Macroergonomics of Hazard Management

1. Macroergonomicsof Hazard Management Thomas J. Smith University of Minnesota 이 봉 왕

2. Introduction • Emergence of organized systems of work, more lethal weapons, and increasingly complex technology has prompted human appreciation of hazard control as a key to safety, security, and productivity.

3. Definitions and Scope • Safety management, Safety program • Any organizational function or program with a general focus on safety and accident prevention • Hazard Management • A safety program with a specific focus on detecting, evaluating, and abating hazards • Hazard • To any work design factor that elevates the risk of detrimental performance by a worker or an organizational system • Macroergonomic • The organizational design and management(ODAM) characteristics of a safety or HM function, program, or system • Safety performance • The integrated performance of all organizational and individual entities whose activities affect safety

4. Definitions and Scope • Pope (1990) • Safety : Freedom/security from danger, injury, or damage • Hazard : Games of chance • Webster (1899) • Accident : an event that takes place without one’s foresight or expectation; an event which proceeds from an unknown cause, or is an unusual effect of a known cause, and therefore not expected; chance.

5. Rationale and Background • Loss control, Hazard control • Loss control : May go beyond safety-related loss • Hazard control : Arguably represents an essential prerequisite for loss control • The nature of risk associated with hazards can be understood from a human factors and safety performance perspective whit the central concept that across many different categories and forms, a hazard represents a job or workplace factor that gives rise to a fundamental mismatch between worker behavior and workplace conditions

6. Behavioral cybernetic model of HM • Figure 10.1

7. Macrogergononmic Keys to HM • Organizational “Best Practices” for Safety Management • Worker Self-Regulation of Hazard Management • Worker Hazard Survey • Hazard management Benefits of Worker Hazard Survey • Worker Self-Protection Against Workplace Hazards • Participation by Workers in HM decision making • Ergonomic Intervention to Improve HM • Synergistic Effects of HM and QM on Safety Performance

8. Organizational “Best Practices” for Safety Management • High Accident rate companies, or not • Safety issues를 정기적으로 반영 • Material과 Human resource를 managing • Top management에로의 계속적 보고 • Work areas의 정리 정돈; 통풍, 빛 , 소음 등 • Safety and other matters에 대해 workers와 management, workers와 supervisors의 빈번한 접촉 • 안정된 노동자, 나이, 경험, 낮은 결근과 이직률 • 잘 정의된 노동력 선택, 장소, 작업 증진 procedure • 안전 위배에 대한 유동적 훈련 • 근무외 시간에 대한 Recreation • 가족에 대한 Safety compain • Incentives와 Promotion • Accident investigations들의 참고 • 일관된 Safety training

9. Worker Self-Regulation of HM • Unsafe acts (Behavioral hazards) and Unsafe conditions (Physical hazards) • About how to reduce or Eliminate those Hazards • The worker Hazard survey • Measures that encourage worker self-protection against work-place hazards • Worker involvement in safety program decision making • Ergonomic intervention to improve HM

10. Worker Hazard Survey • To obtain information from workers about the identity and control of job-related hazards • Major purpose • To discover what workers know about job hazards, and to establish what knowledge, skills, techniques, and actions workers employ in detecting and controlling hazards • Six focus

11. Hazard Management Benefits of Worker Hazard Survey • Its results reveal that employees are one of the best sources o information about day-to-day hazards of their jobs • Employees can provide more and better information about job hazards than other available sources • Workers often identify hazards that management is totally unaware of • Survey results are of Value in establishing priorities for safety and HM procedures • The Surveys do not tend to disrupt work • Employee awareness of hazards typically increases following a survey

12. Worker Self-Protection Against Workplace Hazards • Found that use of safety incentives and/or feedback enhanced workplace safety and/or reduced accidents, at least in the short term • Ray, Bishop, and Wang (1997) • Indicate that Safety Performance • Does not improve with training alone • Improves significantly when training is accompanied by feedback • Improves even more when feedback is accompanied by goal setting

13. Ergonomic Intervention to Improve HM • Ergonomic intervention strategies aimed at improving work design deficits therefore should beneficially impact variability in safety performance in a manner that complements and extends the impact of traditional safety programs

14. Conclusions • Manage Safety Hazard, not safety behaviors • Close the loop between hazard analysis and hazard control • Validate program content and effectiveness • Adopt a systems perspective on hazards • Exploit parallels between proficiency in safety performance and motor performance • Utilize workers as a resource • Integrate ergonomics into HM • Integrate safety with production • Consider performance standards • Adopt a no-fault philosophy • Aim for continuous improvement • Eschew safety nostrums and quick fixes • Consider usability testing as a model for fine-tuning safety performance • New technology-new hazards-new hazard management demands