Going Beyond the Job Hazard Analysis JHA

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Going Beyond the Job Hazard Analysis (JHA)

• Mike Schauerhamer
• Safety Director
• GSL Electric
• Salt Lake City,
• Las Vegas,
• Phoenix

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Learning objectives

• By the end of this session you should be able to
• Detail the key elements of an effective hazard
  identification and control program.
• Describe the steps in the hazard identification
  and control process, and complete a hazard
  identification worksheet.
• Understand the Bite Zone
• Demonstrate how T.R.A.C.K. can make a difficult
  and/or non-routine task safer.
• Implement a formal audit process and program to
  protect your company and your workers.
• Identify the six-step process for a development
  of a formal JHA

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Why would we want to use a Risk Assessment

• Workers in their first year of employment with a
  new employer account for more than 50 of
  disabling claims.
• Purpose of a job hazard analysis (JHA)
• Provide the supervisor with a clear understanding
  of what the employee does and does not know about
  the task.
• Recognize needed changes in equipment or
  procedures.
• Provide a method to increase employee
  involvement.

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Why would we want to use a Risk Assessment?
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Why would we want to use a Risk Assessment?
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Why would we want to use a Risk Assessment?
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Why would we want to use a Risk Assessment?
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OSHA 1926. Construction Standards

• 1926.21 (a)
• Contractors shall establish and supervise
  programs for the education and training of
  employees in the recognition, avoidance and
  prevention of unsafe conditions in employments
  covered by the act.
• 1926.21 (a) (2)
• The employer shall instruct each employee in the
  recognition and avoidance of unsafe conditions
  and the regulations applicable to his work
  environment to control or eliminate any hazards
  or other exposure to illness or injury.

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OSHA General Industry 1910.139 Appendix B to
Subpart I (PPE)

• This Appendix is intended to provided compliance
  assistance for employers and employees in
  implementing requirements for a hazard assessment
  and the selection of personal protective
  equipment.
• 1. Controlling the Hazards. PPE devices alone
  should not be relied on to provide protection
  against hazards, but should be used in
  conjunction with guards, engineering controls,
  and sound manufacturing practices.
• 2. Assessment and selection. It is necessary to
  consider certain guidelines for assessing the
  foot, head, eye and face, and hand hazard
  situations that exist in an occupational or
  educational operation or process, and to match
  the protective devices to the particular hazard.
  It should be the responsibility of the safety
  officer to exercise common sense and appropriate
  expertise to accomplish these tasks.

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OSHA General Industry 1910.139 Appendix B to
Subpart I (PPE)

• 3. Assessment guidelines. In order to assess the
  need for PPE the following steps should be taken
• a. Survey.
• b. Sources.
• c. Organize data
• d. Analyze data
• 4. Selection guidelines. After completion of the
  procedures in paragraph 3, the general procedure
  for selection of protective equipment is to
• a. Become familiar with the potential hazard
• b. Compare the hazards
• c. Select the protective equipment
• d. Fit the user with protective device

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OSHA General Industry 1910.139 Appendix B to
Subpart I (PPE)

• 5. Fitting the device
• 6. Devices with adjustable features.
• 7. Reassessment of hazards
• 8. Selection chart guidelines for eye and face
  protection
• 9. Selection guidelines for head protection
• 10. Selection guidelines for foot protection
• 11. Selection guidelines for hand protection
• 12. Cleaning and maintenance.

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MSHA 30 CFR

• 30 CFR 36.7
• (a) You must provide any miner who is reassigned
  to a new task in which he or she has no previous
  work experience with training in the health and
  safety aspects of the task to be assigned,
  including the safe work procedures of such task,
  information about the physical and health hazards
  of chemicals in the miners work area, the
  protective measures a miner can take against
  these hazards, and the contents of the miners
  HazCom program. This training must be provided
  before the minor performs the new task.

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The Bite Zone?
STAY OUT OF
STAY OUT OF   THE BITE
THE BITE
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What is a Bite Zone

• Its a danger zone that we put ourselves into.
• Pinch point
• Struck by
• Struck against
• Contact by
• Contact with
• Caught-on
• Caught-in
• Caught-between
• Statistics show that 80 of our injuries are in
  the Bite Zone

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What is an Accident?

• An unplanned, undesired occurrence in a sequence
  of events that results in personal injury,
  illness, death and/or property damage.

The seriousness of an accident is often a matter
of chance.
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What causes Accidents?

• Accidents and incidents are caused NOT by unusual
  events...
• ...BUT by unusual combinations of usual events.

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What causes Accidents?

• Knowledge deficiencies The worker did not know
  how to perform the task in a safe manner.
• Equipment deficiencies The proper safety
  equipment was either faulty or not available.
• Performance deficiencies The worker had the
  proper knowledge, skill and safety equipment, and
  understood the correct procedure, but failed to
  perform the task.

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What causes Accidents?

• What do you think the cause percentages are
• Knowledge deficiencies? ____
• Equipment deficiencies? ____
• Performance deficiencies? ____

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What causes Accidents?

• What do you think the cause percentages are
• Knowledge deficiencies?
• 2
• Equipment deficiencies?
• 6
• Performance deficiencies?
• 92

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What do the following letters say?
OPPORTUNITYISNOWHERE
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Opportunity is no where
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Opportunity is no where
Opportunity is now here
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WHAT IS A ZERO ACCIDENT CULTURE?

• Zero Accident has to be a Commitment not a Goal
• Have an environment where safety is value based
  not priority based

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Values vs. Priorities

• CORE VALUES
• Doesnt easily change
• Not influenced by others
• Takes a life change to change Values

• Priorities
• Changes frequently
• Can be easily be influenced by others
• Something that takes precedence over an other

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Two Basic Methods of Improvement

• Incremental Improvement Change that is based on
  making small improvements to the process already
  being used.
• Revolutionary Improvement Change based on
  completely replacing the process with a radically
  different process.

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The Basis for Incremental Improvement

• To make Incremental Improvements you must
• Discover areas for improvement (problems), and
  then...
• FIX THE PROBLEMS!

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Three Systems to Incremental Improvement

• (Reactive) Wait for a problem to cause an
  accident and then find a way to prevent it from
  recurring
• (Proactive) Look for problems before they cause
  accidents and fix their causes so that they never
  occur
• (Trending) Monitor performance look for
  potential improvement areas

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Reactive Improvement

• The most commonly used method is reactive
  performance improvement.
• The biggest drawback is that an accident has
  already occurred.
• Fortunately, most big failures are preceded by
  smaller failures or Near Misses.

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Heinrich Pyramid
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Reactive Improvement

• BEST PRACTICE
• Near Miss Reporting to prevent the Big Failure
• Thorough Root Cause Analysis by trained
  investigators.
• Re-training is not necessarily the best
  corrective action remember that 92 of
  deficiency factors are performance based!

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Proactive Improvement

• Finding the problems before they can cause
  unwanted outcomes (accidents) and fix them.
• The difficulty is that, at times, the fix can be
  a hard sell when the problems are conceptual.
• Probability and Consequence must always be
  considered when assessing unsafe conditions or
  at-risk behavior.

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Proactive Improvement

• BEST PRACTICE
• Risk Analysis
• JHA / Risk Assessments Use them to train
  employees.
• TRACK Pre Task Risk Assessments
• Quality Safety Interactions Identify both safe
  and unsafe work behaviors.

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Trending Improvements

• This method targets improvement efforts to areas
  identified by analyzing experience data.
• Example
• Has an important performance factor changed
  significantly?
• If I want to improve the companys performance,
  where should I focus the resources?

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Putting it all together

• Successful long-term incremental improvement
  programs have elements of all three basic
  improvement types
• Reactive For serious problems (hopefully few and
  far between)
• Proactive Return on investment is what makes
  efforts worthwhile and
• Trending For identifying declining performance
  and to decide where to focus improvement efforts.

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Accident free, its up to me..

• If It Is To Be It Is Up To Me

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Accident Prevention

• Whats Not New?
• Vince Lombardi, started every spring football
  training season the same way
• This is a football

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Hazards? / JHAs?

• What is a hazard?
• A potential for harm. A hazard often is
  associated with a condition or activity that, if
  left uncontrolled, can result in an injury or
  illness.
• What is a job-hazard analysis?
• A technique that focuses on job tasks to identify
  hazards before they occur. The relationship
  between the worker, the task, the tools and the
  work environment.

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What is the value of a JHA / Risk Assessment

• Identifies hazards
• Identifies ways to eliminate or reduce the risks
• Fewer worker injuries/incidents
• Shows effective work methods
• Reduces Workers Compensation costs
• Increases employee production
• Valuable tool for training
• Shows the steps required to perform the task
  safely
• Options for controlling hazards
• Provides documentation of training

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What is the value of a JHA / Risk Assessment

• For a JHA to be effective, management must
  demonstrate commitment to safety and health and
  follow through to correct any identified
  uncontrolled hazards. Otherwise, management will
  lose credibility, and employees may hesitate to
  go to management when dangerous conditions exist.
• JSA's help to
• Set performance standards.
• Assist in standardizing operations based on
  acceptable safe practices and Personal Protective
  Equipment (PPE).
• Provide documentation regarding the employees
  knowledge of job requirements.
• Allows you to assess the risks (Severity /
  Probability)

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Which jobs are appropriate for a JHA?

• A JHA can be conducted on many jobs in your
  workplace. Priority should go to the job types
  that have
• The highest injury or illness rates
• Has the potential to cause severe or disabling
  injuries or illness
• Has potential for human error that could lead to
  a severe accident or injury
• Undergone changes in processes or procedures or
  new operation
• Requirements complex enough to necessitate
  written instructions
• Unfamiliar tasks

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ZHA Risk Profile
Risk Tolerance Boundary
INTOLERABLE
TOLERABLE
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Severity or Consequence Ratings

• The degree of injury / illness / damage that is
  reasonably predictable
• If an incident were to happen, how severe could
  it be
• The severity rating is
• (1) Extreme - Could kill, disable / Cause serious
  damage
• (2) High - could cause major injury / Major
  Damage
• (3) Medium - Could cause (MTC) Medical Treatment
  Condition or (LTI) Lost Time Injury / Moderate
  damage
• (4) Medium Low - Possible 1st aid injury / Minor
  damage
• (5) Low - Couldnt cause injury / No Damage

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Probability

• The chance that a given event will occur, like
  the probability that an employee can be injured.
• We can determine safety probability based on the
  following
• Number of employees exposed
• Frequency and duration of exposure
• Proximity of employees to the danger zone
• Factors that require work under stress
• Lack of proper training and supervision or
  improper workplace design
• Other factors that may significantly influence
  the degree of probability of an accident occurring

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Probability Ratings

• The probability rating is
• (A) Extreme - If the factors considered indicate
  it would be Almost certain to happen
• (B) High - If the factors considered indicate it
  would be Likely to happen
• (C) Medium - If the factors considered indicate
  it would be Moderate to happen
• (D) Medium Low - If the factors considered
  indicate it would be Unlikely to happen
• (E) Low - If the factors considered indicate it
  would be Rare, Practically
  impossible

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Decision-making matrix

•  

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Identifying types of hazards

• Acceleration/deceleration speed up or slow down
  too quickly
• Toxic toxic to skin and internal organs
• Radiation non-ionizing burns Ionizing
  destroys tissue
• Pressure increased pressure in hydraulic and
  pneumatic systems
• Mechanical pinch points, sharp points and
  edges, weight, rotating parts, stability, ejected
  parts and materials, impact
• Flammability/fire In order for combustion to
  take place, the fuel and oxidizer must be present
  in gaseous form

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Identifying types of hazards

• Biological primarily airborne and blood borne
  viruses
• Violence any violent act occurring in the
  workplace that creates a hostile work environment
  affecting employees physical or psychological
  well-being
• Explosives explosions result in large amounts
  of gas, heat, noise, light and over-pressure
• Electrical contact inadequate insulation,
  broken electrical lines or equipment, lightning
  strike, static discharge, etc.
• Chemical reactions chemical reactions can be
  violent, can cause explosions, dispersion of
  materials and emission of heat

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Ergonomics eight risk factors

• High frequency
• High duration
• High force
• Posture
• Point of operation
• Mechanical pressure
• Vibration
• Environmental exposure

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Accident types

• Struck by
• Struck against
• Contact by
• Contact with
• Caught-on
• Caught-in
• Caught-between
• Fall same level
• Fall from elevation
• Repetitive motion
• Strains and sprains
• Exposure

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Hierarchy of controls

• 1. Elimination
• Remove the hazard
• 2. Substitution
• Less hazardous chemicals
• 3. Engineering
  
• Guards, Covers, Handrails
• 4. Administration
• JHAs, SOPs, Permits, Signage
• 5. PPE
  
• Harness, Glasses, Gloves, Hardhats, etc.

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Six-step process

• The Fix the System culture address the hazards
  by identifying
• hazardous condition or practice
• Analyzing the hazard to determine the root cause
  
• Eliminate those hazards by correcting the
  deficiencies
• The six steps to create JHAs
• Identify the work being performed.
• Break down the job into steps.
• Describe the potential hazards in each step of
  the task.
• Assess the initial risks.
• Develop control measures.
• Re-Assess after safe operating procedure.

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Step oneIdentify the work being performed

• What are some effective methods to watch the work
  being done?
• Do the employees Know and understand the task?
• Why is it important to involve the employee?
• Review the task process step by step

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Step twoBreak down the job

• Identify the job description is simple language
  (e.g., changing a tire, installing ceiling
  lights, mixing concrete, operating a piece of
  equipment).
• Break down the job into steps.
• If there are more than 10 steps, the JHA is too
  complicated.

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Step threeDescribe the potential hazards in each
step of the task

• One of the primary purposes of the JHA is to make
  the job safer.
• The information gathered in this step will be
  valuable in helping to eliminate and/or reduce
  hazards associated with the job and improve the
  system weaknesses.
• Describe the hazards associated with the task.

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Step fourAssess the initial risk

• Rate the Consequences from 1 to 5 (1 being the
  most severe)
• Rate the Probability from A to E (A being the
  most severe)
• Combine then as per the chart

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Step fiveControl measures

• Identify the desired control measures for each
  hazard.
• Controls may include procedures, practices,and/or
  personal protective equipment (PPE) as a last
  resort.
• Elimination
• Substitution
• Engineering
• Administration
• PPE

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Step SixRe-Assess after safe operating procedure

• Rate the Consequences from 1 to 5 (1 being the
  most severe)
• Rate the Probability from A to E (A being the
  most severe)
• Combine then as per the chart

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Blank Form Sample
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Sample Completed FormExcavations
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Sample Completed FormExcavations
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Sample Completed FormExcavations
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Do we really need to assess our tasks?

• Can this situation be avoided?
• When should we learn how to accomplish our task
  safely?
• We can review the Risk Assessment prior to
  starting a new task

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Do we really need to assess our tasks?
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Do we really need to assess our tasks?
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Introduction to TRACK

• Think through the Task
• Recognize the Hazard
• Assess the Risks
• Control the Risks
• Keep Safety First in all Tasks

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Introduction to the TRACK Permit

• Think through the Task
• Recognize the Hazard
• Assess the Risks
• Control the Risks
• Keep Safety First in all Tasks

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GSL TRACK
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Think through the Task
Clearly define the task by identifying the stages
to completion (Locating a generator behind the
building with a crane and moving it into the shop
on rollers).
Overhead lift of a generator with crane
Rigging installation removal
Heavy lifting and moving of heavy equipment
Install and secure generator in place
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GSL TRACK
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GSL TRACK
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Recognize the Hazards Assess the Risks

• List the hazards (Elevated Work Trenching
  Excavation Suspended Loads Heavy Machinery
  Energized Work...) and review the Probability
  Consequence if work was conducted without any
  controls.

Communication out of sight operations
1
B
Falls from heights
2
C
1
Heavy lifting
B
Load and Reach limits
A
1
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GSL TRACK
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Control the Hazards

• Determine method for controlling the hazard

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Control the Hazards

• Determine method for controlling the hazard

Best
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Control the Hazards

• Determine method for controlling the hazard

Best
Not the Best
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GSL TRACK
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Keep Safety First in all Tasks
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Are you fit for duty?

• Am I committed to working safely?
• Am I alert and rested?
• Am I focused on the job at hand?
• Am I aware of the Bite Zone?

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TRACK Card
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Workshop Activity

• Divide into groups of 3 or 4
• Pick a topic or project
• Identify 4 to 10 steps of the process
• Identify the potential hazards
• Identify the possible outcomes of the hazards
• Assess the initial risks
• Identify the controls to be put in place to
  reduce the risks
• Re-assess the risks after a control is in place

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By Don Merrell JR Simplot Co.PO Box
912Pocatello, ID 83204Don.Merrell_at_simplot.com
I CHOSE TO LOOK THE OTHER WAY   I could have
saved a life that day, but I chose to look the
other way. It wasnt that I didnt care, I had
the time and I was there.   But I didnt want to
seem a fool, or argue over a safety rule. I knew
hed done the job before, if I spoke up he might
get sore.   The chances didnt seem that bad, Id
done the same, he knew I had. So I shook my head
and walked on by.  He knew the risks as well as
I.   He took the chance, I closed an eye, and
with that act, I let him die. I could have saved
a life that day, but I chose to look the other
way.   Now every time I see his wife I know I
should have saved his life. That guilt is
something I must bear, but isnt something you
need share.   If you see a risk that others take
that puts their health or life at stake, The
question asked or thing you say could help them
live another day.   If you see a risk and walk
away then hope you never have to say, I could
have saved a life that day, but I chose to look
the other way.    Don Merrell
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Review

• Assess for safety before starting a new task
• Stay out of the Bite Zone
• Ensures the JHA remains current
• Utilize employee comments for possible
  improvements
• Review JHA/Risk Assessment before starting task
• If an illness or injury occurs, reassess
• Retrain employees, if needed
• Use the TRACK permit for the larger and non
  routine tasks

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TRACK, Risk Assessments and JHAs (Job Hazard
Analysis)

• Mike Schauerhamer
• Safety Director
• GSL Electric

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Thank you for your participation

• To our customers We would like your feedback on
  today's session to help improve future
  presentations. Please take a moment to complete
  the survey (included in your information packet)
  and return to the room monitor.
• Risk Engineering staff will receive an electronic
  evaluation in the next few days via e-mail
• Conference presentations are available for
  download at
• www.zurichservices.com