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Workplace Safety: Design and Implement an Effective Job Safety Analysis

April 8, 2005. SBD. Purpose . This procedure covers the steps involved in carrying out a Job Safety Analysis, often referred to as a

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Workplace Safety: Design and Implement an Effective Job Safety Analysis

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    1. April 8, 2005 SBD 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

    2. April 8, 2005 SBD 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

    3. April 8, 2005 SBD 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)

    4. April 8, 2005 SBD 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

    5. April 8, 2005 SBD Selecting Job (s) to be Analyzed Cont.

    6. April 8, 2005 SBD Breaking the Job into Steps

    7. April 8, 2005 SBD Selecting Job (s) to be Analyzed Cont.

    8. April 8, 2005 SBD

    9. April 8, 2005 SBD Main Points Improvement opportunities – positive experiences Include all operational disturbances Includes not only events but also observations

    10. April 8, 2005 SBD Key Question What is the Size of the Prize? (Is the pay-off there?) For a Comprehensive NEAR-MISS/CLOSE CALL PROGRAM

    11. April 8, 2005 SBD Exp. Hydro Electric Company (As of 1999) : Accidents vs. Near-Misses/Close Calls

    12. April 8, 2005 SBD Total Quality Management

    13. April 8, 2005 SBD NEAR-MISS/Close Call BASICS Incidents Near-Misses/Close Calls Accidents Eight Step Process

    14. April 8, 2005 SBD

    15. April 8, 2005 SBD 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)

    16. April 8, 2005 SBD

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    18. April 8, 2005 SBD

    19. April 8, 2005 SBD

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    24. April 8, 2005 SBD

    25. April 8, 2005 SBD NEAR-MISS MANAGEMENT Management Structure Prioritizing

    26. April 8, 2005 SBD Near-Miss Management Elements of Near-Miss Management Structure: Near-Miss Management Strategic Committee (NMMSC) Near-Miss Management Council (NMMC) Managers, Supervisors and Employees

    27. April 8, 2005 SBD

    28. April 8, 2005 SBD 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

    29. April 8, 2005 SBD 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

    30. April 8, 2005 SBD 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.

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