Manual Materials Handling

Safety Videos

www.safetygoodwe.com

Topic: Manual Material Handling

Manually Materials Handling

There are several areas in material handling that require considerable skill - the rolling of heavy round objects and the handling of heavy barrels and drums. Special training and devices should be used before attempting to handle these tough items manually.

The best way to handle boxes and cartons is to grasp the opposite top and bottom corners and draw a corner between your legs before lifting. Long pieces of pipe, bar stock or lumber should be carried over a padded shoulder with front end held high to avoid hitting other employees. Special caution should be used at corners.

Needless to say, you've probably already encountered your share of slivers, loose hardware or anything else that could cause injuries. Again, good work gloves are helpful.

Regular inspection of tools and equipment is important. A dull or faulty tool can cause an injury to you and a cracked handle could mean an injury for you or your neighbor. So, be sure to report damaged equipment.

We can't mention too often the importance of using the right tool for the job. Don't attempt to use your fingers as a pry, a wrench for a hammer, or a screwdriver for a chisel; you'll just be inviting a painful injury.

Handling of materials does not necessarily mean we have to become engaged in hand-to-hand combat with them, but the results may be the same if we don't use all available protection and precautions.

You don't have to be involved in manual material handling very long to discover there's a hard way and an easy way to do things. And maybe you've also discovered that the easy way isn't always the safe way. Skinned knuckles or pinched fingers are instant reminders that something wasn't done correctly. So for a few moments let's review some of the precautions to protect ourselves while handling materials.

First, considerable hand protection can be gained by wearing work gloves. They can prevent many cuts and scratches and many types also give a better grip. Most work gloves are ventilated for the comfort of the wearer, so there's no good excuse for not wearing them when the occasion calls for them.

Conservation of space is important but sometimes we tend to pile things too close to a wall or column. Proper clearance at the top and on all sides of piles is necessary for safety. When material is piled, it should be in stacks that will stand steady. Sometimes this means that the materials must be crisis-crossed or interleaved with corrugated board. Objects that roll should be chocked. When a pile falls, serious injury and damage can result. Piling too high, or in a manner that will interfere with lighting or circulation of air, should be avoided.

Don't be afraid of putting the cleaning crew out of a job by picking up things that you drop on the floor. Tripping and slipping hazards could put both you and the cleaners out of work for a long time. Keep tools and other articles in the right bin or drum and wipe up spills right away.

Injuries resulting from lifting are a continual problem both on and off the job. Most of us know we should crouch close to the load and then use leg muscles to lift. However, after the lift has been made, it's very important to turn correctly while carrying an object. Don't twist your body. Turn by shifting your feet or with short steps.

Before lifting, make sure there are no obstructions or slippery spots on the route you intend to travel. If it's necessary for two or more workers to carry an object, they should both be about the same weight and one should be position to watch and coach the other en route.

Visit for Safety Videos:  https://www.youtube.com/channel/UChREXvbLQ3fPxOLKflPRj_g

Leading and Lagging Indicators for Measuring Safety

www.safetygoodwe.com

Topic: Safety Management

Leading and Lagging Indicators for Measuring Safety

Indicators provide evidence that a certain condition exists or certain results have or have not been achieved. Indicators enable decision makers to assess progress toward the achievement of intended outcomes, goals, and objectives. We’ll address both leading indicators (metrics in advance of the result) and lagging (sometimes called trailing) indicators (measurements that can be taken after the result).

Leading safety indicators

In economic terms, a “leading indicator” is a metric that changes ahead of the larger economy, such as building permits and inventories, and that can be used to predict where the economy is heading. You can use some metrics as leading indicators of whether your safety program is improving or deteriorating.

Leading indicators you should track in your safety program include:

• 
  Safety system audits
• Safety communications
• Safety committee activities
• Observed safe behaviors
• Employee turnover rate
• Third-party certifications completed
• Training records

Lagging safety indicators

A “lagging indicator” in economic terms is one that changes after the economy has changed; labor costs and the unemployment rate are two examples. These indicators show you what has already happened.

In your safety program, lagging indicators are useful for determining where you need to improve, analyzing trends, prioritizing your safety interventions, and confirming the effectiveness of interventions.
Some lagging indicators you should track include:

• Accidents or near misses
• Accident and near-miss investigations
• Injuries and illnesses
• OSHA citations
• Workers’ compensation rates

PERSONAL SAFETY

www.safetygoodwe.com

Topic: Safety Awarness

PERSONAL SAFETY

Everyday activities like driving, going to work, or walking down the street include some risk to your personal safety. Many workers commute long distances or have mobile jobs and contact with the public. Either through crime or circumstance, people and events can be unpredictable. You can’t avoid all risk but it isn’t wise to act without taking precautions. The best approach is to assess the risks involved with an activity and take the safety measures that are required and logical.


Your best safety tools are your brain and common sense. Think how you would handle various emergency situations and create a safety plan for each one. Arrange to contact coworkers and family members after a disaster such as an earthquake. When driving, consider where you would steer if there was an oncoming car or an accident. If you are attacked, decide if you will resist and how. Preparation before an emergency can keep you calm and making the right choices.

When leaving the office, notify someone where you will be and when you will return. Plan your route and take a map. Have your keys ready and look inside your car before getting in. Keep car doors locked and windows rolled up while you are driving. Never pick up hitchhikers, and report accidents or stranded cars from a telephone instead of stopping at the scene. Park in well-lit areas and check the surroundings before getting out.

On the street, keep to the inside of the sidewalk. Try to walk facing the oncoming traffic to watch for careening cars and prevent someone from pulling you into one. If you carry a purse or bag, be prepared to let it go if it is grabbed. Don’t wear headphones while walking – you won’t hear someone approaching you. Self defense and safety awareness classes may help you feel more secure when you are out and about.

Injuries and Illness : When More Efficiency Leads to Aching Backs

www.safetygoodwe.com

Topics : Manual Material Handling

Injuries and Illness :  When More Efficiency Leads to Aching Backs

Over the past some years, many manufacturers have embraced "lean manufacturing," a strategy to eliminate wasted time, motion, and storage by streamlining production, altering production processes, and paring back warehousing. These changes often show up in the bottom line at first as solid black, but they may have long-term repercussions for your workforce that can put you right back in the red.

Short-Term Gain, Long-Term Cost?

"Approximately 65 percent of all workers' compensation claims are for musculoskeletal disorders,". These injuries include sprains and strains, overexertion injuries, and cumulative trauma. But many employers may not make the connection between high musculoskeletal disorder (MSD) rates among their employees and their lean manufacturing initiatives.

"When you increase short-term efficiencies, you have unintended consequences," Shulenberger notes. For example, if your just-in-time system for delivery fails—because, for example, an important shipment was delayed by the summer's Midwestern flooding—your production may languish. When the raw materials finally arrive, you have a backlog of orders to fill. For workers that backlog means more overtime and an increased risk for back injuries and other soft tissue aches and pains

Risk Factors and Pitfalls

Lean manufacturing can work well and benefit the bottom line, but only if you take concrete steps to identify and address its risks. If you streamline your processes, watch out for these potential pitfalls that could turn "leaner" into just plain "meaner".

·       Overtime. Just-in-time or lean manufacturing depends on a smooth supply chain, and when there are glitches, workers have to pick up the slack with increased production and longer hours. Both of these factors can contribute to MSDs.

·       Hyper efficiency. Lean manufacturing strongly emphasizes eliminating waste. For some employers, this drive to improve employee efficiency and productivity ignores human limitations. If you remove all the waste from a person's job, you risk eliminating invisible but necessary recovery time—time that workers' bodies need to restore energy to cells and prevent disabling MSDs.

·       Job decision latitude. A worker's lack of control over the moment-to-moment decisions about his or her own job tasks is a documented risk factor for MSDs. When you increase work intensity, a side effect is the decrease in a worker's authority to decide how to proceed with a task or allocate his or her own time.

Reducing Risk

Is it possible to use lean strategies without putting your workforce at risk and incurring tens of thousands of dollars in workers' comp costs because of ergonomic injuries? Studies of lean manufacturing facilities have suggested that employers need to pay special attention to:

·       Ergonomic risk factors and the pace of work. If you speed up the work pace without first addressing ergonomic risk factors, you've created a recipe for MSDs.

·       Workers in pain. Sometimes supervisors in lean manufacturing facilities have been slow to respond to worker reports of increased levels of fatigue, intermittent discomfort, and/or pain—the earliest symptoms of an MSD. In other cases, a "working through pain" culture has been established in which employees were encouraged, like high-performing athletes, to ignore early symptoms. However, unlike professional athletes who see trainers for a thorough assessment after the game, these workers shouldn't be expected to work through the pain for a shift. Pain that is "worked through" for days or weeks on end may become the next disabling MSD. Make sure workers know to report any MSD symptoms and supervisors know how to respond appropriately to these complaints.

·       Management of change. During the changeover to a lean manufacturing process, some workers report increased decision-making latitude and job satisfaction, but this dissipates after a few years when new work procedures become routine and no more decisions remain to be made about improvements. Meanwhile, injuries rise in the wake of a changeover because of increased production, reduced job rotation, and other factors but then level off or decrease over time. Pay attention to risk factors during changeovers and be sure to benchmark injury rates so you'll know if something has gone wrong.

Safe Lifting Techniques

www.safetygoodwe.com

Topic: Manaual Material Handling 

Safe Lifting Techniques 

Can you think of even one job or occupation where you never have to lift an object? I can't. Lifting of objects can range from very light objects such as a piece of paper, a pin or a pen to very heavy objects like loads of boxes. 

Lifting is very much a part of our every day jobs. And, because it is something we do so often, we tend to do it without thinking, or at least we do until we strain a muscle, or worse, hurt our backs.

 

Lifting incorrectly can result in a variety of injuries. Back strain is a very common one. It results from over-stretching certain muscles, but it can be avoided by practicing safe lifting techniques. A hernia is another injury associated with lifting. A hernia does not generally result from a single lifting effort. It is usually the result of continued extreme exertion, especially done contrary to the structure of body.

 

Don't underestimate the importance of being in good physical condition. Years of poor posture, overeating, lack of exercise, stress and improper lifting can catch up with you. Learn how your back works and what you can do to keep it strong. Ask for your physician's recommended stretching, warm-up, and reconditioning exercises; then practice them regularly. 

 

Safe lifting plays an important role in keeping your back healthy. Although there doesn't seem to be just one right method to lift an object, there are lifting techniques that take strain off the low back area. 

 

These techniques have several steps in common. They recommend you "size up the load". That is, look it over. Decide if you can handle it alone or if you need help. When in doubt, ask for help. Moving a box or other object that is too heavy for one person is not worth strained and sore back muscles. 

 

You should also "size up the area". Look over the area where you are carrying the object to, and make sure it is clear of obstacles before beginning to carry the object. 

 

For that period of time spent lifting, the load becomes a part of your body. You support and propel the object while it is attached to you. This attachment should be firm and sure. Get a good grip. 

 

Attaching yourself to a load will change your balance. To keep this change of balance to a minimum, keep the load close to your body, to your normal center of gravity between the legs, between the shoulders. 

 

Good foot position allows you to keep your balance and bring into play the full power of your leg muscles. Leg muscles are more powerful and more durable than back muscles. Let your leg muscles do the work. Again, footwork is important once you avoid twisting your upper body. Use your feet to change direction. Don't twist your body. Twisting compounds the stress of the lift and affects your balance.

 

When you have someone helping you lift an object, teamwork becomes important. If you're going to be carrying the load to another point, both of you should decide in advance how it is to be handled. Check the route and clearance. One person should be the leader and be in a position to observe and direct the other. Lifting and lowering should be done in unison. Don't let the load drop suddenly without warning your partner. 

 

Everyone has a way of lifting that seems most natural. Examine yours to see if you are using lifting techniques that reduce strain on your lower back. As the employee making the lift, you're being counted on to make lifts that are safe and comfortable for you based on the items we've discussed: 

• Stay in shape
• Size up the load; ask for help, if needed
• Get a good grip
• Keep the load close
• Keep your balance with footwork
• Let your leg muscles do the work
• Don't twist your body

PREVENT BACK BONE INJURY

www.safetygoodwe.com

Topic:- PManual Material Handling 

PREVENT BACK BONE INJURY 

Back injuries are among the most common workplace injuries and also among the most common musculoskeletal disorders (MSDs).One in every 5, workers suffers a back injury on the job. Make sure employees/Sub contractors know about the strategies for preventing back injury and pain.

Back injuries are the most common cause of days away from work and some back injuries can result in chronic pain and permanent partial disability.So many safety topics are critical for preventing worker injuries. But across the board in all industries, perhaps the most critical is back safety training. 

• To help and  prevent back injuries, employees must be educated for safe lifting practices through Tool Box meeting programs that encourage physical fitness and a healthy body weight may also help to reduce back injuries.
• To prevent shoulder injuries the employees must be educated for Light stretching, the use of lifting and gripping gears and frequent short rest breaks can help to minimize the risk of shoulder injuries

These incidents are well known causes of back strain, but you might not have considered other "underlying" factors that lead to back injury. Several conditions influence your "back health."

The cause of most back problems is poor posture, loss of flexibility, stressful living/working habits and above all, a general decline in physical fitness.

Common Causes of Injury

There are many causes of back injuries. Often, an injury occurs due to a combination of causes that weaken an employee's back over a period of years until something is seriously damaged.

• Improper lifting. Improper lifting technique is a major cause of back injuries, especially job-related injuries. Lifting a load improperly can cause a serious and immediate injury if your back is already over strained or out of shape.
• Awkward motions. Activities such as reaching, bending, and twisting are often cited as causes of back injury. Injury can be caused over time by wear and tear on the back or as a result of one sudden movement.
• Physical condition. If an employee's body and back are in poor condition, that worker is more likely to develop back problems and pain. This often happens when people who normally don’t use their back try to do something that requires a lot of lifting or other stress. This can easily result in a strain or sprain.
• Excess weight. Being overweight or having a potbelly can put continuous stress on your back that will gradually weaken it and contribute to injury.
• Poor posture. People often complain of back pain because they slept in an awkward position, or because they sat or stood in an awkward posture for too long. Slouching, slumping, hunching, and other habitually poor postures put stress on the back and over time can lead to pain and injury.
• Medical conditions. An underlying medical condition can make the back more susceptible to injury. For example:

• Degenerative conditions such as arthritis and osteoporosis
• Viral infections
• Irritation to joints and discs.

Safe Lifting

Probably the most common cause of back injuries on the job, of course, is improper lifting. So teaching employees the safe lifting technique can go a long way toward preventing injuries.

Here's a simple five-step technique that can help reduce the risk of back injury.

Step 1. Stand close to the object with a wide stance. Feet should be shoulder-width apart, with toes pointing outward.

Step 2. Bend at the knees and hips, and try to maintain your body’s natural curve.

Step 3. Pull the load close to you and grip it firmly.

Step 4. Tighten your stomach, to act as a back support, and lift your head, which will help you lift with your legs rather than your back.

Step 5. When you’re ready to lift, use your legs and keep your back straight.

Preventing Back Injuries Can Make Diference 

Surprised? You shouldn't be. When you "let yourself go," (and most of us do with age) the first thing to go can be back strength. Along with correct lifting techniques, we should also work on our overall physical condition.

Nutrition--is an important key to staying physically fit! As we grow older, our metabolism slows down. To counteract this natural event, we have to eat the right types of food-and not too much of it-or the pounds come on quickly! Now, what does nutrition have to do with a healthy back? For one thing, a healthy back is correctly balanced on your spine.

With a "sway" back, that balance is lost-and those darned potbellies cause sway backs. Carrying around excess weight puts tremendous strain on back tissues, so lifting even a small extra load may cause an injury.

Exercise--plays an important role as well. A form of exercise as simple as walking 30 minutes a day can raise your heart rate and burn enough calories to help keep you lean. Flexibility is another condition that changes as we grow older, if we don't work to retain it. It's true, as they say-"Use it or Lose it!" Without flexibility, we lose our body's full range of motion.Exercise helps keep the back limber and strong

Then, when a sudden, physical demand takes a muscle or joint further than it's used to, the risk of injury is high. You can do stretching exercises every morning to keep yourself flexible and ready for the physical demands of work. After all, don't athletes warm up before a game to prevent injury?

Proper lifting-- The key to safe lifting and preventing back injuries is to lift with the legs, not with back. When lifting objects, employees should bend the knees, maintain the natural curve of the back, and let the leg muscles power the lift as they rise. For objects that are too heavy to be lifted safely, employees should use mechanical aids or get help from a co-worker.

Repetitive tasks-- Repetition of the same movements over and over puts a lot of stress on the body. Tasks that involve bending, twisting, reaching, and lifting should be modified to the extent possible to minimize strain on the back. It is recommended that employees alternate tasks that are physically demanding on the back with less stressful ones to give their backs a chance to rest.

Time out: - Frequent short breaks when performing physically demanding or repetitive tasks can also help reduce the risk of back injury. Employees should take mini breaks of a minute or two every half hour or so to stretch and relax tired back muscles.

Fixed positions--not moving enough--can also cause back problems. Staying in a fixed position for too long can lead to muscle spasms. We feel it as stiffness, but by the time discomfort from "static" muscle contractions is experienced, low level tissue damage has begun. Take stretch breaks between long standing or sitting periods to improve circulation and prevent back strain.

Poor body mechanics and bad lifting habits usually "trigger" a back injury-and are more likely to do so if overall physical condition is poor. Remember these techniques to help escape injury:

• Avoid using fast, jerking motions when lifting.
• Avoid bending and twisting at the same time.
• Avoid handling a load too far away! Keep the load close to your body.
• Teamwork! If the load is too heavy, two persons should carry the load.

Posture-- Poor posture is a common cause of back pain. Slouching when standing or sitting is a major culprit. When standing for long periods, employees should stand with feet apart and weight balanced over both feet. When sitting, employees should sit up straight, with both feet flat on the floor. A pillow can be used to support the lower back.

Emotional Stress leads to mental distraction, so that things other than proper body mechanics are on your mind. Stress and back pain seem to go together. Low back pain has been called "a tension headache that slipped." Solving our personal problems isn't always easy to do, but it often takes away back pain and helps prevent repeated injuries.

In Conclusion: Improper lifting isn't the only thing that causes back injuries. People who do not also stay in good physical and mental condition are at high risk for back problems.

"OUCH! Why did I try to lift that much weight on my own?"

Did you ever ponder those words after you hoisted something heavy, or lifted from an awkward position?

It's Up To You--Take Good Care Of Your Body and Save Your Back!

Falls From Any Height

www.safetygoodwe.com

Topic: Fall Protection

Falls From Any Height

Who needs fall protection equipment? If you said workers building bridges or cleaning office tower windows you would be right. But what about all the workers who work at lesser heights, just a few feet off the ground? They should also be protected from falls - which can be every bit as fatal.

Consider your work area. Are there locations from which someone could fall? What sort of protection is in place to prevent a fall? And is there equipment to stop a fall?

The situations to be considered are both:

• Permanent - such as a fixed ladder on a process tank or mezzanine floor where materials are stored.
• Temporary - such as a scaffold or the top of a loaded truck.

Fall protection equipment is broadly divided into two categories:

• One is fall prevention equipment. Guardrails and coverings at floor openings and safety-interlock gates on elevated platforms are designed to prevent falls. A body harness worn by the worker can also be used to tether him to an area away from the fall hazard.
• Fall arrest equipment is designed to save the worker if he falls. He may wear Personal Protective Equipment consisting of a body harness and lanyard attached to a lifeline or an anchor point. Or a net slung below the work area may protect him.

The law in many areas says a worker must be protected if he is exposed to a fall hazard of 10 feet or three meters. But a study has indicated 10 per cent of fatal falls occur at heights lower than that, therefore at current 6 feet and 1.8 meters are to be followed.

Imagine someone falling four feet from a loading dock and striking his head on the pavement. Such an incident could very well be fatal.

Check these areas:

• Do employees ever have to climb on top of vehicles, to unload tankers, remove load strapping, paint or do other maintenance?
• Does anyone ever go to the roof? Do maintenance workers service the air conditioner up there? What is the potential for falls?
• Do you ever do painting of the facility during slow work periods? Are scaffolds built safely according to regulations?
• Floor openings created by construction work must always be properly barricaded and securely covered.
• Catwalks over machinery and process equipment must be regularly inspected and maintained.

Safety laws are in place to prevent falls from heights. Be sure to follow these rules to the letter. And look beyond the law. You know a fall hazard when you see one, so report it to ensure it gets fixed.

Scaffold Work Can Be Dangerous; Know The Basics Of Scaffold Safety.

www.safetygoodwe.com

Topic : Scaffold Safety

Scaffold Work Can Be Dangerous; Know The Basics Of Scaffold Safety.

Every year many scaffold related death and scaffold-related injuries – and about 40 scaffold related incidents are getting reported. If you are doing work on scaffolds, know how to work on them safely – it could save your life! 

Here are some rules about scaffolds that must be followed if you want to work safely: 

1. A competent person must be available to direct workers who are constructing or moving scaffolds; s/he must also train employees, and inspect the scaffold and its components before every work shift, and after any event that could affect the structural integrity of the scaffold. The competent person must be able to identify unsafe conditions, and be authorized by the employer to take action to correct unsafe conditions, to make the workplace safe. And you need a qualified person, someone who has very specific knowledge or training, to actually design the scaffold and its rigging. 
2. Every supported scaffold and its components must support, without failure, its own weight and at least four times the intended load. The intended load is the sum of the weights of all personnel, tools and materials you will place on the scaffold. Don’t load the scaffold with more weight than it can safely handle. 
3. On supported scaffolds, working platforms/decks must be planked close to the guardrails. Planks are to be overlapped on a support at least 6 inches, but not more than 12 inches. 
4. Inspection of supported scaffolds must include: 
• Check metal components for bends, cracks, holes, rust, welding splatter, pits, broken welds and non-compatible parts. 
• Cover and secure floor openings and label floor opening covers. 
5. Each rope on a suspended scaffold must support the scaffold’s weight and at least six times the intended load. 
6. Scaffold platforms must be at least 18 inches wide, (there are some exceptions, and guardrails and/or personal fall arrest systems must be used for fall protection any time you are working 10 feet or more above ground level. Guardrails must be between 39 and 45 inches high, and mid-rails must be installed approximately halfway between the top-rail and the platform surface. 
7. The OSH standard requires that a worker have fall protection when working on a scaffold 6 or more feet above the ground. 
• OSH requires the use of a guardrail OR a personal fall arrest system when working on a supported scaffold. 
• OSH requires BOTH a guardrail AND a personal fall arrest system when working on a single-point or two-point suspended scaffold.
• OSH requires a personal fall arrest system when working on an aerial lift. 
8. Your lifeline must be tied back to a structural anchorage capable of withstanding 5,000 lbs of dead weight per person tied off to it. Attaching your lifeline to a guardrail, a standpipe or other piping systems will not meet the 5,000 lbs requirement and is not a safe move. 
9. Wear hard hats, and make sure you have toe-boards, screens and debris nets in place to protect other people from falling objects. 
10. Counterweights for suspended scaffolds must be able to resist at least four times the tipping moment, and they must be made of materials that can not be easily dislocated (no sand, no water, no rolls of roofing, etc). 
• (The term “tipping moment” refers to the number of foot-pounds where weight times distance of the counterweight equals, or balances, weight times distance for the loaded scaffold. Therefore, multiplying the calculated weight of the counterweight by four will ensure that the scaffold is able to resist at least “four times the tipping moment.” This would be calculated by the qualified person who designs the scaffold.) 
11. Your employer must provide safe access to the scaffold when a platform is more than two (2) feet above or below the point of access, or when you need to step across more than 14 inches to get on the platform. Climbing on cross braces is not allowed! Ladders, stair towers, ramps and walkways are some of the ways of providing safe access. 
12. All workers must be trained on: 
• How to use the scaffold, and understand how to recognize hazards associated with the type of scaffold they are working on; 
• Understanding the maximum intended load and capacity; 
• Recognizing and reporting defects; 
• Fall hazards, falling object hazards and any other hazards that maybe encountered, including electrical hazards (such as overhead power lines); 
• Having proper fall protection systems in place. 

NOTE: Only some scaffolds were selected for this training. There may be additional hazards associated with other scaffolds that will not be covered in your training.

Establishing Safety Programs

www.safetygoodwe.com

Establishing Safety Programs

Establishing a safety and health program at workplace is one of the top ways of protecting your most valuable asset i.e. WORK FORCE.

• 
  The health and safety of all employees of any reputable company must be of primary importance. 
• Preventing work related injuries and illnesses should be given precedence over operating productivity, whenever necessary. 
• To the extent possible, management needs to provide all mechanical and physical protection necessary for personal safety and health.

In addition, workers must also know and follow their duties and responsibilities to protect the safety of themselves and their co-workers.

Know your leaders: Organization must designate leaders with formal safety program responsibilities, such as a safety committee or a safety coordinator.

Know Your Responsibilities: All employees need to know the safety rules and conduct their work in compliance with them. Disregard of the safety and health rules must be grounds for disciplinary action up to and including termination. Each employee must also make full use of the safeguards provided for their protection.

Employee Responsibilities:

• Reading, understanding, and following all safety and health rules and procedures
• Signing the Code of Safe Practices and other policy acknowledgements
• Wearing PPE always when working in areas where there is a possible danger of injury
• Wearing suitable work clothes as determined by the supervisor/foreman
• Performing all tasks safely as directed by their supervisor/foreman
• Reporting ALL injuries, no matter how slight, immediately and seeking treatment promptly
• Knowing the location of first aid, firefighting equipment, and safety programs devices
• Attending all required safety programs and health meetings
• Not performing potentially hazardous tasks, or using any hazardous material until properly trained, and following all safety procedures for those tasks
• STOP AND ASK QUESTIONS IF IN DOUBT ABOUT THE SAFETY OF ANY OPERATION

Communication System: All workers should be encouraged to inform management about workplace hazards, without fear of reprisal. Workers should also regularly check safety bulletin boards to review current and relevant safety programs information.

Hazard Identification and Control: Organization should perform periodic inspections and have procedures of identifying existing or potential hazards in the workplace and eliminating or controlling them. Hazards, where possible, must be corrected as soon as they are identified. When hazards can’t be immediately corrected, a target date for correction will be set. Organization should also provide interim protection for workers while hazards are being corrected. A written tracking system will be established to help monitor the progress of the hazard correction process.

Accident/Incident Investigation: Accidents/Incidents need to be investigated by trained individuals to understand why the accident or incident occurred, and what actions can be taken to prevent a recurrence. The focus will be on solutions and never on blame. Reports of the incident will be in writing and identify the causes of the accident or near miss occurrence.

Training: A formal injury and illness prevention plan should include training and instruction when employees are first hired, for all new employees for each specific task, and for all employees given new job assignments for which training has not already been received.

Periodic Program Evaluation: Organization should conduct periodic reviews of each critical component to determine what is working well and what changes are be needed. All employees should be encouraged to participate by keeping management informed of their concerns regarding the elements of this safety and health plan.

Organization goal should be "Zero Accidents and Injuries". To achieve this, management, supervisors, and workers must cooperate in effectively implementing formal safety programs.

Good Supervisor : Key for Organization Safety Success

www.safetygoodwe.com

Good Supervisor : Key for Organization Safety Success

In the business of safety, supervisor involvement in the safety function is always a critical topic of discussion. In many ways, effective safety leadership is a critical skill that any current or would-be supervisor must master.

A team's supervisor, the most vital and critical link to safety on the job, 

• can play a critical role in driving safety success among his/her team or, worse. 
• can indirectly contribute to eroding the confidence of team members in the safety process overall when misalignment between safety expectations/goals and operational/production occur.

An effective supervisor can make a safety professional's job extremely easy or incredibly hard, all based how they are perceived by the team members they direct when it comes to safety related issues. 

Senior leadership and safety professionals rely on supervisors to provide a consistent, knowledgeable and actionable message of safety in the field.

After all, what is our goal? Quicker production? Getting the job done? Being right?  Getting team members back to work and home safely, because Life and time are not for wasting? 

• If these are your goals as a supervisor, then there is a much broader discussion that needs to happen!
• If these are not your goals and your goals are aligned with management in assuring that your top priority is the preservation of life and property, then you've come to the right place.

This subject is intended to provide advice and guidance for you the supervisor in becoming an effective ambassador for safety from the perspective of a safety professional in the field.

1. Do what you say you will do.

The question of whether or not you are committed to safety as a supervisor is not measured by what you say; it is measured by what you do. If your people perceive you to be a person of all words and no action, then they are less likely to believe that you are committed to safety and that two you are an unreliable ally in ensuring safety on the job. When personnel bring to you a concern or issue, the expectation is that you will act on it quickly: Not dismiss it, not ignore it or not immediately invalidate it. Having been involved in situations where the supervisor was perceived to have no interest in addressing a situation, many people have told me it was not so much a question of how unsafe the situation was, but that the supervisor "didn't care" or "brushed it off." Not every situation requires a definitive corrective action each time a situation is brought up. Some situations require use of skills that will be outlined shortly, but the first step for you as a supervisor to gain team members trust and respect in these situations is when an issue is presented and you commit to determine a resolution, follow through. Act quickly and do what you say you will do.

2. Listen.

Some would argue that this is the most vital skill to a supervisor when it comes to any kind of success, let alone safety success, but if you are committed to skill #1, then you must commit to that first and then listen so you know what you are committing to achieve. Listening is an emphasized skill at multiple levels and many of us believe we know how to listen, but do we? Here's a situation, a team member walks into your office and has a safety issue he or she wants to discuss. You acknowledge the concern, ask her to sit down and present her concern. She begins and as she does so, you continue to complete the report you were working on or you take a call for a status update on that job you've been working and is critical to production. Are you listening?  You are hearing, not listening. Listening requires active engagement.

When an issue is brought to me as a professional or I am engaged when I am out on the production floor, giving my full attention to the concern is of the upmost importance, which means resisting the temptation to check your phone or grab the production manager as he is walking by because you have a question to ask him. This allows me, and will allow you, the opportunity to ask questions and fully understand the concern, helping to formulate a solution or plan of attack to address the situation. Given the demands of the work environment, time is precious and we have to make a conscious choice in how we will manage that time, but when it comes to safety and your team members' concerns, you can't simply hear, you have to listen.

3. Get out and look.

Being labeled a "desk jockey" does not do you and your team members any good when it comes to safety. It especially adds no value when a concern brought to your desk can be seen and possibly be addressed immediately by you and the person(s) bringing the issue forward. I will admit, with the amount of desk work that is placed on many supervisors, it can be difficult if not impossible most days to even think about spending time in the field, but I assure you, when you do your team members will notice. As a safety professional, it is important for me to spend time in the field and see the issues first-hand.

Striving to spend at least four or more hours in the field in a given shift is, I have found, is optimal. It allows me to get to know team members on a personal level and when concerns are brought forward and gives me the opportunity to review the issue in real time and provide guidance or recommendation. It also helps bring out concerns that personnel may be unwilling to come to your office to discuss. There are many times where just walking through the shop brings out any number of safety issues or concerns from personnel. It also allows opportunity to open dialogue with team members on things that you see or could provide guidance about. In addition to making spending time in the field a priority, you must also be flexible enough to enter the field whenever you are needed, as well. To truly understand the situation presented, you must visualize! 

4. Empathize.

We have all been in the situation of bringing a concern or issue we think could be touchy to our supervisors.  The situation does not event have to be safety related. It is difficult for team members to bring these situations forward, especially if there is a perceived negative consequence to the issue they are bringing up.  Put yourself in their shoes: How would you feel if you were the one bringing this issue to you? Would you want your supervisor to immediately dismiss the issue or concern or would you want to believe that they really don't care about what you are bringing forward. Understand that, most likely, the individual bringing you the issue is anxious and really wants to know that you are willing to listen. If you respond poorly, then team members will shut off and go around you for resolution, which can have a very isolating effect to a supervisor.

5. Communicate.

Communication is defined as "the act of conveying intended meaning to another entity through the use of mutually understood signs and semiotic rules. The basic steps of communication are the forming of communicative intent, message composition, message encoding and transmission of signal, reception of signal, message decoding, and finally interpretation of the message by the recipient." Communication involves both verbal and non-verbal cues. Body language can say more to a team member than anything you say. If you are presented with a situation, and your immediate reaction is to "roll your eyes" or "heavily sigh," your team understand the message that was just sent.

Shortness in voice, sharpness in tone, or an expression of agitation in your verbal communication can be indicators of indifference or unwillingness to participate in a conversation. In most situations, this person is bringing this to you because he feels it is important. He would prefer not to even have to bring this to you at all. This was not part of his plan for today. Making sure you present a tone of openness in body language and tone when communicating can help make sure you get the whole story and can win you an ally in ensuring more issues are brought forward. Personnel will also be more willing to work with you when resolution of an issue is not immediate.

It is also important for you as a supervisor to communicate back to your team members on the status of an issue. Don't just take the issue and run. Update your personnel periodically until the situation is resolved. I assure you, having observed a large number of supervisor/team member interactions in the field, team members appreciate this more than actual resolution to a safety concern in most situations.

6. Give timely feedback.

The ability to provide timely and effective feedback is a vital skill that a supervisor must possess to be successful. You are expected to lead when times get rough. Maintaining control and the ability to give effective and constructive feedback in every situation is key. Your team members are skilled craftsmen that take pride in their work and understand what needs to be done, but every now and then, the best among them can benefit from good, effective, and constructive feedback.


7. Be humble.

No one knows everything. Even the best among us cannot read every book, every manual, or piece of literature or know every process. While it is your obligation to seek this knowledge to improve your skills, it is not a sign of weakness to admit that you don't know or that you don't have the answer. People respect when a person knows his or her limitations; they do not respect when they know that you are making up an answer to save face, show that you know the answer when you don't, or provide an answer to suppress conversation. If you don't know, you don't know: That's the bottom line. Show humility and admit that you don't know but will do everything you can to find out the answer.

Draw on your team members themselves. Their experiences vary and they can provide a wealth of information that will benefit you and your team. Get them involved and allow them to speak up. Engage your team members in two way dialogue and keep these lines open. A person who can admit to flaws but also be willing to learn from them and provide answers is a very reliable safety advocate.
 
Safety is critical to our overall success in any workplace. It is a deeply held value from management on down.  Success in safety depends on effective safety leadership from the person who can help affect safety the most, the supervisor. Providing skills to supervisors that can help achieve effectiveness in the promotion of safety is critical to sustained safety success. Supervisors are that critical link in safety success or failure. Without safety success, nothing else matters.