The Value of SafetyPRESENTER:Dan Dolata,

OSHA Compliance Assistance Specialist

Resources

OSHA web site: www.osha.gov› eTools

Idaho S&H Consultation: (208) 426-3283› www2.boisestate.edu/oshconsult

Boise Area OSHA Office: (208) 321-2960› Duty Officers › Compliance Assistance Specialist

Communications test

^URS 143 AAK BCNU CYM DAMHIKT GAL N-A-Y-L P2C2E TCOY

Up Yours I Love You Asleep At Keyboard Be Seeing You Check Your Mail Don’t Ask Me How I Know That Get A Life In A While Process Too Complicated to Explain Take Care of Yourself

Poor communication

Is the same as lack of communication Is the root cause of the majority of problems

in the workplace Fog of Communication - in transmission

and reception:› Email› Tweeter› Texting› Industry jargon› Preconceived thoughts and assumptions› Unclear thoughts › Lack of knowledge of policies and processes› Dialects› English as a second language

Tips for good communication

State your request/objective/case clearly

Assume nothing Use concise phrases Actively listen to response Ask questions Restate the situation Agree on the action

A communication problem?

Quality Procedures and Procedure Adherence

Webster’s definition of quality:

Essential character An inherent or distinguishing attribute A character trait Superiority of kind Degree or grade of excellence

Layman’s definition of quality

Able to meet the customers needs and his business objectives

Vehicle for success and repeat business Adds value Project execution

Concepts of quality

Meet the customer’s needs:› Customer satisfaction

Employee involvement: › Seek employee input on the best way to do

the job› Develops an employee’s sense of worth and

value to the company Teamwork:

› Can produce better results Continuous Process Improvement:

› Become as efficient as possible› “If it’s not broke, let’s improve it.”

Quality policy factors

Being forthright with customers, employees, and the community

Developing values, rules, and policies that are the cornerstone of the company – not options in decision making

Decency when dealing with others Doing what is right when it is easier,

quicker, and cost less not to

Where quality begins

FAIRNESSHONESTY

INTEGRITY

Our CustomersOur People

The EnvironmentOur Shareholders

The quality policy begins with focused attention on the four areas most crucial toour continued growth and prosperity: Our Customers, Our People, The Environmentand Our Shareholders!

TRUST

These building block pillars are fortified and integrated into our corporate structure by the following characteristics which each of us must consistently use in our work life:

Fairness Honesty Integrity and Trust

US Army core values (LDRSHIP)

Loyalty Duty Respect Selfless Service Honor Integrity Personal Courage

How Does a Company Achieve Quality?

Management commitment Active communications Adherence to company values Follow regulations and implement best

practices Follow the Four Concepts of Quality:

› Meet the customer’s needs› Employee involvement› Teamwork› Continuous process improvement

Train and retrain employees Check, double check, and then re-check

Leadership is like a dog sled team…

Unless you’re the lead dog, the scenery never changes

Techniques for managers to achieve quality

Active management commitment and engagement: › Lead by example

Communications:› Mean what you say› When you say employees are your most valuable asset

prove it daily› Listen › Ask questions and be able to “handle the truth” › Don’t put head in the sand nor turn a blind eye› Establish and use written Standard Operating Procedures

(SOPs) Demand quality:

› In all the company does› Adhere to best safety practices

Resources for quality assurance

Best practices Consensus standards:

› American National Standards Institute (ANSI)› National Fire Protection Association (NFPA)

Organizations/Associations: › American Society of Safety Engineers

Manufacturers:› Owners/Operators manuals

Insurance carriers Lessons learned through After Action Reviews

and Near Miss Investigations Review previous Job Hazard Analysis Checklists

Quality pays

Quality pays

Money is best spent in preventing problems and errors

Active Prevention:› Establish and implement effective procedures and

processes that prevent problems (SOPs, checklist, etc.)

Effective Appraisal:› Internal checks

Improvements:› Corrective action taken

Value Added:› Activities of persons or things that make the service

more desirable to the customer › Produces cost savings to both the company and the

customer

Quality cycle

Quality improvement process

The approach to improvement is very simple. Evaluate the work tasks and eliminate the steps that do not add value. Then, determine the best way to perform the total work process.

Quality improvement process

Effective: doing the right thing

Efficient : doing the thing right

Effective + Efficient =

Doing the right thing right

Benefits of using standard operating procedures

Customers benefit from a project executed in a consistent manner by qualified personnel using proven best practices

Checks and balances reduce the chance for error Repetition leads to higher efficiency Employees understand roles and responsibilities Personnel retraining is minimized New team members can contribute quicker People can move between projects easier Project requirements learning curve is lowered

Breaches in Quality

Famous last words

Think again!

Photo of Fall Hazard roof

$afety pays

Safety economics

Workplace safety delivers a return:› A Liberty Mutual survey shows 61 percent

of executives say $3 or more are saved for each $1 invested in workplace safety.

Safety economics

Indirect Cost : Clean up time Investigation costs Legal fees Production delays Delivery delays Increase insurance cost Training/Orientating

new employees Unhappy customers Citations

Direct Cost: Medical costs

› Treatment› Hospitalization› Prescription drugs

Ambulance service Equipment damage

Safety economics

Indirect Costs V.S. Direct Costs› 4:1 is commonly accepted

The National Safety Council› 3 to 10 times the direct costs of accidents

A Construction Industry Institute study found the indirect expense of injuries ranged from 2 to 20 times the direct expense.

› 2:1 excludes third party law suits› 20:1 includes third party law suits

The ballistic eye protection worn by 1LT Anthony Aguilar stopped the shrapnel and saved his eyesight and perhapsprevented even more serious injuries.

Chain saw injury locations

Notice how most injuries occur on the lower left leg and the left arm. Be sure to protect those areas well.

What’s chipping away at your profits?

Follow the money

Accidents cost money

Liberty Mutual Research Institute for Safety

In 2006, the estimated direct U.S. workers compensation costs for the most disabling workplace injuries and illnesses was almost $1 BILLION per week

Total Spent: $48.6 Billion

Liberty Mutual’s 2006 Ten Leading Causes of Workplace Injuries

Overexertion: 25.7% = $12.4 billion Fall on Same Level: 13.3% = $6.4

billion Fall to Lower Level: 10.8% = $5.3

billion Bodily Reaction: 10.0% = $4.8

billion Struck by Object: 8.9% = $4.3

billion

Liberty Mutual’s 2006 Ten Leading Causes of Workplace Injuries

Struck Against Object: 5.1% = $2.5 billion

Highway Incident: 4.9% = $2.4 billion Caught In/Between: 4.4% =

$2.1billion Repetitive Motion: 4.0% = $2.0 billion Assaults/Violent Acts: 0.9% = $0.4

billion

National Safety Council Accident Facts Deaths from Unintentional Injury 1921 Versus 2006

1921 Unintentional Deaths Deaths from Unintentional Injury

75,500 Falls 11,800 Automobiles 9,800 Burns 7,900

2006 Unintentional Deaths Deaths from Unintentional Injury

120,000 Auto Accidents 44,700 Poisoning 25,300 Falls 21,200

NSC Unintentional Injuries 2006

Wage & Productivity Losses$329.8 Billion

Administrative Expense $134.5 Billion

Medical Expenses $116.3 Billion

Motor-Vehicle Damage $ 41.7 Billion

Uninsured Employer Cost$ 18.5 Billion

Fire Loss $ 11.3 Billion

NSC Unintentional Injuries 2006

Costs by class of injury:› Total Costs $652.1

Billion› Motor Vehicles $258.6 Billion› Work Related $164.7 Billion› Home $150.1 Billion› Public Non-Motor Veh $101.8 Billion

Deaths and Disabling Injuries by Class in the USA at the Following Rates in 2006

2006Minutes Seconds TOTAL

All Deaths 4 1 14 329 2,310 120,000Injuries 1 2,991 71,781 503,846 26,200,000

Motor-Vehicles Deaths 12 5 122 860 44,700Injuries 13 270 6,600 46,200 2,400,000

Work Deaths 105 1 14 100 4,988Injuries 9 420 10,100 71,200 3,700,000

Home Deaths 12 5 117 820 42,600Injuries 3 1,160 27,900 196,200 10,200,000

Workers off the job Deaths 10 6 146 1,020 53,200Injuries 3 1,070 25,800 180,800 9,400,000

NUMBER PER-- Hour Day Week

CLASS SEVERITYONE EVERY

Need for legislation

In 1970, Congress considered these annual figures:› Job-related accidents accounted for more

than 14,000 worker deaths› Nearly 2-1/2 million workers were disabled› Estimated new cases of occupational

diseases totaled 300,000

Public Law

91-596

OSH ActOccupational Safety & Health

Act of 1970

The Act

". . . to assure so far as possible every working man and woman in the Nation safe and healthful working conditions and to preserve our human resources."

Who is covered by the OSH Act?

Most private sector employees Does not cover the self-employed or

immediate members of farm families that do not employ outside workers

Coverage is provided directly by federal OSHA or through an OSHA-approved state program

OSHA-approved state programs

OSH Act encourages states to develop and operate, under OSHA guidance, state S&H plans

OSHA funds up to 50 percent of approved program's cost

Must be at least as effective as the federal program

Must cover state and local government employees

May limit coverage to public sector Must keep pace with federal standards

State and Local governments

OSHA provisions do not apply to state and local governments in their role as employers

Any state seeking OSHA approval for its own S&H program must provide coverage for these employees

State plans may also cover only public sector employees

Where to get OSHA standards OSHA web site - OSHA

standards, interpretations, directives (www.osha.gov)

Code of Federal Regulations (CFR) in public libraries and through GPO

Federal Register in public libraries or at GPO web site

CD-ROM subscription through U.S. Government Printing Office (GPO)

Other resources:

Consensus Standards› American National Standards Institute (ANSI)› American Society of Mechanical Engineers (ASME)› National Fire Protection Association (NFPA)› National Electrical Code (NEC)

National Institute for Occupational Safety and Health (NIOSH)

Manual on Uniform Traffic Control Devices (MUTCD)

Best Industry Practices The Insurance Industry Associations

Categories of standards

General Industry

Construction

Maritime

Agriculture

What types of hazards are addressed in standards? Falls Scaffolds Stairways &

Ladders Machines and

equipment

Electrical Excavation Machine guarding Chemical

exposures

General duty clause

Each employer "shall furnish . . . a place of employment which is free from recognized hazards that are causing or are likely to cause death or serious physical harm to his employees."

Safety responsibilities

Safety is everyone’s responsibility…

…because sometimes your safety depends on others.

Commonality

Insurance

IndustryRegulators

OSHA’s four primary hazards

Falls from elevations Electrical Caught Between/In

› Unguarded machinery/equipment› Trenches

Struck By› Falling objects› Vehicles/equipment

Fatalities in Idaho with OSHA jurisdiction by hazard

FY 2006

9 Struck By 4 Caught

In/Between 2 Falls 0 Electrical

15 Total

FY 2007

8 Struck By 2 Caught

In/Between 2 Falls 0 Electrical

12 Total

Fatalities in Idaho with OSHA jurisdiction by hazard

FY 2008

7 Struck By 0 Caught

In/Between 1 Falls 3 Electrical

11 Total

FY 2009

2 Struck By 3 Caught

In/Between 0 Falls 0 Electrical

05 Total

Fatalities in Idaho with OSHA jurisdiction FY 2008

Date Cause of Fatality

09 Sep 08 Struck By: Vertical conveyor gate crushed EE

29 Jul 08 Electrocution: HVAC Tech energized while conducting maintenance

21 Jun 08 Fall: Iron worker fell while decking

13 May 08 Struck By: EE thrown from bucket of tractor and ran over

11 Apr 08 Struck By: EE tipped over forklift

25 Mar 08 Struck By: EE hit and ran over by forklift

Fatalities in Idaho with OSHA jurisdiction FY 2008

Date Cause of Fatality

07 Mar 08 Struck By: EE struck by trailer components

05 Feb 08 Electrocution: Rigger electrocuted at the load when a crane boom contacted power lines

18 Jan 08 Struck By: Logger crushed by superstructure of yarder

10 Nov 07 Struck By: EE riding ATV struck cable strung across road

23 Oct 07 Electrocution: EE electrocuted while setting power line poles

Fatalities in Idaho with OSHA jurisdiction FY 2008

Date Cause of Fatality

16 Sep 09 Caught In/Between: EE crushed in trench

20 May 09 Struck By: EE hit by a tree

11 May 09 Caught In/Between: EE in auger

18 Feb 09 Caught In/Between: EE caught in agitator of mixing tank

02 Jan 09 Struck By: EE thrown from CAT hay loader and crushed by machine

One Example of Corporate Safety Success

USR Washington Division Corporate Philosophy

“Our executive management views safety performance as a leading indicator of project management performance with strong correlation to quality, schedule, productivity, and financial success.”

Safety responsibilities

E m p lo ye es

S u p erv iso r/F o re m an

P ro je ct M an a g er

V ice P re sid e n t

P re sid e n t

Safety“The safety program is

most effective when it is

driven by Line Management!

”

Safety responsibilities

Management› Top› Middle

Supervisors Employees Contractors

Plan, Organize, Lead, Monitor, Control

Support - Train, Control, Correct

Learn, Follow, Report

Pre-qualify, Comply, Report

Zero injuries is the goal! Why zero?

It is the “right” thing to do

It is good for business (better safety – better projects)

Safety excellence leads to more work

Zero injury is being achieved on all types of projects

Tools for safety leadership

Top management support

Project manager “walks the talk”

Use group and corporate safety as a resource

Encourage supervisor safety certification

Safety culture

Awareness Safety Posters Safety Handouts Warning Signs

Recognition Inspections Safety Committee Incentive Programs

Top Mgmt. Support Safety Director Accident Investigation Training

Accountability Safety Goals Established Safety Activities Measured Charge Back of Costs

Culture Safety is an Integral Part

of Operations Management Commitment Employee Commitment

Employee involvement

Safety committee

Employee involvement

Toolbox meetings

Employee involvement

Hazard recognition

Employee involvement

JHA development

Employee involvement

Daily, weekly, and monthly inspections (safety inspection checklist)

Techniques to Build an Effective Safety and Health Culture*

Demonstrated management commitment Staffing for safety Planning: pre-project and pre-task Safety education: orientation and specialized training Worker involvement Evaluation and recognition/reward Subcontract management Accident/incident investigations Drug and alcohol testing

Construction Industry Institute’s 9-High Impact Techniques

Upcoming free training

26 - 29 Jan 2010: Safety Fest – Boise www.safetyfest-boise.org

23 - 26 Feb 2010: Safety Fest – Post Falls www.safetyfest-northernidaho.org

Apr 2010 – Twin Falls

May 2010 – Pocatello

Questions?