Professional Documents
Culture Documents
A. Siswanto
2010
• Means being able to recognize unsafe
practices and conditions. It requires following
safety procedures.
• It means getting to know all you can about
conditions that promote safety, including
emergency response procedures. Safety
awareness signifies your willingness to take time
to prevent accidents.
• Most of all, safety awareness means having the
right attitude about safety ------ both your own
and your coworkers’ safety.
34
Safety awareness begins with a thorough
safety inspection. A comprehensive inspection
can:
• Help spot and eliminate safety hazard.
• Help keep work area free of hazards.
• Assess which work operations meet or exceed
acceptable safety and government standards.
• Help maintain product quality and operational
profitability.
35
• At many worksites, on-the-job safety committees
are responsible for conducting safety inspections.
• One way to take charge of your own safety is to
serve on the safety committee for your workplace.
• This will allow you to take part in a thorough and
effective safety inspection.
• It is also a constructive and practical way to make
sure your workplace stay safe. A safety inspection
can help spot and eliminate hazards.
36
Safety awareness means being on
the lookout for unsafe practices and
conditions in your work area.
37
Machines and Equipment
1. Are all machine guards in place ?
2. Does any equipment not designed to do so, turn
on or off by itself?
3. Have you or your coworkers receive a shock
while using any equipment? If so, report this to
your supervisor.
38
Materials Handling and Storage
1. Perhaps you work with substances labeled
“flammable”, “corrosive”, “poison” or “acids”.
If so, do you follow the material handling rules
spelled out on the MSDS?
2. Are hazardous or toxic substances stored
correctly? For example, flammable liquids
should be stored in an approved flammable
liquid cabinet.
3. Are cylinders of compressed gas secured with
a chain or a clamp when they are moved?
39
Hand and Portable Power Tools
1. Are hand tools kept in good condition, with no
frayed cords?
2. Are electric tools double-insulated?
3. Are portable ground fault circuit interrupters
used in wet or outdoor locations? Are they
also used in other locations where company
policy requires?
40
Fire Protection
Are fire exits, fire extinguishers and
sprinklers clearly marked and free of
obstructions?
41
Housekeeping and Maintenance
1. Are ladders kept in good repair, with no
damaged rungs or side-rails?
2. Is temporary storage kept off floors and
out of aisles and walk areas?
3. Are spills and leaks wiped up promptly?
42
• Working right. Safe work habits are an
important part of total safety awareness.
Use this safety checklist as your guide.
• Use hand and portable power tools only
for the job they were designed for.
43
• If you use equipment, are you correctly dressed
to avoid injury ?
• For example, do not wear neckties, long
sleeves, gauntlet, gloves or loose-fitting clothing.
They can be dangerous around moving
equipment. Do not wear rings or other jewelry
which could get caught in moving parts.
44
• Use the right size tool for the job.
• Do not smoke except in designated smoking
areas.
• Do not use improper electrical cords, receptacles
or grounding.
• Wear PPE whenever it is necessary for your
work.
• Follow your employer’s policies on the Hazard
Communication Standard, Confined space Entry
and lockout/tagout programs.
45
Handling Emergencies
No matter how careful you may be, emergencies
sometimes happen. When they do, knowledge is
the best way to stay safe.
Fire
Get to know your employer’s fire emergency
response plan. If your facility has an audible alarm,
get to know what it sounds like.
46
Medical
1. Get to know the medical emergency
response plan for your work area.
2. Take advantage of first aid and CPR
(Cardio-Pulmonary Resuscitation)
classes that your employer offers.
47
A simple five-step management model
(known as CLEAR) shows there is no
magic bullet involved:
• Clarify the objectives.
• Locate the problems.
• Execute the change strategy.
• Assess current progress.
• Review and adapt the process.
48
Behavioral Safety
54
What safety awareness means
• Looking out for unsafe conditions in your work
area.
• Learning how to work safely.
• Working safely every day and in every part of
your work.
• Knowing how to handle emergencies quickly
and effective?
55
• Safety awareness requires foresight and
sound judgment. Workers who are safety
conscious are alert and practice good
safety habits.
• Safety awareness is one way you can
control your own safety on the job.
56
It is a method for making your job safer. In a job
Safety analysis, you do three things:
1. Observe step by step how a worker does an on-
the-job task.
2. Look for possible hazards in each step of the
task.
3. Suggest ways to eliminate or reduce each
hazard so each step of the task is safer.
57
• A supervisor and typically three employees who
know the many steps involved in a job usually
make up a JSA team. This number can vary
depending on the complexity of the equipment
or process.
• One employee can actually do the steps of the
task. The others watch and write down on a JSA
worksheet what they see.
58
Benefits
1. Make the job safer so there are fewer accidents
and fewer people getting accidents.
2. Cut down on lost time and production because
accidents related injuries.
3. Cut down on damage to the facility, material, or
equipment.
4. Increase production and efficiency
5. Improve workers’ attitudes toward on-the-job
safety and make them more aware of safety.
59
USES
1. Use as training guide for new employees.
2. Use as refresher training for current employees.
3. Use for pre-job instruction on tasks that are not
done regularly.
4. Help assess why an accident occurred.
60
1. Select tasks for JSAs in the following order :
2. Tasks on which workers have had the most
accidents.
3. Tasks that have dangerous steps but have not
yet produced accidents.
4. New jobs that have started.
5. Current jobs for which new equipment or
processes have been added or changed.
61
• A JSA for the forklift truck operator job.
• Doing the JSA : Listing the steps in the task.
• While one employee performs the task, the
others watch and write down each step of the
task.
• Keep the following tips in mind as you make the
list in the first column of the Job Safety Analysis
(JSA) form:
62
1. Is there danger of striking or list from 6 to 8
task steps that you can see.
2. Number each step from 1 to 6 or more.
3. List the steps in the order in which they are
performed.
4. The action words such as “turn on”, “load”,
“steer”, or “unload”.
63
5. Ask yourself, “What step starts this task?”
List the first task step, such as “put on PPE”.
6. Then ask yourself, “what is the next basic
step?”
7. List the next steps, such as “check if the power
is OFF” or get into the operators’ seat.”
64
8. Tell completely but briefly what is done in each
step, such as “lift the load and back out.” Do
not tell how the step is done, “lift the load with
the fork slightly raised and back out slowly.”
9. Continue in this way until you have listed
every basic step in the task.
65
• Identify all possible hazards and accidents for each
step in the task. Be sure to include hazards from
the task itself, as well as from the work area.
• List each hazard in the middle column of the JSA
form with the corresponding number used in the
“Steps” column.
66
Checklist of some possible hazards :
1. Physical hazards, such as temperature
extremes or lifting a load that is too heavy.
2. Chemical hazards, such as breathing in
dust or coming in contact with other
chemicals.
3. Job or workstation hazards, such as blind
corners or low overhead clearance.
67
Questions to ask for identifying hazards :
a. Is there danger of being struck by an object?
b. Is there danger of being caught in or between
objects?
c. Is there a danger of slipping, tripping or falling?
d. Can pushing, pulling, lifting, bending, or twisting
cause strain?
e. Is there danger of harms to eyes, hands, feet or
other parts of a worker’s body?
68
• For each hazard that you have identified, make
a recommendation that will eliminate the hazard
and reduce the chance of accident.
• Write your recommendations in the last column
of the JSA form using the corresponding
numbers used in the “Steps” and “Hazards”
column. If no hazard is listed, then write “N/A” in
column 3.
69
Before JSA is approved, review the task and test
your recommendations. Tips for testing a JSA :
1. Check with the workers you observed to be sure all
the task steps are listed and in the correct order.
2. Ask the workers you observed if they can think of
any more hazards.
3. Have workers test the safety recommendations. You
can then be sure that your recommendations work.
70
WHEN TO
REVIEW A COMPLETED JSA
71
TEST WHAT
YOU HAVE LEARNED ABOUT JSA
72
6. JSAs forms have ……………. parts.
7. Use …………….. words to describe the steps
of a task.
8. Identify all ……………, chemical, and
workstation hazards for each step of a task.
9. Check with the …………….. you observed to
be sure all the steps and hazards of a task are
in the JSAs and in the correct order.
10. Review a completed JSA, whenever a task is
……………………………………………………
73
Answers to the above questions:
74
DEFINITIONS
HAZARD
Source or situation with a potential for harm in
terms of human injury or ill health, damage to
property, damage to the workplace
environment, or a combination of these.
HAZARD IDENTIFICATION
Process of recognizing that a hazard exists and
defining its characteristics. (OHSAS
18001).
75
DEFINITIONS
Incident
Event that gave rise to an accident or had the
potential to lead to an accident.
Note: An incident where no ill health, injury,
damage, or other loss occurs is also referred to
as a “near miss”. The term “incident” includes
“near-misses”.
Interested parties
Individual or group concerned with or affected by
the OHS performance of an organization.
76
DEFINITIONS
NON-CONFORMANCE
Any deviation from work standards, practices,
procedures, regulations, management system
performance, etc, that could either directly or
indirectly lead to injury or illness, property damage,
damage to the workplace environment, or a
combination of these.
77
Defintions
• Objectives
Goals, in terms of OH&S performance, that
an organization sets itself to achieve.
Note: objectives should be quantified
wherever practicable.
78
Occupational Safety and Health
79
Definitions
• INCIDENT: An undesired event which, under
slightly different circumstances, could have resulted
in harm to people, damage to property or loss to
process. An undesired event which could or does
result in a loss.
• ACCIDENTS result from contact with a substance or
source of energy above the threshold limit of the
body or structure.
• ACCIDENT : undesired event giving rise to death, ill
health, injury damage or other loss.
80
• Safety : Control of accidental loss.
• Safety : Freedom from unacceptable risk or harm
(OHSAS 18001).
• Built-in hazards are those that occur naturally or
exist in a machine, a piece of equipment, the
structure of the plant, or the materials used on
the job.
81
Definitions
BUILT-ON HAZARDS are the ones contributed by
employees or management by carelessness,
inattention, or ignorance.
CAUGHT BETWEEN. When any parts of your body is
caught between a moving and a stationary object, it is
called a caught between accident. The most common one is
slamming a door on your fingers, that
may hurt, bruise your finger, or even cut off part of it.
82
Definitions
OHS Managemnt System
• Part of the overall management system that
facilitates the management of the OHS risks
associated with the business of the organization.
• This includes the organizational structure, planning
activities, responsibilities, practices, procedures,
processes and resources for developing,
implementing, achieving, reviewing, and maintaining
the organization’s OHS policy.
83
Definitions
• Organization
Company, operation, firm, enterprise,
institution or association, or part thereof,
whether incorporated or not, public or
private, that has its own functions and
administration.
84
Definitions
• Performance
Measurable results of the OHS management
system, related to the organization’s control
of health and safety risks, based on its OHS
policy and objectives.
Note : performance measurement includes
measurement of OHS management activities
and results.
85
DEFINITIONS
RISK
Combination of the likelihood and
consequences of a specified hazardous event
occurring.
RISK ASSESSMENT
Overall process of estimating the magnitude
of risk and deciding whether or not the risk is
tolerable (OHSAS 18001).
86
Definitions
Tolerable Risk
87
CAUGHT IN
When two parts of a machine are moving
and the worker is caught into them, it can
cause a very serious accident. A powerful
machine can simply draw you in as it
continuous to run, even though the only
thing it has grabbed is part of your clothing
or jewelry.
88
STRUCK BY AND STRIKING AGAINST.
Being hit by a moving object is called a
struck-by accident. For example, you can be
struck by a tool dropped from a scaffold or by
a piece of material thrown violently from a
machine. If you are in motion and hit
something that is not moving, the accident is
called striking against.
89
Safety Program
All the activities of management in which safety
is formally and consciously addressed.
Human influences safety :
Safety does not just happen. You need to be
concerned about your safety ----- you need
to be alert. On most jobs, if your attention is
focused on something else ----- even for a
moment ----- you may do the wrong thing or
act too slowly to avoid an accident.
90
Human Factors Affecting Safety
• Reasoning and Comprehension.
Reasoning is a mental ability that can vary
widely, even within the same person. You use
your ability to reason when you troubleshoot
(mencari dan memecahkan kesulitan) and
repair equipment.
• Comprehension means understanding -----
understanding the job and understanding the
instructions you receive about how to the job.
When you understand both written and oral
instructions, you can do the job well and
safely.
91
Human Factors Affecting Safety
92
Human Factors Affecting Safety
• Skill.
Some people seem to have a “knack”,
(ketangkasan/kepandaian khusus) a natural ability, for
using tools and their hands. This ability is called
manual dexterity. But the ability to work well and
safely requires more than manual dexterity.
• Training and experience.
Most people can overcome a lack of dexterity by
training and experience. In most jobs, knowledge and
experience are more important than natural skill. How
well and how safely you work depends largely on what
you learned and on how much practice you have had.
93
Human Factors Affecting Safety
• Motivation.
Your own personal reason for doing a job well
or carelessly is called motivation. A few people
do good work mainly for their own personal
satisfaction. Others work well because they
expect a raise or promotion as a result of good
performance. Some try hard to avoid a
reprimand or even dismissal. And a few just put
in (menghabiskan) their time until the shift is
over.
94
Human Factors Affecting Safety
Emotion and Attitudes
• Your emotions affect the way you work. Angry
people expose themselves and others to
needless danger when they slam doors, through
things around, or try to “work it out of their
systems” by working extra hard or fast.
• If you get mad at the driver who cut in front of
you in traffic, or the bus driver who made you
later for work, leave that anger outside the
plant. If you are angry with someone in the
plant, talk it over with your supervisor or your
union steward before you begin work.
95
Human Factors Affecting Safety
• Health.
Your health also has an important effect on your
work. Poor eyesight or hearing can affect job
performance in some situations. Heart trouble, a
hernia, or an allergy are things that you and your
employer must keep in mind when making job
assignments. In some jobs ----- for example, food
service ----- your health can directly affect the
health of others.
It is important for you to eat properly, exercise in
moderation, and get enough sleep. As you grow older,
regular medical checkups become more important.
96
Human Factors Affecting Safety
97
Safety off The Job
98
Accident Prevention Program
100
Accident Prevention Program
101
Management Safety Program
The management in any organization must have
a safety policy clearly describing management’s
into for safety in areas such as the following:
• Staffing procedures
Management must ensure that an adequate
staff is in place to carry out safety policies
and rules and to provide a means for the
smooth upward and downward flow of safety
information.
103
Management Safety Program
104
Management Safety Program
105
Management Safety Program
• Communication procedures
It is management’s responsibility to set forth policies
for the flow of safety information within the
organization.
Often a safety program may sound effective but fail for
lack of proper communication among management,
safety personnel, and other employees.
106
Management Safety Program
Inspection procedures
Management should clearly define how and by whom
the safety inspections will conducted, emphasizing how
the recommendations that may result from a safety
inspection will be implemented within the organization.
For example, if a number of unsafe conditions have
been identified in a safety inspection, management
should clearly established procedures and a time frame
for the rectification of those conditions.
107
Management Safety Program
108
Management Safety Program
110
Loss
• Nothing is more important or more tragic than
the human aspects of accidental loss i.e.
injury, pain, sorrow, anguish (a great sorrow),
loss of body parts or functions, occupational
illness, disability or death.
• The best known way to minimize these is to
use both the human aspects and the
economic aspects to motivate control of the
accidents that lead to the losses.
111
Accident Cost Iceberg
Injury and illness costs ( $ 1)
a. Medical
b. Compensation costs (insured cost)
Ledger costs of property damage (uninsured,
$ 5 to $ 50)
a. Building damage
b. Tool and equipment damage
c. Product and material damage
d. Production delays and interruptions
e. Legal expenses
f. Expenditure of emergency supplies and equipment
g. Interim equipment rentals
h. Investigation time
112
ACCIDENT COST ICEBERG
Uninsured miscellaneous costs ($1 to $ 3)
Wages paid for time lost
Cost of hearing and/or training replacements
Overtime
Extra supervisory time
Clerical time
Decreased output of injured worker upon
return
Loss of business and goodwill
113
ACCIDENT COST ICEBERG
BIAYA KECELAKAAN DAN PENYAKIT
• Pengobatan/ Perawatan
• Gaji (Biaya Diasuransikan)
$1
• Kerusakan gangguan
• Kerusakan peralatan dan perkakas
• Kerusakan produk dan material
$5 $50
• Terlambat dan ganguan produksi
HINGGA • Biaya legal hukum
• Pengeluaran biaya untuk penyediaan
BIAYA DALAM PEMBUKUAN: fasilitas dan peralatan gawat darurat
KERUSAKAN PROPERTI • Sewa peralatan
(BIAYA YANG TAK • Waktu untuk penyelidikan
DIASURANSIKAN)
• Gaji terusdibayar untuk waktu yang hilang
$1 HINGGA $3 • Biaya pemakaian pekerja pengganti dan/
BIAYA LAIN YANG atau biaya melatih
TAK DIASURANSIKAN • Upah lembur
• Ekstra waktu untuk kerja administrasi
• Berkurangnya hasil produksi akibat dari
sikorban
• Hilangnya bisnis dan nama baik
114
INCIDENT/CONTACT
This is the event that precedes the “loss” ------
the contact that could or does cause the harm or
damage.
When potential causes of accidents are permitted
to exist, the way is always open for a contact with
a source of energy above the threshold of the
body or structure.
As an example, a flying or moving object involves
kinetic energy which transfer to the body or
structure it hits or contacts.
115
INCIDENT/CONTACT
116
INCIDENT/CONTACT
Here are some of the more common types of
energy transfers, as listed in the American
Standard Accident Classification code.
Struck against (running or bumping into)
Struck by (hit by moving object)
Fall to lower level (either the body falls or the
object falls and hits the body)
Fall on the same level (slip and fall, tip over)
117
INCIDENT/CONTACT
118
IMMEDIATE CAUSES
The “immediate causes” of accidents are
circumstances that immediately precede the
contact.
They usually can be seen or sensed.
Frequently they are called ‘unsafe acts (behaviors
which could permit the occurrence of an accident)
and “unsafe conditions” (circumstances which
could permit the occurrence of an accident).
119
IMMEDIATE CAUSES
120
IMMEDIATE CAUSES
Improper lifting
Improper loding
Improper placement
Improper position for task
Servicing equipment in operation
Horseplay
Under the influence of alcohol and/or drugs
123
SUBSTANDARD CONDITIONS
124
SUBSTANDARD CONDITIONS
125
SUBSTANDARD
PRACTICES/CONDITIONS
126
SUBSTANDARD
PRACTICES/CONDITIONS
127
BASIC CAUSES
Basic causes are the diseases or real causes
behind the symptoms; the reasons why the the
substandard acts and conditions occurred; the
factors that, when identified, permit meaningful
management control.
Often, these are referred to as root causes, real
causes, indirect causes, underlying or contributing
causes.
128
BASIC CAUSES
Two major categories of basic causes :
1. Personal factors
a. Inadequate capability
- Physical/physiological
- Mental/psychological
b. Lack of knowledge
c. Lack of skill
d. Stress (physical or mental)
e. Improper motivation
129
BASIC CAUSES
Mental/psychological stress
Mental illness
Conflicting demands
Confusing directions
“Meaningful” or “degrading” activities
Extreme judgment/decision demands
Fatigue due to mental task load or speed
Emotional overload
Routine, monotony, demand for uneventful vigilance
Extreme concentration/perception demands
134
BASIC CAUSES
(PERSONAL FACTORS)
Lack of knowledge
Lack of experience
Inadequate orientation
Inadequate initial training
Inadequate update training
Misunderstood directions
135
BASIC CAUSES
(PERSONAL FACTORS)
Lack of skill
Inadequate initial instruction
Inadequate practice
Inadequate performance
Lack of coaching
136
BASIC CAUSES
(PERSONAL FACTORS)
Improper motivation
Improper performance is rewarding
Proper performance is punishing
Lack of incentives
Excessive frustration
Improper supervisory example
Inadequate performance feedback
Improper attempt to save time or effort
Improper attempt to avoid discomfort
137
BASIC CAUSES (JOB FACTORS)
138
BASIC CAUSES (JOB FACTORS)
139
BASIC CAUSES (JOB FACTORS)
140
BASIC CAUSES (JOB FACTORS)
Inadequate engineering
Inadequate assessment of loss exposures
Inadequate consideration of human
factors/ergonomics
Inadequate standards, specifications, and/or
design criteria
Inadequate monitoring of construction
Inadequate assessment of operational readiness
Inadequate monitoring of initial operation
Inadequate evaluation of changes
141
BASIC CAUSES (JOB FACTORS)
Inadequate purchasing
Inadequate specifications on requisitions
Inadequate research on materials/equipment
Inadequate specifications to vendor
Inadequate mode or route of shipment
Inadequate receiving inspection and acceptance
Inadequate communication of safety and health data
Improper storage/transporting/handling of materials
Inadequate identification of hazardous items
Improper salvage and/or waste disposal
142
BASIC CAUSES (JOB FACTORS)
Inadequate maintenance
Inadequate preventive
- assessment of needs
- lubrication and servicing
- adjustment /assembly
- cleaning or resurfacing
143
BASIC CAUSES (JOB FACTORS)
Inadequate reparative
- communication of needs
- scheduling of work
- examination of units
- part substitution
144
BASIC CAUSES (JOB FACTORS)
146
LACK OF CONTROL
Control is one of the four essential management
functions : plan, organize, lead, and control.
These functions relate to any manager’s work,
regardless of level or title. Whether the function is
administration, marketing, production, quality,
engineering, purchasing or safety, the
supervisor/leader/manager must plan, organize,
lead and control to be effective.
147
LACK OF CONTROL
The person who manages professional knows the
safety/loss control program; knows the standards;
plans and organizes work to meet the standards;
leads people to obtain the standards; measure
performance of self or others; evaluate results
and needs; commends and constructively corrects
performance. This is management control.
Without it, the accident sequence begins and
triggers the continuing causal factors that lead to
loss.
148
LACK OF CONTROL
149
LACK OF CONTROL
Inadequate program
A safety/loss control program may be inadequate
because of poor few program activities. While the
necessary program activities vary with an
organization’s scope, nature, and type, significant
research and the experience of successful
programs in many different companies and countries.
150
LACK OF CONTROL
151
LACK OF CONTROL
Inadequate compliance with standards
Lack of compliance with existing standards is a common
reason for lack of control. In fact, most managers agree
that this is the single greatest reason for failure to control
accident loss.
Correcting these three common reasons for lack of
control is a critical management responsibility. Developing
an adequate program and standards is an executive
function, aided by supervisors. Maintaining compliance
with standards is a supervisory function, aided by
executives.
152
PRESCRIPTION WITHOUT DIAGNOSIS IS
MALPRACTICE, WHETHER IT BE IN MEDICINE OR
MANAGEMENT (KARL ALBRECHT, ORGANIZATION
DEVELOPMENT).
15
3
Three Stages of Control
PRE-CONTACT
Leadership and Administration
Hiring and Placement
Management Training
Employee Training
Personal Communications
Group Meetings
154
Three Stages of Control
• Job/ Task analysis and Procedures
• Job/Task Observation
• Planned Inspections
• Emergency Preparedness
• Rules and Protective Equipment Compliance
• Purchasing Controls
• Engineering Controls
• Safety Promotion
155
Three Stages of Control
CONTACT
• Substituting Alternative Energy Forms Or Less
Harmful Substances
• Reducing The Amount Of Energy Used Or
Released
• Placing Barricades Or Barriers Between The
Energy Source And The People Or Property
• Modifying Contact Surface
• Strengthening The Body Or Structure
156
Post Contact
• Emergency Action Plans
• First Aid & Medical Care
• Rescue Operations
• Fire & Explosion Control
• Damage Control
• Prompt Repairs
• Ventilation Of Polluted-Air Areas
• Cleanup Of Spills
• Compensation Claims Control
• Liability Claims Control
• Salvage & Waste Control
• Prompt Rehabilitation Of Injured Workers
157
ACTIVITIES
FOR MANAGING CONTROL
I - Identification of work.
Specifying the program elements and activities
to achieve desired results.
S - Standards.
Establishing performance standards (criteria by which
methods and results will be evaluated).
M - Measurement.
Measuring performance; recording and reporting work in
progress and completed.
158
ACTIVITIES
FOR MANAGING CONTROL
E- Evaluation.
Evaluating performance as measured and compared
with established standards; appraising work and
compared results.
C- Commendation and Correction
Regulating and improving methods and
results by commending desired performance and
constructively correcting substandard
performance.
159
CONSEQUENTIAL LOSSES
1. Disruption of business.
2. Loss of customers
3. Adverse publicity; loss of goodwill;
difficulty recruiting new employees.
160
GENERAL LOSSES
4. Reduced effectiveness of the injured person after
return to work; causes can include medical restrictions,
such as a ban on heavy lifting.
5. Temporary or long-term stoppage of production and
facilities.
6. Liability claims, and legal expenses arising from
compensation hearings.
7. Higher insurance premiums.
8. Expenses unique to the particular operations, or
relating to specific accidents.
9. Penalties and fines.
161
COLLEAGUES’ LOSSES
162
COLLEAGUES’ LOSSES
163
COLLEAGUES’ LOSSES
164
COLLEAGUES’ LOSSES
23. Repairs to damaged machinery and materials.
24. Time devoted to repairs and obtaining
replacements.
25. Purchase of replacement machinery and materials.
26. Corrective actions other than repair.
27. Costs due to the obsolescence of spares
in stock.
28. Rescue and emergency equipment.
165
One of the most important attributes of a
manager is effective leadership. He must
motivate his staff and encourage them to
commit themselves to the objectives of the
safety program. This is best achieved by displays
of the manager’s own direct and visible
commitment to safety.
166
One of the most effective ways in which
managers can demonstrate their leadership
of the safety program is by setting loss-control
performance standards.
Standards are simply statements that define the
accountability of individuals for their own safety
performance; they specify what is to be done,
who is to do it, and how often the task should be
performed.
167
An essential feature of any effective
safety management program is a manual
that sets out the individual performance
standards for all levels
of management.
168
COMMITMENT AND LEADERSHIP
169
Commitment and leadership
3, Establishing safety-management performance goals
throughout the organization.
4. Becoming involved in activities that increase the
manager’s visibility in safety matter, and bring him
into regular contact with his stuff ---- in safety
inspection, performance audits, group discussions,
problem-solving teams and works committees.
170
Commitment and leadership
Communicating clear and precise oral safety information
and instruction to his staff.
Developing and using a safety-management reference
manual.
Ensuring that the subject of safety is on the agenda at all
relevant meetings.
Giving equal weight to safety, quality and productivity
targets in performance and salary reviews.
Wearing protective clothing when necessary, observing
rules and using equipment in the recommended manner,
so as to set a good example at all times.
171
Commitment and leadership
11. Giving praise to employees who work safely and
observe the rules of the job.
12. Correcting or disciplining those who fail to carry out the
rules.
13. Providing adequate resources for a loss control program.
14. Taking the lead in concern for off-the-job safety and the
welfare of employees and their families.
15. Demonstrating concern for the education and training of
employees in matters of safety.
172
Accidents cause losses of many kinds, among
them lost time through injury, lost production
through damaged plant and equipment, and poor
quality through spoilt materials.
Accidents are direct expense to any business,
and should be seen as symptoms of general
malaise and lack of management control.
173
Loss prevention is synonymous with
profit.
The improvement of safety management
can be seen as an opportunity to
improve overall management.
174
MANAGEMENT TRAINING
175
MANAGEMENT TRAINING
3. Training appropriate to his role and the organization’s
technology ---- for example, in leading group meetings,
awareness of local hazards, and methods of hazard
identification. It should include his particular safety
responsibilities and the more important safety activities of
all his staff.
4. Awareness of local and national legal requirements.
5. Refresher training on all these points, at regular
intervals.
176
Training for safety and health protection
coordinators should include:
1. The philosophy and theory of loss control.
2. The twenty basic elements of effective safety
management.
3. The role and responsibility of coordinators.
4. Motivational techniques.
5. Problem-solving techniques.
6. Control of property damage.
7. Technical safety systems appropriate to the plant or
installation.
177
PLANNED INSPECTIONS
178
PLANNED INSPECTIONS
General
Visual inspections to detect any deviations from
the required standards, and in the interests of order and
good housekeeping; conducted by staff of supervisory
level, who should develop and use a checklist as a
systematic aid for this purpose.
Any hazardous condition should be reported immediately,
in writing, classified according to seriousness. Procedures
for monitoring the remedial action should also be
established as a written standard. Proper training for
inspectors should be given.
179
PLANNED INSPECTIONS
Critical parts/items.
These are the parts or items that could create particularly
hazardous conditions if they were to fail. Such parts/items
require regular inspection by experienced staff.
All plant, equipment, materials, machinery and structures
should be systematically reviewed, to identify the
parts/items whose inspection requirements are of especial
significance. Such a review is complementary to, but
significantly more detailed than, a typical planned
maintenance program review.
A special program of inspection for the identified critical
parts/items should be set.
180
PLANNED INSPECTIONS
Before use.
Mobile handling equipment such as forklift trucks
and cranes should be inspected at the start of
each day, with the aid of a short checklist, to
ensure that essential safety items (such as brakes
and tires) are in good working order.
Employees should also be encouraged to report
substandard or hazardous conditions discovered
at any time, not only during inspections. These
reports should be in writing and should be followed
up.
181
PLANNED INSPECTIONS
182
PLANNED INSPECTIONS
184
PLANNED INSPECTIONS
185
PLANNED INSPECTIONS
An effective method of classifying hazards is
to group them in terms of their loss potential:
Class A Hazard
A condition or practice likely to cause permanent
disability, or loss of life or a part of the body;
and/or likely to cause extensive loss of structure,
equipment or material.
186
PLANNED INSPECTIONS
Class B Hazard.
A condition or practice likely to cause serious
injury or illness resulting in temporary disability; or
likely to cause property damage that is disruptive
but not extensive.
Class C Hazard.
A condition or practice likely to cause minor, non-
disabling injury or illness, or non-disruptive
property damage.
187
CATEGORIES OF INSPECTIONS
GENERAL INSPECTIONS
General inspections are planned wall-to-wall
inspections of the entire plant by a management team
of safety committee members at regular intervals.
A written report of the group’s findings should be
made during the inspections and processed fro action
through established organizational channels.
190
CATEGORIES OF INSPECTIONS
192
PLANNED INSPECTIONS
They also provide feedback on whether equipment
purchasing and employee training are adequate.
Also, conditions change. People, equipment,
materials, and the environment are constantly
changing.
Some changes remove previous hazards, others
create new ones. A prominent management
philosophy is “all problems result from changes.”
Inspection focus on these changes and help
identify and solve problems.
193
PLANNED INSPECTIONS
NOTHING IS RISK-FREE.
A good inspection program can identify:
1. Potential safety problems.
2. Potential equipment deficiencies.
3. Potentially unsafe acts by employees.
Potential safety problems can include unsafe
equipment, poor housekeeping practices, fire and
explosion hazards.
Potential equipment deficiencies include unsafe design,
inadequate guards on machines and equipment, and
defective work tools and equipment.
194
PLANNED INSPECTIONS
195
ACCIDENT INVESTIGATION
196
ACCIDENT INVESTIGATION
1. Who is to be notified.
2. Who has the decision-making responsibility with
regard to the interruption of work and the re-
allocation of resources.
3. Whom to contact, and how, for the various
accident-investigation services.
4. Instruction for preparing the accident report.
5. A structured follow-up system to ensure rapid
completion of remedial action.
197
ACCIDENT INVESTIGATION
198
ACCIDENT INVESTIGATION
199
ACCIDENT INVESTIGATION
Good accident investigation procedures:
1. Provide information needed to determine injury rates, identify
trends or problem areas, permit comparisons, and satisfy
workers’ compensation requirements.
2. Identify without placing blame, the basic causal factors that
contributed directly or indirectly to each accident.
3. Identify deficiencies in the management system.
4. Suggest corrective actions alternatives for a given accident.
5. Suggest corrective action alternatives for the management
system.
200
ACCIDENT INVESTIGATION
The accident investigation process must determine not
only the causal factors that contributed to an accident, but
also the deficiencies in the management system that
permitted for the accident to occur.
The objective of any accident investigation is to identify the
causal factors and recommend corrective actions that will
eliminate or minimize them.
Investigators should avoid any emphasis on identifying the
individuals who could be blamed for the accident. Looking
for someone to blame jeopardizes the investigators’
credibility and effectiveness and will usually reduce the
quantity and accuracy of the information received.
201
ACCIDENT INVESTIGATION
202
INVESTIGATION TEAM
203
INVESTIGATION TEAM
204
INVESTIGATION TEAM
The team also might include members of middle
and upper management, such as a general
foreman, a department superintendent, and a plant
manager. If there is a fatality or major property
damage accident, the team may include corporate
safety and health staff and corporate officers.
A team can add more members as the
investigation uncovers complications, injury, or
damage potential that was not recognized when
the team was formed.
205
INVESTIGATION TEAM
The qualifications needed by the members of
the accident investigation team include:
Technical knowledge
Objectivity
Inquisitiveness and curiosity
Intellectual honesty
An analytical approach to problems
206
INVESTIGATION TEAM
207
INVESTIGATION TEAM
208
INVESTIGATION TEAM
209
ACTION PLAN
When an accident occurs, the investigators
must be ready to act immediately to turn chaos
into order.
There is no time for training after the accident.
Investigators need advance training and
preparation so they can act promptly and
effectively.
Management should adopt a written action plan
for team investigations. The plan should
provide for:
210
ACTION PLAN
211
ACTION PLAN
5. Provisions for a work area and administrative
support.
6. Transportation and communication, if needed.
7. Securing the accident site for the duration of
the investigation after rescue and damage control
are complete.
8. Provision for access of the team members to
the accident site.
9. Photographic support and capability.
212
ACTION PLAN
213
NOTIFICATION PROCEDURES
214
NOTIFICATION PROCEDURES
215
NOTIFICATION PROCEDURES
216
NOTIFICATION PROCEDURES
217
IMMEDIATE ACTION
The safety and health of employees, visitors and the
public must be the primary concerned immediately after
an accident. Activities related to the investigation are
important, but they secondary. The first response must
be to:
Take all steps necessary to provide emergency rescue
and medical help for the injured.
Take those actions that will prevent ----- or minimize the
risk of ----- further accidents, injury, or property damage.
218
IMMEDIATE ACTION
These immediate actions are stopgap (pengganti
sementara) measures to prevent further adverse
consequences. Most accidents will require one o or
more of the following actions as soon as possible:
Secure, barricade, or isolate the scene.
Collect transient or perishable (barang-barang yang tidak
tahan lama/mudah menjadi busuk) evidence.
Determine the extent of damage to equipment, material, or
building facilities.
Restore the operating functions.
219
DETERMINING THE FACTS
222
DETERMINING THE FACTS
223
DETERMINING THE FACTS
225
DETERMINING THE FACTS
Carefully document the sources of information.
This documentation avoids an unwanted impression that
information actually obtained from third parties is based on
the investigator’s own observations or analysis.
Documentation of information sources can prove valuable if
the accident investigation is expanded at some point or
reopened later.
Note any contradictory statements or evidence and
attempt to resolve discrepancies. If resolution is not
possible, indicate which statements or evidence are
considered most reliable.
226
DETERMINING THE FACTS
23
3
• When people are educated about the principles and
rationale behind a safety process, they can
customize specific procedures for their particular
work areas. Then the relevance of the training
process is obvious, and participation is enhanced.
• People are more likely to accept and follow
procedures they helped to develop. They see such
safe operating procedures as “the best way to do
it” rather than “a policy we must obey because
management says so.”
23
4
• Behavior-based safety is a continuous four-step
process.
• DO IT
• D --- Define the critical target behavior to
increase or decrease
• O --- Observe the target behavior(s) during a pre-
intervention baseline period to set behavior change
goal and, perhaps, to understand the natural
environmental or social factors influencing the
taeget behavior(s).
• I --- Intervene to change the target behavior(s) in
desired directions.
• T --- Test the impact of the intervention
procedure by continuing to observe and record
the target behavior(s) during the intervention
program.
• The DO IT process begins by defining critical
behaviors to work on. These become the targets
of our intervention strategies.
• Some target behaviors might be safe behaviors you
want to see happen more often, like lifting with
knees bent, cleaning a work area, putting on
personal protective equipment, or replacing safety
guards on machinery.
• Other target behaviors may be at-risk behaviors
that need to be decreased in frequency, such as
misusing a tool, overriding a safety switch, placing
obstacles in an area designated for traffic flow,
stacking materials incorrectly, and so on.
• A DO IT process can define desirable behaviors to
be encouraged or undesirable behaviors to be
changed.
• What the process focuses on in your workplace
depends on a review of your safety records, job
hazard analyses, near-hit reports, audit findings,
interviews with employees, and other useful
information.
Compared to at-risk behavior, safe behavior is often
uncomfortable, inconvenient, and less fun.
Critical behaviors to identify and target are :
• At-risk behaviors that have led to a substantial
number of near hits or injuries in the past and safe
behaviors that could have prevented these
incidents.
• At-risk behaviors that could potentially contribute
to an injury (or fatality) and safe behaviors that
could prevent such an incident.
• Deciding which behaviors are critical is the first
step of a DO IT process. A great deal can be
discovered by examining the workplace and
discussing with people how they have been
performing their jobs.
• People already know a lot about the hazards of
their work and the safe behaviors needed to avoid
injury. They even know which safety policies are
sometimes ignored to get the job done on time.
• They often know when a near hit had occurred
because an at-risk behavior or environmental
hazard had been overlooked.
• They also know which at-risk behaviors could lead
to a serious injury (or fatality) and which safe
behaviors could prevent a serious injury (or
fatality).
• In addition to employee discussions, injury records
and near-hit reports can be consulted
to discover critical behaviors (both safe and at risk).
• Job hazard analyses or standard operating
procedures can also provide information relevant to
selecting critical behaviors to target in a DO IT
process.
• Obviously, the plant safety director or the person
responsible for maintaining records for OSHA or
MSHA (Mine Safety and Health Administration) can
provide valuable assistance in selecting critical
behaviors.
• After selecting target behaviors, it is critical to
define them in a way that gets everyone on the
same page.
• All participants in the process need to understand
exactly what behaviors you intend to support,
increase, or decrease.
• Defining target behaviors results in an objective
standard for evaluating an intervention process.
What is Behavior?
• The key is to define behaviors correctly. Let us
begin by stepping back a minute to consider:
What is behavior?
• Behavior refers to acts or actions by individuals that
can be observed by others.
• In other words, behavior is what a person does or
says as opposed to what he or she thinks, feels, or
believes.
• The act of saying words such as “I am tired,” is a
behavior because it can be observed or heard by
others. However, this is not an observation of tired
behavior.
• If the person’s work activity slows down or amount
of time on the job decreases, we might infer that the
person is actually tired.
• On the other hand, a behavioral “slow down” could
result from other internal causes, like worker apathy or
lack of interest.
• The important point here is that feelings, attitudes, or
motives should not be confused with behavior. They
are internal aspects of the person that cannot be
directly observed by others.
• It is risky to infer inner person characteristics from
external behaviors.
• The test of a good behavioral definition is whether
other persons using the definition can accurately
observe if the target behavior is occurring. There are
thousands of words in the English language that can
be used to describe a person.
• From all these possibilities, the words used to
describe behavior should be chosen for clarity to
avoid being misinterpreted; precision to fit the
specific behavior observed; brevity to keep it simple;
and their reference to observable activity—they
describe what was said or done
Outcomes of Behavior
258
Taksonomi Kesalahan Manusia
Basic Errors
Intentional
Slip
Failures
Unintended Action
Memory
Lapse
Failures
Unsafe Acts
Rule-based or
Mistake Knowledge-based
Mistakes
Intended Action
Routines
Violations
Violation Exceptional
Violations
Sabotage
259
Swiss Cheese Model of Human Error
Caustion
260
Kerangka & Susunan HFACS
Latent Failures
Organizational
Influences
Latent Failures
Unsafe
Supervision
Latent Failures
Preconditions
for Unsafe Acts
Environmental
Condition of Operators Personnel Factors
Factors
Active Failures
Unsafe Acts
Errors Violations
Decision
Errors
Skill-Based
Errors
Perceptual
Errors
Routine Exceptional 261