Instructor: Richard DeBusk, EHS Division March 12, 2007

1. EHS 27 Performing an Effective Safety Walkaround Office of the Chief Financial Officer Instructor: Richard DeBusk, EHS Division March 12, 2007

2. Walkaround Problem

3. Course Objectives Help you carry out your walkaround responsibilities by: • Describing the components of an effective safety walkaround • Discussing planning and implementation • Identifying methods and resources • Reviewing some common unsafe acts and unsafe conditions • Practicing some skills for walkarounds • Recommending follow-up with walkarounds in your work areas

4. Requirement for Walkarounds PUB 3000, Chapter 1.4.5 Continuous Improvement • The purpose of a safety walkaround is to observe work, inspect the workplace, and talk with workers and support staff about the safe performance of work. The focus should not be merely on deficiencies but also on building teamwork, mutual understanding, and respect between managers and those performing work.  … Each division will publish a program for implementing safety walkarounds as a component of their Division ISM Plan. Operations Directorate ISM Plan: • Line Managers, Supervisors, and Mentors of Students shall: • Conduct a safety walkaround at least twice a year of all physical space within area of responsibility.

5. Six Steps of Safety Walkarounds • Walk the workplace: • Focus on positive and at-risk behaviors and unsafe conditions. Unsafe situations can emerge quickly so walkaround often. • Communicate: • Good communications with employees will facilitate them reporting safety issues to you • Practice active listening • Know there is a problem: • Employees know their workplace best • EHS specialists can support you if needed • Take action to correct the problem • Follow-up and provide feedback

6. Observe the Total Safety Culture Total Safety Culture Individual Characteristics Attitude, beliefs, and personality Work Environment Work load, housekeeping, equipment and tools, work procedures Behaviors Safe and at-risk work practices Based on the work of Scott Geller, The Psychology of Safety Handbook

7. Safety walkarounds focus on at-risk behaviors and unsafe conditions Walkarounds focus here

8. Planning for Walkaround SuccessPart 1 • Develop and plan your walkaround program. • Decide the frequency for and schedule your walkarounds. • Understand various formats available: Not one formula, adjust as needed – you decide: • Observation, inspection, discussion or combination • By yourself, with coworkers, with safety coordinator, etc. • Focus on work Behaviors and Conditions.

9. Planning for Walkaround SuccessPart 2 • Identify and use checklists (tools) for the walkaround and documentation. • Seek to understand “why” things are the way they are; what are the underlying reasons? • Utilize good communication skills: observe, listen, ask… • Follow up with employees and ensure issues are entered into CATS, and corrected • Focus on fixing the problem, not assigning blame.

10. Safety Walkaround Checklist Who is performing walkaround (s): _______________________________Division: __________________Date_________ Work Activity/Location : ____________________ __________Work Description__________________________________ ____________________________________________________________________________________________________ Only check items that you observe, a blank item is considered N/A. Checklist items are SUGGESTED for the walkaround, managers can observe any part or all checklist items (your discretion – you can do focused observations on only one or a few items). Put additional information on back of form under Comments if needed) Utilize LBNL walkaround checklist Perform walkthrough with Safety Coordinator who completes the checklist Safety Coordinator will enter deficiencies not corrected on the spot into CATS! Walkaround Tools and Documentation Lawrence Berkeley National Lab Safety Walkaround Checklist 2/27/07 version The safety walkaround demonstrates management leadership and helps ensure that we work safely and avoid injury

11. Smile Begin your observation by talking with employees Try to begin with a positive comment Listen more than you talk Ask questions to understand Always try to get to the underlying (error likely) issues If there are safety problems – focus on the solution not blame Be helpful! Be a problem solver! Good Safety Communication Much of communications is non-verbal

12. Understanding error likely situations and the reasons they exist provides you the information you need to address the problem. Plan tangible solutions that work to eliminate the error likely situation. Understand Why Things Happen We All Make Mistakes!

13. When observing, focus on asking the right question; not having the right answer “I know material handling is a challenge. What would you recommend to do this job better? How can I help?”

14. Feedback and Follow-up • Provide feedback before you leave • Be positive – remember “soon, certain, and positive” • Follow up on items you agreed to Before I leave, do you have any other safety concerns or issues I can help with?

15. What happened – employee working at cubicle with metal cabinet over their work area, stood up and hit her head. Go away from this training and see if this situation exists in your work areas. Correct as needed. Bumped Head Incident

16. Common Safety Issues - #1 Ergo 1. Mouse arm 2. Raised shoulders 3. Bent wrist & palm planting 4. Bike riding posture

17. What Ergonomic Risks at Your Job?

18. Take Frequent Breaks My EYES...every 20 minutes I look off into a distance of 20 feet for 20 seconds then I look at something close and repeat this a few times My HANDS & ARMS… every 30 minutes I stretch my hands and fingers wide and shake them out. Every chance I get I rest my hands in a thumbs-up position and twiddle my thumbs if I like. My SEATED BODY… every 30 minutes I get up and move about- take 30 footsteps or I just stand, stretch and shake out the stress

19. Workload Hazard Control • Discuss ergonomics with employees regularly (walkarounds) • Be attentive to changes in the workload of your staff • Major increase in ergonomic risk when you increase your computer related workload. (4 hrs/day is benchmark for risk; each hour above 4 hrs., risk increases significantly) • Workload hazards in 7 of 13 ergonomic injuries so far in FY-07 • Potential hazard controls • Anticipate “crunch periods” • Get temporary help • Cross train employees/variety in work tasks • Distribute the workload • Encourage employees to take regular breaks. • Request an ergonomic evaluation at first sign of discomfort @ https://isswprod.lbl.gov/Ergo/Login.asp

20. Common Safety Issues Electrical Safety

21. Common Safety Issues Housekeeping

22. Common Safety Issues Material Handling

23. Common Safety Issues • Slips trips and falls Good Shoes Bad Shoes

24. Test

25. Test - Answers • Poor posture • Monitor too close to individual • Chair not appropriate for work assignment (not adjustable) • Keyboard and mouse on a non-adjustable work surface, too high • Mouse too far away from body • No document holder – poor body position to view documents • Poor housekeeping in general

26. Summary & Resources As A Leader: • Be aware of the work environment of your employees • Conduct routine safety walkarounds • Provides a forum for good communication with your workgroup • Practice good safety communications: Active listening, asking “why”. • Work constantly to understand and eliminate error likely situations. • Practice good safety communications: provide feedback. • Have integrity: do what you say you will do. EH&S Resources: • Your Division Safety Coordinator • Division EH&S Liaison • Richard DeBusk – EHS Division x2976 • EH&S Website http://www.lbl.gov/ehs/index.shtml

27. What is next? • Perform a safety walkthrough soon. • Your safety coordinator or one of the instructors from this class will go with you if you would like. • When you are done, consider what is different from previous inspections or walkthroughs. How did you improve?

28. Perfect ergonomic gift for Jeffrey Fernandez from his loyal employees