Safety aspects training.ppt
-
Upload
mujeebmehar -
Category
Documents
-
view
111 -
download
0
description
Transcript of Safety aspects training.ppt
ACCIDENT PREVENTION &
BEHAVIOUR BASED SAFETY
WHY SAFETY IS OUR FIRST JOB
To protect human life
To protect company property
To protect surrounding environment/ community
To efficiently run the business & reduce Losses
To enhance productivity
To build up morale & team spirit
To enhance corporate image
Special Risks Associated withPetroleum Refining
Highly flammable material
High Temperature/Pressure
Modern Technologies use Hydrogen extensively
Harmful Chemicals/Solvents/Catalysts used in the
Process
Corrosivity /Reactivity
Self Ignition on Leakage from System
Uncontrolled Process Reactions
Loss of Containment/Accidental Releases
Safety Management
In the early stage of industrialization safety was managed through training and following safe procedures, compliance of rules and regulations, etc.
Next stage witnessed enhanced safety feature through technological up-gradation safe processes, safety features in built in design and prescriptive statutory rules.
Finally safety is managed through systems approach. The ‘Cullen Report’, 1990 on Piper Alpha Disaster stressed the need for formal safety management system.
Safety Management System
An integrated approach of Management,
Leadership Commitment and Coordinated
Technical Interventions from concept to
commissioning to commercial operations
Employee Participation
Abide by safety rules/regulations
To follow safe operating practices
Actively participate in safety committees
Feed back on unsafe practices and acts
Train co-workers and assist them in performing safely
Help in controlling safety and environmental incidences
Use Personal Protective Equipment (PPE)
Training
Employees, contractors, security personnel,
Truck drivers/khalasis
Core Safety training
Skill training
Refresher training
Use of modern training aids - simulators
NEED FOR SAFETYNEED FOR SAFETY
ECONOMIC ASPECTS
• LOSS OF PRODUCTION
• LOSS OF CAPITAL
• LOSS OF MANPOWER
• MEDICAL COMPENSATION
• COST OF TRAINING
• LOSS OF WAGES
• BUSINESS INTERRUPTIONS
LEGAL ASPECTS
(STATUTORY OBLIGATION)
HUMAN ASPECTS
• PHYSICAL INJURY
• REPARATION ON FAMILY
• MORAL LOSS
SOCIAL ASPECTS
• GENETIC
• ECOLOGICAL
• LOSS TO NATION
• POLLUTION OF STREAM AND AIR
SAFETY BELIEFSSAFETY BELIEFS
• ALL INJURIES CAN BE PREVENTED.
• WORKING SAFELY IS A CONDITION OF EMPLOYMENT.
• EMPLOYEES INVOLVEMENT IS ESSENTIAL.
• ALL OPERATING EXPOSUIRES CAN BE SAEFGUARDED.
• TRAINING EMPLOYEES TO WORK SAFELY IS ESSENTIAL.
• PREVENTION OF PERSONAL INJURIES IS GOOD BUSINESS.
• MANAGEMENT AUDITS ARE A MUST.
• MANAGEMENT IS RESPONSIBLE FOR PREVENTING INJURIES.
Basic Philosophy of Accident Occurrence & Prevention Attitude
Humanity
Ability
The desire to serve industry
Knowledge
Country
Inspections Review InquiryObservations of records Investigation
Organization Management SafetySupport EngineerSystematic procedureCreating & marinating interest
Fact finding
Frequency Causes Acc typesSeverity Direct OperationLocation Underlying Tools & equip.Occupation Major causes Obstacles
Analysis
Personnel Instruction DisciplineAdjustment Persuasion AsPlacement & appeal Last
Engineering ResortRevision
Selection of remedy
SupervisionEducation Engineering
Application of remedy
STEPS OF ACCIDENTS PREVENTIONSTEPS OF ACCIDENTS PREVENTION5 5
4 4
3 3
2 2
1 1
PRINCIPLE OF ACCIDENT PREVENTIONPRINCIPLE OF ACCIDENT PREVENTION
BASIC PHILOSOPHY OF ACCIDENT PREVENTION IS ‘ACCIDENTS DO
NOT JUST HAPPEN, THEY ARE CAUSED.
(i) DEFINITION OF ACCIDENT
AN ACCIDENT IS AN UNPLANNED AND UNCONTROLLED EVENT IN
WHICH THE ACTION OR REACTION OF AN OBJECT, SUBSTANCE,
PERSON, OR RADIATION RESULTS IN PERSONAL INJURY OR THE
PROBABILITY THEREOF.
(ii) DEFINITION OF SAFETY
A SUBJECT COMBINATION OF ARTS, SCIENCE AND TECHNOLOGY
WHICH GIVES FREEDOM FROM A CONDITION WHICH MAY LEAD TO
INJURY OR OTHER LOSS.
ACCIDENT RATIO STUDYACCIDENT RATIO STUDY
• THOUGH IMMEDIATE CAUSES OF ACCIDENTS ARE DIFFERENT, BASIC
CAUSES ARE THE SAME.
• IT INDICATES THAT LOT OF EVENTS WHICH ARE INCIDENCES,
PROPERTY DAMAGES OR MINOR ACCIDENTS TAKE PLACE BEFORE A
MAJOR ACCIDENT OCCURS.
• STUDY OF INCIDENTS PROVIDES OPPORTUNITIES TO CONTROL OF
PROPERTY DAMAGE AND INJURIES (MINOR & MAJOR).
1
10
30
600
SERIOUS OR MAJOR INJURY
MINOR INJURIES
PROPERTY DAMAGE ACCIDENTS
INCIDENTS WITH NO VISIBLE INJURY OR
DAMAGE(NEAR MISS INCIDENTS)
Lack of Control
Inadequate
•System•Standards
•Compliance
Basic Causes
Personal Factors
Job/System Factors
Immediate Causes
Substandard Acts/Practices
Substandard Conditions
Incident
Event
Loss
Unintended Harm
OrDamage
The DNV Loss Causation Model
Problem Solving Model
Measurement of Consequences
Measurement of Causes
Measurement of Control
Th
resh
old
Lim
it
Pre contact Contact
Post contact
COST OF ACCIDENTSCOST OF ACCIDENTS
$1
$5 TO $50 Ledger Costs of Property Damage (Uninsured costs)
$1 to $3 Uninsured
Miscellaneous Costs
INJURY & ILLNESS COST
• MEDICAL
• COMPENSATION COSTS (INSURED COSTS)
• BUILDING DAMAGE• TOOLS & EQUIPMENT DAMAGE• PRODUCT & MATERIAL DAMAGE• EXPENSES ON EMERGENCY SUPPLIES &
EQUIPMENTS• REPAIR & REPLACEMENT COSTS
• INVESTIGATION TIME• WAGES PAID FOR LOST TIME• COST OF HIRING/TRAINING/REPLACEMENT• OVERTIME• EXTRA SUPERVISORY TIME• CLERICAL TIME• DECREASED OUTPUT OF INJURED PERSON
ON RETURN• LOSS OF BUSINESS
UNSAFE ACTS OF PERSONSUNSAFE ACTS OF PERSONS
1. OPERATING WITHOUT CLEARANCE, FAILURE TO SECURE OR WARN.
2. OPERATING OR WORKING AT UNSAFE SPEED.
3. MAKING SAFETY DEVICES INOPERATIVE.
4. USING UNSAFE EQUIPMENT, OR EQUIPMENT UNSAFELY
5. UNSAFE LOADING, PLACING, MIXING, COMBINING ETC.
6. TAKING UNSAFE POSITION OR POSTURE.
7. WORKING OR MOVING OR DANGEROUS EQUIPMENT.
8. DISTRACTING,TEASING , ABUSING ETC.
9. FAILURE TO USE SAFE ATTIRE OR PERSONAL PROTECTIVE DEVICES.
88%
UNSAFE ACT-
VIOLATION FROM THE COMMONLY ACCEPTED SAFE PROCEDURE OF WORK.
UNSAFE MECHANICAL OR PHYSICAL CONDITIONSUNSAFE MECHANICAL OR PHYSICAL CONDITIONS 1. INADEQUATELY GUARDED (GUARDS OF IMPROPER HEIGHT,
STRENGTH, MESH ETC.)
2. UNGUARDED / ABSENCE OF REQUIRED GUARDS.
3. DEFECTIVE, ROUGH, SHARP, SLIPPERY DECAYED, CRACKED ETC.
4. UNSAFELY DESIGNED MACHINES, TOOLS, ETC.
5. UNSAFELY ARRANGED, POOR HOUSEKEEPING, CONGESTION, BLOCKED EXITS, ETC.
6. INADEQUATELY LIGHTED, SOURCES OF GLARE ETC.
7. INADEQUATELY CLOTHED, NO GOGGLES GLOVES OR MASKS, WEARING HIGH HEELS ETC.
8. UNSAFE PROCESSES, MECHANICAL, CHEMICAL, ELECTRICAL, NUCLEAR ETC.
10%
UNSAFE CONDITION OCCURS DUE TO WRONG PLANNING, DEFECTIVE DESIGNING, UNSAFE CONSTRUCTION OR COMMISSIONING OR DEFECTIVE MATERIALS..
PERSONAL FACTORS PERSONAL FACTORS 1. INADEQUATE PHYSICAL / PHYSIOLOGICAL CAPABILITY:
2. INADEQUATE MENTAL/PSYCHOLOGICAL CAPABILITY :
3. PHYSICAL OR PHYSIOLOGICAL STRESS:
4. MENTAL OR PSYCHOLOGICAL STRESS:
5. LACK OF KNOWLEDGE
6. LACK OF SKILL
7. IMPROPER MOTIVATION:
JOB FACTORSJOB FACTORS
1. INADEQUATE LEADERSHIP AND/OR SUPERVISION
2. INADEQUATE ENGINEERING
3. INADEQUACY IN PURCHASING
4. INADEQUATE MAINTENANCE
5. INADEQUATE TOOLS AND EQUIPMENTS
6. INADEQUATE WORK STANDARDS:
7. WEAR & TEAR (IMPROPER EXTENSION OF LIFE, USE FOR WRONG
PURPOSE)
8. ABUSE OR MISUSE:
SUPERVISORS ROLE IN SAFETYSUPERVISORS ROLE IN SAFETY
DUTIES OF SUPERVISORS IN PROMOTING SAFETYDUTIES OF SUPERVISORS IN PROMOTING SAFETY• EACH SUPERVISOR SHALL EXERCISE CLOSE SUPERVISION OVER HIS
MANPOWER..
• SHALL ENSURE THAT PERSONS WORKING UNDER HIM ARE COMPETENT TO PERFORM THEIR WORK SAFELY.
• HE MUST TAKE IMMEDIATE CORRECTIVE ACTION WHENEVER UNSAFE CONDITIONS / PRACTICES ARE OBSERVED.
• SUPERVISOR SHALL EXPLAIN IN DETAIL THE PARTICULAR HAZARDS WHERE THE EMPLOYEE IS WORKING AND THE PRECAUTIONS TO BE TAKEN TO ENSURE SAFETY.
• HE SHALL DEVELOP SAFETY AWARENESS IN THE MINDS OF ALL EMPLOYEES.
• SUPERVISORS SHALL ENSURE THAT THE SAFETY REGULATIONS ARE UNDERSTOOD, THAT ALL HAZARDS ARE ELIMINATED WHEREVER POSSIBLE AND ALL MEANS OF EGRESS/EXIT, STAIRWAYS AND SIMILAR MEANS OF ESCAPE ARE CLEAR, WORKABLE AND THOROUGHLY KNOWN TO ALL HIS MEN.
DUTIES OF SUPERVISORS IN PROMOTING SAFETYDUTIES OF SUPERVISORS IN PROMOTING SAFETY
• HE MUST SET A GOOD EXAMPLE IN KNOWING AND OBSERVING ALL
SAFETY RULES AND PRECAUTIONS.
• SUPERVISORS SHALL INVESTIGATE AND REPORT THE ROOT CAUSES
OF ACCIDENTS THAT TAKE PLACE IN THEIR AREAS.
• SUPERVISORS ARE REQUIRED TO MAKE CONTACTS WITH PERSONS
WORKING IN ISOLATED PLACES.
• BY REGULAR AND SYSTEMATIC INSPECTION, SUPERVISOR SHALL
ENSURE THAT ALL TOOLS, EQUIPMENT, MACHINERIES AND
PREMISES ARE IN SAFE AND OPERATIVE CONDITIONS.
• SUPERVISORS MUST TAKE CORRECTIVE ACTION WHENEVER RULES
ARE NOT OBSERVED BECAUSE A SINGLE VIOLATION MAY BECOME A
SOURCE OF MAJOR ACCIDENT AND MAY PUT THE SAFETY OF AN
INDIVIDUAL OR A GROUP IN JEOPARDY.
26
Behavior Based Safety
27
Why Safety Programs Do Not Work:
• Safety is a priority, not a value!• Safety is not managed in the same
manner as production, quality, and cost issues!
• Safety is not driven through continuous improvement!
28
“Fallacies or Realities” in Safety Fables?
• Conditions cause accidents!• Enforcing rules improves safety!• Safety professionals can keep workers
safe!• Low accident rates indicate safety
programs are working well!• Investigating to find the root cause of
accidents will improve safety!• Awareness training improves safety!• Rewards improve safety!
29
Core Elements in Successful Safety programs
• A culture that says “safety” is important around here!
• A tight accountability system!
30
• An excellent tool for collecting data on the quality of a company’s safety management system
• A scientific way to understand why people behave the way they do when it comes to safety
• Properly applied, an effective next step towards creating a truly pro-active safety culture where loss prevention is a core value
• Conceptually easy to understand but often hard to implement and sustain
Behavior Based Safety: What Is It?
31
• Only about observation and feedback
• Concerned only about the behaviors of line employees
• A substitution for traditional risk management techniques
• About cheating & manipulating people & aversive control
• A focus on incident rates without a focus on behavior
• A process that does not need employee involvement
Behavior Based Safety:What It Is Not!
32
Interventions: Always Consider These 3 Components
Safety
Managem
ent Syste
m
Engineering Controls
Behaviors
33
• Attempts to eliminate the hazard
• Having employees work around the hazard
• Guarding or warning employees about the hazard
• Training employees to deal safely with the hazard
Traditional Hierarchy of Safety Interventions Included:
34
• Management leadership• vision, values, commitment• safety goals & objectives• costs of safety performance
• Responsibility & accountability• defined for management & employees• accountable for performance
• Safety organization• safety committees• safety staff resource• safety budget
Safety Management System Interventions7 components
35
Safety Management System Interventions 7 components (continued)
• Safe work practices & procedures• general & job specific• housekeeping• contractors• emergency
• Safety review & improvement • a Plan / Do / Check / Act process• accident investigation process• safety audit / inspection process
36
• Safety training• Based on needs assessments• Designed & presented effectively• For both management & employees• Results in observable changes in behavior on
the job
• Safety communications• Internal & external• Appropriate for audience• Effectiveness of communication methods
Safety Management System Interventions 7 components (continued)
37
• % of safe behaviors increasing and the % at-risk behaviors decreasing
• Reporting of near misses / hits increasing
• Both the number of observations and level of participation increasing
• Frequency & severity of injuries decreasing
• Increasing acceptance of responsibility and accountability for personal behavior
If Safety Interventions are Effective You Will See:
38
“Business is Behavior”*
A business succeeds or fails through the performance of all of its employees
Success = “Good” performance
Failure = “Bad” performance
Performance = the combined results of a series of behaviors
* Aubrey Daniels, author and behavioral psychologist
39
Obstacles To Success:
• Poorly Maintained Facilities
• Top-down Management Practices
• Poor Planning/Execution
• Inadequate Training
40
Keys to Success:
• Meaningful Employee Empowerment
• Designing a Well Planned and Supported BBS Process
• Managing BBS Process with Integrity
41
Activators (what needs to be done)
Competencies (how it needs to be done)
Consequences (what happens if it is done)
Human Behavior is a function of :
42
Human behavior is both:
Observable
Measurable
therefore
Behavior can be managed !
43
Attitudes
are inside a person’s head -therefore they are not observable or measurable
Attitudes can be changed by changing behaviors
however
44
ABC Model
Antecedents (trigger behavior)
Behavior (human performance)
Consequences (either reinforce or punish behavior)
45
Some examples of activators
46
Definitions:
Activators: A person, place, thing or event that happens before a behavior takes place that encourages you to perform that behavior.
Activators only set the stage for behavior or performance - they don’t control it.
47
Behavior: Any directly measurable thing that a person does, including speaking, acting, and performing physical functions.
Definitions:
48
Definitions:
Consequences: Events that follow behaviors.
Consequences increase or decrease the probability that the behaviors will occur again in the future.
Oh please let it be Bob!
If you don’t send in that payment we’ll take you to
court
49
Positive Reinforcement (R+) ("Do this & you'll be rewarded")
Negative Reinforcement (R-) ("Do this or else you'll be penalized")
Punishment (P) ("If you do this, you'll be penalized")
Extinction (E) ("Ignore it and it'll go away")
Only 4 Types of Consequences:
Behavior:
50
Both Positive (R+) & Negative (R-) Reinforcement Can
Increase Behavior
R+ : any consequence that follows a behavior and increases the probability that the behavior will occur more often in the future - You get something you want
R- : a consequence that strengthens any behavior that reduces or terminates the consequence - You escape or avoid something you don’t want
51
Good safety suggestion Joe! Keep bringing
‘em up!
R+
R-
One more report like this and you’re out
here!!
52
Both Punishment & Extinction Decrease Behavior
P: a procedure in which a punisher (consequence that decreases the frequency of the behavior it follows) is presented - You may get something you don’t want
E: withholding or non-delivery of positive reinforcement for previously reinforced behavior - You don’t get what you want
53
You bonehead!! You can kiss that bonus for this year good-bye.... and take a few days off without pay!!!P
E
Let him cry honey. If we get up every night
when he cries he’ll never learn to go to
sleep peacefully.
54
Performance Time
R+
The effects of positive reinforcement
55
Performance Time
P
The effects of punishment
56
Performance Time
E
The effects of extinction
57
Performance Time
If you see this type of performance curve, you can bet
management by negative reinforcement is the
predominant management style
58
What Employees Want:
• A Safe Workplace
• A Positive Workplace
• To Take Care of One Another
• To Stop the Hurt!
59
What Management Wants:
• An Accident Free Workplace• Empowered Employees• Pro-active rather than Re-active Work
Process• Minimize Direct and Indirect Costs &
Threat of Liability From Accidents
60
Why is one sign often ignored, the other one often followed?
61
If you want to know what people find to be reinforcing....
observe what they do when they have the freedom to choose.
62
To create conditions that encourage people to collaborate because they
want to
not because they have to
Let’s do it!!
The Behavior Based Safety Challenge:
63
“Focus on the process …………….not results
they will come later!”
A Values-Based Process
64
Why Do We Need to Change?
“If you do what you’ve always done, you’ll get what you always got!”
W. Edwards Deming
Employee Learning Model
ExperienceExperience OutcomesOutcomes
BeliefBelief
BehaviorBehavior
- Result - Result ++
HabitHabit
Behavior Based Safety
Safety Safety ActivitiesActivities
Fewer at-risk Fewer at-risk BehaviorsBehaviors
Fewer Fewer AccidentsAccidents
Summary
Cultural Change that will take time
Never ending process
Must be employee driven
SAFETY
DESIGN PROCEDURE TRAINING
PARTICIPATION
INSPECTION/AUDIT
GOOD ENGG.PRACTICES
CERTIFICATION/ACCREDITITION
EMENGENCYPREPARENDNESS