Category Archives: General Safety

Your Company’s Safety Plan- Does It Work?

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There are three basic methods for assessing safety and health program effectiveness. This discussion will explain each of them. It also will provide more detailed information on how to use these tools to evaluate each element and subsidiary component of a safety and health program.

The three basic methods for assessing safety and health program effectiveness are:

  • Checking documentation of activity;
  • Interviewing employees at all levels for knowledge, awareness, and perceptions; and
  • Reviewing site conditions and, where hazards are found, finding the weaknesses in management systems that allowed the hazards to occur or to be “uncontrolled.”

Some elements of the safety and health program are best assessed using one of these methods. Others lend themselves to assessment by two or all three methods.

Documentation

Checking documentation is a standard audit technique. It is particularly useful for understanding whether the tracking of hazards to correction is effective. It can also be used to determine the quality of certain activities, such as self-inspections or routine hazard analysis.

Inspection records can tell the evaluator whether serious hazards are being found, or whether the same hazards are being found repeatedly. If serious hazards are not being found and accidents keep occurring, there may be a need to train inspectors to look for different hazards. If the same hazards are being found repeatedly, the problem may be more complicated. Perhaps the hazards are not being corrected. If so, this would suggest a tracking problem or a problem in accountability for hazard correction.

If certain hazards recur repeatedly after being corrected, someone is not taking responsibility for keeping those hazards under control. Either the responsibility is not clear, or those who are responsible are not being held accountable.

Employee Interviews

Talking to randomly selected employees at all levels will provide a good indication of the quality of employee training and of employee perceptions of the program. If safety and health training is effective, employees will be able to tell you about the hazards they work with and how they protect themselves and others by keeping those hazards controlled. Every employee should also be able to say precisely what he or she is expected to do as part of the program. And all employees should know where to go and the route to follow in an emergency.

Employee perceptions can provide other useful information. An employee’s opinion of how easy it is to report a hazard and get a response will tell you a lot about how well the hazard reporting system is working. If employees indicate that the system for enforcing safety and health rules and safe work practices is inconsistent or confusing, you will know that the system needs improvement.

Interviews should not be limited to hourly employees. Much can be learned from talking with first-line supervisors. It is also helpful to query line managers about their understanding of their safety and health responsibilities.

Site Conditions and Root Causes of Hazards

Examining the conditions of the workplace can reveal existing hazards. But it can also provide information about the breakdown of those management systems meant to prevent or control these hazards.

Looking at conditions and practices is a well established technique for assessing the effectiveness of safety and health programs. For example, let’s say that in areas where PPE is required, you see large and understandable signs communicating this requirement and all employees — with no exceptions — wearing equipment properly. You have obtained valuable visual evidence that the PPE program is working.

Another way to obtain information about safety and health program management is through root analysis of observed hazards. This approach to hazards is much like the most sophisticated accident investigation techniques, in which many contributing factors are located and corrected or controlled.

When evaluating each part of a worksite’s safety and health program, use one or more of the above methods, as appropriate.

The remainder of this discussion will identify the components found in each element of a quality safety and health program and will describe useful ways to assess these components.

  1. Assessing the Key Components of Leadership, Participation, and Line Accountability
    • WORKSITE POLICY ON SAFE AND HEALTHFUL WORKING CONDITIONS
          -

      Documentation

          If there is a written policy, does it clearly declare the priority of worker safety and health over other organizational values, such as production?
          -

      Interviews

          When asked, can employees at all levels express the worksite policy on worker safety and health?
          If the policy is written, can hourly employees tell you where they have seen it?
          Can employees at all levels explain the priority of worker safety and health over other organizational values, as the policy intends?
          -

      Site Conditions and Root Causes of Hazards

        Have injuries occurred because employees at any level did not understand the importance of safety precautions in relation to other organizational values, such as production?
    • GOAL AND OBJECTIVES FOR WORKER SAFETY AND HEALTH
          -

      Documentation

          If there is a written goal for safety and health program, is it updated annually?
          If there are written objectives, such as an annual plan to reach that goal, are they clearly stated?
          If managers and supervisors have written objectives, do these documents include objectives for the safety and health program?
          -

      Interviews

          Do managers and supervisors have a clear idea of their objectives for worker safety and health?
          Do hourly employees understand the current objectives of the safety and health program?
          -

      Site Conditions and Root Causes of Hazards

        (Only helpful in a general sense.)
    • VISIBLE TOP MANAGEMENT LEADERSHIP
          -

      Documentation

          Are there one or more written programs which involve top-level management in safety and health activities? For example, top management can receive and sign off on inspection reports either after each inspection or in a quarterly summary. These reports can then be posted for employees to see. Top management can provide “open door” times each week or each month for employees to come in to discuss safety and health concerns. Top management can reward the best safety suggestions each month or at other specified intervals.
          -

      Interviews

          Can hourly employees describe how management officials are involved in safety and health activities?
          Do hourly employees perceive that managers and supervisors follow safety and health rules and work practices, such as wearing appropriate personal protective equipment?
          -

      Site Conditions and Root Causes of Hazards

          When employees are found not wearing required personal protective equipment or not following safe work practices, have any of them said that managers or supervisors also did not follow these rules?
    • EMPLOYEE PARTICIPATION
          -

      Documentation

          Are there one or more written programs that provide for employee participation in decisions affecting their safety and health?
          Is there documentation of these activities; for example, employee inspection reports, minutes of joint employee-management or employee committee meetings?
          Is there written documentation of any management response to employee safety and health program activities?
          Does the documentation indicate that employee safety and health activities are meaningful and substantive?
          Are there written guarantees of employee protection from harassment resulting from safety and health program involvement?
          -

      Interviews

          Are employees aware of ways they can participate in decisions affecting their safety and health?
          Do employees appear to take pride in the achievements of the worksite safety and health program?
          Are employees comfortable answering questions about safety and health programs and conditions at the site?
          Do employees feel they have the support of management for their safety and health activities?
          -

      Site Conditions and Root Causes of Hazards

          (Not applicable.)
    • ASSIGNMENT OF RESPONSIBILITY
          -

      Documentation

          Are responsibilities written out so that they can be clearly understood?
          -

      Interviews

          Do employees understand their own responsibilities and those of others?
          -

      Site Conditions and Root Causes of Hazards

          Are hazards caused in part because no one was assigned the responsibility to control or prevent them?
          Are hazards allowed to exist in part because someone in management did not have the clear responsibility to hold a lower-level manager or supervisor accountable for carrying out assigned responsibilities?
    • ADEQUATE AUTHORITY AND RESOURCES
          -

      Documentation

          (Only generally applicable.)
          -

      Interviews

          Do safety staff members or any other personnel with responsibilities for ensuring safe operation of production equipment have the authority to shut down that equipment or to order maintenance or parts?
          Do employees talk about not being able to get safety or health improvements because of cost?
          Do employees mention the need for more safety or health personnel or expert consultants?
          -

      Site Conditions and Root Causes of Hazards

          Do recognized hazards go uncorrected because of lack of authority or resources?
          Do hazards go unrecognized because greater expertise is needed to diagnose them?
    • ACCOUNTABILITY OF MANAGERS, SUPERVISORS, AND HOURLY EMPLOYEES
          -

      Documentation

          Do performance evaluations for all line managers and supervisors include specific criteria relating to safety and health protection?
          Is there documented evidence of employees at all levels being held accountable for safety and health responsibilities, including safe work practices? Is accountability accomplished through either performance evaluations affecting pay and/or promotions or disciplinary actions?
          -

      Interviews

          When you ask employees what happens to people who violate safety and health rules or safe work practices, do they indicate that rule breakers are clearly and consistently held accountable?
          Do hourly employees indicate that supervisors and managers genuinely care about meeting safety and health responsibilities?
          When asked what happens when rules are broken, do hourly employees complain that supervisors and managers do not follow rules and never are disciplined for infractions?
          -

      Site Conditions and Root Causes of Hazards

          Are hazards occurring because employees, supervisors, and/or managers are not being held accountable for their safety and health responsibilities?
          Are identified hazards not being corrected because those persons assigned the responsibility are not being held accountable?
    • EVALUATION OF CONTRACTOR PROGRAMS
          -

      Documentation

          Are there written policies for onsite contractors?
          Are contractor rates and safety and health programs reviewed before selection?
          Do contracts require the contractor to follow site safety and health rules?
          Are there means for removing a contractor who violates the rules?
          -

      Interviews

          Do employees describe hazardous conditions created by contract employees?
          Are employees comfortable reporting hazards created by contractors?
          Do contract employees feel they are covered by the same, or the same quality, safety and health program as regular site employees.
          -

      Site Conditions and Root Causes of Hazards

          Do areas where contractors are working appear to be in the same condition as areas where regular site employees are working? Better? Worse?
        Does the working relationship between site and contract employees appear cordial?
  2. Assessing the Key Components of Worksite Analysis
    • COMPREHENSIVE SURVEYS, CHANGE ANALYSIS, ROUTINE HAZARD ANALYSIS
          -

      Documentation

          Are there documents that provide comprehensive analysis of all potential safety and health hazards of the worksite?
          Are there documents that provide both the analysis of potential safety and health hazards for each new facility, equipment, material, or process and the means for eliminating or controlling such hazards?
          Does documentation exist of the step-by-step analysis of the hazards in each part of each job, so that you can clearly discern the evolution of decisions on safe work procedures?
          If complicated processes exist, with a potential for catastrophic impact from an accident but low probability of such accident (as in nuclear power or chemical production), are there documents analyzing the potential hazards in each part of the processes and the means to prevent or control them?
          If there are processes with a potential for catastrophic impact from an accident but low probability of an accident, have analyses such as “fault tree” or “what if?” been documented to ensure enough back-up systems for worker protection in the event of multiple control failure?
          -

      Interviews

          Do employees complain that new facilities, equipment, materials, or processes are hazardous?
          Do any employees say they have been involved in job safety analysis or process review and are satisfied with the results?
          Does the safety and health staff indicate ignorance of existing or potential hazards at the worksite?
          Does the occupational nurse/doctor or other health care provider understand the potential occupational diseases and health effects in this worksite?
          -

      Site Conditions and Root Causes of Hazards

          Have hazards appeared where no one in management realized there was potential for their development?
          Where workers have faithfully followed job procedures, have accidents or near-misses occurred because of hidden hazards?
          Have hazards been discovered in the design of new facilities, equipment, materials, and processes after use has begun?
        Have accidents or near-misses occurred when two or more failures in the hazard control system occurred at the same time, surprising everyone?
    • REGULAR SITE SAFETY AND HEALTH INSPECTIONS
          -

      Documentation

          If inspection reports are written, do they show that inspections are done on a regular basis?
          Do the hazards found indicate good ability to recognize those hazards typical of this industry?
          Are hazards found during inspections tracked to complete correction?
          What is the relationship between hazards uncovered during inspections and those implicated in injuries or illness?
          -

      Interviews

          Do employees indicate that they see inspections being conducted, and that these inspections appear thorough?
          -

      Site Conditions and Root Causes of Hazards

        Are the hazards discovered during accident investigations ones that should have been recognized and corrected by the regular inspection process?
    • EMPLOYEE REPORTS OF HAZARDS
          -

      Documentation

          Is the system for written reports being used frequently?
          Are valid hazards that have been reported by employees tracked to complete correction?
          Are the responses timely and adequate?
          -

      Interviews

          Do employees know whom to contact and what to do if they see something they believe to be hazardous to themselves or coworkers?
          Do employees think that responses to their reports of hazards are timely and adequate?
          Do employees say that sometimes when they report a hazard, they hear nothing further about it?
          Do any employees say that they or other workers are being harassed, officially or otherwise, for reporting hazards?
          -

      Site Conditions and Root Causes of Hazards

          Are hazards ever found where employees could reasonably be expected to have previously recognized and reported them?
        When hazards are found, is there evidence that employees had complained repeatedly but to no avail?
    • ACCIDENT AND NEAR-MISS INVESTIGATIONS
          -

      Documentation

          Do accident investigation reports show a thorough analysis of causes, rather than a tendency automatically to blame the injured employee?
          Are near-misses (property damage or close calls) investigated using the same techniques as accident investigations?
          Are hazards that are identified as contributing to accidents or near-misses tracked to correction?
          -

      Interviews

          Do employees understand and accept the results of accident and near-miss investigations?
          Do employees mention a tendency on management’s part to blame the injured employee?
          Do employees believe that all hazards contributing to accidents are corrected or controlled?
          -

      Site Conditions and Root Causes of Hazards

        Are accidents sometimes caused at least partly by factors that might also have contributed to previous near-misses that were not investigated or accidents that were too superficially investigated?
    • INJURY AND ILLNESS PATTERN ANALYSIS
          -

      Documentation

          In addition to the required OSHA log, are careful records kept of first aid injuries and/or illnesses that might not immediately appear to be work-related?
          Is there any periodic, written analysis of the patterns of near-misses, injuries, and/or illnesses over time, seeking previously unrecognized connections between them that indicate unrecognized hazards needing correction or control?
          Looking at the OSHA 200 log and, where applicable, first aid logs, are there patterns of illness or injury that should have been analyzed for previously undetected hazards?
          If there is an occupational nurse/doctor on the worksite, or if employees suffering from ordinary illness are encouraged to see a nearby health care provider, are the lists of those visits analyzed for clusters of illness that might be work-related?
          -

      Interviews

          Do employees mention illnesses or injuries that seem work-related to them but that have not been analyzed for previously undetected hazards?
          -

      Site Conditions and Root Causes of Hazards

        (Not generally applicable.)
  3. Assessing the Key Components of Hazard Prevention and Control
    • APPROPRIATE USE OF ENGINEERING CONTROLS, WORK PRACTICES, PERSONAL PROTECTIVE EQUIPMENT, AND ADMINISTRATIVE CONTROLS
          -

      Documentation

          If there are documented comprehensive surveys, are they accompanied by a plan for systematic prevention or control of hazards found?
          If there is a written plan, does it show that the best method of hazard protection was chosen?
          Are there written safe work procedures?
          If respirators are used, is there a written respirator program?
          -

      Interviews

          Do employees say they have been trained in and have ready access to reliable, safe work procedures?
          Do employees say they have difficulty accomplishing their work because of unwieldy controls meant to protect them?
          Do employees ever mention personal protective equipment, work procedures, or engineering controls as interfering with their ability to work safely?
          Do employees who use PPE understand why they use it and how to maintain it?
          Do employees who use PPE indicate that the rules for PPE use are consistently and fairly enforced?
          Do employees indicate that safe work procedures are fairly and consistently enforced?
          -

      Site Conditions and Root Causes of Hazards

          Are controls meant to protect workers actually putting them at risk or not providing enough protection?
          Are employees engaging in unsafe practices or creating unsafe conditions because rules and work practices are not fairly and consistently enforced?
          Are employees in areas designated for PPE wearing it properly, with no exceptions?
        Are hazards that could feasibly be controlled through improved design being inadequately controlled by other means?
    • FACILITY AND EQUIPMENT PREVENTIVE MAINTENANCE
          -

      Documentation

          Is there a preventive maintenance schedule that provides for timely maintenance of the facilities and equipment?
          Is there a written or computerized record of performed maintenance that shows the schedule has been followed?
          Do maintenance request records show a pattern of certain facilities or equipment needing repair or breaking down before maintenance was scheduled or actually performed?
          Do any accident/incident investigations list facility or equipment breakdown as a major cause?
          -

      Interviews

          Do employees mention difficulty with improperly functioning equipment or facilities in poor repair?
          Do maintenance employees believe that the preventive maintenance system is working well?
          Do employees believe that hazard controls needing maintenance are properly cared for?
          -

      Site Conditions and Root Causes of Hazards

          Is poor maintenance a frequent source of hazards?
          Are hazard controls in good working order?
        Does equipment appear to be in good working order?
    • ESTABLISHING A MEDICAL PROGRAM
          -

      Documentation

          Are good, clear records kept of medical testing and assistance?
          -

      Interviews

          Do employees say that test results were explained to them?
          Do employees feel that more first aid or CPR-trained personnel should be available?
          Are employees satisfied with the medical arrangements provided at the site or elsewhere?
          Does the occupational health care provider understand the potential hazards of the worksite, so that occupational illness symptoms can be recognized?
          -

      Site Conditions and Root Causes of Hazards

          Have further injuries or worsening of injuries occurred because proper medical assistance (including trained first aid and CPR providers) was not readily available?
        Have occupational illnesses possibly gone undetected because no one with occupational health specialty training reviewed employee symptoms as part of the medical program?
    • EMERGENCY PLANNING AND PREPARATION
          -

      Documentation

          Are there clearly written procedures for every likely emergency, with clear evacuation routes, assembly points, and emergency telephone numbers?
          -

      Interviews

          When asked about any kind of likely emergency, can employees tell you exactly what they are supposed to do and where they are supposed to go?
          -

      Site Conditions and Root Causes of Hazards

          Have hazards occurred during actual or simulated emergencies due to confusion about what to do?
          In larger worksites, are emergency evacuation routes clearly marked?
        Are emergency telephone numbers and fire alarms in prominent, easy to find locations?
  4. Assessing the Key Components of Safety and Health Training
    • ENSURING THAT ALL EMPLOYEES UNDERSTAND HAZARDS
          -

      Documentation

          Does the written training program include complete training for every employee in emergency procedures and in all potential hazards to which employees may be exposed?
          Do training records show that every employee received the planned training?
          Do the written evaluations of training indicate that the training was successful, and that the employees learned what was intended?
          -

      Interviews

          Can employees tell you what hazards they are exposed to, why those hazards are a threat, and how they can help protect themselves and others?
          If PPE is used, can employees explain why they use it and how to use and maintain it properly?
          Do employees feel that health and safety training is adequate?
          -

      Site Conditions and Root Causes of Hazards

          Have employees been hurt or made ill by hazards of which they were completely unaware, or whose dangers they did not understand, or from which they did not know how to protect themselves?
          Have employees or rescue workers ever been endangered by employees not knowing what to do or where to go in a given emergency situation?
          Are there hazards in the workplace that exist, at least in part, because one or more employees have not received adequate hazard control training?
        Are there any instances of employees not wearing required PPE properly because they have not received proper training? Or because they simply don’t want to and the requirement is not enforced?
    • ENSURING THAT SUPERVISORS UNDERSTAND THEIR RESPONSIBILITIES
          -

      Documentation

          Do training records indicate that all supervisors have been trained in their responsibilities to analyze work under their supervision for unrecognized hazards, to maintain physical protections, and to reinforce employee training through performance feedback and, where necessary, enforcement of safe work procedures and safety and health rules?
          -

      Interviews

          Are supervisors aware of their responsibilities?
          Do employees confirm that supervisors are carrying out these duties?
          -

      Site Conditions and Root Causes

        Has a supervisor’s lack of understanding of safety and health responsibilities played a part in creating hazardous activities or conditions?
    • ENSURING THAT MANAGERS UNDERSTAND THEIR SAFETY AND HEALTH RESPONSIBILITIES
          -

      Documentation

          Do training plans for managers include training in safety and health responsibilities?
          Do records indicate that all line managers have received this training?
          -

      Interviews

          Do employees indicate that managers know and carry out their safety and health responsibilities?
          -

      Site Conditions and Root Causes of Hazards

        Has an incomplete or inaccurate understanding by management of its safety and health responsibilities played a part in the creation of hazardous activities or conditions?

CONCLUSION

The key to a successful and efficient evaluation is to combine elements when using each technique. First review the documentation available relating to each element. Then walk through the worksite to observe how effectively what is on paper appears to be implemented. While walking around, interview employees to verify that what you read and what you saw reflects the state of the safety and health program.

Effective safety and health program evaluation is a dynamic process. If you see or hear about aspects of the program not covered in your document review, ask to receive the documents, if any, relating to these aspects. If the documents included program elements not visible during your walk around the site and/or not known to employees, probe further. Utilizing this cross-checking technique should result in an effective, comprehensive evaluation of the worksite’s safety and health program.

Job Hazard Analysis Article

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Excerpt from OSHA Article Posted Online – edited for content

Job Hazard Analysis

U.S. Department of Labor
Elaine L. Chao, Secretary

OSHA 3071
2002 (Revised)

Contents

What is a hazard?
What is a job hazard analysis?
Why is job hazard analysis important?
What is the value of a job hazard analysis?
What jobs are appropriate for a job hazard analysis?
Where do I begin?
How do I identify workplace hazards?
How do I correct or prevent any hazards?
What else do I need to know before starting a job hazard analysis?
Why should I review my job hazard analysis?
When is it appropriate to hire a professional to conduct a job hazard analysis?

Appendix 1 — Hazard Control Measures
Appendix 2 — Common Hazards and Hazard Descriptions
Appendix 3 — Sample Job Hazard Analysis Form

Who needs to read this booklet?

This booklet is for employers, foremen, and supervisors, but we encourage employees to use the information as well to analyze their own jobs and recognize workplace hazards so they can report them to you. It explains what a job hazard analysis is and offers guidelines to help you conduct your own step-by-step analysis.

What is a hazard?

A hazard is the potential for harm. In practical terms, a hazard often is associated with a condition or activity that, if left uncontrolled, can result in an injury or illness. See Appendix 2 for a list of common hazards and descriptions. Identifying hazards and eliminating or controlling them as early as possible will help prevent injuries and illnesses.

What is a job hazard analysis?

A job hazard analysis is a technique that focuses on job tasks as a way to identify hazards before they occur. It focuses on the relationship between the worker, the task, the tools, and the work environment. Ideally, after you identify uncontrolled hazards, you will take steps to eliminate or reduce them to an acceptable risk level.

Why is job hazard analysis important?

Many workers are injured and killed at the workplace every day in the United States. Safety and health can add value to your business, your job, and your life. You can help prevent workplace injuries and illnesses by looking at your workplace operations, establishing proper job procedures, and ensuring that all employees are trained properly.

One of the best ways to determine and establish proper work procedures is to conduct a job hazard analysis. A job hazard analysis is one component of the larger commitment of a safety and health management system. (See page 15 for more information on safety and health management systems.)

What is the value of a job hazard analysis?

Supervisors can use the findings of a job hazard analysis to eliminate and prevent hazards in their workplaces. This is likely to result in fewer worker injuries and illnesses; safer, more effective work methods; reduced workers’ compensation costs; and increased worker productivity. The analysis also can be a valuable tool for training new employees in the steps required to perform their jobs safely.

For a job hazard analysis to be effective, management must demonstrate its commitment to safety and health and follow through to correct any uncontrolled hazards identified. Otherwise, management will lose credibility and employees may hesitate to go to management when dangerous conditions threaten them.

What jobs are appropriate for a job hazard analysis?

A job hazard analysis can be conducted on many jobs in your workplace. Priority should go to the following types of jobs:

  • Jobs with the highest injury or illness rates;
  • Jobs with the potential to cause severe or disabling injuries or illness, even if there is no history of previous accidents;
  • Jobs in which one simple human error could lead to a severe accident or injury;
  • Jobs that are new to your operation or have undergone changes in processes and procedures; and
  • Jobs complex enough to require written instructions.

Where do I begin?

  1. Involve your employees. It is very important to involve your employees in the hazard analysis process. They have a unique understanding of the job, and this knowledge is invaluable for finding hazards. Involving employees will help minimize oversights, ensure a quality analysis, and get workers to “buy in” to the solutions because they will share ownership in their safety and health program.
  2. Review your accident history. Review with your employees your worksite’s history of accidents and occupational illnesses that needed treatment, losses that required repair or replacement, and any “near misses” — events in which an accident or loss did not occur, but could have. These events are indicators that the existing hazard controls (if any) may not be adequate and deserve more scrutiny.
  3. Conduct a preliminary job review. Discuss with your employees the hazards they know exist in their current work and surroundings. Brainstorm with them for ideas to eliminate or control those hazards.

    If any hazards exist that pose an immediate danger to an employee’s life or health, take immediate action to protect the worker. Any problems that can be corrected easily should be corrected as soon as possible. Do not wait to complete your job hazard analysis. This will demonstrate your commitment to safety and health and enable you to focus on the hazards and jobs that need more study because of their complexity. For those hazards determined to present unacceptable risks, evaluate types of hazard controls. More information about hazard controls is found in Appendix 1.

  4. List, rank, and set priorities for hazardous jobs. List jobs with hazards that present unacceptable risks, based on those most likely to occur and with the most severe consequences. These jobs should be your first priority for analysis.
  5. Outline the steps or tasks. Nearly every job can be broken down into job tasks or steps. When beginning a job hazard analysis, watch the employee perform the job and list each step as the worker takes it. Be sure to record enough information to describe each job action without getting overly detailed. Avoid making the breakdown of steps so detailed that it becomes unnecessarily long or so broad that it does not include basic steps. You may find it valuable to get input from other workers who have performed the same job. Later, review the job steps with the employee to make sure you have not omitted something. Point out that you are evaluating the job itself, not the employee’s job performance. Include the employee in all phases of the analysis — from reviewing the job steps and procedures to discussing uncontrolled hazards and recommended solutions.

    Sometimes, in conducting a job hazard analysis, it may be helpful to photograph or videotape the worker performing the job. These visual records can be handy references when doing a more detailed analysis of the work.

How do I identify workplace hazards?

A job hazard analysis is an exercise in detective work. Your goal is to discover the following:

  • What can go wrong?
  • What are the consequences?
  • How could it arise?
  • What are other contributing factors?
  • How likely is it that the hazard will occur?

To make your job hazard analysis useful, document the answers to these questions in a consistent manner. Describing a hazard in this way helps to ensure that your efforts to eliminate the hazard and implement hazard controls help target the most important contributors to the hazard.

Good hazard scenarios describe:

  • Where it is happening (environment),
  • Who or what it is happening to (exposure),
  • What precipitates the hazard (trigger),
  • The outcome that would occur should it happen (consequence), and
  • Any other contributing factors.

A sample form found in Appendix 3 helps you organize your information to provide these details.

Rarely is a hazard a simple case of one singular cause resulting in one singular effect. More frequently, many contributing factors tend to line up in a certain way to create the hazard. Here is an example of a hazard scenario:

In the metal shop (environment), while clearing a snag (trigger), a worker’s hand (exposure) comes into contact with a rotating pulley. It pulls his hand into the machine and severs his fingers (consequences) quickly.

To perform a job hazard analysis, you would ask:

  • What can go wrong? The worker’s hand could come into contact with a rotating object that “catches” it and pulls it into the machine.
  • What are the consequences? The worker could receive a severe injury and lose fingers and hands.
  • How could it happen? The accident could happen as a result of the worker trying to clear a snag during operations or as part of a maintenance activity while the pulley is operating. Obviously, this hazard scenario could not occur if the pulley is not rotating.
  • What are other contributing factors? This hazard occurs very quickly. It does not give the worker much opportunity to recover or prevent it once his hand comes into contact with the pulley. This is an important factor, because it helps you determine the severity and likelihood of an accident when selecting appropriate hazard controls. Unfortunately, experience has shown that training is not very effective in hazard control when triggering events happen quickly because humans can react only so quickly.
  • How likely is it that the hazard will occur? This determination requires some judgment. If there have been “near-misses” or actual cases, then the likelihood of a recurrence would be considered high. If the pulley is exposed and easily accessible, that also is a consideration. In the example, the likelihood that the hazard will occur is high because there is no guard preventing contact, and the operation is performed while the machine is running. By following the steps in this example, you can organize your hazard analysis activities.

The examples that follow show how a job hazard analysis can be used to identify the existing or potential hazards for each basic step involved in grinding iron castings.

Grinding Iron Castings: Job Steps

Step 1. Reach into metal box to right of machine, grasp casting, and carry to wheel.

Step 2. Push casting against wheel to grind off burr.

Step 3. Place finished casting in box to left of machine.

Example Job Hazard Analysis Form

 

Job Location:
Metal Shop		 Analyst:
Joe Safety		 Date:
Task Description: Worker reaches into metal box to the right of the machine, grasps a 15-pound casting and carries it to grinding wheel. Worker grinds 20 to 30 castings per hour.
Hazard Description: Picking up a casting, the employee could drop it onto his foot. The casting’s weight and height could seriously injure the worker’s foot or toes.
Hazard Controls:

  1. Remove castings from the box and place them on a table next to the grinder.
  2. Wear steel-toe shoes with arch protection.
  3. Change protective gloves that allow a better grip.
  4. Use a device to pick up castings.
Task Description: Worker reaches into metal box to the right of the machine, grasps a 15-pound casting and carries it to grinding wheel. Worker grinds 20 to 30 castings per hour.
Hazard Description: Castings have sharp burrs and edges that can cause severe lacerations.
Hazard Controls:

  1. Use a device such as a clamp to pick up castings.
  2. Wear cut-resistant gloves that allow a good grip and fit tightly to minimize the chance that they will get caught in grinding wheel.
Task Description: Worker reaches into metal box to the right of the machine, grasps a 15-pound casting and carries it to grinding wheel. Worker grinds 20 to 30 castings per hour.
Hazard Description: Reaching, twisting, and lifting 15-pound castings from the floor could result in a muscle strain to the lower back.
Hazard Controls:

  1. Move castings from the ground and place them closer to the work zone to minimize lifting. Ideally, place them at waist height or on an adjustable platform or pallet.
  2. Train workers not to twist while lifting and reconfigure work stations to minimize twisting during lifts.

Repeat similar forms for each job step.

How do I correct or prevent hazards?

After reviewing your list of hazards with the employee, consider what control methods will eliminate or reduce them. For more information on hazard control measures, see Appendix 1. The most effective controls are engineering controls that physically change a machine or work environment to prevent employee exposure to the hazard. The more reliable or less likely a hazard control can be circumvented, the better. If this is not feasible, administrative controls may be appropriate. This may involve changing how employees do their jobs.

Discuss your recommendations with all employees who perform the job and consider their responses carefully. If you plan to introduce new or modified job procedures, be sure they understand what they are required to do and the reasons for the changes.

What else do I need to know before starting a job hazard analysis?

The job procedures discussed in this booklet are for illustration only and do not necessarily include all the steps, hazards, and protections that apply to your industry. When conducting your own job safety analysis, be sure to consult the Occupational Safety and Health Administration standards for your industry. Compliance with these standards is mandatory, and by incorporating their requirements in your job hazard analysis, you can be sure that your health and safety program meets federal standards. OSHA standards, regulations, and technical information are available online at www.osha.gov.

Why should I review my job hazard analysis?

Periodically reviewing your job hazard analysis ensures that it remains current and continues to help reduce workplace accidents and injuries. Even if the job has not changed, it is possible that during the review process you will identify hazards that were not identified in the initial analysis.

It is particularly important to review your job hazard analysis if an illness or injury occurs on a specific job. Based on the circumstances, you may determine that you need to change the job procedure to prevent similar incidents in the future. If an employee’s failure to follow proper job procedures results in a “close call,” discuss the situation with all employees who perform the job and remind them of proper procedures. Any time you revise a job hazard analysis, it is important to train all employees affected by the changes in the new job methods, procedures, or protective measures adopted.

When is it appropriate to hire a professional to conduct a job hazard analysis?

If your employees are involved in many different or complex processes, you need professional help conducting your job hazard analyses. Sources of help include your insurance company, the local fire department, and private consultants with safety and health expertise. In addition, OSHA offers assistance through its regional and area offices and consultation services.

Even when you receive outside help, it is important that you and your employees remain involved in the process of identifying and correcting hazards because you are on the worksite every day and most likely to encounter these hazards. New circumstances and a recombination of existing circumstances may cause old hazards to reappear and new hazards to appear. In addition, you and your employees must be ready and able to implement whatever hazard elimination or control measures a professional consultant recommends.

How does safety and health program management assistance help employers and employees?

Effective management of worker safety and health protection is a decisive factor in reducing the extent and severity of work-related injuries and illnesses and their related costs. In fact, an effective safety and health program forms the basis of good worker protection and can save time and money — about $4 for every dollar spent — and increase productivity.

To assist employers and employees in developing effective safety and health systems, OSHA published recommended Safety and Health Program Management Guidelines, (Federal Register 54(18):3908-3916, January 26, 1989). These voluntary guidelines can be applied to all worksites covered by OSHA.

The guidelines identify four general elements that are critical to the development of a successful safety and health management program:

  • Management leadership and employee involvement;
  • Worksite analysis;
  • Hazard prevention and control; and
  • Safety and health training.

The guidelines recommend specific actions under each of these general elements to achieve an effective safety and health program. The Federal Register notice is available online at www.osha.gov.

Appendices

Appendix 1
Hazard Control Measures

Information obtained from a job hazard analysis is useless unless hazard control measures recommended in the analysis are incorporated into the tasks. Managers should recognize that not all hazard controls are equal. Some are more effective than others at reducing the risk.

The order of precedence and effectiveness of hazard control is the following:

  1. Engineering controls.
  2. Administrative controls.
  3. Personal protective equipment.

Engineering controls include the following:

  • Elimination/minimization of the hazard — Designing the facility, equipment, or process to remove the hazard, or substituting processes, equipment, materials, or other factors to lessen the hazard;
  • Enclosure of the hazard using enclosed cabs, enclosures for noisy equipment, or other means;
  • Isolation of the hazard with interlocks, machine guards, blast shields, welding curtains, or other means; and
  • Removal or redirection of the hazard such as with local and exhaust ventilation.

Administrative controls include the following:

  • Written operating procedures, work permits, and safe work practices;
  • Exposure time limitations (used most commonly to control temperature extremes and ergonomic hazards);
  • Monitoring the use of highly hazardous materials;
  • Alarms, signs, and warnings;
  • Buddy system; and
  • Training.

Personal Protective Equipment — such as respirators, hearing protection, protective clothing, safety glasses, and hardhats — is acceptable as a control method in the following circumstances:

  • When engineering controls are not feasible or do not totally eliminate the hazard;
  • While engineering controls are being developed;
  • When safe work practices do not provide sufficient additional protection; and
  • During emergencies when engineering controls may not be feasible.

Use of one hazard control method over another higher in the control precedence may be appropriate for providing interim protection until the hazard is abated permanently. In reality, if the hazard cannot be eliminated entirely, the adopted control measures will likely be a combination of all three items instituted simultaneously.

Appendix 2
Common Hazards and Descriptions

Hazards Hazard Descriptions
Chemical (Toxic) A chemical that exposes a person by absorption through the skin, inhalation, or through the bloodstream that causes illness, disease, or death.The amount of chemical exposure is critical in determining hazardous effects. Check Material Safety Data Sheets (MSDS), and/or OSHA 1910.1000 for chemical hazard information.
Chemical (Flammable) A chemical that, when exposed to a heat ignition source, results in combustion. Typically, the lower a chemical’s flash point and boiling point, the more flammable the chemical. Check MSDS for flammability information.
Chemical (Corrosive) A chemical that, when it comes into contact with skin, metal, or other materials, damages the materials. Acids and bases are examples of corrosives.
Explosion (Chemical Reaction) Self explanatory.
Explosion (Over Pressurization) Sudden and violent release of a large amount of gas/energy due to a significant pressure difference such as rupture in a boiler or compressed gas cylinder.
Electrical (Shock/Short Circuit) Contact with exposed conductors or a device that is incorrectly or inadvertently grounded, such as when a metal ladder comes into contact with power lines. 60Hz alternating current (common house current) is very dangerous because it can stop the heart.
Electrical (Fire) Use of electrical power that results in electrical overheating or arcing to the point of combustion or ignition of flammables, or electrical component damage.
Electrical (Static/ESD) The moving or rubbing of wool, nylon, other synthetic fibers, and even flowing liquids can generate static electricity. This creates an excess or deficiency of electrons on the surface of material that discharges (spark) to the ground resulting in the ignition of flammables or damage to electronics or the body’s nervous system.
Electrical (Loss of Power) Safety-critical equipment failure as a result of loss of power.
Ergonomics (Strain) Damage of tissue due to over exertion (strains and sprains) or repetitive motion.
Ergonomics (Human Error) A system design, procedure, or equipment that is error-provocative. (A switch goes up to turn something off).
Excavation (Collapse) Soil collapse in a trench or excavation as a resultof improper or inadequate shoring. Soil type is critical in determining the hazard likelihood.
Fall (Slip, Trip) Conditions that result in falls (impacts) from height or traditional walking surfaces (such as slippery floors, poor housekeeping, uneven walking surfaces, exposed ledges, etc.)
Fire/Heat Temperatures that can cause burns to the skin or damage to other organs. Fires require a heat source, fuel, and oxygen.
Mechanical/Vibration (Chaffing/Fatigue) Vibration that can cause damage to nerve endings,or material fatigue that results in a safety-critical failure. (Examples are abraded slings and ropes, weakened hoses and belts.)
Mechanical Failure Self explanatory; typically occurs when devices exceed designed capacity or are inadequately maintained.
Mechanical Skin, muscle, or body part exposed to crushing, caught-between, cutting, tearing, shearing items or equipment.
Noise Noise levels (>85 dBA 8 hr TWA) that result in hearing damage or inability to communicate safety-critical information.
Radiation (Ionizing) Alpha, Beta, Gamma, neutral particles, and X-rays that cause injury (tissue damage) by ionization of cellular components.
Radiation (Non-Ionizing) Ultraviolet, visible light, infrared, and microwaves that cause injury to tissue by thermal or photochemical means.
Struck By (Mass Acceleration) Accelerated mass that strikes the body causing injury or death. (Examples are falling objects and projectiles.)
Struck Against Injury to a body part as a result of coming into contact of a surface in which action was initiated by the person. (An example is when a screwdriver slips.)
Temperature Extreme (Heat/Cold) Temperatures that result in heat stress, exhaustion, or metabolic slow down such as hypothermia.
Visibility Lack of lighting or obstructed vision that results in an error or other hazard.
Weather Phenomena (Snow/Rain/Wind/Ice) Self explanatory.

Appendix 3

Sample Job Hazard Analysis Form

Job Title: Job Location: Analyst Date
Task # Task Description:
Hazard Type: Hazard Description:
Consequence: Hazard Controls:
Rational or Comment: