©2009 national safety council accident prevention manual for business & industry administration...

©2009 National Safety Council ACCIDENT PREVENTION MANUAL FOR BUSINESS & INDUSTRYAdministration & Programs

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Chapter 1 Historical Perspectives


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1-1. Why We Should Work Hard to Prevent Accidents and Occupational Illnesses

• Needless destruction of life and health is morally unjustified.

• Failure to take necessary precautions against predictable accidents and occupational illnesses makes management and workers morally responsible for those accidents and occupational illnesses.

• Accidents and occupational illnesses severely limit efficiency and productivity.

• Accidents and occupational illnesses produce far-reaching social harm.

• The safety movement has demonstrated that its techniques are effective in reducing accident rates and promoting efficiency.

• Recent state and federal legislation mandates management responsibility to provide a safe, healthful workplace.


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1-2. Doctrines of Common Law

• Fellow Servant Rule—Employer was not liable for injury to an employee that resulted from negligence of a fellow employee.

• Contributory Negligence—Employer was not liable if the employee was injured due to his own negligence.

• Assumption of Risk—Employer was not liable because the employee took the job with full knowledge of the risks and hazards involved.


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Chapter 2 The Safety, Health, and Environmental Professional


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2-1. Current Topics and Concerns for the Safety, Health, and Environmental Professional

• roles in loss control, industrial hygiene, and health

• economic challenges facing the SH&E professionals

• dealing with difficult ethical issues as a professional

• new responsibilities and challenges resulting from globalization

• selling the benefits of SH&E programs to managers

• training the SH&E professional for new roles

• consultants and expert witnesses

• concerns about personal and professional liability

• opportunities opening in the future – technology changes – better control of risks

• product stewardship roles• indoor air quality• “the shift to the subtle”

– regulatory agency influences

– nongovernment organizations


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2-2. Benefits of SH&E Expenditures and Activities

Points that can be made to support arguments for SH&E expenditures:

• Public trust—delivering a safe and healthy workplace is important to maintaining public trust

• Cost reduction—safety and health programs can potentially reduce overall workers’ compensation costs

• Worker retention—retaining productive workers encourages the belief that personal safety is of primary importance to the organization

• Increased productivity—a safe environment elevates morale, creating a positive and more productive work site


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Chapter 3 Safety Culture


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3-1. Participants in Creating a Safety Culture

• the chief executive officer, who has to express support for safety and show it by her or his actions and decisions

• the facility management team, who have to consistently support safe work conditions and obtain safer machinery or materials

• the front-line supervisors, who need to correct behaviors as well as obtain the right equipment

• the workers, who want to be safe and who together have the most to lose from an unsafe workplace

• the union, that needs to make safety part of its role in protecting members

• the purchasing officials, who need to ask about safety when buying materials and equipment for use in the plant

• the safety professional, who guides, encourages, and directs safety efforts and provides information and resources for hazard identification


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3-2. Implementing a Safety Culture

Management’s Role • earning workers’ trust for safety programs, by

communicating effectively • focusing on safety, not just production output, as a goal • consistently acting in favor of safety when choices are

made • involving employees in developing programs for change • creating a positive employee setting

– a well-designed and clean work setting – clear communication within the facility – encouragement for employee safety feedback – positive values expressed to workers by management – a sense of moral and ethical concern toward worker

health and safety


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Chapter 4 Regulatory History


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4-1. States with Approved Plans

Alaska New York

Arizona North Carolina

California Oregon

Connecticut Puerto Rico

Hawaii South Carolina

Indiana Tennessee

Iowa Utah

Kentucky Vermont

Maryland Virgin Islands

Michigan Virginia

Minnesota Washington

Nevada Wyoming

New Mexico


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4-2. OSHA Regional Offices

• REGION I—Boston (Connecticut, Maine, Massachusetts, New Hampshire, Rhode Island, Vermont)

• REGION II—New York (New Jersey, New York, Puerto Rico, Virgin Islands)

• REGION III—Philadelphia (Delaware, District of Columbia, Maryland, Pennsylvania, Virginia, West Virginia)

• REGION IV—Atlanta (Alabama, Florida, Georgia, Kentucky, Mississippi, North Carolina, South Carolina, Tennessee)

• REGION V—Chicago (Illinois, Indiana, Michigan, Minnesota, Ohio, Wisconsin)

• REGION VI—Dallas (Arkansas, Louisiana, New Mexico, Oklahoma, Texas)

• REGION VII—Kansas City, Mo. (Iowa, Kansas, Missouri, Nebraska)

• REGION VIII—Denver (Colorado, Montana, North Dakota, South Dakota, Utah, Wyoming)

• REGION IX—San Francisco (Arizona, California, Hawaii, Nevada, Guam, American Samoa, Trust Territory of the Pacific Islands)

• REGION X—Seattle (Alaska, Idaho, Oregon, Washington)


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Chapter 5 Safety Professionals and Impacts of the Law


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5-1. Key Regulatory Terms

• Law—adopted by a state legislature or by the U.S. Congress• Rule (or regulation)—an administrative agency’s published

decision concerning policies or actions that implement an existing law

• Policy—often appears in a published statement, speech, or announcement in which the agency’s leader directs employers to undertake protections that the agency seeks

• Guidance document—used when an administrative agency does not want to adopt a firm regulation, but wants to send a message to get a particular outcome. They are not binding.

• Precedent—final decisions made by judges or administrative hearing officers that are applied later to other cases based on similar facts

• Standards—technical documents published by organizations (e.g. ANSI, NFPA, ASTM) to address serious hazards


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5-2. Violations for Which Regulators May Issue Citations

• Other Than Serious Violation—has a direct relationship to job safety and health, but is not likely to cause death or serious harm

• Serious Violation—death or serious physical harm is substantially probable

• Willful Violation—employer knowingly commits indifference with the law

• Repeated Violation—a violation of any standard, regulation, rule, or order where, upon reinspection, a similar violation can bring a fine

• Failure to Abate Prior Violation—may bring a penalty or fine for each day violation continues beyond the prescribed abatement date

• De Minimis Violation—violations of standards that have no direct relationship to safety or health


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Chapter 6Loss Control


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6-1. Benefits of Hazard Analysis

• It forces those conducting the analysis to view each operation as part of a system. In doing so, they assess each step in the operation while keeping in mind the relationship between steps and the interaction between workers and equipment, materials, the environment, and other workers.

• It identifies hazardous conditions and potential incidents. • It provides information with which effective control

measures can be established. • It determines the level of knowledge and skill as well as

the physical requirements that workers need to execute specific shop tasks.

• It discovers and eliminates unsafe procedures, techniques, motions, positions, and actions.


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6-2. Principles of Loss Control

1. National—laws, regulations, exposure limits, codes, and standards of governmental, industrial, and trade bodies

2. Organizational—management of the hazard control program, safety and health committees, task groups, etc.

3. Component—worker-equipment-environment

The primary function of a loss control system is to locate, assess, and set effective, preventive, and corrective measures for elements that are detrimental to operational efficiency and effectiveness on three levels:


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Chapter 7Safety, Health, and Environmental Auditing


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7-1. Key Steps in the Audit Process


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7-2. Safety, Health, and Environmental Auditing Standards

• auditor proficiency • due professional care • independence • clear and explicit objectives • systematic plans and

procedures for conducting audits

• planned and supervised field work

• thorough review of internal controls

• audit quality control and assurance

• audit documentation • clear and appropriate

reporting


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Chapter 8 Workers’ Compensation


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8-1. Three Basic Types of Workers’ Compensation Benefits

• income replacement• medical benefits • rehabilitation

expenses All employers are required to provide medical benefits for employees to cover immediate and long-term care.


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8-2. Four Categories of Worker Disability

• temporary partial disability • temporary total disability • permanent partial disability • permanent total disability


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8-3. Goals of a Workers’ Comp Program

A company’s goals for its workers’ compensation program should be:

• to prevent accidents • to control costs • to respond to accidents promptly and efficiently


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Chapter 9Identifying Hazards


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9-1. System Safety Development Tree

A system safety development tree, starting with the overall system and proceeding to specific management of risks.


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9-2. Risk Management Development Tree


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9-3. Analytical Trees Are Structured Common Sense


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9-4.

A completed JSA shows how hazards and safe procedures are identified to help reduce the risk of injuries.


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Chapter 10 Incident Investigation, Analysis, and Costs


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10-1.

This form can be used for reporting incidents that do not involve injuries.


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10-2.

Sample page from the Investigator’s Cost Data Sheet and Summary Report.


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Chapter 11Injury and Illness Record Keeping, Incidence Rates, and Analysis


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11-1. Uses of Incident Records

1. Provide safety personnel with the means for an objective evaluation of their incident problems and with a measurement of the overall progress and effectiveness of their safety program.

2. Identify high incident rate units, plants, or departments and problem areas so extra effort can be made in those areas.

3. Provide data for an analysis of incidents pointing to specific causes or circumstances, which can then be attacked by specific countermeasures.

A good record-keeping system can help the safety professional in the following ways:

4. Create interest in safety among supervisors or team leaders by furnishing them with information about their departments’ incident experience.

5. Provide supervisors and safety committees with hard facts about their safety problems so their efforts can be concentrated.

6. Measure the effectiveness of individual counter-measures and determine if specific programs are doing the job they were designed to do.

7. Assist management in performance evaluation.


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11-2. Incident Surveillance System

• how to document exposures and events• how to collect data• how to summarize data• how to analyze specific data

– sentinel events– injuries/illnesses– costs– statistical measures

The ANSI Z16.5-1998 Standard recommends documenting all injuries/ illnesses, allowing the SH&E professional to focus on the most important by providing guidance on:


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11-3. Documentable Events


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Chapter 12 Occupational Health Programs


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12-1. Components of Occupational Health Programs

• Comprehensive Health and Safety Program • Baseline Health Exam and Periodic Surveillance of

Employees • Diagnosis and Treatment Services for Injuries &

Illnesses • Case Management Services • Immunization Programs • Health Records/Personnel Records Kept Separate • Health Promotion, Education, and Counseling • Open Communication Between Occupational Health

Personnel and an Employee’s Own Physician


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12-2. Occupational Health Services

• Pre-placement Examination • Periodic Examination • Emergency Medical Planning • Employee Health Records • Neck or Wrist Tags for Medic

Alert • Health Promotion and Wellness

– Physical Activity and Fitness – Nutrition – Tobacco – Alcohol and Other Drugs – Family Planning – Mental Health and Mental

Disorders – Violent and Abusive Behavior – Educational and Community-

Based Programs

Occupational Health Services should include the following:

• Health Protection – Unintentional Injuries – Occupational Safety and Health – Environmental Health – Food and Drug Safety – Oral Health

• Prevention Services – Maternal and Infant Health – Heart Disease and Stroke – Cancer – Diabetes and Chronic Disabling

Conditions – HIV infection– Sexually Transmitted Diseases – Immunization and infectious

disease• Clinical Preventive Services• Surveillance and Data System


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12-3. Problems Associated with Shiftwork

• Reduction in Attention Span • Chronic Fatigue • Sleep Debt • “Microsleep” • Substance Abuse • Gastrointestinal and Digestive Problems • Increased Risk of Heart Attacks • Feelings of Isolation and Depression


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Chapter 13Industrial Hygiene Program


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13-1. Four Elements of an Effective Industrial Hygiene Program

1. Anticipation of health hazards arising from work operations and processes

2. Recognition of an occupational hazard 3. Evaluation and measurement of the magnitude of the

hazard 4. Control of the hazard


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13-2. Classifications of Environmental Hazards

• Chemical – dusts– liquids– fumes– mists– gases– vapors– smoke

• Physical– excessive levels of ionizing

and nonionizing radiations – noise– vibration– temperature extremes

• Biological– bacteria– viruses– insects– plants– birds– animals– humans

• Ergonomic– repetitive motion– awkward work position– excessive use of force to

perform job– repeated or improper

lifting of heavy objects


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Chapter 14Environmental Management


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14-1. The Basics for a Successful Environmental Compliance Program

1. Prevent common violations. 2. Create and maintain record-keeping

systems. 3. Create a spill-reporting plan. 4. Set realistic limits and schedules. 5. Motivate employee action.


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14-2. Key Steps Toward a Successful Environmental Management Program

• Recognize that environmental management is high priority

• Establish a dialogue with internal and external interested parties

• Determine the regulatory requirements and environmental exposures associated with the organization’s activities, products, and services

• Development management and employee commitment to protecting the environment—assign responsibility and accountability

• Encourage environmental strategic planning through the product life cycle

• Establish a disciplined management process for achieving targeted performance levels

• Provide appropriate and sufficient resources (training) to achieve targeted performance levels

• Assess environmental performance against policies, objectives, and targets

• Establish a process to review and audit the environmental management system (EMS)

• Coordinate EMSs with other systems (health and safety, quality, finance)

Whether managers adopt current ISO standards they should follow these guidelines:


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Chapter 15 Indoor Air Quality


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15-1. Occupant Diary


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15-2. Recommended Ranges of Temperature and Relative Humidity


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Chapter 16Ergonomics Yesterday, Today, and Tomorrow


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16-1. Evaluating for Repetition and Recovery Time


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16-2. Evaluating for Force


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16-3. Components of an Ergonomics Program to Manage WMSDs


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Chapter 17Employee Assistance Programs


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17-1. Employee Assistance Program Defined

An EAP is:

A worksite-based program designed to assist in the identification and resolution of productivity problems associated with employees impaired by personal concerns, including, but not limited to, health, marital, financial, alcohol, drug, legal, emotional, stress, or other personal concerns which may adversely affect employee job performance. (EAPA, EAPs: Theory and Operation, 1991)


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17-2. Major Types of EAPs

• Internal—services delivered by professionals employed by the organization

• External—services delivered by a contracted vendor• Union-based—services delivered by trained union

personnel to union members• Consortium—services delivered by a group of smaller

companies banded together to jointly contract with an EAP

• Blended—any combination of the above


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Chapter 18Emergency Preparedness


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18-1. Developing an Emergency Management Plan

• Action Guides—descriptions of basic procedures that must be followed in an emergency

• Threat Assessments—identification and assessments of potential problems and potential responses

• Mutual-aid Agreements—agreements between organizations that allow them to take advantage of additional resources

The type of facility and its associated hazards determine the complexity of an emergency management plan. Most plans should include:


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18-2. Incident Command System Hazardous Materials


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18-3. Plant Emergency Organization for a Fire Brigade


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Chapter 19Workplace Violence


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Overhead 19-1.

Risk Factors for Workplace Violence

• Contact with the Public • Exchange of Money • Delivery of Passengers, Goods, or

Services • Having a Mobile Workplace (e.g., a

Taxi Cab or Police Cruiser) • Working with Unstable or Volatile

Persons in Health Care, Social Services, or Criminal Justice Settings

• Working Alone or in Small Numbers • Working Late at Night or During

Early Morning Hours • Working in High-Crime Areas • Guarding Valuable Property or

Possessions • Working in Community-Based

Settings

High-Risk Occupations • Late-Night Retail

Establishments • Health Care and Social

Service Workers • Community Workers


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19-2. Workplace Violence Prevention Programs

• Management Commitment and Employee Involvement • Policy Statement • Threat Assessment Team • Workplace Analysis • Hazard Prevention and Control • Program Evaluations • Training • Incident Response • Record Keeping

An effective workplace violence prevention program will have the following elements:


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Chapter 20 Product Safety Management


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20-1. Establishing & Coordinating a Product Safety Management Program

Ground Rules for Management • The Purpose of the PSM

Coordinator Must Be Clearly Defined

• The Authority and Responsibility of the PSM Program Coordinator Must Be Clearly Specified and Understood

The PSM Coordinator Must: • Function as a Staff Member for

Corporate Management• Assist in setting general PSM

program policy• Recommend Special Action

Regarding Recall, Modification, Redesign, and Analysis

• Participate with Others in Reviewing Literature/Warnings

• Conduct/Review Complaint, Incident, or Accident Analyses

• Coordinate Appropriate Documentation

• Ensure Flow of Communications, Written or Verbal

• Develop Sources of Safety and Liability Prevention Data

• Maintain a Liaison with Business, Professional, and Government Organizations on Relevant Safety and Liability Prevention

• Conduct PSM Program Audits


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20-2. Quality Assurance and Testing

• Manuals—Policy & Procedures • Engineering & Product Design Coordination • Control of Suppliers & Vendors • Manufacturing Quality (In-Process & Final Assembly) • Special Process Control • Calibration of Measuring Equipment • Sample Inspection • Nonconforming Material Procedures • Material Status & Storage • Error Analysis & Corrective Action System • Record Keeping and Retention

The PSM program auditor must evaluate the following basic quality assurance program functions:


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20-3. Reasons for Keeping Records

• Comply with Regulations Covering the Design, Manufacture, and Sale of the Company’s Products

• Demonstrate Management’s Commitment to Market a Quality Product

• Avoid Wasting Time and Money Redoing What Has Already Been Done

• Establish How Much Care is Needed to Produce and Sell a Safe, Reliable Product

• Enable the Company to Trace a Product or Customer • Establish a Sound Database for Items Such as

Insurance Costs, Sources of Supply, and Product Recall or Field-Modification Expense Requirements


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Chapter 21Retail/Service Facilities Logistics


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21-1. Safety, Health & Environmental Programs

• Creation of a safety and health culture within the company.

• Clear safety policies and written procedures and safety manuals.

• Identification of responsibility and authority regarding safety issues.

• Safety committees. • Safety and health training, auditing, and inspection. • Emergency preparedness plan. • Incident investigation and analysis.

To stay competitive, each company must establish a comprehensive loss control plan that includes:


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21-2. OSHA Regulations

• General Duty Clause• Hazardous Materials • Posting Requirements• Personal Protective Equipment• Hazard Communication/

HAZCOM• General Environmental Controls• Reporting and Record Keeping• Medical and First Aid • Occupational Safety and Health

Standards• Materials Handling and Storage • General Safety & Health

Provisions

• Machinery and Machine Guarding

• Walking/Working Surfaces• Hand and Portable Powered

Tools and Other Hand-Held Equipment

• Means of Egress • Powered Platforms, Manlifts,

and Vehicle-Mounted Work Platforms

• Special Industries• Lockout/Tagout • Occupational Health and

Environmental Control • Electrical

Several OSHA regulations address specific issues within the service industry. The major relevant OSHA regulations include:


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21-3. Emergency Preparedness

• security for facilities and inventory • fires in the workplace or on the grounds • chemical release spills • natural disasters • riots/strikes • bomb threats • power failures • product recalls/tampering • violence in the workplace • natural disasters, such as tornadoes, earthquakes,

hurricanes, floods, and fires

Contingency plans should be developed for the following potential emergencies:


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Chapter 22Transportation Safety Programs


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22-1. Transportation Accident Death Rates


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22-2. Elements Crucial to an Aviation Safety Management System (SMS)

• Safety and policy objectives—a formal safety policy signed by senior management and including top level commitments to implementing the SMS

• Safety risk management (SRM)—a five-stage process that identifies hazards and potential risks and encourages the design of risk mitigation strategies

• Safety assurance—policies that address auditing, oversight, and correction of discrepancies with input, review, and feedback from multiple sources

• Safety promotion—all aspects and levels of safety-related education and communication within an organization, which directs resources toward the goals of continuous improvement set forth by the formal safety policy


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Chapter 23Office Safety


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23-1. Safety Organization in the Office

Efficient safety programs in the office should include:• Safety and health training• Safety and health committees• Incident and illness record-keeping system


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Chapter 24Laboratory Safety


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24-1. Employee Training for Chemical Hazards

Employers must provide training that covers the following elements:

• the contents of the standard and appendices • the location, availability, and details of the employer’s chemical

hygiene plan • OSHA’s permissible exposure limits (PELs) where appropriate • signs and symptoms associated with exposures to hazardous

chemicals used in the laboratory • the location and availability of known reference material on the

hazards, safe handling, storage, and disposal of hazardous chemicals found in the laboratory, including, but not limited to, Material Safety Data Sheets (MSDS) received from chemical suppliers

• methods and observations that may be used to detect the presence or release of a hazardous chemical

• the physical and health hazards of chemicals in the work area • the measures employees can take to protect themselves from

these hazards (appropriate work practices, emergency procedures, and personal protective equipment)


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24-2. Effect versus Dose for a Full-Body Exposure Received in a Few Days or Less


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Chapter 25Contractor and Customer Safety


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25-1. Some Common Hazards to Customer Safety

Companies must be familiar with risk exposures in the following areas:

• Building entrances• Parking lots• Walking surfaces• Merchandise displays• Escalators and elevators• Stairways


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25-2. Ensuring a Safe Workplace for Contract Workers

Employers must:• Establish criteria for an effective contractor safety

program• Develop procedures for selecting safe contractors• Insist on written, implemented safety programs

developed by contractors


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Chapter 26 Process Safety Management


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26-1. A PSM Program

When developing a PSM program, management should consider:

• incident prevention objectives • existing employer and contractor PSM programs • use of internal resources vs. outside consultants


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26-2. Four Types of Process Safety Compliance Inspections

1. Inspections Resulting from Responses to Accidents and Catastrophes

2. Unprogrammed Process Safety Management-Related Inspections

3. Programmed General Industry Inspections 4. Program Quality Verification Inspections


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Chapter 27Homeland Security Compliance in the Workplace


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27-1. Defense Against Sabotage and Terrorism

• Regulations on chemical-use facilities• State coordination of emergency response to high-

hazard facility events• Industry-sector coordinating committees set up to

avoid or mitigate damage from terrorism

Department of Homeland Security (DHS) implements protection of industrial facilities through:


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Chapter 28Motivation


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28-1. Maslow’s Hierarchy of Needs


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28-2. Hygiene Approach (Classic) vs. Job-Enrichment Approach


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28-3. Mechanical Systems vs. Organic Systems


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Chapter 29Safety and Health Training


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29-1. Benefits of Safety and Health Training

• reinforcement of the operational goals of the organization

• improved performance • fewer incidents/accidents • reduced costs • increased morale


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29-2. New Employee Training and Orientation

The following subjects are suggested as part of the orientation program:

• company orientation: history and goals • policy statements • benefit packages • organized labor agreements (if applicable) • safety and health policy statement (if separate) • acceptable dress code (as required) • personnel introduction • housekeeping standards • communication about hazards • personal protective equipment • emergency response procedures: fire, spill, etc. • incident reporting procedures • near-miss incident reporting


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29-3. New Employee Training and Orientation (continued)

The following subjects are suggested as part of the orientation program: • incident investigation (supervisors) • lockout/tagout procedures • machine guarding • electrical safety awareness • ladder use and storage (if applicable) • confined space entry (if applicable) • medical facility support • first aid/CPR • hand tool safety • ergonomic principles • eyewash and shower locations • fire prevention and protection • access to exposure and medical records


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29-4. Training Methods

• On-the-Job Training (OJT) – Job Instruction Training

(JIT) – Coaching

• Group Methods – Conference – Brainstorming – Case Study – Incident Process – Facilitated Discussion – Role Playing – Lecture – Question and Answer

Sessions – Simulation

• Individual Methods – Drill – Demonstration – Testing – Video-Based Training – Computer-Assisted

Training – Reading – Independent Study – Seminars and Short

Courses


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Chapter 30Media


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30-1. The More Concrete the Medium of Communication, the More Effective It Is


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30-2. Selection of Media

Depends on:• role of the trainer• audience size• cost of materials• materials prepared in-house or

by outside personnel


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Chapter 31Safety Awareness Programs


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31-1. Basic Human Interests and Corresponding Activities


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31-2. Planning Safety Awareness Activities

Six factors to consider when planning safety awareness activities:

1. Company policy and experience 2. Budget and facilities 3. Types of operations 4. Types of employees 5. Basic human interest 6. Humor and variety


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31-3. Publicity Basics

• Select your audience. • Use humor and human interest. • Names make news. • Friendly rivalries are good news. • Be honest in what you say.

©2009 national safety council accident prevention manual for business & industry administration...

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