looking’for’trouble · looking’for’trouble!...
TRANSCRIPT
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Looking for Trouble We look for trouble, because if we don’t, trouble
will come looking for us.
• A Comprehensive Union-‐Management Approach to Safety and Health
• Rules Are Not Enough • Hazards, not Behavior – but Human Factors are Important.
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There are no shortcuts, no gimmicks, only hard, disciplined work.
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The Goal
“Health is a state of complete physical, mental and social well-‐being and not merely the absence of disease or infirmity.” Preamble to the Cons;tu;on of the World Health Organiza;on, 1946
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Elements: Commitment • The Union: make safety and health a central part of the
union’s mission; • establish a union safety and health commiRee, some or all of whose members can also serve on a union-‐management commiRee; • choose commiRee members dedicated to the health and safety of the workforce; • Provide a mechanism through which workers can report safety and health problems to their representaTves; • Work closely and in good faith with management to idenTfy hazards and eliminate them or, where that is not possible, reduce risks; • Turn to outside agencies like OSHA, MSHA and the Ministry of Labour only when the problem cannot be resolved internally.
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Commitment
• Management: always protect and seek to improve the safety and health of employees;
• organize the work process so as to eliminate hazards and reduce risks as much as possible; • integrate a consideraTon of safety and health into all organizaTonal decisions; • work in good faith with the union and respect worker and union rights; • provide the necessary human, financial and organizaTonal support, including providing workers and union representaTves with the resources to fully parTcipate; • comply with all legal requirements.
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Elements: Structure
• Union Safety and Health CommiRee
• Union-‐Management Safety and Health CommiRees
• Union and Corporate Safety and Health Departments
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Hazard IdenTficaTon and Risk Assessment
• Hazard includes traumaTc injury, occupaTonal illness, high consequence/low probability events and work organizaTon hazards.
• Hazard Mapping • Body Mapping • Process Mapping (flow charts) • What if scenarios • Risk = hazard magnitude x probability x exposure • Risk Assessment is only for determining prioriTes. • And hazards must be addressed, not just idenTfied.
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Accident InvesTgaTon
• We define “accident” as an unplanned adverse event. It may or may not cause injury or illness. It may be a near miss, process upset, or a systems failure.
• Root-‐cause and logic-‐trees. (Lots of yellow post-‐its).
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Job and Task Analysis
• Job hazard analysis and procedures are useful. • Checklists can be useful for some tasks • Jobs are rarely done by the book – there are glitches, unforeseen problems, workarounds, backpedaling.
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Controlling Hazards Reducing Risks
• Hierarchy of Controls
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Hierarchy of Controls
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1 ) Elimination or Substitution
2 ) Engineering Controls (Safeguarding Technology)
3 ) Warnings
4 ) Training and Procedures (Adminis trative Controls )
5 ) Personal Protective EquipmentLeast Effective
Most Effective
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12
Tracks repositioned to eliminate the hazard.
Close clearance
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Controlling Hazards Reducing Risks
• Choosing the best controls and installing them
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Working Safely aka Human Factors
• Behavior is never the root-‐cause. • Remove the Impediments: FaTgue, ConflicTng or Excessive Job Demands, Poor Training, Faulty InstrumentaTon, Confusing Controls, Inadequate Tools.
• Human Factors Engineering: The safest way should be the easiest way. (Or the unsafe way should be hard.)
• Fail-‐safe Design
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Have you or your coworkers ever done an unsafe or unhealthy job/task, knowing it was unsafe or unhealthy? (select only one)
15
1. Yes 2. No 3. Don’t Know
1. 2. 3.
90%
1%9%
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If yes, why do you think the job/task was done, knowing it was unsafe or unhealthy?
(select all of the key reasons that apply)
16
1. It was the common pracKce 2. There were producKon pressures 3. The risk seemed low 4. No other way to do the job/task 5. It was easier/faster 6. Procedures were not clear or
understood 7. Training was lacking or ineffecKve 8. Fear of bad consequences if task
didn’t get done 9. Other
1. 2. 3. 4. 5. 6. 7. 8. 9.
21%
15%
11%10%
3%
8%
10%
7%
14%
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“Everyone, and that includes you and me, is at some time careless, complacent, overconfident, and stubborn. At times each of us becomes distracted, inattentive, bored, and fatigued. We occasionally take chances, we misunderstand, we misinterpret, and we misread. These are completely human characteristics.”
Al Chapanis, Former Professor of Human Factors Engineering Department, Johns Hopkins University
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“Because we are human and because all these traits are fundamental and built into each of us, the equipment, machines and systems that we construct for our use have to be made to accommodate us the way we are, and not vice versa.”
Al Chapanis, Former Professor of Human Factors Engineering Department, Johns Hopkins University
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Worker Rights • Workers not only need the ability to work safely, but the right.
• A very important right is the right to refuse unsafe work without the fear of retaliaTon and that other workers will be brought in to do an unsafe job.
• The right to report injuries, accidents, problems without fear of retaliaTon.
• The right to full informaTon. • There are individual rights, but also collecTve rights
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EducaTon and Training
• EducaTon is more than training. EducaTon is a full understanding of the subject – not just what, but why. EducaTon prepares you for unusual circumstances and unforeseen events. EducaTon gives you the power to make choices, not just follow rote instrucTons.
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Dealing with Workplace Change
• Analysis in advance of change. • CorrecTve acTons taken to ensure that work remains safe and healthy.
• If change cannot be made safely, it must not be made
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Emergency Response
• Every workplace should have an emergency response plan; even an office needs a plan for fires, natural disasters, workplace violence.
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Ongoing EvaluaTon
• Minor injuries are a poor predictor of serious injuries and an even worse predictor of fataliTes.
• Ability to report all injuries and illnesses without fear of retaliaTon is essenTal.
• Leading indicators
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But…
• This will all succeed only to the extent that the program enlists the skill and commitment of the enTre workforce. Workers are not the problem. Workers are the soluTon.