Accident Investigation Basics Department of Administrative Services Loss Control Services

1. March, 2013 Accident Investigation BasicsDepartment of Administrative ServicesLoss Control Services

2. Why Investigate? Prevent future incidents, injuries, accidents, etc. Identify and eliminate hazards. Expose deficiencies in process and/or equipment. Reduce injury and workers’ compensation costs. Maintain worker morale.

3. What Is An Accident? An unplanned, unwanted, but controllable event which disrupts the work process and causes injury to people. Most everyone would agree that an accident is unplanned and unwanted. The idea that an accident is controllable might be a new concept. An accident stops the normal course of events and causes property damage or personal injury, minor or serious, and occasionally results in a fatality.

4. What Is An Incident? An unplanned and unwanted event which disrupts the work process and has the potential of resulting in injury, harm, or damage to persons or property. An incident may disrupt the work process, but does not result in injury or damage. It should be looked at as a “wake up call”. It can be thought of as the first of a series of events which could lead to a situation in which harm or damage does occur. Example of an incident: A 50 lb carton falls off the top shelf of a 12’ high rack and lands near a worker. This event is unplanned, unwanted, and has the potential for injury.

5. “The Tip of the Iceberg” Accidents Accidents or injuries are the tip of the iceberg of hazards. Investigate incidents since they are potential “accidents in progress”. Incidents Don’t investigate only accidents. Incidents should also be reported and investigated. They were in a sense, “aborted accidents”. Criteria for investigating an incident: What is reasonably the worst outcome, equipment damage, or injury to the worker? What might the severity of the worst outcome have been? If it would have resulted in significant property loss or a serious injury, then the incident should be investigated with the same thoroughness as an accident investigation.

6. The Incident Pyramid 10 30 600 Major Injury or Death 1 Injury First Aid or Property Damage Near Misses Management Systems Interventions Training Sampling Rewards Enforcement Feedback Safe Practices Goals Involvement

7. Investigate All Incidents and Accidents Conduct and document an investigation that answers: Who was present? What activities were occurring? What happened? Where and what time? Why did it happen? Root causes should be determined. Example: An employee gets cut. What is the cause? It is not just the saw or knife or the sharp nail. Was it a broken tool and no one reported it? Did someone ignore a hazard because of lack of training, or a policy that discourages reporting? What are other examples of root causes? Enforcement failure, defective PPE, horseplay, no recognition plan, inadequate labeling?

8. Accident investigation is “fact-finding” not fault-finding. Step 1: Secure the accident scene Gather information Implement Solutions Analyze the facts Step 2: Collect facts about what happened Step 3: Develop the sequence of events Step 4: Determine the causes Step 5: Recommend corrective actions & improvements Step 6: Write the report The six-step process

9. Actions At The Accident Scene Check for danger Help the injured Secure the scene Identify and separate witnesses Gather the facts First, make sure you and others don’t become victims! Always check for still-present dangerous situations. Then, help the injured as necessary. Secure the scene and initiate chains of custody for physical evidence. Identify witnesses and physical evidence. Separate witnesses from one another If physical evidence is stabilized, then begin as quickly as possible with interviews.

10. Begin Investigation Immediately Investigation should be conducted by supervisor/manager. It’s crucial to collect evidence and interview witnesses as soon as possible because evidence will disappear and people will forget.

11. Fact Finding Take notes on environmental conditions, air quality, witnesses and physical evidence Employees/other witnesses Position of tools and equipment Equipment operation logs, charts, records Equipment identification numbers Take samples Note housekeeping and general working environment Note floor or working surface condition Take lots of pictures. Draw the scene if applicable. Some scenes are more delicate then others. If items of physical evidence are time sensitive address those first. If items of evidence are numerous then you may need additional assistance. Some scenes will return to normal very quickly. Are you prepared to be able to recreate the scene from your documentation? Consider creating a photo log. The log should describe the date, time, give a description of what is captured in the photo and directionality. Link to sketch of accident scene.

12. Interview Witnesses Interview promptly after the incident Choose a private place to talk Keep conversations informal Talk to witnesses as equals Ask open ended questions Listen. Don’t blame, just get facts. Ask some questions you know the answers to Your method and outcome of interview should include: who is to be interviewed first, who is credible, who can corroborate information you know is accurate, how to ascertain the truth based on a limitation of the number of witnesses. Be respectful. Are you the best person to conduct the interview? If the issue is highly technical, consider an internal or external specialist for assistance.

13. Analysis – Injury Reconstruct the specific events prior to, during, and after the accident. Analyze the injury event to identify and describe the direct cause of injury. Describe the injury and its cause. Identify the accident type. Strains Burns Cuts

14. “Accident” Weed Direct Cause Primary Surface Causes Secondary Surface Causes Root Causes System Implementation Root Causes System Design

15. Analysis – Events Analyze at least two events occurring just prior to the injury event to identify surface causes for the accident. Determine the primary surface causes. Look for specific hazardous conditions and employee behaviors that caused the injury. Determine secondary surface causes. These are also specific conditions and behaviors. 5 Simple Questions Horseplay Broken tools Create a hazard Ignore a hazard Chemical spill Fails to report injury Defective PPE Fails to inspect Untrained worker Fails to enforce Lack of time Too much work Fails to train Unguarded machine WHY? x5

16. The Five Whys Basic Question – Keep asking, “What caused or allowed this condition/practice to occur?” until you get to the root causes. The “five whys” is one of the simplest of the root cause analysis methods. It is a question-asking method used to explore the cause/effect relationships underlying a particular problem. Ultimately, the goal of applying the 5 Whys method is to determine a root cause of a defect or problem. The following example demonstrates the basic process: My car will not start. (the problem) 1) Why? - The battery is dead. (first why) 2) Why? - The alternator is not functioning. (second why) 3) Why? - The alternator belt has broken. (third why) 4) Why? - The alternator belt was well beyond its useful service life and has never been replaced. (fourth why) 5) Why? - I have not been maintaining my car according to the recommended service schedule. (fifth why and the root cause)

17. Benefit of Asking the Five Whys Simplicity.  It is easy to use and requires no advanced mathematics or tools. Effectiveness.  It truly helps to quickly separate symptoms from causes and identify the root case of a problem. Comprehensiveness. It aids in determining the relationships between various problem causes. Flexibility.  It works well alone and when combined with other quality improvement and trouble shooting techniques.   Engaging.  By its very nature, it fosters and produces teamwork and teaming within and without the organization. Inexpensive.  It is a guided, team focused exercise.  There are no additional costs. Often the answer to the one “why” uncovers another reason and generates another “why.”  It often takes “five whys” to arrive at the root-cause of the problem.  You will probably find that you ask more or less than “five whys” in practice.

18. Strains Burns Cuts Direct Cause of Incident Horseplay Create a hazard Broken tools Ignore a hazard Chemical spill Hazardous Condition Contributing conditions Unsafe Behaviors Contributing Behaviors Fails to report injury Defective PPE Fails to inspect Untrained worker Fails to enforce Lack of time Too much work Fails to train Unguarded machine Design Root Causes Implementation Root Causes

19. Sequence of Events An accident is not “just one of those things”. Accidents are predictable and preventable events. They don’t have to happen. Look for the chain of events leading up to the Incident. Most workplace injuries and illness are not due to “accidents”. More often than not it is a predictable or foreseeable eventuality. By “accidents” we mean events where employees are killed, maimed, injured, or become ill from exposure to toxic chemicals or microorganisms (TB, hepatitis, HIV). A systematic plan and follow through of investigating incidents or mishaps and altering behaviors can help stop a future accident. Let’s take the 50 lb carton falling 12 feet for the second time, only this time it hits a worker, causing injury. Predictable? Yes. Preventable? Yes. Investigating why the carton fell will usually lead to solution to prevent it from falling in the future.

20. Recommend Corrective Actions • Hierarchy of Hazard Controls • Elimination of Hazard Remove or reduce • Substitution less hazardous material or reduce energy – lower speed, force, amperage, pressure, temperature, and noise. • Engineering Controls • Warnings • Administrative Controls & Procedures – Removeor reduce the exposure • Personal protective equipment (PPE) – Put up a barrier • INTERIM MEASURES • Should also be taken if the risk cannot be engineered or managed right away.

21. Corrective Actions: The main reason for Incident Investigations Levels of Actions Direct action taken by worker or assistant Single Use Plan – Get supervision at the workplace to get someone to do it. Multiple Use Plan – Build the plan in writing, directing someone to do it. Plans should be pre-arranged, scheduled, and lead to an objective. Decide which of these 4 root causes applies Start with these clues to find a corrective action Decide who didn’t: Devise a Plan to: 1. Know 2. Understand 3. Believe 4. Observe • 1. Teach • 2. Educate • Persuade • Assign Here’s the key. Do you give… (0) Advice: Stay out of trouble when you are out tonight. (1) Action: Come home by 11:00. (2) Plan: I’ll be staying up. See you at home by 11:00.

22. Conclusions of Report What should happen to prevent future accidents? What resources are needed? Who is responsible for making changes? Who will follow up and insure changes are implemented? What will be the future long-term procedures? Report conclusions should answer the following: If additional resources are needed during the implementation of recommendations, then provide options. Having a comprehensive plan in place will allow for the success of your investigation. Success of an investigation is the implementation of viable corrections and their ongoing use. The outcome of an investigation of the 50 lb. carton falling off the top shelf of the 12 ft. high rack might include correction of sloppy storage at several locations in the warehouse, moving unstable/heavy items to floor level, conducting refresher training for stockers on proper storage methods, and supervisors doing daily checks.

23. Write a Report • The report should include: • An accurate narrative of “what happened”? • How and Why the Accident Happened? • Who was involved? • What injuries occurred or what equipment was damaged? • How were the employees injured? • Clear description of unsafe act or condition. • Sequence of events. • Recommended immediate corrective action. • Recommended long-term corrective action. • Recommended follow up to assure fix is in place. • Recommended review to assure correction is effective.

24. Contact Information C. G. Lawrence, III, MS, CSP, REM, ARM-P Chief Loss Control & Safety Officer (404) 657-4457 Charles.Lawrence@doas.ga.gov Hiram Lagroon, BS Chief Loss Control & Safety Officer (404) 463-6309 Hiram.lagroon@doas.ga.gov Questions?