Labspeak Bosh Manual (Latest Version)
Labspeak Bosh Manual (Latest Version)
Labspeak Bosh Manual (Latest Version)
Table of Contents
OCCUPATIONAL HEALTH 13
ERGONOMICS 23
EMERGENCY PREPAREDNESS 39
SAFETY INSPECTION 60
SAFETY COMMUNICATION 82
TRAINER’S SUBJECTS 89
PHILIPPINE CONSTITUTION
Constitutional mandate to safeguard the worker’s social and economic well-being as well as his
physical safety and health
As embodied in Article 162, Chapter II of Book IV of the Labor Code of the Philippines, “The
Secretary of Labor and Employment shall, by appropriate orders, set and enforce mandatory
occupational safety and health standards to eliminate or reduce occupational safety and health
hazards in all work places and institute new and update existing programs to ensure safe and
healthful working conditions in all places of employment.”
Types of committee
Composition and Members
Functions
The Safety Officer/man
Yearly Re-organization
Quarterly submission of minutes of HSC meetings
Provisions:
DOLE shall be responsible for the administration and enforcement of OSH laws in all workplaces.
Local government units may be authorized by the Secretary of DOLE to enforce safety and health
standards within their respective jurisdiction.
Refers to inspection of the work environment, including the location and operation of
machinery other than those covered by technical safety inspection, adequacy of work space,
ventilation, lighting, conditions of work environment, handling, storage or work procedures,
protection facilities and other safety and health hazards in the workplace
The Secretary of Labor or his duly authorized representatives, including labor regulation officers,
shall have access to employer’s records and premises at any time of the day or night whenever work
is being undertaken therein, and the right to copy therefrom, to question any employee and
investigate any fact, condition or matter which may be necessary to determine violations or which
may aid in the enforcement of this Code and of any labor law, wage order or rules and regulations
issued pursuant thereto.
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Safety Management will help you understand your safety responsibilities, take positive actions to
prevent accidents, and give you a way of measuring how well you perform your safety duties. By
taking this approach, you will perform the safety portion of your supervisory job in the most efficient
manner. And by doing it well, you’ll have more time for the other important part of your job.
DEFINITION OF TERMS
Accident is an unplanned, undesired event that may result in harm to people, damage to property or
loss to process.
Let’s examine this definition. Accidents are clearly unplanned events. When they occur, they
not only upset your schedule but demand all of your attention. You must stop what you are doing
and handle the many problems associated with accident.
A “near” accident or “near miss” is an example of an incident resulting in neither an injury nor
property damage. However, a near accident has the potential to inflict injury or property damage if
its cause is not corrected. About 75 percent of industrial injuries are forecast by near accident or
near misses. It’s in a supervisor’s best interest to find and eliminate these causes to keep near
misses from recurring or becoming serious accidents.
For example, an employee feels the tingle of a slight electric shock while using a defective
portable drill. This is a near-accident because no injury or property damage results. If the defective
drill is removed from service, a potential injury or fatality is prevented.
Hazard is any existing or potential condition in the workplace that, by itself or by interacting with
other variables, can result in death, injuries, property damage, and other losses.
Keep two factors of this definition in mind. First, potentially hazardous conditions and those that
exist at the moment must be considered. Second, hazards may result not from independent failure
of workplace components but from one workplace component acting upon or influencing another.
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Hazard Control involves developing a program to recognize, evaluate, and eliminate (or at least
reduce) the destructive effects of hazards arising from human errors and from condition s in the
workplace.
As a necessary part of the management process, hazard control is made up of safety audits and
evaluations; sound operating and design procedures operator’s training; inspection and testing
programs; and effective communication regarding hazards and their control. A hazard control
program coordinates shared responsibility among departments and underscores the
interrelationships among workers, their equipment, and the work environment.
Loss Control is accident prevention achieved through a complete safety and health hazard control
program. Loss control involves preventing employee injuries, occupational illnesses, and accidental
damage to the company’s property. It also includes preventing injuries, illnesses, and property
damage to visitors and the public.
Many supervisors mistakenly believe that accidents are only those incidents that result in serious
injuries. If a minor injury or property damage results in an accident, some supervisors shrug off the
incident and return to their routine work. They let the results of an accident determine their level of
interest in investigating its causes and preventing a recurrence. But we know that the results of an
accident (the degree of loss resulting from it) are a matter of chance. It would be better to try to
control the hazards that lead to accident than try to minimize the damage done once an accident
occurs.
AREAS OF RESPONSIBILITY
1. Production
2. Quality
3. Cost
4. Accident/illness
Survey shows that supervisors willingly accept responsibility for the first three areas, but ignore
or procrastinate about the fourth. This is because they may have assumed that the responsibility for
accident loss control belongs to a safety director or someone in the human relations department.
This assumption is incorrect. Loss control is the job of the supervisor. If line managers and
supervisors do not assume responsibility for safety, no company program, no matter how good, will
work.
Loss control through accident prevention must be accomplished at all times. For instance, you
ask yourself this question: “When should supervisors perform safety inspections?” If your answer is
“once a week” or “once a month,” you do not understand your responsibility. You should conduct an
informal safety inspection every time you walk through your department, even if your primary
purpose is only to check the attendance or to determine whether supplies are adequate. During your
inspection, be alert for anything that may cause an accident, such as tripping hazards, fire hazards,
poorly stacked materials, poor housekeeping, safeguards are missing from machines, and/or unsafe
worker practices. Safety responsibilities cannot be separated from the other parts of your work. In
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fact, the best way to describe your job is to say that you are responsible for safe production. With
this in mind, you will soon handle your accident prevention responsibilities almost automatically.
The top manager cannot handle all the details of every job, so he or she delegates accident
prevention responsibilities, along with commensurate authority, to various middle managers. In turn,
the middle manager, such as your boss, will delegate responsibility for safety and accident
prevention to someone like you, the front line supervisor. Thus, you are accountable to your
manager for accident prevention, just as he or she is accountable to the top manager. Let’s define
the principal terms we are using:
Let us take a closer look at the way many supervisors have measured their safety performances
in the past. The measurement was made according to the number of lost time accidents. As long as
no one was injured seriously, supervisors felt they were doing a good job. Too many times, minor
injuries, property damage, or near misses were ignored. In 1931, H.W Heinrich conducted a famous
accident study. He showed that for every accident resulting into a serious injury, there are
approximately 29 resulting in only minor injuries and 300 producing no injuries. If you react only to
major injury accidents, you are ignoring 99.7 percent of the accident that happens in your operation.
Heinrich stressed that the same factors causing a near miss at one time can cause a major injury the
next time. If you look only at the major injury in your department, you miss many opportunities to
find and eliminate the cause of near miss accidents and property damage. Effective hazards or loss
control requires being aware of the possibilities for all types of accidents and knowing how to
prevent them from occurring.
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Include loss control as a regular part of your job and expect to have this part of your
performance measurement. For example, you are expected to perform periodic inspection of your
responsible areas. Your manager can verify that you conduct these inspections, check on their
quality, and determine how well you follow up on the items needing attention. Although safety and
housekeeping inspections and the problems you discover are important, what you do about them is
more important. If a problem can be corrected by your people, assign the appropriate tasks as soon
as possible. If, on the other hand, service or maintenance personnel must be involved, issue a work-
order request immediately. Be sure to make a follow up to see that the job is done. It may be
necessary to have your manager help expedite the work by getting assistance from other
departments.
3. Other Measures
Another positive measure of safety management is to have your people use the appropriate
personal protective equipment (PPE). New employees should be informed about the need for
personal protective equipment. Some PPE, like those for eye protection, should be fitted; while
others, like some respiratory protective equipment, should be demonstrated so that the workers
will know how to use them properly. You should emphasize that people will be expected to wear
and use safety equipment on the job. Likewise, anyone visiting the area must also comply with
the requirements for wearing the proper equipment. Make sure all visitors put on the
appropriate gear before they enter the work area.
As the number of accidents in your department declines, department operations will run
more smoothly. You can then devote more time to the other parts of your jobs, such as
production planning, quality improvements and other cost controls.
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The safety director or manager in your company can be another source of help and can serve as
a catalyst for your program. His or her job is to work with company management to plan the
overall loss (hazard) control program and to assist supervisors in carrying it out. It is wise for you
to cooperate completely with the safety director’s program for your area of responsibility.
1. Many supervisors measure their safety performance by the number of lost-time accidents
that occur in their department. This is accident reaction, not accident prevention. To do your
job properly, you should work to prevent accidents from occurring.
2. Treat all near misses and incidents, not just more serious mishaps, as accidents and
investigate their causes. Minor accidents or incidents provide an “early warning system” that
can help you prevent more serious accident later on.
3. The responsibility to prevent accidents through a hazard (loss) control program is a line
function. The company’s top manager delegates the responsibility to your boss, who in turn
delegates the responsibility to you.
4. Hazard or loss control is as important part of your job as your production, cost and quality
control responsibilities. Your objective is safe production. As a result, you must establish
effective job safety training programs for your workers and see that safety rules and policies
are observed.
5. Indirect and direct accident costs are higher than most people realize. Direct costs represent
only a small portion of the total. Indirect costs, such as worker downtime, accident
investigation and reporting, and equipment replacement or repair adds significantly to the
total accident costs.
6. An effective approach to safety includes several features:
a. Conduct safety inspections as a regular part of your day-today routine and take
immediate steps to correct any problems.
b. Train your employees thoroughly in safe work procedures.
c. Conduct job safety analyses or assign them to others.
d. Make sure employees and visitors wear safety gears.
e. Ask your boss or the safety director for help in addressing your safety problems.
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PERSONAL FACTORS
Lack of Knowledge or Skill
Improper Motivation
Physical or mental problems
JOB FACTORS
Inadequate work standards
Inadequate design or maintenance
Inadequate purchasing standards
Normal wear and tear
Abnormal Usage
EVENT - INCIDENT
PHYSICAL HARM
DAMAGE TO PROPERTY
Type of incidents
Struck against
Struck by
Fall to below
Fall to same level
Caught on
Caught in between
Overexertion
Contact with electricity, heat, cold, radiation, etc.
LOSS - PEOPLE-PROPERTY
Property Damage
Personal Injury
Production Delays
Material Waste
Rejects and Reworks
Lost Sales
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Overtime
Loss of Skill and Experience
Recruiting and Placement
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OCCUPATIONAL HEALTH
RULE 1960
These are services entrusted with essentially PREVENTIVE functions and RESPONSIBLE for
advising the employers, workers and their representatives in the establishments of the following:
PRIMARY RESPONSIBILITY
Identification and assessment of the risk from health hazards in the workplace.
Surveillance of workers health.
Advice on planning and organization of work, including the design of the workplace,
maintenance and condition of machinery/equipment, substances used in work.
Participation in the development of programs for the improvement of working practices.
Promoting the adaptation of work to the workers.
Providing information, training and education in the fields of OH and hygiene and
ergonomics.
Organizing a first-aid and emergency treatment.
MEDICINES AND FACILITIES
Every employer shall keep in his workplace at least the minimum quantity of
medicines, medical supplies and equipments as well as medical facilities
DEFINITIONS:
Adaptation of work to man and man to his work / job
Occupational Health Program
Deals with health of employees as related to their work
Health services that the employer provides to employees
Working environment
Working method
Workers
Determines whether the plan has been implemented according to the approved plan of action.
1. HEALTH PROMOTION
Assessment of health risk
Employee information and assistance program
2. HEALTH PROTECTION
Health risk management
Information, instruction and training
First-aid
Sickness/absenteeism monitoring
Record keeping
I. Hazard Recognition
Basic procedures in hazard recognition:
a. Conduct a walk-through survey to pinpoint the location of existing hazards
b. Determine the process involved
c. Know the raw materials used and its by-products
d. Educate the workers
e. Conduct a regular safety inspection
1. Engineering Control - engineer out the hazards either by initial design specifications
or by applying the methods of substitution, isolation or ventilation.
1. Physical Hazards - include noise, vibrations, extreme temperature and pressure, non-
ionizing and ionizing radiations
2. Chemical Hazards - excessive airborne concentration of vapors; gases, aerosols, and other
contaminants that may be in the form of dusts, fumes or mists.
3. Biological Hazards - include insects, molds, fungi, bacterial, viral, etc., and other 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 following questions will guide the safety
personnel:
What is produced?
What raw materials are used?
What other materials are added in the production stage?
What other by-products are produced?
What equipment is involved?
What is the cycle of the production0peration?
What operational procedures me followed?
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?
Types of TLV’s:
1. TLV-TWA - is the time weighted average concentration of airborne contaminants for a
normal 8-hr. workday and 40-hr. workweek, to which nearly all workers may be exposed
day after day, without adverse effects to their health.
2. TLV- STEL - is a time weighted average calculated over a 15 minute 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 TLV’s is exceeded, a potential hazard from that substance is presumed
to exist. The degree of hazard from exposure to harmful environmental factors or stresses would
depend on the following:
I. Physical Agents:
1. Noise:
Sound Level meter- is the basic instrument used to measure sound pressure variations in
the air.
Frequency analyzer- determines the distribution of noise levels according to the
frequencies. Usually the sound level mete comes together with an octave band
analyzer in a set.
2. Light:
Luxmeter or Light meter- is a photometer, which converts the light into an electric
current; the intensity of illumination in lux can be read from the scale of the
instrument.
3. Extremes of Temperature:
Evaluation of heat stress is done using the Heat Stress Monitor
Dry bulb thermometer
Wet bulb thermometer
Globe thermometer
Sling thermometer
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4. Radiation:
Film badge
Thermoluminiscense
Pocket dosimeter
II. Chemical Agents
Gap and Vapors monitors:
Direct- reading instrument exemplified by colorimetric-type devices, thermal, gas
chromatography.
Occupational safety and health hazards can mean conditions that may cause legally
compensable illness or it may 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
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peculiar to a particular process, trade or occupation and is generally dangerous to workers when
exposed.
1. Chemicals:
These are poisons or corrosive substances that directly attack the body. They can either be in
the following state:
Gases
Vapors
Liquids
Solids
Dusts
Or any combination thereof
2. Biological:
Anthrax
Parasites
Athlete’s foot
Viruses
tuberculosis
3. Environmental conditions:
These are exposures to:
Excessive noise
Radiant energy
Extremes of temperature
Pressure
rapid temperature changes
Preventive/control measures:
3. Protect workers:
Apply general ventilation
Provide personal protective equipments
Prevention Fundamentals:
Know the nature of potential hazardous substances, conditions or exposures
Set up and maintain control measures
Purchasing
Handling
Storage
Use/application
Waste disposal
ERGONOMICS
Basically, ergonomics is not a discipline; rather it is a technique that brings together
several disciplines to solve problems arising from work and the working environment.
Anatomy
Physiology
Psychology
Engineering Sciences
Components of Ergonomics:
Job
The task needed to achieve a result
Governed by guidelines designed to prevent muscle overload
Requires learning, training and skill
Workstation
Place of deployment
Where duties are carried out
Where equipment are located
Machines are the tools
8 hours are spent
Where most accidents happen
Tool
Integral part of the man-machine system
Powerful, fast, tireless
Enables man to accomplish his job with reduced effort
An extension of man's body
Increases man's strength and versatility
Enables him to handle other less-structured equipment
Enables the risk of associated hazards
Man
An integral part of the man-machine-system
Intelligent, adaptive and versatile
The basis of existence- survival
Ergonomic hazards
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Fatigue
A deterioration of mental and physical performance
In everyday experience, fatigue is the accumulation of the effects of various
sources.
Position
There are positions where the muscles have the most strength, less fatigue, less
strain on tendons and ligaments.
o Wrist straight
o Back and neck as close to their natural alignment as possible
o Shoulders relaxed
o Elbows near the side, bent at a 90° angle to reach the work.
Force
It strains muscle tendons;
If a job requires much force, it is important to control the frequency of repetition,
and to position the work with muscles at their maximum strength.
Frequency
It is more difficult to control frequency than position & force, t herefore, it is more
important to make it possible for employees to work in the
best position they can to reduce the force applied.
Control Methods
Task interruption
Job enlargement
Exercise
Job rotation
Workplace Design
Provide an environment free of unnecessary stress.
Risk factors: Height, weight, distance
Height for 5'5" individuals, keep frequently used items 50-150 cm.
Weight: Maximum carrying capacity for men: 25kg; for women: 12.5kg
Distance: keep items close to the body: primary reach zone
Tool Design
Fit the tool to the worker, not the worker to the tool
Keep the wrist in a straight line
Man
Personnel selection
Experienced worker teaches new hires
Acquired skills
Wearing wristbands
Shoulder turning
Arm stretching
Absenteeism,
Increase clinic visit
Intake of pain-relief medication
Workstations and tools are designed in such a way to accomplish the job effortlessly. It
makes work more "human".
MATERIALS HANDLING & WAREHOUSING
INTRODUCTION
Almost every Supervisor, at one time or another, had to handle materials on the job. Materials
handling may be done manually or with mechanical equipment, but either way, materials handling
can be a source of occupational injury.
Handling of materials accounts for 20 - 25 % of all occupational injuries. These injuries occur in
every part of an operation, not just in the stockroom or warehouse.
Common injuries are strains, sprains, fractures and bruises. These are primarily caused by
unsafe practices --- improper lifting, carrying too heavy load, incorrect gripping, failing to
observe proper foot or hand clearance, failing to use or wear proper equipment and/or
personal protective equipment and clothing.
Property damage and serious injury / fatality caused by mechanical equipment.
TYPES OF MATERIAL HANDLING
MANUAL
Individual Capacity
25 kg…female
50 kg…male
Accessories
2 wheeled hand trucks
4 wheeled hand trucks
Crowbars
Shovel
MECHANICAL
Powered Hand Truck Railroad Cars
Crane Conveyors
Hoist Pipelines
Forklift Pallets
Boom Truck Carton Clamps
Heavy - Duty Truck Wire Ropes
Tractors Lifting Bars
Inspect materials for slivers, jagged edges, burrs, rough or slippery surfaces.
Get a firm grip on the object.
Keep fingers away from pinch points, especially when putting materials down.
When handling lumber, pipe or other long objects, keep hands away from the ends to
prevent them from being pinched.
Wipe off greasy, wet, slippery, or dirty objects before handling them.
Keep hands free of oil and grease.
Never let workers overexert themselves when lifting. If you think the load will take more
than one person to handle, assign more persons to do the job.
Lift gradually, without jerking, to minimize the effects of acceleration.
Keep the load close to the body.
Lift without twisting the body.
Follow the six-step lifting procedure.
Keep feet parted - one alongside, one behind the object.
Keep back straight, nearly vertical.
Tuck your chin in.
Grip the object with the whole hand.
Tuck elbows and arms in.
Keep body weight directly over feet.
MECHANICAL LIFTING
Equipment and accessories inspection
Maintenance
Licensed operators
Experienced rigger/spotter
HAZARDOUS MATERIALS
Flammable
Combustible
Acid
Gases
Oxidizer
The process of determining the hazards associated with a job is often referred to as Job Safety
Analysis, however a Job Hazard Analysis (JHA) is a more accurate term since a JHA looks for the
hazards associated with a job, those that present risks not only to employee’s safety, but also to
employee’s health and the environment. Ultimately, every job should be analyzed. This analysis will
identify the hazards associated with each steps, and will enable the supervisor to recommend the
appropriate control measures.
When more than one job needs to be analyzed, choosing which one to do first is an important
decision. Some jobs 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:
History of Serious Accidents or Fatalities. Jobs that have already produced fatalities, disabling
injuries, illnesses or environmental harm - regardless of the frequency - should have a high
priority
Potential for Serious Harm. Jobs that have the potential for causing serious injury or harm
should be analyzed, even if they have never produced an injury or illness.
New Jobs. Whenever a new job is introduced in your area, a thorough JHA should be
performed before any employee is assigned to it.
Changes in Procedures and standards. Priority should also be given to jobs 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.
JHA should always be a team effort. By involving others in the process, the possibility of
overlooking an individual job step or a potential hazard is reduced. The likelihood of identifying the
most appropriate measures for eliminating or controlling hazards is also increased. JHA is a team
effort. An effective JHA team should generally include:
The Supervisor
The employee most familiar 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 JHA will be
accurate and complete.
Once the JHA team has been selected, make sure everyone involved is familiar with what a job
hazard analysis is and how it is performed.
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 moving to the second column.
Then, all the existing and potential hazards for each job should be identified before listing any
recommended solutions in the third column. Concentrating on one column at a time helps ensure
that the information in each column is accurate and complete.
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 team has a general familiarity with the
operation, they are ready to begin identifying the basic job steps. The most effective way for the
JHA team to do this is to watch 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
which they are performed. Two of the most common errors made during this stage of a JHA are:
In preparing for a JHA, actions that are necessary to accomplish a specific purpose into more
global job steps should be combined. This will keep the JHA form from being unnecessarily long
and complicated, yet still provides an adequate description of the complete job.
Beginning with the first job step, the team needs to identify all the existing or potential actions
or conditions that could lead to an injury or illness, or harm to the environment. Each step must
be carefully examined for any hazardous behaviors or conditions that might reasonably occur
during the normal performance of that step. To avoid confusion, each hazard should be labeled
in a way that corresponds to the related job step. Explanations of hazards should be short
phrases, which describe both the agent causing the hazard and the potential result. If there are
no hazard associated with a particular job step it is important to write the word "none" in the
middle column, and to number it to make 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 associated hazards. A simple technique to make sure that each step
is examined thoroughly is to consider four focuses.
a. Physical Actions. Many jobs require the operator to perform 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 must be performed repeatedly, employees can
suffer fatigue or physical stress that increases the chance of 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.
c. 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 of hazards is present.
d. 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.
In addition to identifying 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
identifying hazards a step further by asking some "what if” questions. "What if” questions allow
the team to anticipate hazardous situations that might occur if normal operating conditions were
to suddenly change or if a job step were performed incorrectly or out of sequence. For example,
these questions can be considered:
What could happen if the operator tried to save time by skipping a job step or bypassing
a safety device?
What if the wrong size or type of material is used?
What if the power supply is interrupted?
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 be enough to keep the “What if” questioning
from becoming unrealistic. Keep in mind that the purpose of the JHA is to identify all 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
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. Recommendations should be
developed at the job site whenever possible. It is always best to work through possible solutions
at the job site. This allows the JHA team to check the feasibility of changes as they are proposed,
in order to avoid making recommendations that won't work or that may interfere with other
jobs.
Recommendations should 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 form. Dealing with the
hazards in sequence allows the team to study what effects their recommendations might have
on subsequent steps.
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.
List down as many solutions you can think of as possible. Frequently, a JHA team will be able
to suggest several different ways to eliminate or control a particular hazard. It is essential that all
of the precautions or corrective measures be listed even those that may already be in place.
Since JHA's often serve as the basis for developing standard operating procedures, or are used to
deliver training, all of the precautions necessary to perform the job safely need to be included.
The most effective recommendations are those that eliminate hazards altogether. Many times,
however, it not immediately possible and temporary measures must be recommended until
a more permanent solution can be implemented. For example, it may be necessary to
recommend the temporary use of respirators until an adequate ventilation system is installed. In
most cases, effective recommendations for corrective measures can be developed by
considering the same four factors used to identify hazards:
Physical Actions. If the physical actions associated with a particular job step pose risk to the
employee, it may be possible to eliminate the risks by modifying, rearranging, 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.
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.
Equipment. When equipment hazards exist, recommendations for corrective measures can
include the installation of machine guards, automatic safeguard devices, or perhaps even the
replacement of a particular piece of equipment. Once again, recommending the use of PPE
should also be considered
Training Employees. Completed JHAs are especially useful when training employees. The JI-1A
can be used as a step-by-step guide for ensuring that each step is performed safely and
efficiently, and to point out particular job steps or hazards 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.
Conducting Inspections. JSA’s 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 is performing those steps according to standard procedure.
Investigating Accidents. In the event of an accident, a JHA can provide a valuable investigating
tool. Comparing the procedures which led up to the accident with those outlined in the JHA will
allow the supervisor to determine if the job was being performed incorrectly, or if a hazard was
overlooked in the initial analysis.
Summary
JHA involve steps, which, if performed incorrectly, can cause injury, illness, or harm to the
environment. Others require employees to work with or around hazardous materials or to work
under hazardous conditions. Supervisors and team leaders need a reliable and accurate method of
identifying 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 the overall health and safety management approach is one of
the most effective steps taken toward preventing accidents and illnesses in your department.
Performing JSA’s on all of the jobs supervised, keeping them up to date, and using them to their
fullest advantage allows the supervisor to anticipate and eliminate or control anything that might
lead to injury, illness, or environmental harm.
FIRE is the result of the chemical combustion of combustible materials (fuel) with oxygen in the
presence of enough heat.
It is virtually impossible to predict exactly when a fire will occur and, upon its inception, the
extent of its destructive potential. However, through scientific knowledge of ignition, the
combustibility of solids, liquids and gases, the products of combustion and effective ways to control
the dangers of fire and explosion can be determined.
Ordinary fire (one that can be extinguished by ordinary extinguishing agents) results from the
combustion of fuel, heat and oxygen. When a substance is heated to a certain critical temperature
called its “ignition temperature”, it will ignite and continue to burn as long as there is fuel, proper
temperature and a supply of oxygen.
For many years, the three sided figure of the fire triangle has adequately been used to explain
and describe the combustion and extinguishing theory. If any one of the three elements is removed,
fire cannot exist. A new theory has developed to explain combustion and extinguishments further.
This is the transition from the plane geometric triangular figure, which we recognize as the fire
triangle, to a four-sided solid geometric figure, a tetrahedron, which resembles a pyramid.
FUEL or combustible material – one which contains chemical elements that will react with
oxygen and, under proper conditions, produce fire.
OXYGEN – 16% of this is needed to sustain fire.
HEAT (sufficient) – to raise the temperature of the fuel surface to a point where chemical
union of the fuel and oxygen occurs.
CHEMICAL CHAIN REACTION – vapors of gases, which are distilled during burning process of
a material, are carried into the flame.
Products of Combustion:
Fire gases – refers to the vaporized products of combustion.
Flame – the visible luminous body of burning gas, which becomes hotter and less luminous
when mixed with increased amounts of oxygen.
Heat – a form of energy which is measured in degrees of temperature to signify its intensity.
It is responsible for the spread of fire.
Smoke – a visible product of incomplete combustion.
Phases of Burning:
Incipient phase or Beginning Phase
Flame Producing Phase or Free-Burning Phase
Smoldering Phase
Under the theory of the fire triangle, there are three methods of fire suppression. With the
introduction of the tetrahedron concept, a fourth suppression measure --- stop the chain reaction ---
has to be considered. The method of stopping a rapid chemical reaction (burning) depends upon the
size and the type of fuel involved.
Isolation – by eliminating the combustible material
Smothering – by cutting off the oxygen supply
Quenching – by cooling to a point below the ignition temperature
Inhibition – by inhibiting the rapid oxidation of the fuel
Class A Fires – Fires involving ordinary combustible materials, such as wood, cloth, paper, rubber and
many plastics.
Class D Fires – Fires involving combustible metals such as magnesium, titanium, zirconium, sodium
and potassium.
Class D Extinguishment – the extremely high temperature of some burning metals makes
water and other common extinguishing agents ineffective. There is no agent available that will
effectively control fires in all combustible metals. Special extinguishing agents are available for
control of fire in each of the metals and are marked specifically for that metal.
FIRE EXTINGUISHER
Most fires are relatively small when they start, they can be easily handled with portable fire
extinguishers. Therefore, industrial firefighters should be familiar with the types and location of fire
extinguishers distributed throughout the plant. Brigade members should know how fire
extinguishers work, how they are used, and how they are maintained.
After use:
Have extinguisher re-charged or replaced immediately even if only partially discharged.
Momentary discharged could cause total loss of pressure.
Bring extinguisher to a qualified service agency for recharging, repair or test.
Non-refillable should be identified and a replacement should be obtained immediately for
continued fire protection.
Do not dispose used fire extinguisher by throwing it in the fire.
Do not refill your extinguisher with any material other than that specified on the nameplate.
This may cause damage to the extinguisher which may cause rupture, resulting to bodily
injuries.
Fundamentals of Protection, Prevention and Control:
The fundamentals of fire protection, prevention and control can be best summarized in the
following objectives:
Provide for early detection
Prevent the spread of fire
Provide for prompt extinguishing of fire
Prevention of outbreak of fire
Provide for the immediate evacuation of personnel.
Ordinarily, oxygen is the most difficult of the three factors to control since it is in the air and is a
necessity of life. Fuel and heat can be controlled, and therefore the simplest control measures will
have to do with them. Actually, control in this sense means merely keeping them separated.
Most fires start out as small ones, except for explosions. The prompt detection of fire and
signaling of an alarm are therefore of prime importance. When fire is detected by personnel, it is
important that they have been trained to act effectively. The first impulse of many individuals on
discovering a fire is to try to extinguish it; this has frequently led to long delays in sounding the
alarm. All employees should be trained to sound the alarm as soon as the fire is discovered, and if
possible, try to extinguish it.
EMERGENCY PREPAREDNESS
Emergencies and Disasters --- at offices and plant facilities --- and their associated costs can be
devastating in terms of employee casualties, business interruption, loss of assets, etc.
Emergencies may happen in spite of preventive measures. Management can reduce the
frequency of occurrence and severity of injuries or damage with correct identification and evaluation
of hazards, effective preparation/planning, training, and implementation.
Objectives
This can be accomplished by having Emergency Preparedness Plans that will trigger Emergency
Response Procedures developed by the organization. Effective Emergency Preparedness Planning
requires that all employees be made familiar with emergency procedures before a crisis situation
happens TO MINIMIZE THE POSSIBILITY OF PANIC, TO ENABLE EMPLOYEES TO LEAVE AN
ENDANGERED PLACE IN THE SHORTEST PRACTICABLE TIME, TO ENABLE EMPLOYEES TO RESPOND IN
THE SHORTEST PRACTICABLE TIME.
General Guidelines
The assignment of leadership and administration responsibilities to certain individuals.
Facility vulnerability analysis
Development of emergency management, planning, response procedures, agency contacts,
documentation, and
Development of training drills and updates.
[Note: The Chairman or his designated representative is responsible for informing the public of the
emergency as needed.)
Emergency Planning
Involves the development of a specific plan which details actions to be taken by trained
personnel during an emergency in an effort to efficiently control the emergency, and
minimize its negative impacts
It provides management guidance for action to be taken in case of an emergency.
In most cases, one or two people will be doing the bulk of the work. Others can serve in an
advisory capacity. Members should come from all functional areas in the company:
Establish Authority.
Demonstrate management’s commitment and openly promote its support for the EC Plan.
Issue a Mission Statement. Have the CEO or Plant Manager issue a mission statement. The
statement should:
a. Define the purpose of the plan and indicate that it will involve the entire
organization.
b. Define the authority / structure of the planning group.
Set a Schedule and Budget.
Establish a work schedule and EDCs.
Provide an initial budget for such things as research, printing, seminars, consulting services
and other expenses that may be necessary during the development process.
This step entails gathering information about current capabilities and about possible hazards and
emergencies. Conduct vulnerability analysis to determine facility’s capability to handle emergencies.
NB: It is possible that seemingly unrelated events can trigger a site emergency.
Do an Insurance Review
Meet with insurance carriers to review policies.
PLAN COMPONENTS
Executive Summary
The executive summary gives management a brief overview of:
the purpose of the plan
the facility's emergency control policy
authorities and responsibilities of key personnel
the types of emergencies that could occur and need emergency control
Supporting Documents
Lists (wallet size if possible) of all persons on and off site who would be involved in
responding to an emergency, their responsibilities and their Residence Addresses (in case
they have to be fetched).
Resource List.
Lists of major resources (equipment, supplies, services) that could be needed in an
emergency; mutual aid agreements with other companies and government
agencies.
Implementation means:
Organize, train, and do mock drills (announced and unannounced.) Benchmark.
Evaluate and update at least once a year
Implement boldly when the Emergency happens.
PERSONAL PROTECTIVE EQUIPMENT
Many industrial operations involve potentially hazardous equipment, materials or environment
that could lead to serious or even fatal injuries. Many of these hazards are eliminated or controlled
through engineering measures such as machine guards and safeguards, the substitution of non-
hazardous materials, and ventilation systems. In some cases, standard operating procedures are
developed to reduce exposure to specific hazards, however, even with engineering controls, personal
protective equipment (PPE) maybe required as part of normal safety procedures. If a control fails, or
something unexpected happens, it would be best if the worker is wearing the required PPE that will
provide the protective barrier between the worker and the hazard. The PPE should match the
specific hazard associated with the job, properly fit and correctly worn and be maintained in good
condition.
HEAD PROTECTION
The most common form of protective equipment for your head is the hard hat. Primarily, a hard
hat is intended to protect your head from an impact. Some types of hard hats also offer protection
from electrical shock. Most job related head injuries are the result of an impact from falling or
moving object. A hard hat is constructed to reduce the effects of the impact by deflecting or
absorbing some or all of its force. It consists of:
Together these components form a shock absorption system that allows the force of an impact to be
deflected or spread enough to reduce the possibility of a serious head injury.
In addition to providing protection from impacts, some hard hats are also designed to provide
protection from electrical shock. Hard hats are classified according to the amount of electrical
protection they offer.
Class A hard hats use metal chips to attach the suspension harness to the outer shell.
Therefore, they may not provide adequate protection from high voltages.
Class B: High Voltage Protection. Class B hard hats contain no metal parts and are approved
for use around high voltages.
Class C: No electrical protection. Many Class C hard hats have metal outer shell and would
never be worn around exposed electrical components.
Note:
Bump caps are intended for use only in situations that might produce a minor bump or abrasion.
Never substitute a bump cap for an approved hard hat if there is any possibility of a serious impact.
Proper Fit
In order to provide the necessary protection, a hard hat must be worn correctly. The headband
needs to be worn correctly. The headband needs to be adjusted so it is snug enough to keep the
hard hat from falling off when the worker bends over. It should not be so tight, however, to cause
headache. Make certain the harness provides at least 1 ½ inch clearance between the top of the
harness and the inside of the shell from hitting the head in the event of an impact.
Never wear the hard hat backward. The suspension harness is designed to work with the
headband in the proper position and wearing the hat backward could affect the amount of
protection it provides.
EYE/FACE PROTECTION
With eye/face protection, there are five types of hazards to deal with:
Impact - material fragments, chips or other flying objects that can strike the eyes or face.
Irritating dusts - particles in the air that can settle in the eyes, making it difficult to work
safely.
Chemical Splashes - contacts with hazardous substances that can cause skin or eye injuries.
Extreme Heat- exposures to temperatures high enough to burn skin or eyes physically.
Optical Radiation and Glare - direct or indirect exposure to sources of extremely bright or
harmful wavelengths of light.
The most common type of face protection is the full-face shield. The shield is made from high
strength plastic that can withstand a great deal of force without cracking or shattering. However,
face shields are only intended to prevent objects from striking the face. It is not designed to serve as
primary eye protection; the worker must wear either safety glasses or safety goggles.
The kind of eye protection the worker needs to wear when working around an impact hazard
depends mainly on the direction the particles or fragments can come from. As a minimum, the safety
glasses the worker must wear must have side shields to protect the eyes from the front or the side.
When there is an additional possibility of materials coming at the top or below, the safety glasses
must have side shields to protect the eyes from the front or the side. When there is an additional
possibility of materials coming at the top or below, the safety glasses must include top shields as
well.
Safety goggles are usually worn when particles can approach from any direction. They are
available in either the cup or cover styles, both are designed to form a complete seal around the
eyes to provide maximum protection from flying materials. While the seal does prevent your eyes
from getting struck by flying debris, it can cause the lenses to fog easily. To reduce the possibility of
fogging, some goggles have ventilation holes to allow air to circulate behind the lenses.
Chemical Hazards
If the job presents any possibility of hazardous chemicals splashing or spilling onto the face
and into the eyes, the workers need to wear a face shield and the appropriate type of safety
goggles. Goggles with direct ventilation holes are not recommended when working with
chemicals since the holes will allow liquid to get inside. It is best to wear goggles with no
ventilation holes or goggles with direct ventilation where the holes are hooded. Indirect
Ventilation forces air and any liquid to make at least one right angle turn to enter the goggles.
This technique reduces the chances of liquid reaching the eyes
Dust Hazards
Some operations create fine dusts that remain suspended in the air. The most effective type
of eyewear is goggles without ventilation holes or those with direct ventilation holes.
Heat Hazards
Whenever there is a possibility of the eyes or face being burned from contact with an
extremely hot surface, hot liquid or other source of intense heat, the worker needs to wear a
heat-resistant face shield and either safety glasses or goggles. Some face shields are available
with a special coating to reflect heat away from the face. Another type comes with a metal
screen instead of the more common plastic shield. Those specially-type face shields are often
necessary for jobs that involve working around furnaces or molten metals.
Proper Fit
Face shields, safety glasses and safety goggles must fit properly.
Face shields should provide enough clearance between the plastic shield and your face for
safety glasses or goggles. The adjustable headband should be snug enough to keep the face
shield in place as the worker tilts the head forward or when the shield is lifted up out of the
way.
Safety glasses should rest comfortably on the worker's nose or can and should be secure
enough to keep them from slipping down the nose when the worker bends over.
The headband on safety goggles needs to be tight enough to maintain the seal between the
goggles and your face.
HAND PROTECTION
The most common hand hazards to which the hands must be protected from include the
following:
Abrasions - Bruises, scrapes, and scratches from routine materials handling.
Appropriate glove type: Leather or heavy fabric or a combination of both.
Cuts - Lacerations from knives and other cutting tools or materials with sharp edges.
Appropriate glove type: gloves made of stainless steel or aramid fibers (KEVLAR)
Temperature Extremes - Burns from exposure to extremely hot or cold surface, materials or
environment.
Appropriate glove type: gloves or liners with temperature rating usually KEVLAR
Chemical - Injuries or illness caused by contact with hazardous substances.
Appropriate glove type: rubber type gloves such as neoprene, nitrite, polyvinyl
chloride, natural rubber, butyl rubber, etc.
Electrical Shock - Injuries caused by contact with live current.
Appropriate glove type: made of non-conductive materials such as vulcanized rubbers
called elastomers.
Note: No single type of glove can protect your hands from all of these hazards. The gloves must be
matched to the specific type of hazard the worker will likely encounter.
Proper Fit
Wearing Gloves that fit properly can be just as important as wearing the right kind of gloves.
When gloves are too large, they can make it difficult to handle materials safely. And when gloves are
too small, they may not allow the workers to flex their fingers completely.
FOOT PROTECTION
The type of protective footwear needed depends upon the specific kinds of hazards
encountered. Most common hazards are:
Impact - Heavy falling or rolling objects that can injure the toes or instep.
Appropriate Foot Protection: safety shoes or boots with metal or high strength
plastic box built into the toe end
Puncture - Sharp objects that can pierce the bottom of the foot.
Appropriate Foot Protection: safety shoes or boots with reinforced soles or insoles
Chemical - Direct contact with hazardous substances that can cause serious injuries or
illness.
Appropriate Foot Protection: chemical(rubber, vinyl, neoprene and nitrite resistant
boots that will provide good traction)
Electric Shock - Contact with exposed electrical components
Appropriate Foot Protection: safety shoes with non-conducting soles and insoles
contain no exposed metal parts.
Proper Fit
Safety shoes or boots that do not fit properly can be extremely uncomfortable. At the end of a
workday, the feet can get very tired and sore. During selection of safety shoes or boots, the following
must be considered:
Size - Almost all safety shoes come in the same size as regular shoes.
Note: Make sure to wear the same type of socks when trying the safety shoes. Safety shoes
are available in a wide variety of styles.
Support - Since most industrial floors are concrete, the shoes need to provide a good arch
support.
Toe Room - The toes must have room to move
Traction - Safety shoes and boots come with various types of skid resistant soles. Select the
type that will provide the best traction for the conditions in the workplace.
Contact between people and the moving parts of machinery often result in some of the most
serious forms of industrial injury. The earliest advances in injury prevention dealt with the hazards
associated with overhead transmission shafts. Transmission shaft involved that part of the power
source which provided motion to the actual operational parts of the machine. The transfer of
energy from the overhead transmission shaft to the machine usually occurred through a series of
belts. Initially, the use of guards was introduced to prevent contact or "trapping" with the belts.
Ultimately, "stand alone" machines replaced the overhead transmission shaft.
This change in engineering led to an immediate reduction in belt related injuries. However, the
new machines still presented a significant hazard to operators. Today, there is a requirement to
guard machines so that contact between the moving parts and operator, or passer-by, cannot occur.
Often, machine designers fit guards for the purpose of satisfying some legal requirement or standard
without considering the effects of the yard on the operational or production performance. The
purchaser, usually an employer, may modify the equipment in order to achieve both safety and
efficiency. Countries around the world have different standards and requirements for machine
guarding.
The purpose of machine guarding is to prevent any part of a person's body or clothing from
coming into contact with any dangerous moving part of the machine. Guards should be designed
and constructed to satisfy the following criteria:
There are several techniques available in guard design using electronic systems; however the
vast majority of guarding on machines is still mechanical. Wherever machinery is used, there is
likelihood of a hazard resulting from transverse, rotating and reciprocating motions: in-running nips;
shearing, bending and punching actions or cutting actions. The type of guard necessary to be fitted
to a particular part of the machine depends on the design purpose of that part. Where protection
against machine parts is necessary, guards can be considered under two broad categories:
Non operational - for use on transmission gears, belt drives, shafts and parts that usually do
not require frequent adjustments or approach by the operator: and,
Operational - where the part performs the function or purpose of the machine, such as
cutters, blades and chucks.
Safety of machinery may be provided through several options. These include specific techniques or,
where necessary, combinations of different methods.
Tool or machine design can eliminate the need for separate guards. Using remote control,
automatic feeding or enclosure, the operator is isolated from the dangerous area. Two-handed
operating devices, requiring simultaneous action by the operator, are used to prevent the operator's
hand entering the danger area. However, this technique doe not account for a second person
becoming involved in the process, thereby reducing the reliability of the guarding system. This
method of guarding may require the addition of a mechanical guard. Especially designed jigs and
tools may be used for manipulating work in conjunction with fixed guards, allowing the operator's
hands to be kept clear of the danger points. Automatic and semi-automatic feeding mechanisms are
also used in combination with fixed guard. Whatever technique is used, it is important that it does
not create additional danger points.
Fixed Guards
Fixed guards are the enclosures that provide a high level of protection. The advantages include
no moving parts, enclosure of the dangerous area at all times, allowing the feeding and ejecting of
material but preventing hands entering the danger zone, enclosing power transmission, and
restraining bursting parts from flying about. The essential requirements of a fixed guard system
include effective prevention of access of any part of the body to the danger area from any direction,
strong rigid construction, effective attachment and failure to observe the fundamentals leaves the
guard partially ineffective and likely to fail in its main purpose.
The positioning of fixed guarding around the operations point on a machine may not allow
sufficient flexibility during production, severely limiting the use of the machine. An option is to
provide adjustable sections to permit the machine to accept different sized materials. The method,
while increasing flexibility, increases the potential for error.
Interlocked Guards
When fixed or adjustable guarding is impractical, an interlocked device should be considered.
The interlocked guard provides access to the danger area when the moving part of the machinery
come to rest the guard is required to:
Shut off or isolate the power source to prevent operation when the guard is open.
Remain closed until the moving parts have stopped.
Stop the machine immediately when the guard is opened.
Completely enclose the moving parts in the danger area.
Both mechanical and electrical interlocking is used in this technique, depending on the type of
machine to be guarded. The system must be designed such that should a fault occur, the guard will
safely make the machine inoperable.
Automatic Guards
The machine itself through a connection to the die operating system activates the automatic
guard. The guard is linked to the working cycle of the machine and is designed to protect the
operator even in the event of a machine fault. Speed conditions and stroke are critical to the
effectiveness of automatic guards. Considerable skill and judgment are called for in setting and
testing the device, and attention is needed to ensure the guard itself does not create a shear point
during operation.
In special circumstances, where physical guarding is not fully possible, the application of Quick-
Stop devices can be incorporated. In particular, use is made of photoelectric beams. As in the case
with automatic yards, these types of devices present technical difficulties and reliability concerns if
not properly installed and integrated into the operations of the machines.
Maintenance of Guards
A guard should be as close as possible to the part which it protects. This allows safe approach to
the machine's control, lubricating points and other functions, which require regular monitoring. All
guard should remain in a position whenever the machinery is in motion or used. The guard should
only be removed by an authorized person when a machine is at rest and must be placed back prior
to start-up. Accidents have occurred during maintenance when machines have been started with
people still working on moving parts. A danger tag and lockout system must always be used when
guards have been removed from machinery to allow work to be carried out.
Fences should be designed to prevent people from crawling under or reaching over them and
coming in contact with dangerous parts of the machinery. Where gates are required, normal
interlocks may be inadequate. If it is possible to enter the fenced area, special provision must be
made to ensure the equipment does not operate if the gate is accidentally closed.
Summary
Guards and safety devices should be considered when the machinery is being planned,
fabricated or purchased. The guard should, as far as possible, appear and function as part of the
total machine.
MACHINE SAFETY
Person-Machine-Environment
The relationship between a person, machine and the working environment forms an important
consideration in a work system. The work process and system is linked together by procedures that
are adopted to actually perform task. It is reliant on the Person-Machine-Environment relationship
being effective and efficient. The interface or linking between these factors can be disrupted if a
compromise in safety occurs.
Person-Procedure
Are the people familiar with the procedure to be followed for the job?
Is the procedure understandable to the people doing the job?
Procedure-Machine
Is the equipment designed for the use spelled out in the procedure?
Is the machine maintained in good order?
Machine-Environment
Does the environment prevent the use of certain machinery, e.g., ground too soft for a
mobile crane, or do nearby high volt age lines require conductive rather than electrically
resistive footwear?
Person-Machine
Are the people trained and experienced with the equipment they are working with?
Person-Environment
Does the environment create hazards for the people working there, i.e. wind, precipitation,
Temperature, people working above, others who may be subject to falling hazards?
Procedures –environment
Does the environment prevent procedures (safe work procedures) from being followed, i.e.
adjacent live apparatus outside safety limits?
Person-Machine Interface
When we view the working relationship between person and machinery, we need to examine
the primary hazards of machinery.
"Machinery" is an assembly of linked parts or components, at least one of which moves, with the
appropriate actuators, control and power circuits, joined together for a specific application in
processing, treatment, moving or packaging of materials. This includes an assembly of machines
which, in order to achieve the same end, are arranged and controlled so that they function as an
integral unit.
Design faults in machinery are often responsible for operating equipment hazards. If we consider
that machinery is composed of power driven moving parts, omitting the guards from moving parts
would place the operator at a great risk if he or she were working in close proximity to the
machinery.
Machine Guarding
Serious injury may occur should there be contact between people and the moving parts of
machinery. Although design engineering has reduced the incidence of such injuries in more modern
equipment, accidents continue to occur with aged machines, which may not have adequate safety
guards in place. Injuries may also occur from maintenance oversight where work has not been
attended to on machinery, safety systems are not replaced, and/or there has been lack of
maintenance on machines. It should also be noted that guarding alone might not be the only
answer to manage machinery hazards. If the guard can be removed while the machinery continues
to operate, operator hazard still remain.
The following Occupational Safety and Health Standards cover Machine Guarding:
In general, design and construction requirements involved in machinery safety guarding can
be summarized to include the following:
The owner of machinery shall provide and at all times, safety devices, fences, barriers, or
guards in accordance with the minimum requirements.
Safety devices, fences, barriers and guards shall be provided on every dangerous part of
machinery.
Safeguarding of machinery should be planned into the design of machinery. Safety devices,
fences, barriers, and guards should not in themselves create hazard.
Safeguarding shall be designed to prevent persons reaching into the danger area of
machinery. Human capabilities have to be considered when determining minimum
clearances.
Machine Safety Checklist can be used to identify potential and actual hazard in the workplace.
Checklist provides a baseline for hazard identification and action planning that may be required to
correct a hazard. It is important to remember that checklist items will vary in their requirements
depending upon the industry type and the workplace that they will be applied to.
Pressure Vessels
A pressure vessel is a vessel, which is subjected to either internal or external pressure. This
includes all parts of the vessel up to point of connection. Because such vessel contains compressed
gas in some form, safety is maximized through correct handling, maintenance, storage, use and work
within the workplace.
The most common pressure vessels in the workplace are boilers and cylinders containing oxygen
or fuel gas. A boiler is a closed vessel in which water is heated by combustion of fuel or heat from
other sources to form steam. It is hot water, or high temperature water under pressure. Gas
cylinders may vary depending on the type of fuel, which is under pressure and may include:
LPG gas cylinders
Oxyacetylene cylinders
Nitrous oxide cylinders
Helium cylinders
Boilers should be regularly maintained and inspected to ensure that the integrity of the system is
maintained.
To understand the hazards of electricity is it not necessary to know precisely what it is, even
though such knowledge might be both helpful and desirable What is more important in handling
electricity safety is to understand:
How it acts.
How it can be directed
What hazards it presents.
How these hazards can be controlled
Shock is the most serious electrical hazard. This happens when you touch a live wire, a tool or
machine with poor insulation. You then become a conductor. The shock that you feel is the electrical
current going through your body.
Results of shock
Pain
Loss of muscle control and coordination
Internal bleeding
Nerve, muscle, or tissue damage
Cardiac arrest
Death
Severity of shock
The quality of current flowing through the body
The path of the current flowing through the body
The length of time body in contact.
Physical condition of the victim
Even if the shock itself doesn't kill you, it could cause you to fall and come into contact with
dangerous equipment.
Other Electrical Emergency includes Fire, Explosions and Equipment damage. This happens when
you touch a live wire, a tool or machine with poor insulation you the
Electrical Hazards
Defective appliances and tools Arcing
Defective wiring installations Overheating
Personal factor Group gradient
Overloading of circuit Step potential
No proper rated protective device Distribution lines
Using unapproved electrical
appliances & equipment
Control of Electrical Hazards
(Electrical Safety Devices)
Grounding
insulation
Enclosure
Fuse or Circuit Breaker
Lockout Tag out
Maintenance of Equipment
LOCKOUT/TAGOUT
Lockout is blocking the flow of energy from the power source to the equipment and keeping it
blocked out. It is your key to safety.
Tag out means placing a tag on the power source to WARN co-workers and others not to turn the
power ON. Tags don't provide physical restraint that locks provide, but they are just as important.
It might also include the name of the worker who put it there, the date and time the work began
and the type of work being performed.
A tag is sometimes used alone when it's not possible to lock the energy source. Tags should l be
treated as locks. They are not to be removed without authorization. Tags are never to be bypassed or
ignored.
Exercise:
List the ways to disconnect or block energy to the machines or equipment you use in your
department. You should familiarize yourself with your machines. Some machines may be damaged if
you pull or disconnect switches while they’re under load.
Note: Know the machines and their power source. Some may have more than one source of power.
Be sure to disconnect all sources before you continue.
Stored or residual energy found in springs, elevated machine parts or in air, gas, steam or water
pressure are also hazards.
SAFETY INSPECTION
The most important step in identifying and eliminating hazards in the workplace is through
creating a systematic Safety Inspection. Safety inspections can reveal hazards and, following through
the necessary corrective actions, will result in a safer workplace.
Safety Inspection - is a monitoring function to locate and report existing and potential hazards in a
workplace.
Inspections can be very simple or very complicated, depending on the type and complexity of the
workplace and the hazards involved. The essential point is that the inspection must be repeated at
intervals and the information must be used.
Purpose:
To correct potential hazards
To improve operations, thereby increasing efficiency, effectiveness and profitability.
TYPES:
1. Continuous/on-going inspection – conducted by employees, supervisors, and maintenance
personnel as part of their job responsibilities.
2. Planned inspection – is deliberate, scheduled, thorough and systematic by design. This is of
three sub-types:
Periodic inspection
Intermittent
General
What to inspect?
A safety inspection can be structured in various ways ranging from a full scale inspection of a
company’s safety management and technical systems, to a mini inspection of a specific procedure or
work area. It can also be used to check on particular aspects such as fire protection, electrical safety
or first aid arrangements.
Suggestions of things to inspect may be found in the guidelines, the risks known to be in the
area, the volume of problems as revealed in previous safety audits, and on the accident records of
the company.
How to inspect?
Before conducting a safety inspection, the inspector should prepare the materials he will need,
such as the company’s floor plans, to determine his route of travel or to determine the specific
location he intends to cover during the inspection. Other needs, like inspection checklist/guide, will
also be necessary for him so as not to forget or omit certain points which may be important to recall.
Of course the tools he will need includes pen/pencil, paper to jot on with other data, flashlight,
standards, wooden stick , measuring tape and PPEs.
Who inspects?
Ordinarily, the Supervisor conducts the inspection, but site inspections should be carried out by
groups of, probably, three people. One person in the group should write down the findings during
inspection.
Other persons who conduct inspection are: Safety committee members, Safety engineers,
Specialists or experts in the operation affected, Representative from management, government
safety representatives, and Insurance company safety engineers
The report should be presented in such a way that will allow simple evaluation of the extent of
accomplishment of the management and supervisors in removing the hazards or improving the
safety characteristics of the workplace.
There should also be feedback from the supervisor on the area that was inspected to discuss his
findings and proposals. Reports are often ideal agenda item for health and safety committee
meetings.
A timetable for the implementation of the agreed recommendations should be made and progress
should also be checked and monitored at regular intervals, e.g., quarterly. If there is no follow up
made, the value of the inspection will simply be lost.
WORK ACCIDENT INVESTIGATION AND CAUSAL ANALYSIS
OVERVIEW OF AN ACCIDENT SCENARIO
Swift Investigation is a must.
Understand what you are up to.
Eliminating the root cause of accident.
INCIDENT
Is an undesired event, which, under slight different circumstances, could have resulted in
harm to people, damage to property or loss to process.
ACCIDENT
Is an undesired event that results in physical harm to a person, damage to property or loss to
process.
It is usually the result of a contact with a source of energy (i.e., kinetic, electrical,
chemical, thermal, etc.) above the threshold limit of the body or structure.
NEAR-MISS
Is also an event that may or may not result into a loss.
Incidents with no visible injury and/or property damage
ACCIDENT is caused by
Hazardous Act – unaware, unable, unmotivated
Hazardous Condition - unidentified, uncorrected
HAZARDOUS PRACTICES/ACT
Operating without authority
Improper lifting
Operating at improper speed
Taking improper position
Making safety devices inoperable
Servicing equipment in motion
HAZARDOUS CONDITIONS
Inadequate guards or protection
Gases, dust, fumes, vapors
Excessive noise
Radiation exposure
Fire and explosion hazard
INCIDENT RESULTS
Physical Harm
Property Damage
Humane Aspect
Environmental Aspect
What is an investigation?
It is an analysis, evaluation and report of an incident, based on information gathered by an
investigator (most frequently the supervisor). The quality and usefulness of the information is
directly related to the degree of thoroughness and conscientiousness of the investigation.
A complete investigation includes the objective evaluation of all the facts, opinions, statements
and related information, as well as action plan, or steps to prevent or control a similar recurrence.
Good judgment should be applied to the timing of investigations of such items, with a "worst-
first" or "urgent-first" rule generally being the indicated guidepost.
SUPERVISOR BENEFITS:
They evidence and reflect concern for people.
They increase his production time.
They reduce his operating cost
They focus attention on a manager with "control".
SOURCES OF INFORMATION
Witness
Physical Evidence at the scene
Existing Records
INTERVIEWING WITNESS
Interview separately
Interview at an appropriate place
Put the person at ease
Get the individual's version
Ask the necessary questions at the right time
Give the witness some feedback
Record critical information quickly
Use visual aids
End on a positive note
Keep the line open
ANALYZING CAUSES
Write down each loss.
Under each loss, write all the contacts with forms or energy or substance that were
responsible for the loss.
Under each contact factor, list the substandard actions and renditions that created it.
Under each standard action or condition list all basic causes which prompted it.
Review of programs, its standards and compliance with standards.
APPLICATION:
PROPER PROCEDURE DIFFERENCE
Floors must be kept clear Oil existed on floor shop
Spills must be cleaned up immediately Ador did not clean it up
Heavy or bulky objects must be transported by David hand carried the objects
two-wheeled dolly
Pedestrian traffic is restricted to designated David was not within the designated path
paths
Example:
Beginning immediately, all Lead Operators will be instructed by the department supervisor to
perform a formal, standardized housekeeping inspection of their work area at the beginning of their
shift.
Definitions:
(1) "Medical Treatment Injury" shall mean an injury which does not result in a disabling injury but
which requires first aid and medical treatment of any kind.
(2) "Disabling Injury" shall mean a work injury which results in death, permanent total disability,
permanent partial disability or temporary total disability.
(3) "Death" shall mean any fatality resulting from a work injury regardless of the time intervening
between injury and death.
(4) "Permanent Total Disability" shall mean any injury or sickness other than death which
permanently and totally incapacitates an employee from engaging in any gainful occupation or
which results in the loss or the complete loss of use of any following in one accident:
a. both eyes
b. One eye and one hand, or arm, or leg or foot;
c. any two of the following not in the same limb, hand , arm, foot, leg;
d. permanent complete paralysis of two limbs;
e. brain injury resulting in incurable imbecility or insanity.
(5) "Permanent Partial Disability" shall mean any injury other than death or permanent total
disability which results in the 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.
(6) "Temporary Total Disability" shall mean any injury or illness which does not result in death or
permanent total or permanent partial disability but which results in disability from work for a
day or more.
(7) "Regularly Established Job" shall mean the occupation or job description of the activities
performed by an employee at the time of the time of the accident and shall not mean one which
has been established especially to accommodate an injured employee, either for therapeutic
reason or to avoid counting the case as disability.
(8) "Day of Disability" shall mean any day in which an employee in unable, because of injury or
illness, to perform effectively throughout a full shift the essential functions of a regularly
established job which is open and available to him.
(9) "Total Days Lost" shall mean the combined total, for all injuries or illnesses of injury of:
a. All days of disability resulting from temporary total injuries or illnesses; and/or
b. All scheduled charges assigned to fatal, permanent total and permanent partial injuries
or illnesses.
(10)"Scheduled Charges" shall mean the specific charge (in full days) assigned to a permanent
partial, permanent total, or fatal injury or illness.
(11)"Employee" for the purpose of counting injuries or illness or calculating exposures shall be as
defined in Rule 1002 (2) and shall include working owners and officers.
(12)"Exposure" shall mean the total number of employee-hours worked by all employees of the
reporting establishment or unit.
(13)"Disabling Injury Frequency Rate" is the number of disabling injuries per 1, 000, 000 employee-
hours of exposure rounded to the nearest two (2) decimal places.
(14)"Disabling Injury Severity Rate" is the number of days lost per 1, 000, 000 employee-hours of
exposure rounded to the nearest whole number.
Special Provision:
Reports made by the employer shall be exclusively for the information of the Regional Labor
Office or duly authorized representative in securing the data to be used in connection with the
performance of its accident and illness prevention duties and activities and is a requirement distinct
from that of the Employee's Compensation Commission or any other law. These reports shall not be
admissible as evidence in any action or judicial proceedings in respect to such injury, illness or death
on account of which report is made and shall not be made public or subject to public inspection
except for prosecution for violations under this Rule.
The definitions and standard used here are independent of those establishments by the
Employee's Compensation Commission.
Reportorial Requirements:
Rule 1053.01:
1. All work accidents or occupational illness in places of employment, resulting in disabling
condition or dangerous occurrence as defined in 1053.2 shall be reported by the employer to the
Regional Labor Office or duly authorized representative in duplicate and a copy furnished the
employee or his duly authorized representative using form DOLE/BWC/HSD-IP-6. The formal
report shall be submitted by the employer on or before the 20 th day of the month following the
date of occurrence of the accident or when the illness is established and an investigation report
in the prescribed form shall be submitted by the Regional Labor Office or duly authorized
representative o or before the 30th day of the same month. In case of temporary total disability
where the injured or ill employee has not reported back to duty on the closing date of reporting,
an estimate of the probable days of disability shall be made and entered in the report and
corrected after the return of the injured. In all computations, this estimate shall be used. After
the return of the injured, the corrected days of absence shall be used.
2. Where the accident or illness result death or permanent total disability, the employer, in
addition to the written report required under sub-paragraph (1) above, shall initially notify the
Regional Labor Office or duly authorized representative within twenty four (24) hours after
occurrence using the fastest available means of communication.
3. All deaths and permanent total disabilities shall be investigated by the Regional Office or duly
authorized representative within forty eight (48) hours receipt of the initial report of the
employer, prepared in duplicate using the prescribed form DOLE/BWC/OSHD-IP-6a.
Rule 1053.02:
1. Any dangerous occurrence as specified in sub-paragraph (2) hereunder, which may or may not
cause serious bodily harm to workers employed or seriously damage the premises of
employment shall be investigated and reported by the employer upon occurrence to the
Regional Labor Office or duly authorized representative having jurisdiction in duplicate using the
prescribed form DOLE/BWC/HSD-IP-6.
2. The following are dangerous occurrence which shall be investigated and reported:
a. Explosion of boilers used for heating or power.
b. Explosion of a receiver or storage container, with pressure greater than atmospheric, of any
gas or gases (including air) or any liquid resulting from the compression of such gases or
liquid.
c. Bursting of a revolving wheel, grinder stone or grinding wheel operated by mechanical
power.
d. Collapse of a crane, derrick, winch, hoist or other appliances used in raising or lowering
persons or goods or any part thereof, the over-turning of a crane, except the breakage of
chain or rope sling.
e. Explosion or fire causing damage to the structure of any room or place in which persons are
employed or to any machine contained therein resulting in the complete suspension of
ordinary work in such or place, or stoppage of machinery or plant for not less than twenty
four (24) hour, and;
f. Electrical short circuit or failure of electrical machinery, plant or apparatus, attended by
explosion or fire causing structural damage thereto and involving its stoppage and misuse for
not less than 24 hours.
Keeping of Records:
1. The employer shall maintain and keep an accident or illness record which shall be open at all
times for inspection to authorized personnel containing the following minimum data:
a. Date of accident or illness;
b. Name of injured or ill employee, sex and age;
c. Occupation of injured or ill employee at the time of accident or illness;
d. Assigned causes of accident or illness;
e. Extent and nature disability;
f. Period of disability;
g. Whether accident involved damaged to materials, equipment or machinery, kind and extent
of damage, including estimated or actual cost; and
h. Record of initial notice and/or report to the Regional Labor Office or authorized
representative.
2. The employer shall accomplish an Annual Work Accident/ Illness Exposure Data Report in
duplicate using the prescribed form DOLE/BWC/HSD-IP-6b, which shall be submitted to the
Bureau copy, furnished the Regional Labor Office or duly authorized representative having
jurisdiction on or before the 30th day of the month following the end of each calendar year.
Evaluation of Disability:
Charges:
(1) Death resulting from accident shall be assigned a time charge of 6,000 days.
(2) Permanent partial resulting from work accident shall be assigned a time charge of 6,000 days.
(3) Permanent Partial disability either traumatic or surgical, resulting from work accident shall be
assigned the time charge as provided in Table 6 on Time Charges. These charges shall be used
whether the actual number of days lost is greater or less than the scheduled charges or even if
no actual days are lost at all.
(4) For each finger or toe, use only one charge for the highest valued bone involved. For
computations of more than one finger or toe, total the separate charges for each finger or toe.
(5) Charges due to permanent impairment of functions shall be a percentage of the scheduled
charges corresponding to the percentage of permanent reduction of functions of the number or
part involved as determined by the physician authorized by the employer to treat the injury or
illness.
(6) Loss of hearing is considered a permanent partial disability only in the event of industrial
impairment of hearing from traumatic injury, industrial noise exposure or occupational illness.
(7) The charge due to permanent impairment of visions shall be a percentage of the scheduled
charge corresponding to the percentage of permanent impairment of vision as determined by
the physician authorized by the employer to treat the injury or illness.
(8) For permanent impairment affecting more than one part of the body parts, the total charge shall
be the sum of scheduled charges for the individual body parts. If the total exceeds 6, 000 days,
the charge shall be 6, 000 days.
(9) Where an employee suffers from both permanent partial disability and a temporary total
disability in one accident, the greater days lost shall be used and shall determine the injury
classification.
(10)The charge for any permanent partial disability other than those identified in the scheduled of
time charges shall be a percentage of 6, 000 days as determined by the physician authorized by
the employer to treat the injury or illness.
(11)The charge for a temporary total disability shall be the total number of calendar days of disability
resulting from the injury or illness as defined in Rule (8), provided that:
a. The day of injury or illness and the day on which the employee was able to return to full-
time employment 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;
b. Time lost on a work day or on a non-workday subsequent to the day of injury or illness
ascribed solely to the unavailability of medical attention or necessary diagnostic aids
shall be considered disability time, unless in the opinion of the physician will be able to
work on all those days subsequent to the day of the injury.
c. If the physician, authorized by the employer to treat the injured or ill employee, is of the
opinion that the employee is actually capable of working a full normal shift of a regularly
established job nut has prescribed certain therapeutic treatments, the employee may be
excused from work for such treatments without counting the excused time as disability
time.
d. If the physician, authorized by the employer to treat the injured or ill employee, is of the
opinion that the employee was actually capable of working a full normal shift of a
regularly established job, but because of transportation problems associated with his
injury, these employee arrives late at his place of work or leaves the workplace before
the established quitting time, such lost time may be excused and not counted as
disability time. However, the excused time shall not materially reduce his working time,
and that it is clearly evident that his failure to work the full shift hours was the result of a
valid transportation problem and not a deviation from the "regularly established job".
e. If the injured or ill employee receives medical treatment for his injury, the determination
of the nature of his ability to work shall rest with the physician authorized by the
employer to treat the injured or ill employee. If the employee rejects medical attention
offered by the employer, the determination may be made by the employer based upon
the best information available to him if the employer fails to provide medical attention,
the employee's determination shall be controlling.
Measurement of Performance:
Exposure to work injuries shall be measured by the total number of hours of employment of all
employees in each establishment or reporting unit. The exposure of a central administrative office or
central sales office of a multi-establishment-concern shall not be included in the experience o any
one establishment, nor prorated among the establishments, but shall be included in the over-all
experience of the multi-establishment.
Employee-hours of exposure for calculating work injury rates are intended to be actual hours
worked. When actual hours are not available, estimated hours may be used. Employee-hours shall
be calculated as follows:
(1) Actual Exposure Hours - Employee hours of exposure shall be, if possible, taken from the payroll
or time clock records and shall include only the actual straight time hours worked and actual
overtime hours worked.
(2) Estimated Exposure Hours - When actual employee-hours of exposure are not available
estimated hours may be used. Such estimated hours should be obtained by multiplying the total
employee days worked for the period by the average number of hours worked per day. If the
hours worked per day vary among departments, a separate estimate should be made for each
department, and these estimates added to obtain the total hours. Estimates for overtime hours
shall be included.
If the employee-hours are estimated, indicate the basis on which estimates are made.
(3) Hours not Worked - Employee-hours paid for but not worked, either actual or estimated, such as
time taken for vacation, sickness, Barangay duty, court duty, holidays, funerals, etc., shall not be
included in the total hours worked. The final figure shall represent as nearly as possible hours
actually worked.
(4) Employee Living in Company-Property - In calculating hours of exposure for employees living in
company property, only those hours are during which employees were actually on duty shall be
counted.
(5) Employee with Undefined Hours of Work - Traveling salesmen, executives and other whose
working hours are defined, an average eight hours day shall be assumed in computing exposure
hours.
(6) All stand-by hours of employees, including seamen aboard vessels, who are restricted to the
confines of the employer's premises, shall be counted as well as all work injuries occurring
during such hours.
1. Disabling Injury/ Illness Frequency Rates - The disabling injury/ illness frequency rate is based
upon the total number of deaths, permanent total, permanent partial, and temporary total
disabilities, which occur during the period, covered by the rate. The rate relates those injuries/
illnesses to the employee-hours worked during the period and expresses the number of such
injuries/ illness in terms of a million man-hour unit by the use of the formula:
The frequency rate shall be rounded to the nearest two decimal places.
2. Disabling Injury/Illness Severity Rate - The disabling injury/illness severity rate is based on the
total of the all scheduled charges for all deaths, permanent total and permanent partial
disabilities, plus the total actual days of the disabilities of all temporary total disabilities, plus the
total actual days of the disabilities of all temporary total disabilities which occur during the
period covered by the rate. The rate relates these days to the total employee-hours worked
during the period and expresses the loss in terms of million man-hour unit by the use of the
formula.
3. Average Days Charged per Disabling Injury - The average days charged per disabling injury/illness
expresses the relationship between the total days charged and the number of disabling
injuries/illness. The average may be calculated by the use of the formula:
or
1. Establishment:________________________________________________________________
2. Address : _____________________________________ Nature of Business:_______________
EMPLOYER
3. Name of Employer :__________________________________ Nationality:________________
4. No. Employees: Male:_____________ Female: _____________ Total :__________________
5. Name:__________________________________ Age: ______ Sex: _____ Civil Status: ______
INJURED OR ILL 6. Address: ____________________________________________________________________
PERSON 7. Average Weekly Wage: P____________________________ No. of Dependents: __________
8. Length of service prior to accident ________________________________________________
OCCUPATIONAL 9. Occupation: ___________________________ Experience at Occupation:_________________
HISTORY 10. Work Shift: ____ 1st ____ 2nd ____3rd ________Hours of work/day: _________ Day/Week:
11. Date of Accident ________________________________ Time _________________
12. The accident involved : __________ Personal injury ________ Property Damage _________
ACCIDENT/ILLNESS 13. Description of accident/illness: (Give full details on how accident/illness occurred):
______________________________________________________________________________
14. Was injured doing regular part of job at the time of accident or illness? If not, why?
______________________________________________________________________________
15. Extent of Injury: __________ Fatal: _____________ Permanent Total: __________________
NATURE & EXTENT Permanent Partial ______Temporary Total _______Medical Treatment:____________
OF INJURY OR 16. Nature of Injury or Illness:_________________ Part of body affected: __________________
ILLNESS 17. Date Disability Begun:______________ Date Returned to Work:_______________________
18. Days Lost:_____________________ or Days Charged: _______________________________
19. The Agency Involved: _________________________________________________________
20. The Agency Part Involved: _____________________________________________________
CAUSE OF ACCIDENT 21. Accident Type: ______________________________________________________________
OR ILLNESS 22. Unsafe mechanical or physical condition: _________________________________________
23. The Unsafe Act: ______________________________________________________________
24. Contributing Factor: ______ ____________________________________________________
25. Preventive Measures (taken or recommended): ____________________________________
PREVENTIVE
26. Mechanical guards, PPE and other safeguards provided: ______________________________
MEASURES
27. Were all safeguards in use? ________________ If not, why? _________________________
28. Compensation: ________________________________ P ____________________________
29. Medical and Hospitalization: ___________________________________________________
30. Burial:______________________________________________________________________
MANPOWER 31. Time Lost on day of injury: ______________Hrs. ____________________Mins. __________
32. Time Lost on Subsequent Days: (treatment of other reasons) _____ Hrs.______ Mins. _____
33. Time on light work or reduced output: __________________ Day ____________________
Percent Output: ______________________
34. Damage to Machinery and Tools (describe): _______________________________________
MACHINERY AND
35. Cost of repair or replacement: __________________________________________________
TOOLS
36. Lost Production Time: ______________________________ Cost: _____________________
37. Damage to Machinery and Tools (describe): _______________________________________
MATERIALS 38. Cost of repair or replacement: __________________________________________________
39. Lost Production Time: ______________________________ Cost: _____________________
40. Damage to Machinery and Tools (describe): _______________________________________
EQUIPMENT 41. Cost of repair or replacement: __________________________________________________
42. Lost Production Time: ______________________________ Cost: _____________________
I HEREBY CERTIFY on my honor to the accuracy of the foregoing information:
________________________________ _____________________________
(Investigating Officer & Position) Employer
Date _____________________
DOLE/BWC/OHSD/IP-6a
________________________________ _____________________________
(Name of Position) Industrial Safety Engineer
Date _____________________
___________________________
General Manager
1. This report shall be accomplished whether or not there were accident/illness occurrences during the
period, covered and submitted to the Regional Labor Office or local government having jurisdiction not
later than the 30th day of the month following the end of each calendar year.
2. Frequency Rate is the total number of disabling injuries per million employee hours of exposure.
3. Severity Rate is the total number of days lost or charged per million employee hours of exposure.
4. Exposure is the total number of hours worked by all employees in each establishment including employees
or operating production, transportation, clerical, administrative, sales and other departments.
5. Disabling Injuries – work injuries which result in death, permanent total disability, permanent partial
disability or temporary total disability.
6. Non-Disabling Injuries (Medical Treatment) – Injuries which do not result into disabling injuries but require
first-aid or medical attention of any kind.
MOTIVATING FOR SAFETY
Motivating Employees:
1. Physiological
2. Safety
3. Belongingness
4. Self-esteem
5. Self-actualization
The Group
Individual competence
Individual maturity
Individual strength
Common objectives
Biographical Information
Evaluation Tests
Application
Interviews
Employment References
School References
Police Records
Community References
Physical examinations
Psychological tests
Reading and Comprehension tests
Employment qualifications
Skill testing
Job knowledge test
Training
Supervision
Supervisor’s goal must be in line with the company’s goal to achieve an improvement
in employee safety attitudes.
Has great influenced on all motivational attempts on the workforce
Special-emphasis Programs
utilize a recall symbol which triggers response over and over, and
Motivating Supervisors
Supervisors
Effort
Ability
Role perception
Effort
Ability
Role Perception
The safety professional must have access to information from various departments
within the organization to support his/her proposal.
Management is interested in the relationship of the safety professional’s ideas to the
profits of the organization
A monthly or annual safety report to management that include items such as:
Areas of approach
Profit or Loss
Company Reputation
Progressive organizations realize the value of the company’s reputation with clients,
community and the general public.
Communication Defined
Basically, communication is the transfer of ideas from one person to another. It is the act of
informing someone or disseminating information.
To provide the necessary information about a job, a machine, a decision, an action taken,
etc.
To recognize good performance
To prevent misunderstanding due to misinformation that may lessen a person’s working
efficiency
To allay fears, worries and suspicions an individual may have in his work or toward his
employer
Communication as a Tool
Types of Communication
Downward communication
Flows from upper levels of management to the next lower level, down to the rank-and-file
Used when management wants to inform employees of policies, procedures, directives, etc.
It is the supervisor’s responsibility to make sure that he as well as those below him
understand what is communicated.
Upward communication
Lateral communication
Communication Levels:
Work assignment
Work flow in offices
Machine repair
Materials
Methods of operation
Overtime
Responsibilities
Vacation policy
Company services
Recreation
Management policy
Pay
Rules and regulations
Acknowledgement of good performance
Workers should be told every thing that directly affects them.
Things indirectly related with the work or physical conditions surrounding the job should be
communicated, such as those which have to do with work coordination, company
organization, plans for growth and expansion
When to communicate
As a general rule, people should be informed about any event well in advance of rumors,
gossips, conjectures.
If the information deals with vacations, shutdowns, etc. It should be released soon enough
to be useful to individuals who will benefit from them
All announcements should be so timed that the reasons given for them would not conflict
with other information fresh in the employee’s mind
In all cases, a supervisor should receive the information before his subordinates do.
How to communicate
Give reasons meaningful to those being informed. This is one of the best way to gain
acceptance.
Where persuasion is necessary, employ verbal communication. This is more effective than
print since you see the other’s reaction and hence are able to adapt your presentation
accordingly
Invite response from workers
Use more than one medium of communication. A meeting may be good, but a meeting
reinforced by a letter is more effective than an announcement which gets only one
treatment.
Situations in Communication
Face-to-face interview, i.e., for personnel selection, induction, evaluation, counseling, etc.
Job instruction, e.g. new techniques, alterations, etc.
Transmitting information, e.g., policies procedures, etc.
Giving instructions
Obtaining information and reports
Heading conferences and group meetings.
COMMUNICATION is a very personal process involving at least two (2) persons: the sender
and the receiver.
reacts on the thoughts and emotions of the receiver. It is, therefore, wise to use the
correct tone in your messages.
Part of a presentation may have to left out and others elaborated on to meet the
situation
Boring speakers are usually insensitive to audience reaction.
ANGER
INDIFFERENCE
Spoken Communication
- Effective Speaking
- Message Delivery
- Pause Occasionally & Encourage Questions
- Pay Attention to How You Say Something
- Decide on the Most Appropriate Time and Place
- Present the Information in a Logical Order.
- Keep the Language Simple.
INTRODUCTION
Production will suffer unless the supervisor knows how to get people to work safely and
efficiently and to do this he must know how to get along with them. He must understand why
people behave as they do and to act upon that understanding.
A successful supervisor knows how to get people to work safely and to do it because they want
to. Under such a supervisor, each worker does his best, and both the company and the individual
are benefited.
Recognition of these facts about human beings, supervisors and workers alike, should serve as a
foundation for supervisor’s decision in dealing with his people for a safe and efficient production.
Their desire and enthusiasm to do their best will diminish if the work environment fails to satisfy
their basic needs.
2. Abnormal Personality – those workers who bring to work their personal inclinations and traits
that may affect their safety and efficiency. Here, the supervisor needs to know the effective
methods of treating and motivating people to do their work.
A supervisor has the responsibility of helping his workers in every way possible to do their work
well. He must have good personal relations with them and knowledge of their personal problems,
habits and attitudes; however, this does not mean to say that it is his responsibility to solve their
personal problems.
TEMPORARY PROBLEMS
1. Misplaced worker who cannot do their work properly. It is better to place him in a proper job he
could very well handle or could learn to handle.
2. Temporary problems of normal workers may find relief in their absorption in work, but if the job
is affected, it is best to refer them to the personnel department for help.
3. Some abnormal personalities constitute long-term problems. Supervisor should be alert in these
cases so he can easily find remedy or else refer the worker to the personnel department.
4. A supervisor who could get group participation in his department would have fewer problems. If
the group works safely and efficiently, follows habit of good housekeeping, uses guards, wear
personal protective equipment and adheres to safe practices, then the individual workers will do
likewise.
ACCIDENT PRONE
A term for an individual’s repetitive accident experience. The misuse of the term misleads the
fundamental factors involved in an accident, since it is used as cause of accident. In reality, it is no
cause at all. If a person does experiences repeated accidents, the cause may be any one of a number
of inherent conditions related to his physical or mental state of well-being or the environment where
he works. Every effort must be made to seek out these causes and should not be overlooked. A
better term would be “accident repeater”.
TRAINER’S SUBJECTS
Methods of Instruction
Good presentation
1. Well-modulated voice
2. Professional appearance
3. Time management
4. Knowledge of subject matter
The Presentation
Content
1. organization
2. language –relevance to the audience
3. knowledge of the subject matter
4. clarity of the objective
Process
1. voice- variability, intonation
2. non-verbal appropriate gestures
a. facial expression
b. body movements
3. blocking
4. use of audio-visual aids
5. sensitivity to the audience
Manage process:
Process observation
Process elements
*factual –inferences
communication
participation
atmosphere
feelings
influence style
1. Accept
2. Legitimize
3. Defer
4. Graduated response
Steps in preparing
1. Prepare the worker
2. Present the operation
3. Try out the performance
4. Follow – up
Discussion Leading
1. Open the meeting
2. Present the subject for discussion
3. Direct the discussion
4. Crystallize the discussion
5. Get acceptance for action
Adult students have specific characteristics that affect what an instructor does in the classroom
to promote learning. An awareness of these characteristics can help the instructor respond in a way
that will motivate trainees and create a positive learning environment.
DEFINITIONS
Group Communication – usually conducted by a group of individuals concerning specific topics that
generally concern any one or all of them.
Any of the two applies at any one time in the whole workplace. Aside from motivation, both
play an indispensable tool in overcoming losses in the company. Managers must do a good job of
meeting their responsibility for developing their staff aside from their taking steps in controlling loss.
It is always difficult to control losses in the company when the workers do not have the
following:
Knowledge
Interest
Information
Training
Skill
LEARNING PRINCIPLES
The following are learning principles that will guide a good supervisor in his attempt to develop
his workers:
1. Principle of Readiness – it is useless to teach one who does not have the required basic
education, maturity and experience.
2. Principle of Repetition – learning is best retained and strengthened by repetition.
3. Principle of Association – learning is easier when associated with something already known by
the individual.
4. Principle of Application – the more an idea is put to use the better it is remembered and
understood. “Learning by Doing”.
For a good supervisor to become a good leader, he must be able to persuade his men to abide by
his decisions and actions. Motivation will certainly play a major role; however, a good and effective
communication would be another indispensable requirement.
Communication is basically the transfer of ideas from one person to another. It is a two way
process of sending and receiving information, words, signs, symbols and action.
COMMUNICATION
2. Types of communication:
Downward communication – information flows from upper levels of management to the
next lower level, down to rank-and-file. Commonly used for informing employees of
policies, procedures, directives, etc. Supervisors should make sure that he, as well as, those
below him understands what is being communicated.
Upward communication – this proceeds from the lower level of the organization up to the
higher management. This is necessary to confirm that the downward communication from
the management is received and understood. Controls must be established to ensure that
communication is channeled properly. Supervisors have the responsibility to help his men
express themselves clearly and relay exactly what they want to say.
Lateral communication – takes place among employees of the same level. This concerns
dissemination of information pertaining to areas of responsibility and/or reports of levels of
achievement in jobs involving more than one group. This also ensures avoidance of
duplication of work effort in achieving management goals.
3. Levels Of Communication:
Cognitive level – the receiver understands the message clearly and accurately.
Affective level – the receiver is properly motivated to want to carry out the instruction,
request, etc.
Behavioral level – the receiver translates the message into action.
Workers should be told everything that directly affects them. This may include:
Work assignments/procedures
Work flow in offices
Materials methods of operation/maintenance
Work duties and responsibilities
Company policies
Acknowledgement of good performance
Company plans for growth and expansion
Work coordination
Communication should not only be confined within the company, problems of communication in a
company also extend outside of the organization.
With the customers – they are more interested in the products and services the company can offer, if
needs are not satisfied, problems would likely occur.
“COMMUNICATION IS: THE RIGHT SOURCE SAYING THE RIGHT MESSAGE THROUGH THE RIGHT
CHANNEL AT THE RIGHT TIME TO THE RIGHT PEOPLE.”
4. Leading Discussion
Open the meeting – out the group at ease; state the purpose and outline the overall
program.
Present the subject for discussion – state problem or situation clearly; arouse interest – state
on opinion, ask provoking questions.
Direct the discussion
Crystallize the discussion – present points of agreement and clear up points to
disagreements or misunderstanding.
Get acceptance for action – summarize and get agreement on action; check that all
understands.
ORGANIZING AND PLANNING FOR OCCUPATIONAL SAFETY
AND HEALTH
SAFETY PROGRAMMING
As time passes by the aspects on safety programming has tremendously improved. One of these
improvements is the introduction of "The Continuous Improvement Model", a 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, permanent 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 incremental. In any event, the
model helps ensure that they occur regularly. The basic elements presented in this manual provide a
review to help managers focus more closely on the activities that each element encompasses.
There are seven (7) basic elements for a successful safety program.
“The safety of employees, the public and the company operations are paramount. Safely will
take precedence over expediency or shortcuts. Every attempt will be made to reduce the
possibility of accident occurrence, and the company intends to comply with all safety laws and
ordinances.”
3. Assignment of Responsibility (to operating officials, safety directors, supervisors, health & safety
committees). 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 unit can set the example for placing health and safety in
equal emphasis and weight with matters of production, cost and quality by actively supporting
the company's health and safety policy. He/she can do this by seeing to it that:
Each of his/her employees (workers) understand the chemical and physical properties of
the materials stored, handled or used by him/her and 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 safety committee is another excellent means of
developing, implementing and maintaining safety and accident prevention measures in
the work area.
Some protective measures to maintain safe working conditions within the plant are:
Operational methods revision to eliminate risks
Mechanical guarding
Isolation of operation or storage
Use of PPE
Proper ventilation
Proper use and maintenance of tools and equipment
Sufficient and proper lighting
Sanitation
Fire control measures
The plant's health and safety conditions can be appraised by keeping track of the
following:
Regular routine inspection
Special inspection and follow - ups to see if recommendations for health and
safety maintenance are met or are carried out.
Establishment of Safety Training
Conduct of training course should be both for supervisors and employees. There are
different kinds of training courses. They are:
For new employees - to orient and/or familiarize newly hired personnel
On-the-job training - for those already under the service of the company for
sometime
Refresher service to reacquaint “old" personnel
Supervisory training
Participation in safely working
Off-the-job
Conferences
Workshops
5. An Accident Record System (Accident analysis reports on injuries - measurement of records).
Advantages of accidents records:
Provide the safety director with the means for an objective evaluation of his program;
Identify high injury rate plants or departments; and
Provide information on the causes of accidents, which contribute high injury rates.
Rule 1050 of the Occupational Safety and Health Standards states that establishments are
required to submit reports of work accidents and occupational illness, which resulted in
disabling injuries. The form DOLE/BWC/OHSD/IP6 (Employer's Report of Accident/illnesses)
should be accomplished and submitted to the Regional Labor Office, copy furnished the Bureau
of Working Conditions. The form is a comprehensive tool covering pertinent data needed in
recording and reporting occupational accident/illnesses.
6. Medical and First Aid System - placement examinations, treatment of injuries, first 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 exposed to harmful toxic substances.
Arrange surveys of new operations or processes to know what exposures are
determined to health that may be present.
Establishes a system for assigning injured workers on the kind of job they can handle in
spite of their condition.
Policy Statement
An organization's occupational health and safety policy should be a clear statement of principles,
which will serve as guide to action. Senior management must be totally committed to ensuring that
the policy is carried out with no exceptions. Health and safety policy must be, and be seen to be, on
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:
The objectives of the program.
The organization's basic health and safety philosophy.
The general responsibilities of all employees
The ways employees can participate in health and safety activities
Personnel Department
Keep records of lost time, accidents and sickness arising from work.
Collaborate with medical, employment and safety departments relative to the
placement of employees on jobs.
Arranges for cooperation and assistance in rehabilitation of injured employees.
Establishes cross - file controls to prevent unfit employees to work on job not
approved 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 or changes to existing buildings, processes, operations or equipment are
put-up.
Purchasing Department
Coordinates with safety department on all purchases 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.
RE-ENTRY PLAN
Objective:
To introduce the BOSH participant into his role in the safety committee.
Participants to the BOSH training are now tasked to apply what they learned. Our plan for
their re-entry to the Safety and Health Committee is outlined as follows:
Review
On their own, after completing the BOSH training, participants are enjoined to review their
notes, manuals, workshop exercises and experiences.
Application
On return to company, they make a verbal or written report to their supervisor signifying
intention to apply the content of the BOSH training. The simplest way to immediately use the
material is by specific task, so as not to get overwhelmed by the project
1. Inspection
2. Investigation
Inspection
If the new member intends to conduct his application by inspection, he may opt to be teamed
up with another member.
Making an inspection report is carried out by an action plan, you may opt to be teamed up with
another member or conduct investigation alone. Results and processes may be compared later.
Steps to follow are:
Gather Information
Analyze the facts
Make recommendation
Implementation
Study/Review
Once the reports (inspection) have been made, they are submitted to the Safety Manager or
counterpart for analysis. Feasibility is determined and the new member may be asked for a
simple explanation for your report.
The action plan is then put into effect in an experimental area, or may be applied directly to
the act/condition in question.
After the target date is met, results of the implementation are noted and discussed.
Evaluation
Scoring/ranking of the expected results is done to quantity/quality the data.
Discussion of the results may be made by direct comparison.
Other forms may require more intricate analysis like that of determination of values in
standard deviation.
Depending on the outcome and the nearness/farness (proximity/distance) from the
expected output, modifications can be made to tailor fit the action plan.
A final report is made to document the results and the action plan is applied to the greater
part of the company’s workplace.
Repeat process
Next step is to increase/broaden the scope of responsibility of the new member.
RE-ENTRY PLANNING
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D. What are the additional resources needed to introduce what I have learned?
( e.g. people, procedure, equipment )
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