is released, large amounts of water
applied to the are lvould spread the buming oil to nearby equipment. Further, water streams
should not be directed steadily on extremely hot lines and equipment as the'cold water streams
on hot metals caused buckling and sometimes failures.
Solvents and gas fires can be extinguished with Water by the use fbg nozzles This
equipment is designed to apply water in the form of fog or mist. When water is directed on the
fire on this manner, it is converted into steam which smother the fire by diluting the vapor-air
mixture above the liquid surlace to the point that here is insufficient oxygen to support
20
combustion. The use of water is effective as a cooling agent to adjacent equipment and for the
protection of fire crews rvhen working near fires.
Applying watr:r to an electrical firc prcscnts thc hazards ol'cleotrocution; thcrclitrc,
water should not be directed on electrical equipment in
4ny fonn until switches have been
opened or fuses pulled.
I
Steam
Steam is effectively used in the extinguishrnents of solvents and gns fires, It hns n
smothering and cooling effect on the fire. In reference to the fire triangle, the addition of'
steam dilutes the vapor-air mixtwe below the inflammable concentrations and removes thc air
(oxygen) side of the triangle. When steam is applied underhigh pressure, it has atendency to
remove the heat (ignition) leg of the triangle by the cooling action of the steam on the burning
material. Permancnt connections and steam silothering hose installations provide steam tbr
extinguishments for lires originating in trenches, sewers, small enclosures, pump packings and
vessels. Gassy areas are purged and gas concentrations are diluted by the application of steam
in such area. As steam is possible conductor of electricity, it should not be used on electrical
equipment unless the power has been shut off.
Carbon Dioxide
The use of carbon dioxide (CO2) as a fire extinguishing agent is effective in the
extinguishments of electrical fires, solvent fires and most gas fires but is not effective on fires
of wood, textile, paper etc. where flowing embers are present. A carbon dioxide extinguisher
consists of one or more cylinders of liquid carbon dioxide which vaporizes when released to
the atmosphere and is blown through a horn over the fire area. The inert gas, being one and a
half times heavier than air, dilutes the air (oxygen) side of the fire triangle and extinguishes the
fire by smothering. Diffrculty is sometimes experienced in using this' method of
extinguishments in an open atmosphere under high wind velocities because of the difficulty
exp".ienced in confining the gas to the fire.
Dry Chemical Extinguishers
In this type of extinguisher, a fbg ol'f-rnely powdered sodium bicarborrate (with a small
amount of aluminum sulfate as a drying agent or siliconized to repel moisture) is blorur over
the buming gas by the pressure of cylinder of carbon dioxide gas. A small hermetically scaled
cylinder of carbon dioxide is used in a hand extinguisher,.. This method of extinguishments
removes the air (oxygen) and heat (ignition) legs of the fire triangle and extinguishes by
smothering and cooling. The inert gases released by the extinguisher and the carbon dioxide
liberated from sodium bicarbonate being heavier than air, blanket the area to smother the fire.
Both agents are effective in cooling inflammable materials below their cornbustion point.
Extinguishments of fires by use of dry, finely powdered, non-combustible dust blown has been
used in various forms. Sand thrown over a small ground fire solvent or other similar material
has been effectively used for many years. The dust blown over the fire rvith the dry chemical
extinguisher being principally sodium bicarbonate, is converted to carbon dioxide and in
addition to the cooling effect of the powder, extinguishes by srnothering.
This powder being a non-conductor of electricity may be safbly and eft'ectively used on
electrical fire.
21
Foam
The most generally used fire extinguishing agent in the solvent storage is foam. I?oam
is the most effective of all extinguishing agent for fighting a solvent fire in the tank, in a fire
wall, trench etc. where the liquip surface can be completely blanketed with a layer of foam.
Foam extinguishes the fire by cutting off the solvent surface from the fire space and radiant
heat above, thereby stopping the formation of vapor essential to the burning of the solvents
and thus starves the fire by removing the air (oxygen) leg of the triangle. Foam ahs also the
tendency to cool the solvent surface, but its greatest efl'cctiveness is starving.
Being a contluctor o[cleotrioity
ifoam
is matlc up 0f about 95Yo watcr) lbam should not
be used on electrical flres until the electric power has been shut otf.
FIRE: What You Shoultl Do
1. When entering buildings, always be prepared for fire. Alrvays knorv your escape route
by choosing your nearest exit and alternate path olescape.
2. If you discover fire, give the alarm irnmediately.
3. If you hear the fire alarm in the building, be prepared to leave imnrediately accorclirrg
to any established evacuation plan.
4. If you have no designated responsibilities, leave the building quickly and quietly by
indicated route. It is dangerous to remain in a burning building. Fire often sprcad
rapidly and cut off escape and are likely to generate poisohous gasses.
5. If possible, close all windows and doors as you make your escapc.
.
6. Il forces to rcrnain on a srnoke-filled building, remember that the air is usually better
near the floor.
7. A temporary refuge may be secured behind any door. Even a thin woclden door rvill
temporarily stop smoke and hot gasses and may not burn through for several minutes.
The floors, walls and doors of rooms in most buildings will keep out all but the fiercest
fires for half an hpur <lr more. By closing the d<lor of a room, trappcd persons can
await rescue in greater safety than rnaking their way though srnoke filled corridors.
8. If a fire s suspected on the other side of the door, open it slowly rvith a loot against it.
9. Il'you must takc a daslt through smokc or Ilamc, hold your brcath.
I0. Take no chances of entering a burning building to save property. Only tlre saving of
lives
justifies
taking personal risk. l,eave the
job
of fire fighting to the fire fighters.
I l. Do not
jump
from upper story windows except as a last resort. Many people j
urnped to
their death even while firemen were bringing ladders to rescue thern.
12.lf fire breaks out zind there is panic rush for the main exit, keep out o1'the crowd and
attempt to find some other means of escape.
13. If escape is cut off, do not panic. Close the door and go to a rvinclow and wait for the
arrival of the fire department.
14. Never use an elevator as a means of escape.
15. If burned in a fire, report for medical treatment at once. Many burns or smoke
inhalations that do not at first seem serious have fatal results.
Housekeeping to Prevent Fires
The importance of good housekeeping ties in closely with fire prevention. lf you allow debris
or flammable material to accumulate, the risk of starting a fire increases, There is always the
possibility that fire rnay break out by accident. Fire prevention is part of everyone's
.iob.
22
Everyone must help to keep the work area clutter-free ancl safe fiom other fire hazards, such as
improperly used or stored chemicals.
You also need to know hat to do in the case of a fire emergency. Your employer has a lire
prevention plan spelling out everyone's roles; you should knorv the actions you are expected
to take in the event of a fire.
When a fire starts, think first of your safety and safety of others. Alert the fire department.
Try to put out the fire only if you have been trained to use extinguishers, and the fire is small
and tame enough to be extinguished by a hand-held extinguisher.
When the fire is out of control, the combustible material is unknown, or you have not been
trained in the propcr usc of extinguishers, leave the fire fighting to professionals with the
proper equipment.' ln case, sound the fire alarm, then call for emergency help from a sal'e
place.
Fire checklist
'I'ry
not to panic. Although fire is a panic situation, rvhen one panics, dangcrous rnistakes can
be made. The calm person who assesses the extent of the blaze, calls the fire department, and
acts quickly to contain or extinguish the blaze, is the one acting responsibly.
If the fire can be contained orextinguished, a properly trained person should use the right
extinguishers on the blaze. When using a typical extinguisher, allow the
"PASS"
method.
Hold the extinguisher upright and:
Pull the pain; stand back eight to ten feet
!
Aim at the base of the fire
I
Squeeze the handle
Sweep at the base of the fire with the extinguishing agent
If you aim at the high flames, you won't put out the fire. Remember, too, that most
extinguishers have a very limited operation timc, only 8-10 seconds; so you have to act lirst
and spray conectly at the. base of fire, not at smoke or flames.
Time is the essence of fire fighting. The smaller the fire, the easier it is to extinguish. Knorv
the location of fire alarms and extinguishers. Know your nearest fire exit an proceeds to it in
an orderly fashion.
Be especially aware of smoke and nexious fumes. These fumes enter the lungs and leave
person unconscious. All fires consume oxygen to burn. Most victims of a fire suffocate from
lack of oxygen and die. They are already unconscious or dead beflore the t]ames reach them.
Inside a building that is in flames, you should shut all doors within your reach. Get to your
hands and knees and crawl to an exit. This is important because smoke and heat rise rapidly,
and you will inhale less smoke near the floor. Outside, get away from the direction of the
flames and smoke to avoid inhaling smoke and fumes.
Use s Shield
ln any lirc situation insidc a building, anything you can usc -- nny typc ot'shiclcl, blankots, or
tarps
-
will help you get out of the building with less risk of injury. A wet cloth or
handkerchief over your nose will help cut down the smoke intake.
n
'tl
t_l
t_l
23
Fire Prevention
On the
job,
it is part of your responsibility to help prevent fires. Extreme care is especially
important when working with chemicals such as a flammable solvent, gasoline, gases, and
fuels.
The Chemical Fire
Many of the thousands of chemicals in use in the workplace are both highly toxic and highly
volatile, Extreme caution must be used to prevent
and fight fires resulting frorn chemical
spills and accidents. Know the hazards of the chemicals substances you use on the
job
and
how to handle and store them properly to prevent dangerous chemicals fires.
Chemical Hazards
Chemicals can cause serious injuries though physical (fire or explosion) or health (burns of
poisons) hazards. Many chemicals have inherent properties that make them very hazardous.
They might include:
lf Flammability - these chemicals catch fire very easily, hazards include property
damage, burns, and injuries.
U Reactivity
-
A reactive material is one that can undergo a chemical reaction
under certain conditions; reactive substances can burn, explode, or release toxic
vapour if exposed to other chemicals, air, or water-
fl Explosivity
-
An explosive is a substance which undergoes a very rapid cliemical
'
change producing large amounts of gas and heat, explosion can also occur as a
result of reactions betrveen chemicals not ordinarily considered explosive.
As a result of these properties, chemicals can produce fired that start and spread quickly and
may be difficult to fight or contSin.
Fighting Chemicals Fires
;
Unless you are a member of a fire fighting team, you will probably not be involved in battling
a major chemical fire.
When fire extinguishers are used properly, they can and ciften do keep a small incident from
becoming a major fire. However, you should be properly trained in their use and know their
limitations. Remember that fire extinguishers are "first aid" appliances designed to answer
immediate need. Early detection of frre is essential if it is to be controlled with only an
extinguishers. Call professional help immediately if the fire has spread out of control.
Flammable liquid hnndling Storagc
Flammable liquids give off ignitable vapours. Also, nearly all-flammable liquid vapours are
heavier than air and rvill accumulate in low areas with poor ventilatiorr. When they
accumulate sufficiently, they spread and can travel to an ignition source.
'l'hese
flames (of
ignition sources) might be cigarettes, a hand tool that sparks, a cutting torch, or a motor.
The best way to stop fires in the workplace is to eliminate the conditions and practices that
enable a fire to begin in the first place. l'his is why the handling and storage of flammable
liquids is so crucial. Safety procedures and equiprnent for the sa[e handling of these liquids
can be grouped into fbur segments. The basic safety principles apply to all o[them. You lnay
be involved in one or all aspects discussed in this section.
24
Storage
The typical plant stores liquids in two ways; reserve storage in drums and operational storage
in small quantities (fbr use at work station). For reserve storage safety, as soon as a drum is
unloaded, the bung cap should be removed and a drum vent screwed in; this prevents pressure
build-up if the drum is exposedto heat. Propervents also incorporate emergency relief, which
blow out under extreme pressure.
I
Drums should also be connected to grounding system; this eliminates static electrical build up
when dispensing flrorn the drum. If your plant does not have a drum storage room, drums
should be stored in a safety cabinet; they are available in siz.es to hold drums vertically or
horizontally.
Transfer
Transfer of flammable liquids refers to their removal from storage to the places where they
will be used. Liquids can be dispensed fiom drums by two methods: gravity florv from drunrs
stored horizontally, and bumping form drurns stored vertically.
For gravity flow saf'ety, Iiquids should be dispense into a safety can using a self-closing drum
value. OSHA requires the use of approved safety cans for transfer.purposes.
A drip can should be placed under the valve to catch spills and leaks,
'fhe
drip can and
receiving container must be bonded to the drum to draw off any static electrical charge.
The pump method faster empties the drunr almost completely dnd saves space because drums
are stofed vertically. Drip cans are not required. Bond the receiving containers if the pump
hoses are not self-bonding.
Mobile solvents tanks (liquid caddies) are used to distribute flammable liquids to work stations
using large production line equipment. They are equipped with rubber wheels, a measuring
pump, and a self-bonding hose.
Use
.
Use safety cans to hold and dispense flammable liquids as you work.: There are many work
station cans and tanks from which to choose. Liquids should be stored in safety cabinets at the
work station. Keep containers closed when not in use.
Disposal
Disposal of waste flammable Iiquids requires as much caution in handling as do any of the
other stages: Oily, solvent-soaked rags can easily start a fire. To prevent this, specially
designed waste cans should always be used for temporary storage. These cans have spring-
loaded lids and raised bottom with vent holes to dispenseJ heat. For removing flamnrable
liquids from the work station for disposal, drain cans and liquid disposal cans o{'fer the greatest
degree ofsafety.
Spill Cleanup
It is the vapours, rather than the liquid itself, that burn. When the liquid is spilled, vapour
release begins immediately, and continues until the liquid is removed. This requires that
cleanup operations begin at once.
Specially developed absorbent materials have becn developed fro spill clcanup.
'l'lresc
products are offered in pillows, pads, sheets, tubes, and other shapes to fill all cleanup needs.
25
Once the absorbent material is saturated, it should be place in a large disposal drum ancl sealecl
with a drum cover. Another spill cleanup involves the use of specialized vacuum equiprnelrt.
Compressed and Liquefied Gases '
The flash points of compressed flammable gases are extremely low and alrvays below room
temperature. Explosive mixturbs are readily formed with air. Ignition of even a sma'll leak
may cause the materials to ignite.
To avoid fires resulting ignition of compressed gases:
l.-l Never roll or drag cylinders when gases are stored, transported, or used. Use a
hand cart or truck specially designed for gas cylinders
I 1 Store all cylinders upright and secure thern to walls or bench tops during storage
use
TJ Compressed gases should be stored in dry, cool and well-ventilated areas,
protected from the weather, and away from flammable rnaterials. The area
should be posted for no smoking.
t-l Keep compressed gas cylinders which contain oxygen away from oil, grease, or
liquid flammables.
l Separate fuel and oxidizing gas cylinders by at least 20 leet or a lire wall
i I When adequate ventilation can't be achieved, make sure salety equipment is at
hand, including gas detectors, gas masks, self-contained breathing apparatus, and
protective clothing
[.] Be very careful about fittings or connections. Befbre any connections are rnade,
'
inspect the cylinder carefully. Do not change, rnodify, repair, or tamper with
pressure relief devices on cylinders.
fl When more inforrnation, advice or help is needed, call the gas supplier, when in
doubt about handling, contents or cylinder condition, seek an expert's advice.
Work at Working Safety
Any fire in the workplace has the potential to cause serious personal or property damage.
When chemicals are involved, the possibilities for destruction are greatly multiplied,
Prevention is the key to eliminating the hazards of any kind of fire where you work.
Preparation is the key to controlling the consequences of a free:
1. Keep work ideas cleaner and clutter-free
2. Know how to handle and store chemicals
3. Know what you are expected to do in case of a fire emergency
4. Call professional help immediately; don't Iet a fire get out of control
(this
applies to
a fire wherever you are).
l
5. Know what chemicals you work with
-
you might have to advise fore fighters on
the scene of a chemical fire concerning the type of hazardous substances involved.
6. Make sure you are familiar with your facility's emergency action plan for fires.
26
MACHTNE GUARDING
WORKING SAFELY WITI.I MACHINES
While machines ailow more sufficient, productive rvork,
you
must use them rvith greal
caution. Safety should be foreniost in your mind. When rvorking with rnoving machine pirrls
It's up to you to wear protective equipment, maintain equipment, and use sal'ety f'eatures and
tools conectly. You are in charge of your own personal safety on the
job.
Where Are the Rcgulations?
The Occupational Sat'cty and Health Administration (OSI{A) has put lbrth several regulations
that applies to the use of electrically powered machinery.
l'here are also guarding requirements under resistance rvelding. These requirentents touch on
lockout/tag out procedures during welding operations and point of operation guards for press
welding machines.
In general, remember that any machines part, function, or process that may cause injury must
be guarded. Where the operation of a machine or accidental or accidental contact rvit it, can
injure you or others, the hazard must be either controlled or elinrinated,
Serious Injuries Are Possible
Crushed hands and arms, severed fingers, blindness-the,list oI possiblc lnachincry-rclatcd
injuries is as long as it is honifoing, There seems to be dsrtnany hazards created by nroving
machine parts asihere are types of rnachines. Guards are esdential for protecting rvorkers fornl
needless and preventable inj uries.
In addition, most machines and power tools are pou,ercd tiy clcctricity lllcctrical hazards arc
cqually tlctrilitating.
Iilcotricity will givc you a slrock il'you accidcntirlly
lrccottrc a grrtttnd.
nieathing can stop ,nil n.rr. centers nray bc tcrtrpclrarily paralyzcd. Yottr ltcarttlcat is
intenupted so blood stops circulating. Heat from the cunent can cause internal bleeding and
destruction of nerves or muscles. The severity. of injury depends on where current flows and
how long, not the voltage. For example, did you knorv that 60/1000 of an ampere can kill you
if it passes through the chest?
you
can see that it's absolutely necessary to pay attention as you use equiprnent' A machinc'
can be pretty unforgiving il'you slip up-be sure you're in charge'
Where Mechanical Hazards Occur
These types of dangerous moving parts need guarding:
..
The point of operation, or that point where work.is perfonned on the material,
such as cutting, shaping, boring, or tbnnirrg of stock'
.
power
transmission apparatus, or the components of the mechanical systern
which transmit energy io the part of the rnachine performing the rvork. These
components include flywheels,
pulleys, belts, connecting rods, couplings, cams,
sPindles, chains, cranks, and gears.
27
Other moving parts, or parts of the machine which move while the machine is
working, can include reciprocating, rotting and transverse moving parts, as well
as feed mechanisms and auxiliary parts of the machines.
Ilazardous Mechanical Motions.and Actions
Different types of hazardous mechanical motions and actions are basic tb nearly all machines,
Recognizing them is the first step you can take toward protecting yourself from the dangers
they present. We will briefly examine the following types of hazards in turn.
Rotating motion can be dangerous; even smooth, shaft ends, spindles, and horizontal or
vertical shafting are some examples of common rotating mechanisms whiih may be
hazardous. There is added danger when bolts, nicks, abrasions, and projecting keys or set
screws are exposed on rotating parts on machinery.
ts. or those locations tlrat can capture body parts in rotating machinery
parts, are common, but dangerous hazards for the machine operator. There are three main
types of in-running nips:
.
.
Parts that rotate in opposite directions while their taxes are parallel to each
These parts may be in contact or in close proximiry to each other. ln the latter
case, the stock feed between the rolls produces the nip points. This danger is
common on machinery with intermeshing gears, rolling mills, and calendars.
o
Another type of nip point is created between rotating and tangentially moving
. parts. Some examples would be the point of contact betrveen a power
transmission belt and its pulley, a chain and sprocket, or a rack and pinion.
.
Nip points can also occur between rotating and fixed parts \vhich create a
shearing, crushing, or abrading action, for example, spooked hand wheels or
flywheels.
Reciprocating motions m+y be hazardous because, during theiback-and-{brth or up-and-down
motion, you might get struck by or caught between a moving and stationary part.
Transverse motion (movement in a straight, continues lines) creates a bazard because a
worker may be get struck by or aught in a pinch or shear point by a moving part.
Cutting action involves rotating, reciprocating, or transverse motion. The danger of cutting
action exists at the point of operation where finger, head and arm injuries can occur and whcre
flying chips or scrap material canstrike the eyes or fhce. Such hazards are prcscnt at the point
of operation in cutting wood, metal, or other materials. Typical machines having cutting
hazards include band saws, circular saws, boring or drilling machines, turning machines
(lathes), or milling machines.
Punching action results when power is applied to as slide (ram) l'or blanking, drawing, or
stamping metal or other materials. The danger of this type of action occurs at the point ol
operation rvhere stock is inscrtcd, held, and witltdrarvn by lrand. typical tnitcltitrcry usctl filr
punching opcrations arc powcr presses and irttnrvorkcrs,
Shearing action involves applying power to a slide or knile in order to trim or shear nretal or
other materials. The hazard occurs at the point o['operation.where stock is actually inscrted,
held, and withdrawn. Machinery used for shearing operations includes rnechanically,
hydraulically, or pneumatically powered shears.
28
Bending action.results when power is applied to a slide in order to draw or stamp metal or
other rnaterials. A haz.ard occurs al tlrc point ol'opcrati<ln whcrc stock is inscrtcd, hclcl, and
withdrawn. Power presses, press brakes, and tubing benders all use bending action.
Guard Requirements
What rnust a guard do to protect you from mechanical hazards? Guards must meet these
minimum general requirements:
o
Prevent contact: The guard must prevent hands, anns, or any part of your body or
clothing from making contact with dangerous moving parts,
.
Secure: Guards should not be easy to remove or alter; a guard that can easily be made
ineffective is no guard at all. Guards and safety devices should be made of durable
material that will withstand the conditions of normal use. They lnust be firmly
secured to the machine.
o
Protect from l'alling objects:
'fhe
guard should ensure that no oltjccts can fzrll into
moving parts. A small tool rvhich is droppcd into a cycling machinc could casilv
become projectile that could strike and injure someone.
o
Create no new hazards: A guard defeats its own purpose if it creates a hazard of its
own such as shear point, a
jagged
edge
,
or an unfinished surface rvhich can causc a
laceration. The edges of guards, for instance, should be rolled or bolted in such a
way that they eliminate sharp edges.
j
Create no interference: You rnight soon override or disregard any guard which keeps
you from doing your job quickly and cornfbrtablj,. Proper guarding can actually
enhance efficiency since it can relieve your rvorries about injury. lf possible, one
should be able to lubricate the machine without removing the guarcls.
Even the most elaborate guarding system cannot offer efTective protection unless you know
horv and why to use it. You should be aware of the following:
o
A description and identification of the hazards associated with particular machines.
.
The guards themselves, how they provide protection, and the hazards for which they
are intended.
o
How to use the guards and rvhy.
o
How and under what circumstances guards can be removed, and b1, whom (in most
cases, repair or maintenance personnel only).
o
Whatto do (e.g.
"s1fflr)tyour
supervisor) if a guard is damaged, missing, or unable to
provide adequate protection.
Machine Guartting Mcthotls :
There are many ways to guard machinery. The type of operation, size or shape of stock,
method of handling, physical layout of the rvork area, type of material, and production
requirements or limitations will help to determine the appropriate method lbr ii given machine.
As a general rule, power transmission apparatus is best protected by fixed guards that enclose
the danger area. For hazards at the point of operation, wherc moving parts actually pcrfclrln
work on stock. Several kinds of guardirtg are possible. Guards can be grouped under five
general categories:
29
Guard are barriers which prevent access to danger areas.
A safety device may perform one of several functions. It may:
.
Stopthemachineifahandoranypartofthebodyisinadvertentlyplacedinthedanger
area.
o
Restrain or withdraw the operator's hands from the danger area during operation.
o
Require the operator to use both hands on machine controls. Thus keeping both hands
and body out ofdanger.
o
Provide a barrier that synchronized with the operating cycle of the nrachine in order to
prevent entrv to the danger area during the hazardous part ofthe cycle.
Guarding by location or distance has many applications. A thorough hazard analysis of eaclr
machine and situation is necessary before attempting this techniclue. The nrachine or its
dangerous moving parts must be positioned so that hazardous areas are not accessible or do not
present a hazard during the normal machine operation to guard a machine location. Iror'
example, locating a machine so that a wall protects the worker is guarding by location.
Feeding and ejection methods of guarding limit hazards associated with fleeding stock into
machines once it starts to function.
Miscellaneous aids do not provide complete protection frorir rnachine hazards, but provide an
extra margin of'safety. One example is an awareness barrier,
,An
awareness barrier servcs to
remind you that you are approaching a danger area.
Personal Protective Equipment
Engineering controls that eliminate the hazard at the source and do not rely on beliaviour lbr
their effectiveness offer the best and most'reliable means of safeguarding. Therefore,
engineering controls rnust be the ernployer's first choice fbi eliminating machinc hazards. But
wherever engineering coptrols are not available or are not fully capable of protecting you, you
must wear protective clothing or personal protective equipment (PPE).
PPE is, of course, available for different parts of the body. Hard hats can protect the head
form the impact of bumps and falling objects when you work with stock. Caps and hair nets
can help keep your hair from being caught in machinery. If machine coolants could splash or
particles.orid fly into the operator's eyes of face, then face shields, safety goggles, glasses, or
similar, kinds of protection might be necessary. Hearing protection may be needed when
operating noisy machines.
To guard the trunk of the body from cuts or impacts from heavy or rough-edged stock, there
are certain protective coveralls,
jackets,
vests, aprons, and full-body suits. Workers can protect
theii hands and arms frorn the same kinds of injury with ppecial sleeves and gloves. Safety
shoes and boots, or other acceptable foot guards, can shield the feet against injury when
handling heavy loads which might drop.
It is important to note that protective clothing and equipment can create hazarcls. A protective
glove which can becorne caught between rotating parts; or a respirator ['acc piecc which
hinders the wearer's vision, for example, require alertness and continucs attentiveness
wherever they are used.
30
Other clothing may present additional safety hazards. For example, loose-fitting shirts might
possibly become entapgled in rotating spindles or other kings of moving machinery. Jewelries
such as bracelets and rings, can catch on machine parts or stock and lead to serious injury by
pulling
a hand into the danger area.
Some General Safety Rules
General safety rules apply to both stationary and portable equipment. Never let
overconfidence lead you into taking unnecessary risks. The following rules apply to every
machine or power tool you use:
.
Keep your work area well lit and dry.
o
Maintain
.your
tools. For best and safest perfbrmance, keep them sharp, oiled
and stored in a safe, dry place.
Regularly inspect tools, cords and accessories.
Repair or replace problem equipment immediately.
.
KeeP your work area clean. Sarvdust, paper, and oily rags area a fire hazard and can
damage your tools.
o
Use safety features like three-prong plugs,
.double-insulated
tools, and safety
switches. Make sure machine guards are in place on large and small equipment.
.
Use protective equipment when necessary. This might include safety glasses, hearing
protection and respiratory protection.
.
Dress right. Never wear clothing or
jewelry
that could become entangled in power
tools.
i
lnstall or rcpatr ccluipmcrtt only il'you'rc rlualilicd. A {aulty job
rnay cause fires <lr
seriously injure you or other rvorkers.
.
Use the right tool for the
job.
Don't force a small tool to do heavy-duty work.
.
Keep electric cables and cords clean, free form kinks. Never carry a tool by its
cords.
Good tool habits soon become second nature. Follow the machine safety guidelines at your
workplace and the equipment you operate will serve you efficiently and saf'ely.
Grounding Is An Important Precaution
Grounding is one of the most
:mportant
safety measures.to take when working tvith electric
equipment. It provides a sat'e prth for electricity, preventing leakage of current in circuits and
equipment. Crounding shouldi be provided lor the entire system and inclividual pieces of
equipment. Check ground conn;ctions regularly for tightness.
Portable Power Tools
Saws
The circular saw is a heavy-duty tool with interchangeable blades for all types of woodcutting.
,. The saber saw is sonrervhat srnaller and used for snraller rvoodcutting
jobs
and curved cuts. A
chainsaw rnay be either gasoline or electrically porvered. Follow these safety rules when using
saws:
.
Before cutting. inspect the material to be cut lbr nails or fbreign objects.
.
Make sure blade guards are in place and rvorking prgperly.
.
Stay alert! Saws are noisy and the sound may drown out rvarning shouts or
instructions.
31
.
Wear goggles or goggles and a face shield to protect yourself from flying {ebris or
sawdust.
.
Inspect blade regularly. First, turii the saw off and unplug it. Don't use dull or loose
blades.
o
Don't overload the motorby pushing too hard or cutting material
o
Be sure you have firm footing and balance when using any saw.
deadly when you're holding a power tool.
Portable Drills.
:
Variable speed drills are ,.rru'ile tools used for boring holes,
grinding. Keep these pointers iri mind when using them:
that is too heavy.
Slips or falls can be
stone.
o
Keep machinc guards in place and rvear ear
o
l]clbre use, nrakc surc that whecls arc lirnrly
turning screws, buffing, and
and eye protcction.
hcld on spindles and rvork rcsts are
o
Select the correct drill bit for the
job
to be, done. Use only sharp bits.
o
Make sure the material being drilled is secured or clamped firmly.
.
Hold the drill firmly and at the correct angle. Don't force it to work or lean on it
with all your strength.
o
Always remove the bit from the drill when you're finished.
For storing a cutting edge to drill bits, use a drill trit sharpener, It should be double-insulated
and placed flat on a bcnch surface. Don't forget to wcar safcty glasses when you use the
shaqpener.
Grinding Wheels
Bench grinders are useful for sharpening, shaping, and smoothing metal, wood, plastic, or
tight.
.
.
Stand to one side while starting the motor, until operating spced is reached-this
prevents injury if a defective wheel breaks apart.
o
Use light pressure when starting grinding, too much on a cold lvheel may cause
failure.
Portable Sanders
l'hese tools make tinishing work faster.
'l'wo
types are orbital and belt. Rernember these tips:
o
Arrange the cord so that it won't be damaged by the abrasive belt.
.
Keep both hands on the tool for good control.
o
Hold onto the sander when you plug it in.
o
Clean dust and chips from the motor and vent holes regularly and lubricate when
necessary.
Misccllaneous Portablc'l'ools
hnpact Wrenches
-
T'hey opcrate on electricity or comprcssed air and dclivcr cxtra powcr and
torque for fastening and loosening bolt and drilling. Don't force a wrench to take on a
iob
bigger than it's designed to handle. Don't use standard hand sockets or driver parts rvith an
impact tool, they can't take the sharp blows. Don't reverse direction of rotation while the
trigger is depressed.
32
soldering lrons or
bc dangerous
because of the heat they generate.
Handle with care-th
ircl degree burns.. Always assume that i s-otdering
iron is hot' Rest a
or metal surface. Nevei swing an iron to remove
solder' Hold small
ers, never in your hand. .when cool, store it in its
assigned area,
Glue Guns - A glue gun can be a real trme saver. However, because it generates
temperatures as high as 450 degrees F, avoid contact rvith the hot nozzle and glue.
Shop Vacuums - They enable'you to keep a saf'e, and clean work place. Use the correct hose
size and accessory for the
job
you're doing. Clean filters regularly and never use your vacuum
to pick up flammable liquids or smoldering nraterials.
Safety Rules for Stationary Machinery
These are the
lig
workhorses of the shop and piunt. Remember to always stay alert and work
with caution. These tools are powerful and often more complicated ttran ttreir smaller cousins.
First, a few general rules that apply to operating machines:
'
Use all guards arrd safcty devices that are designcd to bc uscd with thc cc;uipmcnt.
.
Never use a dull blade or cutting edge.
'
Make adjustments and ar:cessory changes when machinery is turned off and
unplugged.
'
If you're tired, take a bre'rk. Also don't take your eyes bff your work or talk to
.
anyone as you use the tos.rls.
o
Dress right, don't wear loose fitting clothing that can get caught.
Table Saw
This saw has a large circular blade used to make a variety of cuts in wood or otlrer material:
o
Never reach over the saw to push stock that has been sawed.
.
Stand slightly to 6ne side, never in line with the saw.
A "kickback" occurs when material being cut is thrown back toward the operator.
This is one of the greatest hazards in running a table saw. To avoid it:
o
Never use a dull blade.
o
Don't cut
"freehand"
or attempt to rip badly rvarped wood.
.
Use the splitter guard.
.
Don't drop rvood on an unguarded saw.
Radial-Arm Saw
Often called the number one multipurpose sarv in the shop, this saw blade is mounted on a
moveable head, ancl slides in tracks or along a shaft. Most have built-in safety devices such as
key switches to start them, blade guards, anti-kickback pawls, and blade brakcs. Follow thcsc
precautions:
.
The saw and motor should always be returned to the rear of the table against the
column after a cut is made.
.
Of the motor slows while cufting, it means it is overloaded. This can be due to
low voltagc. bad blades, or matcrial being lcd too fast,
.
Keep the machine in good alignment and adjustment to prevent excessivc
vibration.
J)
Drill Press
The stationary drill pre.ss is a larger, more powerful version of a portable ctrill. Remember to:
o
ClamP or securely fasten the material being drilled whenever possible.
.
Make sure any attachments are fastened tightly.
Miscellaneous Stationary Tools
Power Sanders, These machines do finishing work in a fraction of the time it would take by
hand. Always select the correct grade of abrasive for the
job.
Move the work around to avoid
heating and buming a portion of the disk, belt, or wood. Remember to use the dust collector if
the sander has one.
Shapers. A shaper is used mainly for grooving and fluting woods. It can be dangerous
because of its high speed and because the cutters are difficult to guard completely. When
using a shaper, avoid loose clothing, wear eye protection and make sure the cutters are sharp
and securely fastened.
Welding Machines. The high-intensity are of even a srnall welding rnachine can cause
severe bums. Non-flammable clothing and hand and eye protection are needed to protect
against hot sparks and molten metal. Keep the area around the welding operation clean-hot
sparks can start fires.
Work at Working Safely
l)rullcr' cirrc antl salcty rvhcn using rnaclrirtcry is vitll.
l. Respect your equipment, know tho dangers it presents, and take safety precautions
necessary to work without injury,
2. Maintain ecluipment with regular servicing artd good housekeeping practices.
3. If you dorr't know how to use a particular piece of equipment, don't be afraid to adnrit
it. Find someone who does and learn from an experienced worker.
4. Think safety on the
job
to ensure that you and your equipment will have a long anci
productive life.
34
MATERIAL HANDLING AND STORAGE
Classification Of Materials Normally IIandled In Industrial Plants
According To Physical Charar,teristic:
A. SOLIDS
Bulk
-
crated large machineries and parts, crated materials, caustic blocks, soap blocks, etc.
Powder
-
flours, phosphates, sugar, cement
Granules & Gravel size
-
copra meal pellets, Silicates, brickets
Odd size
-
copra
B. LTQUIDS
l.ight solvcttls, orls, litels
Viscous
-
nrolasscs, asphalt, hcavy oil, paints
Pastes
-
delergent paste, adhesives
C. CASES
Classification According To llazardous Characteristics:
l. Flammahle
2. .lixplosivcs
3.
'I'oxic
4. Conosive
5. Emits hazardous fumes or gases
6. Fragile
Pointers On Safe Storngc Of Materials:
l. Materials that can rcact with other slrould be storecl in a separatc area.
'
2. Storage area should be well vsrrtilatcd and lightcd.
3. In storage area of flammable materials, electric bulbs should be protected with marine
lights mixtures.
4. Wlere there is danger of explosive or l'lamtnablc fumes being ernitted by stored
materials, rollirrg stocks such as'fbrklifts used inside the storage areas sltould be battcry
driven.
5. All tools to be used inside the storage areas ol'cxplosive or flammable rnaterials should
be of the non-spark type, For the samc reason, shoes of personnel working in or
entering the area should be rubber soled without metal cleats or "boston".
6. Warehouse ancl field tanks should be provided with lighting rods and arresters,
7. If warehouse is provided rvith a fire sprinkler system, no stocking should be closer than
2 ft. from the sprinkler heads.
8. Entrance/Exit openings between warehouses or between a warehouse and a process
area should be provided with fire doors. The doors should be installed
on that side of
the wall where fire is probability or both sides should be provided with fire doors if
possibilities of fire exist on sides. F'ire doors should not be locked.
g.
Storug. area should be provided fire extinguishers located at strategicieasily accessible
areas, Fire extinguishers stations should not be locked.
35
10 Do-not
stock against the wall. Provide at least 4 ft. of space between the pile and the
wall' This will provide
ventilation against the heat if there is fire at the
'ther
side of the
wall. This will also serves as an a"cess way for fire fighters.
l1' When.taking
sounding of tanks containing
flamrn'able
materials, use cotton cord
instead of nylon cord. This is to protect
afainst arcing because ol. static electricity
being stored by the nylofi cord.
ovided with "cages,,.
ng, or soil should not be exceeded. Where
be used, their weight should be considered.
16. Warehouses and other storage areas sh
especially where there are nighttime opera
17. "Leaning"
stacks or piles should be restocked immediately.
18' Materials stored in open air should be-protected against the weather especially if the
stored materials can react with water. Son e materials
and soluble can react with water
resulting in:
*
evolution of heat
*
emission of toxic or nuisance fumes
*
explosion
*
fire
*
dissolve into toxic or corrosive liquid
li
.
lf tarpaulins arc used to cover thc covcrcd rnaterials, thcy shgulcl 5c sccurcd or ticd
down to prevent them from being whipped by the wind. irlapping rarpaulins or their
cords can cause face and eye injuries. They also interfere with forklift drivers
vision.
19. Where materials being handled are dusty,
with filters or cyclones. Dust explosion is
dusts.
20 When stacking palletized bags of
compact, use props or stilts between
the pile.
storage areas should have dust taken away
alrvays a hazard particularly with organic
materials that tend to lose moisture or tend to
layers of pallets.
This is to prevent the sagging of
21. Drums and barrels should be stacked in the shape.of a pyramid with the bottorn row
checked or blocked to prevent rolling off. If they are to^be piled on their ends, plank
should be laid between layers.
22.\n large area stacking, provide for ventilation aisles especially if there is <Janger of
spontaneous combustion;The space will also provide for more effective hosing in case
of fire.
23. Tank f'arms for corrosivd liquids should be provided
with saltty showcrs at strategic
places.
Safety showers should be tested at least once a month.
24 Tank fhrms should have sectionized dikes or containing wall to contain the liquid in
case of failures.
25. When tanks are to purge with steam, do not hose down the tank with colcl water to
facilitate cooling. Sudden cooling can cause implosion because of the vacuum.
26. Compressed gas cylinders should be stored upright in cylinder racks or securely
chained to a wall, Valve covers should be securely s'crewed.
27. Use screw nails in the making or repair of rvooden pallets.
3(t
28. Use corner guards or edge guards on aisles side of stacking of sharp materials, like tin
plates or glass plates.
29. Broken steel or'wire straps should not protrude into passageways.
30. Have separate areas for storage of bunker oil.
3l.No welding or open flame cutting should be permitted in storage of flammable
materials, or rvhere the'warehouse floor is made of wood. If welding must be done
(only in extreme exigencies), materials should be protected against welding slugs with
an asbestos blanket or a heavy.tarpaulin that has been wet, Fire extinguishers should be
ready and must have been check beforehand that they are operational.
32.lf possible rvarehouse "sky lights" should be on the building side. If they must be
located on the roof they should have some protection against someone stepping on
tltcm. Thcsc skylights arc vcry liagilc, arttl arryurrc slcl)pinB orr thcrrt rvill lall througlt.
Pointers On Safe l{andling Of Matcrials
The most common equipment for materials handling is man hinrsell. I-lowever, for handling ol'
hcavy loads and lbr continuous opcration wc resort to rncchanizcd nratcrials hancllinlt
equiprnent. Here are sonre of them:
For solid materials:
l. Conveyors
-
belts, screw, drag, type, pneunratic, chain hook and scoop
2. Elevators
-
bucket, cage
3. Rotling Stocks- lbrklills, clamp lifts, durnp trucks, trucks, tank trailers
4. Floist
5. Cable systems
For liquid and gases:
L Piping system
2. Pumps
.
3. Trough or canals
4. Helicoid conveyor
5. Scoops
For manpower equipments:
l. Push carts or Haul carts
2. Wheel Banow
3. Drum Lifters
4. Buckets
5. Slings
o
Conveying systems should be interlockcd to controljamming.
o
There should be an automatic
"policeman" betleen intersecting conveyors.
.
Power transmission system of conveyors and elevators should be provided with shear pins
or clutches.
.
Overhead belt conveyors should be providcd rvith railings to prevcnt the load from
toppling over the side.
.
Overhead conveyors and elevator tops slrould be providdd with maintenance platforms.
37
a
a
tii
i't
Ii
li
There should be a regular maintenance systems for checking and repair of conveyor chains,
cables, hoist, etc. There should be a lubrication program. Regular inspection is rnandatory
if materials being handled are abrasive.
Sunken lloor conveyors should be covered.
Power sources for conveyorsl elevators, tank agitators should be providecl with a lock out
system.
Fuses should have their rated fuse links.
Do not work on moving conveyors or elevators.
Floor mounted conveyors should be provided with cross overs at strategic points.
Switches should be clearly labeled especially if they are clustered on a panel.
.
Overhead conveyors within height of man, or rolling stock such as forklifts should be
painted with yellow and black stripes and their overhead clearance clearly indicated.
Wire rope of hoist and elevators should,be inspected regularly. The rope should not be
frayed.
Belt conveyor should be provided with rollers to take up the slacks of the return side.
Side of hoist drum should be free of projection that could damage top cable.
A load should be picked up only when it is directly under the hoist.
Stay out ofsuspended loads from hoist or cranes.
Hoist hooks should be magnafluxed regularly to detect cracks. Do not use hooks that has
been heated and bent again.
Hoist or elevator wires should not be kinked or twisted.
Elevator doors should be electrically locked rvith the elevator drive. Elevator should not
start as long as the door is open.
Elevator floor should be flush with the building floor.
'
.
Do not overload any conveyor system.
Pipes should be color coded, specially those carying potdble water for drinking or for tbod
preparatron.
Insulated pipes should.be rei,nsulated after every pipe repqii.
Flange connection of pipin]; system carryirg corrosiveflfiquid should be providecl with
flanged protectors.
I,l
Tanks and pipes under p..rJ*. or handling corrosive fi{lriAs should have thickness tests
regularly to ensure that they are still of the designed thickness.
Before starting a gear pump or any positive displacement pump, be sure that the discharge
valve is open. Aller shutting dorvn the pump, make sure that the recirculating valve is
open.
When moving compressed gas cylinders, use a cylinder cart. Do not roll the cylinder. Be
sure the valve cap is securely screwed on.
When using a hand cart, push rather than pull the cart.
I
Do not use a flarnc lbr detecting llamrnable gas leaks, Use water or soap suds.
Betbre start up, blced tracer lines.
Do not allolv rvorkers to ride on belt conveyors.
Maintain correct lrelt tension, slippage or conveyors against the drum can cause the drum
to overheat. Roller should also be properly lubricated.
Conveyors should be grounded especially if they are handling flammable or explosive
rnnlcrials. Static clcctricity gencrated can causc this.
.
Drivers should not lcavc their forklifls rvith thcir cngine running or with thc
.
Use battery operated fbrklifts in highly flammable areas.
i
I
[brks elevatcd.
a
a
a
o
a
a
a
a
a
a
a
a
a
a
a
a
a
a
a
a
o
a
]8
common Problems a Supervisor/Safety Engineer Iiaces in Implementing
Safe Materials Handling and Storagc Program:
l. Overcrowding or overloading of storagc arcas.
'l'his
is a ncvcr cnding tighr bctrvccn thc
safety engineer and the warehouse manager.
2. Marine light fixturcs arc not
Jcplaced
allcr rcplacing a burnt out bultl salcty cnginccr vs
maintenance people, smoking in prohibited areas
-
safety engineer vs. the work force.
3. Refilling empty gasoline tanks inside the warehouse because operator did not check his gas
tank before starting operations.
4. Related to item 4, is carrying gasoline in an open container,
5. Haphazard piling or stocking.
6. Use of defective pallets
-
safety engineer vs. rvarehouse manager.
L Dripping oil from lorklifts
-
safety enginecr vs. maintenance people,
8. Freight elevators being utilized for personnel transport.
9. Bypassing pre-electrical fuses, or using fuse links with excessive ratings
-
saI'ety englirrccr
vs. production people.
I 0. Using steel bolts instead of shear pins
-
saf'ety engineer vs. production people.
I 1. Using a forklift and ordinary pallet as maintenance plattr)rn'l
-
saf'ct1, engineer vs.
maintenance people.
12. Hitch hiking on lorklill and even riding on the fbrks.
13, Using solid tire torklifts fbr yard work.
14. Workers not wearing issued PPEs
15. Not using the basket in "nait
traps" of pumps.
16. Not restoring insulation of pipes after maintenance work"
17. Poor Housekeeping
1 8. Sleeping on top of piles or stacked materials.
19. Overloading of forklifts, cranes or hoist.
20. "Speeding"
of forklifts inside the warehouse.
21. Safety shower audit reports being submitted without actually checking the shower.
22.Yalve covers of comp;ressed gas cylinders are not used or not securely screrved on.
23. Guards of chain drives and other power transmission device of conveyors, pumps, lifts,
etc. are not replaced after maintenance work
-
safety engineer vs. maintenance people.
39
ELECTRICT\L
SAFETY
Industry runs on electricity. It is efficient, clean, relatively inexpensive, and saf'e to use rvhelr
adequate precautions
are taken. When precautions
are not taken, however, electricity is
^ killer.
This write-up explains some of the most common hazards, what you can do protect yoursell'
against them and some of the steps the standards require to provide rvorkers rvith a safe and
healthful workplace.
Electrical wirings in industrial plants and homes are safely concealed behind walls, columns,
metal boxes, cabinets and cover plates, The electrical system is strictly regulatecl by codes and
standards to protect against fire and shock.
IIow does electricity work?
To handle electricity safely, including rvorking with electrical equipmcnt, you need to
understand how electricity acts, how it can be approached, the hazards it presents, and ho,,r,
those hazards can be controlled.
Basically, there are two kinds of electricity:
.
Static (stationary).
o
Dynamic (moving).
I
This write-up is about dynamic electricity because that isithe kind commonly pur to usc.
Dynamic electricity is the florv of electrons througlr a conductor. An electron is a tiny particle
of matterthat orbits around thenucleus of an atom. Electrons of some atorns are easiiy rnoved
out of their orbits. This ability of electrons to move or florv is the basis of electrical current.
When you activate a witch to turn on an electric rnachine or tool, you allorv current to llou,
lrorl thc gcncrating sourcc througlr conduclurs
(ustrally
wircs) to tlrc arcn <ll'rlcrrrirrrd.
A complete circuit is necessary tbr the controlled flolv of electrons along a conductor. A
complete circuit s made up of a source of electricity, a conductor, and a consuming dcvicc
(load).
i
Volts: Current x Resistance (or V:lR
)
l'he title of this section, Volts: Current x Rcsistancc, is an ccluation knorvn as Ohnr's Larv
I'he factors discusscd belorv relate to one anothcr as dcscribcd by this cquatiorr.
'l'his
relationship makes it possible to change the qualities of an electrical current but keep an
equivalent amount oI power.
A Force or pressure must be present before water fill flow through a pipcline. Sinrilarly,
electrons flow through a conductor because elcctrutnuttive./brcc (EMF) is exerted. The unit of
measure for EMF is a volt,
For electrons to move in a particular direction, a potential difl'ercnce must exist between two
points of the EMF source. For example, a battery has positive and negative polcs.
The continuous movement of electrons past a given points is known as utrrcnl,t lt is meastrrcd
in amperes. The movements of electrons along a conductor meets rvith some opposition is
known uresiilanca. Resistance to the florv of electricity is measured in o/ur,s. J'hc amount ol'
resistance provided by different materials varies rvidely.
40
I
I
I
I
I
I
I
I
For example, most rnetals offbr little resistance to the passagc of electric cLrrrent. I-lorvevcr,
porcelain, wood, pottery, and some other substances have
4
vcry high resistancc to the Ilor.v ot'
electricity. In fact, the'se substances can be used as insulators against the passage ol- electric
curTent.
What are hazards of electricitj,?
The primary hazards of electricity and its use are:
o
Shock
o
Burns
o
Arc-Blast
o
Explosions
o
Fires
Shock
Electric currents travel in closed circuits through some kind of conducting matcrial. You get a
shock when some parl of your body becorncs part of an elcctric circuit. An clectric currcnt
enters the body at one point and exits the body at location. l-tigh-voltage shocks can ciu,rse
serious injury (especially burns) or death.
You will get a shock if you touch:
Both wires of an electric circuit.
One wirc ol'an energized circuit and ground.
Part <ll'a nrachine, which is "hot"
t'recause it is contactirrg an energrzed',vire arrcl tlre
ground.
Don't take any chances with electricity. Onc rnistake can cost you your life.
'l-he
severity of the
shock a person receives depends on several factors:
o
How much eleotric flow through the body.
o
What path the electric current takes through the bddy.
o
How much time elapses while the body is part of the electric circuit.
What Happens to the Body?
The effects of an electric shock on the body can range frorn a tingle in the part touching the
circuit to immediate cardiac arrest. A severe shock can cause more darnage to the body than is
readily visible.
Relatively small burn marks may be all that are visible on the outside. However, a severely
shocked person can suffer internal bleeding and severe destruction
of tissue, muscles, and
nerves. Finally, a person receiving an electric shock may suffer broken bones or other injuries
that occur from falling after receiving a shock.
The Case of Water
Water presents an interesting and potentially dangerous situation. In its pure state, water is a
poor conductor of electricity. However, if even srnall amounts of impurities are present in tlre
water (salt and acid in perspiration, for example), it becomes a ready electrical conductor.
Therefore, if water is present anywhere in the work environment or on your skin, be extra
careful around any source of electricity. Carelessness with the combination o[
"vater
and
electricity could cost you your life.
a
:
o
4t
Burns
Bums can result when aperson touches electrical wiring or equipment that is irnproperly usocl
or maintained. Typically, such burn injuries occur on hands.
Arc-lllast
Arc-blast occurs when high-amperage currcnts
jump
from one conductor to another through
air, generally during opening or closing circuits, or when static electricity is discharged. I.iie
may occur if the arcing takes place in an atmosphere that contains an explosive mixture.
Explosions
Explosions occur when electricity provides a source of ignition tbr an exptosive mixture in the
atmosphere. Ignition can be due to overheated conductor or equiprnent, or nonnal arcing
(sparkling) at switch contacts. OSHA standards; the National Electrical Code, and related
safety standard have precise requirements fbr electrical systems and equipnrent used in
hazardous atmospheres.
Fires
Electricity is one of the most causes of fire both in the home and lvorkplace. Def'ective or
misused electrical equipment is a major cause, with high resistance connections being one of
the primary sources of ignition. High resistance connections occur wheie wires are improperly
spliced or connected to other components such as receptacle or,rtlets and switches.
Heat develops in an electrical conductor ftom the flow.6f .uo.n,. This heat rises the
temperature of conductor. As a result, resistance of the conductor increases, tirrther raising thc
temperature. Thus circuits conducting a higher rate of cunent pnd regenerating nrore resistarrcc
that it can handle may create enough heat to cause a fire.
Causes of Electrical Accidents
As a power source, electricity can create conditions resulting in bodily harm, property damage,
or both. It is important for you to understand how to avoid electrical hazards wlien you rvok
with electrical operation.
Accidents and injuries in working with electricity arc causecl by onc conrbination ol' thc
following factors:
o
Unsafe equipment and/or installation
o
Unsatb work places cause by environmental f'actots
o
Unsafe work practices
As an employee, you can definitely affect the last factor can be involved in reporting instances
of the first two thctors so they can be remedied.
Preventing Electrical Accidents
Protection from electrical hazards is one way to prevent accidents caused by electric current.
Protective methods to control electrical hazards include:
o
Insulation
o
Electric protective devices
o
Guarding
o
Grounding
o
PPE
42
GITOTIN DI NG FOIT SA IIE'I'Y
Grounding is necessary to protect you from electrical shock, safeguard against flre, and protect
against damage to electrical equipment. There are two kinds o'f grounding:
o
Electrical circuit or system groiinding, accomplished when onc conctuctor o1'thc
circuit is intentionally connected to earth.
o
Electrical equipment grounding occurs when the equipment-grounding conductor
provides a path for dangerous fault current to return to the system ground at the
supply source of the circuit should he insulation.
Ground at the service panel. Grounding is a safety precaution built into every home and
industrial plant electrical system. At the service panel, the main grounding wire is connected t<l
a metal water pipe and grounding rod that is buried in the earth, providing excess current rvitlr
a direct path to the ground,
Usually, a bare copper or green insulted groundin'g wire provides an alternate path l'or leakinli
curent, protecting the cirouit from damagc, and the user fiom shock.
Grounding in outlct, switch and cciling boxes.
The bare copper grounding wire in the cable provides protection against current leakage at an
electrical box. It is attached to the grounding screw at the back of metal box or to the
grounding terminal on a switch or outlet, and grounds the box, the mounting strap, the device
or fixture and all three-prong appliances that are plugged into a grounded outlet. When there is
more than one cable in the electrical box, grounding is accompllslred using
jumper
wires in a
pigtail connection.
Heavy
-
duty, 240-volt outlets, which only accept matching plug, are lbund behind most rna.jor
appliances. Both the outlet and its box must be grounded to protect against shock in the event
of short circuit. A two-slot outlet will not admit a grounded 3-prong plug and replace a 2-slot
outlet with a GFCI outlet.
Safety precautions are imBortant when working on a 240-volt outlet. Make sure the l1oor is dry
and wear rubber-soled shoes. Be sure to turn olT the power at the service panel and test to
confirm it is off before beginning any repairs. When performing a live voltage test, proceed
with caution.
POLARIZATION IN I,AMPS AND FIXTURES
Stopping current at the switch. In a properly wirecl lamp, or lighting llxturc, the switch
interrupts the hot wire that carr,ies current forward, ensuring that no clcctricity llows thr<lugh
the lamp or fixture when the s'*litch is off. Polarization in a lamp begins at the rvall outlet. The
narrow slot of the outlet is hot;'when a polarized larnp cord is plugged into the outlet, power
enters the plug through the narrow plong and is transrnitted through the hot, unrnarked rvire to
the brass socket tenninal. In a lighting fixture, current flows fronr the hot wire at wall switch to
the brass terminal of thc fixture socket.
GROUNDINC,.FA U LT CIRCU IT INTE RI.] PT E RS ( G ITC I)
The ground fault circuit intemrpter is an inexpensive device, which measLlres the clif'ference in
current levels going to and retuming from a piece of electrical equiprnent. I'low clocs this
device protect against shock? lf there is a ground tault in the.equiprnent so that the metal l'ratrtc
becomes energized, a certain amount of current rvill f'lorv through the operator ground. The
GFCI senses this leakage, trips, and breaks the circuit rvithin 1/40th of a second. Instead of
possible eleclrocution, the worst effect on the operator rvill tle a painful sltock before the
43
circuit is broken. Workers who operate electrical equipment should be protected by GFCI's
against the disabling and often fatal effects of ground faults.
OSHA regulations require the use of GFCI's on all l20ll4O volt, AC, single phase, l5-20
ampere receptacles on construction sites when:
o
the receptacles are us6d by workers
o
the receptacles are not part of the permanent wiring of the structure
While GFCI's provide workers with the protection frorn electric shock, employers may
institute an Assured Equipment Grounding Conductor Program as an alternative to installing
GFCI's.
There are three basic types of ground fault circuit intemrpters all of which have a test and ieset
button:
o
Portable adapter for existing wall outlets (convenience because it requires no
installation and can be used on 2 as well as 3 outlets.)
o
Replacement for wall outlets
o
Circuit breaker type of GFCI
GFCI at Breakers, are highly sensitive breakers that measures the current entering and
leaving a device along the circuit. If the difference is greater than .005 almperes, the trreaker
instantly interrupts the flow of current, shutting down the ci;rcuit before you can be seriously
hurt. A GFCI breaker replaces a regular breaker in a service panel. lt comes in l5 to 30 arnpere
versions and is available for both 120 and 240-volt circuits. The GFCI should check regLrlarly
by predsing the TEST button. If the breaker is good, it will trip; to reset it, flip the toggle back
to the ON position.
GFCI at outlets. If it is installed at the first outlet box in the circuit, the GFCI outlet rvill
protect all outlets along the circuit. The national Electric Code norv requires that new outlets
within 6 feet of the kitchen sink and the bathrooms, garages, basements and outdoors must be
GFCl-protected. Also available is a portable, plug-in GFCI that fits into any three-slot outlet.
To test a GFCI outlet, push the TEST button; the RESET button will pop out. Reactivate the
GFCI by pressing the RESET button.
LOC KO UT/IAGOtIT:CONTRO L
OiF HAZARDOT]S IINERG\/
I
Lockout/tagout procedures are for your safety. They are designed to prevcnt accidents and
injuries caused by the unexpected release of energy. Thesg procedures prevent workers from
accidentally being exposed to injurious and even life thleatening situations rvith energrzed
machinery.
Where Are the Regulations?
The Occupational Safety and Health Administration (OSHA) regulates lockoLrt/tagout through
the Control of Hazardous Energy standard, found at 29 CFR 1910.147. This standard mandates
training, audits, and recordkeeping to ensure that workers will not bc injured by
unintentionally energized equipment.
44
What is LockOut/tagOut?
Lockout is the process'of preventing the flow of energy from a power source to a piece clf
equipment, and keeping it from operating.
Lockout is accomplished by installing a lockout device at the power source so that equiprnent
powered by that source cannot be operated. A lockout device is a lock, block, or chain that
kccps a switoh, valvc, or lovcr in thc oll'ptrsition.
Locks are provided by the employer and can be used only for lockout purposes. fhey should
never be used to lock toolboxes, storage sheds, or other devices.
Tagout is accomplished by placing a tag on the power source. The acts as a warning no1 to
restore energy
-
it is not a physical restraint. Tags must clearly state: Do not operate or the
like, and must be applied by hand. Both locks and tags must be strong enough to prevent
unauthorized removal and to withstand various environmental conditions.
What Must Be Lockctl or'l'aggctl Out
The control of hazardous energy standard (lockouVtagout) covers servicing and rnaintcnance
of equipment where expected energization or start-up of equipment could harm employees.
You need to control energy before working in situations involving repair and replacernent
work, renovation work, and modifications or to adjustment to powered equiprnent. There nray
be other instances as well when lockout/tagout is required at your tacility.
In general, OSHA requires that all power sources that can be locked out, rnust be locked out
fbr servicing or maintenance. Remember, guards or interlock devices cannot be used as
substitute tbr locks during major servicing.
The standard requires that employers develop r-witten energy control programs that clearl), and
specifically explain all procedures for lockouVtagout. These plans must include:
o
Lockout/tagoutprocedures
o
Employee training
o
Periodic inspebtions
Ernployers must identiff and differentiate between authorized and affected employees.
Authorized employees physically lock or tag out equipment for servicing or maintenance. Not
that these individuals are not necessarily the people who normally operate the ecluipment.
Affected employecs are those workers
whose
job
requires them to operate equiprnent strbiect
to lockout/tagout, or those employees who work in arcas wherc lockout/tagout is uscd. Your
employer will infbrm you if you are an affected ernployee.
Controlling Energy Sou rces
A wide variety of energy souices require lockouUtagout to protect you I'rom the release o1'
hazardous energy. Some of ther.e energy sources include:
o
Electrical
t
o
Mechanical
o
Pneumatic (involving gases, especially air)
o
llydraulic (involving fluids, especially water)
o
Chemical
o
Thermal
o
Water under pressure (or steam)
o
Gravity
o
Potential
45
Lockout/tagout must be used to protect you from the potentially dangerous effects of
hazardous energy. Some of the problems of hazardous energy include:
o
Accidental start-ups
o
Electrical shock
o
Release of stored, residual, or poteritial energa
Remember, these accidents often occur when someone takes a short cut s,hen servicing
machinery, or they occur when a worker doesn't understand the equipment or
job
to be done.
Before the standard went into effect in 1989, OSHA estimated that failure to control hazardous
energy sources caused:
.
10 percent ofserious industrial accidents
o
33,000 lost work days each year :
o
Loss ofabout 100 lives each year
It was because of this serious risk to worker safety that the standard was developed.
The LockouUTagout Procedure
Lockout/tagout procedure cover the following:
o
The scope and purpose of lockout/tagout
o
How to perform a shutdown, including isolating; blocking, and securing machincs
or equipment
o
llow to placc, rcmovc, and translcr looks and wlro is rcsportsiblc lirr tltorn
o
How to test the machine to make sure it is locked out
Preparing for a Shutdown
Before you even turn off a machine as part of a lockouVtagout procedure, you should know.
o
The type and magnitude of the energy involved
o
Associated hryards of the energy involved
o
Control methods of the energy involved
ierforming a Shuttlown
Ilirst, notily all allcctcd cmpl<lyccs that you'rc about to stait a lockout prrrccdurc.
'l'ltcn
locatc
all energy sources that power the piece of equipment you'll be servicing. Allvays look lor
hidden energy sources. Some machines may have more than one source of power, so you must
make sure you know the machine and all power sources involved. Follow the procedures set
up to shut down each respective machine.
Isolating Equipment and Applying Lockout Devices
Your rnachines or equipment ttl be locked out should already be capable o1'being locked out.
Every power source has its o\,vn procedure for lockout. Lockout n'ray be accomplished by
pulling a plug, opening a discri'nnect switch, removing a fuse, closing a valve, bleeding the
line, or plaeing a block in the equipment. Generally, follorv this sequence of events:
o
After you have completed the shutdown, turn off the energy at he main power
sorrlce
o
Using your designated lock, lock out all energy sources involved
o
Attempt to restart the rnachine to guarantee that the power is shr.rt ofJ', then tum tlte
switch to the off position
tl('t
If several people are needed to work on a piece of equipment, each one must apply their orvn
lock. This prevents any accidental start-ups while another employee may still be working on
the machinery. ln this case, you'll a multiple lockout device that can accommodate several
locks at once.
When all energy sources are locked inform others of the lockout situation. One lvay to this is
by applying a tag to the power source.
Note: never use another employee's lock and never lend yours.
'fhis
protects you and your
fellow workers.
Safe Release of Stored Inergy
Equipment must be at"zero energy state" before servicing or hydraulic pressure, maintenance
work can begin. To get to this zero energy state:
o
Drain all valves, bleed off air from a systern, eliminate stored hydraulic pressure, or
use other method to release energy that is detailed in your company procedure
o
Test the machine to make sure that all energy was disconnected or rcleased
Verify That Machine Is Locked Out
Before you start to repair or service the machine, make sure that it has been properly isolated
and deenergized. With your lock in place, test the disconnection to make sure it can't be turned
on. Make absolutely sure that the power can't be supplied unless you know about it.
Restoring Power
Afler servicing is finished, check that all tools are rcmoved fioni the area and replacc all
machine guards. Make sure all employees are clear of the maclrine. Only then can you remove
your tag and lock and reconnect all sources of energy. After this, you may notify the affected
employees that the lockout has been removed and restart the equipment.
Following Trainings and Audio Requirements
OSHA requires that:
o
All authorized employee be trained irt recognition of applicable hazardous energy
sources, the type and magnitude of hazardous energy sources in use at the facility,
and how to perform the lockout/tagout procedure.
.
o
All affected employees must be trained in the purpose and the use o1'
lockout/tagout.
o
All other employees must be instructed on the purpose on the plan, but not in the
actual use.
o
Periodic inspections or audits be performed by an authorized employee who does
not use the energy control procedure being inspected.
o
Retraining must be done when there are changes in equipment,
job
assignment, or
procedures, when an audit shows deficiencies with procedure, and when the
employer feels the procedures should be reviewed.
Audits must be done at least annually, and should include questions to detennine if employees
understand the purpose of lockouVtagout, if proper locks and tags are being used, and if
established procedures are being followed. Each audit must be documented.
47
Other Concerns
Other contractors must be informed of your lockouUtagout procedure in full detail so that their
employees understand the meaning of locks or tags that they may come across during the
course of their work, In addition, if contractors will be using locks or togs, they should inform
your emploier so that everyoneaffected may be noticed.
Shift and Personnel i
t
In general, if a piece of equiprlrent is locked out at shift change, the person on the next shift
must apply his lock before the dmployee who is leaving can remove his.
Power Sources that Cannot Be Locked Out
In every rare case, a power source cannot be physically locked. Discuss this situation with
your supervisor to find out it tagout alone may,safely be used. There are ferv situations where
tagout alone is allowed.
Working at Working Safely
Your attention to and respect for your facility's lockouUtagout program will make the
workplace safer for both you and co-workers. Always follow lockout/tagout procedure during
sewicing or maintenance of equipment, where unexpected energization or start-up of the
equipment could harm you or a fellow employee.
l. Always lock and tag power sources and switches whpn you service or repair encrgized
.
equipment. "
2. Never ignore and remove the locks and tags of other employees rvhen you come across
them in the ivorkplace.
3. Know your role as an authorized or affected employee.
4ti
f,,arninated
Plastic'fags
-
-,--
:
English.Spanish Safety' 1fa$s
OEtITE' TIE
i
-==
3l--.-----
.-
+'--A-
I
Y^I LY E
'Xo.
erke.Yr)ur-Ou'n L,anrinated lfrg
49
Safety
Lockout
Devices
{
Twin
Cpening
Lockout
50
Pad lock Style
Locko ut
Seven Lock Locko
ut
Tamperproof Locko ut
5l
PERSONAL PROTECTIVE EQUIPMIiN:I'
According to the Bureau of Labor and Statistics (1997), 2.8 million people su{'le rcd
serious, non-fatal on-the-job injuries and illnesses, That works out to an average of over 7,000
persons injured per day throughout the year. In addition, an average of 17 Arnerican workers
die each year from injuries sustained on the
job. (1996)
These sobering statistics demonstrate that many rvorkers face unsafe conditions or work
practices in their workplaces everyday. While employers need to minimize these hazards as
much as possible at the source, this step is not always feasible, Use of Personal Protective
Equipment (PPE) completes other measures your employer takes to create a salbty
environment for you.
Where are the Regulations
The Occupational Safety & Health Administration (OSHA) has issued regulations
governing the use of PPE in general industry. You can find them at 29 CFR 1910.132-138.
Your employer must establish and administer an effective PPE program.
Hazard Assessment and Equipment Selection
Your employer must assess your workplace to deterqirine il'hazards arc present, or arc
likely to be present, which necessitate the use of PPE. OSH4 does not:want your employer to
rely only on PPE to protect against hazards, but rather to use PPE along rvith guards,
engineering controls, and sound manufacturing practices.
If the hazards cannot be eliminated (the most effective way of control) or controlled by
engineering design, and PPE worn by employees, The supervisor must do the followrng.
tr be able to recognize the hazards
be famili4r with the best safety equipment available to protect against these
hazards.
know the procedures for supplying the equipment
know how to maintain and clean the equipment
develop an effective method for persuading all employees to dress safety ancl to
wear the proper protective equipment rvhen they should.
Supervisors are in the best possible position to know what PPE ccluiprncnt is nccclcd and whcn
it is needed. It is part of their
job
responsibility to follow:up ofl the use of such equipment.
When persons do not see the purpose of using protective equipment, the supervisor must get
their cooperation by educating thern to recognize the need fOr it.
Getting some workers to use protective equipment may be one ol' the toughest
jobs
a
supervisor must face. The safe rule to follow when speci$ing or buying all types of safety
equipment is to insist on the best equipment and deal with reputable firms. Do not take a
chance on inferior items
just
because they may be less expensive.
Protecting the Eyes
Industrial operations expose the eyes to a variety of hazard flying objects, splashes of
conosive liquids or
.molten
metal, broken glass, dust and harmful radiations are common
examples.
fl
E
I
I
s2
Eye injuries not only disable a person, but they often disfigure him. Per-injury cost is high to
both employee and employer.
Among the equipment used to protect the eyes are: cover goggles, protective spectacles,
spectacles with side shields, cup goggles, chemical goggles, dust goggles, lninor's goggles,
meter goggles and welder's gogglbs.
Other types of PPE are face shields, bal biting helmets, rvelding helmets, hand-hold shield,
acid proof hoods, hoods with air supply.
Overcoming Employee Com plaints
Perhhps the most common complaint that people give as to why they do not want to wear
goggles are that they arc uncomfortable. That is why equipment must be carefully fltted.
Protecting the Foot and Legs
Where needed, satbty shoes must be worn and the supervisor must see to it that workers wear
the proper protectiorr. The responsibility for proper care of safety shoes rests with the
Among the safety shoes worn in industrial establishrnents are:
.
lree shoes ( rvlrere there arc severe electrical hazards or fire and explclsiclrr
haz.ards)
o gaiter rype (to protect people from splash of molten m'etal or fronr welding sparks)
.
reinforced shoes (where there are hazards from protruding nails and where the
likelihood of contact with energized electrical equipment is rernote, for exarnple in
constructi on industries)
o
leather shoes with wood soles or wood-soled sandals (for wet rvork conditions)
o
metatarsal guard qhoes (where heavy materials such as pig iron & heavy casting are
handled)
Leg Protection
-
Use leggings or kned pads.
Protecting the Head
Safety hats are needed on
jobs
where person's head is mendced by fall,ing or tlying objects or
by bumps. Impact resistance is essential. Hats must be fire resistant and impervious to
moisture, where contact with energized circuits is possible, only hats with shells made of non-
combustive fitting passing through the shell.
Ear Protection
Excessive noise must be reduced whenever possible. Ear protection should be used only as a
last resort. Among the equipment used are the insert type protectors and the mutf type.
Hands and Finger Protection
Depending upon the hazard or work, hands and lingers could be protected through the use o1'
asbestos gloves, rubber gloves, leather gloves, chrome-tanned corvhide leather gloves, cotton
or fabric gloves and coated fabric gloves.
Torso Protection
-
Use full aprons.
s3
Lung Protection
Use respiratory protective equipment, among these are the filter respirator, gas mask, air line
respirator, contained breathing apparatus and hose mask.
And for those who work at high levels, safety belts and life lines must be used.
Your Responsibility to Report Hazards
Think about the potential for a hazardous situation in your workplace. Would you knorv what
to do respond effectively? How do you report a safety problem or hazard?
A hazard assessment reflects an employer's responsibility to provide a workplace free of
recognized hazards that are likely to cause death or serious hann. Similarly, you have a
responsibility to report hazards you discovef. ln addition to participating in hazard
assessments, make these common sense rules part of your routine on the
job:
.
Identify all potential hazards before you begin a task.
o
Respect all precautions
-
don't take any chances.
.
Check with a supervisor or somebody else in authority if you are unsllre about
a situation.
o
Know in advance the potential problems in a situation, and what to do about
them if they happen.
..
Know your organization's hazard reporting prdcedure.
.
Leam basic first-aid procedures and use them on theiob only if your ernployer
approvcs.
.
[teport any haza'ds to a supervisor or dcsignated pcrson as soon as you bccornc
ware of them.
I
Work at Working Safety
.
'
Because your health is important to you and your employer, take the follolving points to heart:
o
[Jsc cot't'ln]on sensc rcgarding salicty on lhe.ioh arrrl comply rvillt ittty applicahlc
OSHA standards.
o
Work with your employei in identi$,ing hazards on the
job.
.
I(eport any
job-related injury or illness promptly, and scck rccommcttdcd
treatment.
o
Follow your employer's sal'ety and hcirlth rules and regulations, including the
use of personal protective equipment on the
job.
The goal of hazard reporting should be to make the workplace a sal'er environmertt for all the
employees. That goal needs everybody's support.
54
OCCUPATIONAL SAFETY & HEALTH HAZARDS
IDENTIFICATION. ASSESSMENT & CONTROL
Occupational safety and health hazards can mean conditions that may cause legally
cornpensable illness or it rnay mean any conditions in the workplace that can impair the health
of employees enough to make them lost their time from work, or to work at less than full'
efficiency.
Occupational diseases are caused by hazardous environment factors; the exposure is peculiar
to a particular process, trade or occupation and to which is generally dangerous to workers
when exposed.
The exposure to occupational diseases is generally widespread in manufacturing and mining,
and the expanding use of chemicals continually extends the exposure in all occupations. New
chemicals and new processes bring in new hazards and new exposures,
Classes of Health Hazards:
o
Chemicals:
These are poisons or conosive substances that directly attack the body.
They can either be in the following state:
| '
Gases
Vapors
Liquids
Solids
Dusts
Or any combinations thereof
o
Biological:
These are infections such as:
anthrax
parasites
athlete's foot or other fungi
viruses
tuberculosis
l'
o
Environmental conditiorf s:
These.are exposures to:
'
excessive noise
radiant energy I
extremes of temperature
=
pressure
rapid temperature changes
56
Manner of entry in the body:;
o
Inhalation
r
o
Skin contact
'
o
Ingestion
t
Eu !'e
Prcvcntivc / contJol measures:
1 . Eliminate sources of contamination or reduce the amount of exposure'. ,
o
Design of equipment
o
Substitution of less toxic for toxic materials
o
Change the process
o
Good housekeeping
2. Prevent dispersion of contaminants:
o
lsolate the process
o
Enclose the process
o
APPIY wet methods
o
Improve local exhaust ventilation
o
Maximize rvorker education
3.
'Protect
workers:
o
APPIY general ventilation
o
Provide personal protective equipments
Prevention Funda mentals:
o
Know the nature of potential hazardous substances, conditions or exposures
o
Set up and maintain control measures
Purchasing
:
Handling
Storage
Use/application
Waste disposal
o
Assign responsibility for prevention prograln
fire brigade teams
health and safety committee
emergency and fire drills
regular safety inspection
monitoring
safety audit system
57
INDUSTRIAL TIYGIENE
ThAt SCiCNCE ANd ATt dCVOtEd tO thE ANTICIPATION,
RECOGNITION,
EVALUATION
ANCI
CONTROL of environmental factors or stresses arising in or from the workplace which rnay
cause sickness, impaired health'and well-being or significant discomfbrt arirong workers or
among the citizens of the community,
Basic Concepts of Industrial Hygiene
l. Recognize
-
to identi& potential
or act
or stresses
2. Evaluate - to determine the magnitude
str'esses arising
in the workplace through qualitative an
3. Control
-
to apply corrective measures by eitJrer reducing or elirninating the
exposure
Concerns of lndustrial l{ygiene
.
Detection, measurement and evaluation of hazards in the workplace
t
Planning and implementation of measures to improve the environment
t
The conservation of the health and prosperity or the workers and his community
I Hazard Recognition
Basic Procedures in hazard recognition
o
Conduct a walk-through survey to pinpoint
o
Determine the process involved
o
Know the rarv materials used and its by-products
o
Educate the workers
o
Conduct a regular safety inspection
ll Hazard Evaluation
l. Detennine the magnitude or level of hazards with the use of industrial hygiene
instruments
2. Analysis of samples and compare results with existing standards
3. Monitor the work environment
Work Environment Measurement
-
is the direct measurement of hazards, environmental
stresses and their hazardous effects on the worker's health.
Purpose of Work Environment Measurement (WEM)
.
Determine the magnitude of hannful environmental agents
o
Predict the harmfulness of new facilities, processes and metlrods
o
To monitor workers' exposure to hazards
o
Evaluate the effectiveness of control measures adopted fbr irnprovement
.
Maintain a favorable working conditions
I
I
I
Iocatiofr of existing hazards
58
III Control of Hazards
The following methods of control may be applied:
.
Engineering Control engineer out the hazards either by initial design
specifications or by applying the methods of substitution, isolation or ventilation
.
Administrative Control
-
control of employees exposure by scheduling or reduced
work times in contaminated areas, and/or applying other work rules
o
Personal Protective Equipment
-
considered as the method of last resort rvhen
engineering and administrative controls are not sufficient to achieve acceptable
K
ynaduro
Types Of Occupational Health Hazards
1. Physical Hazards
-
include noise, vibration, extremes of temperature and pressure,
non-ionizing and ionizing radi ations
2. Chemical l-lazards
-
these are the excessive airborne concentration o{' vapors,
gases,
aerosols, and other cdntaminants that may either be in the l'orrr ol'dusts, fumes or
mists.
3. Biologic Flazards - include insects, ltrolds, fungi, laactcrial, vrral, ctc. and othcr
agents
4. Ergonomic Hazards
-
include improperly designed tools, equipment, or work areas;
unusual and unnecessary lifting or reaching, poor visual conditions; excessive
vibration; repeated forceful motions in awkward postures.
In the recognition and evaluation phase, the lollorving questions w'ill guidc thc saf'cty
personncl:
.
limits of exoosure
9el'i:
/.")er
a
a
a
a
a
a
a
a
a
a
What is produced?
What raw materials are used?
What other materials are added in the production stage?
What other by-products are produced?
What equiprnents are involved?
What is the cycle of the production operation?
What safety and health controls are utilized?
Who takes responsibilities on the safety and health aspects of the workers
exposed?
What is the level of exposure to harmful chemicals or physical agents?
After a general assessment of the potential or existing hazards in the workplace, a quantitative
measurement to note the extent of the hazard can be attained and thus, results can now be
compared to the various guidelines such as the exposure standards or threshold lirnit values
(rLV).
59
Threshold Limit Values (TtVs)
-
refer to the time-weighted concentrations of airborne
contaminants for an 8-hour workday and 40-hour per week exposure.
Types of TLVs:
l. TLV-TWA
-
is the time weighted average concentration o{'airborne contaminants
for a normal 8-hr. workday and 40-hr. rvorkweek, to which nearly all rvorkers rray
be exposed day after day, without adverse effects to their health.
2. TLV
-
STEL
-
is a time weighted average calculated over a l5 rninuto period. This
is applied in situations where brief excursions could be experienced, (while not
exceeding the 8-hour TLV-TWA).
3. TLC
-
C
-
are values which should not be exceeded even briefly. It is used in
situations where acute effects might be experienced, as with sensitizers, irritants,
and other quick acting substances/materials.
If any of these three TLVs is exceeded, a potential hazard from that substance is presurned to
exist. The degree of hazard from exp[osure to harmful environmental factors or stresses would
depend on the following:
o
Nature of the nraterial or cnergy involvcd
.
lntcnsityol'exJ'osurc
. .
Duration of ex;,osure
.
Individual susceptibility
Work Environment Measuring Instruments (Wem):
I. Physical Agents:
.
1. Noise:
o
Sound level meter
-
is the basic instrument used to measure sound pressurc
variations in the air.
Frequency analyzer
-
determines the distribution of noise levels according to
the frequencies. Usually the sound level mbter comes logelhcr with an octavc
band analyzer in a set.
Light:
o
Luxmeter or Lightmeter
-
is a photometer, which converts the light into att
electric current;the intensity of illumination in lux can tre read from the scale
of the instrument.
Extremes of Temperature:
Evaluation of heat stress is done using the Heat Stress Monitor
.
Dry bulb thermometer
.
Wet bulb thermometer
.
Globe thermometer
.
Sling thermometer
2
3.
(;0
. Radiation:
o
Film bhdge
o
Thermoluminiscence detectors
o
Pockcl dosimctcr
5. Chemical Agents
-
Gas and Vapors monitors:
.
Direct
-
reading instrument exemplified by colorirnetric-type <Jevices,
thermal, gas chromatography
6. Biologic Agents
o
Microscope
7. Other Useful Equipments:
o
Atomic Absorption Spectrophotometer- fbr heavy metals
.
Gas Chromatograph
-
for organic solvents
.
X-ray diffraction
-
for dust, asbestos fibers
.
High performance liquid chromatograph
-
for inorganic chemicals
Industrial Hygiene Control Methods:
1. Substitution
-
from a highly toxic material to a less toxic or nontoxic one.
2. Changing the Process
-
to improve quality or reduce the cost of production.
3 . Isolation
-
can be a physical barrier, can be in tenns of time, or enclosure of a rvorker or
an equipment or a process.
4. Wct Methods-- nrinimizes the prcscncc il'airborne dust haz.ards.
5. Local Exhaust Ventilation
-
removes air contaminants at their source; recluires less
airflow than dilution ventilation systems.
6. General Ventilation
-
add or remove air from work areas to keep the concentration of
an air contaminant below hazardous levels.
7. Personal Protective Devices (PPEs)
-
eye and face protection, hearing protection,
protective clothing, respiratory protective devices.
8. Personal Hygiene
-
industrial hand cleaner, washing facilities; food handling / storage.
9. Housekeeping and maintenance
-
immediate cleanup of any spills of toxic material;
periodic shutdown of equipment for maintenance.
10. Waste Disposal
-
done by highly trained individuals by neutralizing or detoxifoing
chemicals that are no longer needed.
1 l. Special Control methods
-
shielding; administrative controls like reduction of work
periods, shifting etc.
12. Medical Controls
-
involves pre-placement, periodic, routine and secondary monitoring.
6l
OCCUPATIONAL HEALTH PROGRAM
-the
branch of preventive medicine that aims to:
.
Promote and maintain the highest degree of physical, mental and social well being
of workers in all occupation.
o
Prevents among workers all departures from health caused by the working
conditions.
o
Protect workers in,their employment from risk resulting from fhctors adverse to
health.
,, O
Place and maintain workers in an occupational environment adopted to his
physiological and psychological capacity.
Basic Principles of the Occupational Health Program:
A. Health Protection
1. Health risk management at work:
o
Health hazard identification
o
Health risk assessment
o
Control measures
o
Health surveillance
i
o
R.:cords Keeping
i
,i
Informatit rn instruction and trai ni n g
o
Educate
o
Give specific instructions and training on health hazards
o
Provide trainirrg on sa[e work and Lrse of I)PF.]
'
.
Indicate potential hazarclous areas
First aid
o
Provide first aid treatrnent and facilities
o
Train and instruct thc rvorkplacc in ctncrgcncy rncdical
procedures
Medical treatment
o
Provide necessary treatment to common medical illnesses
Sickness and absenteeism monitoring
o
Monitor sickness / absenteeism
o
Identify occupational related diseases
o
Provide and effective rehabilitation program
2.
3.
4.
5.
62
B. Health Promotion
1, Assessment of health risk associated with the living environment
o
.Assess
and prevent health risk with living environment
o
Assess lifestyle associated with health risk
o
Provide employee information and assistance programs
o
Provide a system of records keeping to monitor the progress
. in controlling health risk
2. Employee assistance program
'
.
Develop physical fitness program
o
Provide health counseling
o
Provide treatment of illness
DEVELOPING AN OCCUPATIONAL HEALTH PROGRAM :
l. Priority Setting
-
essence of planning is in setting priorities, this vioa, reflects thc
resource limitations
2. Developing objectives, targets use SMART approach: Specilic, Measurable,
Attainable, Realistic, Time-bounded
3. Designing evaluation and monitoring tools for the program
ELEMENTS OF OCCUPATIONAL HEALTH :
The Worker :
o
His generic composition
o
Hispsychologicalcharacteristics
o
His disease susceptibility
The Tool :
o
Bio
-
mechanical design and specifications
The Task or Job :
o
APPIication
o
TraininB
o
Job satisfaction
.
'Rest
breaks
o
Shift work
e
Management support system
WorkingEnvironment :
]
Physical conditions
{
Bio
-
mechanical conditions
(r3
tl
SAFETY INSPECTION
A. Importance of Safety Insp,,:ction
1. Inspections are a necessary activity in a safety program. Every industrial plant and
each occupational function or operations harbors some existing or potential hazards
which arises through changes due to deletion of introduction of machines, materials.
processes or methods or structural changes due to construction.
'fhis
points up to the
need for an effective method of hazafi appraisal through inspections.
2. The basic purpose of inspection is to detect potential accident causes so they rrray be
corrected and to prevent an accident from occurring. Through inspection, it is possible
to determine those deficiencies, which need a definite planned system as necessary for
safety inspection as any other procedurel
3. The use of standard or specially developed forms and procedures results in unilonn
information for use in checking against previous inspections or inspections of other
area, plants, jobs
or companies. With unilornr information, repeated lindings of'the
same unsaf'e conditions will be recognized and further necessary action can be taken.
Methodical and well-performed safety inspections, done periodically, are at1
unequalled medium for determining accident-prevention needs. A definite, platrned
system is as necessary for safety inspection as any other procedures.
.
'fhe
practical value of inspection comes through corrcctive action bcirrg accomplishcd
as soon as possible. The extent of hazard indicated for each item reported must be
weighedto determine if immediate action is required or if sorme delay is necessary lo
obtain materials, etc. It is possible that ternporary corrective action ntay be substituted
until final action can be taken.
6. Good safety inspections often produce safer as well as more etllcient rnethods.
Mcthodically. trnilbrrnly planncd artd cclncltrctcd salcty insllcctions rrrir.\, [rc cxarrrplcs
of etlicient operations.
7 . Coupled with effective action as a result of recommendations, saf'ety i nspection is one
of the best methods by which management can demonstrate its sincerity regarding
accident prevention.
8. Other benefits, which are shared by both management and the workers as a result of
safety inspection, include increased efiiciency and better public and ernployee
relations.
9. Safety and efficiency always bring their o'vvn reward in better personnel and public
relations, Employees usually prefer lvorking in a safe plarrt and the reputation of a
company is usually
judged
by reports of accidents and injuries. As stated managernent,
which encourages or requires safety inspection realize that goodrvill and moral values
can be obtained in no other way.
:
10. Safety inspection can be valuable in pointing out areas, operations or rnethods, rvhich
require emphasis in supervisors or ernployee training.
4.
5.
(r,' tk
B. Inspection Methods
There are two fundamental classes of surveys:
l. Those requested by the organization surveyed or some segment thereof as a
function of an internal safety effort.
2. Those made by an
"outside"
agency or organization.
Five Basic Types of Safety Suweys:
l. Continuous Activity Surveys
2. Preventive Maintenance Suweys
3. Licensed Surveys
4. Special Surveys
5. One-call Surveys
Who Makes Safety Inspections
Internal Plant Inspection
1. Supervisors
2. Safety Committee
3. Safety Engineer
4. Specialist in the operation affected
5. Representative from the Boss' Office
6. Government Safety Representative
7. lnsurance Company Safety Engineer
What
"makes"
a Safety Inspector
l. Expertise
2. Ability
3. Experience '
4. Capacity for Ideas
5. Self-Analysis
Aids Needed in a Safety Inspection
l. Plans (Layout and Machinery)
2. Guides (Checklist and Inspection Guides)
3. Forms
4. Incidental Equipment (Hard Hat, Goggles, Flashlights, Tape Measures, Pencil,
etc.)
5. Technical Materials
6. Incentives
What To Look For
L General Conditions
-
include lighting, housekeeping, ventilation and similar
matters.
2. Specific Hazards
-
iriclude tools, machines, equipment, materials, etc.
3. Work Practices
-
applraisal of methods and the manner in which methods are
implemented,
i
C.
D.
E.
F.
Lr
,\-
G.
H.
How To Get Results
L Reporting
2. Recording
3. Application
Safety Inspection In L Nultsnell
l. What is to be inspected?
2. How often?
3. Who will inspect?
4. Who will supervise?
5, Reports and records?
6. Conective actions?
Steps in a Safety Inspection
Preparation
o
Plan
o
Rcvicw
.
Study
o
Outline
o
Procure
Equipment
o
Hard hat
o
Pencil
o
Study
.
Goggles
Plan Route
o
Have definite objective
o
Followsequence
Inspection pattcrn:
o
Gbneral Conditions (lighting, work area, building, chemicals, materials)
.
Specific hazards (tools, machines, equipment)
o
Work Experience (the human element, how lvork iq done)
J. Some Inspection Tips
o
Make notes
o
Don't disturb
o
Avoid conversation
o
Inspect all areas
o
Be constructive
o
Seek reason
o
Advise supervisors
.
Preparerecommendations
I.
a
t
,l
I
{o L,
ACCIDENT INVESTIGATION
PART I
-
BACKGROUND INFORMATION
Objectives: .
Everyone would agree that the main reason for undertaking accident investigation is to prevent
further accidents
-
at least those of similar nature. But investigations may be undertaken, in
practice, for a variety of reasons. They may be done because the law requires it. to ensure
compliance with legislation or to make a realistic assessment of the costs of the accident.
Specific objectives based on the positive advantages to be gained from thoroughinvestigation,
need to be identified in each rvorkplace. Procedures to meet those objectives can be
determined. It is important that these crucial objectives
,are
constantly cornmunicated to
workers and managers alike. All too often accident investigation has been perceived as thinly
disguised efforts to "find the guilty party."
Advantages and Objectives of a thorough Accident lnvestigation:
.
Raise awareness of potential hazard in the workplace
.
Scrvcs as a rcvicw of thc adcclLracy of cxisting corrtrols
o
Identifies potential hazards
o
Recommends corrective action
o
Provide reference data for future investigations
.o
Shows company's concern for its employees
o
Can be used for accurate cost analyses
Duty to Investigate and Report
Employers are generally obliged to investigate alI types of accidents much more the serious
and fatal ones. Reporting serious accidents are required within 24 hours by responsible
companies. Usually the top officer of a company location is tasked to make the report and is
answerable for the inci-dent. By investigating an accident, the company u,ill show to its
employees its concern for their health and safety. Also, the Departrnent of Labor and
Employment requires such a report. In fact, representatives of the Department immediatety
investi gate disastrous acci dents.'
The scene of the accident should not be disturbed until the investigation is cornpleted by the
company's safety committee or by government representative i[ required. lnvestigation and
report preparation should be done soon after the accident to obtain accurate information and
prevent long stoppage of operation.
The Accident Investigation Process
It is important, when conducting an investigation to remember the obiectives, which rvas
previously discussed. [n a systems approach, those objectives are based upon the need to
identifr any hazards or problems in anyway related to the accident, as rvell as the means of
correcting them.
These objectives should be clear to everyone in the workplace, particularly thosc involvcd with
the accident and its investigation. If there is the perception that the real objective of the
investigation is to find the "guilty party", investigators will find people less cooperative in
providing constructive infonnation. Or if the investigation,seems to be designed to identify the
single cause for the accident, then the investigation may lail to identily the irnportant
underlying
problems and thus fail in its major objectives.
(r
i
_.:a5xr
The approach taken here towards accidcnt invcstigation is bascd on a logical thrcc- step
process. These steps are:
.
COLLECTION OF INFORMATION
[or,
WHAT happened]
o
AIYALYSTS OF INFORMATION
[or,IVEY
it happene{
o
IDENTIFICATION OF CORRECTTVE ACTION
Each of these three steps is discussed below. Note that the emphasis throughout this process is
on the identification of underlying problems and not trying to decide whether the accident was
caused by an unsafe act or un un5:,afe condition. .
I
Collection of information
i
The object of this step of the prbcess is to find,out in detail exactly what happened. It is a
critical stage of the investigation. The scope and quality of the information obtained at this
stage will have an important bearing on the effectiveness of the analysis in the second step. For
example, failure to uncoVer, at this stage the fact that the equipment involved in the accident
was recently repaired or modified in some way, may result in failure to ask, in.step 2, why this
had been necessary.
When collecting information, the following points should be borne in mind:
o
In cases of serious accident, the accident scene must be sealed off and not
disturbed until a government inspector has given authorization. Even in
less serious accidents, instructions should be given to protect the scene
.
until the company investigator has had the opportunity for an initial
inspection.
.
lnformation must be obtained as quickly as possible after the accident
before the accident scene is disturbed and while events are still fresh in
people's minds.
.
In some instances, the safety of the investigator or investigating team must
be protebted. Ensure that suitable protective equipment is available and any
'
immediate hazards to health or safety are identified.
o
The investigator must remember that he/she is not looking, at this stage,
simply at the cause of the injury. The aim must consider and obtairr
information about the whole accident situation.
Considering beloiv is the type of information needed and then how to go about
collecting it.
Required Information
Obtain the needed information by asking the questions: WHO? WHAT? WHERE? WHEN?
And HOW? Remembbr that the analysis (Step2) will usually require that more detailed
information be collected.
I i
The starting point is finding out about the injury (or, where there was no injury, the
type of injury which might have been caused by that type of accident in question).
lnformation needed.
.
type of injury (cut, burn, over-exertion, poisoning, amputation, fracture, etc.)
.
injury agent (e.g. fan blade, grinding wheel, cutting knife, slippery step, solvent or
whatever was directly responsible for the injury)
.
when the injury occurred (time of day, shift)
kg
o
medical treafinent required (Was hospitalization required? Was medical aid or first
aid only required? Will time of work be involved?)
Next, information is needed about the injured worker or workers (if any): e.g., the
name of the injured worker, his/her
job
title, department, lopation, lenEh of tirne in present
job,
age, sex and lengh of service.
Build a picture, as complete as possible, of the accident situation. This includes
information about:
o
time,location (the time of day and location of the accident) :
o
task (the task being undertaken at the time of the accident and whether it was a
routine or non-routine task)
.
witnesses (the names and telephone numbers of any direct witnesses to the accident)
o
elnetgency response (type and effect of response including first aid, rescue, machine
shut-down, spill clean-up, etc.)
o
material, machinery and equipment (involved in any way with the accident
-
this
includes information about condition, guards, etc.)l
o
environment (whether conditions (if relevant), heating, lighting, presence of dusts,
fumes, ventilation)
.
organization (safety rules, procedures, maintenance, schedules, supervision,
communications)
.
personal factors (about the worker involved in the accident and his/her situation)
.An
Accident Investigation Form can be devised and will serye as a checklist of the
items you need to look at- Remember though that all checklists have certain limitations and
may not include some items, which are particularly relevant in your particular workplace.
Ways And Means Of Obtaining Information:
Information may be obtained in various ways. These include:
.
physical inspeition ofthe accident
o
interviewing witnesses (people, both workers and managers, who were direct
witnesses to the accident, should be interviewed. [n addition, it may be necessary to
interview others who may not have been direct witnesses but who have been
important knowledge about the task, equipment, machinery or about previous similar
accidents or
incidents.)
.
consulting technical sources (these include technical books, company procedures,
manufacturers, safety,,)4perts, etc.
)
ious similar accidents,
P as quickly as possible
after the accident. When noting information at the accident site, it is important to be as
comprehensive as possible. The accident site will not remain undisturbed forever and direct
evidence not collected initially may be lost.
Remember that there may be evidences at the site, wfrich does not initially appear to be
releyant, but which may become important once the task of analysis begins. For example,
finding a tool in poor conditioq which is not directly involved in the injury, may nevertheless
prove to be an indication of recurring problems with maintenance
-
one or more of which may
be linked to the accident.
Take detailed notes about the condition of any machinery or equipment at the site and
about any environmental
conditions (e.g. working surfaces, lighting, noise). Examine in detail
(q
the actual work, which was in progress at the same time of the accident. Was there a quality
problem or did the work involve rework? Note too the work positions involved and the
location of controls.
Take a camera to the site and photograph all relevarlt conditions and equipment from
various angles. In many circumstances it will be necessary to draw a floor plan of the location
indicating the accident site and the relative position of machinery, equipment, controls and
other information. Such a map should also indicate the position of the worker at the same time
of the accident in relation to the position of other workers and, where relevant, the work flow
from
point to point.
Direct witnesses to the accident should be interviewed as soon as possible after the
aciident, while the details are still fresh in their minds. As well as those rvho were direct
witnesses, it may be appropriate to identifr and interview workers and/or managers who have
special knowledge about the work being done, the equipment used or who were in the vicinity
at the time of the accident.
There is a distinct art to interviewing people
-
particularly those in the workplace a{ter
there has been a traumatic accident. Witnesses must be interviewed in a neutral and nolr-
threatening atmosphere. People cannot be forced to provide information or be constructive, but
an atmosphere can be created in which they will want to be helpful.
Some of the important rules to follow when intervieyiring are:
o put the interviewee at ease by assuring him or her that the purpose is not to
attach blame but to prevent other accidents
never interview two or more witnesses together
if a witness tells something which apfoars to conflict with another's
information, do not
jump
on this in a threatdning fashion. It is the rule, rather
than the exception, for people to have different perceptions of the same event.
never put words into the interviewee's mouth, this will only prejudice the
information collected
o
do more listening than talking. Aim, as a general rule to do no more than l0% ol
the talking- listening is far more productive
.
only use a tape recorder if the interviewee is not at all uneasy about it.
o
do not ask for "sworn" or signed statements from the witnesses
-
this is not
preparation for a court case
Technical sources who may need to be consulted include both company and external sources.
For example, if the agcident involved a faulty maqhine part, there may be a need to consult
maintenance schedules or to contact the manufacturer. If toxic substances were involved,
consult appropriate material safety data sheets and/or an industrial hygienist. ln addition, you
may need to review
job
hazard analysis, written safgty direqtions and other rules.
Analysis Of Information
Analysis of information collected by the investigators is one in order to determine underlying
problems and effective corrective action. The information collected initially represents
statements of fact. Next, seek erplanation so that solutions can be determined.
Analysis simply involves asking the question "Why?" repeatedly, until the root problem is
uncovered. In one accident investigation report, the following statement was made under the
heading "Accident Causes".
Injured worker suffered an eye injury because he was not woaring his safety glasses at the time
ofthe accident.
a
a
\o
While this statement is undoubtedly a true statement of fact, how does it hclp clcterminc what
to do to prevent another accident? The investigator needs to know why he inlured worker was
not wearing glasses. [f it tums out that he was not rvearing them because he was doing a rush
job,
the next questions might be: "Why
was this a rush
job?"
and "Why
did supervisor allow
the worker to carry out the taslcwithout glasses?" But remOmber that accidents are seldom, iI'
ever, the result of a single cause and there is a need, therefore, to pursue different lines of
inquiry.
It'is not unusual, following publication of a public enquiry into a major disaster, to see
the media headline the news item "Hutnan error blamed for airline crash", Of course there was
human error involved, but the fact of knowing this does little to help prevent future accidents
(unless of course we can find a way to prevent people from ever making an error under any
circumstances). What we need to know is why the error, or errors, was made and how we can
modiry the task, equipment or system to reduce the risk of error or to minimize the effects o{'
erTor.
Generally, one must continue to ask "Why"
until the point is reached where control is
beyond the scope of the workplace. A good example of this is when it is determined that a
sinr,ation existed because of adverse weather conditions. It is now pointless to ask why the
weather conditions were adverse, since technology has so far failed to provide us with the
means to control the wcather. Instcad onc might concentratc on c<lnsidcrirrg what work
modifications or task procedures should be in place where adverse weather conditions rnay
make work particularly hazardous. Another example is when the investigator finds out that the
injured worker had a serious argument with his or her spouse before he/she came to work that
morning. It would really be silly to ask why he or she had phis argument. It would be equally
futile to spend time considering how the company could see it that workers never had spousal
disagreements.
Determining Corrective Action
No matter how thoroughly the investigation is undertaken, it will be largely a waste ol'
time and energJ if the problems identified are not corrected. Deciding horv to resolve the
problems identified through the investigation deserves lose attention.
Recommended corrective action should be aimed at the underlying problem and not
just
the symptoms. "Tell worker to be more attentive to hazards", will not achieve much in a
situation where neither the worker concerned nor the supervisor in charge was aware of the
hazad in the first place. The following points should be taken into account in determining
corrective actions:
o
A part of the Accident Investigation Form requires therinvestigator to list every problem
,
identified in any section. l,n other words, the approach suggested here is to address every
problem identified, whethti:r or not the investigator feels it was a direct cause of the
accident in question
i
Be as specific as possiblei about the recommendatiog made. Instead of saying
"'f
rain
worker", it would be better to say, "supervisor to provide worker with 2 hours instruction
on the safe use of grinding wheels, safety department to provide training materials".
o
As a general rule, it is usually counter-productive to recommend discipline as part of the
investigator's recommendations. While discipline clearly has a role to play in health and
safety programs, recommending its use in investigations tends to scnd a message that
investigations are designed to "find the culprit". This means that it will be more difficult
to get people to be forthcoming with information the'next time an investigation must be
done.
,iI
.
Recommendations for corrective action should be realistic. Some solutions rnay have to be
considered long tenl because of the cost and complexity involved. Where this is the case,
'
recommend a short-term solution as well. Recommendations will be more likely to be
realistic if the appropriate, people/departments are consulted before they are finalized.
o
Finally, accident investigatign results, and the recommendations made
by those with the authority to irnplement corrective action.
PART TI
_
ACCIDENT ANALYSIS
THE TASK
L Was an inconect
job procedure used?
:
2. Was there a failure to follow the established safe procedure?
3. Was a proper job procedure unavailable? ,
4. Were housekeeping procedures a contributing factor?
5. Were any
job procedures used unsafe in the circumstances?
6. Was an incorrect tool(s) used?
7. Was the task unauthonzed?
8. Was protective equipment lacking or bad condition?
MATERIALS/EQUIPMENT
l. Was equipment/material failure a factor?
2. Was any equipment used in poor condition/
3. Was any material used sub-standard?
4.
.
Was any equipment unguard.d?
*'*'
I
5.
'
Were there any problems relating to porver sources?
i ,
6. Were lockout procedures followedl
7. Was the use of equipment authorized?
ENVIRONMENT
l. Were weather conditions a contributing factor?
2. Were working suSfaces slippery, dusty, or untidy?
3. Were toxic gases, dusts, fumes present?
4. Was glare a problem?
5. Was workplace inadequate for the task?
6. Was this a working alone solution?
PERSONAL
t. Was the worker inexperienced?
3. Was the worker in good physieal condition?
4. Were alcohol or drugs a possible contributing factor?
5: Was the worker under stressed work wise or personal?
6. Did the worker follow the correct working procedure?
ORGANIZATION
1. Was lack of adequate safety rules a contributing factor?
2. Was supervision for the
job
in any way inadequate?
3. Was lack of regular safety inspection a possible contributing tactor'/
4. Was inadequate maintenance a possible contributing factor?
5. Was there any failure by supervisors to detect or correct known hazards?
6. Have there been any similar accidents in the last two years?
must be reviewed
1J
Introduction
The process of determining the hazards associated with a
job
is often referred to as Job Salety
Analysis, however a Job l-lazardAnalysis (JllA) is a rnoro abcuratc tcrrn sincc lr.lllA looks Ior
the hazards associated with a
job,
those that present risks not only to employee safety, but also
.to
employee health and to the environment. :
Ultimately, every
job
should be analyzed. This analysis will bring about
associated with each steps, and will enable the supervisor to recommend
control measures.
Establishing JHA Priorities
the haz.ards
the appropriate
When more than one
job
needs to be analyzed, choosing whjch one to do first is an important
decision. Someiobs present a greater risk to health and safety than others and should take
priority. In most cases, the priorities are based on the following criteria:
r
High Frequency of Accidents or Near-Misses
Jobs with a high frequency of accidents or near- misses pose a significant threat to
health and safety.
r
HistoU of Serious Accidents or Fatalities
Jobs that have already produced fatalities, disabling iniuries, illnesses or environnrenlal
harm
-
regardless of the frequency
-
should have a high
priority.
r
'Potential
for Serious Harm
Jobs that have fhe potential for causing serious injury or harm should be analyzed, even
if they have never produced an injury or illness.
r
New Jobs
Whenever a new.job is introduced in your area, a thorough JHA should be perforrncd
before any employee is assigned to it.
I
Changes in Procedures and Standards
Priority should also be given toiobs that have undergone a change in procedure,
equipment or materials, and
jobs
whose operation may have been affected by new
regulations or standards.
Note: Even the most routine
jobs
can include unrecognized hazards. By performing a
thorough JHA you may be able to discover a safer or healthier way of performing the
job.
Selecting a JIIA Team
JHA should always be a team effort. By involving others in the process, you reduce the
possibility of overlooking an individualjob step, or a potential hazard.
'You
also increase the
likelihood of identiffing the most appropriate measures for eliminating or controlling hazards.
r
JFIAs are a team effort
An effective JHA team should generally include:
- The Supervisor
- The employee most farniliar with how the
job
is done and its related hazards
- Other employees who perform the
job
- Experts or specialists when necessary, such as maintenance personnel,
occupational hygienists, ergonomists, or design engineers.
By involving as many knowledgeable and experienced people as possible, you ensure the JI-lA
will be accurate and complete.
'lt
Performing a Job Hazard Analysis
Once the JHA team has been selected, you need to make'sure everyone involi,ed is familiar
with what a
job
hazard analysis is and how it is performed.
Job hazard analysis is a three-stage process:
l. List the basic steps necessary to perform the
job
from start to finish.
2. Identifi every existing or potential hazard associated with each
job
step.
3. Develop recommendations for ways to eliminate, or control each hazard.
JHA forms can differ from company to company. The form should be completed one column
at a time. In other words, all of the basic
job
steps should be listed before rioving to the
second column. Then, all of. the existing and pbtential hazards for each
job
should be
identified before listing any recommended solutjons in the third column. Concentrating on one
column at a time helps ensure that the information in each column is accurate and complete.
It's best to complete JHA forms one column at a time.
1. Identifying Basic Job Steps
It is always a good practice to begin a JHA with a general discussion of how the
job
is
performed and a review of any related hazards. Once the tpam has a general familiarity with
the operation, they are ready to begin identifring the basic
j$p-
steps.
The most effective rvay for the JHA team to do this is
ft8
r,vatch carefully as an operator
performs the entire
job
at least once. Then, as the operator performs the
job
again, the
individual steps are noted in the JHA form using simple action phrases that are short and to the
point: "Compress boxes" or "Remove tied bale from baler", for example. The
job
steps should
always be numbered to indicate the order in rvhich they are perforrned
Two of the most commqn errors made during this stage of a JI-IA are:
- Describing the
job
in too much detail; or,
- Describing the
job
in too little det'ril.
Supervisors or team leaders can often avoid these enors by listing as steps only those tasks
that would be described to someone being trained to perform the
job.
The purpose of the JHA is to identify hazards associated with a
job
and to make
recommendations for ways to eliminate or control those hazards. Describing
job
steps in terms
of what they are supposed to accomplish provides maximum opportunity to explore alternative
ways of performing the
job
in a saf'er, healthier manner.
In preparing for a JHA, actionr; that are necessary to accomplish a specific purpose into more
global job
steps should be comibined. This will keep the JHA form from being unnecessarily
long and complicated, yet it stili provides an adequate description of the complete
job.
.i(
2. Determining Existing and Potential Hazards
Beginning with the first
job
step, the team needs to identifi all of the existing or potential
actions or conditions that could lead to an injury or illnessj or harm to the environment. Each
step must be carefully examined for any hazardous bghaviors or conditions that might
reaionably occur during the normal perfonnance of that step.
To avoid confusion, each hazard should be labeled in a way that corresponds to the related
job
'lq
step. Explanations of hazards should be short phrases, which describe both the agent causilg
the hazard and the potential result. If there are no hazard, associated with a particular job
stepl
it is important to write the rvord "none"
in the middle column, and to nuinber it to niake it:
clear that the step has been examined for possible hazards.
Since
job
steps are often a series of related actions and movement, it is sometimes difficult to
identify all of the associatqd hazards. A simple technique to rnake sure that each step is
examined thoroughly is to consider four focuses.
- The physical actions required for that specific step
- The materials used
- The equipment used
- The conditions under which the step is normally performed .
,
I
Physical Actions
Many
jobs
require the operator to peiform specific physical activity that, if done
incorrectly can result in an injury or illness.
For example, when heavy objects must be lifted or moved by hand, the potential for
back injury or muscle strain always exists, Or, if the action rnust be pcrfbrmed
repeatedly, employees can suffer fatigue or physical stress that increases the chance bf
an accident.
Other
jobs
that present the possibility of injury or illness include those that require the
operator to work in an awkward or unstable body positions or to use excessive force.
r
.Materials
Whenever hazardous chemicals or other dangerous substances are involved in a
job
step, there is always the possibiliry of injury, illness, or environment hann. The
job
step should be carefully examined to determine if there is any way in which employtes
might be exposed to the material; if a fire or explosion could occur; or if the material
could be released intb the environment.
r
Equipment
'
Sometimes the equipment used during
job
step can expose employees to mechanical
hazards such as nip-points, shear points, or other hazards associated with unguarded
moving parts. Each
job
step should be examined for ways employees might possibly
be caught in, on or by any part of the equipment, and to see if any electrical or other
energy source or hazards are present that pose a risk.
I
Conditions
The team also needs to consider whether there are any environmental conditions that
could threaten an employee's health and safety. These could include
.poor
housekeeping, too much or too little light; hazardous noise levels, exposure to
temperature extremes; and adverse weather.
"What
if'Questions
In addition to identiffing those hazards that are possible
,when
the
job
is performed in the
normal manner, or under normal working conditions, some teams carry the process of
identiling hazards a step further by asking some "what if' questions. "What if' questions
allow the team to anticipate hazardous situations that might occur if nonnal operating
conditions were to suddenly change or if a
job
step were performed incorrectly or out of
sequence.
i
{
IJ
For example, these questions can be considered:
- What could happen if the operator tried to save tirne by skipping a
job
step or
bypassing a safely device?
- What ifthe wrong size or type of material is used?
- What if the power supply is intemrpted?
A common problem encountered when asking "what if' questions is deciding when to stop
considering possibilities. The'key is to keep the discussion focused only on possibilities that
the team considers most likely. Consulting previous. JHA and accident investigation reports
and talking with experienced operators will usually bb enough to keep the "what if'
questioning from becoming unrealistic.
Keep in mind that the purpose of the JHA is to identii/ all of the possible hazards. Each
job
step must be thoroughly examined until all of the team members are satisfied that the list of
hazards is complete.
3. Recommending Corrective Measures
The third and final phase of the JHA process involves recommending ways to eliminate or
control the hazards associated with each of the
job
steps.
r
Recommendations should be developed at the
job
site wlrenever possible
possible solutions at;ihe
iob
site. This allows the JHA
hanges as they are plloposed, in order to avoid making
,
or that may interfere with other
jobs.
r
Recommendations shoulu be developed in sequence, beginning with the first hazard
The team should begin with the first
job
step and work their way down the list until
recommendations have been made for each of the hazards listed in the fonn. Dealing with
the hazards in sequence allows the team to study what effects their recommendations rnight
have on subsequent steps.
r
Recommendations must be specific
A general statement such as "Wear PPE" is much too vague.
The JHA team needs to make certain that each recommendation adequately explains what
corrective measure is supposed to be carried out. For example, "wear heavy gloves, arm
protection, safety .glasses" is a .more effective recommendation, providing specific
direction.
I
As many solutions as possible should be listed.
Frequently, a JHA team will be able to suggest several different ways to eliminate or
control aparticular hazard.It is essential that all of the precautions or corrective measures
be listed even those that may already be in place. Since JHAs often serve as the basis fbr
developing standard operating procedures, or are used to deliver training, all of the
precautions necessary to perform thejob safely need to be included.
The most effective recommendations are those that eliminate hazards altogether. Many times,
however, that is not immediately possible and temporary measures must be recommended urrtil
a more; permanent solution can be irnplemented. For,exarnple, it may be necessary to
recomrriend the temporary use of respirators until an adequate ventilatiott s1'stem can bc
installed.
It
-'-' .q
";:.t:-:I&i4B-4!!trtb
In most cases, effective recommendations for corrective measures ban be developed by
considering the same four factors used to identi$ hazards:
- The physical actions necessary to perform thejob
- The materials used
- The equipment used
- The conditions under which the
job
is performed
I
Physical Actions
If fte physical actions associated with a particular job
step pose risk to the employee, it may be
possible to eliminate the risks by modif,ing, rearanging, or combining actions.
It is also good practice to always list personal protective equipment (PPE) that may be used to
control the employees' exposure to the hazards associated with a particular physical action
-
even when recommendations for eliminating the hazard have been proposed.
r
Materials
If materials associated with a
job present hazard, it may be possible to substitute a less
hazardous material. If substitution is not possible, it may be necessary to recommend ways to
control the employee's exposure to that material by suggesting the use of PPE or the
installation of protective devices such as splashguards or shields.
r
Equipment
When'equipment hazards exist, recommendations for corrective measures can include the
installation of machine guards, automatic safeguard devices,
'or perhaps even the replacenrent
of a particular piece of equipment. Once again, recommending the use of PPE should also be
considered.
. \Uork Area Conditions
Recommended corrective measrres for changing conditions in a work area could include such
things as: improved housekeepirlg procedures; installation of additional lighting, ventilation, or
noise reduction systems; the use[of PPE; or the relocation or redesign of the work area.
t
Using the Job Hazard Analysis
The information provided by a thorough
job
hazard analysis can be used as the basis for:
- Developing or updating standard operating procedure
- Training employees
- Observing employeO performance
- Conducting inspeitions
- Investigating accidents
r
Developing or Updating Standard Operating Procedure
The results of a JHA provide an excellent foundation forrcreating or improving the standards
operating procedures for a
job.
Each of the steps necessary to perform the
job is listed and all
the hazards and control measures associated with the
job.are
identified. Supervisors can use
this information to develop written procedures lor performing the
job in the safest and
healthiest way possible.
1l
.lr.--':F@-----
r
Training Employees
Completed JHAs are especially.useful when training employees. The JHA can be used s a
stepby-step gurde for ensuring, ihat each step is performed safely and efficiently, and to point
out particular job
steps or hazar s that require special precautions. JHAs can also be used to
provide refresher training on
jobs
tHat are performed infrequently, to ensure that employees are
aware of any hazards that may be present and know how to protect themselves from those
hazards.
r
Conductlng Inspections
l
JI{As can also be used as guides during employee performance observations. A JHA allows
supervisors to focus on especially hazardous steps to ensure that the employee ii perfonning
those steps according to standard procedure.
r
InvestigatingAccidents
In the evdnt of an accident, a JHA can provide a valuable investigating tool. Comparing the
procedures which led up o the accident with those outlined in the JI-IA rvill allow the
supervisot to determine if the
job
was being performed incorrectly, or if a hazard was
overlooked n the initial analysi .
Summary
ii
li
JHA inrrolve steps, which, if performed incorrectly, can cqfse injury, illness, or harm to tlrc
environment. Others require employees to work with or|'dround hazardous materials or to
work under hazardous conditions. Supervisors and team leaders need a reliable and accurate
method of identifring and eliminating or controlling those hazards. One of the most effective
tools available to help supervisors protect the health and safety of their employees is a
job
hazard analysis or JHA.
Including
job
hazard analysis as part of your overall health and safety management approach is
one of the most effective steps you can take toward preventing accidents and illnesses in your
department. Performing JHAs on all of the
jobs you supervise, keeping them up to date, and
using them to their fullest advantage allows you to anticipate and elirninate or control anything
that might lead to injury, illness, or environmental harm.
To perform and accurate and complete JHA, you need to:
Assemble a team of knowledgeable and experienced personnel to conduct the .lHA
the team as a whole needs to:
Observe the
job
as it is performed to break it down into basic steps;
Analyze each step to determine what, if any, hazards could possibly occur; and,
Develop recommendations for eliminating r controlling the hazards associated with
Each step.
When you make JHA a regular part of your management system, you accomplish several
important things. ln addition to preventing accidents, illnesses, and environmental harm,
JHAs provide an opportunity to reinforce positive employee attitudes. The more employees
are involved in a process that concerns their own, health and safety, the more likely they are to
regard health and safety as an important issue.
'19
ii
I
Then,
I
t
t
.
SAFETY PROGRAMMING
A safety progmm is a plan or outline of activities conducted io pro,rot. consciousness among
management and workers in wo,rkplaces in ordcr to eliminate or rnininrize accidents and/or
illness to the lowest reducible level.
Safety program organization is:the method employed by management to assign responsibility
for accident prevention and to einsure performances under that responsibility.
i
{
Safety Program Res pon sibility
Role of Management in Safety Programming
An effective sifety prbgram permits a company to have'la working environment in which
operations are conducted economically, efficiently and safely.
This can be achieved basically through control of the rvorking environment and control of
people's actions. Only top management has the authority to inrplement such controls.
The Continuous Improvement Model
As time passes by the aspects on safety programming has tremendously irnproved. One of
these irnprovements is the introduction of
"'l'he
Cohtinuous Improvctncnt Model", il
framework for safety presented in the National Safety Council's Agenda 2000 Health
Environment program.
Continuous improvement is a process-oriented business approach that emphasizes the
contributions people make to long-range, perrnanent solution to problems, it is the cornerstone
of Total
Quality
Management.
Applying the process of the Continuous Improvement Model requires understanding causes
before designing solutions. Improvements may be dramatic or increniental. In any event, the
79
Supervisor
lnstruction Training
Leadership
Management
Policy
Employces
Learn & Use
Safe Work Met
Employees Interest &
Cooperation
Unions
Safety Director
model helps ensure that they occur regularly. The basic elements presented in this moclule
provide a review to help managers focus more closely on the activities that each elernent
encompasses.
Phase 1: Management Commitment and Involvement
The first phase is to rnake mafiagement commitment and to gain management's involvement.
Companies with successful safety and health programs have active senior management
participation. Without this active involvement, mid-level managers and front-lin" tup.*irorc
tend to ignore safety and health as an issue. Senior management signals its commiirnent by
stating a position that is communicated through clear, unambiguous policy and implementation
procedures. Management support indicates a broad commitment to the continuous
improvement in safety and health through ongoing involvement, allocation of rdsources and
feedback.
Phase 2: Establish a Baseline
The next phase in the Continuous Management Model is to assess the cunent situation by
seeing.where the organization currently stands in its safety and health program.
Teams made up of managers, supervisors and employees select an issue appropriate to its
company's needs.
Once an issue is selected, the team makes a snapshot of operations relating to that issue. To
leam what the "as is" conditions are, the team must first ilecide how to measure
-
review
logs, maintenance records, recordql;i;o waste
records, etc.), observe conditions aftffi their
ons. Once these parameters are set, ,ffhib n and
analyzes the results.
{
Phase 3: Set Goals
After the team establishes a baseline, the next stop is to set improvement goals
-
what the
operation'or organization "should be". By setting goals together, the team ensures that the
"buy-in"
occurs. Whal gets measured gets done, and the goal needs to be measurable, to
address the problem directly and to be aggressive. Improvement comes only by demanding
results that can be measured. If they aren't aggessive or linked to a specific problem, people
may not respond.'For example, setting a goal to reach 100% compliance in wearing hearing
protection is measurable, address the issue of hearing protection and is aggressive. Limit the
number of goals to keep the improvement process focused.and manageable.
Phase 4: Implement Strategies
Strategies are action plans to close the gap between the baseline (as is) and the goals (should
be). They spell out what actions to take and who takes them, and provide a timetatrle for
implementation. The team members make valuable contributions to designing strategies; they
ensure that the strategy achieves the goal. During implementation, someone from the team
follows up and monitors progress. Improvement is measured in terms of degree of goal
achievement within the allotted time. Communication is critical; the results are shared with the
other employees in the organization.
Phase 5:
'Review
and Adjust
Results are reviewed and adjustments to the program are made to ensure continuous
improvement. The key is to keep programs that work and improve or elirninate those that
don't. The organization begins to develop a vision of what "could be' in terms of safety and
health. The process is repeated as the organization builds on successes and learns frorn less
lil
r!
successful efforts.
80
Figure 3: Summary of the Continuous Improvement Model
Phase 1
Phase 2 Establish a Baseline
(Snapshot of "as
s")
Management Commitment and n Communicates a vision
Involvement ! Attend meetings and read reports
(Vision and leadership) [I Set performance standards
U Define roles and responsibilities
i:l Be an activist
Set Goals
(Where we slnuld be)
Implement Strat:gies
(Close gap betw'rcn
"us is" ancl
"should be")
I
I
Select a team
Team selects issues the basic
elements
Identify key measurements'
Conduct research
Analyze results
Comtnunicate findings
Add team members as necessary
Set goals
Communicate goals
Develop plans and actions
Carry out plans
Monitor results
Acknowledge successes
Build on successes
Reexamine the failures
Repeat the process
Communicate the process
u
u
Phase 3
Phase 4
u
r_l
tl
n
t_l
I
U
rt
U
!
l-l
l:]
Phase 5 Review and Adjust u
(Reachfor where we could be) t-l
tl
.rl
Thc efflocts oflthc application of Continuous [mprovcrnent modcl can bc dramatic as it clicits
the involvement of the whole organization.
Basic Elements of a Safety Program
There are seven (7) basic elements for a successful salety program. 1'hey are:
1. Managernent Leadorship (assumption of responsibility; declaration of policy)
There is a need for the management to make a written statement of its attitude towards
safety in the workplace. This can be set forth in a policy, which must be brief and clearly
define management attitude.
'
a. Enforce safe practices and conditions
b. Comply with cornpany policy
c. Follow safe instructions
d. Obtain good preventive maintenance of equipment or selection of proper
equipment when purchased
A policy should basically state that;
L The safety of employees, the public and the company operations are paramount.
2. Safety will take precedence over expediency or ihortcuts.
3. Every attempt Will be made to reduce the possibility of accident occurrence, and
4. The company intends to comply with all safety laws and ordinances.
81
l
2. Assignment of Responsibility (to operating oflicials, gfety
directors, supervisors, health
& safety committegs)
When safety policy has been set, the management delegates the everyday task of carrying
out said policy to the supervisors, foremen, foreladies, and/or health and safety committee.
The head of an operating tinit can set the example for placing and health and saf'ety in
equal emphasis and weight with matters of production, cost and quality by aclively
supporting the company's health and safety policy. He/she can do this by seeing to it that:
a. Each of his/her employees (workers) understand the chemical and physical properties
of the materials stored, handled or used by him/trer and
b. The necessary precautions are observed when using equipment, including the use of
proper safeguards and Personal Protective Equipment (PPE).
The establishment of a health and safery committee.is another excellent means ol'
developing, implementing and maintaining safety and accident prevention measures in the
work area.
3. Maintenance of Safe \ilorking Conditions (inspectors, engineering revisions,
purchasing, and supewisors)
Some protective measures to maintain safe working conditions within the plant are:
1. Operational methods revision to elirninate risks
2. Mechanical guarding
3. lsolation of operation or storage
4. Use of PPE
5. Proper ventilation
6. Proper use and maintenance of tools and equipment
7. Suffrcient and proper lighting
8. Sanitation
9. Fire control measures.
The plant's health and safety conditions can be appraised by keeping track of the
following:
1. Regular routine inspection
2. Special inspection and ,
3. Follow
-
ups to see if recommendations for health and saf'ety maintenance are met or
are carried out.
4. Establishment of Safety Training
Conduct of training course should be both for supenrisors and employees, These are
different kinds of training courses. They are:
1. For new employees
-
to orient and/or familiarize newly hired personnel.
2. On
-
the
job
training
-
for those already under the
:service
of the company for some
time.
3. Refresher service to reacquaint :old" personnel.
4. Supervisory training.
5. Participation in satbty working.
6. Offthejob.
7. Conferences.
8. Workshops.
..1
ilr
5il
$
82
Six (6) Musts in Training:
Tell the employee
I'\VHAT"
the safety program is.
Encourage them to learn, teach and practice safety every
"\YHBRE"
in the plant ancl off
the
job.
Answer questions so they will know
"!yHY" safety pays.
Teach
"WHEN"
you know they need training.
Make them conscious of
"WIIO"
benefits all the way.
Show them
"HOW?'
to do things the safe way.
5. An Accident Record System (accident analysis reports on injuries
-
measurement of
records)
Records are written account of accidents. They:
, '
1. Provide the safety direc:or with the means for an objective evaluation of his progrant.
2. tdentifi high injury rateiplants or departments; and
3. Provide information on
;he
causes of accidents, whibh contribute high injury rates.
Rule 1050 of the Occupational Safety and Health Standards states that establishnrents are
required to submit reports of work accidents and occupational illness, rvhich resulted in
.
disabling injuries. The form DOLE/BWC/OHSD/IP-6 (Employer's Report of
Accident/Illnesses) should be accomplished and submitted to the Regional Laboi Office,
copy furnished the Bureau of Working Condition. The form is a cornprehensive tool
covering pertinent data needed in recording and reporting occupational accident/illnesses.
6. Medical and First Aide System
-
placement examinations, treatment o{'injuries, flrst aide
services, and periodic health examinations)
The medical department of a company is tasked with the following pertinent activities:
Conducts pre-employment physical examination for proper physical check-up and proper
placement of workers.
.
Conduct periodic physical examination of workers expbsed to hannful toxic substanoes.
Arrange surveys of new operations or processes to know what exposures are detennined to
health that may be present.
Establishes a system for assigning injured workers on the kind of
job
thcy can handlc in
spite of their condition.
Acccptance of Pcrsonal llcsponsibility of limployccs
interest)
Employees too must have obligations for a safety program
them:
(training attd tnaintcnartct: ol'
to succeed. Flere are some o1'
Observe safe practices and procedures.
Have regard at all times for the safery of fellow employees.
Use his knowledge and influence to prevent'accidents.
Report to proper authorities any unsafe conditions,that rnay call his attention.
Contribute his ideas, suggestions, and recommendations fbr the improvement of
working conditions to achieve maximum safety.
Participate actively, whenever appointed as full pledge member of the heath and sat'et1'
committee.
7
a
a
a
o
a
83
Aside from training, the management has means at its disposal to maintain a high interest
in safety. Such promotional
methods include:
Safety Meetings
-
of which there are four types:
Executive and supervisor's meeting to formulate policies, initiate safety programs
or plan
special safety activities.
Mass meeting for special purposes.
Departmental
meeting to
.discuss
special problems,
and plan campaigns or analyze
rygidenls
Small group meeting to plan the day's work io that it is done iareTy.
Safety Contents
-
examples are:
I
Injury rate contents
I
Interdepartmental contents
I
Intergfoup contest
r
lntra-plant or inter-departmental
contest
I
Non- Injury rate contest
-
safety slogans, poster,
contests
housekeeping and community
r
Use of posters,
bulletin boards, displays to publicize
safety
r
Others like safety campaigns, safety courses and demonstrations, public address
systems, publications
and Suggestion system.
How to Start a Safety Program?
Management Initiative and Leadership
Top. panagement
assumes responsibility for health
health and safety program.
Setting up the Staff
Top management writes the company health and safety policy and declares it through a
meeting among the supervisory staffor through letters, bulleiins, and announcements. A health
and safety policy should be brief but should clearly define management attitude.and clesires.
Answer to the following must be clearly explained:
What does management want?
Does the policy pertain to on-the
job
health and safety? Off
-the-job
health and safety?
Property damage? Fire? Product safety?
Who is to be responsible for what?
Where and how is it fixed?
How does it fir into thb organi ation?
What will the committee do?
Who has the right to correct ant,l determine courses of action?
What rules will the company lirie by?
Outlining policy and general methods of procedure
A health and safety program is a definite plan action designed to manage hazards and prevent
cases of occupational disease. Some form of program is required to enable management to
measure performance against objectives, and to provide the framework for lmployee
participation; orderly alrangements to deal with safety issues; a mechanism to identify the
need for change and to manage the change process. By having a proper, identifiable program
both the employer and employee are better placed to meet their respective legal obligations.
Because organizations differ, a program developed for one.cannot be expected to perfectly suit
the needs ofanother.
rl
and safety and takes the lead in starting a
84
Policy Statement
An organization's occupational health and safety policy should be a clear statement ol'
principles, which serve a s guide to action. Senior management must be totally cornrnitted to
ensuring that the policy is canied out with no exceptions. Health and safety policy must be,
and be
seen to be, on a par with,all other organizational policies.
As with health and safety programs, no one policy is suitable for all organizations. The policy
statement can be brief, but it should mention:
r
The objectives of the program.
r
The organization's basic health and safety philosophy.
r
The general responsibilities of all employees. G
r
The ways employees can participate in health and safety activities.
The policy should be:
r
Stated in clear and concise terms.
r
Signed by the incumbent Chief Executive Officer.
:
Kept up to date.
r
Communicated to each employee.
I
Adhered to in all work activities.
Studying of plant's accident history and operation.
A study of the plant operation and accident history is conducted as the basis for the preparation
of a safety program.
Preparation of the Health and Safety Program
Prepare the safety program built around the basis elements and continuous improvement
model outlining the details such as targets, monitoring systems, awards, appraisal factors, etc.
and implement it.
Detailed study of accidpnt statistics
Evaluate its effect on the internal and external set-up of the plant or factory.
Was there an increase in production at lesser cost?
How did the Frequency Rate (FR) and Severity Rate (SR) compare with
,)
(periodic comparisons
-
last year, two years ago, etc.)
Were the employees morale boosted?
Did you have better public relation?
Involvement of the different departments (in the case of large establishments)
Medical Department
r
Conducts pre-employment physical examination for proper physical check-up and
proper placement of worker.
r
Periodic physical examination of workers exposed to harmful or toxic substances.
!
Arrange surveys of new operations or processes to know what exposures are
'
detrimental to health that maybe present.
r
Establishes a system assigning injured workers on the kind ofjob they can be handle in
spite of their condition.
85
Personnel department
Keeps records of lost time, accidents and sickness arising from work.
Collaborded with medical, employment and safety departments relative to the placement
of
emplo5rces on
jobs.
Arranges
.for
cooperation and assistance in rehabititation
of injured
emrflolrees. Establishes cross
-'file
corttrols t< prevent
unfit employees to work on
job
not
apporred for them.
Engineering department
Expedites safety work request, particularly referring to correction of critical hazards.
Consults with safety department before any new operation is started or new
installations/changes to existing buildings, processes,
operations or equipment are-put-up.
Coordinates with safety department on all pirrchases
of equipment, tools, materials and
personal protective equipment.
Requisitions for hazardous substances and materials should be referred to safety department
for proper investigation and clearance,
REMINDERS: Safety is a collective elIon; management andworkers alike should
work hand in hand to make a successful safety program.
tt6
k..'.
v
1
BASIC FIRST AID
I
First Aid - is an immediate ctrre given to a person who has been injured or suddenly taken
ill. It includes self-help and home care when medical assistance is delayed or not available.
Roles Of Fint Aid:
1. Bridge that fills the gap between the victim and the physician.
2. It is not intended to compete with or to take the place of the services of the physician.
3. It ends when medical assistance begins.
Objectives:
l. To alleviate suffering
i
2. To prevent added or further injury or danger.
'l
3. To prolong life.
Emergency Action Principles
1. Survey the Scene.
2: Do a Primary Survey of the Victim.
3. Activate Medical Assistance or Transfer Facility.
4. Do a Secondary Survey of the Victim.
Survev the Scene.
Is the scene safe?
.
What happened?
o
How many people are injured?
.
fue there bystanders who can help?
If you^are a trained first aider, identifo yourself as one.
Primarv Survev of the Victim.
A
-
Airway
o
Do the head tilt/chin lift maneuver.
. .
Is the victim conscious or unconscious?
B
-
Breathing
o
Do the LLF (Listen, Look and Feel)
o
Is the victim breathing?
o
Is it shallow or deep?
o
Does he appear to be choking?
' .
Is he cyanotic?
C
-
Circulation
o
Check the carotid pulse.
o
Is the victim's heart beating?
o
Assess the pulse.
o
Is he severely bleeding?
I
I
87
Activate Medical Assistance or Transfer Facilitv
lnformation to be relayed:
o
What happened.
.
Number of persops injured.
o
Extend of injury and First Aid giverr.
o
The telephone number from where you are calling.
.
Persons who activate medical assistance must drop the phone last.
Do a Secondary Survev of the Victim
o
Interview the victim
o
Check vital signs
.
Do the Head-to-toe examination
Golden Rules Of Emergency Care
What to do:
l. Obtain consent, whenever possible.
'
2. Think the worst.
3. Call or send for HELP.
4. Identif, yourself to the victim.
5. Provide comfort and emotional support.
6. Respect victim's modgsty and physician privacy
7. Care for the most serious injuries first.
8.' Assist the victim with his or her prescribed medication,
9. Keep onlookers away from the injured person.
10. Loosen all tight clothings.
What not to do:
1
L Do not hann.
I
- trying tg arousb an unconscious victim
- administering fluids/alcoholic drink.
2. Do not let victim see his own injury.
3. Do not leave the victim except to get HELP.
4. Do not assume that the victim's obvious injuries are the only ones.
5. Do not deny a victim's physical or emotional coping limitations.
6. Do not make unrealistic promises.
'
? . Do not trust the
judgmeni
of a confused victim.
8. Do not require the victim to make decision.
Characteristics Of A Good First Aider:
L Observant - should notice all signs
2. Resourceful - should make the best use of things at hand
3. Gentle - should not cause pain
4. Tactful - should not alarm the victim
5. Sympathetic - should be comforting
Respiratory Arrest- breathing stops, pulse and circulation may continue fbr
sometime.
Cardiac Arrest- circulation stops, the pulse disappears and breathing stops at the same
time or soon thereafter.
88
I
Clinical Death- when breathing and circulation stop.
I
Q - 4 min. - brain damage not likely
t
!,
-
6 min. damage probable
Biological Death- when the brain has been deprived of oxygenated blood.
I
$
-
10 min. - irreversible brain damage probable
r
l0 min or more - irreversible brain damage is certain.
Wounds - is a break in the continuity of a tissue of the body either internal or external.
Classification:
r
Closed soft tissue injury
.
Open soft tissue injury
.Common
Causes:
I
External physical forces
I
Mishandling of sharp objects, tools, machinery, weapon and equipment.
r
Explosion
',
'
First Aid (Closed wound)
I - ice application. Ice or cold packs will cause the blood vessels to constrict, which will
slow the bleeding.
f iil
C
I
compression. Manual compression over the area of inj$r,y will compress the blood
vessels and also decrease the bleeding.
E - elevation. Elevating the injured part rvill decrease the amount of srvelling.
S - splinting. Immobilizing the soft tissue injury with a splint is another way to decrease
bleeding.
First Aid (Open wound)
Control bleeding by:
Direct Pressure (main help)
-
pressure.is applied directly over the wound but not to eye
injury, wound with embedded object or head injury with possibility of
skull fracture.
Elevation
-
raise the bleeding part above the level of victim's heart if you don't suspect a
broken bone and if elevating the injury doesn't cause the victim more
pain.
Pressure pOint bleeding control (pressure on supplying artery)
-
if direct pressure and
elevatiorl don't control bleeding from an injured arm or leg, compress
the rnajolr artery that supplies blood torthe in
jured
area.
I
I
I
I
1l
89
RE:ENTRY
PLAN
1. Self-assessment of acquiied skills and know-how.
2. Visualize the expectatiori of
a. Your Superior
b. Peers
c. Subordinates
d. Family
a
'ii'
3. Prepare a Summary Report based on the discussion,illotes taken and handout
information.
4. Develop a Plan to:
I;
i.r
,.i
1,i
i. Communicate your acquired know-how
b. Super-impose acquired koow-howto exi
c. Identiff hazards and propose conective
d. Monitor implementation to the extent of
5.. Assist the company in keeping the interest on
90
IXrXrmf/(EIl?6
Rpublic offu Philimires
DAEtnnt of labu and Employnert
BIJREAU OF WOAKING CONDMONS
Mstrils
Ma
Name dfthbffshreil:
Nature of f,udnesc
Address
EXBOSURE DATA Jeuuery to lreerrber 19
Nun0rr dEm1fupec:
Totd lhr Workcd byAn Emphymllur@tte Year:
IMURYSUMMARY
Tot tsAll DfO@ hiurftx/kes:
TotatsNo*Ilkabffi ug ffitriec;
FlequmyRrte:
Severity Ratc:
GaerulMenaga
l. This report Ehall be acc@eliM c,tetrr m not lhere were accident/ilhess oecurenoes during the period cwered and
submitled to the Regional l-abm Office a local govcfirrcnt having juridiction
not later than 3Ch day of the month
fcillowing the end of,each calendaryear.
frupacy nefu is the iotal ormbq of disabling iajuries pa lonilltrp,-txnployoo hars of oxpooure.
Frreqreocy Rac -
Employeo-hours of Exposrre
Severity Rrte is th total numbcr of days lost or chargd por million-omployee hours of exposurc.
Severity Rate =
Employec-hourr of Exposrre
Eryomre is the tdal nrmber of bours wmked by all mployees in eacfo establidutrt ircluding employees of operating
prcduction, maintomc, transport*ion, eloctrical, administrative, mlec and otber deparm@ts.
Dirabling iniuries - work injuries, which result in deatlr, permarcnt total disability, perrnarent partial disability or temporary
total disability.
Nm{furHiEg injErier
{Medical
TreahnerQ - injrrries whict do not result futo disabling injrries but requirod first aid cr medical
attqrtion of any kird.
3.
4.
5.