OSHA web site: › eTools Idaho S&H Consultation: (208) 426-3283 › .
Transcript of OSHA web site: › eTools Idaho S&H Consultation: (208) 426-3283 › .
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The Value of SafetyPRESENTER:Dan Dolata,
OSHA Compliance Assistance Specialist
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Resources
OSHA web site: www.osha.gov› eTools
Idaho S&H Consultation: (208) 426-3283› www2.boisestate.edu/oshconsult
Boise Area OSHA Office: (208) 321-2960› Duty Officers › Compliance Assistance Specialist
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Communications test
^URS 143 AAK BCNU CYM DAMHIKT GAL N-A-Y-L P2C2E TCOY
Up Yours I Love You Asleep At Keyboard Be Seeing You Check Your Mail Don’t Ask Me How I Know That Get A Life In A While Process Too Complicated to Explain Take Care of Yourself
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Poor communication
Is the same as lack of communication Is the root cause of the majority of problems
in the workplace Fog of Communication - in transmission
and reception:› Email› Tweeter› Texting› Industry jargon› Preconceived thoughts and assumptions› Unclear thoughts › Lack of knowledge of policies and processes› Dialects› English as a second language
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Tips for good communication
State your request/objective/case clearly
Assume nothing Use concise phrases Actively listen to response Ask questions Restate the situation Agree on the action
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A communication problem?
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Quality Procedures and Procedure Adherence
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Webster’s definition of quality:
Essential character An inherent or distinguishing attribute A character trait Superiority of kind Degree or grade of excellence
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Layman’s definition of quality
Able to meet the customers needs and his business objectives
Vehicle for success and repeat business Adds value Project execution
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Concepts of quality
Meet the customer’s needs:› Customer satisfaction
Employee involvement: › Seek employee input on the best way to do
the job› Develops an employee’s sense of worth and
value to the company Teamwork:
› Can produce better results Continuous Process Improvement:
› Become as efficient as possible› “If it’s not broke, let’s improve it.”
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Quality policy factors
Being forthright with customers, employees, and the community
Developing values, rules, and policies that are the cornerstone of the company – not options in decision making
Decency when dealing with others Doing what is right when it is easier,
quicker, and cost less not to
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Where quality begins
FAIRNESSHONESTY
INTEGRITY
Our CustomersOur People
The EnvironmentOur Shareholders
The quality policy begins with focused attention on the four areas most crucial toour continued growth and prosperity: Our Customers, Our People, The Environmentand Our Shareholders!
TRUST
These building block pillars are fortified and integrated into our corporate structure by the following characteristics which each of us must consistently use in our work life:
Fairness Honesty Integrity and Trust
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US Army core values (LDRSHIP)
Loyalty Duty Respect Selfless Service Honor Integrity Personal Courage
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How Does a Company Achieve Quality?
Management commitment Active communications Adherence to company values Follow regulations and implement best
practices Follow the Four Concepts of Quality:
› Meet the customer’s needs› Employee involvement› Teamwork› Continuous process improvement
Train and retrain employees Check, double check, and then re-check
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Leadership is like a dog sled team…
Unless you’re the lead dog, the scenery never changes
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Techniques for managers to achieve quality
Active management commitment and engagement: › Lead by example
Communications:› Mean what you say› When you say employees are your most valuable asset
prove it daily› Listen › Ask questions and be able to “handle the truth” › Don’t put head in the sand nor turn a blind eye› Establish and use written Standard Operating Procedures
(SOPs) Demand quality:
› In all the company does› Adhere to best safety practices
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Resources for quality assurance
Best practices Consensus standards:
› American National Standards Institute (ANSI)› National Fire Protection Association (NFPA)
Organizations/Associations: › American Society of Safety Engineers
Manufacturers:› Owners/Operators manuals
Insurance carriers Lessons learned through After Action Reviews
and Near Miss Investigations Review previous Job Hazard Analysis Checklists
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Quality pays
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Quality pays
Money is best spent in preventing problems and errors
Active Prevention:› Establish and implement effective procedures and
processes that prevent problems (SOPs, checklist, etc.)
Effective Appraisal:› Internal checks
Improvements:› Corrective action taken
Value Added:› Activities of persons or things that make the service
more desirable to the customer › Produces cost savings to both the company and the
customer
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Quality cycle
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Quality improvement process
The approach to improvement is very simple. Evaluate the work tasks and eliminate the steps that do not add value. Then, determine the best way to perform the total work process.
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Quality improvement process
Effective: doing the right thing
Efficient : doing the thing right
Effective + Efficient =
Doing the right thing right
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Benefits of using standard operating procedures
Customers benefit from a project executed in a consistent manner by qualified personnel using proven best practices
Checks and balances reduce the chance for error Repetition leads to higher efficiency Employees understand roles and responsibilities Personnel retraining is minimized New team members can contribute quicker People can move between projects easier Project requirements learning curve is lowered
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Breaches in Quality
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Famous last words
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Think again!
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Photo of Fall Hazard roof
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$afety pays
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Safety economics
Workplace safety delivers a return:› A Liberty Mutual survey shows 61 percent
of executives say $3 or more are saved for each $1 invested in workplace safety.
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Safety economics
Indirect Cost : Clean up time Investigation costs Legal fees Production delays Delivery delays Increase insurance cost Training/Orientating
new employees Unhappy customers Citations
Direct Cost: Medical costs
› Treatment› Hospitalization› Prescription drugs
Ambulance service Equipment damage
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Safety economics
Indirect Costs V.S. Direct Costs› 4:1 is commonly accepted
The National Safety Council› 3 to 10 times the direct costs of accidents
A Construction Industry Institute study found the indirect expense of injuries ranged from 2 to 20 times the direct expense.
› 2:1 excludes third party law suits› 20:1 includes third party law suits
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The ballistic eye protection worn by 1LT Anthony Aguilar stopped the shrapnel and saved his eyesight and perhapsprevented even more serious injuries.
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Chain saw injury locations
Notice how most injuries occur on the lower left leg and the left arm. Be sure to protect those areas well.
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What’s chipping away at your profits?
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Follow the money
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Accidents cost money
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Liberty Mutual Research Institute for Safety
In 2006, the estimated direct U.S. workers compensation costs for the most disabling workplace injuries and illnesses was almost $1 BILLION per week
Total Spent: $48.6 Billion
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Liberty Mutual’s 2006 Ten Leading Causes of Workplace Injuries
Overexertion: 25.7% = $12.4 billion Fall on Same Level: 13.3% = $6.4
billion Fall to Lower Level: 10.8% = $5.3
billion Bodily Reaction: 10.0% = $4.8
billion Struck by Object: 8.9% = $4.3
billion
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Liberty Mutual’s 2006 Ten Leading Causes of Workplace Injuries
Struck Against Object: 5.1% = $2.5 billion
Highway Incident: 4.9% = $2.4 billion Caught In/Between: 4.4% =
$2.1billion Repetitive Motion: 4.0% = $2.0 billion Assaults/Violent Acts: 0.9% = $0.4
billion
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National Safety Council Accident Facts Deaths from Unintentional Injury 1921 Versus 2006
1921 Unintentional Deaths Deaths from Unintentional Injury
75,500 Falls 11,800 Automobiles 9,800 Burns 7,900
2006 Unintentional Deaths Deaths from Unintentional Injury
120,000 Auto Accidents 44,700 Poisoning 25,300 Falls 21,200
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NSC Unintentional Injuries 2006
Wage & Productivity Losses$329.8 Billion
Administrative Expense $134.5 Billion
Medical Expenses $116.3 Billion
Motor-Vehicle Damage $ 41.7 Billion
Uninsured Employer Cost$ 18.5 Billion
Fire Loss $ 11.3 Billion
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NSC Unintentional Injuries 2006
Costs by class of injury:› Total Costs $652.1
Billion› Motor Vehicles $258.6 Billion› Work Related $164.7 Billion› Home $150.1 Billion› Public Non-Motor Veh $101.8 Billion
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Deaths and Disabling Injuries by Class in the USA at the Following Rates in 2006
2006Minutes Seconds TOTAL
All Deaths 4 1 14 329 2,310 120,000Injuries 1 2,991 71,781 503,846 26,200,000
Motor-Vehicles Deaths 12 5 122 860 44,700Injuries 13 270 6,600 46,200 2,400,000
Work Deaths 105 1 14 100 4,988Injuries 9 420 10,100 71,200 3,700,000
Home Deaths 12 5 117 820 42,600Injuries 3 1,160 27,900 196,200 10,200,000
Workers off the job Deaths 10 6 146 1,020 53,200Injuries 3 1,070 25,800 180,800 9,400,000
NUMBER PER-- Hour Day Week
CLASS SEVERITYONE EVERY
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Need for legislation
In 1970, Congress considered these annual figures:› Job-related accidents accounted for more
than 14,000 worker deaths› Nearly 2-1/2 million workers were disabled› Estimated new cases of occupational
diseases totaled 300,000
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Public Law
91-596
OSH ActOccupational Safety & Health
Act of 1970
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The Act
". . . to assure so far as possible every working man and woman in the Nation safe and healthful working conditions and to preserve our human resources."
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Who is covered by the OSH Act?
Most private sector employees Does not cover the self-employed or
immediate members of farm families that do not employ outside workers
Coverage is provided directly by federal OSHA or through an OSHA-approved state program
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OSHA-approved state programs
OSH Act encourages states to develop and operate, under OSHA guidance, state S&H plans
OSHA funds up to 50 percent of approved program's cost
Must be at least as effective as the federal program
Must cover state and local government employees
May limit coverage to public sector Must keep pace with federal standards
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State and Local governments
OSHA provisions do not apply to state and local governments in their role as employers
Any state seeking OSHA approval for its own S&H program must provide coverage for these employees
State plans may also cover only public sector employees
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Where to get OSHA standards OSHA web site - OSHA
standards, interpretations, directives (www.osha.gov)
Code of Federal Regulations (CFR) in public libraries and through GPO
Federal Register in public libraries or at GPO web site
CD-ROM subscription through U.S. Government Printing Office (GPO)
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Other resources:
Consensus Standards› American National Standards Institute (ANSI)› American Society of Mechanical Engineers (ASME)› National Fire Protection Association (NFPA)› National Electrical Code (NEC)
National Institute for Occupational Safety and Health (NIOSH)
Manual on Uniform Traffic Control Devices (MUTCD)
Best Industry Practices The Insurance Industry Associations
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Categories of standards
General Industry
Construction
Maritime
Agriculture
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What types of hazards are addressed in standards? Falls Scaffolds Stairways &
Ladders Machines and
equipment
Electrical Excavation Machine guarding Chemical
exposures
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General duty clause
Each employer "shall furnish . . . a place of employment which is free from recognized hazards that are causing or are likely to cause death or serious physical harm to his employees."
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Safety responsibilities
Safety is everyone’s responsibility…
…because sometimes your safety depends on others.
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Commonality
Insurance
IndustryRegulators
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OSHA’s four primary hazards
Falls from elevations Electrical Caught Between/In
› Unguarded machinery/equipment› Trenches
Struck By› Falling objects› Vehicles/equipment
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Fatalities in Idaho with OSHA jurisdiction by hazard
FY 2006
9 Struck By 4 Caught
In/Between 2 Falls 0 Electrical
15 Total
FY 2007
8 Struck By 2 Caught
In/Between 2 Falls 0 Electrical
12 Total
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Fatalities in Idaho with OSHA jurisdiction by hazard
FY 2008
7 Struck By 0 Caught
In/Between 1 Falls 3 Electrical
11 Total
FY 2009
2 Struck By 3 Caught
In/Between 0 Falls 0 Electrical
05 Total
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Fatalities in Idaho with OSHA jurisdiction FY 2008
Date Cause of Fatality
09 Sep 08 Struck By: Vertical conveyor gate crushed EE
29 Jul 08 Electrocution: HVAC Tech energized while conducting maintenance
21 Jun 08 Fall: Iron worker fell while decking
13 May 08 Struck By: EE thrown from bucket of tractor and ran over
11 Apr 08 Struck By: EE tipped over forklift
25 Mar 08 Struck By: EE hit and ran over by forklift
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Fatalities in Idaho with OSHA jurisdiction FY 2008
Date Cause of Fatality
07 Mar 08 Struck By: EE struck by trailer components
05 Feb 08 Electrocution: Rigger electrocuted at the load when a crane boom contacted power lines
18 Jan 08 Struck By: Logger crushed by superstructure of yarder
10 Nov 07 Struck By: EE riding ATV struck cable strung across road
23 Oct 07 Electrocution: EE electrocuted while setting power line poles
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Fatalities in Idaho with OSHA jurisdiction FY 2008
Date Cause of Fatality
16 Sep 09 Caught In/Between: EE crushed in trench
20 May 09 Struck By: EE hit by a tree
11 May 09 Caught In/Between: EE in auger
18 Feb 09 Caught In/Between: EE caught in agitator of mixing tank
02 Jan 09 Struck By: EE thrown from CAT hay loader and crushed by machine
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One Example of Corporate Safety Success
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USR Washington Division Corporate Philosophy
“Our executive management views safety performance as a leading indicator of project management performance with strong correlation to quality, schedule, productivity, and financial success.”
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Safety responsibilities
E m p lo ye es
S u p erv iso r/F o re m an
P ro je ct M an a g er
V ice P re sid e n t
P re sid e n t
Safety“The safety program is
most effective when it is
driven by Line Management!
”
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Safety responsibilities
Management› Top› Middle
Supervisors Employees Contractors
Plan, Organize, Lead, Monitor, Control
Support - Train, Control, Correct
Learn, Follow, Report
Pre-qualify, Comply, Report
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Zero injuries is the goal! Why zero?
It is the “right” thing to do
It is good for business (better safety – better projects)
Safety excellence leads to more work
Zero injury is being achieved on all types of projects
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Tools for safety leadership
Top management support
Project manager “walks the talk”
Use group and corporate safety as a resource
Encourage supervisor safety certification
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Safety culture
Awareness Safety Posters Safety Handouts Warning Signs
Recognition Inspections Safety Committee Incentive Programs
Top Mgmt. Support Safety Director Accident Investigation Training
Accountability Safety Goals Established Safety Activities Measured Charge Back of Costs
Culture Safety is an Integral Part
of Operations Management Commitment Employee Commitment
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Employee involvement
Safety committee
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Employee involvement
Toolbox meetings
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Employee involvement
Hazard recognition
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Employee involvement
JHA development
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Employee involvement
Daily, weekly, and monthly inspections (safety inspection checklist)
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Techniques to Build an Effective Safety and Health Culture*
Demonstrated management commitment Staffing for safety Planning: pre-project and pre-task Safety education: orientation and specialized training Worker involvement Evaluation and recognition/reward Subcontract management Accident/incident investigations Drug and alcohol testing
Construction Industry Institute’s 9-High Impact Techniques
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Upcoming free training
26 - 29 Jan 2010: Safety Fest – Boise www.safetyfest-boise.org
23 - 26 Feb 2010: Safety Fest – Post Falls www.safetyfest-northernidaho.org
Apr 2010 – Twin Falls
May 2010 – Pocatello
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Questions?