Workplace Safety: Design and Implement an Effective Job Safety Analysis

1. Workplace Safety: Design and Implement an Effective Job Safety Analysis Presented by Dean Frakes Safety Specialist , CFI, CEHSM, CSTS With Safety by Design April 8, 2005 SBD

2. Purpose • This procedure covers the steps involved in carrying out a Job Safety Analysis, often referred to as a “JSA”. The Job Safety Analysis serves two functions: • Providing written documentation as to the safest and most environmentally sound manner in which to perform a task or job. • Providing an outline for instructing new or reassigned employees in the hazards of their new job, and the procedural or equipment safeguards they must use in order to avoid the hazards. • Since the written Job Safety Analysis is of limited value without being utilized as a part of job instruction training, this procedure covers both functions SBD

3. JSA Definition • A Job Safety Analysis is a stepwise procedure of identifying the basic steps of a job, uncovering the hazards and recommending personal protective equipment (PPE) and safe job procedures to circumvent the hazards. The primary steps in carrying out an analysis are: • Determine the job (s) to be analyzed, • Break the job down into a sequence of steps, • Identify actual or potential hazards and environmental risks associated with each step, and • Recommend procedural, environmental, equipment controls or personal protection to minimize the hazards. • Each of these basic steps will be discussed separately, followed by a discussion of the application of the written analysis to job training and a listing of specific plant responsibilities for the Job Safety Analysis (JSA) SBD

4. Selecting Job (s) to be Analyzed • Jobs should be selected for analysis on the basis of actual or potential incident and injury experience. Prioritizing jobs for analysis in this manner will maximize the program’s effectiveness in terms of reducing accidents, incidents, environmental risks and costs. • The job to be analyzed should be limited in scope; that is, neither too broad nor too narrow. For example, “maintenance mechanic” would be too broad, but one of the jobs performed by a person in that job classification (such as replacing the packing in a pump seal) would be suitable. On the other hand, “tightening a screw” would be too narrow in scope. • Manually-performed jobs are good subjects for analysis, particularly those involving repetitive work. Such jobs are often the ones with the highest incident experience. There are four factors to be considered in selecting a job for analysis SBD

5. Selecting Job (s) to be Analyzed Cont. 1. Past Incident/Injury Experience: Past experience may indicate jobs with a history of frequent incidents and injuries. Such jobs would be given high priority, even if resulting injuries and/or environmental releases have been relatively minor. 2. Potential or Actual Injury or Release Severity: Those jobs that have actually produced Recordable injuries or toxic releases should be given priority over those that could produce such injuries or releases. The potential for serious injury or catastrophic releases should be evaluated in making this determination, even if the injuries or releases that have actually occurred have been minor. 3. Probability of Recurrence: Both actual and potential incidents and injuries should be considered in terms of how often they can be expected to recur. This may depend upon production scheduling, numbers of personnel assigned to a particular job, and other factors. 4. New or Revised Jobs: When a new job is created or changes are made to an existing job, there may be unknown or unfamiliar risks involved. • Front line supervisors and their work crews should jointly identify jobs in their work area that will be included in the JSA program. This can be accomplished in special meetings or during the regularly scheduled safety meetings for that work crew. The priorities for JSA completion in the work area will be determined by the responsible front line supervisor. SBD

6. Breaking the Job into Steps • Once a specific job has been selected for analysis, it must be broken down into basic sequential job steps in order to identify potential hazards. This is the first of the three major phases involved in conducting a Job Safety Analysis, and is best accomplished by direct observation of the job being performed. For conducting an on-site analysis, the supervisor and an employee may use a JSA (worksheet/form) for the purpose of documenting the observations. • The Job Safety/Environmental Analysis worksheet/form is illustrated in (Exhibit 1). Once the top section is filled out, giving pertinent data about the job being observed, the supervisor proceeds to list the sequence of basic job steps in the left-hand column. • There is no standard or requirement for the number of steps involved in any job. A job step is a logical segment of the operation wherein something happens to advance the work. Some jobs may require only two or three steps while others may need many more. The average job can be expected to fall in the range of five to eight steps; few should have more than ten. If many more steps are needed to accurately describe the work, then it may be advisable to split the job into major segments and analyze one segment at a time. • Once the job has been broken into steps, the supervisor should discuss the breakdown with the employee actually doing the job and resolve any differences so that the steps listed are as accurate as possible. SBD

7. Selecting Job (s) to be Analyzed Cont. • Each of the job steps listed must next be studied for hazards or potential incidents. The supervisor and an employee should again watch the job being performed and jointly determine what hazards may exist or which types of accidents or incidents could result from each step of the jobs. The following is a partial listing of the prevalent accident/incident types, with abbreviations that can be used in the JSA worksheet/form when entering accident/incident types in the center column, “Potential Safety Hazards/Environmental Concerns”: • Struck-By (SB), Contact By (CB), Contact With (CW), Caught On (CO) • Caught In (CI), Caught Between (CB), Foot-Level Fall (FLF), Fall-To-Below (FTB) • Over-Exertion (OE), Personal Exposure (PE), Environmental Release (ER) • The objective of this phase of the Job Safety Analysis procedure is to identify all actual and potential hazards and/or environmental concerns, whether they could result from an unsafe act or unsafe condition or both. Whenever possible, hazards should be recorded on the worksheet/form as potential incidents or environmental concerns. Determining potential hazards, incidents or environmental concerns requires close observation and attention; no effort should be made to develop recommended actions or procedures simultaneously with observation. • The potential hazards, incidents or incident types should be recorded in the center column of the worksheet/form for each hazard identified in each step of the job. SBD

8. Major Accidents Accidents Minor Injuries Incidents w. Prop. Damage Near-Misses/Close Calls Incidents w/o Damage Unsafe / Hazardous conditions Incidents SBD

9. Main Points • Improvement opportunities – positive experiences • Include all operational disturbances • Includes not only events but also observations SBD

10. Key Question What is the Size of the Prize? (Is the pay-off there?) For a Comprehensive NEAR-MISS/CLOSE CALL PROGRAM SBD

11. Exp. Hydro Electric Company(As of 1999) : Accidents vs. Near-Misses/Close Calls SBD

12. Total Quality Management Payoff from the implementation of the N/M Program has been Huge! Publicly-Traded Baldrige Award Winners 1990-2000 717% ROI S&P 500 1990-2000 163% ROI SBD

13. NEAR-MISS/Close Call BASICS • Incidents • Near-Misses/Close Calls • Accidents • Eight Step Process SBD

14. Major Accidents Accidents Minor Injuries Incidents w. Prop. Damage Near-Misses/Close Calls Incidents w/o Damage Unsafe / Hazardous conditions Incidents SBD

15. Operational Risk Management: Near-Miss/Close Call Process • Identification (recognition) • Disclosure (reporting) • Prioritization and Classification Using the Red, Green & Yellow identification process • Distribution • Analyzing Causes • Identifying Solutions • Dissemination • Resolution (wrap-up) SBD

16. Eight Steps of Near-Miss Process Identification Disclosure Prioritization • Each step impacts on the effectiveness of the others multiplicatively Distribution Analysis Solution ID Dissemination Resolution SBD

17. Identification (Recognition) Identification • Operational risk factors are not always well defined – and may require a broad definition. • Best to provide guidelines and examples to improve awareness. • Important to establish a culture sensitive to near-miss concept. Disclosure Prioritization Distribution Analysis Solution ID Dissemination Resolution SBD

18. Disclosure (Reporting) Identification • Simple reporting procedures • Capture as many as possible • Acknowledge and recognize • Reporter and discloser do not have to be the same person. Disclosure Prioritization Distribution Analysis Solution ID Dissemination Resolution SBD

19. Prioritization and Classification Identification Disclosure • Critical for effectiveness • Determines follow-up process. • Requires well defined guidelines. • Must address all operational issues Prioritization Distribution Analysis Solution ID Dissemination Resolution SBD

20. Distribution Identification Disclosure • Directing information to the people who can act on it. • Priority/Classification matrix helps. • Central clearing post can be valuable. • Standard process will be developed in time. Prioritization Distribution Analysis Solution ID Dissemination Resolution SBD

21. Analyzing Causes Identification Disclosure • Carried out by knowledgeable people. • Priority determines the depth • Include root-causes as well as direct causes • Think broadly. Consider additional factors that would lead to an accident. Prioritization Distribution Analysis Solution ID Dissemination SBD Resolution

22. Identifying Solution Identification Disclosure • Matching solutions to causes. • Reviewing identified solutions for their potential to create new problems (management of change). • Including in the team members of departments that will implement the solutions. Prioritization Distribution Analysis Solution ID Dissemination Resolution SBD

23. Dissemination Identification Disclosure Prioritization • Communicate corrective actions to appropriate departments. • Inform a larger group of the incident and the follow-up actions. Distribution Analysis Solution ID Dissemination Resolution SBD

24. Resolution (Wrap-Up) Identification Disclosure • Track all actions. • Ensure closure of all open items. • Get additional permissions if necessary. • Feed-back to the original observer. Prioritization Distribution Analysis Solution ID Dissemination Resolution SBD

25. NEAR-MISS MANAGEMENT • Management Structure • Prioritizing SBD

26. Near-Miss Management • Elements of Near-Miss Management Structure: • Near-Miss Management Strategic Committee (NMMSC) • Near-Miss Management Council (NMMC) • Managers, Supervisors and Employees SBD

27. NMMC NMMC NMMC M M M S S S E E E Near-Miss Management Structure NMMSC SBD

28. Near-Miss Management Strategic Committee • Establish guidelines for corp. and site NM programs • Develop criteria for classification • Establish prioritizing procedures • Audit NM system • Identify tools to use (e.g. TQM) • Identify system gaps based on accident analysis • Develop training guidelines SBD

29. Near-Miss Management Council • Establish site NMMS based on criteria set by NMMSC • Monitor site NM practices • Promote the program • Provide resources for analysis and implementation • Continuous system improvement • Employee training SBD

30. Reality Check • Most NM’s will be low priority and will be resolved by the observer or the supervisor. • Being trained in the eight step process will allow employees to do a complete assessment. • NM system can increase productivity and efficiency; improving system operability. • Takes time and iterative assessment/modifications to achieve good NM system with all eight steps implemented. SBD