April

Non-Routine Tasks – A Steady Source of Injury

Non-Routine Tasks in the Workplace

A non-routine task requires an employee to perform a job that they do not perform very often, one that is outside the normal day-to day activities of the employee. Since the performance of these jobs is infrequent, the employee often overlooks or misses the hazards associated with performing these tasks.

A non-routine task is just that, not routine for the employee. It can be anything from repairing a piece of equipment after a failure, servicing a piece of the equipment as part of annual routine maintenance, or installing and operating a machine for the first time. For the employee, this could be a new task assignment or a task recently added to their workload. It results in performing either a task that they have never done before, one that they have not completed in quite some time, or one that they are not fully trained to perform.

Each of these scenarios introduces a new set of potential hazards because the employee is not familiar with the task. The protective measures that need to be in place to perform the task safely may not be fully developed, or even known to the employee who may not have been involved the last time this job task was completed.

Since these tasks are not part of the normal process for the employee, the chances of injury while performing these tasks increases substantially. This happens because the exposure to hazards that the employee does not normally encounter. When an employee is performing their normal work assignment, they are aware of the established procedures they need to follow to complete the work safely. The training on these established procedures, combined with their experience, provide them with an acute awareness of the hazards inherent to the task.

For a non-routine task, many times the employee gets injured reacting to events that occur during the process as it is happening.  This occurs because the training on this particular process is not complete or the job is not accurately assessed prior to the work, and the employee does not know what to expect. Another potential reason is that it has simply been a long time since the employee executed the task before, so they may encounter issues when they miss a step in the process while they are performing the task.

Strategies to Reduce Non-Routine Task Injuries

The main step in the prevention of non-routine task related injuries is to perform a Job Safety Analysis (JSA) on these tasks prior executing them. Tasks that are either new or infrequent are the perfect candidates for JSA, because of the task needs analysis and development to be able to create a procedure to complete the job safely. This analysis includes:

• Identification of the necessary steps and the proper sequence of the steps to complete the task successfully.
• Identification of the risks and hazards involved with each step in the process, and addressing them prior to executing the process and risking injury. One method to help in this step is to ask “What could happen here?” questions to flush out hazardous scenarios.
• Develop preventative measures during this process with a goal of eliminating identified hazards.
• Document the JS to be able to refer to the completed analysis prior to the next time the task needs to be completed.
• When a non-routine task arises, hold pre-task reminder meetings with everyone involved to review the work assignment and existing JSA.

Additional Job Safety Analysis Tips

Once you have gone through the effort to create a JSA for a non-routine task, save the documented output of the JSA and store it in an accessible location for future use. You can also use the JSA as input to the documentation of Standard Operating Procedure (SOP) for that task, or related tasks employees perform at your facility.

Companies have had some degree of success documenting SOPs for the normal processing of jobs in the facility. Many companies use documented SOPs to train new employees when hired to familiarize them with the tasks, machines, etc. This is not always the case for non-routine tasks. For non-routine tasks, JSAs and SOPs that provide procedures to follow to reduce injury are valuable tools and should be used to train employees when the need arises.

Have experienced safety members create effective JSAs, as they are not only knowledgeable about the steps needed to complete the task from a procedural view, but also are skilled in identifying potential risks and hazards that could happen during the process.  This is invaluable information to transfer to the employee who will be completing these tasks.

March

Bonding and Grounding

When transferring flammable liquids, it is important that the containers involved are bonded and grounded in order to prevent static electricity from igniting the vapors. Static electricity results from the interaction of dissimilar materials.

This can occur when materials are rubbed together, such as walking across carpet while wearing wool socks. Static charges can develop when a liquid passes through a pipe or through an opening into a tank or drum. A static spark is a discharge of electricity across a gap between two points not in contact, resulting from the difference in electrical potential.

The spark produced from this discharge usually contains enough energy to ignite flammable vapors if they are in concentrations that will sustain combustion. While static electricity cannot be eliminated, the potential for static charge buildup can be reduced through bonding and grounding.

Bonding is the process of eliminating electrical potential differences between two or more objects. This can be accomplished by attaching a conductive wire between the objects. The attachment point on both objects must be solid and secure and should be made on a bare metal surface. Using a pressure clamp (screw-on or spring- loaded) is a good way to ensure a positive connection. The connection must be made prior to beginning the transfer of material between containers. Bonding will not eliminate a potential charge difference between the objects and the earth.

Grounding is the process of eliminating that potential difference between an object and the earth. To ensure a static spark is not created by the difference, a conductive path must be provided to the earth. An underground water main is a good grounding point, or a metal grounding rod can be driven into the earth.

Bonding and grounding are only effective on electrical charge conducting materials such as metal. Plastic drums and buckets cannot be grounded or bonded. When transferring flammable liquids to or from a plastic container, extreme caution should be exercised.

When filling a plastic container, use a grounded discharge nozzle and hose and fill the container from the bottom up. Decreasing the flow rate of the flammable liquid will decrease the potential for a static spark as will minimizing the sloshing of liquid in the container.

Grounded flash guards through which the liquid must flow can also reduce static potential. Ideally, flammable liquids are not stored in plastic drums.

Typical problems:

Frequently noted problems with bonding and grounding systems for flammable liquid containers and piping include:

• Inappropriate choice of what is used as a pathway to ground;
• Poor connections of bonding and/or grounding conductors to flammable liquid system components;
• Damaged conductors;
• Multiple containers in series.

Good practice principles:

Whether the situation consists of multiple pressurized spray containers at a spray booth, a series of drums connected to a dispensing system in a paint locker, or just a single container of flammable liquid or contaminated rags, the same principles of bonding and grounding apply.

• Confirm the ground: Confirm that whatever the grounding conductor will be attached to actually is grounded (preferably tied into the building grounding electrode system).
• Create a reliable electrical connection: Attach the grounding conductor to the source of ground permanently with a reliable means that will ensure continued metal-to-metal contact (e.g., mechanical, bare-metal connection via bolt and nut, welded connection, etc.).
• Chisel-point clamps: If the grounding conductor will be used to connect a single item to ground, ensure that the connecting end of the conductor is equipped with the type of clamp that has a chisel- point bolt and requires tightening with a wrench. This type of clamp will break through the paint on drums and other items that may need to be grounded. Do not use weak spring-loaded clips and clamps.
• Conductor wire: Use a conductor that is sufficient for the application such as No.4 copper wire for grounding and No.6 copper wire for bonding.
• Clamp to conductor connection: Make sure the clamp at the end of the grounding conductor is attached to the conductor in a reliable fashion that will ensure continued metal-to-metal contact (e.g., compression fitting, welded connection, etc.).
• Grounding multiple items at one location: If multiple items need to be grounded at one location, install a main grounding conductor with lateral conductors attached to it. In most cases, the main conductor will be run horizontally next to the items that need to be grounded. The laterals should be attached to the main conductor at locations nearest the respective items to be connected. Install the main conductor so that it is solid and taut. Keep the lateral conductors as short as feasible.
• Bonding straps: When constructing a bonding strap, use a suitable conductor (e.g., No.6 copper wire) and two chisel-point clamps that require tightening with a wrench. Make sure the clamps are attached to the ends of the conductor in a fashion that will ensure continued metal-to-metal contact (e.g., compression fitting, welded connection, etc.).
• Paint and other coatings: When applying bonding or grounding straps to containers or other items, make sure the chisel-point clamps are tightened sufficiently to break through any layers of paint or other coatings so a metal-to-metal connection is achieved.

Sources: https://safetymattersweekly.com/weekly-safety-meeting-bonding-and-grounding/

                https://www.grainger.com/know-how/safety-health/quick-tips/kh-safety-bonding-grounding-255-qt

February

Maintaining the Safety Committee’s Effectiveness

For optimal effectiveness, it is recommended that safety committees undertake the following actions:

1.  Hold Regular Meetings:

To maximize the impact of safety committees, it is crucial to schedule regular meetings following a consistent and accessible timetable. By doing so, committee members can plan their participation effectively, and consideration should be given to rotating meeting times to accommodate different work shifts. Additionally, embracing technology for virtual meetings facilitates the inclusion of remote or off-site members, ensuring a broader and more diverse committee engagement.

2.  Set Clear Meeting Agendas:

Clear and well-organized meeting agendas are fundamental to the success of safety committees. The committee should prioritize creating agendas with distinct topics and priorities, ensuring that each meeting has a focused purpose. To enhance efficiency, time frames for each agenda item should be established. Furthermore, encouraging members to contribute agenda items in advance promotes thorough preparation and active participation.

3.  Take Meeting Minutes:

Taking detailed meeting minutes is a cornerstone of effective safety committees. Designating a responsible person to capture comprehensive minutes ensures that discussions, proposed actions, responsible parties, and deadlines are documented. Distributing these minutes promptly after each meeting is essential to keep all committee members informed and engaged in the ongoing safety initiatives.  Include action items and who is responsible for completing each in the minutes to maintain accountability.

4.  Require Attendance Except in an Emergency:

Ensuring consistent attendance is a vital aspect of a committed safety committee. Establishing a policy that requires members to attend all meetings, with consequences for frequent absences, reinforces the importance of active participation. To accommodate various circumstances, providing alternatives for virtual attendance can enhance inclusivity and maintain a high level of engagement.

5.  Publicize Committee’s Accomplishments:

Effectively communicating the committee’s achievements is crucial for fostering a positive safety culture. Creating a communication plan to share successes with all employees through internal newsletters, bulletin boards, or company-wide emails can contribute to celebrating milestones and showcasing the committee’s valuable contributions. Regularly highlighting accomplishments helps maintain enthusiasm and support for ongoing safety initiatives.

6.  Set Short-Term and Long-Term Goals:

Strategic goal-setting is key to guiding the efforts of safety committees. Collaboratively establishing both short-term (one to six months) and long-term goals that are specific, measurable, achievable, relevant, and time-bound (SMART) ensures a clear direction. Periodically assessing progress and adjusting goals as needed keeps the committee focused on continuous improvement and effectiveness.

7.  Improve Cooperative Inspections:

Enhancing cooperative inspections is essential for a comprehensive safety approach. This involves including both workers and management representatives in safety assessments. Providing training on effective inspection techniques and regularly reviewing and updating inspection processes contribute to a continuous improvement mindset within the committee.

8.  Address Legitimate Safety Issues Only:

Maintaining a laser focus on legitimate safety issues is vital for the committee’s efficiency. Establishing clear criteria for identifying and prioritizing safety concerns ensures that discussions remain relevant and actionable. Encouraging members to bring forward specific, evidence-backed concerns helps in proactive problem-solving and prevents the committee from becoming a general gripe forum.

9.  Be Positive:

Cultivating a positive atmosphere is the glue that binds an effective safety committee. Fostering positivity during meetings, recognizing and appreciating member contributions, and using success stories as examples inspire ongoing commitment to safety initiatives. By embracing a positive outlook, the committee can build a culture of safety that resonates throughout the organization.

Finally be sure to acknowledge the members of the safety committee in the presence of all company employees. This group plays a crucial role in enhancing the safety and well-being of all staff, deserving sincere recognition for their invaluable contributions.

January

How to Prepare for – and Manage – an OSHA Inspection

Safety managers throughout the country work to prevent incidents, minimize injuries and prevent disruption in company production. One of their biggest fears is a knock from an OSHA compliance safety and health officer.

Throughout the safety and health industry, one of the biggest fears is an OSHA inspection. This doesn’t have to be the case. OSHA inspections, just like any other regulatory inspection, are very important and should be taken very seriously. However, with a few guidelines, the fear can be reduced, allowing safety managers to perform at their peak and minimize the risks of a potential citation from OSHA.

Pre-planning for an OSHA inspection is a must. Safety managers should work with key managers and supervisors at the workplace to ensure everyone knows their role. The following procedures can be used to prepare for and manage an OSHA inspection.

Arrival of the OSHA CSHO

Compliance safety and health officers (CSHO) have a protocol to follow when conducting an inspection. This includes checking in and obtaining permission to conduct the inspection. Make sure your receptionist knows whom to contact when OSHA arrives. It is best to get a supervisor or manager present as soon as possible to greet the CSHO. The manger should do the following:

• Verify the CSHO’s credentials: Look at his or her ID and business card. There have been rare cases of people impersonating a CSHO. All CSHOs will have a government-issued ID and business cards.
• Determine why the CSHO wants to inspect your workplace, i.e. complaint, accident, programmed, imminent danger, follow-up: You will play a key role in assisting the CSHO conduct the inspection. If you know the scope of the inspection soon after the CSHO arrives, that will be much easier. It also is important to have time to get all responsible parties within the company notified and present.
• Tell the CSHO that it is your company policy to contact your management prior to starting the inspection: Have the CSHO wait while you are making phone calls. At this point, you have not given the CSHO permission to inspect your workplace, so he or she should wait until the proper managers arrive. There is no set time the CSHO is required to wait. Keeping the wait as short as possible will begin to build a relationship that will be important throughout the inspection.

Permission to Inspect

I do not recommended you deny the CSHO permission to conduct the inspection. Although it is your company’s right, it can have negative impacts on the process. Discussing this ahead of time with all decision makers and assigning what manager will be giving the permission in the preplanning stage is a must.

If your company insists that OSHA get a warrant to inspect, the agency can and will most of the time. If the CSHO is denied access, he or she often assumes the company is trying to hide something, thus delaying the inspection. When this has happened, the inspection usually is longer and can involve more CSHOs.

Opening Conference

Once proper managers are present and permission to inspect has been granted, the CSHO will conduct an opening conference. This typically is a quick conference to discuss the reason for the inspection, scope, rights and responsibilities. Here are some tips for the opening conference:

• Request an opening conference if the CSHO does not call for one.
• Take detailed notes of everything discussed. If you need time to take notes, politely request that from the CSHO.
• Keep all publications and documents given to you by the CSHO.
• If more than one CSHO is going to inspect, find out if they plan to make the inspection in one group or split into two or more groups to make the inspection. If they want to divide into two or more groups, tell the CSHO you require an employer representative with each group.
• Be cooperative with the CSHO. At all times prior to, during and after the inspection, act in a professional, businesslike manner. Never enter into personal arguments.
• Communicate with the CSHO that you would prefer him/her to advise the company of all suspected violations and the standard involved. Inform the CSHO that you will be taking notes of all the suspected violations he/she informs you of so that there will be no dispute as to whether the company was informed.

 Records Review

It is common for the CSHO to review documents during the inspection. This often occurs during or right after the opening conference. If a document review is requested, it is suggested to only allow the CHSO to review your company safety and health program at the time of the inspection. Other records should be sent to the CSHO after upper management approves.

Do not volunteer to give or let the CSHO view any safety inspection reports made by your safety department, insurance carrier, etc., other than those reports required by OSHA (such as scaffolding inspection forms). This includes not giving or letting the CSHO look at any such reports that have been made on behalf of a subcontractor’s activities.

Walk-Around Inspection

Once the CSHO completes the opening conference and records review, he or she will start the walk-around portion of the inspection. This part of the inspection is where the CHSO typically will gather the evidence needed to issue a citation. Keep these steps in mind during the walk-around:

• Have a company representative accompany the CSHO at all times. Never leave him or her to have free and unlimited access to your workplace.
• Control the inspection: Treat the CSHO as you would a guest in your house; he/she is there with permission and will be expected to follow all instructions given to him/her and will be required to conduct the inspection in such a manner that it does not disrupt the scheduled work. Remember, it is the company’s workplace, not OSHA’s. The CSHO is to be treated as any other visitor; under your control while in the workplace. Tell him or her you need to take your own notes and photos and that you plan to gather information at the same time.
• If the CSHO asks questions about issues related to work that is being performed by a subcontractor, refer those questions to the subcontractor’s competent person.
• Take detailed notes of everything seen, discussed and done by the CSHO.
• Take photographs of everything the CSHO photographs. If the equipment, work area, etc., can be photographed from a more favorable position (different angle, greater distance, etc.), photograph it from the different position.
• Do not allow any employee to perform demonstrations for the CSHO. For example, if a truck is idle and the CSHO asks you or an employee to operate it so he or she can see if the horn or backup alarm is working, refuse to do it. Allow the compliance officer to see the work only as it normally is done.
• Do not volunteer any information. The CSHO is trained to obtain admissions from companies. Be careful answering questions. When in doubt, ask him or her to restate the question. Do not admit to a violation. State the facts only, not your opinion. Do not lie to the CSHO at any time.
• Do not issue orders, such as “clean up the trash,” during the inspection to have conditions corrected that have not been noticed by the CSHO. The immediate abatement of an alleged violation will not preclude being cited by the CSHO and may alert him/her to the condition.
• Make sure you fully understand everything the CSHO does or comments on. If you do not understand everything he or she says and does, ask questions. Insist on having time to record all facts, even if the inspection is slowed down.

 Rules for Being Interviewed

During the course of the inspection, the CSHO may ask you some questions. Although this is not an official interview, please treat it as such. The CHSO also may conduct an official interview with you. When either of these occur, these rules should be followed:

• Tell the truth.
• Make sure you understand the question.
• Just answer the question, nothing else.
• Answer based on your knowledge only. Don’t guess or speculate.

OSHA does not have a right to privately interview a member of management. Managers always can have other managers and representatives present when they are being interviewed. That rule changes with employees. OSHA has the right to interview employees privately. When this occurs, do not obstruct. The employee also should follow the same rules for being interviewed. Rule #1 is the most important — tell the truth. Never lie to a federal employee conducting an investigation.

Closing Conference

Upon conclusion of the inspection, a closing conference will be held. Typically, this occurs on the same day of the inspection. However, if the CSHO still needs to gather information, he or she may delay the closing conference. Ensure all company representatives are present and follow these steps:

• Take notes of everything discussed and record what documents were distributed.
• Make sure that no questions you have concerning the inspection go unanswered. If the CSHO feels that violations exist at your workplace, find out exactly why he/she feels that way. Tell the CSHO that you are noting every potential violation that he or she advises may exist so there will be no dispute at a later conference or hearing. Hand the list back and ask if that is everything. Ask what other items may exist. If the CSHO is unsure or does not list any others, explain that you are noting that no additional items were included in response to your questions.
• Finally, don’t give any estimates of abatement time needed to correct any alleged violations.

 OSHA Left, Now What?

The CSHO will go back to the office and complete the citation if one is being issued. This can take anywhere from a couple days to a few months. It depends on the workload the CSHO has on his or her plate. The CSHO will review the details of the case with his or her supervisor as well to ensure citations are based on the facts. These citations will then come in the mail to your office.

The deadline to issue citations is six months after the inspection. OSHA has quite a while to get these to you, but when you receive them, do not delay. Employers only have 15 working days to contest or attend an Informal conference or just pay the fine. Don’t miss that deadline as you lose all your rights.

https://www.ehstoday.com/standards/osha/article/21919418/how-to-prepare-for-and-manage-an-osha-inspection

December

Industrial Hygiene:  Keeping Workers Healthy and Safe

Organizations are responsible for the overall health and safety of the workers they employ, from warehouse workers to the executive suite at their desks. Keeping employees safe and healthy requires knowledge of industrial hygiene, which is the science dedicated to the anticipation, recognition, evaluation, communication, and control of environmental stressors in the workplace that may result in injury, illness, impairment, or otherwise affect the wellbeing of workers and community members.

Because industrial hygienists are trained to evaluate safety concerns and find solutions to problems, it is important that managers at all levels and across functions are able to effectively work with and manage industrial hygienists. Whether you have an industrial hygienist on your team or you have to hire an outside company for an assessment, being able to speak the language of industrial hygienists will allow you to have a deeper understanding of potential health and safety issues. In addition, once an industrial hygienist has recommended a course of action to correct any real or potential issues, you will be the one responsible for ensuring they are implemented in your workplace.

Managers across functions must be able to effectively work with industrial hygienists.

Even if you are not working directly with an industrial hygienist, these principles can help you effectively incorporate the health and safety concerns of industrial hygiene, such as ergonomics, into the design and management of your business. By incorporating these principles early in the planning process and being able to recognize potential issues before they escalate, you will help ensure the health and safety of your workers, and manage your company’s exposure to potential risk and liability.

Key Components of Industrial Hygiene

Industrial hygiene encompasses a wide range of health and safety concerns in the workplace. As a manager, you should be familiar with the basics of most of them. Here are some, though not all, of the key components of industrial hygiene.

• Ergonomics:  The goal of ergonomics (the study of people at work), is to reduce stress and eliminate injuries associated with bad posture, overuse of muscles, and repeated tasks. For example, proper ergonomics can help prevent carpal tunnel syndrome, tendonitis, and lower back injuries. While performing an ergonomics intervention, it’s important to involve workers in the process to ensure tasks are fit to the worker and workers are properly trained on aspects such as how to lift boxes correctly. Ergonomics can be improved through solutions such as changing the chairs or keyboards office workers use, introducing tools to reduce repetitive tasks, or limiting time on certain jobs.
• Noise:  Long-term exposure to noise – both wanted and unwanted sound – can lead to hearing loss for workers. Noise issues can be addressed in several ways, including designing a facility to minimize noise, separating workers from noisy machinery as much as possible, and using devices, such as ear muffs or ear plugs, to protect workers.
• Temperature:  Both high and low temperatures can cause problems for workers. If temperatures are too high, workers are vulnerable to heat stroke or heat exhaustion; heat stroke is a medical emergency that requires immediate attention. Workers should be allowed to slowly adapt to the heat (acclimatization) and drink small amounts of water frequently, and air should be cooled whenever possible. Prolonged exposure to low temperatures can lead to hypothermia or frostbite. Workers should be allowed to wear warm clothing, and take breaks in warmer temperatures when possible.
• Indoor air quality:  Indoor air quality can be impacted by many factors, including pollution from machines or tools inside the building, highway pollution outside the building, dusts from mechanical processes, or gasses. Poor air quality can cause issues ranging from chronic coughs to nausea to severe headaches. Proper ventilation is important to ensure that fresh air is brought into the work area and air filtering in an HVAC system can help remove contaminants from the air.
• Chemical exposure:  Chemical hazards can take many forms, from liquid to fumes to dusts, and can be absorbed, inhaled, or ingested into a worker’s system. Some common chemicals that can potentially be hazardous are cleaning products, gasoline, and pesticides. Many chemicals can be harmless in small doses, but even some common chemicals can cause symptoms in those who are particularly sensitive, and most chemicals can cause adverse effects in large doses or when proper safety precautions are not taken. These precautions include ventilation, personal hygiene such as hand washing, which can reduce the amount of chemicals absorbed by the skin, and maintaining equipment in order to prevent leaks and breakdowns.
• Radiation:  There are two types of radiation – non-ionizing radiation and ionizing radiation. Ultraviolet (UV) radiation and laser radiation are the types of non-ionizing radiation most likely to cause safety concerns, usually burns, for workers; UV radiation is a particular problem for outside workers, such as gardeners. Ionizing radiation can cause more considerable health risks for workers, and can be found in settings ranging from health care facilities to nuclear reactors and their support facilities. This type of radiation damages cells, and possible long term effects include cancer and sterility. Exposure to ionizing radiation should be limited as much as possible, and workers should be shielded from radiation by materials such as lead or concrete.
• Biological hazards:  Living organisms such as fungi, viruses, and bacteria, can enter the body and cause both acute and chronic infections. Workers who deal with plants or animals and laboratory or medical workers are particularly at risk for biological hazards, but all workers can be at risk for hazards such as mold, and bacteria that cause Legionnaire’s disease. Proper hygiene such as hand washing, ventilation, personal protective equipment such as gloves or respirators, and in certain cases, isolation of the hazard, can all help minimize the risks associated with biological hazards.
• Eliminating or Controlling Hazards: Once hazardous conditions have been identified there is a systematic approach to eliminating or minimizing the potential hazard. This starts with designing the hazard out of the process or operation, providing local exhaust ventilation, establishing proper work practices, providing proper personal protective equipment (PPE) and applicable administrative measures.

Optimizing these components of industrial hygiene through monitoring and analyzing hazards and engineering solutions to minimize those hazards will help control potential health risks that impact both workers and your organization. These hazards can cause a wide range of negative outcomes from disease and injury to lost time and reduced productivity in your organization. Understanding the principles of industrial hygiene will help you control these factors more effectively and thus have a healthier, more productive workplace.

November

Developing and Implementing a Workplace Violence Prevention Program and Policy

The first priority in developing a workplace violence prevention policy is to establish a system for documenting violent incidents in the workplace. Such data are essential for assessing the nature and magnitude of workplace violence in a given workplace and quantifying risk. These data can be used to assess the need for action to reduce or mitigate the risks for workplace violence and implement a reasonable intervention strategy. An existing intervention strategy may be identified within an industry or in similar industries, or new and unique strategies may be needed to address the risks in a given workplace or setting. Implementation of the reporting system, a workplace violence prevention policy, and specific prevention strategies should be publicized company-wide, and appropriate training sessions should be scheduled. The demonstrated commitment of management is crucial to the success of the program. The success and appropriateness of intervention strategies can be monitored and adjusted with continued data collection.

A written workplace violence policy should clearly indicate a zero tolerance of violence at work, whether the violence originates inside or outside the workplace. Just as workplaces have developed mechanisms for reporting and dealing with sexual harassment, they must also develop threat assessment teams to which threats and violent incidents can be reported. These teams should include representatives from human resources, security, employee assistance, unions, workers, management, and perhaps legal and public relations departments. The charge to this team is to assess threats of violence (e.g., to determine how specific a threat is, whether the person threatening the worker has the means for carrying out the threat, etc.) and to determine what steps are necessary to prevent the threat from being carried out. This team should also be charged with periodic reviews of violent incidents to identify ways in which similar incidents can be prevented in the future. Note that when violence or the threat of violence occurs among coworkers, firing the perpetrator may or may not be the most appropriate way to reduce the risk for additional or future violence. The employer may want to retain some control over the perpetrator and require or provide counseling or other care, if appropriate. The violence prevention policy should explicitly state the consequences of making threats or committing acts of violence in the workplace.

A comprehensive workplace violence prevention policy and program should also include procedures and responsibilities to be taken in the event of a violent incident in the workplace. This policy should explicitly state how the response team is to be assembled and who is responsible for immediate care of the victim(s), re-establishing work areas and processes, and organizing and carrying out stress debriefing sessions with victims, their coworkers, and perhaps the families of victims and coworkers. Employee assistance programs, human resource professionals, and local mental health and emergency service personnel can offer assistance in developing these strategies.

Responding to an Immediate Threat of Workplace Violence

For a situation that poses an immediate threat of workplace violence, all legal, human resource, employee assistance, community mental health, and law enforcement resources should be used to develop a response. The risk of injury to all workers should be minimized. If a threat has been made that refers to particular times and places, or if the potential offender is knowledgeable about workplace procedures and time frames, patterns may need to be shifted. For example, a person who has leveled a threat against a worker may indicate, “I know where you park and what time you get off work!” In such a case, it may be advisable to change or even stagger departure times and implement a buddy system or an escort by security guard for leaving the building and getting to parking areas. The threat should not be ignored in the hope that it will resolve itself or out of fear of triggering an outburst from the person who has lodged the threat. If someone poses a danger to himself or others, appropriate authorities should be notified and action should be taken.

Dealing with the Consequences of Workplace Violence

Much discussion has also centered around the role of stress in workplace violence. The most important thing to remember is that stress can be both a cause and an effect of workplace violence. That is, high levels of stress may lead to violence in the workplace, but a violent incident in the workplace will most certainly lead to stress, perhaps even to post-traumatic stress disorder. The data from the National Crime Victimization Survey [Bachman 1994] present compelling evidence (more than a million workdays lost as a result of workplace assaults each year) for the need to be aware of the impact of workplace violence. Employers should therefore be sensitive to the effects of workplace violence and provide an environment that promotes open communication; they should also have in place an established procedure for reporting and responding to violence. Appropriate referrals to employee assistance programs or other local mental health services may be appropriate for stress debriefing sessions after critical incidents.

October

How to Plan Effective Workplace Safety Drills

There are many different things that companies can do to help improve the safety of their facility and their employees, such as installing photoluminescent tape or reminder safety signs. However, learning about and implementing industry best safety practices, for example, can do a lot to cut down on hazards within the facility. The fact is, that without workplace safety drills, all the safety planning is still really just theory.

Planning and executing proper safety drills will help your facility to identify which types of safety improvement activities are working, and where more work needs to be done. When executed properly, these drills can be a key tool in the continuous improvement of the safety in your facility.  When looking to perform these drills, make sure you keep the following tips and strategies in mind.

Planning Drills

All your workplace safety drills need to be well planned out to ensure they are not only executed properly, but also to ensure you can gather all the data you can about the drill. This data can be used to make further safety improvements and locate where potential problems could occur.

Some specific points of data that you’ll want to work on collecting include:

• Time to Evacuate – Whether evacuating to a location outside, or to a specific part of the facility, you’ll want to know how long it takes to get everyone to safety.
• Participation – In most facilities there will be at least a few people who either try to stay in their work area or their office until the drill is over. Taking a headcount to ensure everyone participates is a good idea.
• Personal Protection Equipment – When holding a drill that requires certain people or areas to put on personal protection equipment, you should measure how long it takes for them to get it on, and whether they do it properly.
• Shutting Down Machinery – It is often essential to shut down specific machines during safety drills (or actual emergencies) to ensure they are not operating when emergency personal are in the facility. Keeping track of which machines were properly shut down is very important.

In addition to making sure you are gathering the right data during a safety drill, you’ll also want to make sure the drill is planned out in advance. Some things you’ll need to do in the days before the drill include notifying the fire department so that they don’t respond to any alarms, and making sure key personal are aware of the drill.

You will also want to make sure you are planning all types of drills on a schedule so that people on all shifts experience them. This is why most facilities will plan their safety drills months or even a year in advance to ensure everyone knows how to respond to a real emergency.

Types of Drills

You’ll need to make sure you execute all different types of drills to ensure your facility is prepared for anything. While almost every facility holds regular fire drills, and in many areas ‘shelter in place’ drills are common to prepare for strong storms. The fact is, however, that you’ll have to be prepared for many other types of issues in your facility.

Review the following list of different types of workplace safety drills, and then come up with a list that will work for your facility.

• Chemical Spill Drill – In the event that a hazardous chemical is spilled in your facility, everyone needs to know what to do. This type of drill needs to include both the responses of the general employees, and the responses of any emergency cleanup or containment crews.
• Fire Drill – Of course, fire drills are extremely important as this is one of the more common types of emergencies. Make sure everyone in the facility knows the best path out of the area, and where they should meet once they are outside.
• Severe Weather – If there is a tornado, hurricane or other strong storm you will need to make sure everyone knows to get to a location within the building that is safe. Like a fire drill, people need to know where to go and how to get there.
• Toxic Fumes – If toxic fumes, gasses or vapors escape their normal containment, people in the facility will need to know how to respond. Notifying the proper authorities is also important, and should be part of your drill.
• Electrocution – If someone is being electrocuted in the facility, people should know how to respond. Hitting the emergency power shutoff switch (if one exists) and notifying paramedics. Making sure people know not to try to go in and rescue the individual is also important, as this could lead to additional victims.

Of course, every facility will have a different list of emergencies that they need to prepare for. Coming up with a list for your facility will require you to look around and try to think of every possible hazard that could take place.

Changes after Workplace Safety Drills

Once a drill is done, you will want to take some time to look through the data that is collected to see what improvements can be made. This should be done by the safety manager of the facility as well as any area managers or supervisors.

Remember, even small things can make a major difference when it comes to responding to emergency situations. Always listen to any suggestions regarding what can be changed and how to keep people safer during a hazardous situation.

Compare Results

Once you’ve been performing workplace safety drills for a couple years, you will be able to start comparing results from one drill to the next. This is a great way to see where you are improving, and where new problems are coming up.

Make sure you keep track of what changes have been made so you can identify what types of things are most effective in your facility. For example, if you install safety signs that point the way toward evacuation points after a fire drill, you can see how much faster the next drill is performed. If there is a major improvement, you’ll know that these types of signs can be very helpful, and look into adding more of them.

You can also make small changes in specific areas of the facility to see how effective they are. For example, if you are thinking about adding glow in the dark floor tape so people can see the evacuation route, you can test its effectiveness in one area. If the data shows that it is helpful, you can add it to the rest of the facility.

Efficient Workplace Safety Drills

While the main goal of every safety drill should be to help make the facility a safer place to work, you also have to make sure your facility is running efficiently. This means you’ll want to make sure you aren’t scheduling workplace safety drills during peak operating hours or right after getting a major order in.

Also, make sure that the drill itself won’t be causing additional safety hazards. For example, if you have a fire drill scheduled for Wednesday but the weather forecast shows that a lightning storm is likely, you’ll want to change the date of the drill to ensure nobody gets hurt.

When done properly, these types of safety drills can be an invaluable resource for the facility, and the employees. They are one of the best ways to figure out what safety improvements are the most effective, and how to make further changes that will benefit the overall safety of the facility.

September

The Hierarchy of Ergonomics Controls

Safety experts are familiar with the Hierarchy of Controls, or the Hierarchy of Ergonomics Controls, in this case. That is, once a hazard is identified, we should look for ways to gain control over that hazard, and the Hierarchy provides guidance as we research, implement and verify improvements.  The Hierarchy of Controls is not just a theoretical suggestion. It’s a well tested and proven systematic approach to reducing hazards and increasing safety throughout a facility.

A common way to show the Hierarchy is an inverted pyramid, such as this one, from NIOSH.

Hierarchy of Ergonomics Controls

 Ergonomics control methods at the top of graphic are usually much more effective and protective than those at the bottom. Since ergonomics hazards are often more complex and multifactorial than traditional safety concerns, it’s common to apply a combination of control strategies to achieve practical solutions for the near- and long-term. For example, we might apply some combination of Administrative Controls as our initial hazard reduction approach while we research and implement more effective Elimination, Substitution and Engineering Controls that will be phased in over time.

Elimination and Substitution

Completely remove the hazard from the process, or replace the hazardous process element(s) with a non-hazardous or less-hazardous one. These controls are typically most effective, but may take more time and resources to implement. Implementation costs may be higher than other control options, but when well integrated with the overall process, can also provide significant payback in other process metrics like productivity and quality.

Engineering

Isolate people from the hazard, or reduce the hazard severity through physical design changes to the workstation or process flow. When well implemented, these controls are more effective than Administrative or PPE controls. The initial cost of engineering controls can be higher than the initial cost of administrative controls or PPE, but over the longer term, total costs are often lower, and may provide cost savings in other process metrics like productivity and quality.

Administrative and Personal Protective Equipment (PPE)

Change the way people work when exposed to a hazard, or the length of time they are exposed to the hazard, or use equipment (often wearable) intended to protect individuals from the hazard. Administrative controls and PPE programs may seem relatively inexpensive to establish but, over the long term, can be very costly to sustain, and have been proven less effective than other controls.

Example: Lifting Hazard

A workcell receives incoming components on a pallet placed by hand-truck on the shop floor. Workers walk an average of 20 feet to retrieve components from the pallet, return to their workstations where they perform assembly tasks, then carry and place their completed product on another pallet located roughly 15 away. An ergonomics analysis of the workcell revealed that the lifting tasks created an injury hazard and presented barriers to smooth flow and product quality.

The following table describes several possible improvement strategies organized within the Hierarchy of Controls:

August

Tips for Implementing a Safety Incentive Program

Companies are always looking for creative ways to prevent workplace accidents. One way that employers look to ensure workers stay safe on the job is by implementing an incentive program. Incentive programs often reward employees for safe actions and periods of accident-free workdays.

But do these programs actually work?

This article will take a look at safety incentive programs, pros and cons, share some examples of rewards that can be offered, and tips on how to develop a successful safety incentive program at your organization.

What is a Safety Incentive Program?

A safety incentive program is a reward-based program used to encourage employees to meet or exceed safety goals in the workplace. Safety incentive programs promote worker safety when done correctly. These programs compensate workers with rewards once team members have met specific safety goals.

Safety incentive programs can be in place for a specific project, a certain amount of time, or as an ongoing motivational tool to promote safe work practices on the job. Incentive programs are commonly used in such industries as manufacturing, construction, warehousing, and refineries.

Safety incentive programs in the past have been a somewhat controversial tool when not implemented correctly. There was and still remains concern by many in the safety industry that these programs discourage workers to report workplace injuries and illnesses when incentivizing not having accidents.

A worker may get pressure from coworkers to not report an injury. The last thing a safety manager wants is an injured employee continuing to work. And a minor injury can quickly turn into a more serious issue if it goes untreated.

Tips for Implementing Your Program

Below are some helpful pointers on implementing a successful program in your workplace.

Encourage participation. 

To ensure a successful program, workers must feel that their input is important and welcomed and that their voices are clearly heard. Employers should take into account the language, education, and skill levels of their workers. If workers fear retaliation or discrimination for speaking up, they are not likely to participate in the program.

If an accident investigation focuses on blaming workers rather than finding the underlying conditions that led to the incident, then the program will not be successful. If reporting an incident or concern jeopardizes the award, then employers will not report accidents and incidents.

Ensure there is management support and involvement. 

If management does not 100% support and embrace the safety incentive program and participate in it, neither will employees. Workers must know that the program is fair, that it reasonably is administered, and that they have the opportunity to win the reward.

If that is not the case, the workers will not support or participate in the program. Employees’ trust in the program can best be accomplished by active and strong management involvement.

Form a safety committee. 

Forming a safety committee is a great way to reinforce the importance of safety and to get workers to participate in the safety program. Employers should select workers from all areas of the workforce. The committee should work together to review accident reports, perform workplace inspections, and make improvement recommendations to management.

Do not punish for reporting.

Punishing employees for reporting injuries or unsafe conditions in the workplace means employees are not likely to report them.

Encourage and reward training. Employers should identify where accidents and injuries have occurred in the past and strive to prevent them through training. Focused training will keep safety top-of-mind and will demonstrate that employees know how to avoid these injuries.

Reward reporting and solutions.

Workers should be encouraged to report unsafe conditions, but better yet, they should also provide solutions or fixes to the problem. For example, an employee could report that repairing a valve on a tank is unsafe because it exposes workers to a fall. It would be even better for an employee to not only report the hazard but offer ways that the hazard can be mitigated. For example, using fall protection equipment or constructing a guardrail above the tank.

Offering valuable awards for greater participation in the incentive program, such as gift cards, additional time off, or safety merchandise, demonstrates the value a company places on workers’ knowledge.

Common Safety Incentive Program Pitfalls

When implementing a safety incentive program, think through how you want to set up the program and possible issues that could arise. Below are several common pitfalls that are present in these programs.

Being Reactive (or Just Not Proactive) 

You must ensure that the employees are incentivized to proactively work safe. If the program only rewards not having injuries, the employees are not incentivized to take specific proactive steps to work safely.

Rewarding Not Reporting Incidents

As stated throughout this post, one of the biggest issues with safety incentives programs is rewarding not having accidents or injuries. Naturally, this rewards not reporting whenever possible.

Not Rewarding Frequently Enough

If companies are only doing an end of year safety award, this can discourage employees from actively participating all year to earn the reward. For example, if someone does something to lose their reward for the entire year in January, they are more likely to take risks while working.

Rewarding employees on monthly or quarterly basis with smaller rewards can keep the safety incentive at the top of their mind while also allowing employees to have the chance to earn the reward if they previously lost it earlier in the year.

Tying Rewards to Outcomes Outside the Employees Control

Incentive programs work better if employees can see that their actions are leading to the desired outcome and it is achievable. For example, if a company is tying safety goals into increasing sales numbers, many employees can be discouraged from putting additional effort into working safely since they have no control over the sales numbers for the year.

Summary

Safety incentives can help to build a culture that values safety in an organization. Some accidents will happen, no matter what steps are taken to prevent them, especially in hazardous industries such as construction and manufacturing. Sometimes tools and equipment fail, and people can get injured but implementing a safety incentive program can help empower workers to identify and report unsafe actions and conditions in the workplace.

A safety incentive program can help to create a culture of safety and encourages safe behaviors. The key is to ensure the program fits the goals and objectives of your company and involves your employees.

July Safety Tip

How to Get Employees to Report Safety Hazards

It can be difficult to get buy-in from employees when it comes to safety efforts in the workplace. Getting employees to report hazards is no different. While getting employees to report hazards can be difficult, it is vital that they do.

Why Reporting Hazards is Important

Training employees to be able to identify hazards in the workplace is a key component in preventing injuries. Reporting hazards is as important as being able to identify them in the first place. Once reported, steps should be taken to mitigate the hazard.

This process can assist in reducing the risk of injuries to occur since there are fewer hazards present that employees can come into contact with. Both “big” and “small” hazards should be mitigated. Employees will often walk past a hazard they perceive to be minor in nature.

Reporting these minor hazards can help reduce the frequency of injuries in the workplace. For example, a hazard as small as a 2×4 in a walking path can lead to an employee tripping and breaking a bone.

All too often, the most significant hazards in a workplace are the only ones that are mitigated completely. While mitigating these hazards is key to reducing the risk of severe injury occurring, reporting all hazards is necessary to ensure safety in the workplace.

Six Tips to Get Employees to Report Hazards

Below are six different tips to ensure employees are buying into the company’s safety program when it comes to hazard reporting. These tips can be used to improve most facets of a workplace safety program, but they are tailored to get improvement with employees to report hazards.

The tips that are covered below include training, getting support from upper management, holding employees accountable, changing your messaging, starting a safety incentive program, and holding a safety contest.

Some of the tips below may be items that you are already completing. Review all of the tips to ensure that you are getting the most out of your current efforts.

Train the Employees

This first tip may be an obvious one, but training is the first step in ensuring employees are competent in the safety expectations and procedures relating to their role. Employees do not know what they do not know and common sense is not always common.

Training should be comprehensive when hiring employees as well as during ongoing training sessions as work tasks or conditions change. When it comes to hazard reporting expectations, employees should first understand what the hazards are of the work they are completing.

Employees should then be trained on what is expected of them when they identify a hazard. They must understand how they should report hazards and who to report them to. If needed, they should feel comfortable stopping work to have a hazard corrected. They should also be trained on how to follow up with management in the event that a hazard is not corrected.

Consequences should also be communicated to employees at this time to ensure that they understand the repercussions of not following the stated safety expectations.

Get Ownership or Upper Management to Show Support for Safety

One of the first steps a safety professional should take when trying to make any changes or improvements in a company’s safety program is to get buy-in from key stakeholders. Depending on the organization, stakeholders may mean the owners of the business, upper management, or someone else.

These stakeholders are the ones who allocate resources and help set the tone for the rest of the organization. If employees know that these individuals do not actually prioritize safety, why should they?

Simple acts such as having these stakeholders take part in safety training meetings or safety talks can make all the difference in getting employees to want to follow the rules. Other ideas to involve these individuals include having them do job walkthroughs or safety audits.

Change Your Messaging

Safety professionals can sometimes be bland and repetitive when communicating the importance of safety to employees and key stakeholders. Getting buy-in is not a one-size-fits-all process. Everyone is unique, and certain messaging will resonate with some employees but not all.

Do not always try to lead with “you must work safe so you are not injured” or “work safe so you can go home to your family”. Yes, these are the most important reasons as to why we work safely, but it is easy to not internalize this point after hearing it so many times.

Also, some employees do not care about getting hurt if they perceive a risk to be minor in nature. Maybe they do not have a family to go home to. These individuals may just look to get the job done, and if they have to take safety risks to do it faster, then so be it.

As a safety professional, it is vital to be able to “sell” safety in other ways. One example of selling safety differently in the construction industry is communicating how safety is important to be able for the company to bid on new work. If employees continue to take risks and injuries result, even just minor ones, it can make all of the difference in whether or not there will be enough work once the current project ends. This is due to the fact that general contractors rely so heavily on incident rates in evaluating whether or not to allow a company to bid on projects.

There are many different angles to try to get through to motivate employees to work safely. Do not be afraid to stray away from the same old talking points in order to get buy-in for safety efforts, such as reporting hazards.

Hold Employees Accountable for Safety

Incentive systems drive everything in life. If employees are not incentivized to do the right thing, such as reporting hazards, then they will not consistently choose to take the desired action. An incentive does not always mean being rewarded, it also applies to receiving disciplinary action. By choosing to take the right action, the employee does not get into trouble.

Without accountability in the workplace, the chances that you as a safety professional make any sustained progress in your company’s safety program is slim. Employees must understand the expectations when it comes to safety.

As stated above, these expectations must be set at the time of hire. It is then vital to reinforce these expectations through ongoing communication as well as being consistent in disciplining employees when the expectations are not followed.

Start a Safety Incentive Program

As mentioned above, having a consistent disciplinary policy can be an incentive for an employee to work safely. Employees can be further incentivized to take actions, such as reporting hazards, by actively rewarding employees for doing so.

It is common for companies to have a safety bonus in place, but these programs are often tailored to only rewarding employees for not having any injuries. This type of program is reactive and is only incentivizing the end result of not having an injury.  OSHA has also stated that these types of incentive programs are against the law if they encourage employees to not report injuries out of fear of losing the bonus.

A safety incentive program should be proactive in nature and tailored to encourage employees to take specific actions that will lead to the ultimate goal of not having injuries. Think of it as rewarding the process, not only rewarding the end result.

If you want employees to report hazards, incorporate that action into your safety incentive program. An example is employees turning in a minimum number of hazards in a month or pulling a name out of a jar for employees who did report hazards over the last month.

Hold a Safety Contest

Safety contests can look like safety incentive programs, or they can be a part of a larger safety campaign. These contests can have a specific topic in mind, such as hazard reporting, or just be geared towards general safety in the workplace.

Hazard hunts are one example of a possible safety contest that could be implemented to encourage hazard reporting. A hazard hunt entails having employees submit hazards they identify in the workplace or during work tasks. The hazards can be verbally turned into a supervisor or safety manager. A form or card can also be produced to be put out in the field so that employees can write the hazards down and turned in.

Rewards can then be provided once the contest ends. A contest is a great way to encourage employees to get excited about sharing ideas that could reduce the risk of injuries or accidents. They are usually shorter in duration than an ongoing safety incentive program.

Summary

Getting employees to follow basic safety expectations is difficult, let alone getting them to go above and beyond day in and day out. Reporting hazards and taking ownership of getting them corrected can seem to the employee that it is not their job to do so.

By educating the employees that it takes everyone in a workplace to be responsible for safety, efforts can be made to continue to reinforce that message. The tips above can be used in conjunction to help get employees to report hazards.

June Safety Tip

How Work Hardening Programs Can Improve Safety

Manufacturing companies must ensure that their employees are well-prepared to handle physically demanding jobs. This preparation process involves work hardening programs that gradually build up an employee’s strength and endurance to prevent injury and increase productivity. These programs are not only used for rehabilitating injured employees but also for preparing new employees for physically demanding tasks. By implementing these programs, manufacturing companies can reduce the risk of workplace injuries, increase productivity, and improve employee morale.

One benefit of implementing work hardening programs is the reduction of workplace injuries. Properly preparing employees for the physical demands of their job can prevent strains, sprains, and other injuries, reducing the need for workers’ compensation claims and lost productivity. This can help manufacturing companies save money on medical costs and ensure that their employees are healthy and productive.

Another advantage of these programs is the increase in productivity. When employees are physically prepared for their job, they can be more efficient and productive. This can assist manufacturing companies in meeting production goals and reducing absenteeism. A productive workforce can also lead to increased profitability, making work hardening programs a wise investment for manufacturing companies.

Work hardening programs can also improve employee morale. When employees feel confident and physically prepared for their job, they are more likely to be satisfied with their work. This can lead to higher employee retention rates, reducing the cost of hiring and training new employees. A happy workforce can also lead to a positive work environment, which can improve employee performance and overall company culture.

To effectively implement work hardening programs, supervisors and managers should first assess the physical demands of the job. Identifying the specific movements, postures, and physical requirements necessary to perform the job safely and effectively is crucial. This information will help in designing a tailored work hardening program that simulates the physical demands of the job. The program should gradually increase in intensity and duration over time to ensure that employees are prepared for the demands of their job.  Be sure to utilize a trained physical therapist or occupational clinic to ensure program safety.

Training employees on the proper techniques for performing exercises and activities in the work hardening program is crucial. Employees should also be trained on how to safely operate machinery, use personal protective equipment, and maintain a safe working environment. This training is essential for ensuring that employees understand the importance of workplace safety and the consequences of unsafe practices.

Providing adequate supervision is necessary to ensure that employees are performing the exercises and activities correctly and safely. Supervisors should monitor employees to prevent overexertion and ensure that proper safety protocols are being followed. A culture of safety and accountability can be established by providing regular feedback and support to employees in the work hardening program.

In addition to work hardening programs, manufacturing companies must also consider acclimatization for employees working in hot environments. Exposure to high temperatures and humidity can cause heat-related illnesses such as heat exhaustion and heat stroke, which can be life-threatening if not properly addressed.

Acclimatization is the process of allowing the body to gradually adjust to hot working conditions, reducing the risk of heat-related illnesses. This process can take up to two weeks and involves gradually increasing the duration and intensity of work in a hot environment.

During the acclimatization process, it is essential to provide employees with frequent breaks in cool and shaded areas to allow the body to cool down. Providing access to cold water and encouraging employees to stay hydrated is also crucial. It is also important to ensure that employees are wearing appropriate clothing and personal protective equipment for working in hot environments.

Supervisors and managers can monitor employees for signs of heat-related illnesses, such as dizziness, nausea, and headache. If an employee shows signs of heat-related illness, it is crucial to remove them from the hot environment immediately, provide them with cool water, and seek medical attention if necessary.

To ensure that employees are well-prepared for physically demanding jobs in a manufacturing company, supervisors and managers can also implement an employee mentoring program. This program involves pairing new employees with experienced workers who can provide them with training and guidance on the job. This mentoring program can help new employees to feel more comfortable and confident in their work, reducing the risk of injury and increasing productivity.

In conclusion, work hardening programs, along with employee mentoring programs, are essential tools for preparing employees for the physical demands of their job in a manufacturing company. These programs can reduce the risk of workplace injuries, increase productivity, and improve employee morale. By assessing job demands, designing effective programs, training employees, providing supervision, and utilizing employee mentoring programs, manufacturing companies can ensure that their employees are ready to meet the physical demands of their job

May Safety Tip

In a Strong Safety Culture, Safety is Everyone’s Responsibility

• Safety cultures aren’t something you can create by just writing a check. They take dedication, time, and commitment.

• In fact, a successful safety culture also depends on having the right systems, processes, and tools.

• But the rewards for a strong safety culture abound. Lower risks. Higher productivity. Greater collective sense of ownership.

There’s a lot of talk these days about safety culture. It’s a popular buzzword, and it’s easy to see why. The term culture implies that ownership for safety is shared broadly. It shifts the onus from leadership to membership. It also wraps up a lot of complex elements into one easy term. This lends to the idea that a safety culture is something you can create overnight.

But safety culture isn’t something you can switch on and off. Nor is it a state of being you can achieve. Think about the word culture and what it means. As a noun, culture refers to a collection of practices, thoughts, and routines that are shared within a group. As a verb, to culture something means to provide resources and maintenance to encourage growth. Both of those uses are very apt when talking about a safety culture.

Cultures must be fed to thrive. There are critical elements that go into a successful safety culture. Some of these things cost money, others need time. What they all require, though, is commitment. Here’s a rundown of the critical resources you need for a strong Safety Culture.

Critical Safety Culture Resources

Employee Engagement

Your employees must have to be engaged if your safety culture is going to thrive. In a highly engaged team, the entire org is looking out for their well-being and the well-being of their team. Their eyes, hands, and brainpower make a huge difference. A study conducted by the American Society of Safety Professionals found that highly engaged workers were far more likely to follow safety procedures and use the right PPE. In fact, they are even more likely to confront colleagues engaging in unsafe behaviors.

Of all the resources we’re listing here, this may be the most difficult to deliver. Employee engagement is a sort of capital for which you can’t just write a check. It comes from good management, excellent HR practices, and a strong sense of duty to the well-being of your staff. If you don’t demonstrate through actions that safety is important—why should an employee take it any more seriously?

The irony is that stronger engagement could very well save a disengaged employee from injury. Engaged employees are more likely to follow every safety rule. They’re more likely to take wearing PPE seriously. They understand the perils that come with performing tasks that they’ve done many times. They know that just because a task is routine, doesn’t mean they can take their own safety for granted.

But employees are people. And people are often victims of the Optimism Bias, which lends us to think that because nothing bad has happened in the past, nothing bad is likely to happen in the future. This is the same cognitive bias that often leads people to undertake risky behaviors. It’s a leader’s job, in fact it is everyone’s job, to remind our colleagues that safety isn’t something we can just assume.

Time

One of the most key elements of any safety program is time. Your Safety Committee and leadership teams need the time to fulfill their mandates. Also, think about all the steps necessary for them to fulfill their mission. Your teams will have to meet regularly to:

• Identify new and existing hazards around your workplace
• Find reasonable ways to mitigate or eliminate those hazards
• Develop safe work practices and procedures, training, and guidance
• Monitor the outcomes and push for continual improvement

At minimum, you need to apportion the time for your Safety Committee to meet regularly. Then, unless you have a team member dedicated to safety, they will need time to make the fixes they suggest. That might not be very much time at all—but it is time that must be set aside by the business.

Information

It’d be hard to form a robust safety culture without providing the info your team needs. This information could include:

• Safety training that is related to every aspect of a role. This could include chemical, power tool, kitchen/food, forklifts, and proper lifting safety. Training should be delivered regularly to everyone, not just the Safety Committee. It can be handled through an online system, DVDs, or through training delivered by a visiting or in-house expert.

• Trends in industry safety. You’ll want to share news about newly identified hazards and trends in safety. Trends from the past have included ergonomics, silica dust, and even mold awareness. These can be worked into incident reviews and meetings.

• Safety work instructions. Whether your team is lifting with a forklift, a pallet jack, or their own back, there is a right way to do it and a way to hurt themselves. Be sure clearly written best practices are saved in a spot where they can be referenced later if needed. A good place to put them is in the work area where employees will see them daily.

• Equipment: You probably already have a good bit of PPE and other safety equipment. This is your cue to see where you could invest in additional tools and equipment to make your workplace safer. Some examples include lighting, anti-fatigue mats, lift equipment, new carts, storage/racking supplies, safer forklifts, insulated tools, stand-up desks, etc. It’s also a good idea to examine your equipment and facilities to identify anything that is worn or unsafe. Common things you will want to look for include:
  • Gloves with holes and excessive wear
  • Dulled box cutter blades
  • Broken chairs and stools
  • Dirty drinking fountains and restrooms
  • Vehicle issues such as worn tire tread, poorly conditioned brakes, or compromised restraints
  • Misplaced or expired fire extinguishers
  • Slippery floors, loose handrails, and other trip and fall hazards
  • Deteriorating plumbing, HVAC, and electrical infrastructure

 Systems

When we say systems, we don’t (necessarily) mean software. You simply need to have administrative mechanisms in place that facilitate a strong safety culture. Whether you use a binder, a spreadsheet, a program, or a whiteboard, a strong system will ensure your safety programs are effective. These are the types of outcomes you could systematize:

• Employee suggestions
• Hazard reporting
• Safety corrective and preventive action tracking
• Equipment inspections (fire extinguishers, eyewash stations, exit signs, emergency lights, etc.)
• Safety discussions in team meetings
• Work procedures: Include how to do each step safely (is PPE required, do you need to unplug equipment first, are there guards or barriers that need to be in place, do you need tools or safety equipment on hand? Like with best practices, these are codified methods for handling things like leaks/spills, injuries, car accidents, or damaged equipment.)
• SDS updates – Have a system in place to maintain your chemical safety sheets. It could be software, or it could be a binder with paper.
• Workplace assessments – Check your worksites routinely. Look for hazards, improvements, maintenance standards, and double check locks on supplies.
• Tracking for near misses and hazards – Just because something didn’t get broken, and no one was hurt doesn’t mean that a safety incident isn’t worth tracking. Keeping an eye on near misses and other hazards is a great way of preventing an injury or incident. You might notice that, for example, there are always puddles in one specific area when it rains. In response, you can put a larger walk-off mat, put up wet floor signs when it rains, or add additional awnings to the entrance.

Management Investment in Your Safety Culture

As with employee buy-in, commitment from managers and owners can be a tricky commodity. The human and business tolls for workplace injuries are immense. They increase employee turnover and worsen skilled labor shortages and supply chain issues. They increase the risk of lawsuits and workers’ comp claims. So you’d think it was a no brainer that leadership would be all-in on ensuring that every workplace is safe.

But running a business isn’t easy. Safety is another moving part. It’s another chance to fall victim to the Optimism Bias, too. So sometimes owners, managers, supervisors, and other leaders need a reminder about why they need to stay invested in safety.

You can view safety, of course, as a duty set by outside regulators like OSHA. Workplace injuries are potentially costly from a legal point of view. But this is also about showing your team that you are personally, professionally, and financially invested in their well-being. It’s about using actions, not just words, to encourage good behavior, safer outcomes, and better success for you, your team, and your business.

Summing Up

Buzzword or not, a strong safety culture is an excellent barometer for organizational health. It’s a demonstration of your business’s commitment to the safety of its employees and customers. A vital safety culture shows through action, resources, information, and accountability just how highly you value safety and organizational health.