Loss CONTROL MANAGEMENT Ee —— — oo Loss: Unintended Harm or Damage The result of an accident is loss. The most obvious losses are harm to people, and property damage. Implied and important elated losses are performance interruption and profit reduction. Losses, therefore involve harm or damage to anything in the occupational or external environment. Because Of its ease of recognition, much of our discussion will relate to on-the-job injury, illness and property damage. Once the sequence has occurred, the type and degree of loss. are somewhat a flatter of chance. The effect may range from insignificant to catastrophic, from a scratch or dent to multiple fatalities or loss of a plant. The type and degree of loss depend partly on fortuitous circumstances and partly on the actions taken to minimize loss. Actions to minimize loss at this stage of the sequence may include * prompt and proper first aid and medical care ‘+ fast and effective firefighting * prompt repair of damaged equipment and facilities * efficient implementation of emergency action plans, and * effective rehabilitation of people for work. Immediate Ceophe - Incident Loss > Causes Inadequate > Persnal > _Substancars > — LGomplance JP] “ESS” Fe] Seesancat > 10} Event L| Unintended D| Harm Lt] Damage Figure 3. The DNV Loss Causation Model 8 MeN SAFETY MANAGEMENT © 1096 DAV. Al ight served TMSMO.RO1 (RSEA.26.0687)i oo It is essential to consider these practices and condi as immediate causes or symproms, and to do a thorough job of diagnosing the basic causes behind the symptoms. only the symptoms, they will occur again and again. You need to ask the essential question, “Why? Why did that substandard practice occur? Why did that substandard condition exist? Why did our loss control system permit that practice or tions only | If you treat condition? SUBSTANDARD PRACTICES ‘+ Operating equipment without authority + Improper loading + Failure to war + Improper placement * Failure to secure + Improper lifting ‘* Operating at improper speed + Improper position for task + Making safety devices inoperable * Servicing equipment in operation + Removing safety devices + Horseplay + Using defective equipment ‘+ Under influence of alcohol and/or other drugs ‘+ Using equipment improperty + Failure to follow procedures + Failing to use personal protective equipment Properly Figure 7. Substandard Practices SUBSTANDAR 'D CONDITIONS: Inadequate guards or barriers Inadequate or improper protective equipment Defective tools, equipment or materials Congestion or restricted action Inadequate waming systems Fire and explosion hazards Poor housekeeping or disorderly workplace Hazardous environmental conditions; gases, dusts, smokes, fumes, vapors Noise exposures Radiation exposures High or tow temperature exposures Inadequate or excessive illumination Inadequate ventilation Figure 8. Substa ndard Conditions M6 = MODERN SAFETY MANAGEMENT Se (© 1996 ONY. Al ghts reserved TMSMO RO1 (RSEA 26.0497)—— besconrmornanscenesr GEE Just as it is helpful to consider two major categories of | immediate causes (substandard practices and substandard Conditions), so is it helpful to think of basic causes in two major categories: Personal Factors (Figure 9) and Job/System Factors (Figure 10). Basic causes are the origins of substandard practices and conditions. However, they are not the beginning of the cause and effect sequence. What starts the sequence, ending in loss, is lack of control. PERSONAL FACTORS 1. naaequstaPrysicaiPnynoiogicn Capainy + worl pcigesl Sees vera pegrerusesteon corcaoee ‘Stoomorataheght ot ae 000g ach, ‘She oie und Oy oto Sinica certavoet osepa & Ring sere etree ene aanon Spe Figure 9. Personal Factors 16 MODERN SAFETY MANAGEMENT © 1996 DNV. Al sights reserved, “TMSMO.ROt (RSEA26.0¢97)Loss CONTROL MANAGEMENT oo JOB/SYSTEM FACTORS Figure 10. Job/System Factors Lack of Control: Inadequate System, Standards and/or Compliance Control is one of the four essential management functions: plan, organize, lead/direct, control. These functions relate to any manager's work, regardless of level, title or managed activity. The person who manages professionally knows the loss control program; knows the performance standards; plans and organizes work to meet the standards; leads people to attain the standards; measures performance of self and others; evaluates results and needs; commends and constructively corrects performance. This is management control. Without it, the sequence of events begins and triggers the continuing causal factors that lead to loss. Without adequate management = MODERN SAFETY MANAGEMENT (© 1996 ONY. A agit resorved TMSMO ROT (RSEA26 0037) 7Loss CONTROL MANAGEMENT —_ — oo Lowe UNINTENDED HARM OR DAMAGE =| + Moo rurcrimes Cecencene = D Sercurrenyor ws Soo a THRESHOLD UMIT = — = EVENTSICONTACTS. 3! on So tort 90 ord Fat. $0 Ove Groen Orsteerer, Oretoos Cau in ircronas tors 1 Ske Agowat ung aerong to} 1 Ceugnton naogea tng Sues ove ov ong Semel (Coup Barwa (Cantos 1 ATEN 2 Fatt lowerte Gevoc mn ft SUBSTANDARD ACTSIPRACTICES SUBSTANDARD CONDITIONS + Sos aseren na ier arises =a 2 Busts oy 2 Sores Mon to : ero Simca horse : == Srromng somber : = Sroonteng anor : = (roe usmtnor : = renee : b mece Ra 2 ressrony aed a : ft | Goren Accent One Out = PERSONAL FACTORS JOBISYSTEM FACTORS = + regen coc + oseante camino tooween aca : Series: mer { Mromerccrcs : Sete ey m= etiam : Sets = Sen 2 Romane worse Pecamencoca 2 Sac { Mramecses 2 ei Berney + Resero nermcive favor \saoeane hore + heom aratpane Comma Figure 11. DNV Loss Causation Model (Detailed) 200 as MODERN SAFETY MANAGEMENT == (© 1996 ONV. Al ght rerved ‘TMSMO RO} (RSEA.26.04.57)Loss CONTROL MANAGEMENT oo - Moving from... To... Lack of Managing Control Control inadequate Deanne =» |. Set standards 5 + Measure performance J+ Commendicorrect Performance Figure 14, ISMEC Three Stages of Control + The loss causation model reflects not only multiple causes but also multiple opportunities for control. Figure 15 shows that these opportunities can be grouped into three major categories or stages of control: — i I R Ie Lack of Basic Immediate ; is Control J Pl Causes J Plcauses pP| Incident pis foes i | Ie | Pre-Contact Controls Contact —YPost-Contact Controis I Controls r Figure 15. Three Control Stages ——— a MODERN SAFETY MANAGEMENT <= © 1906 ONV. Al aghtsresered ‘TUSMO.ROT (RSEAI.O097) 25