This action might not be possible to undo. Are you sure you want to continue?
How to Iind out what really happened.
· Recognize the need for an investigation
· Ìnvestigate the scene of the accident
· Ìnterview victims & witnesses
· Distinguish fact from fiction
· Determine root causes
· Compile data and prepare reports
· Make recommendations
hat is an Accident ?
· Any undesired, unplanned event arising out
oI employment which results in physical
iniury or damage to property, or the
possibility oI such iniury or damage.
· 'Near miss¨ situations must also be
addressed - events which did not result in
iniury or damage but had the potential to do
What is an Accident?
·Any unplanned event that interrupts the
completion of an activity and has the potential to
include injury. illness. or property damage
hat is an Accident?
· Unplanned event results in mishap (personal
iniury or property damage).
· Accidents are the result oI the Iailure oI
people, equipment, materials, or
environment to react as expected.
· All accidents have consequences or
ASI %!ES OF AIDEN%S
· Such as paper cuts to Iingers or dropping a
box oI materials.
· ore serious accidents that cause iniury or
damage to equipment or property:
· Such as a IorkliIt dropping a load or
someone Ialling oII a ladder
· Accidents that occur over an extended time
$uch as hearing loss or an illness resulting
from exposure to chemicals
· Also know as a 'Near Hit¨
· An accident that does not quite result in
iniury or damage (but could have).
· Remember, a near-miss is iust as serious as
AIDEN%S HAVE %O %HINGS IN
%hey all have outcomes Irom the accident
%hey all have contributory Iactors that cause
OU%OES OF AIDEN%S
· NEGA%IVE AS!E%S
njury & possible death
Damage to equipment & property
Litigation costs. possible citations
ost oI Accidents:
%he Iceberg EIIect
n average. the
indirect costs of
accidents exceed the
direct costs by a 4:1
Supervisor time to investigate
reaking in substitute
!oor eIIiciency due to
break-up oI crew
Overhead $ while work disrupted
Failure to meet deadline/Iill orders
Loss oI production
Loss oI good will
Overtime to make up production
Lost time by Iellow workers
ndirect or Hidden
onsequences oI Accidents
1. !ersonal iniury
2. !roperty loss
1. Lost income
2. edical expenses
3. %ime to retrain
4. Decreased employee
OU%OES OF AIDEN%S
· !OSI%IVE AS!E%S
Change to safety programs
Change to procedures
Change to equipment design
%he Aim oI the Investigation
· %he key result should be to prevent a
recurrence oI the same accident.
· Fact Iinding:
hat was the root cause?
hat should be done to prevent recurrence?
t is not to assign blame
%ypes oI Accidents
· ALL T
· CTACT TH
%ypes oI Accidents (continued)
· stationary or moving
· protruding object
· sharp or jagged edge
· moving or flying
· falling object
· RUBBED R
A step-by-step process (almost)
· Gather inIormation
· Search Ior & establish Iacts
· Isolate essential contributing Iactors
· Find root causes
· Determine corrective actions
· Implement corrective actions
What are the basic steps in doing the accident investigation and report?
Step 1 - Secure the accident scene
Step 2 - Provide MedicaI Care to the Injured
Step 3 - IsoIate the accident scene
Step 4 - CoIIect facts about what happened
Step 5 - Determine the sequence of events
Step 6 - Determine the causes
Step 7 - Recommend improvements
Step 8 - Write the report
Secure the Scene
· Eliminate the hazards:
Light it up
$hore it up
!rovide are to the Iniured
· Ensure that medical care is provided to the
iniured people beIore proceeding with the
Isolate the Scene
· arricade the area oI the accident, and keep
· !rotect the evidence until investigation is
Ask 'hat Happened¨
· Get a brieI overview oI
the situation Irom
witnesses and victims.
· Not a detailed report yet,
iust enough to
understand the basics oI
Interview Victims & itnesses
· Interview as soon as
possible aIter the incident
Do not interrupt medical
care to interview
· Interview each person
· Do not allow witnesses to
conIer prior to interview
· !ut the person at ease.
People may be reluctant to
discuss the incident.
particularly if they think
someone will get in trouble
· Reassure them that this is a
Iact-Iinding process only.
Remind them that these
facts will be used to prevent
a recurrence of the incident
· %ake Notes!
· Ask open-ended questions
hat did you see?¨
· Do not make suggestions
f the person is stumbling over a word or
concept. do not help them out
· Use closed-ended questions later to gain
After the person has provided their
explanation. these type of questions can be
used to clarify
here were you standing?¨
hat time did it happen?¨
· Don`t ask leading questions
Bad: hy was the forklift operator driving
Good: How was the forklift operator
· II the witness begins to oIIer reasons,
excuses, or explanations, politely decline
that knowledge and remind them to stick
with the Iacts
· Summarize what you have been told.
Correct misunderstandings of the events
between you and the witness
· Ask the witness/victim Ior
recommendations to prevent recurrence
These people will often have the best
solutions to the problem
· Examine the accident scene. Look Ior things
that will help you understand what happened:
Dents. cracks. scrapes. splits. etc. in equipment
Tire tracks. footprints. etc.
$pills or leaks
$cattered or broken parts
· Diagram the scene
Use blank paper or graph
paper. Mark the location of
all pertinent items;
equipment. parts. spills.
ote distances and sizes.
pressures and temperatures
ote direction (mark north
on the map)
· %ake photographs
Photograph any items or scenes which may provide
an understanding of what happened to anyone who
was not there.
Photograph any items which will not remain. or
which will be cleaned up (spills. tire tracks.
35mm cameras. Polaroids. and video cameras are all
· Digital cameras are not recommended - digital images
can be easily altered
· heck training records
as appropriate training provided?
hen was training provided?
· heck equipment maintenance records
s regular PM or service provided?
s there a recurring type of failure?
· heck accident records
Have there been similar incidents or injuries
involving other employees?
· Put your emotions aside!
Don`t let your feelings interfere -
stick to the facts! (The Eyes Glazed
· Do not pre-judge.
ind out the what really happened.
Do not let your beliefs cloud the
· ever assume anything.
· Do not make any judgements.
· DE$G (equipment/material)
· $Y$TEM$ & PRCEDURE$
· HUMA BEHAVR (people)
Vapors. fumes. dust
Design of tools & equipment
· SS%ES &
Lack of systems &
Training in procedures
· HUMA BEHAVR
Common to all accidents
ot limited to the person involved in the
· Employee actions
· $afe behavior. at-risk behavior
· Environmental conditions
· Lighting. heat/cold. moisture/humidity. dust. vapors. etc.
· Equipment condition
· Defective/operational. guards. leaks. broken parts. etc.
· Existing (or not). followed (or not). appropriate (or not)
· as employee trained - when. by whom. documentation
(4) Human Factor ( PersonaI)
(5) Management/Process FaiIure
Safety work procedures
Safety devices (incIuding Iockout)
PersonaI Protective Equipment
(4) Human Factor (PersonaI)
LeveI of experience
LeveI of Training
(5) Management/Process FaiIure
VisibIe Active senior management support for
Enforcement of safety poIicies
KnowIedge of hazards
Hazard corrective action
· Root causes are the management system
weaknesses that allowed the casual Iactor to
1. Equipment design process
4. Standards and !olicies
6. ommunication !ractices
7. aintenance !ractices
FIND ROO% AUSES
· hen you have determined
the contributing factors. dig
f employee error. what
caused that behavior?
f defective machine. why
wasn`t it fixed?
f poor lighting. why not
f no training. why not?
%he %hree asic auses
!oor anagement SaIety !olicy & Decisions
Unplanned release oI energy
Examples oI Accident auses
Direct auses Indirect auses asic auses
Failure to secure No oversight
Falls Guarding !oor
Improper use %raining
Exertion UnsaIe position !olicies
ontact with.. Environmental Stress
Impact (vehicle) DeIect Engineering
!RE!ARE A RE!OR%
· Accident Reports should contain the
Description of incident and injuries
$equence of events
Pertinent facts discovered during
Conclusions of the investigator(s)
Recommendations for correcting
!RE!ARE A RE!OR%, ON%.
· e obiective!
Assign cause(s). not blame.
f referring to an individuals actions. don`t
use names in the recommendation.
· Good: All employees should...
· Bad: Ahmed should....
· DE%ERINE ORRE%IVE A%IONS
· TERPRET$ & DRA$ CCLU$
· D$TCT BETEE TERMEDATE
& UDERLYG CAU$E$
· DE%ERINE ORRE%IVE A%IONS
· Recommendations based on key contributory
factors and underlying/root causes
· I!LEEN% ORRE%IVE A%IONS
· Recommendation(s) must be communicated
clearly and objectively.
· $trict time table established
· ollow up conducted
O!AN AIDEN% FORS
· ust be Iilled out completely by the
employee and employee`s immediate
supervisor (this includes Ioremen).
· ust be turned in to SaIety within 24
hours oI incident.
ENEFI%S OF AIDEN%
· !REVEN%ING REURRENE
· IDEN%IFING OU%-ODED
· I!ROVEEN%S %O ORK
ENEFI%S OF AIDEN%
· INREASED !RODU%IVI%
· I!ROVEEN% OF O!ERA%IONAL &
· RAISES SAFE% AARENESS LEVEL
ENEFI%S OF AIDEN%
HEN AN ORGANIZA%ION REA%S
SIF%L AND !OSI%IVEL %O
AIDEN%S AND INJURIES, I%S
A%IONS REAFFIR I%S
OI%EN% %O %HE SAFE% AND
ELL-EING OF I%S E!LOEES
· Remember, always dig deep Ior the answers.
· Don`t suIIer Irom %EGO!
Example OI %itanic
· April 1912
· Hitting the ce-Berg
· 2000 (1500 passengers + 500 crews)
Indirect auses (Root auses)
· Inadequate number oI liIeboats and delayed
· No transverse overheads on bulkheads with
· No shakedown (practice) cruise to train crew
· No training Ior oIIicers on handling oI large
single rudder ships
· Only one radio channel.
Not Enough LiIeboats
· Number oI liIeboats per ton (weight oI chip)
no number oI liIeboats (seats) per person on
· ritish arine Regulations
· %itanic is unsinkable??????
ad Design oI Doors
· %he bulkheads, which are compartments below the water
line that are divided by partitions to prevent leakage or
spread oI Iire, could be sealed oII Irom one another by
closing watertight doors.
· %hese bulkheads, that were assumed to be watertight
themselves did not have transverse overheads (sealed tops
· hen the %itanic struck the iceberg and water Iilled the
Iirst damaged bulkhead, water began Ilowing Irom the top
oI that bulk head into the next.
· ater Ilowed Irom one bulkhead into the next, causing
the titanic to sink.
No Shakedown or !ractice ruise
· Although the ship`s oIIicers and sailors
were some oI the most experienced mariner
in the world, they had not worked together
as a crew, nor were they Iamiliar with the
· One problem was that the man responsible
Ior looking did not know where to Iind the
No Special %raining
· No special training was
provided Ior the ship`s oIIicers
on the handling emergencies
characteristics oI a ship the
size oI the %itanic.
· %he oIIicer on the bridge
turned away Irom the iceberg
and put the ship`s engines in
· He should have increased the
ship speed to miss the iceberg
or at least minimizing the area
Only One Radio hannel
· In 1912, radio was iust coming
into use, and the radio operator,
r. !hillips, was busy sending
personal messages Irom the Iirst
class passengers who were
bragging about being on the
· At the same time, ships in the
area were sending in warnings to
the %itanic about ice Iields ahead
· r. !hillips actually told ships to
stop transmitting iceberg
warnings because he had
importance messages to send
Irom his Iirst class passengers.
Accident Scenario #3 Accident Scenario #3
n Tuesday morning $MU employee Peruna reported to work to start his day. Peruna
has worked as a carpenter on campus for 31 years. (Peruna always wears his safety
glasses and follows safety procedures) n Tuesday Morning about 9:30 am Peruna
mentioned to his supervisor Car Rag Phelps (better known as CRP) that his left eye was
sore. He said some wood dust may have gotten in it while cutting boards to build the
stables for the $MU polo horses. CRP told him to go check it out in the mirror. hile
Peruna was looking in the mirror he could see a small amount of wood shavings in his
eye. Peruna went to the eye wash station and rinsed out his eye. After about 15 minutes
he reported back to CRP and finished the days work. The supervisor filed a quick
accident report and did not give the situation much more thought.
Later that night Peruna woke up about 2:00am and went to look in the mirror. He had
trouble opening his left eye and when he did get it open it was completely red and looked
infected. His wife. ilma Caustic (C) immediately took him to the emergency room.
hile at the hospital the doctors used a special dye and found a large amount of wood
shavings that needed to be removed. After the doctors removed the shavings C took
Peruna home but he did have to wear a patch over his left eye for a week while it healed.
hat should happen from here?
hat do you think is the root cause of this incident?
· Friday (Holiday)
· elding without permit
· SaIety easures
· Illumination & Ventilation
· One hall (!roduction/Storage)
· Ɗ-----' :
· ;ƈ-- _- ¿-: s--' ·-;=-' Ə-'= ;-;-Ǝ-' '-» ~~-
~-; ¿'Ǝ-V' 5 ¿-~- _- LG Ə-= s--': Ƌ'-:-;--Ǝ--
·-':--' Ɗ·-=-' ~:- .- Ɖ;~'·-' Ɗ-'~-'
· »'=¹¹' .-· »'-· -'-`ſ (.......) ƈ-= --~ .· »'=¹ .'~=ƀƇ »'--¹'Ƈ
»· -'Ǝ-`' 5 .¹= »'=¹¹' Ɗ-¹~= .~ -ƍ'-¹' ´~¹' =·'~ƍ Ɔƈ~Ƈ·
Ə~= »'=¹¹' .'´~ .-~ſ Ɗ~´'Ǝ~¹' .'·Ǝ~`¹ Ɗ¹Ƈ'-¹' ~'·~¹' .·Ƈ
Ɗ¹'- .¹ƃ .-Ǝ-ƃ· Ɗ=~Ƈ ·-=¹' ~Ǝ-ƃ· ~'·~¹' -~- .· ·-=
-ƈ´ ~~= .¹= .·Ǝ=ƍ ƌ-'´ .Ǝ¹'· -'Ǝ-`' ƈ-·¹ Ɖ·'=~¹' .-´=Ǝ¹'
-~- ƌ¹·Ǝ~ƃ --= -~-Ǝ¹¹ Ɖ~·~¹' Ɖ´-'=¹' .·-´-¹Ǝ¹' Ɖ´+=ſ .~
· .-=¹ ·-=¹' Ɗ=·'´~ .· '·ſ~Ƈ --= .~`' -`ƇƄƇ »'=¹¹' .-· »'·
.-Ǝ='~ ~·Ƈ ·-=¹' -'-=ƃ '·='=Ǝ~ƃ .-~¹' -'-=`' .'= .·-· .
· Ə~'=¹' '~- -'= .~ ·--~¹'Ƈ .-~='·Ǝ~¹' .~ .ſ Ɔ-- »¹ .
· .-~ ·--= .·-¹~ .·~~=Ƈ ·-=¹¹ Ɗ--~ƈ~¹' -'~=¹' Ƌ~· .
.1 J'·Ǝ~>- Ɗ-Ƈ'- -':- 4'-» .'- Ə-'=-' -:-: Jƈ- ) ~--·Ǝ-' -':-: .:ƍ;-
s;=V' ( ¿'Ǝ-V' ;ƈ-- _- Ɗ--';Ǝ- .
.2 .- Ɗ=-'~ ;-- ¿'Ǝ-V' ;ƈ-- ~-~ _- Ɖ-'~V' Ƌ'ƈ-- .- -Ƈ-- 4'-» .'-
¿'Ǝ-V' ;ƈ-- _- Ɗ-Ɓ;-' J·= s--' ;-V' · '+=>~ƃ ~Ǝ- ~-: Ɗ--:= Ɖ--
Ɗ=~': ;-- .
.3 ~-; ¿'Ǝ-V' ;ƈ-- 5 --·Ƈ -:;- 8 --- · Ɗ-:+Ǝ-- r:';- 3 '+-- r:';-
'+=>~ƃ ~Ǝ- ~-: J-·ƍ V ƌ-'- .
.4 ~-; ¿'Ǝ-V' ;ƈ-- .-Ƈ J~':- Ɗ-ſ 4'-» .-ƍ ~- 5 .-;=Ǝ-' Ɗ-'~ .-Ƈ:
^- Ɖ;:'=--' .
.5 ¿--= _- _-Ž -'-=ƃ J-'~: -=:ƍ V 4--- ·-;=-- ;'--ƃ J-'~: -=:ƍ V
¿-~--'Ƈ ¿'Ǝ-V' ;Ƈ'--
.6 Ɗ·-=-' ~:- ~'=--' _-- ;:~= --- ) Ɗ-=- ( J'=; ^-ƀ~- ~- ¿-~--' _-ƃ
-;:~= Ɔƈ~ .- .-V' .
· .¹= .·-=¹' .·~Ƈ »'=¹¹' Ɗ-¹~·Ƈ »'=¹¹' .-· »'·
.-~ƀƎ¹ Ɗ~´`¹' Ƌ'-'=`' ~=Ǝ- »¹· »´`¹' ---Ǝ¹'
»'=¹¹' Ɗ-¹~= -'=ƃ .ƈ· ···~¹' .
· .· .-~='·Ǝ~¹' .~`' .'=· »'=¹¹' .-· ·~ ·--=Ǝ¹' »ƍ
Ə~'=¹' -··· ƌ··
Ə~'=¹' -··· -'ƈ~ſ
.1 Ɖ~'ƈ~¹' -'ƈ~`'
.2 Ɖ~'ƈ~¹' -= -'ƈ~`'
.3 Ɗ-~'~`' -'ƈ~`' ) Ɗ-~=¹' (
· _-- ~'=--' Ɗ---- .- ¿ƍ'--' ;;~-' =:-~
.'-- J-~ſ Ɗ--';Ǝ--' J'·Ǝ~>- Ɗ-Ƈ'--' -':--'
-':--- ·-;=-' J'-Ǝ-ƃ: '+-'·Ǝ~ƃ _- Ɔƈ~ƍ ~'=--'
;ƈ-·-' ;':=Ƈ Ɗ-;=--'
Ɖ;~'ƈ--' ;-- ~'ƈ~V'
.1 ¿-~--- -;:~=- ~'=--' _-- .- .-Ž ;-- ~;~ƍ
.:-Ƈ ~'=--' J'--ƀƇ ^-'--: .=~ sſ ->Ƈƃ .:-Ƈ
ƊƇ:-=--' Ɗ->~-' Ƌ'-';=ƃ -'=ƍƃ .
.2 Ɖ-'~V' -:~ _- ƌ---ƍ Ɗ--Ž ;-- J-- ~:;=
·-;=-' ;'~Ǝ-V Ɗ·-'- J~':- -:=: ~-- · Ɗ-:+Ǝ-':
-:=: ~-- · ¿'Ǝ-V' ;Ƈ'--: .-;=Ǝ-' ƋV'~ .-Ƈ
Ɗ-Ƈ'--' -':--' ~-';ƍ · ·-;=-' Ɗ=-'--: ~~-- J-'~:
~'=--' .'-- J-~ſ J'·Ǝ~>-
Ɗ-~'~`' -'ƈ~`' ) Ɗ-~=¹' (
· Ɗ-='~ J'--ſ Ɗ-ƀƇ ~'---' ¿--ƍ Ɗ-;~-'Ƈ Ɗ--·-: Ɗ=~': Ɗ~'-~ -:=: ~--
Ɗƈ~'---' ~'=--' *-;'~ƍ _-- J:~=-' .:-Ƈ
· Ɖ;:;~Ƈ .-V' J'=;- .-ƈƍ Ɗ-;~-'Ƈ Ɗ--·-: Ɗ=~': Ɗ~'-~ -:=: ~--
.-V' _-- J~=- ~- '- J'--ſ Ɗ-ƀƇ ~'---' .- .=~ sſ ¿--: J'Ƃ~
· ¿--=Ƈ Ɔ-ƍ;Ǝ-': Ɗ-'=--' _-- ='-=-' Ɖ;:;~Ƈ Ɗ=~': Ɗ~'-~ -:=: ~--
·-';=-' -:-: ¿--- ¿-':--' .
· ~'=-ſ Ɗ-ſ r>~ƃ Ɖ;:;~Ƈ Ɗ=~': Ɗ~'-~ -:=: ~-- ) Ɗ-:+Ǝ-': Ɖ-'~V' (
¿-~--'Ƈ Ɗ--Ž: Ɗ=-'~ Ɗ--Ƈ _-- ='-=-- ';:- .
· ¿-~--'Ƈ J-·-' -'-V Ɗ-;>-': Ɗ--7' Ƌ'-·--' ;--:ƍ ~-- ) .- V-Ƈ ƋV'-~
~-~-' ~'-=Ǝ~ƃ .(
· Ɗ->~-' ;:-ƀƇ _-:-' ¿-;- Ɗ-;~-'Ƈ Ɔ-;-ƍ Ɗ~'-~ -:=: ~--
· ~--~Ǝ-' _- ƀ== : -:=: ~-- · Ɔ+--' ;'~Ǝ-V Ɗ·-'- J~':- -:=: ~--
·-;=-' Ɗ=-'--: ~~-- J-'~: .
· -s;':=-- Ɗ== -:=: ~--
.1 Ƌ'--:-~--' ^Ƈ .-ƈ- Ɗ--+--' Ɗ=~-': Ɗ->~-- J-'~ ¿-'-;Ƈ -'--ƃ
Ɗ-;~-'Ƈ .---'·-- Ɗ--Ǝ=--' .
.2 Ɗ--Ǝ=--' J-·-' *-;'~ƍ ~'=- ~'-=Ǝ~ƃ Ɖ;:;~Ƈ ƊƇ:Ǝ-- Ɗ~'-~ ¿~: .
.3 Ɔ-;-Ǝ-- ¿-';Ƈ: Ɗ~'-~ ¿~: .
.4 ·-;=-- Ɗ=-'--: ;'--ƃ Ɖ;+=ſ Ɔ--;ƍ Ɗ--'--ƃ Ɗ~';-
.5 Ɗ-ſ *-=~ƍ: J-·-' ¿-':-- s;:- .=- -';=ƃ Ɖ;:;~Ƈ Ɗ~'-~ ¿~:
.6 J-·-' .'-- Ɔ-ƍ;ƍ: Ɗ-'=--- Ɗ~'-~
.7 -s;':=-- ===
.8 ¿'Ǝ-V' ;Ƈ'--: .-;=Ǝ-' ƋV'~ .-Ƈ Ɔ+--' ;'~Ǝ-V Ɗ·-'- J~':- Ɔ--;ƍ .
.9 .'-ƀƇ r>~V': Ɗ-'-~-' J'--ſ -'-V Ɗ-;>-' Ƌ'-·--' ;--:ƍ
nvestigation nto Glacial Acetic
· An operator had dispensed 10.5 kg (23 lbs) of Glacial Acetic Acid
into 18.9 liters (5 gallons) plastic bucket (approximately half full).
· He placed a lid on the container and started carrying it from
Building A to Building B.
· After carrying the container a short distance. approximately 9 m
(30 ft) he noticed that the lid was beginning to fall off. As he set
the container down to straighten the lid it bumped a pallet.
· This caused the container to tip. splashing Glacial Acetic Aced in
his face and eyes.
· He immediately went to the safety shower. approximately 12 m.
(40 ft.) away and began to wash his face and eyes.
· The water from this safety shower was so cold it took his breath.
· After approximately five minutes. he got help from other
· $ince there was no eye wash in the immediate area. he was taken
to the bathroom and water was poured into his eyes from the sink.
· The employee was transported to the hospital
after approximately 20-25 minutes.
· Although he had received acid burns to the face
and eyes he returned to work two months later
with no permanent damage.
auses (ontributing Factors)
1. The bucket used to transport Glacial Acetic
Acid was not big enough.
2. The bucket had a lid. but it could not be
secured without going to a lot of trouble.
nce secured. it would have to be cut in
several spots to be removed. This meant the
container could no longer be used.
3. hen lifted the bucket loses its shape.
causing the lid to slide off.
· Glacial Acetic Acid is stored in Building
A and must be carried to Building B
through two sets of doors.
· There were a lot of congestion in this
area. Construction work was in progress
and the area was cluttered.
· Glacial Acetic Acid is very corrosive.
· The batch procedure states that when handling Glacial
Acetic Acid gloves and goggles must be worn. The plant
rule calls for adequate eye and body protection¨. t
seems face shield in addition to goggles when handling
corrosive materials have never been specified.
· The employee knew that goggles and chemical gloves
were required. He only worn gloves.
· The employee was trained to do the job by another
employee. hen he was trained he was instructed to
wear chemical gloves. o other personal protective
equipment was recommended during training.
· A basic safety rule was broken; however. it had been
broken several times before (and since) the injury. This
violation had been ignored. o correction was made.
· There was no eye bath in the area. t is not
known if this factor contributed to the severity of
the injury. This unsafe condition had been
recognized. Eye bath had been ordered and
received. but not installed.
· t was reported that personal protective
equipment is difficult to keep. or example. full
acid gear has been placed in this area since the
accident and it has disappeared twice.
%his was the most oIten discussed Iactor
during the investigation. For Example
1. The employee says he never thought it would
happen to him.
2. Many negative comments were made when the
foreman gave each employee on his shift a pair
of goggles and instructed them to keep them
3. ew buckets (stainless steel with lids) have been
purchased. A check of the operators reveals
that they are used part of the time.
· Even though basic safety rules had been
violated for some time. no one had made
· !rovide an adequate 'closed¨ container Ior
handling or transporting corrosive material.
· Label containers.
· %rain people to handle corrosives.
· EnIorce rules that will prevent the use oI
· Determine what method will be used to
ensure the proper procedures are Iollowed.
· Supervision must detect and instruct.
Employees must Iollow procedures.
· SpeciIy what equipment is required (goggles Iace
shields iackets trousers gloves) when handling
· SpeciIy how this equipment will be obtained.
· olor code acid gear it was the opinion oI some
committee members the the acid gear is missing
because people use it as rain gear. olor code the
acid gear and do not allow its all-purpose use.
· Involve operators in the selection process oI !!E.
This action might not be possible to undo. Are you sure you want to continue?
We've moved you to where you read on your other device.
Get the full title to continue listening from where you left off, or restart the preview.