safety lecture
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C P CHANDRASEKARAN
Mr CEO Is your work place safe?
A CALL IN THE CAUSE OF HUMANITYRotary Club of Akurdi
22nd May 201120 slides/20 minutes
C P CHANDRASEKARAN
How would you rate the safety system followed in your company?• Excellent• Good• Average• Fair• Poor• No answer
• 20.5%• 51.8%• 19.6%• 5.6%• 1.9%• 0.5% (round off error)By their own admission >50% felt that they are not excellent but they
felt they are successful by their own yard sticks
Ref: On the practice of safety- Fred A Manuele 2000
C P CHANDRASEKARAN
How strange !!!
• We want our • Financial Performance to be excellent• Customer satisfaction to be excellent• Market share to be excellent• Growth to be excellent• Product quality to be excellent• BUT WE WANT SAFETY ONLY TO BE
GOOD AND WE ARE NOT UNHAPPY !!
C P CHANDRASEKARAN
Should we be satisfied?
• Anything less than excellent will not do and only 20% felt that they are excellent.
• We want “superior” performance in safety and not even “successful” performance will do.
C P CHANDRASEKARAN
Disturbing statistics
• Construction has become the most dangerous land based industry now. Builders to note.(Fishing remains the most dangerous off shore.)
• 1225 fatalities in US /year• 13/100,000 is the rate of non fatal injuries
in a year. (not very different in EU) • Illness 7% in workers in Europe• Mediclaims mounting every where.
2001 statistics
C P CHANDRASEKARAN
Study on safety Practices in construction sites in India
• Mangers in the survey told that 58% of accidents are due to workers.
• Yet they agreed that – 30% of sites only had a safety department.– 25% of sites project managers attend the safety
meetings.(65% of sites workers attend the meetings)– In 95% of sites undue pressures on schedule exist.– Only 7% of sites had a Doctor.– 6% of sites gave awards for safety performance.– Only 60% of sites gave protective gear to workers.
Ref: Sanddakumar and E Arumugam Benchmarking studies on safety management
C P CHANDRASEKARAN
Some world class figures on safety
• 2.26 man hours lost out of 2,00,000 man hours-Factory in USA
• 0.04 day lost in a year- Intel factory.• A textile factory- lost man day- 1 since 1992.• Field crest Cannon cut musco skeletal injuries
from 121 in 1993 to 21 in 1996.• Perdue Farms -No lost hour since 1996.• A manufacturer with 600 employees has lower
than average injuries for the last 15 years.
C P CHANDRASEKARAN
What is the role of management?
• We will achieve the level of safety that we “demonstrate” in our approach because safety is “culture” driven.
• People do what management “does”.
• If they see management is keen, • they do respond.
C P CHANDRASEKARAN
Role of management is significant
• Dr Deming said that 85% of Quality problems are in the purview of management and 15% in the purview of workers. He called these as chance causes and assignable causes. This revelation led to tremendous improvements in Quality.
• This applies to safety also.• System improvements is safety are in the area
of responsibility of management.
C P CHANDRASEKARAN
Is that culture getting built?
• Stringent “result orientation” in the mind –only paisa at the end of the day.
• Lack of appreciation of ergonomics.- people need to adjust to machines not the other way.
• Health of worker ignored by all. • Last but not the least “Insurance” oriented
thinking.
C P CHANDRASEKARAN
Why mangers ignore safety?
• In 1930s, One Heinrich (working in an Insurance company) after studying the accident claims data, declared that 88% of accidents are due to “unsafe acts” by workers.
• This questionable conclusion led to undue focus on workers, their behaviour, their way of thinking, working and even their parentage .
• This in one stroke has stopped the progress and a systemic approach to safety did not evolve.
C P CHANDRASEKARAN
Myths and facts• Single cause-
Worker is the cause of accident.
• Risk is pertaining to an Occupation and is constant.
• Reform the employee
• Prevent “unsafe acts”
• Multiple causes are responsible for accidents.
• Risk is in pertaining to an activity and varies every minute depending upon activity and place.
• Reform the system• Prevent “Error
Provoking” situations
C P CHANDRASEKARAN
Case 1-Forklift accident• A semi trailer arrived at the factory to unload a
large quantity of electronic components. The semi trailer’s access to a loading ramp was blocked by a number of large storage racks. each 1.3 m high and weighing 400 Kg. Five were stacked one on another. (Oral procedure did not permit more than 3 stacks.) Supervisor asked a worker to remove the stacks with a forklift truck. Forklift operator picked up the racks and started moving. The stack touched a electric cable 5m high. Top rack fell on the forklift truck causing immediate death of the worker.
• Accident reported as due to unsafe act by the worker and file closed.
C P CHANDRASEKARAN
Investigations revealed….
• Overhead protection in forklift truck absent.• The operator was not a “trained “ person.• Supervisor asked him because ”he was there”.• No route was advised. Just told to “move”• The stacks were 5 high and not 3 high as per
procedure but no action was taken.• The stacks were blocking the ramp for days but
crisis was created when trailer arrived.• Which of these was unsafe act by the worker?
C P CHANDRASEKARAN
Case 2-Conveyor Belt accident
• A production conveyor was used to deliver parts to a machine. The design of the conveyor was such that the parts fell down if the parts accumulate which happened very often. Since the operator was answerable for Quantity every hour, she used to go below the belt to retrieve the parts every time the parts accumulated. One day her hair got caught and she was severely injured.
• Report filed as “unsafe act” by the worker and file closed.
C P CHANDRASEKARAN
Learnings from investigation
• Design of the conveyor was never validated for actual use.
• Part accumulation happened due to line balancing issues.
• Supervisor knew this but kept pressurising her for numbers.
• No guard was provided to prevent entry of operator below the belt. Nor was she prevented from doing this earlier.
• Which of these was “Unsafe act” by the worker?
C P CHANDRASEKARAN
Learnings from the case
• Causal factors were identifiable by management much before the incident.
• Causes related to high risks were accepted by the management as OK.
• Causes were related to work systems and not only to workers.
• Workers were “provoked” into committing an error.
C P CHANDRASEKARAN
Safety is a larger issue than a discipline problem
• Managers please ask yourselves• DID I PROVOKE MY WORKER TO
COMMIT AN UNSAFE ACT TODAY?• Then the error provoking decision and
error provoking situation is as much an unsafe act like that of the worker.
• Manager is as much responsible, if not more for the incidents in such cases.
C P CHANDRASEKARAN
What are Error Provoking situations • Does it violate the normal expectations of a
skilled worker?• Does it require performance beyond what is
reasonable?• Does it induce early fatigue?• Is it dangerous to some one’s life?• Is the worker getting into it with no information
as to how to come out of it?• Does it deny any basic facility for example to
have fresh air? (chemical tank cleaning work)• If answer is yes to any one of the above then
you have an error provoking situation on hand.
C P CHANDRASEKARAN
Human being
Put the person in centre and error provoking factors around
Work Place
Equipment
Communication
Task standards
Work DesignPolicies
Risk
LOWER THE RISK BETTER
C P CHANDRASEKARAN
Thinking has to change
• Legal mentality– “If ammonia leaks and
a person is killed how much should I pay?” –actual statement of a manager supplying refrigeration systems
• Human mentality
C P CHANDRASEKARAN
Thinking has to change
• Accident as a goal– “we did not have any
accident in the last 200 days”- Notice in front of a company which is 225th in Fortune 500 companies.
• Risk as the goal– Make the risk
reduction as the goal not accident reduction.
C P CHANDRASEKARAN
Thinking has to change
• Safety manager is responsible for safety– “If we have accident,
what is safety manager is doing?”
• Take the ownership treat the factory as if it is your house.
• You own the place . You own the risks.
C P CHANDRASEKARAN
Thinking has to change
• Life is having different value for different peopl
• Life is precious irrespective of whether he is a chairman or a cleaner.
C P CHANDRASEKARAN
Questionnaire
• Please answer the Questionnaire given to you individually.
• Time 10 minutes• Please score the sheet and retain with
you. That is the baseline as we start today.• We may discuss one on one separately
about the issues, if any.
C P CHANDRASEKARAN
Results of Quiz
• Score:• Yes 1 No 0. do not know minus 1 • >16 World class in your reach• >12 <16 Well on your way to excellence• <12 Start now and you can be there!!
C P CHANDRASEKARAN
Discussions
• Let us discuss the scores of the Questionnaire
C P CHANDRASEKARAN
OHSAS says-Reduce “Risks”
• Risk is a combination of likelihood and consequences of a specified hazardous event occuring in a defined work area.
• To reduce the risks to an acceptable level– Take the ownership of the workplace and
make it less and less risk prone.– Eliminate “error provoking” situations.
C P CHANDRASEKARAN
OHSAS is about reduction of risks
• Let us make the work place risk free by – OHSAS Policy and Objectives– Assigning Roles and Responsibilities– Competency development and training– Hazards identification and Risk assessment– Communication with interested parties– Performance Monitoring– OHS Management Programmes– Internal Audits and Management Reviews
C P CHANDRASEKARAN
Central idea is –Hazards identification
• Hazard is a source or a situation which has potential to harm in terms of injury or ill health.
• Potential Hazards exist in all activities.• Eliminating them is our goal.
C P CHANDRASEKARAN
Techniques prevalent for risks assessment
• Critical incident recall technique• Task based risk assessments• Safety sampling• “what if” reviews (with new capital equipment)• Preliminary Hazard Analysis (Aerospace)• Unwanted energy concept (Dr William Haddon)• Event trees• Fault trees
C P CHANDRASEKARAN
Most popular is HIRA Table
• Activity wise hazard identification.• Collates routine activities and non routine
activities.• Takes into permanent and temp employee
being present.• Projects risk in each case with severity
and occurrence.
C P CHANDRASEKARAN
Sr No
Activity Material
Chemical
Machines
Other
Equip.
Type Of
People
Potential hazardous event
Ph
Ps
Ch El F/
E To
Direct Activities for Drilling
1
setting of jigs/fixture,tools X T X
2
loading of comp. X X T X
3
operating the m/c X X T X X
4
unloading the comp. X X T X
5Removal of Burr with brush X X
Brush T X
6File off the burr created on job. X File T X
7Deliver the finished component on operator workstation for assembly. X T X
Example
2. Sources of hazard
1. Activity seen
3. Potential hazardous event
C P CHANDRASEKARAN
Evaluate Potential Hazardous events in terms of risks
• Severity of hazardous event. • Probability of this situation being present in
shop.• Duration, if relevant • Scale to know whether the situation will spread
to other areas• Risk= Severity*Probability*weightage for
duration • High Scaling possibility makes it emergency
C P CHANDRASEKARAN
HIRA delivers risks
• Risks perceived can be prioritised as per the number.
• The “acceptable” level is defined for a work place.
• The controls are initiated for “unacceptable” risks.
• These controls are a) Process change b) Worker upgradation c) Operations redesign d) PPE issue e) Poka Yoke
C P CHANDRASEKARAN
Sustaining the OHSAS
• Every week , check whether the controls are in place. Workers/staff can do this checking in absolutely random way. The decision is displayed in the chart and is totally visible.
OK Risks are under control
Not OK Risks are not under control
C P CHANDRASEKARAN
PPE is a part of control rigour
• PPE should be specified correctly.• PPE should be inspected in incoming
stage and tested, if needed.• It should be calibrated/validated after a
specified frequency.• It should be replaced immediately after its
specified life.
C P CHANDRASEKARAN
Tracking the total picture
• Consecutive 3 reds make the workplace a chronic unsafe place. Owner of the workplace is exposed to risks.
• Plant Head should take a target of reducing % reds in the factory and in offices.
• Plant Head should also take target of reduction in tolerable risk itself.
C P CHANDRASEKARAN
Audits
• 2 rounds of Internal audits planned after a thorough implementation.
• Certification, though optional, is planned at the end of six months.
• It is also expected to help TBEM application score next year.
C P CHANDRASEKARAN
References
• Construction Health and safety training Manual-e book on www. scribd.com
• Construction site –safety roles- T Michael Toole• On the practice of safety- Fred A Manuele• Paper on benchmarking practices Sandakumar• Paper on Safety management in Hongkong
Syed Ahmed• www.ohsa.org• www.bcsp.org
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