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Recorded live at the 2024 TapRoot Global Summit, join Blaine J. Hoffmann, MS OSHM as he talks with Mark Paradies and Alex Paradies from TapRooT® about managing your safety communications. Using Blaine's latest book, Rethinking SAFETY Communications, the panel talks about how developing a communications strategy, identifying communications channels, knowing your audience, and using storytelling can help improve human performance.

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Premium Community members can access exclusive content like episode videos, video courses, templates/downloads, participate in live streams, and direct message/live chat with the Safety Pro. 

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Get the NEW Book "Rethinking SAFETY Communications"!

Join the Community of Safety Pros today!

In this episode, Blaine Hoffmann and Kyle Domin banter about the safety profession, the various job titles you see, confusing job descriptions, interviewing candidates, and even education programs for the safety profession. It's part career advice and part ranting!

Check it out and join in on the conversation - become a SafetyPro Community member (FREE to join).

Premium Community members can access exclusive content like episode videos, video courses, templates/downloads, participate in live streams, and direct message/live chat with the Safety Pro. 

Join the Community of Safety Pros today!

Visit Mighty Line Tape for all of your facility marking needs. Order your free sample of floor tape TODAY!

Visit Arrow Safety for all of your safety service needs. Remember to mention we sent you to get 25% off your estimate!

Join the Community of Safety Pros today!

Join the Community of Safety Pros today!

Workplace incidents are never something that employers and employees look forward to experiencing. However, they do happen, and it's important for everyone involved to understand what happened and how it happened, which will require you to interview those involved in the incident.

So it stands to reason you will want to ask the right questions correctly to elicit the most accurate information possible. A cognitive interview technique is one of the most effective ways to do this. Read the full article here.

Please listen and share this episode with others. If you want to go more in-depth on this and other topics - become a SafetyPro Community member (FREE to join).

Premium Community members can access exclusive content like episode videos, video courses, templates/downloads, participate in live streams, and direct message/live chat with the Safety Pro. 

Join the Community of Safety Pros today!

Visit Mighty Line Tape for all of your facility marking needs. Order your free sample of floor tape TODAY!

Visit Arrow Safety for all of your safety service needs. Remember to mention we sent you to get 25% off your estimate!

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A safety management system (SMS) is a continuous improvement process that reduces hazards and prevents incidents. It protects the health and safety of your employees and should be integrated into everyday processes throughout the organization. Investing in an SMS makes a measurable impact on your bottom line and can be viewed as a competitive advantage.

The adoption of an SMS framework and thoughtful implementation of the various pieces can have a significant impact on protecting employees and enhancing your organization's performance and profitability. Now, safety requirements may differ across industries; the best performing organizations focus on continuous improvement that achieves the ongoing reduction of risk with a goal of zero incidents. Yes, we do sometimes have to say that. And yes, just because you have zero incidents in a given reporting period does not mean the organization is risk-free. Like I always say, no injury doesn't indicate a lack of risk. But the best companies know this so they look at the individual components of the SMS that designed to achieve just that - lowered risk which nets us lower (or none) injuries — so focusing on the how gets us to the big aspirational goal.

Ok, so let's talk about the recent history of SMS and how it may impact the general industry and eventually construction over the years. According to the FAA, SMS is the formal, top-down, organization-wide approach to managing safety risk and assuring the effectiveness of safety risk controls. It includes systematic procedures, practices, and policies for the management of safety risks.

Since requiring it in March 2015, the FAA says Safety Management System is becoming a standard throughout the aviation industry worldwide. It is recognized by the Joint Planning and Development Office (JPDO), International Civil Aviation Organization (ICAO), and Civil Aviation Authorities (CAA) and product/service providers as the next step in the evolution of safety in aviation. SMS is also becoming a standard for the management of safety beyond aviation. Similar management systems are used in the management of other critical areas such as quality, occupational safety, and health, security, environment, etc.

Safety Management Systems for product/service providers (certificate holders) and regulators will integrate modern safety risk management and safety assurance concepts into repeatable, proactive systems. SMSs emphasize safety management as a fundamental business process to be considered in the same manner as other aspects of business management.

By recognizing the organization's role in accident prevention, SMSs provide to both certificate holders and FAA:

• A structured means of safety risk management decision making
• A method of demonstrating safety management capability before system failures occur
• Increased confidence in risk controls though structured safety assurance processes
• An effective interface for knowledge sharing between regulator and certificate holder
• A safety promotion framework to support a sound safety culture 

The Public Transportation Agency Safety Plan (PTASP) Final Rule in 2018 requires individual operators of public transportation systems that receive federal funds to develop safety plans that include the processes and procedures necessary for implementing SMS. Among other requirements, the rule calls on agencies to report their Safety Management Policy and processes for safety risk management, safety assurance, and safety promotion.

And as many safety pros know, ISO has developed a standard that will help organizations to improve employee safety, reduce workplace risks, and create better, safer working conditions, all over the world. Participants in the new ISO 45001 development process used other standards such as ANSI Z10 as well as British OHSAS 18001, Canada's CSA Z1000, and the ILO's OHSMS guidelines. There is even talk of OSHA's VPP getting more aligned to the ISO 45001 Standard. So you can see a definite trend emerging when it comes to SMS.

So, in 2018, knowing ISO 45001 was coming, the National Safety Council (NSC) started investigating all the common SMS frameworks and identifying all of the things they had in common. They recognized many companies were getting bogged down with questions such as: What is a safety management system? How can it help me? Which framework is right for my business? How do I go about implementing an SMS? They knew the research supported the benefits of SMS implementation, but they wanted clarity on what that looked like and a simple way to illustrate what elements constitute a successful SMS.

So let's break down what the core features or functions look like - an effective safety management system has the following features or functions:

• People – nothing gets implemented without people who are committed, engaged, and motivated; real safety change can't happen without a competent, skilled workforce. You need the RIGHT people in the RIGHT position within the organization. It isn't enough to have an incredibly motivated and engaged front-line if all or most of middle to upper management is not engaged or supportive. So you need to put the right people in the right places in the organization from top to bottom.
• Planning – thinking ahead is half the battle of implementation; planning for foreseeable risks and the administrative parts of a management system will produce smoother rollouts and better measurement of SMS success. You need to be able to break down the individual elements necessary, assess your current state, and measure any gaps. These gaps are the space in which you will work. You have to be good at evaluating current-state - I cannot stress that enough.
• Programs – most companies have EHS programs that identify and control most hazards, monitor and measure operational impacts to EHS performance, and eliminate deviations from the management system; individual programs must operate as part of the entire system, not independently. So think about machine safety; you will need a robust maintenance management program to fully achieve the level of machine safety required. This means measuring preventative maintenance work orders that are past due, identifying maintenance items that are not just critical to up-time, but also to safety, such as sensors, overflow preventers, valves that are identified as safety measures preventing disaster. So integrating safety with other areas of the business is critical.
• Progress – to avoid complacency, companies need to periodically measure compliance with regulatory and legal requirements, audit their SMS system, and review SMS performance with upper management. So you need to be able to break down all the pieces of the SMS into logical parts. Like Electrical, Confined Spaces, PPE, and even roles and responsibilities as well as frequent inspections required. I recommend identifying champions for each element and have them "own" that part of the audit. They need to objectively score the organization's effectiveness of the execution of each element. Get folks from outside the safety function to drive buy-in and accountability and should be an annual thing, but you can break out each element and cover some monthly. Whatever works for your organization.
• Performance – measures of performance need to be set and include both lagging indicators and leading indicators and moving toward predictive measures; adopting these and evaluating safety metrics among the entire business performance landscape helps companies solidify safety on equal footing with other critical operational practices – adopting a mindset of "safe operations" versus viewing safety apart from operations. So instead of asking how safety performance is doing, measure overall business performance with safety as a part of the overall measurement score. So if production was up, but incidents were as well, then there should be an adjustment made to the productivity score as a result - make sense? Again, this gets us past the whole conversation of looking at WIP, deliveries, and sales together and safety separately - safety performance impacts the others.

The challenge for many safety pros is identifying the tools one can use to manage all of these moving parts. I will tell you that you need to look into a digital safety management system, like iReportSource.

Whatever you tool you use, you have to make sure you can efficiently stay on top of all of these different elements; be able to report, and have others report, the necessary information so the organization can work to reduce hazards; record and track all of the activities associated with those efforts - that make them work; have access to all of the data when needed to make smarter decisions; be able to look back so you can assess your progress objectively and plan for future improvements. I call these the 4 R's:

1. Report: Hazards, concerns, incidents, suggestions, etc.
2. Record: Training/qualifications, observations, inspections/audits, injuries/illnesses, environmental data, etc.
3. Retrieve: Be able to produce reports and records when needed promptly.
4. Review: Have the ability to look at all relevant data, so it tells the story of where you have been, what is taking place, and where you need to go in real-time and as efficiently as possible.

It gets difficult to impossible to do this manually in most organizations of considerable size or with complex processes. So again, consider looking into a system to help you manage safety more efficiently and pays you back in time and frustration so you can get out from behind the desk and spend it where it matters most; out with your people where the work happens. Visit iReportSource for more information.

Once again, a safety management system is a continuous improvement process that reduces hazards and prevents incidents. It protects the health and safety of your employees and is integrated into everyday processes throughout the organization. Investing in an SMS makes a measurable impact on your bottom line and can be viewed as a competitive advantage.

Send emails to info@thesafetypropodcast.com. You can find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

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When an incident occurs it is the investigator's main function to gather all relevant evidence in order to discover root causes and ultimately prevent a recurrence. The tricky part is that evidence isn't always what it seems. Witnesses accounts can be spotty, inconsistent, they may tell conflicting stories about the same incident, etc. Physical or even environmental conditions can change before the investigation process begins. Paperwork, such as a work instruction or JSA, may be misplaced or even changed in some way. With all of these variables and more, you want to make sure you collect the right types of evidence during your investigation.

I want to share with you some information from TapRooT®, which is a systematic process and training for finding the real root causes and precursor incidents, for not only major accidents but minor mishaps and even near misses. According to TapRooT®, there are four types (or categories) of evidence to be evaluated. TapRooT® calls these categories 3 Ps and an R. This stands for:

• People evidence
• Paper evidence
• Physical evidence
• Recording evidence

People Evidence

Often, evidence collection starts with people evidence (a witness statement), and that evidence guides the investigator to collect paper, physical and recording evidence.

Examples of people evidence include:

• Interviews
• Fatigue-related information
• Evidence of injuries, including cuts and scrapes, bruises, fractures, or sprains
• Information about medical conditions that may have influenced performance (refer to HR or corporate counsel for guidance on HIPPA)

Where do you begin? First, determine who was involved. This includes those who planned the work, supervised the work and performed the work. Other considerations include a worker's capability, capacity, training, and qualification to perform his or her role.

Inquire into the background of those involved. Determine if they have been involved in any previous incidents or if they have any related performance or conduct issues. Find out if those involved had any work restrictions such as an impairment, physical capability, or lapsed accreditation.

Understand how the employees worked together. What were the dynamics of the team including supervision and team performance? Determine the context (such as environmental conditions, distractions or perspectives).

Paper Evidence

Paper evidence may include all sorts of things including:

• Regulatory paperwork
• Activity-specific paperwork
• Personnel paperwork
• Policy and procedure paperwork
• Equipment manuals

What do you think the biggest mistake is when it comes to collecting paper evidence… given all of the paper that we have in our workplaces? Collecting too much paper not relevant to the investigation!

You don't need to collect every piece of paper at your facility. How do you know what you don't need? By looking at the timeline of events that led to the incident. You need all the paper that supports your timeline of events and supports the facts. If you use TapRooT®, you can easily upload digital copies of this paperwork, and highlight relevant pages in your report to management.

Don't make the mistake of collecting so much paper that what you need for evidence is somewhere at the bottom of the stack.

Physical Evidence

Physical evidence can range from a very large piece of machinery to a very small tool. It includes hardware and solid material related to the incident. You will gather physical evidence in one of two ways. You will collect it or you will record/document evidence that can't be collected (for example, it is too large to collect, or it is still in use).

Types of physical evidence to collect:

• Broken equipment/parts
• Residue/debris
• Fluid samples
• Paint samples
• Fiber
• Hair, bloodstains, tissue or other DNA

Types of physical evidence to record/document

Evidence is recorded when it is impossible to collect or when it is still in use by the workforce. Following is a list of possible evidence to collect by recordings:

• Burn marks and flame patterns
• Tracks
• Indentations
• Handprints, Footprints, Fingerprints
• Tools
• Equipment
• Products in use
• Equipment status (fixed, portable or temporary?)
• Lights, noise, and temperature
• Confined space
• Obstructions
• Surface hazards
• Housekeeping
• Clarity of signs and labels
• Instructions

Following are additional pieces of information you may want to collect:

• Failure history
• Modification/change of use
• Operator interface
• Maintenance records
• Installing/commissioning
• Storage/transportation
• Procurement
• Design/fabrication

Recording Evidence

Recording evidence, such as photography and video, should be captured as soon as possible after an incident to preserve the scene in images before it is altered in any way. It provides a documented overview of the entire scene. This may occur as soon as you or a qualified team member can obtain access to the scene.

In addition to video and photography recorded by the investigator, recordings include:

• Video footage (examples: site security cameras, control room cameras, traffic cameras, etc.)
• Audio recordings (examples: audio of the noise level, voicemail recordings, videos - check State Laws; many prohibit the recording of sound by security cameras in the workplace and there may be restrictions around recording conversations by phone or other devices as well, so always consult an attorney)
• Photos (examples: wide shots, up-close shots, any pics taken by others, security pics, etc.)
• Computer data (example: magnetic swipe card system security data for entry doors, data logs from machines/vehicles, inspections completed in the past, previous hazards reported, etc.)
• Sketches of an incident scene, such as with traffic accidents. Side note, iReportSource has a cool feature that allows you to create a road diagram with different streets, intersections, add multiple vehicles, lights, signs, etc. A pretty cool feature for capturing this stuff accurately without relying on your artistic skills (or lack of)

As you record the scene, ask "Am I recording the scene as it was in its original state or has it changed in any way?" If the scene has changed, make a note about what has changed including those involved and WHY! Be sure to capture that information. Identify fragile, perishable evidence and immediately document, photograph and collect it. Environmental conditions are a good example. Such as in the case of ice/snow and as the day progresses it melts, compounds, etc. Also, make a note of any transient evidence that can't be captured by a camera or video like steam, smoke/vapors, smells, and temperature, etc.

Remember, the best way to collect unbiased evidence is to gather evidence from each of these four categories: people, physical, paper, and recordings. Each piece of evidence collected will help lead you to the root causes of the incident so that you can properly analyze them for effective corrective and preventative actions. Nothing is more frustrating than going through this process and determining what to fix only to learn that not only were you fixing the wrong things, but another incident has occurred that could have been prevented.

Let me know what you think. Send an email to info@thesafetypropodcast.com and share with me the tools and techniques you use!

If you think of it, find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter!

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When a company is looking to hire its next safety leader they must be sure to select the right person for the job. But hiring a safety leader goes well beyond their safety and health credentials and experience. You want to have someone with the right safety mindset, not just safety background and experience. The same thing goes for hiring production or other team leaders.

Everyone knows the importance that teams play in organizational success. However, let's not forget that teams are made up of individual players, each with strengths and weaknesses. In his book, The Ideal Team Player, Patrick Lencioni reveals the three indispensable virtues that make some people better team players than others, and this speaks to their mindset (1).

According to Lencioni:

Ideal team players are humble. This is a person who lacks excessive ego or concerns about status. Humble people are quick to point out the contributions of others. They are slow to seek attention for their own, explains Lencioni. They share credit, emphasize team over self, and define success collectively rather than individually. They also recognize and are well-aware of their own strengths, and they can easily share those strengths when asked (1).

Ideal team players are hungry. They are always looking for more. Hungry people rarely have to be pushed by a manager to work harder because they are self-motivated and diligent; at the same time, they aren't so hungry that they are entirely consumed by work. They are continually thinking about the next step and the next opportunity. They have just the right amount of drive you want to see (1).

Ideal team players are smart. By "smart," Lencioni means they have common sense about people - or high EQ (emotional quotient). You may have heard of this referred to as emotional intelligence or being highly self-aware. Smart team members tend to know what is happening in a group situation and how to deal with others in the most effective way. You may think of them as tactful or good at "dealing with people." They have good judgment, a great perception of what's happening a group, and can apply intuition well on teams (1).

So, how can organizational leaders interview for these virtues?

Ask the right open-ended questions designed to get them sharing their thoughts and beliefs. Sure, you need to find out a little more about their professional background as it pertains to the technical aspects of safety. 

However, if the pre-screening process went as designed, hiring managers should only be interviewing technically qualified candidates at this point. So here is an opportunity to ask questions designed to determine if the candidate is going to be an asset to the team. 

Here are some examples of the right questions and what they are designed to uncover:

1. How did you get into safety? Or whatever line of work they happen to fall into.

This question helps to uncover someone's back story and helps someone to share what drives them and motivates them. 

At this point, you can start to see if they are able to articulate the "why" about their career choice. This question can also encourage them to become more comfortable during the interview, too.

2. Has there ever been a situation or incident in your work that changed or shifted your approach to safety?

Are they able to learn from situations? How have they adapted in the past to improve their life and work for the better? This question, once again, starts to dig deeper and helps you know more about how humble someone is, and their degree of self-awareness, too.

3. What is something you would do to show senior leaders how safety can be a profit center?

This question helps to indicate more about their capacity for critical thinking. After all, you want a candidate to be able to make a connection between safety and other aspects of the business, and this can help you know more about how savvy they are in this arena. 

4. What would you do if you saw a hazard or if you saw someone doing something unsafe at work? Has this ever happened—if so, how did you handle it? Was there anything you wish you could have done differently? (2)

The answer helps you know more about how a candidate chooses to approach others, especially when that situation is uncomfortable or can involve conflict.

5. How do you approach incident investigations?

Once again, this helps us to frame someone's motivation and mindset and helps us know more about how they deal with others (smart), their ability to be forward-thinking (hungry), and their degree of self-awareness as it relates to their own ego (humble). 

As you talk to the person, see: do they seek to put blame on people, or do they think in terms of fixing and improving processes? Do they start with "what someone did" or "what did we miss in this process"? Both responses are telling.

6. What are the most important accomplishments of your career?

This question, fundamentally, is another way of seeing what someone values. Look for more mentions of "we" rather than "I" to see how team-oriented they are. Of course, it isn't about being so simplistic as to count the responses. In the event that someone refers to himself or herself individually more than as a member of a team, probe for whether he or she was working alone or with others.

7. What was the most embarrassing moment in your career? Or what was the biggest failure? 

Look for whether the candidate celebrates that embarrassment or is mortified by it. Humble people generally aren't afraid to tell their unflattering stories because they're comfortable with being imperfect. And, they know their strengths and are confident in those strengths so failure isn't seen as taking away from their self-worth, necessarily. Also, look for specifics and real references to the candidate's own culpability.

Look for specifics about how the candidate accepted responsibility for that failure, what they learned from it, and if they actually acted on what was learned. The ideal time player isn't arrogant when looking back, but they aren't lacking confidence, either. They were motivated to grow and learn from the event, and are happy to share that fact, too.

8. How do you define success in safety? How would you measure it? (2) 

This is another example of a critical thinking question. Can the candidate define what success looks like, how to tell, and more importantly, how to achieve that success?

9. What is the hardest you've ever worked on something in your life?

Look for specific examples of real, but joyful sacrifice. In other words, the candidate isn't complaining but is grateful for the experience. Once again, this helps you to know more about what they really value, too.

10. Have you ever worked with a difficult colleague or boss? How did you handle the situation?

By asking the candidate about a difficult work relationship, you will learn if he or she can read situations and people and handle them skillfully.

This question gives you another chance to see if they have people smarts (not the same as intellectual smarts) and how much hunger they have. It's one more chance to get insight into their overall ability to fit into your existing culture.  

Let me know what you think - email me at info@thesafetypropodcast.com. Also, let's connect on LinkedIn so we can continue to collaborate on workplace safety. You can post a comment on LinkedIn about this episode as well - be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter!

Questions in this blog post were taken directly from Terra Carbert's post, "Interview Questions for Safety" which can be found here and The Ideal Team Player interview guide by Patrick Lencioni.

Link to sources:

1. https://www.tablegroup.com/books/ideal-team-player
2. https://www.linkedin.com/pulse/interview-questions-safety-terra-carbert/

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Get the JSA template HERE. OSHA has a great page for this topic HERE.

Many companies rely on a super-simple tool to define appropriate safe work practices for specific jobs. The Job Safety Analysis Process (also referred to as a JSA, or Job Hazard Analysis - JHA). The JSA is a very effective means of helping to identify and manage hazards associated with task thus reducing incidents, accidents, and injuries in the workplace. It is also an excellent tool to use during new employee orientations and operator training and can also be used to investigate "near misses" and accidents.

Job Safety Analysis (JSA) is based on the following ideas: 

• That a specific job or work assignment can be separated into a series of relatively simple steps.
• Hazards associated with each step can be identified.
• Solutions can be developed to control each hazard.

To start the JSA Process, select the job or task to be performed. Any job that has hazards or potential hazards is a candidate for a JSA. An uncommon or seldom-performed job is also a candidate for a JSA.

Forms or worksheets (see sample worksheet) may vary from company to company but the idea remains the same. Identify all steps, hazards, and safe work procedures before starting the job. I have a template you can download to follow along. It is filled out with a hypothetical job. So grab that and follow along for more context. The JSA process is a multi-step process and goes something like this:

• Basic Job Steps: Break the job into a sequence of steps. Each of the steps should accompany some major task. That task will consist of a series of movements. Look at each series of movements within that basic task.
• Potential Hazards: To complete a JSA effectively, you must identify the hazards or potential hazards associated with each step. Every possible source of energy must be identified. It is very important to look at the entire environment to determine every conceivable hazard that might exist. Hazards contribute to accidents and injuries.
• Recommended Safe Job Procedures: Using the Sequence of Basic Job Steps and Potential Hazards, decide what actions are necessary to eliminate, control, or minimize hazards that could lead to accidents, injuries, damage to the environment, or possible occupational illness. Each safe job procedure or action must correspond to the job steps and identified hazards.

Through this process, you can determine the safest, most efficient way of performing a given job. Thus JSA systematically carries out the basic strategy of accident prevention: The recognition, evaluation, and control of hazards.

Now, how do we document this process and capture the results? It is prepared in a 3-column chart form, either portrait or landscape - I have seen both and listing the basic job steps on the left-hand column and the corresponding hazards in the middle column, with safe procedures for each step on the right-hand column. The right-hand column will essentially become your safe work instructions.

A completed JSA chart can then be used as a training guide for employees; it provides a logical introduction to the work, it's associated hazards, and the proper and safe procedures to be followed.

For experienced workers, a JSA is reviewed periodically to maintain a safety-awareness on the job and to keep abreast of current safety procedures. The review is also useful for employees assigned to new or infrequent tasks.

Let's talk about how to fill out the JSA. First, there is an art and science to breaking down a job or task into steps. If the steps are too detailed, the JSA will be complicated and difficult to follow. If they are not detailed enough, you may miss important steps and associated hazards. For example, let's say you are planting a tree, and you need a JSA on how to unload the tree from the truck. You don't want to say:

Step 1. Remove latch pin from the tailgate

Step 2. Release tailgate latch

Step 3. Lower tailgate to open position

Now you move to plant the tree, let's say by hand:

Step 1: Retrieve shovel from the back of the truck

Step 2: Place shovel on the ground at the specified degree

Step 3: Place dominate foot onto the back of shovel at the mid-sole

This is tedious, no one will read that document. Instead, it may be enough to simply say, "open tailgate" as the job step and move to the second part of creating the SJA - listing all the hazards associated with that step. On the flip side, don't over-simplify it either. For example, when planting the tree:

Step 1: Put tree in ground…that's it. No step 2.

Ok, an extreme example of over-simplification. But be sure to walk through the job steps and look for opportunities to break it down into steps. If you already have job steps laid out, such as in the case of OEM operating instructions or manual this makes it a bit easier.

To make sure I illustrate this point, let's talk about another example; let's say you need to operate a 3D metal printer - you wouldn't just state, "place build plate inside the print chamber, close door and start print operation." There is obviously more to this process. This brings me to my next point; understand the difference between a job/task and a process.

A process is a series of physical, mechanical, or even chemical operations, often made up of several different jobs/tasks. On the other hand, a job/task is a single activity - either on its own or in support of a larger process, like 3D metal printing. In this example, there will be the storage, handling, and loading of metal powder. Then there is the build set up - like installing the build plate, and even post-printing work, like removing the printed part from the build plate, any grinding or buffing work on the part, hardening of parts in an oven, just to name a few.

Each job/task will have its own JSA form that, when combined will make up everything that goes into the overall process of 3D Printing. And the steps and hazards could be different for different types of print jobs - the print media could be different, the print machine models could be different, inserting gases, removal process, etc.

A good tip as you complete your JSA, make sure each job/task step starts with action - use verbs, like pull lever, push door, place ladder, etc. Steps that do not present a potential hazard should be left off. The exception would be if you intend to use this as a multi-purpose job aid covering other job steps (like for quality or production).

This layered approach may work well, as employees will see there is ONE way to perform the job. That brings up a great point, you may already have a work instruction that breaks down the steps. Maybe there is a machine operating manual. Be sure to review these with operators to ensure they are actually still relevant and cover all the steps they need to take.

Whether you have existing jobs needing to be reviewed or are implementing a new job or task, employee involvement is critical. So be sure to do a couple of walk-throughs of the process with operators before publishing the document. The JSA should be reviewed, approved, and signed by the supervisor before the task is started. Understanding every job step is very important! Whenever a job step changes or a new step is introduced, the JSA must be reviewed and updated.

Remember, the key reasons for completing a JSA are to encourage teamwork (especially with new employees), to involve everyone performing the job in the process, to increase awareness of potential hazards, and communicate safe operating procedures!

I have a JSA template download link in the show notes. Be sure to practice a few times and review it with others to make sure you get the hang of it. Make sure you do not overlook a job step/task that introduces a hazard! This is the whole point of this exercise - to identify and control hazards associated with performing a job.

Let me know what you think - email me at info@thesafetypropodcast.com. Also, let's connect on LinkedIn so we can continue to collaborate on workplace safety. You can post a comment on LinkedIn about this episode as well - be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter!

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As I continue my podcast interviews in New Orleans from the 2019 VPPPA Safety+ Symposium I had the honor of interviewing some Association Board members. They shared some sound advice for anyone looking to improve their safety and health management system as well as some insights for safety pros struggling with challenges along the way.

Visit www.vpppa.org for more information about this amazing organization!

You can find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

#vpppa2019

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Here at the 2019 VPPPA National Safety Symposium where everyone you meet has a story to tell. Kelly Pitts shares his message of a near-death experience and what you can learn and take back to your organization.

You can find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

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As I continue my podcasting interview marathon from the 2019 VPPPA National Safety Symposium, I had the absolute pleasure of sitting down with Abby Ferri to discuss the issues that women in the workforce continue to experience with PPE - which is in large part designed for men.

Abby has over 15 years of experience in the field of safety and health in diverse industries, including construction, manufacturing, healthcare, hospitality, beverage, and retail. Abby has become well-known in this industry as a practical and creative safety professional.

Learn more about Abby by visiting www.theferrigroup.co

You can find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

#vpppa2019

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Diana Paredes is an experienced bilingual safety manager in the tough yet rewarding food & beverage industry. She is a SafetyPro podcast listener joining me at the 2019 VPPPA National Safety Symposium and shares some words of wisdom and strategies to help drive employee engagement, ownership and stresses the simple act of recognizing the many small victories our workers achieve every day.

It was an absolute pleasure to meet Diana and hear about her experiences in safety. I am such a fan!

You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

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Frank King, nationally-known suicide prevention and postvention speaker and trainer, was a writer for The Tonight Show for 20 years, is a corporate comedian, syndicated humor columnist, and podcast personality, who was featured on CNN's Business Unusual.

Depression and suicide run his family. He's thought about killing himself more times than he can count. He's fought a lifetime battle with depression, and thoughts of ending his life, turning that long dark journey of the soul into sharing his lifesaving insights on mental and emotional health awareness, with corporations, associations, youth (middle school and high school), and college audiences.

As an inspirational and motivational speaker and trainer he uses the life lessons from the above, as well as lessons learned as a rather active consumer of healthcare, both mental and physical, to start the conversation giving people who battle mental and emotional illness permission to give voice to their feelings and experiences surrounding depression and suicide, and to create a common pool of knowledge in which those who suffer, and those who care about them, can swim.

And doing it by coming out and standing in his truth, and doing it with humor. He believes that where there is humor there is hope, where there is laughter there is life, nobody dies laughing.

He is currently working on a book on men's mental fitness, Guts, Grit, and the Grind, with two co-authors. Find him here: https://safetyinstitute.com/frank-king

You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter 

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Catch this on-location interview with VPPPA Chairman of the Board Mr. J.A. Rodriguez Jr. and Mr. Terry Schulte - VPP Director at NuStar. We talk about what the VPP framework can do for non-VPP participants and how VPPPA can help them solve even the most basic safety compliance challenges.

You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Join the Community of Safety Pros today!

Join the Community of Safety Pros today!

President of Arrow Safety, Drew Hinton, joins us to discuss the Firefighter Building Marking system.

Firefighters must have standardized building markings in place to ensure their safety and the safety of those they are trying to rescue. This cannot be overstated, as it can mean the difference between life and death in emergencies.

Please listen and share this episode with others. If you want to go more in-depth on this and other topics - become a SafetyPro Community member (FREE to join).

Premium Community members can access exclusive content like episode videos, video courses, templates/downloads, participate in live streams, and direct message/live chat with the Safety Pro. 

Join the Community of Safety Pros today!

Visit Mighty Line Tape for all of your facility marking needs. Order your free sample of floor tape TODAY!

Visit Arrow Safety for all of your safety service needs. Remember to mention we sent you to get 25% off your estimate!

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What's the difference between personal/occupational safety and process safety? Wesley Carter from the Amplify Your Process Safety podcast will get into this and more on this special episode recorded on location at the VPPPA National Safety Symposium in New Orleans.

Find out more about Wesley and Amplify Consultants by checking out the Amplify Your Process Safety Podcast wherever you listen to podcasts or by visiting www.amplifyconsultants.com.

Join me in New Orleans for the VPPPA National Safety Symposium -  I will podcast on-location and would like to meet as many listeners as possible! Stop by the media center next to registration! If not attending, catch up on all the latest topics being presented as I share key takeaways and thoughts for you!   You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Don't Miss this Free, On-Demand Webinar Powered by iReportSource   Complacency is a state of mind where a worker is out of touch with the hazards and risks around them. It can show up in a number of ways: over-confidence, lack of care, mindlessness, actual physical signs, a rushed approach to the work, frustration, fatigue, your mind not being totally on-task, cutting corners…the list goes on and on.

Complacency is one of the most problematic mindsets that can contribute to injuries and incidents on the job.

So how can you move towards a culture where you reduce and minimize complacency? And in what way can you move from outdated, lagging indicators to leading indicators to help you proactively manage safety? In this free and on-demand webinar, I will uncover:

• How you can spot complacency in your organization
• 5 proven and proactive ways to combat complacency
• Real-life examples of how you can reduce this mindset
• Best practices in reinforcing behaviors that reduce complacency

Avoid complacency and better manage risk: register and watch the on-demand webinar today!     Also, join me in New Orleans for the VPPPA National Safety Symposium -  I will podcast on-location and would like to meet as many listeners as possible! Stop by the media center next to registration! If not attending, catch up on all the latest topics being presented as I share key takeaways and thoughts for you!   You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

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OSHA requires that employees who are or may be exposed to toxic substances or harmful physical agents be given access to their medical and exposure records. Further, OSHA requires that such records be maintained for a long period of time because often the symptoms of the illnesses that come from the exposure don't appear until many years later.

OSHA's requirement to maintain medical and exposure records applies to all employers who have employees exposed to toxic substances or harmful physical agents, such as heat, cold, radiation, repetitive motion, biological, chemical, etc.

• 29 CFR 1910.1020 — Access to employee exposure and medical records

Terms you need to know Access: means the right and opportunity to examine and copy. Designated representative: means any individual or organization to whom an employee gives written authorization to exercise a right of access. For the purposes of access to employee exposure records and analyses using exposure or medical records, a recognized or certified collective bargaining agent shall be treated automatically as a designated representative without regard to written employee authorization.
Employee: means a current employee, a former employee, or an employee being assigned or transferred to work where there will be exposed to toxic substances or harmful physical agents. In the case of a deceased or legally incapacitated employee, the employee's legal representative may directly exercise all the employee's rights pertaining to this OSHA requirement.

Employee exposure record: means a record containing any of the following kinds of information:

• Environmental (workplace) monitoring or measuring of a toxic substance or harmful physical agent, including personal, area, grab, wipe, or other forms of sampling, as well as related collection and analytical methodologies, calculations, and other background data relevant to the interpretation of the results obtained;
• Biological monitoring results which directly assess the absorption of a toxic substance or harmful physical agent by body systems (e.g., the level of a chemical in the blood, urine, breath, hair, fingernails, etc.) but not including results which assess the biological effect of a substance or agent or which assess an employee's use of alcohol or drugs;
• Safety data sheets indicating that the material may pose a hazard to human health; or
• In the absence of the above, a chemical inventory or any other record which reveals where and when used and the identity (e.g., chemical, common, or trade name) of a toxic substance or harmful physical agent.

Employee medical record: means a record concerning the health status of an employee which is made or maintained by a physician, nurse, or other health care personnel, or technician, including:

• Medical and employment questionnaires or histories (including job description and occupational exposures),
• The results of medical examinations (pre-employment, pre-assignment, periodic, or episodic) and laboratory tests (including chest and other X-ray examinations taken for the purpose of establishing a base-line or detecting occupational illnesses and all biological monitoring not defined as an "employee exposure record"),
• Medical opinions, diagnoses, progress notes, and recommendations,
• First-aid records,
• Descriptions of treatments and prescriptions, and
• Employee medical complaints.
• • Note: "Employee medical record" does not include medical information in the form of: (1) Physical specimens (e.g., blood or urine samples) which are routinely discarded as a part of normal medical practice; (2) Records concerning health insurance claims if maintained separately from the employer's medical program and its records, and not accessible to the employer by employee name or other direct personal identifiers (e.g., social security number, payroll number, etc.); (3) Records created solely in preparation for litigation which is privileged from discovery under the applicable rules of procedure or evidence; or (4) Records concerning voluntary employee assistance programs (alcohol, drug abuse, or personal counseling programs) if maintained separately from the employer's medical program and its records.

Exposure or exposed: means that an employee is subjected to a toxic substance or harmful physical agent in the course of employment through any route of entry (inhalation, ingestion, skin contact or absorption, etc.), and includes past exposure and potential (e.g., accidental or possible) exposure, but does not include situations where the employer can demonstrate that the toxic substance or harmful physical agent is not used, handled, stored, generated, or present in the workplace in any manner different from typical non-occupational situations.

Record: means any item, collection, or grouping of information regardless of the form or process by which it is maintained (e.g., paper document, microfiche, microfilm, X-ray film, or automated data processing).

Toxic substance or harmful physical agent: means any chemical substance, biological agent (bacteria, virus, fungus, etc.), or physical stress (noise, heat, cold, vibration, repetitive motion, ionizing and non-ionizing radiation, hypo- or hyperbaric pressure, etc.) which:

• Is listed in the latest printed edition of the National Institute for Occupational Safety and Health (NIOSH) Registry of Toxic Effects of Chemical Substances (RTECS); or
• Has yielded positive evidence of an acute or chronic health hazard in testing conducted by, or known to, the employer; or
• Is the subject of a safety data sheet kept by or known to the employer indicating that the material may pose a hazard to human health.

Overview of what is required

• Assess the workplace for any toxic substance or harmful physical agent exposures that may generate medical or exposure records.
• Keep employee medical records for at least the duration of employment plus 30 years.
• Keep employee exposure records for at least 30 years.
• Provide access to employees of their medical and exposure records.
• Inform employees annually of the existence and location of medical and exposure records and the process and rights for accessing them.

FAQ   When removing obsolete chemicals from the facility, does the removal date need to be documented? If yes, what is the proper procedure to do that?

For the purposes of 29 CFR 1910.1200(e) whenever a hazardous chemical in the workplace are obsoleted, the employer must:

• Update the hazardous chemical inventory list, which is part of the written Hazard Communication Program; and
• Update the Hazard Communication Program as necessary. 

The employer should also remove the safety data sheet (SDS) for the obsoleted chemical from its employee SDS stations. 

For the purposes of a different regulation, 29 CFR 1910.1020(d), an employer must preserve and maintain employee exposure records for 30 years. SDSs indicating that the material may pose a hazard to human health are considered employee exposure records. In the absence of SDSs, a chemical inventory or any other record which reveals where and when a toxic substance or harmful physical agent was used and its identity is also an employee exposure record. SDSs must be kept for those chemicals currently in use that is affected by §1910.1200(g).

However, once a hazardous chemical in the workplace is obsoleted, the employer has the choice of preserving and maintaining for 30 more years:

• The obsolete SDS, or
• A record concerning the identity of the hazardous chemical, where it was used, and when it was used.

While OSHA does not "specifically" require the employer to document the removal date, it may be helpful to record that date so that an employer knows when the obsolete SDS may be disposed of after 30 years, if that option is taken. If the employer chooses to record the chemical identity and where and when the chemical was used, the employer will indirectly document the removal date because it will be included in the timeframe the chemical was used.

Note that if an employer just keeps the SDS without the other information, the SDSs don't really meet the original "intent" of §1910.1020. That's why OSHA "recommends" that if you opt to keep SDSs you also include them when and where information, even though it is not mandated when the SDS option is taken.

What is the liability for transferring/maintaining medical records when there is no successor employer?

The Code for Federal Regulations, 29 CFR 1910.1020, Access to Employee Exposure and Medical Records outlines the correct process of managing employee records. According to that regulation, whenever an employer either is ceasing to do business and there is no successor employer to receive and maintain the records or intends to dispose of any records required to be preserved for at least thirty (30) years, the employer shall do one of two things. An employer must transfer the records to the Director of the National Institute for Occupational Safety and Health (NIOSH) or they must notify the Director of NIOSH in writing of the impending disposal of records at least three (3) months prior to the disposal of the records. Depending on the content of the OSHA records, you may wish to share the information in them with the specific employee to whom they belong before transfer or disposal.

Fundamentals of Total Worker Health 

Keeping workers safe is the foundation upon which a TWH approach is built. Total Worker Health integrates health protection efforts with a broad spectrum of interventions to improve worker health and well-being.

The Fundamentals of Total Worker Health Approaches is the practical starting point for employers, workers, labor representatives, and other professionals interested in implementing workplace safety and health programs aligned with the Total Worker Health (TWH) approach. There are five Defining Elements of TWH:

Element 1: Demonstrate leadership commitment to worker safety and health at all levels of the organization.

Element 2: Design work to eliminate or reduce safety and health hazards and promote worker well-being.

Element 3: Promote and support worker engagement throughout program design and implementation.

Element 4: Ensure the confidentiality and privacy of workers.

Element 5: Integrate relevant systems to advance worker well-being.

Getting Started

Create a team of people who know about different policies, programs, and practices in your workplace that impact worker safety, health, and well-being. Draw team members from all levels of the workforce, and consider including the following:„

• Workers who have requested or participated in changes for safety and health
• Safety directors
• Human resources representatives
• Occupational health nurses or other healthcare practitioners
• Workers' compensation professionals
• Employee Assistance Program professionals
• Those responsible for disability management and return-to-work procedures
• Health and wellness champions

Defining Element 1: Demonstrate leadership commitment to worker safety and health at all levels of the organization

Organizational leaders should acknowledge and communicate the value of workforce safety and health as a core function, and they should prioritize worker safety and health on the same level as the quality of services and products.

ProTip: Middle management is the direct link between workers and upper management and plays a critical role in program success or failure. For example, supervisors often serve as gatekeepers to employee participation in programs, and when program involvement competes with productivity demands, they may discourage employee participation

Effective programs thrive in organizations that promote respect throughout the organization and encourage active worker participation, input, and involvement. Leaders at all levels of the organization can help set this tone, but everyone (from managers down to front-line workers) plays an essential role in contributing to this shared commitment to safety and health. Beyond written policies, stated practices, and implemented programs that endorse safety and health in your workplace, consider the extent to which your organization's spoken and unspoken beliefs and values either support or deter worker well-being [CPWR and NIOSH 2013].

Encourage top leaders to:

1. Establish and communicate the principles of the proposed initiative to all levels of the organization; teach managers to value workers' input on safety and health issues.
2. Maintain the visibility of the effort at the organization's highest levels by presenting data that is linked to the program resource allocations.
3. Promote routine communications between leadership and employees on issues related to safety, health, and well-being.
4. Openly support and participate in workplace safety and health initiatives. „
5. Facilitate participation across all levels of the workforce.
6. Add safety and health-related standards into performance evaluations. „
7. Build safety and health into the organization's mission and objectives. „
8. Establish a mechanism and budget for acting on workforce recommendations. „
9. Emphasize that shortcuts must not compromise worker safety and health.
10. Provide adequate resources, including appropriately trained and motivated staff or vendors, space, and time.

If necessary, ensure dedicated funding over multiple years, as an investment in your workforce.

Encourage mid-level management to:

1. Recognize and discuss the competitive advantage (e.g., recruitment, retention, employee satisfaction, community engagement and reputation, and workforce sustainability) that TWH brings to the long-term sustainability of the organization.
2. Highlight examples of senior leadership's commitment to TWH.
3. Provide training on how managers can implement and support Total Worker Health aligned approaches, such as those related to work-life balance.
4. 1. 1. 1. 1. 1. 1. 1. 1.  

Defining Element 2: Design work to eliminate or reduce safety and health hazards and promote worker well-being

A Total Worker Health approach prioritizes a hazard-free work environment for all workers. It applies a prevention approach that is consistent with traditional occupational safety and health prevention principles of the Hierarchy of Controls.

Eliminating or reducing recognized hazards in the workplace first, including those related to the organization of work itself, is the most effective means of prevention and thus is foundational to all Total Worker Health principles.

Although some hazards can be eliminated from the work environment, others (such as shift work) are more difficult to change. These must be managed through various engineering, administrative, or (as the very last resort) individual-level changes.

Workplace programs that adopt a TWH approach emphasize elimination or control of workplace hazards and other contributors to inadequate safety, health, and well-being. This emphasis on addressing environmental determinants of health is a crucial concept for TWH programs.

The Hierarchy of Controls Applied to NIOSH Total Worker Health provides a conceptual model for prioritizing efforts to advance worker safety, health, and well-being. This applied model is based on the traditional Hierarchy of Controls well-known to occupational safety and health professionals.

As in the traditional Hierarchy of Controls, controls, and strategies are presented in descending order of anticipated effectiveness and protectiveness, as suggested by the cascading arrows. The Hierarchy of Controls Applied to NIOSH Total Worker Health expands the traditional hierarchy from occupational safety and health to include controls and strategies that more broadly advance worker well-being.

The Hierarchy of Controls Applied to NIOSH Total Worker Health is not meant to replace the traditional Hierarchy of Controls, but rather is a companion to this important occupational safety and health model. It serves to illustrate how TWH approaches emphasize organizational-level interventions to protect workers' safety, health, and well-being. To apply this model:

1. Begin by eliminating workplace conditions that cause or contribute to worker illness and injury or otherwise negatively impact well-being. These include factors related to supervision throughout the management chain.
2. Replace unsafe, unhealthy working conditions or practices with safer, health-enhancing policies, programs, and management practices that improve the culture of safety and health in the workplace.
3. Redesign the work environment, where needed, for safety, health, and well-being. Remove impediments to well-being, enhance employer-sponsored benefits, and provide flexible work schedules.
4. Provide safety and health education and resources to enhance personal knowledge for all workers.
5. Lastly, encourage personal change for improvements to health, safety, and well-being. Assist workers with individual risks and challenges; provide support for healthier choice-making.
6. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1.  

EXAMPLE:

Using the Hierarchy of Controls Applied to NIOSH Total Worker Health, a program targeting reductions in musculoskeletal disorders could consist of the following:

1. Reorganizing or redesigning the work to minimize repetitive movement, excessive force, and awkward postures
2. Providing ergonomic consultations to workers to improve job and workstation design and interface, along with training in ergonomic principles and opportunities for workers to participate in design efforts
3. Evaluating the age profile and health needs of the workforce to provide education on self-management strategies (including preventive exercise) for arthritis or other musculoskeletal conditions that impact the physical ability
4. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1.  

Similarly, a TWH program reducing work-related stress might consider the following:

1. Implementing organizational and management policies that give workers more flexibility and control over their work and schedules, as well as opportunities to identify and eliminate root causes of stress.
2. Providing training for supervisors on approaches to address stressful working conditions.
3. Providing skill-building interventions for stress reduction for all workers and providing access to the Employee Assistance Program.
4. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1.  

Defining Element 3: Promote and support worker engagement throughout program design and implementation

Ensure that workers involved in daily operations, as well as supervisory staff, are engaged in identifying safety and health issues, contributing to program design, and participating in all aspects of program implementation and evaluation. Again, letting workers be involved in workplace safety, health, and well-being, instead of being just recipients of services, nurtures a shared commitment to Total Worker Health. Some ways to do this include:

• Identify safety and health issues that are most important to front-line employees
• More effectively identify potential barriers to program use and effectiveness
• Improve the long-term sustainability of the initiative
• Increase employee buy-in and participation in policies and other interventions
• • • • • • • • • • •  

ProTip: Design programs with a long-term outlook to ensure sustainability. Short-term approaches have short-term value. Programs aligned with the core values of the organization will likely last. These should be flexible enough to be responsive to changes in workforce and market conditions, workplace hazards and exposures, and the needs of individual workers. A participatory approach can help in this regard, but keep sustainability in mind for the bigger picture.

To help encourage worker engagement, communicate strategically; everyone with a stake in worker safety and health (workers, their families, supervisors, etc.) must know what you are doing and why. Tailor your messages and how they are delivered, and make sure they consistently reflect the values and direction of the initiative.

Whether workers are willing to engage in workplace safety and health initiatives, however, may depend on their perceptions of whether the work environment truly supports safety and health. For example, one study found that blue-collar workers who smoke are more likely to quit and stay quit after a worksite tobacco cessation program if workplace dust, fumes, and vapors are controlled and workplace smoking policies are in place

Defining Element 4: Ensure the confidentiality and privacy of workers

Designing and enforcing appropriate privacy protections goes beyond ensuring that only authorized personnel has access to sensitive safety and health information. Observe all relevant local, state, and national laws regarding the privacy of personally identifiable data and health-related information by taking appropriate steps. So doing things like masking personally identifiable information on reports, and using a digital management system that is encrypted and protected by user passwords are some best practices.

Data sources that require confidentiality considerations and/or protections:

• „Health risk assessment
• „„Electronic health records
• „„Management systems
• „„Program evaluation data
• „„Self-reported survey data

Privacy precautions:

• Rigorous de-identification of records
• Destruction of personally identifiable information as appropriate
• Hiring a third party to handle certain aspects of the program to reduce employee fear of retribution or penalty
• „„Using group or population-level data rather than individual data
•  

Defining Element 5: Integrate relevant systems to advance worker well-being.

Total Worker Health emphasizes the role that organizations have in shaping worker safety and health outcomes, recognizing that a multilevel perspective that includes policy, environmental, organizational, and social concerns may be best for tackling complex challenges to worker safety, health, and well-being. Integrating data systems across programs and among vendors, for instance, can simplify monitoring and evaluation while also enabling both tracking of results and continual program improvement.

• Conduct an initial assessment of existing workplace policies, programs, and practices pertinent to safety, health, and well-being and determine how they relate to one another. Note: for some larger organizations, this may seem like an overwhelming task. To assist in helping to focus this step, consider, at a minimum, these factors:„„ Human resources or personnel policies on issues such as health insurance, paid sick leave, family leave, vacation benefits, retirement, and disability. „„Safety and health policies and procedures for identifying hazards, reporting work-related injuries and illnesses, and filing worker compensation claims.
• Identify apparent areas of overlap with existing efforts, and note opportunities for future coordination.
• Purposefully and regularly bring together leaders and teams with overlapping or complementary responsibilities for planning and priority setting. For example, hold joint meetings of safety committees and occupational health staff, human resources, and wellness committees.

Questions to Consider Asking Yourself or Your Team

• Do we regularly seek the input of our workers on the selection and design of our offered benefits?
• How can we change or adjust management policies or programs to more effectively support improved safety and health?
• „„How does the everyday physical work environment affect worker safety and health?
• Beyond our workplace policies or programs that may be targeting safety and health, what influence do our workplace or organizational norms have on worker safety and health outcomes?
• How do our efforts feed into the community at large? What sorts of resources outside the workplace, such as community support, would be useful in helping to reinforce and support our safety and health programs?

Understanding the connections between various systems and levels of an individual worker's experience may help design creative, well-rounded approaches to safety and health challenges.

By working together and discovering what each professional in the organization is already working on you will often find related goals and objectives - the benefits administrator struggling to get workers to participate in an exercise class and the safety professional struggling to get a warm-up/stretching program started will be able to work together.

So to wrap this topic up, I will say this: If you want to have a successful wellness program, you must first have a strong culture of workplace safety. Then you can build on that credibility and ask folks to move toward participating in safety or health-related activities off-the-job. Make sure you are first building a workplace safety culture.

Let me know what you think about this episode. Send emails to info@thesafetypropodcast.com and share with me your thoughts.

You can find me on LinkedIn! Post an update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

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In this episode, I interviewed by Mr. Nick Lamparelli, the host of Profiles in Risk Podcast. We talk about general liability and risk management - something we don't touch on enough on the SafetyPro Podcast. We discuss my work with iReportSource and managed workflows for incident investigations.

I want to dedicate this episode to the incredible development team over at iReportSource for all the hard work that goes into building an incredible service that safety pros can use to help keep workers safe:

• Jason Roell
• Taylor Mackinder
• Tristan Carkuff
• Jason Mize
• Argie Angeleas

  The intern team:

• Aria Alimardani
• Chelsea Mackinder
• Mackenzie Solomon
• Taylor Munafo

Let me know what you think about this episode. Send emails to info@thesafetypropodcast.com and share with me your thoughts.

You can find me on LinkedIn! Post an update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

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Responsible employers know that the primary goal of a safety and health program is to prevent workplace injuries, illnesses, and deaths, as well as the suffering and financial hardship these events can cause for workers, their families, and their employers.

Employers may find that implementing these recommended practices brings other benefits as well. The renewed or enhanced commitment to safety and health and the cooperative atmosphere between employers and workers is linked to:

 

• Improvements in a product, process, and service quality. 
• Better workplace morale. 
• Improved employee recruiting and retention. 
• A more favorable image and reputation (among customers, suppliers, and the community). 

 

Each section of the following recommended practices describes a core program element, followed by several action items. Each action item is an example of steps that employers and workers can take to establish, implement, maintain, and improve your safety and health program. You can use the self-evaluation tool found on the recommended practices Web page to track your progress and assess how fully you have implemented (or will implement) each action item.

Listen to this episode for the full rundown on how to implement each element, with examples and explanations.

Let me know what you think. Send an email to info@thesafetypropodcast.com and share with me your thoughts.

You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Join the Community of Safety Pros today!     Join the Community of Safety Pros today!   Fatigue and its safety implications are an important topic that likely impacts every single industry. According to the National Safety Council, when people don't get the sleep they need, they aren't able to physically or mentally function at optimal levels - routine tasks feel more demanding. Reaction times slow. People become more forgetful, make poor decisions, and don't communicate or coordinate well with their co-workers.   Many studies have found a connection between fatigue and increased safety risks on the job in a wide range of work settings. Long work hours, working at night, and rotating shifts are some factors that can lead to increased risks of errors, incidents, accidents, and injuries.

Decreased productivity

Absenteeism represents a significant cost to organizations, and sleep loss is one of its leading causes. Presenteeism, being at work but not working effectively, also leads to substantial reductions in productivity. With reduced physical and mental functioning due to lost sleep, productivity goes down.

Increased risk of errors

People with sleep deficits are not as productive as they could be, and they are also more prone to making mistakes and errors. An estimated 274,000 insomnia-related workplace accidents and errors occur yearly and cost U.S. employers more than $31 billion, which is more than any other chronic health-related condition.

Incidents and crashes

A 2014 study estimated that up to 21% of all fatal vehicle crashes might involve a drowsy driver. Factors that contribute to such events include working multiple jobs, working nights or other unusual schedules, getting less sleep than needed, and getting poor-quality sleep. Long commutes add to longer waking days and cut into the time available for sleep, putting many workers at increased risk for driving while drowsy.

ProTip: According to the NTSB: 20% of accidents are related to fatigue, with 40% of highway crashes involving fatigued drivers. Share this information as much as possible.

Fatigue culture is difficult to overcome

A workplace culture that rewards or tolerates fatigue can also be a factor. In some high-performance cultures, employees may view fatigue as a sign of weakness or laziness. They may be committed to getting the work done despite long hours, even coming to believe fatigue doesn't affect them.

Employers may incentivize long hours with financial incentives or promotions, increasing risk, and promoting a culture of burnout instead of managing fatigue as a potential safety hazard.

Fatigue management as part of safety management systems

We address workplace fatigue through the same types of safety management mechanisms that an organization uses to for overall safety. Such an approach ideally applies multiple elements, recognizing that fatigue is a complex issue that can be minimized but not eliminated.

Getting started with a fatigue risk management system

Fatigue management is a way to further enhance the current safety management system and can rely on many existing mechanisms. As a first step, organizations should make an effort to understand what fatigue risks exist.

Incremental components or comprehensive plan

While a comprehensive fatigue management program may be the best approach, especially for larger organizations, test individual elements at first. A first part, perhaps smaller in scope, can be implemented and evaluated. Lessons learned can then be applied as the component is expanded upon and when considering other activities.

Form a fatigue committee

Designating an individual, or individuals, to head up fatigue management activities is critical for success. For larger organizations, a small committee can oversee activities, gather and evaluate feedback, and determine areas to focus efforts. Having representatives from across the organization such as safety, operations, and health/wellness will ensure that you include different perspectives.

Getting buy-in

It is essential that the fatigue management process be transparent and that appropriate information is shared throughout the effort to obtain buy-in from all levels of the organization. Providing open forums that allow employees to share how fatigue affects them is one way to get engagement from the outset.

Identifying fatigue risks

In addition to employee input, an audit or survey of supervisors and managers can help determine where fatigue risks exist and provide an indication of the magnitude. Such information can help prioritize what countermeasures or mitigation actions to take and where to focus efforts.

For the initial activities, it is imperative to present some action in the near term, so contributors will feel their input was and is incorporated. As a result, they are more likely to be engaged in the ongoing process and actions.

Critical components of a fatigue risk management system (FRMS)

Education and training

Sleep health education is a vital element of any fatigue management effort. Different delivery mechanisms can be considered and may be used over time as the program matures as a way to help keep information fresh. Depending on available resources, external expertise can be beneficial. In a public safety setting, expert-led sleep health training resulted in knowledge acquisition and subsequent actions to address sleep issues. Consider sleep health education as part of annual, recurrent, or new-hire training.

While individuals are generally unreliable at recognizing the effects of fatigue in themselves, developing a "personal signs and symptoms" checklist can provide a structured mechanism for self-assessment. People should include ways in which fatigue affects them, such as yawning or being forgetful and then track the number of hours of sleep in the past 24 hours, hours awake, and time of day. If multiple fatigue factors are present, then the individual should seek out countermeasures to boost alertness.

Policies and practices

Clarify roles and expectations - A recognized internal point of contact with responsibility for fatigue management efforts is a necessary first step towards practical implementation. This individual should be responsible for managing communications about the program and coordinating all program activities. This "fatigue champion" recognizes both the benefit to the organization and employees' lives. The champion can provide an extra level of motivation and inspiration that can lead to an exceptional fatigue management program.

Policies and practices for work periods - Effective policies and practices for hours of work and rest should be science-based and recognize the physiological need for sleep and circadian rhythms. They should also take into consideration the type of work that needs to be done and understand the characteristics of the workforce. There is no "one size fits all" number for daily or weekly work hours.

Daily and weekly limits - Daily fatigue risks increase with more hours on duty, or with more time on task (hours of work without a break). Daily work limits should also address the impact of hours awake, and how factors such as commute times and shift start times will affect the time workers are awake before the start of their work period.

Sleep loss throughout a workweek impairs performance. Setting weekly limits on total work hours and including a provision for a weekly off-duty "reset" period are common ways that organizations seek to manage the cumulative effects of sleep loss over time. The intent of the "reset" day or days off is to allow workers to obtain recovery sleep and be rested and ready for their next period of workdays.

Time-of-day fatigue (circadian rhythm misalignment) - Working at night and corresponding daytime sleep are both misaligned with the normal circadian rhythms. Fatigue risks increase during night shifts, and sleeping during the day is less than optimal due to the circadian clock. For those working a night shift, consider minimizing monotonous or monitoring tasks that can unmask underlying sleepiness, and safety-sensitive duties should be scheduled earlier in the work shift when possible.

ProTip: Early morning shifts require employees to adjust their sleep schedules, which might lead to chronic sleep loss. They also need employees to be alert when their bodies are still in sleep mode. Discuss this with your employees to raise awareness.

Limits on night shifts - With increased fatigue risks associated with working at night, employers should consider implementing shorter night shifts, which provides a way to minimize the interaction of risks related to hours awake and the increased likelihood of fatigue during the low point in circadian rhythms.

Fatigue risks have also been found to increase over consecutive night shifts, so minimizing multiple nights in a row and providing regular breaks should be considered.

Limits on early morning shifts - Early-morning shift starts can also infringe on individuals' regular sleep periods. With long commutes, wake times necessary for early shift starts may feel more like the middle of the night than morning.

The difficulty in getting to bed earlier than our circadian clock's programming is a challenge to getting adequate sleep.

Limits on work hours - While flexibility is necessary in many situations, additional restrictions should be considered for those working irregular schedules, for example limiting the number of on-call periods per week.

Shift workers are vulnerable to fatigue because of non-traditional work schedules that might require long shifts, non-daytime working hours, and changing shifts. As a result, shift workers are at a higher risk of drowsy driving.

One shift-working population that is at particular risk is medical workers, who can log more than 100 hours in a workweek with very little sleep. After an extended shift, medical interns were five times more likely to have a near-miss incident on their commute home, and twice as likely to have a motor vehicle crash.

Shared Responsibility 

Fit for Duty - An employee arriving fit for duty is the responsibility of both the employer and the employee.

• Employers should ensure employees have at least 12 hours off between shifts to get proper sleep.
• Employees are responsible for allocating their off-the-job hours wisely, especially if they are working a second job.

Fatigue Mitigation

A workplace with positive environmental controls promotes better overall working conditions and should be less physically stressful in ways that contribute to fatigue on the job. Factors such as high temperatures, noise, and vibration are leading drivers of occupational fatigue.

Environmental factors can play a role in employees' accumulation of fatigue. Things that help promote alertness include: 

• Moderate temperature
• Bright lighting
• Clean air
• Quiet environment

Also, designated break areas that are separate from the work areas can be an essential tool in managing fatigue.  Break time in well-lit, moderate temperatures with adequate ventilation (fresh air) can provide an opportunity to reset for those working in physically stressful settings.

ProTip: Caffeine can provide a short-term boost to alertness when appropriately used. Rather than relying on caffeine throughout a shift, it is best to use it just before a critical work task or before the mid-afternoon period when sleepiness occurs. A cup of regular coffee with 100–200 mg of caffeine can boost alertness for up to four hours, with about 15–30 minutes needed to take effect. Be cautious with sugar in coffee or caffeinated beverages, as it can reduce alertness when coming down from the "sugar high."

Data-driven programs and continuous improvement

A fatigue management program provides the most value when it is data-driven and strives for constant improvement.

Ask employees for their input - Employees can be a wealth of information. You need to ask and listen.

• What mitigation strategies work best? Employees may have valuable feedback on environmental conditions and the usability of a break room, for example.
• What adds to your fatigue? Annual surveys of employees on their experiences and perspectives on fatigue-related matters are a great way to get a better understanding.

Low reporting levels? Maybe something isn't working. Don't assume that low reporting levels mean there are no issues. Are reporting and monitoring systems effective? Usable? Are employees discouraged from reporting by the use of layered paperwork processes?

Monitoring and reporting mechanisms allow the program champion and other safety managers to assess the levels of fatigue risk in the organization over time, identify trends, and understand the issues that are being reported and need addressing. Incorporate reporting processes into current procedures within an existing safety management system. Keep in mind that when implementing a program, low levels of reporting may indicate a lack of awareness of the program rather than a lack of fatigue-related issues in the workplace.

Incident and accident investigation reporting

Established incident and accident investigation processes should be expanded to include an evaluation of the potential role of fatigue. Generally, a combination of factors present at the time of an incident/ accident would indicate that fatigue played a role. Include the following:

• Time on shift: More hours may increase the likelihood of fatigue
• Time awake at the time of event: When hours awake exceed 17, fatigue becomes more likely.
• Length of the workweek: More consecutive days/nights of work also leads to increased fatigue.
• Self-reported info on alertness: Use standard measures such as sleepiness scales to measure this.
• Self-reported info on sleep history: Investigations should gather info on prior sleep history to assess the influence of the previous factors.

Review and learn from data

Incident and accident reports can be a valuable tool for the fatigue program manager. Look for trends in the types and sources of reported fatigue factors. Investigations can provide valuable "lessons learned" to incorporate into ongoing education and training activities.

Continuous improvement: collecting data and applying lessons learned

As with any organizational safety-related effort, it is essential to seek ways to continue improving operations. Monitoring and reporting information, along with incident or accident investigation and reporting, provides valuable information to the program manager.

• What is working?
• What isn't?
• What can we do better?

Employers should consider a regular internal audit, or use of an external evaluator to address the above questions and determine ways for further improvements and expand the program.

 Fatigue Management Tools

Scheduling software - Some industries, such as aviation, use programs that evaluate work schedules for potential fatigue risks as part of their fatigue management efforts. Such programs use science-based algorithms related to factors such as sleep need, circadian disruption, hours awake, and time of day. Safety managers then evaluate work schedules for potential issues and implement strategies that will attempt to address the problems and minimize risks.

Risk assessment tool - Factors include the length and timing of work periods, time-on-task, workload, consecutive days or nights of work, variations in work schedule, and timing and duration of rest periods.

Other factors to consider include worksite environmental conditions, commute times, and other potential stressors such as critical deadlines. Safety managers can similarly evaluate potential risks with this approach and determine interventions to minimize those risks.

Wrapping it all Up

1. An integrated, multi-element fatigue program is most beneficial, though the implementation of incremental activities may be more feasible for smaller companies or those with limited resources.
2. Fatigue champions should remain aware that change is difficult and should be managed with care; highlight benefits for employees such as quality of life and improved health.
3. Transparency and shared information are essential in getting buy-in from all participants.
4. Data-driven processes provide important empirical information on what issues exist within an organization and provide a framework for continued improvements to the program.

The National Safety Council is leading the conversation on workplace fatigue in the U.S. Follow the various links in this post to learn more.

Additional Resources   NIOSH offers tips to help reduce the effects of fatigue in the workplace:

• Allow at least 10-consecutive hours per day of off-duty time for workers to get 7-8 hours of sleep.
• Provide frequent rest breaks during demanding work.
• Adjust shift lengths to either five 8-hour shifts or four 10-hour shifts.
• Schedule one or two full days of rest to follow five consecutive 8-hour shifts or four 10-hour shifts.
• Train workers to be aware of the demands of shiftwork and to know what resources are available if they have difficulties.
• Examine near-misses and incidents to determine if fatigue played a role.

Cost of a Tired Workforce

NSC in collaboration with the Brigham and Women's Hospital Sleep Matters Initiative developed an online fatigue cost calculator that estimates the cost of sleep deficiency for businesses. Entering four data points into the calculator – workforce size, industry, location, and shift scheduling practice – generates an estimated dollar cost that helps the organization quantify the cost of fatigue and justify the implementation of a fatigue risk management system (FRMS).

The cost calculator and the methodology used to create it are in Calculating the Cost of Poor Sleep: Methodology at www.nsc.org/tiredatwork.

Find more information about the effects of fatigue on physical and mental functioning in the NSC report Tired at Work: How Fatigue Affects Our Bodies.

Please listen and share this episode with others. If you want to go more in-depth on this and other topics - become a SafetyPro Community member (FREE to join).

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ANNOUNCEMENT: Visit VPPPA to register for the National Symposium and join me as I podcast on location! Listen to this episode for some details.

Let me know what you think. Send an email to info@thesafetypropodcast.com and share with me your thoughts about VPP or the VPPPA.

Please tell a friend or colleague about the podcast. It would mean the WORLD to me!

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In this announcement, I reveal a new strategic partnership that strengthens the high quality, actionable safety info you have come to expect from this podcast! I am excited to make this announcement.

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Every day, thousands of lives are lost due to work accidents or fatal diseases linked to work activities. These are deaths that could and should have been prevented and must be in the future.

Whether you are an employee, a manager or a business owner, you share a common goal – you don't want anyone to get hurt on the job. Improved productivity stems from ensuring people operate in workplaces that provide transparency and build trust throughout their operation and supply chain. In addition, responsible practices are becoming increasingly important to brands and reputations.

ISO 45001 is the world's first International Standard dealing with health and safety at work. Quite simply, it offers a single, clear framework for all organizations wishing to improve their OH&S performance. Directed at the top management of an organization, it hopes to provide a safe and healthy workplace for employees and visitors. In order to achieve this goal, it is important to control all factors that might result in illness, injury, and in even fatalities, by mitigating the impacts hazards have on the physical, mental and cognitive condition of workers – and ISO 45001 covers all of those aspects.

While ISO 45001 does draw on OHSAS 18001 – the previous benchmark for workplace safety – it is a completely new and distinct standard, not simply a dusted off version or revision or a simple update. Organizations will, therefore, need to revise their current thinking and work practices in order to maintain organizational compliance.

What are the major differences between OHSAS 18001 and ISO 45001?

There are many differences, but the main change is that ISO 45001 focuses on the interaction between an organization and its total business environment while OHSAS 18001 was focused on managing hazards and other internal-only issues. But the standards also differ in other ways:

• ISO 45001 is process-based – OHSAS 18001 is procedure-based
• ISO 45001 is dynamic in all clauses – OHSAS 18001 is not
• ISO 45001 considers both risk and opportunities – OHSAS 18001 deals exclusively with risk
• ISO 45001 includes the views of interested parties – OHSAS 18001 does not

These points represent a huge shift in the way health and safety management and even viewed in business today. Safety can no longer be treated as a "stand-alone" department or silo. Instead, key safety roles need to be embedded within the company - partnering with the various departments in order to run a sustainable organization.

Let's see what ISO.org has to say:

My company already follows OHSAS 18001. How do I start to switch over to ISO 45001?

When moving over from OHSAS 18001, there are some steps you have to take in order to lay the groundwork for ISO 45001. Here are a few steps ISO.org says you will need to take to get started:

1. Perform the analysis of interested parties (those individuals or organizations that can affect your organization's activities) as well as internal and external factors that might impact your organization's business, then ask yourself how these risks can be controlled through your management system.
2. Establish the scope of the system, while considering what your management system is set to achieve.
3. Use this information to establish your processes, your risk evaluation/assessment and, most importantly, to set the key performance indicators (KPIs) for the processes.

Once you have adapted all the data to the tools of OHSAS 18001, you can reuse most of what you already have in your new management system. So, while the approach is quite different, the basic tools are the same.

What do I need to know if I am new to ISO 45001?

The answer depends on how much you know about ISO management systems. ISO 45001 adopts Annex SL, thus sharing a high-level structure (HLS), identical core text and terms and definitions with other recently revised ISO management system standards such as ISO 9001:2015 (quality management) and ISO 14001:2015 (environmental management). If you are already acquainted with the common framework, then much of ISO 45001 will seem familiar to you and you will just need to fill the "gaps" in your system.

If this is not the case, things could be a little more tricky. The standard is not easy to apprehend when you read it as a normal book. You have to realize all the interconnections between the specific clauses. The best advice would be to find a good training course to help you unlock the standard's full potential. You may also want to consider employing consultancy services to assist you in the process.

See the entire ISO.org article here: https://www.iso.org/news/ref2271.html

How can I compare my safety management system against ISO 45001?

The best thing to do is to use the checklist that you can download HERE

Let me know what you think. Send an email to info@thesafetypropodcast.com and share with me your thoughts about ISO 45001.

You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter!

Join the Community of Safety Pros today!

Join the Community of Safety Pros today!

In this episode, we talk with Nick Morrill from CavCom, Inc. about a common misconception when it comes to hearing protection at work.

Please listen and share this episode with others. If you want to go more in-depth on this and other topics - become a SafetyPro Community member (FREE to join).

Premium Community members can access exclusive content like episode videos, video courses, templates/downloads, participate in live streams, and direct message/live chat with the Safety Pro. 

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Visit Mighty Line Tape for all of your facility marking needs. Order your free sample of floor tape TODAY!

Visit Arrow Safety for all of your safety service needs. Remember to mention we sent you to get 25% off your estimate!

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NIOSH developed the Dampness and Mold Assessment Tool for both general buildingsCdc-pdf and schoolsCdc-pdf to help employers identify and assess areas of dampness in buildings.

"Implementing regular visual inspections for dampness can help to identify trouble areas before they become major problems and help to prioritize maintenance and repair," said David Weissman, M.D., director of NIOSH's Respiratory Health Division. "The Dampness and Mold Assessment Tools provide an inexpensive mechanism to investigate, record, and compare conditions over time."

Office buildings, schools, and other nonindustrial build­ings may develop moisture and dampness problems from roof and window leaks, high indoor humidity, and flooding events, among other things. Damp building conditions promote the growth of mold, bacteria, fungi, and insects. Occupants in damp buildings can be exposed to pollutants in the air from biological contaminants and the breakdown of building materials.

Research has shown that several health problems are associated with exposure to building dampness and mold, including:

• Respiratory symptoms (such as in the nose, throat, or lungs)
• Development or worsening of asthma
• Hypersensitivity pneumonitis (a rare lung disease in which lungs become inflamed as an allergic reaction to inhaled bacteria, fungi, organic dust, and chemicals)
• Respiratory infections
• Allergic rhinitis (often called "hay fever")
• Bronchitis
• Eczema

The Dampness and Mold Assessment Tools guide users through assessing all rooms, whether in a school or a general building, for areas of dampness and mold and identifying the source(s) of the dampness and mold. The tools provide an easy-to-use checklist and instructions for assessing and recording any damage that is found and for tracking conditions through time

NIOSH previously published an Alert, Preventing Occupational Respiratory Disease from Exposures Caused by Dampness in Office Buildings, Schools, and Other Nonindustrial BuildingsCdc-pdf that provides further information on respiratory disease related to indoor dampness and recommendations for preventing and remediating damp buildings.

When workers suspect their health problems are caused by exposure to building-related dampness or mold, workers should report new, persistent, or worsening symptoms, particularly those with a work-related pattern, to their personal physician and, as instructed by their employer, to a designated individual at their workplace.

You can find more information about dampness and mold in buildings, including action steps for management and building owners and workers, on the NIOSH website.

NIOSH is the federal institute that conducts research and makes recommendations for preventing work-related injuries and illnesses. More information about NIOSH can be found at www.cdc.gov/niosh/.

Let me know what you think. Send an email to info@thesafetypropodcast.com and share with me your thoughts about indoor air quality. Also, it would mean a lot to me if you could tell a friend or colleague about the podcast.

You can find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter!

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Safety Inspection or Safety Audit?

This issue has come up before, and I want to tackle it in this episode. So some coaching is going on in this episode. First, let's get the definitions out of the way:

Inspection: Physical checks for acceptable conditions conducted at the direction of regulatory requirements, guidelines, policies, procedures, etc. outlined in your overall safety manual or as a part of a safety management system.

Audit: An independent review of the effectiveness, implementation, and compliance with established regulatory requirements, guidelines, policies, procedures, etc. outlined in your overall safety manual or as a part of a safety management system. It is important to note that independent does not necessarily mean from an outside organization. Independence means not being responsible for the activity being audited or free of bias and conflict of interest, which means you cannot audit your own work.

So think of an inspection as a specific physical check to see if a tool, vehicle, machine, etc. are in safe working condition. Like a forklift inspection; before each shift operators are required to conduct an inspection to ensure it is in a safe condition. Always provide adequate checklists to ensure consistency of inspections and to allow a trend analysis to be developed t look for areas of improvement during any program audits.

An audit is a review to see if inspections are being done and to check the quality of the inspection results. Or, inspections are tactical, and audits are strategic. Most folks focus on the tactical activity of performing inspections. They have checklists, cards, etc. Our industry needs to place more emphasis on the strategic review of safety as well. I would encourage you to go one step further and apply a management system approach to these activities.

To help illustrate the importance, I will use the ANSI Z-10 Standard for Occupational Safety and Health Management Systems (OHSMS) as an example. The OHSMS cycle ANSI lays out entails an initial planning process and implementation of the safety management system, followed by a process for checking the performance of these activities and taking appropriate corrective actions. The next step involves a management review of the system for suitability, adequacy, and effectiveness against its policy and this standard. At a high level, this is an audit of the OHSMS.

It is worth noting that ANSI/AIHA® Z10 focuses primarily on the strategic levels of policy and the processes to ensure the policy is effectively carried out. The standard does not provide detailed procedures, job instructions, or documentation mechanisms. Each organization must design these according to their needs, such as inspections: what to inspect and how often.

In a management system approach, there is an emphasis on continual improvement and systematically eliminating the underlying or root causes of deficiencies. For example, if an inspection finds an unguarded machine, not only would the unguarded machine be fixed, but there would also be a systematic process in place to discover and eliminate the underlying reason for the deficiency. This process might then lead to the goal of replacing the guards with an effective design, or to replacement of the machines themselves, so the hazard is eliminated. This systematic approach seeks a long-term solution rather than a one-time fix.

To see if this is being done effectively, an audit must take place. You would review how many inspections are being done, the total number of inspections resulting in findings, number of outcomes resulting in root cause analysis, and corrective or preventative actions (CAPA).

So I want to give you three criteria you need to use to conduct an audit of any aspect of your safety management system. I call it the 3 P's:

 

1. Paper: Look at any written programs, instructions, policies, procedures, etc. and determine if they are adequate for the area they address. HAZCOM is an example; review the written program to ensure it meets the minimum OSHA requirements as well as the SDS index. Does the program check all the boxes? When was it last reviewed? Who has access to it?
2. People: Interview workers to determine their level of understanding of the written programs, instructions, policies, procedures, etc. Which also tells you a bit about training effectiveness and retention. Sticking with the HAZCOM example, ask workers about chemicals in their work area, SDS location, labeling requirements, spill/clean-up, etc.
3. Places: Go out to the job site or production floor and look for evidence that the written programs, instructions, policies, procedures, etc. are being followed. For HAZCOM, look for labels-are they worn, missing, are drums labeled? Are SDS books up to date? Are they placed in the proper location? What about spill kits?

  So you can see the benefit of the three P's when auditing your safety management system. Always extend your audit across all three P's: Paper, People, Places. Which will ensure you have done a proper and thorough audit.

Let me know what you think. Send an email to info@thesafetypropodcast.com and share with me your thoughts about safety inspections or audits. Please let a freind or colleague know about the podcast.

Also, you can find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter!

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How Do I Get The Most Out of My Safety Conference Attendance?

A professional safety conference always best treated as a learning experience. Your company is probably footing the bill, and so you may be tempted to handle your next safety conference as a paid vacation. Don't do that, as you'll be missing one of the most significant growth opportunities in this field and your career. Here, I've included four simple tips to get the very most out of your attendance in a safety or any other conference.

 1. Treat the Conference Like a Class

If you're attending a safety conference, the odds are good that you're a safety professional, and that means the odds are good that you've spent some time in a classroom at some point in your life. To make the most of this experience, you need to bring those skills to bear on conference seminars, workshops, and demonstrations.

An excellent way to take notes at a conference is to identify which areas your organization could improve, and then tailoring your attendance schedule to events that address these specific issues. It may help to prepare an outline of events you want to attend ahead of time, and use that outline to guide your note-taking during the events themselves.

 2. Compare Notes with Other Professionals

Here is an example; take your written safety plans for your company. One of the most beneficial ways to interact with the safety conference is to bring copies of safety programs based on scheduled sessions/events with you so that you might compare it against the suggestions and innovations offered. In this way, you'll be able to identify where your plans could be improved, and what aspects of your programs have been rendered out-of-date by advances in technology.

Likewise, actively working on your plans while attending the conference will give you the bonus of providing a product that you can show your employer. By communicating to your colleagues and supervisors a tangible benefit to your attendance, your organization will be much more likely to consider participating in the future--which is an excellent way of saying you might be able to earn yourself another free working vacation!

3. Participate!

Another critical aspect of making the most of any conference is to participate in events and workshops actively. Some of the brightest minds in safety management will be on hand to answer questions--take advantage of this tremendous opportunity to get insight into your organization's problems by identifying areas in which your team could improve and drafting a series of questions to ask during the question and answer sessions that often follow convention events.

 4. Pace Yourself

Some conference goers face the opposite problem than that alluded to in point three; they not only participate, they run themselves into the ground doing so. Rebecca Knight, of the Harvard Business Review, notes that conference-goers who are enjoying the experience and that are actively engaged in what's going on tend to get a lot more out of their attendance than those who feel pressure to perform.

Ms. Knight suggests that it's okay to spend a significant amount of time with a few select people if you're more comfortable networking among smaller crowds. Put another way, don't feel pressured to perform or participate in a way that's going to distract you. The key to getting the most out of a safety conference is to be actively and positively engaged with the material, and you can't do that if you're always in a state of dread or fear-remember, not everyone is built the same way and that's okay.

Let me know what you think. Send an email to info@thesafetypropodcast.com and share with me your thoughts about safety conferences.

Find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter!

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Every safety leader wakes up each morning looking to avoid any accidents. And, each day, you want to take steps to improve your culture of safety.

That's no easy task, which is part of why an analytics dashboard is so helpful in giving you the information you need to do just that.

Listen to this episode to get a quick introduction into 4 ways you can use data to improve your safety culture.

Use data to drive shared accountability

A great scorecard tells a story of what's happened, what's currently happening, and what needs to be done next. Part of that picture is also about improving accountability to make sure what needs to happen does happen.

iReport's dashboard is one example of a tool that supports accountability and improvement: it shares accountability documents created, proactive reports, critical actions needed, the number of days without incidents, the number of incidents, the type of incidents, and more.

In doing so, it helps to make the connection between what's been done and what needs to be done, and why. As simple as it sounds, knowing just what to do and being held clearly responsible for it is invaluable in supporting a safer culture.

Use data to show costs avoided

It's clear that there are costs to any incident or accident. Direct costs include property damage, theft, workers' comp, fatalities, lawsuits related to injuries (or worse!), and legal fees in general, just to name a few.

But if an incident happens, there's also harm done to your company's brand and goodwill, your reputation, and it affects employees' trust and morale. It can negatively affect productivity and it can affect the kind of talent you're able to recruit and hire in the future.

What's more: there is also a long list of indirect costs: downtime per day, distraction, and your insurance premium increase.

The point is this: effective data will allow you to show at least some of these indirect costs. That's a powerful tool when it comes to showing ROI and in giving a strong rationale for future safety investments.

Use data to take the guesswork out of corrective actions

One of the best ways to see if your data is working for you: whether or not your data has the ability to prevent future occurrences of a similar or same type of incident. If your data (or dashboard) isn't informing you of ways to make changes, you have a major opportunity for improvement.

For example, iReportSource's dashboard generates a real-time view of near miss by type, top causes for corrective action, and Total Case Incident Rate (TCIR). It also gives you a snapshot of other key incident and inspection metrics. Based on what's most meaningful to your company, it captures behavior-based steps/actions that have occurred so you can know exactly what's going on and where.

Use data to keep everyone in-the-know

Whatever dashboard you use, be sure that anyone—from upper management to HR to safety—has quick access to your report. When everyone does have that access, there's no more waiting on the safety leader (or another person) to send the report.

That means your data is more real-time and more actionable than ever. Finally, you can easily show exactly how safety is improving each month and why. Plus, if someone leaves your company, you're not stuck trying to figure out what he or she had completed in terms of data collection.

Let me know what you think. Send an email to info@thesafetypropodcast.com and share with me the tools you use! Also, leave a rank and review on Apple Podcast, it helps others find the show and assists me in making improvements.

If you think of it, find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram and Twitter!

Join the Community of Safety Pros today!

Join the Community of Safety Pros today!

Does your company help develop employees through coaching?

Not to be confused with training, or even consulting, coaching is a much more collaborative process that helps to bring out someone's best work. Two-thirds of employees cite that coaching improved their performance within their company and also improved their satisfaction (1).

Coaching sessions can include open-ended questions and discussion on personal and professional goals and objectives. If coaching happens consistently, it can strengthen relationships between managers/employees and peers. It can reinforce the right kind of behaviors you want to see in your business to promote safety and health. Last, it also helps workers have more support as they work through challenges or problems, both personally and professionally (2, 3, 4).

Here are the top tips you can utilize for effective safety coaching:

1. Don't assume leaders know how to coach

Make sure leaders are equipped to start coaching before you ask them to do so. For example, a common misconception is that coaching is where specific performance feedback can be given. While coaching can influence an employee's performance, a coaching session is not the same as a review session, even if your current reviews are informal.

First, help leaders recognize that coaching is an open-ended conversation that is aimed at helping someone improve…and that is in all areas of their life. On the other hand, an evaluation is going to give specific feedback to someone regarding their performance. If coaching is what you're after, make sure your leaders know that difference (2).

Second, teach leaders how to use open-ended questions during their coaching sessions. Instead of asking a question that can be answered with a simple "yes" or a "no," open-ended inquiries can be used to help lead someone into potential solutions. It also helps them to reflect better and to become more self-aware. These kinds of questions can also give the coach more context about a challenge someone is facing. Last, they also keep the focus on the person who is receiving the coaching.

For example, if someone is having uncertainty with how to resolve a safety-related issue on their team, avoid immediately giving them potential solutions. Instead, ask them questions by using words such as "what and "how."

That could sound like: "How do you envision this process changing?" or, "What have you considered doing to change the way things are done?"

By allowing them to reflect and talk out the solution, leaders can remain focused on listening. After hearing more from the person, then a coach can help the individual learn how to come up with solutions. Which will build confidence, empower the individual and help them break out of three vicious circles that author Michael Bungay Stonier describes in the book "The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever":

 

1. Creating over dependance - by you always having the answer, and others not being able to solve problems on their own. I have often said that the EHS expert's job is NOT to be the only one that understands the safety requirements and hazard mitigation techniques of someone else's job. It is to ensure that those doing the work, facing potential hazards are able to so. This requires a coach!
2. Getting overwhelmed - you will become bombarded with everyone else's problems. Which creates a classic bottle-neck! You want to avoid this because hazards/issues will persist in the work environment as a result of YOU not being able to deal with them. Folks will learn it takes too long to get anything addressed and stop saying anything!
3. Becoming disconnected - You will get disconnected from the work that matters - which is creating a sustainable culture of accountability, empowerment, and productivity. You need to free yourself up from the first two circles to focus on the work that will make the most impact on the organization (6).

 

Getting good at coaching takes practice, but at least try to teach your people some of the subtle shifts in their behavior that can help the dialogue be productive and authentic (1, 5). Which is the difference between consulting and coaching! Consulting is telling someone what to do - coaching is about helping others develop the ability to sense something needs to be changed, problem-solve, draw upon the needed resources the organization has to affect change and make good decisions.

2. Make sure it's a two-way conversation

Since a coach is often going to be in a position where they are helping to drive some change, make sure you are having a two-way conversation that allows for that to happen. Avoid the temptation to make it all about yourself.  The key is to talk less and listen more (6).

Also, if you are the one doing the coaching, avoid the tendency to share all your stories that are similar to the person being coached; after all, the focus is on them, not you. Again, this is where leading or empowering questions can be a very useful tool to use. Remember, telling someone what they should do is consulting. It also creates dependency. It can be tricky to get into here, but go grab The Coaching Habit book I mentioned and start some of the habits the author described.

The bottom line is that things need to be addressed, but you as a coach, need to develop other leaders' ability to coach as well. Each problem they bring to you is an opportunity to develop further their ability to coach others as well. So open up the lines of communications and ask the right questions and listen!

3. Provide 'just enough' structure

Coaching—even if it's peer to peer coaching—won't necessarily happen on its own. Like anything with your culture, be as intentional as possible about how your coaching sessions are going to be implemented. Companies with effective safety coaching take the time to develop strategies and internal processes that support a culture of coaching (4, 5).

Especially when a company is first introducing coaching, the structure is going to help. Give guidance on responsibilities related to coaching, coaching duration, the type of coaching you are looking for, and any desired outcomes or measurement of feedback that you want to be captured (4, 5).

4. Avoid punishment

Coaching should be focused on empowering people to succeed. Which means you want to avoid the perception that there will be negative consequences from anything discussed in your session. We want to see this activity as a way to learn and grow, not discover deficiencies, and hold someone accountable for them.

Look to avoid any punishment or discipline when coaching. That doesn't mean there can't be any accountability, but these interactions are not a place where there should be any fear.

5. Capture the progress

Companies that are successful at safety coaching can capture and celebrate all the progress someone has made. Depending on the level of formality your coaching has, at the very least, celebrate small wins and successes. Then, when you can, be sure to capture contributions and share that with your team, when appropriate.

6. Encourage peer-to-peer coaching

Many of us think of a manager coaching a direct report, and in many cases, that's going to be the kind of coaching relationship that is most effective. But also know that peer to peer coaching is extremely valuable and can also help to deepen relationships and improve morale in your company.

7. Customize your coaching to the learning curve of the employee being coached

Safety training typically requires everyone to meet minimum standards at a certain point in time. In contrast, your coaching sessions are going to have their own pace that is going to be different for everyone.

Embrace how these interactions are going to be mostly based on the learning curve of the employee who is being coached (4). In other words, with much less structure than a training session, coaching sessions are going to follow an employee's progress—and that progress is going to ebb and flow at times (2, 3, 4).

8. Always come from a place of compassion

Coaching interactions are all about improving an employee and helping them develop in specific areas they care about. For that to happen, there has to be a deep sense of caring and mutual trust in any session. As a coach, you can help that happen by always coming from a place of compassion as you hear about someone's challenges, issues, and perceptions.

That is what makes safety a great place to start in any organization that wants to develop a coaching culture. Safety begins with the underlying assumption that all workers want to do a good job and be able to return. Even the most average worker that is punching the clock - that's what they want to keep doing - their job. Preventing injuries and illnesses that ultimately prevent that is compassionate. That's what I love about this industry; we may have discussions about how to get there, but not getting hurt is something that almost all of us can agree on.

Please listen and share this episode with others. If you want to go more in-depth on this and other topics - become a SafetyPro Community member (FREE to join).

Premium Community members can access exclusive content like episode videos, video courses, templates/downloads, participate in live streams, direct message/live chat with the Safety Pro - become a PREMIUM member today!

Join the Community of Safety Pros today!

**Visit MightyLine Tape for all of your floor marking and facility sign needs**

 

Sources

1. https://inside.6q.io/coaching-employees-in-the-workplace/
2. http://www.journalgazette.net/blog/lead-on/Evaluation–coaching–appreciation-are-critical-leadership-skills-9570119
3. https://www.linkedin.com/pulse/key-success-factors-executive-coaching-nancy-zentis-ph-d-/
4. http://www.csp.com/know-the-differences-between-employee-training-and-coaching/#.W6jPkRNKigz
5. https://hbr.org/2015/03/how-to-get-your-team-to-coach-each-other.html
6. The Coaching Habit

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Each year, you want to do all you can to protect the health and safety of your workers. You know that those investments pay off. After all, the average return on safety investment is as much as $4.41 for every dollar that's been spent.

But how do you prioritize your safety and health investments? Depending on the resources you have available this year and beyond, here are four areas to invest in:

1. Safety performance indicators

It's so essential for any business to be able to show and measure its safety performance. Learn Faster, spot critical areas that need attention, and take consistent action to support health and safety.

Prioritizing the recording and tracking of leading indicators will also result in:

• More timely preventive and corrective actions
• The ability to better respond and recognize hazards
• More effective prevention through design and training.

If you haven't already, invest in a comprehensive tool that can simplify or make this kind of real-time reporting possible.

2. Streamlining your workflows

Many organizations are taking steps to have all-in-one safety workflows. Which means leaders across departments can collaborate on safety together. More specifically, they can collect and then manage incident reports, tasks, progress reports, and all other safety activities.

Empower your company to make safety a shared responsibility by design.

Companies are also making investments in areas that can free up employees' time in other ways. For example, iReport allows companies to quickly and easily automate OSHA logs. When you (or other employees) can generate and submit these reports automatically, you can spend your time on other areas that will add more value to the business.

3. Leadership training and development

Time and time again, research has shown how leadership is tied to employee engagement and safety. Three examples of this include:

• One study saw that there was a lower lost-time injury rate when leaders displayed concern and care for the workforce;
• Another study showed that empowering workers, good relationships between management and workers, and an active role by top management in safety and health positively impacted injury rates;
• A third study showed that the amount of energy and creativity showed by senior managers and safety coordinators was a top factor in reducing injuries.

Even though growing your leaders' capacity can at times seem allusive, leadership growth is one of the most vital pillars of safety excellence.

Ultimately, leaders have a significant role in shaping their culture. And it's these same leaders that can help to unleash discretionary thinking/behaving in employees that can benefit your company's performance and day-to-day safety.

4. The employee experience

Creating a positive, differentiated employee experience is of paramount importance. That starts with researching to see what experiences employees are having currently and seeing where those touchpoints could improve.

It may take a bit of work to define your employee experience and to see where any gaps are, but here are a few common areas where you might look to focus where you spend your time:

• Recruiting and hiring
• Company values and how that meets up with norms and expectations
• Onboarding
• Reward and recognition practices
• Community-related efforts
• Workspace design and environment
• Compensation and/or benefits
• Well-being and wellness
• Safety and health
• Communication of workplace risks and issues related to safety
• Continuous learning opportunities
• Events and activities
• Coaching (informal and formal)
• Employee feedback
• Exit interviews

Engaged employees are advocates for your company. They are less likely to become complacent on the job. They also create a competitive advantage that can't be easily replicated.

Companies that have been intentional about fostering a great employee experience also tend to be safer and healthier organizations—and the opposite is true as well. This is undoubtedly one area that will continue to be worth the time and investment you put in.

Achieve Safety Success in 2019

iReportSource gives you incident transparency, actionable insights, and easy record-keeping so you can foster your world-class safety program. Learn more about improving performance, lowering your risk, and becoming more proactive with iReportSource today.

You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Join the Community of Safety Pros today!

Join the Community of Safety Pros today!

What are some of the top mistakes employers make when it comes to OSHA recordkeeping? (article link HERE)

Even with good intentions, here are some of the top mistakes that can happen, resulting in major headaches and even citations:

1. Not understanding what an OSHA-recordable work restriction is
2. Not using enough detail in records
3. Not using a system to track employees' days away from work and other events
4. Not keeping OSHA 300 logs up to date during the required 5-year storage period
5. Lack of alignment between workers' comp recordkeeping and OSHA recordkeeping

Let's take a closer look at some of these common errors, and what steps you can take to avoid making the same missteps.

1. Not understanding what an OSHA-recordable work restriction is

Don't make the mistake of believing an injury is not recordable as a work restriction if your injured employee is still doing useful work, even if that work is within their job description.

Just because you've worked at another employer that made this mistake, don't make this same error, even if it's a misunderstanding of the regulation up until now (2, 6). Recognize how OSHA states how much it comes down to the routine functions of the worker:

Restricted work occurs when, as the result of a work-related injury or illness: You keep the employee from performing one or more of the routine functions of his or her job, or from working the full workday that he or she would otherwise have been scheduled to work; or A physician or other licensed health-care professional recommends that the employee not perform one or more of the routine functions of his or her job, or not work the full workday that he or she would otherwise have been scheduled to work [emphasis added] (2, 6).

2. Not using enough detail in records

Be sure you accurately report and record all injuries—each and every time. That means including as many specific details as possible in case you need to defend a certain incident or issue.

For example, that may include factors such as:

• Where the injury or incident happened
• The incident and event
• The source
• Events leading up to the incident and immediately after
• Equipment involved—and the state of that equipment
• The exact nature of the injury or illness (4)

With iReportSource, you have a guided process that was designed to help make sure all information is collected and recorded in an accurate and detailed way…no matter what worker is collecting that information for future use.

A major part of this is making sure you have a way for all workers to record and/or report work-related injuries, illnesses, and incidents. If there's no simple and accessible way to do so, it's going to be much harder to make sure that information is consistently gathered in a detailed, comprehensive manner.

3. Not using a system to track employees' days away from work and other events

Do you have detailed information on what's happening with all your incidents and/or claims? And are you able to easily see the ongoing status of any injured worker, no matter how long they've been away from work? (2)

One of the biggest errors employers can make is forgetting to track the days away from work once an employee has stopped reporting to work. You also don't want to be in the dark when it comes to updates to an employee's health that comes from their physician (2).

To fix this potential error, make sure you have a system that can track and monitor these types of subsequent events. With that kind of visibility, recordkeepers can consistently track them—and you can put that knowledge to use, too, so you can mitigate risks that have been causing those accidents in the first place.

4. Not keeping OSHA 300 logs up to date during the required 5-year storage period

If requested by OSHA, would you be able to present your five-year history of logs with 4 hours? Many organizations, for a number of reasons, fail to maintain their OSHA 300 Log during the five-year storage period.

Updating and maintenance include newly discovered recordable injuries or illnesses.

It also includes documenting changes that have occurred in the classification of previously recorded injuries and illnesses. If the description or outcome of a case changes, you must remove or line out the original entry and enter the new information (1, 3).

The bottom line: make sure they are maintained, and make sure they are easily accessible so you can always provide those up-to-date copies to OSHA.

5. Lack of alignment between workers' comp recordkeeping and OSHA recordkeeping

Yes, these are separate records, but information on workers' comp records and OSHA records should at least coordinate and the information should be able to line up accordingly. That also means if OSHA were to ask to see your workers' comp records, the information provided should be able to align with your OSHA log—or else, you should be ready to explain why it doesn't (5).

Please listen and share this episode with others. If you want to go more in-depth on this and other topics - become a SafetyPro Community member (FREE to join).

Premium Community members can access exclusive content like episode videos, video courses, templates/downloads, participate in live streams, and direct message/live chat with the Safety Pro. Become a PREMIUM member today!

Join the Community of Safety Pros today!

Sources:

1. https://www.osha.gov/recordkeeping/tutorial/508.html
2. https://www.ehstoday.com/safety/10-osha-recordkeeping-questions-employers-get-wrong
3. https://www.osha.gov/laws-regs/regulations/standardnumber/1904/1904.33
4. https://mn.gov/admin/assets/osha_log_recordkeeping_tips_resources_tcm36-252552.pdf
5. https://vividlearningsystems.com/blog/how-to-avoid-safety-recordkeeping-errors-citations
6. https://www.osha.gov/pls/oshaweb/owadisp.show_document?p_id=9638&p_table=STANDARDS

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Findings from a survey conducted by the National Institute for Occupational Safety and Health (NIOSH) show that precautionary measures to minimize worker exposure to high-level disinfectants (HLDs) are not always used. The study results were recently published in the journal Infection Control and Hospital Epidemiology.

The recent release is one of a series of reports detailing results from the 2011 Health and Safety Practices Survey of Healthcare Workers, the largest federally-sponsored survey of healthcare workers in the U.S. Respondents included those who chemically disinfect medical or dental devices using one or more of the following HLDs during the past week:

• glutaraldehyde
• orthophthaldehyde (OPA)
• peracetic acid
• and/or hydrogen peroxide

Information on various exposure controls and impediments to using personal protective equipment (PPE) was assessed.

Findings suggest that recommended practices are not always used by healthcare workers. The following describes examples of practices that may increase exposure risk:

• 17% never received training on the safe handling of HLDs.
• 19% reported that safe handling procedures were unavailable.
• 44% did not always wear a water-resistant gown or outer garment.
• 9% did not always wear protective gloves.
• 'Exposure was minimal' was the most frequently reported reason for not wearing PPE.
• 12% reported skin contact with HLDs during the past week.
• Workers reporting skin contact were 4 times more likely to report not always wearing protective gloves.

When precautionary practices are not followed, workers handling HLDs are at risk of exposure. Ensuring proper precautionary measures are utilized requires diligence on the part of both employers and healthcare workers. Employers who provide a safety culture that demonstrates a strong commitment to health and safety of their workers ensure that adequate resources and safety equipment are available.

Yes, workers should seek out training, understand and follow safety procedures, and feel free to report any safety concerns. In order to do this, leadership must set that expectation and provide the support needed to develop this culture of safety excellence.

What are your thoughts? Send emails bout how you use technology to keep workers safe to info@thesafetypropodcast.com

You can also find the podcast on LinkedIn, Facebook, Instagram and Twitter

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How would you like an OSHA inspector to launch a drone over top your job site or building, looking for hazards and violations? Perhaps workers on the roof, forklift operators in the yard, cell tower workers on a mountain - an OSHA inspector could see it all without even stepping foot on your property.

It's not as far-fetched as it may sound.

OSHA has authorized the use of drones by certain inspectors to collect evidence during inspections in certain workplace settings.

But before you freak out, currently, OSHA inspectors are only allowed to use drones for enforcement purposes in areas that are inaccessible or pose a safety risk to inspection personnel.

The other issue worth noting; OSHA must obtain express consent from the employer prior to using a drone on an inspection. In addition, personnel on-site must be notified of the aerial inspection prior to the drone's launching.

So, for now, most employers don't have to worry. But, it is something that employers should keep in mind, in case OSHA decides to expand their use of drones. Obviously, any secret usage over an employer's worksite could bring up constitutional issues, but as technology advances and drones become more commonplace, employers may want to incorporate the issue into their OSHA inspection procedures.

Listen to the full podcast episode to hear about ways you can use this technology to your advantage!

Send emails bout how you use technology to keep workers safe to info@thesafetypropodcast.com

You can also find the podcast on LinkedIn, Facebook, Instagram and Twitter

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Have you ever struggled to make your safety processes mesh with other existing business processes, like quality or maintenance? By using lean principles and tools it can be easy to do just that. Stop trying to convert workers and take the work to them, in terms/tools they are comfortable using.

This can be as simple as using a layered audit approach - piggyback off another inspection that is done frequently. Or leveraging existing operator checks, sprinkling safety-related checks in there. If there are chemical checks needed for quality then add checks for labels, SDS, spill kits, PPE, etc. to the list.

Using lean manufacturing is all about first asking what else are we doing that has worker's attention? Can we leverage those efforts? I read a pretty decent article touching on this and you can find it here: https://www.industryweek.com/safety/think-lean-make-safety-simpler

But for a deeper look and some real-world examples listen to this podcast episode. Be sure to share your tips on how you have been able to integrate safety with existing business processes. Send emails to info@thesafetypropodcast.com

You can also find the podcast on LinkedIn, Facebook, Instagram and Twitter

Join the Community of Safety Pros today!

Join the Community of Safety Pros today!

In this episode, we talk with our good friend, Drew Hinton, President of Arrow Safety, about media coverage of workplace safety and how narratives can help and hurt workplace safety efforts.

Please listen and share this episode with others. If you want to go more in-depth on this and other topics - become a SafetyPro Community member (FREE to join).

Premium Community members can access exclusive content like episode videos, video courses, templates/downloads, participate in live streams, and direct message/live chat with the Safety Pro. 

Join the Community of Safety Pros today!

Visit Mighty Line Tape for all of your facility marking needs. Order your free sample of floor tape TODAY!

Visit Arrow Safety for all of your safety service needs. Remember to mention we sent you to get 25% off your estimate!

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In this episode, I will talk about preparing for an OSHA inspection and how to best handle the event should one occur. Here, my focus will be what to do up-front, and should a compliance safety and health officer (CSHO) arrive at your facility, what to expect and what you should have ready to make it go smoother.

I will also talk briefly about how to handle any alleged violation and potential citations that come your way.

Let's first get some definitions out of the way:

I already mentioned the CSHO (Compliance Safety and Health Officer): This is the federal OSHA employee who conducts inspections for the agency — a.k.a. "OSHA Inspector."

General Duty Clause (GDC): A section of the OSH Act — Section 5(a)(1) — that requires employers to protect employees from recognized, serious hazards, regardless of whether there is a specific standard addressing that hazard. OSHA often uses the GDC to cite employers for not protecting workers from ergonomic-type risks, workplace violence, and heat stress.

OSHA: The Occupational Safety and Health Administration — the federal agency that sets and enforces worker safety and health laws.

OSH Act: The Occupational Safety and Health Act of 1970, which is the enabling legislation for OSHA. 

Repeat violation: A hazardous/violative condition that is the same or similar to a previously cited condition in the past five years at either the same establishment or another establishment of the same company under federal OSHA jurisdiction.

Serious violation: A violation where there is a substantial probability that death or serious physical harm could result, and the employer knew or should have known of the hazard.

Willful violation: A violation that the employer intentionally and knowingly commits.
Now let's get into the arrival and inspection process and how to best handle these and ultimately what you can do to prepare your company better.

Understand that OSHA has the right to inspect places of work. A question I get more often than I am comfortable with is whether or not you can require OSHA to come back with a warrant. Yes, employers may exercise their Constitutional rights to request a warrant; however, there is a relatively low threshold for OSHA to obtain such approval - so this is not advised in many cases and will not show your willingness to cooperate. Instead, use your right to an opening conference upon their arrival.

Pro Tip: When the compliance officer arrives, avoid showing a negative attitude. Creating a wrong first impression could set up your facility for failure, so practice having a positive attitude towards the compliance officer. Being polite can put the inspector at ease and create a positive environment—you might even enjoy the inspection.

Know the reasons that prompt most inspections. Inspections can be triggered in a variety of ways, such as reports of serious injuries, complaints, targeting/emphasis programs, and plain-view hazards. They are seldom at random.

Note that some smaller workplaces in low-hazard industries may be exempt from certain types of inspections. See CPL 02-00-051-Enforcement exemptions and limitations under the Appropriations Act.

Know the phases of an OSHA inspection. Inspections will consist of an opening conference, records review, walkthrough inspection, and closing conference. Citations will not be issued during the inspection; those come later from the Area Office director.

Verify CSHO's credentials. Always ask to see the CSHO credentials upon arrival. You can also contact the area office to verify their identity if needed.

Get a clear understanding of the proposed scope of an inspection. CSHO's should generally stick to that scope. This means, what do they want to see? A specific process, part of the facility, program review, etc. Which tells you exactly how to narrow the visit - where to take them and where NOT to take them!

Have documents ready. The OSHA Compliance Officer will look for documentation including but not limited to injury and illness records, written safety plans, past inspections, training, exposures, and other safety-related documents. You should maintain, review, and keep documents in a place where you or an assigned supervisor can easily find and present them to the officer. Remember that OSHA could show up at any time. They'll usually arrive during business hours, but an inspection prompted by a severe workplace injury during third shift could mean a knock at the door in the middle of the night.

Pro Tip: A note about self-audits or inspections; OSHA has never officially stated that they will not use self-audits. However, in a final policy published in the Federal Register (65:46498-46503), OSHA noted that the Agency will not "routinely" request to see self-audit reports at the initiation of an inspection, and the Agency will not use self-audit reports as a means of identifying hazards upon which to focus during an inspection.

OSHA has also stated that where a voluntary self-audit identifies a hazardous condition, and the employer has corrected the condition prior to the inspection and taken appropriate steps to prevent recurrence, the Agency will refrain from issuing a citation, even if the violative condition existed within the six months limitations period during which OSHA is authorized to issue citations.

Keep in mind, OSHA has the right to take photographs during inspections. It is a good idea for employers to duplicate this effort. Employers must also remember that OSHA does have the right to photograph in confidential areas; in instances where there are trade secrets, OSHA has special privacy procedures to follow concerning maintaining the case file documentation.

As for videos, the same rules apply here as well. I remember during one fatality I was investigating; the CHSO informed me of his intent to videotape and he showed me the camera, how he would turn it on, the light indicating it was on, etc. He even told me that he would NOT record me or ask me any questions during the recording. It was merely to capture the worksite and equipment that was involved in the fatality. He made it a point to ensure I was comfortable - he even dispelled the myth that CHSOs would pretend they turned the camera off but kept secretly recording to gain evidence. That is NOT how they operate. I was there alone without an attorney, walking through a site where a 20-year employee of the company was killed - a sensitive and emotional time. CHSOs are highly trained, and more importantly, they are also human; they have empathy like anyone else. I was so impressed by the CHSO I have stayed in touch with him since then, and we have collaborated on Q&A from time to time.

Always correct hazards. Although you might not undergo an inspection, correcting daily hazards can prepare you for an unexpected visit. I have said it for years, your number one strategy for dealing with an OSHA inspection is three words: BE. IN. COMPLIANCE.

You'll have less reason to fear an OSHA inspection if you conduct self-inspections, looking for missing machine guards, blocked fire exits, unkept working areas, and fall hazards. Preparing your workplace for a compliance officer will depend on your ability to identify and correct known hazards consistently.

For each alleged violation found during the inspection, the compliance officer has discussed or will discuss the following with you: 

• Nature of the violation
• Possible abatement measures you may take to correct the violative condition
• ƒPossible abatement dates you may be required to meet 
• ƒAny penalties that the area director may issue

Do not interfere with employee interviews. Under the OSH Act, OSHA has the right to question employees privately. Supervisors, however, do have the right to legal counsel. Be careful that you do not appear to be coaching or intimidating the CHSO.

I always held a brief meeting with all employees with the CHSO present to introduce them and explain that the only expectation the company has is that the employees, should they be interviewed, are to be cooperative and professional and that their conversation is kept private and confidential. 

OSHA has six months from learning of a hazard to issue citations. Only the Area Director can issue citations. Once you get it, it will be certified mail, and the clock starts ticking at that point. I will explain it.

Post OSHA citations for three days or until the violation is corrected, whichever is longer. The citation must remain posted in a place where employees can see it, for three working days or until the violation is corrected, whichever is longer. (Saturdays, Sundays, and Federal holidays are not counted as working days.)

Pro Tip: Post it as close to the violation location as possible - in some cases, a public location will be acceptable. Like a bulletin board or inside a job trailer.

Exercise your right to an informal conference to discuss proposed citations. Employers may also contest citations before an independent review commission. Which has to be requested ASAP! I always tell employers, even if you are going to agree with the citations, always ask for the informal conference.

It is an excellent opportunity to show to OSHA that you are committed to improving workplace safety and can even negotiate an informal settlement agreement - which will always have some training requirements attached, so be prepared to invest in time and resources and not just expect to smile and get a good neighbor discount.

Pro Tip: The Area Director is authorized to reduce proposed penalties by up to 50% with an informal settlement agreement. I have negotiated many of these and even had some proposed citations vacated during these conferences after bringing evidence and arguing an interpretation of the standard - risky but we were right so it made sense to do it at the time.

Remember there are only 15-working days to file a proper notice of contest. This must be in writing. Which is why it is critical to get the informal conference going right away!

Do not retaliate against any worker for exercising their rights under the law. This is key - and if employee violations of company rules are at play, always ask OSHA about the retaliation rules if in doubt. But this may be needed as a result of any investigations.  

A pro Tip: Simulate inspections…

The best way to train is to simulate an inspection. Before an OSHA Compliance Officer visit, practice the procedures that will be taken when the officer arrives. Insurance underwriters can offer some assistance here - think about it, they will often inspect workplaces as a part of their coverage policy, so why not communicate to staff/employees that this is also a mock audit?

Ask the insurance rep for their agenda and add some activities that the CHSO may conduct. This might include, but not be limited to:

• Instructing your front office personnel to practice greeting a
• compliance officer in a polite manner.
• Training staff to answer questions concisely.
• Conducting mock interviews with employees.
• Practicing what you'll discuss during the opening and closing conferences.

Chances are, an inspection will go smoothly if you prepare your facility by having documents ready, correcting hazards before the visit, and simulating the inspection. 

Taking these precautions won't eliminate the possibility of a citation, but the compliance officer might view your effort as "good faith," making it easier to manage any hiccups during the inspection, so put your fears to rest and prepare, prepare, prepare!

Be sure to send emails to info@thesafetypropodcast.com

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OSHA has changed course in its view of employers' post-incident drug testing programs and injury rate-based incentive programs. In a Memorandum to Regional Administrators and State Designees published October 11, the Agency now says most of these types of programs do not run afoul of the anti-retaliation provisions of the injury and illness recordkeeping regulation at §1904.35(b)(1)(iv).

This is a massive shift in policy guidance from that published when the Agency issued the final rule in May 2016 requiring employers to submit injury and illness records electronically. As part of that rulemaking, OSHA added a provision that employers do not have any barriers for employees to report injuries or illnesses. The rule also said that employers could not discriminate or punish employees for being injured.

While the rule itself didn't address drug testing or incentive programs, policy guidance published along with it indicated that most post-incident drug testing programs would be in violation. The same thing was said about incentive programs that were tied to injury rates.

But now, OSHA says that many employers who implement safety incentive programs and/or conduct post-incident drug testing do so to promote workplace safety and health. Also, the Agency says evidence that the employer consistently enforces work rules (whether or not an injury or illness is reported) would demonstrate that the employer is serious about creating a culture of safety, not just the appearance of reducing rates. Thus, action taken under a safety incentive program or post-incident drug testing policy would only violate §1904.35(b)(1)(iv) if the employer took action to penalize an employee for reporting a work-related injury or illness rather than for the legitimate purpose of promoting workplace safety and health.

In the new policy, OSHA says that incentive programs can be an essential tool to promote workplace safety and health. One type of incentive program rewards workers for reporting near-misses or hazards and encourages involvement in a safety and health management system. "Positive action that is taken under this type of program," the Agency says, "is always permissible under §1904.35(b)(1)(iv)."

OSHA describes another type of incentive program that is rate-based and focuses on reducing the number of reported injuries and illnesses. These programs typically reward employees with a prize or bonus at the end of an injury-free month or evaluate managers based on their work unit's lack of injuries. The Agency says these rate-based incentive programs are also permissible under §1904.35(b)(1)(iv) "as long as they are not implemented in a manner that discourages reporting."

So, if an employer takes an adverse action against an employee under a rate-based incentive program, such as withholding a prize or bonus because of a reported injury, OSHA would not cite the employer under §1904.35(b)(1)(iv) as long as the employer has implemented adequate precautions to ensure that employees feel free to report an injury or illness.

What would be an "adequate precaution"?

OSHA says that a statement that employees are encouraged to report and will not face retaliation for reporting may not, by itself, be adequate to ensure that employees feel free to report, mainly when the consequence for reporting will be a lost opportunity to receive a substantial reward. However, an employer could avoid any inadvertent deterrent effects of a rate-based incentive program by taking positive steps to create a workplace culture that emphasizes safety, not just rates. For example, the Agency says that any inadvertent deterrent effect of a rate-based incentive program on employee reporting would likely be counterbalanced if the employer also implements elements such as:

• An incentive program that rewards employees for identifying unsafe conditions in the workplace;
• A training program for all employees to reinforce reporting rights and responsibilities and emphasizes the employer's non-retaliation policy;
• A mechanism for accurately evaluating employees' willingness to report injuries and illnesses.

In addition, OSHA says that most instances of workplace drug testing are permissible under §1904.35(b)(1)(iv). Examples of permissible drug testing include:

• Random drug testing.
• Drug testing unrelated to the reporting of a work-related injury or illness.
• Drug testing under state workers' compensation law.
• Drug testing under other federal law, such as a U.S. Department of Transportation rule.
• Drug testing to evaluate the root cause of a workplace incident that harmed or could have harmed employees. If the employer chooses to use drug testing to investigate the incident, the employer should test all employees whose conduct could have contributed to the incident, not just employees who reported injuries.

Listen to this episode for more information on how to set up your incentive program properly.

Be sure to send emails to info@thesafetypropodcast.com

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With proper safety training and an air-tight safety program in your workplace, you won't have to write too many incident reports. However, sometimes, things slip through the cracks, and it results in an incident or near-miss. When this happens, it's not only mandated by OSHA to report it, but it can be imperative in future prevention of similar events.

The best way to go about reporting an incident is to fill out an incident report. The following steps will help you to write an effective incident report that covers all of the necessary elements needed for further action.

1. Respond promptly

You should begin to gather the details almost immediately after receiving news and becoming aware of the incident. Which will help you collect details that are fresh in the minds of those involved, and will help you be able to piece together the factors involved in the incident's occurrence.

2. Gather all of the details and facts

Having all the facts is vital in being able to decipher what caused the incident and how it can be prevented in the future. It's also necessary for business insurance purposes and to help make decisions in the final stages of analysis. Critical facts of the incident to include are:

• The date and time it occurred
• The specific location of the incident
• All of those who were involved and their immediate supervisors
  • Names
  • Title of their position
  • The department of employees involved
  • Their immediate supervisor(s)
• Names and accounts of those who witnessed the incident
• The series of events that took place leading up to the incident
• What the employee(s) involved were doing at the exact time of the incident
• The environmental conditions of the location in which it occurred
  • For example, were the floors slippery? Was the area cluttered? Was there a lot of noise? Etc.
• The circumstance or materials involved when it took place
  • For example, the tools, machinery, equipment, or PPE that was involved.
• The specific injuries that were sustained to the involved parties, and what area of the body were affected
• The treatment that was administered to the employees who were injured
• Any damage to the equipment, materials, areas, etc.

Another resource that is beneficial for documenting events is to take pictures of where the incident took place. Note the conditions of the area and the scene(s) of the incident. If available, CCTV footage is another avenue of reviewing the chain of events that led to the incident.

3. Piece together the sequence of events

Piecing together the series of events will help determine which factors were involved and how they were involved at the time the incident occurred.

• The details of the events leading up to the incident.
  • What specific actions the employee was doing before the incident
  • What materials, tools, equipment was involved
• Determine what was involved in the incident.
  • What exactly happened to the employee
  • How they were injured
  • Why they were injured
• Identify what happened after the incident.
  • What did the employee do after the incident
  • What kind of reaction did they have
  • How did they signal for help if they were able to
  • How was it discovered that the incident occurred

The details gathered above should be specific enough so that anyone reading the report can seamlessly create a story in their mind, and can, therefore, view the incident as a whole. It often helps to create a diagram to start to analyze the incident visually.

4. Analyze your findings of the incident

You can now begin to create an in-depth analysis of what caused the events, the factors involved, and ultimately answer the "why" of the incident. With the details you gathered, you should be able to speculate the following items:

• The primary cause (Ex: a machine that wasn't locked out released hazardous energy)
• The secondary causes (Ex. an employee did not check to see if the machine was locked out before maintenance)
• Additional factors (Ex. Employees haven't received their refresher lockout tagout training)

 5. Formulate a preventative action plan

An incident report is useless without a plan to correct actions for future prevention. Every incident is a hard lesson that has yet to be learned or has been overlooked. The following items are examples of areas that may need correcting based on the facts surrounding the incident:

• Adequate employee safety training
• Sufficient and proper maintenance of machinery, equipment, workspace, etc.
• Re-evaluating standard operating procedures regarding specific jobs, and re-assessing how they should be carried out
• Identifying and conducting a job hazard analysis (JHA) to cover all risks associated with particular job tasks thoroughly and carrying out the necessary safety training.
• Operational changes and adjustment that include more thorough safety measures, such as adding additional safety equipment, changing procedures, etc.

Bottom Line

A good incident report identifies the problem using in-depth analysis and research and offers a viable solution to that problem. A thorough, well-prepared report will accurately pinpoint what corrective action is necessary so that you may prevent future incidents and keep your team safe!

Reprinted with permission from Atlantic Training

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OSHA's Safety-Related Work Practices standards for general industry are performance-oriented requirements that complement the existing electrical installation standards.

These work-practice standard include requirements for work performed on or near exposed energized and de-energized parts of electric equipment; use of electrical protective equipment; and the safe use of electric equipment.

These rules are intended to protect employees from the electrical hazards that they may be exposed to even though the equipment may comply with the installation requirements in, 1910 Subpart S (electrical). When employees are working with electric equipment, they must use safe work practices. Such safety-related work practices include keeping a prescribed distance from exposed energized lines, avoiding the use of electric equipment when the employee or the equipment is wet, and locking-out and tagging equipment which is de-energized for maintenance.

The training requirements apply to employees who face a risk of electric shock that is not reduced to a safe level by the electrical installation requirements of §1910.303 - §1910.308. Employees in the following occupations would typically face these risks and are required to be trained:

• Blue-collar supervisors
• Electrical and electronics engineers
• Electrical and electronic equipment engineers
• Electricians
• Industrial machine operators
• Material handling equipment operators
• Mechanics and repairers
• Painters
• Riggers and roustabouts
• Stationary engineers
• Welders

Except for electricians and welders, workers in these groups do not need to be trained if their work or the work of those they supervise does not bring them close enough to exposed parts of electric circuits operating at 50 volts or more to ground for a hazard to exist.

Other employees who also may reasonably be expected to face the comparable risk of injury due to electric shock or other electrical hazards must also be trained.

These standards cover electrical safety-related work practices for both qualified persons (those who have training in avoiding the electrical hazards of working on or near exposed energized parts) and unqualified persons (those with little or no such training) working on, near, or with the following installation:

• Premises Wiring. Installations of electric conductors and equipment within or on buildings or other structures, and on other premises such as yards, carnival, parking, and other lots, and industrial substations;
• Wiring for Connections to Supply. Installations of conductors that connect to the supply of electricity; and
• Other Wiring. Installations of other outside conductors on the premises.
• Optical Fiber Cable. Installations of optical fiber cable where such installations are made along with electric conductors.

Other Covered Work By Unqualified Persons

The provisions of these standards also cover work performed by unqualified persons on, near, or with the following installations:

• Generation, transmission, and distribution installations. Installations for the generation, control, transformation, transmission, and distribution of electric energy (including communication and metering) located in buildings used for such purposes or located outdoors.
• Communication installations. Installations of communications equipment to the extent that the work is covered under OSHA standard §1910.268
• Installations in vehicles. Installations in ships, watercraft, railway rolling stock, aircraft, or automotive vehicles other than mobile homes and recreational vehicles.
• Railway installations. Installations of railways for generation, transformation, transmission, or distribution of power used exclusively for the operation of rolling stock or installations of the railway solely used for signaling and communication purposes.

IMPORTANT: Excluded Work by Qualified Persons

If a qualified person is performing work near one of the four types of installations listed above, and the work is not being done on or directly associated with the installation, then that work is covered under the Safety-Related Work Practices. 

Definitions you should know

Barrier: A physical obstruction that is intended to prevent contact with equipment or live parts or to prevent unauthorized access to a work area.

Deenergized: Free from any electrical connection to a source of potential difference and free from electrical charge; not having a potential different from that of the earth.

Disconnecting means: A device, or group of devices, or other means by which the conductors of a circuit can be disconnected from their source of supply.

Energized: Electrically connected to a source of potential difference.

Exposed: (As applied to live parts.) Capable of being inadvertently touched or approached nearer than a safe distance by a person. It is applied to parts not suitably guarded, isolated, or insulated.

Live parts: Energized conductive components.

Qualified person: One who has received training in and has demonstrated skills and knowledge in the construction and operation of electric equipment and installations and the hazards involved.

• Note 1 to the definition of "qualified person": Whether an employee is considered to be a "qualified person" will depend upon various circumstances in the workplace. For example, it is possible and, in fact, likely for an individual to be considered "qualified" concerning specific equipment in the workplace, but "unqualified" as to other equipment. (See 1910.332(b)(3) for training requirements that specifically apply to qualified persons.)
• Note 2 "qualified person": An employee who is undergoing on-the-job training and who, in the course of such training, has demonstrated an ability to perform duties safely, and who is under the direct supervision of a qualified person, is considered to be a qualified person for the performance of those duties.

 In general, the standard requires covered employers to:

• Provide appropriate training to both qualified and unqualified employees.
• Provide effective safety-related work practices to prevent electric shock.
• Deenergize live (energized) parts (operating at 50 volts or more) before employees work on them.
• Provide suitable safety-related work practices for employees working on energized parts.
• Treat de-energized parts that have not been locked out or tagged out as energized parts.
• Place a lock or a tag (or both, if at all possible) on parts of fixed electric equipment circuits which have been de-energized.
• Maintain a written copy of the lockout/tagout procedures.
• Determine safe procedures for de-energizing circuits and equipment.
• Disconnect circuits and equipment from all electric energy sources.
• Release stored electrical energy which may endanger personnel.
• Block or relieve stored non-electrical energy in devices that could reenergize electric circuit parts.
• Place a lock and tag on each disconnecting means used to de-energize circuits and equipment.
• Attach a lock to prevent persons from operating the disconnecting means.
• If a lock cannot be applied, a tag may be used without a lock.
• Make sure a tag used without a lock is supplemented by at least one additional security measure that provides a level of protection equal to that of the use of a lock.
• A lock may be used without a tag if only:
  • One piece of equipment is de-energized, and
  • The lockout period does not extend beyond the work shift, and
  • Employees exposed to the hazards of reenergizing the equipment understand this procedure.
• Verify the de-energized condition of the equipment.
• Have the lock and tag be removed by the employee who applied it, or if that employee is not at the worksite, by another person designated to do so.
• Only allow qualified persons to work on electric circuit parts or equipment that has not been de-energized.
• Deenergize and ground overhead lines or provide other protective measures before work is started.
• Maintain the distances in 1910.333(c)(3)(i) when an unqualified person is working in a position near overhead lines.
• Maintain the distances in 1910.333(c)(3)(ii) when a qualified person is working in a position near overhead lines.
• Maintain the distances in 1910.333(c)(3)(iii) when operating any vehicle or mechanical equipment capable of having parts of its structure near energized overhead lines.
• Provide necessary illumination for employees in confined spaces.
• Provide necessary shields, barriers, or insulating materials so employees can avoid contact with exposed energized parts in confined or enclosed spaces.
• Require portable ladders that could come into contact with exposed energized parts to have non-conductive side rails.
• Prohibit the wearing of conductive jewelry and other items if the person might contact exposed energized parts.
• Prohibit the performing of housekeeping duties around energized parts.
• Allow only qualified persons to defeat an interlock temporarily.
• Visually inspect portable cord- and plug-connected equipment and flexible cord sets (extension cords) before each use.
• Take the defective portable cord and plug connected equipment and extension cords out of use.
• Make sure flexible cords used with grounding-type equipment must have an equipment grounding conductor.
• Prohibit employees from manually reenergizing a circuit de-energized by a circuit protective device until it has been determined the equipment and circuit can be safely energized.
• Visually inspect test instruments and equipment before it is used; do not use defective equipment.
• Use only test instruments and equipment that is rated for the circuits, equipment, and environment.
• Provide employees the necessary PPE (and require its use) in areas where there are potential electrical hazards, including arc flash and blast.
• Maintain PPE in a safe, reliable condition and inspect or test it periodically.
• Require guarding be put in place when normally enclosed live parts are exposed for maintenance or repair.
• Use safety signs, safety symbols, or accident tags as needed to warn employees about electrical hazards.
• Use barricades in conjunction with safety signs when necessary.
• Station attendants to warn of danger if signs and barricades are not enough.

Let me know what you think; send emails to info@thesafetypropodcast.com

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http://bit.ly/KPIWhitePaper

How do you measure safety in your workplace to enhance performance and reduce employee downtime? There are several tested methods that Environmental, Health, and Safety (EHS) leaders use to reduce employee incidents and illnesses. Among the leading methods, which the Gensuite white paper discusses, are Key Performance Indicators (KPIs)–or leading and lagging indicators.

Leading indicators are pre-incident measurements, as opposed to lagging indicators, which are measurements collected after an incident occurs. For example, a slip and fall incident from stray construction materials is a lagging indicator because the incident has already occurred, but an inspection that notes the poor quality of the surrounding area and prevents a future slip and fall from taking place is a leading indicator. A key component of leading indicators is that they measure safety events or behaviors that precede incidents and have a predictive quality.

By measuring leading indicators including conditions, events and sequences that precede and lead up to accidents, these KPIs have value in predicting the arrival of an event and can provide the opportunity to introduce control measures to stop the event from happening.

Recently, many articles have stressed the importance of looking beyond lagging indicators, but then how can your organization learn from past incidents and track results? By combining incident measurement and training management software, your company or organization can adopt a holistic approach to reducing workplace incidents and meeting Occupational Safety and Health Administration (OSHA) standards.

Both leading and lagging indicators can be relevant to workplace safety and worth measuring. They present important aspects of an overall safety management system. We have to use all the tools available to us to create an environment that drives us to a zero-incident job site.

Selecting and Using the Right Key Performance Indicators (KPIs) for Your Organization

Attempting to track complex data analytics and results, train employees and keep your team safe on your own can be dicult tasks to handle. Leading and lagging indicators can help reduce and prevent incidents. One way EHS leaders begin using KPIs is by selecting the appropriate sets for their organization.

Lagging Indicators

• OSHA recordable injuries
• OSHA citations
• OSHA recordable-case rate
• DART-case rate
• Fatality rate
• Worker compensation claims
• Experience modification rate

Leading Indicators

• Near misses (Note: this is still responding to something that already happened, just no consequences; might consider this lagging)
• Behavioral observations
• Training records
• Department safety meetings
• Employee-perception surveys
• Trainee scores on post-training quizzes
• Preventive-maintenance programs

When trying to pinpoint the indicator type essential for your organization–understand that both are essential. Leading indicators are like a car windshield, and lagging indicators are like the rearview mirror. You'll certainly spend more time looking out the windshield to see what's coming–with leading indicators–than looking in your rearview mirror to see where you've been–with lagging indicators.

Look at your company and see how you can start moving forward–toward a culture of safety–rather than looking behind. Within the leading and lagging indicator types, there are eight important characteristics that KPIs should have. Ensure that you follow this guideline when selecting the ones important for your workplace.

1. Actionable–metrics that have measurable steps

2. Achievable–setting goals that are obtainable

3. Meaningful–obtaining information for continued tracking

4. Transparent–metrics that are clearly understandable

5. Easy–to communicate effectively

6. Valid–relevant to the organization's objectives

7. Useful–metrics that are beneficial to the organization's safety goals

8. Timely–distributing information that is still relevant to the organization

Once you select your set of indicators and follow the necessary characteristics, it's important to track how well they are working and be flexible if the set needs to be revised for consistent improvement.

Why Leading and Lagging Indicators Are Important: Rising OSHA Regulations & Safety Trends

Each year brings about new regulations and carries over existing regulations that companies must abide by. Thus, it's important to stay on top of ever-evolving regulatory trends so you don't risk non-compliance. Use the leading and lagging indicator system to help with the following key OSHA regulations and safety trends.

Overview of the Occupational Exposure to Crystalline Silica Rule

OSHA's final rule aims to reduce the risk of lung cancer, silicosis, chronic obstructive pulmonary disease and kidney disease in America's workers by limiting their exposure to respirable crystalline silica. The rule is comprised of two standards, one for Construction and one for General Industry and Maritime. Responsible employers have been protecting employees from the harmful substance for years, but now it's becoming mandatory. Here are some of the rule requirements:

• Reduces the permissible exposure limit for silica to 50 micrograms per cubic meter of air
• Requires employers to: use engineering controls to limit worker exposure; provide respirators when engineering controls cannot adequately limit exposure; develop a written exposure control plan, and train workers on silica risks and how to limit exposures
• Provides medical exams to monitor highly exposed workers and gives them information about their lung health

Overview of OSHA Improve Tracking of Workplace Injuries and Illnesses Rule

The Bureau of Labor Statistics reports more than three million workers suffer from a workplace injury or illness every year. Currently, little or no information about worker injuries and illnesses is made public or available to OSHA. With this new rule, employers are required to submit a record of the injuries and illnesses to OSHA to help them with identifying hazards and fixing problems.

Here are the rule requirements:

1. Establishments with 250 or more employees must *electronically submit injury and illness information from OSHA forms 300, 300A and 301 (300 & 301 starting in 2018)
2. Establishments with 20-249 employees in high-risk industries must submit information from OSHA form 300A

Trend #1: Dealing with Workplace Stress

The National Institute of Occupational Safety And Health emphasizes that work-related stress disorders are expected to rise as the economy continues to undergo various shifts and impacts.

Therefore, companies should take steps to ensure that any current programs are robust enough to reduce the concerns associated with stress in the workplace, as well as implement any new programs that show an increased effectiveness at reducing the generation of stress.

Trend #2: Leveraging Risk Management

2017 saw a continued trend in developing internal risk management programs and systems, and 2018 into 2019 looks to be the year where many of these programs are leveraged for results across the company spectrum. In other words, sucient time has occurred for the internal development of risk management data and effectiveness that this can now be translated directly into specific areas of the business to further reduce inherent risk development within the company.

Trend #3: Increased Reliance on Predictive Analytics

A new trend becoming prominent in 2018 is an increased reliance on predictive analytics. Many companies have been developing risk management and mitigation data and using analytics to help derive sense from this mountain of information. 2019 looks to be the year where many of these are put into practice company-wide. In addition, the trend of emphasizing the use of these predictive analytics is expected to rise as much of this information is refined even further.

This should begin to show positive returns for companies that have been implementing this predictive technology as part of a risk management profile. However, there is still time to take advantage of these systems for those companies that have not implemented these types of analytics.

Trend #4: More Regulatory Changes

There are few that doubt that more regulatory and legislative changes are expected in 2018.

While many differences continue to grow between national policy and those enacted on the state and local level, few can predict what the specific changes will actually be. However, what is an almost certainty is that for companies, flexibility will be necessary in order to adapt to the new policies to come.

Models and Methods for Using Leading and Lagging Indicators: A Contextual and Visual Guide

Various proven, yet antiquated and manual, methods have been used for measuring KPIs, such as those discussed in the report, A Method for Modeling of KPIs Enabling Validation of Their Properties. The authors cover two techniques workplaces use to track KPIs.

The first model integrates the following attributes for tracking performance: indicator name, type, scale, source, owner and threshold. Though, it is not easy to find all of this information so EHS experts often rely on documentation, expert knowledge and previous conceptual models.

The second model used for KPI formalization is known as performance indicator expression. It is "a mathematical statement over a performance indicator evaluated to a numerical, qualitative".

In other words, a given value for a time point, for the organization, unit or agent. The authors suggest specifying the required values of performance indicators as constraints coming from goals. The relations between performance indicators are modeled using predicates.

The third model used by EHS professionals and safety teams is known as the Heinrich Pyramid–a traditional way of tracking occupational illnesses and injuries.

The Heinrich Pyramid (also known as the Safety Triangle) quantifies the number of reported workplace incidents into four main categories: major injuries, severe accidents, first aid cases and near misses. Employee concern reports, safety observations and at-risk observations can also be added to the base of the triangle to incorporate leading indicators into the analysis.

This is a 1-10-30-600 model. For every 1 incident reported in the major injury category, severe accidents are 10 times as likely to happen. Also, for every 1 major injury, approximately 30 first aid cases, and 600 near misses.

When companies plug their own incidents into this model or pyramid, they can see if they have the corresponding model ratio, as described above, and if they have a significant amount of major and severe incidents. The premise for this model is that the more companies focus on reducing the numbers at the bottom of the pyramid, the more likely they are to reduce major safety incidents at the top.

The pyramid is inclusive of many types of injuries and incidents, but it doesn't assist EHS professionals with narrowing down the data to the critical cases/accidents, root causes and solutions. For example, a site could have a series of cases that stem from ergonomic-related issues and spend significant amounts of time on root cause and trend analysis instead of the cases/accident that have a high potential to result in an employee fatality or significant property damage.

Critics of the Heinrich Pyramid also claim that "adhering to it can lead to an over-emphasis on worker behavior and not enough attention on health and safety management software systems." No matter the flaws, there is always a solution to the system.

These methods are used to benefit companies' safety success rates and business performance objectives. The methods can be adapted to any enterprise modeling approach. Companies can apply these measures of thinking into a conventional and modernized process by integrating EHS management software into their workplace as discovered in the following section.

A Gensuite Solution: Implementing Key Performance Indicators (KPIs) Into Your Workplace

To simplify and digitize the three models and methods discussed above, companies turn to compliance and management software systems such as Gensuite. Such systems enhance workplace safety performance by simplifying the tracking of leading and lagging indicators.

Utilize Gensuite EHS software tailored to measure KPIs and manage training compliance. Just a few of Gensuite's specialized features of these tools include:

• Framework for managing regulatory and program-specific training requirements.
• Validate training effectiveness through course-specific e-quizzes
• Incident investigation, root cause analysis, corrective and preventive action tracking
• Integrate with occupational health, medical and computer systems for case tracking and program visibility

What makes this important right now? Why should your business invest? Other than avoiding everyday safety violations and reoccurring workplace injuries, investing will help you meet current and upcoming OSHA regulations. Here's a look at customizable Gensuite applications.

Incidents & Measurements

The Gensuite Incidents & Measurements application can help you address the new regulation by enabling one-click generation of a site/business OSHA 300, 300A, and 301 forms. In addition, Gensuite joins ongoing discussions with subscribers and industry groups to meet with OSHA to talk through options for direct system integrations, thus removing the need for sites to manually generate logs and input them into OSHA's website.

Other benefits of the Gensuite Incidents & Measurements application:

• Tracking of hours worked and sites recordable rates
• Monitoring site performance on a monthly/quarterly basis through auto-generated site metric reports
• Instant system-generated email notifications upon entry/modification of incidents so site-leadership stays up-to-date

Training Compliance

The Gensuite Training Compliance suite can help you address both new OSHA regulations by keeping your employees up-to-date with OSHA's mandatory training requirements. In addition, training employees prevent new and future injuries from occurring, so you don't have to evaluate progress based on how many employees have been severely injured and how that number has improved. Prevent them from happening in the first place.

Other benefits of the Gensuite Training Compliance application:

• Establish a framework for managing regulatory and program-specific training requirements,
• Alert training leaders of new and transferred employees for training needs assessment
• Integrate automatic updates from HR systems, offer multiple training instruction types to
• Engage employees in classroom and e-learning training; integrated training calendar solution
• for session scheduling, provide employees with access to a diverse library of pre-loaded
• Training content licensed from leading providers such as RedVector®, SkillSoft®, PureSafety®
• Validate training effectiveness through course-specific e-quizzes; log completions through
• Online, bar-coding, Mobile & batch upload
• Identify qualified employees by task based on training completion status

Look to Key Performance Indicators so your business can avoid safety violations and injuries.

Let me know what you think; send emails to info@thesafetypropodcast.com

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In this takeover podcast episode, I visited the offices of Gensuite to talk about wearable tech and the impact it has on safety. Hit the links in these show notes for more info on the cloud-based EHS software solutions Gensuite can provide for your business. Join the over 600,000 users that trust Gensuite with their compliance and EHS software needs.

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Throughout OSHA regulations, you will find references to industry consensus standards such as those in Subpart I - Personal Protective Equipment. These PPE regulations refer to ANSI standards as the safety criteria manufacturers must meet when producing eye, face, head, and foot protective equipment. OSHA requires employers to purchase personal protective equipment that bears the ANSI mark to ensure that the equipment provides the maximum protection for the wearers.

OSHA does not include industry consensus standards in the regulations; rather, it refers employers to various consensus standards as the safety procedures and specifications that must be met in the workplace. This referral procedure is called "incorporation by reference."

Incorporation by reference was established by statute and allows Federal agencies to meet the requirement to publish regulations in the Federal Register by referring to materials already published elsewhere. The legal effect is that the material is treated as if it were published in full in the Federal Register and, like any other properly issued regulation, has the force of law.

In some cases, OSHA may not incorporate by reference a particular industry standard, but it may hold employers to that industry-standard under the General Duty Clause of the OSH Act, recognizing that the industry-standard contains best practices the employer should use. For instance, ANSI/ISEA Z308.1, Minimum Requirements for Workplace First Aid Kits an Supplies, has not been adopted by OSHA. However, ANSI/ISEA Z308.1 provides detailed information regarding the contents and types of various first aid kits; OSHA has often referred employers to ANSI/ISEA Z308.1 as a source of guidance for the minimum requirements for first aid kits.

Where an OSHA standard incorporates an old consensus standard, what is the significance of an updated industry consensus standard?

Under OSHA's de minimis policy, where OSHA has adopted an earlier consensus standard, employers who are in compliance with the updated version will not be cited for a violation of the old version as long as the new one is at least equally protective.

Remember, though, that where an OSHA standard incorporates an earlier consensus standard, the only way the OSHA standard can be changed to adopt the new version is through rulemaking. For example, OSHA's aerial lift standard references ANSI A92.2-1969. Even though ANSI A92.2 has been revised, the OSHA aerial lift standard continues to require only compliance with the 1969 standard. There is no automatic adoption of the more current industry consensus standard.

Industry consensus standards are just that, a voluntary standardization system for private industry. They set conformity and uniformity criteria for the development and manufacture of a great volume of products. These criteria are developed by committees of qualified representatives from industry, labor, and government agencies. In many instances, U.S. consensus standards are adopted in whole or in part as international standards.

Some organizations that publish consensus standards include:

• American Conference of Governmental Industrial Hygienists;
• American Society of Agricultural Engineers;
• American National Standards Institute;
• American Petroleum Institute;
• American Society of Mechanical Engineers;
• American Welding Society;
• Compressed Gas Association;
• National Fire Protection Association; and
• Society of Automotive Engineers.

Copies of the consensus standards may be purchased from the organization that issues them. OSHA's Docket Office and each regional office also maintain copies of the standards referenced in the regulations. These standards are available for public review at those offices.

What is NIOSH?

NIOSH, the National Institute for Occupational Safety and Health, is an agency separate from OSHA. NIOSH is part of the U. S. Department of Health and Human Services. NIOSH, also established by the OSH Act, is the research agency for occupational safety and health.

What is ANSI?

According to their website; As the voice of the U.S. standards and conformity assessment system, the American National Standards Institute (ANSI) empowers its members and constituents to strengthen the U.S. marketplace position in the global economy while helping to assure the safety and health of consumers and the protection of the environment.

The Institute oversees the creation, promulgation and use of thousands of norms and guidelines that directly impact businesses in nearly every sector: from acoustical devices to construction equipment, from dairy and livestock production to energy distribution, and many more. ANSI is also actively engaged in accreditation - assessing the competence of organizations determining conformance to standards.

And there you have it; a quick run-down on national consensus standards. Let me know what you think; send emails to info@thesafetypropodcast.com

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In almost all industries, we may work with or around machinery. Moving machine parts have the potential to cause severe workplace injuries, such as crushed fingers or hands, amputations, burns, or blindness. Safeguards are essential for protecting workers from these preventable injuries. Any machine part, function, or process that may cause injury must be safeguarded. When the operation of a machine or accidental contact could injure the operator or others in the vicinity, the hazards must be eliminated or controlled.

OSHA's machine guarding standards apply to employers having employees exposed to dangerous moving parts.

29 CFR 1910.212 — General requirements for all machinery. This is OSHA's general requirement for all machinery. It is a catch-all standard (like the General Duty Clause) requiring employers to protect employees from dangerous moving parts and to guard points of operation. OSHA also has some machine-specific standards, which you may need to know: 

29 CFR 1910.213 — Woodworking machinery

29 CFR 1910.215 — Abrasive wheel machinery

29 CFR 1910.216 — Mills and calendars in the rubber and plastics industries

29 CFR 1910.217 — Mechanical power presses

29 CFR 1910.218 — Forging machinery

29 CFR 1910.219 — Mechanical power transmission apparatus

Definitions you should know...

• Fixed guard: A fixed guard is a permanent part of the machine. It is not dependent upon moving parts to function. It may be constructed of sheet metal, screen, wire cloth, bars, plastic, or any other material that is substantial enough to withstand whatever impact it may receive and to endure prolonged use. This guard is usually preferable to all other types because of its relative simplicity.
• Interlock: When this type of guard is opened or removed, the tripping mechanism and/or power automatically shuts off or disengages, the moving parts of the machine are stopped, and the machine cannot cycle or be started until the guard is back in place. An interlocked guard may use electrical. mechanical, hydraulic, or pneumatic power or any combination of these. Interlocks should not prevent "inching" by remote control if required. Replacing the guard should not automatically restart the machine. To be effective, all removable guards should be interlocked to prevent occupational hazards.
• Photoelectric (light) device: The photoelectric (optical) presence-sensing device uses a system of light sources and controls which can interrupt the machine's operating cycle. If the light field is broken, the machine stops and will not cycle. This device must be used only on machines which can be stopped before the worker can reach the danger area. The design and placement of the guard depend upon the time it takes to stop the machine and the speed at which the employee's hand can reach across the distance from the guard to the danger zone.
• Point of operation: The point of equipment at which work, such as cutting, boring, or bending, is performed. With a few exceptions, the point of operation must be guarded.
• Power transmission apparatus/device: The power transmission apparatus is all components of the mechanical system which transmit energy to the part of the machine performing the work. These components include flywheels, pulleys, belts, connecting rods, couplings, cams, spindles, chains, cranks, and gears.
• Pullback: Pullback devices utilize a series of cables attached to the operator's hands, wrists, and/or arms. This type of device is primarily used on machines with stroking action. When the slide/ram is up between cycles, the operator is allowed access to the point of operation. When the slide/ram begins to cycle by starting its descent, a mechanical linkage automatically assures withdrawal of the hands from the point of operation.
• Restraint: The restraint (hold-back) device utilizes cables or straps that are attached to the operator's hands and a fixed point. The cables or straps must be adjusted to let the operator's hands travel within a predetermined safe area. There is no extending or retracting action involved. Consequently, hand-feeding tools are often necessary if the operation involves placing material into the danger area.
• Self-adjusting guard: The openings of these barriers are determined by the movement of the stock. As the operator moves the stock into the danger area, the guard is pushed away, providing an opening which is only large enough to admit the stock. After the stock is removed, the guard returns to the rest position. This guard protects the operator by placing a barrier between the danger area and the operator. The guards may be constructed of plastic, metal, or other substantial material. Self-adjusting guards offer different degrees of protection.
• Two-hand control: The two-hand control requires constant, concurrent pressure by the operator to activate the machine. This kind of control requires a part-revolution clutch, brake, and a brake monitor if used on a power press. With this type of device, the operator's hands are required to be at a safe location (on control buttons) and at a safe distance from the danger area while the machine completes its closing cycle.
• Two-hand trip: The two-hand trip requires the concurrent application of both the operator's control buttons to activate the machine cycle, after which the hands are free. This device is usually used with machines equipped with full-revolution clutches. The trips must be placed far enough from the point of operation to make it impossible for the operator to move his or her hands from the trip buttons or handles into the point of operation before the first half of the cycle is completed. The distance from the trip button depends upon the speed of the cycle and the band speed constant. Thus the operator's hands are kept far enough away to prevent them from being placed in the danger area prior to the slide/ram or blade reaching the full "down" position. To be effective, both two-hand controls and trips must be located so that the operator cannot use two hands or one hand and another part of his/her body to trip the machine.

In general, you can use the following 5 steps to ensure safe machine operation in your workplace:

1. Determine the types of machinery in the workplace. Then, determine if there is a machine-specific standard (e.g., 1910.213-.219), or if the equipment is covered under the "catch-all" guarding requirement of 1910.212. Follow the applicable standard.
2. Provide one or more methods of machine guarding to protect the operator and other employees in the machine area from hazards such as those created by point of operation, ingoing nip points, rotating parts, flying chips, and sparks. Note: Some of the machine-specific standards prescribe specific safeguarding measures.
3. Ensure the point of operation of machines is guarded.
4. Ensure the necessary guards are affixed and secured.
5. Anchor machines designed for a fixed location to prevent walking or moving.

These basic steps will cover almost all of your machine guarding needs. Let me know what you think, send emails to info@thesafetypropodcast.com.

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Mentioned in this episode:

The National Safety Council

The NSC Safe Driving Kit

Preliminary estimates from the National Safety Council indicate motor vehicle deaths dipped slightly – 1% – in 2017, claiming 40,100 lives versus the 2016 total of 40,327. The small decline is not necessarily an indication of progress, as much as a leveling off of the steepest two-year increase in more than 50 years. 

The 2017 assessment is 6% higher than the number of deaths in 2015. If the estimate holds, it will be the second consecutive year that motor vehicle deaths topped 40,000.

About 4.57 million people were injured severely enough to require medical attention in motor vehicle crashes in 2017, and costs to society totaled $413.8 billion. Both figures are about 1% lower than 2016 calculations.

So what can we do about all of this? A driver safety program should keep the driver safe, as well as others who share the road. If necessary, the program must work to change driver attitudes, improve behavior, and increase skills to build a "be safe" culture. By instructing your employees in basic safe driving practices and then rewarding safety-conscious behavior, you can help your employees, and their families avoid tragedy.

Do current prevention efforts address the problem? 

• Nearly all legislation focuses on banning only handheld phones or only texting while driving. 

• All state laws and many employer policies allow hands-free cell phone use. 

• Public opinion polls show people recognize the risks of talking on handheld phones and texting more than they realize the risks of hands-free phones.

• Many drivers mistakenly believe talking on a hands-free cell phone is safer than handheld.

A hands-free device most often is a headset that communicates via wired or wireless with a phone, or a factory-installed or aftermarket feature built into vehicles that often includes voice recognition. Many hands-free devices allow voice-activated dialing and operation. 

Hands-free devices often are seen as a solution to the risks of driver distraction because they help eliminate two obvious risks – visual, looking away from the road and manual, removing your hands off of the steering wheel. However, the third type of distraction can occur when using cell phones while driving – cognitive, taking your mind off the road. 

Hands-free devices do not eliminate cognitive distraction. 

The amount of exposure to each risk is vital. Crashes are a function of the severity of each risk and how often the risk occurs. Most people can recognize when they are visually or mechanically distracted and seek to disengage from these activities as quickly as possible. However, people typically do not realize when they are cognitively distracted, such as taking part in a phone conversation; therefore, the risk lasts much, much longer. This likely explains why researchers have not been able to find a safety benefit to hands-free phone conversations. 

The National Safety Council has compiled more than 30 research studies and reports by scientists around the world that used a variety of research methods, to compare driver performance with handheld and hands-free phones. All of these studies show hands-free phones offer no safety benefit when driving.

Conversation occurs on both handheld and hands-free phones. The cognitive distraction from paying attention to a conversation – from listening and responding to a disembodied voice – contributes to numerous driving impairments. Specific driving risks are discussed in detail later in this paper. First, let us look at why hands-free and handheld cell phone conversations can impair your driving ability. 

Multitasking is a myth. Human brains do not perform two tasks at the same time. Instead, the brain handles tasks sequentially, switching between one task and another. Brains can juggle tasks very rapidly, which leads us to erroneously believe we are doing two tasks at the same time. In reality, the brain is switching attention between tasks – performing only one task at a time.

The brain not only juggles tasks, but it also juggles focus and attention. When people attempt to perform two cognitively complex tasks such as driving and talking on a phone, the brain shifts its focus (people develop "inattention blindness"). Important information falls out of view and is not processed by the brain. For example, drivers may not see a red light. Because this is a process people are not aware of, people can't realize they are mentally taking on too much. 

Brain researchers have identified "reaction-time switching costs," which is a measurable time when the brain is switching its attention and focus from one task to another. Research studying the impact of talking on cell phones while driving has identified slowed reaction time to potential hazards are tangible, measurable, and risky. Longer reaction time is an outcome of the brain switching focus, which impacts driving performance. 

The cost of switching could be a few tenths of a second per switch. When the brain repeatedly switches between tasks, these costs add up. 

Even small amounts of time spent switching can lead to significant risks from delayed reaction and braking time. For example, if a vehicle is traveling 40 mph, it goes 120 feet before stopping, which equals eight car lengths (an average car length is 15 feet). A fraction-of-a-second delay would make the car travel several additional car lengths. When a driver needs to react immediately, there is no margin for error. 

Brains may face a "bottleneck" in which different regions of the brain must pull from a shared and limited resource for seemingly unrelated tasks, constraining the mental resources available for the tasks.

Research has identified that even when different cognitive tasks draw on two different regions of the brain, we still can have performance problems when trying to do dual tasks at the same time, which may help explain why talking on cell phones could affect what a driver sees: two usually unrelated activities become interrelated when a person is behind the wheel. These tasks compete for our brain's information processing resources. There are limits to our mental workload.

The workload of information processing can bring risks when unexpected driving hazards arise.31 Under most driving conditions, drivers are performing well-practiced, automatic driving tasks.

For example, without thinking about it much, drivers slow down when they see yellow or red lights and activate turn signals when intending to make a turn or lane change. These are automatic tasks for experienced drivers. Staying within a lane, noting the speed limit and navigation signs, and checking rear- and side-view mirrors also are automated tasks for most experienced drivers. People can do these driving tasks safely with an average cognitive workload.

During the vast majority of road trips, nothing terrible happens, as it should be. But that also can lead people to feel a false sense of security or competency when driving. Drivers may believe they can safely multitask; however, a driver always must be prepared to respond to the unexpected.

The industrial ergonomics field has been able to identify physical workload limits and, in the same way, the workload limits of our brains now are being defined. The challenge to the general public is the bottlenecks and limits of the brain are more difficult to feel and see than physical limits. 

Multitasking Impairs Performance 

We can safely walk while chewing gum in a city crowded with motor vehicles and other hazards. That is because one of those tasks – chewing gum – is not a cognitively demanding task. 

When chewing gum and talking, people still can visually scan the environment for potential hazards.

People do not perform as well when trying to perform two attention-demanding tasks at the same time. 32 Research shows that even pedestrians don't effectively monitor their environment for safety while talking on cell phones. 33-35 The challenge is managing two tasks demanding our cognitive attention.  

Indeed, most would agree that driving a vehicle involves a more complex set of tasks than walking. 

What are primary and secondary tasks? What happens when people switch attention between them? 

When people perform two tasks at the same time, one is a primary task and the other a secondary task. One task gets full focus (primary) and the other moves to a back burner (secondary). People can move back and forth between primary and secondary tasks. 

The American National Standards Institute publication ANSI Z15.1, Safe Practices for Motor Vehicle Operations, offers guidelines and best practices for motor vehicle safety programs. Also, the Network of Employers for Traffic Safety (NETS) assisted in developing a 10-step program.

NETS 10-step program to minimize crash risk

The Program provides guidelines for what an employer can do to improve traffic safety performance and reduce the risk of motor vehicle crashes. Following these steps helps to ensure that you hire capable drivers, only allow eligible drivers to drive on company business, and maintain company vehicles properly. Adherence to these ten steps can also help to keep your motor vehicle insurance costs as low as possible. These steps are from the NETS Traffic Safety Primer: A Guidebook for Employers.

Step 1: Senior management commitment and employee involvement

Senior management can provide leadership, set policies, and allocate resources (staff and budget) to create a safety culture. Actively encouraging employee participation and involvement at all levels of the organization is a good practice and will help the effort to succeed. Workers and their representatives must be involved in the initial planning phase.

Step 2: Written policies and procedures

A written statement emphasizing the commitment to reducing traffic-related deaths and injuries is essential to a successful program. Create a clear, comprehensive, and enforceable set of traffic safety policies and communicate them to all employees. Post them throughout the workplace, distribute copies periodically, and discuss the policies at company meetings. Offer incentives for sticking to the rules, and point out the consequences of disregarding them.

Step 3: Driver agreements

Establish a contract with all employees who drive for work purposes, whether they drive assigned company vehicles or personal vehicles. By signing an agreement, the driver acknowledges awareness and understanding of the organization's traffic safety policies, procedures, and expectations regarding driver performance, vehicle maintenance, and reporting of moving violations.

Step 4: Motor vehicle record (MVR) checks

Check the driving records of all employees who drive for work purposes. Screen out drivers who have poor driving records since they are most likely to cause problems in the future. Periodically review the MVR to ensure that the driver maintains a good driving record. Clearly define the number of violations an employee/driver can have before losing the privilege of driving for work, and provide training where indicated.

Step 5: Crash reporting and investigation

Establish and enforce a crash reporting and investigation process. All crashes, regardless of severity, should be reported to the employee's supervisor as soon as feasible after the incident. Company policies and procedures should guide drivers through their responsibilities in a crash situation. Review all crashes to determine their cause and whether or not the incidents were preventable. Understanding the root causes of crashes and why they are happening, regardless of fault, forms the basis for eliminating them in the future.

Step 6: Vehicle selection, maintenance, and inspection

Properly maintaining and routinely inspecting company vehicles is an essential part of preventing crashes and related losses. Review the safety features of all vehicles to be considered for use. Choose vehicles that demonstrate "best in class" status for crashworthiness and overall safety.

Regular maintenance preventive maintenance should be done at specific mileage intervals consistent with the manufacturer's recommendations. A mechanic should do a thorough inspection of each vehicle at least annually with documented results placed in the vehicle's file.

Personal vehicles used for company business are not necessarily subject to the same criteria and are generally the responsibility of the owner. However, personal vehicles used on company business should be maintained in a manner that provides the employee with maximum safety and reflects positively on the company.

Step 7: Disciplinary action system

Develop a strategy to determine the course of action after a moving violation and/or "preventable" crash. The system should provide for progressive discipline if a driver begins to develop a pattern of repeated traffic violations and/or preventable crashes. The system should describe what specific action(s) will be taken if a driver accumulates a certain number of violations or preventable crashes in any pre-defined period.

Step 8: Reward/incentive program

Develop and implement a driver reward/incentive program to make safe driving an integral part of your business culture. Safe driving behaviors contribute directly to the bottom line and should be recognized as such. Incorporate driving performance into the overall evaluation of job performance. Reward and incentive programs typically involve recognition, monetary rewards, special privileges, or other incentives to motivate positive behaviors.

Step 9: Driver training/communication

Provide continuous driver safety training and communication. Even experienced drivers benefit from periodic training and reminders of safe driving practices and skills. It is easy to become complacent and not think about the consequences of poor driving habits.

Step 10: Regulatory compliance

Ensure adherence to highway safety regulations. It is essential to establish which, if any, local, state, and/or Federal Regulations govern your vehicles and/or drivers. These regulations may involve, but may not necessarily be limited to the:

• Federal Motor Carrier Safety Administration
• U.S. Department of Transportation
• National Highway Transportation Safety Administration
• Federal Highway Administration
• Employment Standards Administration

Promote safe driving practices

The safety issues described below should be addressed in an employee awareness and training program.

Secure materials for transport: Tools or equipment should be secured while being transported to prevent unsafe movement. During a crash or when making sudden maneuvers, loose objects can slide around or become airborne, injuring the driver or passengers. Objects that could become a hazard should be secured or stored outside the passenger compartment.

Seat belt use: Seat belts are the single most effective means of reducing deaths and severe injuries in traffic crashes.

Alcohol and drug-impaired driving: It is estimated that three in every 10 Americans will be involved in an impaired driving-related crash sometime in their life. Alcohol, certain prescription drugs, over-the-counter medications, and illegal drugs can all affect a person's ability to drive safely due to decreased alertness, concentration, coordination, and reaction time.

Fatigued driving: Fatigued or drowsy driving may be involved in more than 100,000 crashes each year, resulting in 40,000 injuries and 1,550 deaths. Employees should be well-rested, alert, and sober on the road, so they are in a position to defend themselves from drivers who do not make the same choice. Train employees to make smart decisions when they're behind the wheel, on and off the job.

Aggressive driving: Employees commuting to and from work or traveling for work often get caught up in bottlenecks and traffic delays, wasting their time, and reducing their productivity. These situations create frustration that can spark aggressive driving behavior. Aggressive driving acts include excessive speed, tailgating, failure to signal a lane change, running a red light, and passing on the right. The best advice is to avoid engaging in conflict with other drivers and to allow others to merge.

Young drivers: Under Federal law, 16-year-old workers are prohibited from driving as part of their job, and 17-year-olds may drive for work only under strictly limited circumstances. Some state laws may be more restrictive than federal laws. For more information on child labor laws, visit, www.youthrules.dol.gov or www.cdc.gov/niosh/topics/youth/.

Be sure to check out the National Safety Council and get their FREE online Safe Driving Kit HERE.

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SAMPLE POLICY HERE

Because workplace violence is a growing problem at workplaces across America, it is good for a company to develop its own company-specific worksite violence policy and procedures manual.

There is evidence that suggests worksite violence is largely preventable through the development and implementation of a specific policy and procedures. To be effective, company policy and procedures must discourage all types of worksite violence. They must also encourage employees to come forward in the event they are victims of, or witnesses to, any prohibited behavior. Additionally, whatever disciplinary action is deemed appropriate for policy violations, it must be handed out impartially and consistently. This will send a clear message that threats and other violent acts will not be tolerated by your company.

When developing your company's policy and procedures, it is important to remember that employees are not likely to adhere to something they don't understand. To prevent this from happening, refrain from using legal jargon, or referencing other documents that employees may not be familiar with. Also, resist the urge to adopt any model or sample policy and procedures without first modifying them to address the specific needs of your company. Once you have a draft document prepared, you may find it helpful to solicit employee feedback regarding its clarity and completeness.

A final point to keep in mind is that policies and procedures should not be forgotten once they have been published. Make plans to review them on a regular basis, and to update them to reflect changing roles and conditions. Also, encourage employees to provide suggestions for ways they can be improved.

At a minimum, your company's workplace violence policy and procedures should include:

• A statement that your company will not tolerate workplace violence of any kind.
• A description of prohibited behaviors and actions.
• Detailed procedures for reporting and investigating alleged instances of such behavior.
• Measures which will be taken to ensure confidentiality.
• Reassurance that retaliation for reporting an incident will not go unpunished.
• Disciplinary action that will be imposed for engaging in prohibited behavior, as well as for retaliating against another employee.
• Efforts that will be made to communicate company policy.
• Methods that will be used to monitor workplace security.

To be effective, policies and procedures must be:

• Appropriate for the workplace.
• Easily understood by all employees.
• Revised as necessary to address changing conditions.
• Reviewed with employees on a regular basis.

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In this episode, we talk with Alexander Paradies from TapRooT® about things that can cloud our ability to see real problems in our processes and even comprehend "risky" situations and project what might happen.

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Visit Mighty Line Tape for all of your facility marking needs. Order your free sample of floor tape TODAY!

Visit Arrow Safety for all of your safety service needs. Remember to mention we sent you to get 25% off your estimate!

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NERD ALERT! This episode covers all those little posters and postings that have to be displayed in the workplace. Most public and private employers fall under at least some posting requirements under federal, state, and/or local government laws, regulations, and/or executive orders. These workplace posters (also known as labor law posters or notices) are generally meant to make employees aware of their rights under certain laws or executive orders, or otherwise, impart information about the employer and/or the law or executive order.

Employers need to be aware of the posting requirements that apply to them, as not having the appropriate information posted for employees may result in citations and fines. Some of these posting requirements have penalties associated with them for noncompliance. Failure to post federal employment law posters can potentially result in fines of over $32,000.

In addition, it is important to be in compliance with posting regulations because the posters can help an employer prove that it has made employees aware of their rights under the law. Courts have ruled that failing to display a poster can extend the amount of time an employee has to sue for damages.

The posters that a private or public employer needs to display will depend on its location, the number of employees who work for the employer, the industry type, and/or the contracts under which it performs work. The scope and applicability are specified in the posting law, regulation, or executive order.

The federal government enforces workplace posters under the following regulations and executive orders (I only cover a few in the episode):

8 CFR 214 — Nonimmigrant classes

9 CFR 381 — Poultry products inspection regulations

20 CFR 655 — Temporary employment of foreign workers in the United States

20 CFR 658 — Administrative provisions governing the job service system

20 CFR 1002 — Regulations under the uniformed services employment and reemployment rights act of 1994

23 CFR 635 — Construction and maintenance

29 CFR 4 — Labor standards for federal service contracts

29 CFR 5 — Labor standards provisions applicable to contracts covering federally financed and assisted construction (also Labor standards provisions applicable to nonconstruction contracts subject to the contract work hours and safety standards act)

29 CFR 10 — Establishing a minimum wage for contractors

29 CFR 13 — Establishing paid sick leave for federal contractors

29 CFR 24 — Procedures for the handling of retaliation complaints under the employee protection provisions of six environmental statutes and section 211 of the energy reorganization act of 1974, as amended

29 CFR 471 — Obligations of federal contractors and subcontractors; Notification of employee rights under federal labor laws

29 CFR 500 — Migrant and seasonal agricultural worker protection

29 CFR 501 — Enforcement of contractual obligations for temporary alien agricultural workers admitted under section 218 of the immigration and nationality act

29 CFR 516 — Records to be kept by employees

29 CFR 525 — Employment of workers with disabilities under special certificates

29 CFR 801 — Application of the employee polygraph protection act of 1988

29 CFR 825 — The family and medical leave act of 1993

29 CFR 1601 — Procedural regulations

29 CFR 1627 — Records to be made or kept relating to age notices to be posted

29 CFR 1635 — Genetic information nondiscrimination act of 2008

29 CFR 1903 — Inspections, citations, and proposed penalties

29 CFR 1904 — Recording and reporting occupational injuries and illnesses

29 CFR 1960 — Basic program elements for federal employee occupational safety and health programs and related matters

41 CFR 60-1 — Obligations of contractors and subcontractors

Executive Order 13495 — Nondisplacement of qualified workers under service contracts

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What is an ergonomic injury?

Opinions vary on how to define an ergonomics injury, and the definition of the term may depend on the context. However, ergonomic injuries are often described by the term "musculoskeletal disorders" or "MSDs." This is the term that refers collectively to a group of injuries and illnesses that affect the musculoskeletal system.

Musculoskeletal disorders (MSDs) include a group of conditions that involve the nerves, tendons, muscles, and supporting structures (such as intervertebral discs). They represent a wide range of disorders, which can differ in severity from mild periodic conditions to those which are severe, chronic and debilitating. Some musculoskeletal disorders have specific diagnostic criteria and clear pathological mechanisms (like hand/arm vibration syndrome). Others are defined primarily by the location of pain and have a more variable or less clearly defined pathophysiology (like back disorders). Musculoskeletal disorders of the upper extremities include carpal tunnel syndrome, wrist tendonitis, epicondylitis, and rotator cuff tendonitis. Both non-occupational and occupational factors contribute to the development and exacerbation of these disorders.

• Carpal tunnel syndrome,
• Tendinitis,
• Rotator cuff injuries (affects the shoulder),
• Epicondylitis (affects the elbow),
• Trigger finger, and
• Muscle strains and low back injuries.

There is no single diagnosis for MSDs.

As OSHA continues to develop ergonomics-related guidance material for specific industries, the agency may narrow the definition as appropriate to address the specific workplace hazards covered. OSHA says it will work closely with stakeholders to develop definitions for MSDs as part of its overall effort to develop guidance materials.

Musculoskeletal disorders

Lower back disorders
The research into MSDs supports a relationship between the development of lower back disorders and each of the following workplace risk factors:

1. lifting and forceful movements,
2. bending and twisting in awkward postures, and
3. whole-body vibration.

Disorders of the neck and shoulders
For disorders of the neck and neck/shoulder region, the research identifies two important workplace factors:

1. sustained postures causing static contractions of the neck and shoulder muscles (for example, working overhead in automobile assembly or in construction), and
2. combinations of highly repetitive and forceful work involving the arm and hand, which also affect the musculature of the shoulder and neck region.

Disorders of the hand, wrist, and elbow

There are several conditions to consider within the hand and wrist region. Combined work factors of forceful and repetitive use of the hands and wrists are associated with carpal tunnel syndrome. Vibration from hand tools like chainsaws (those that do not have vibration controlling mechanisms) also contributes to carpal tunnel syndrome.

Vibrating tool use has also been strongly linked to hand and arm vibration syndrome, a separate condition of the hand and wrist that affects the nerve and blood vessels.

Carpal tunnel syndrome

Carpal tunnel syndrome (CTS) is a cumulative trauma disorder (CTD) affecting the hands and wrists. CTS is the compression and entrapment of the median nerve where it passes through the wrist into the hand in the carpal tunnel.

The median nerve is the main nerve that extends down the arm to the hand and provides the sense of touch in the thumb, index finger, middle finger, and half of the fourth, or ring, finger.

When irritated, tendons housed inside the narrow carpal tunnel swell and press against the nearby median nerve. The pressure causes tingling, numbness, or severe pain in the wrist and hand. The pain is often experienced at night. The pressure also results in a lack of strength in the hand and an inability to make a fist, hold objects, or perform other manual tasks. If the pressure continues, it can damage the nerve, causing permanent loss of sensation and even partial paralysis.

CTS develops in the hands and wrists when repetitive or forceful manual tasks are performed over a period of time. For example, the meatpacking industry is considered one of the most hazardous industries in the United States because workers can make as many as 10,000 repetitive motions per day in assembly line processes, such as deboning meats, with no variation in motion Consequently, stress and strain placed on the wrists and hands often results in CTS.

Today, more than half of all U.S. workers are susceptible to developing CTS. Anyone whose job demands a lot of repetitive wrists, hand, and arm motion, which need not always be forceful or strenuous, might be a potential victim of CTS. CTS is common among meat and poultry workers, letter sorters, carpenters, garment workers, upholstery workers, shoe and boot makers, electronic and other assemblers, packers, product inspectors, machine operators, computer/keyboard operators, and cashiers.

Since the early 1980s, CTS has been reported widely among many service-sector employees, including office workers and newspaper and news service employees who use video display terminals (VDTs). CTS, among other health effects, is becoming a growing problem among VDT users because of the numerous repetitive motions of keystroking data into the computer over long periods.

Compounding problems is the fact that employees are often unaware of the causes of CTS and what to do about them. Initially, the person may have fatigue and pain that develops during the workday and disappears overnight with no physical symptoms. After a length of time, fatigue and pain develop earlier in the day, some physical symptoms such as clumsiness may occur, which affect work performance, and there may be no overnight recovery. When the case becomes full-blown, there is constant fatigue and pain with no overnight recovery, and disturbed sleep results.

At this point, work performance is inhibited to the extent of requiring off-duty time or light/restricted duty. Often victims do not associate their pain with their work because symptoms may only occur during evening or off-duty hours. When workers finally seek medical help, they may be given the wrong diagnosis and find the road to recovery takes more time and money than had been anticipated.

Length and intensity of exposure

The research indicates that the greater the level of exposure to a single risk factor or combination of factors, the greater the risk of having a work-related musculoskeletal disorder. An additional important factor is a time between each episode of exposure. With adequate time to recover or adapt, and particularly when lower forces are involved, there may be less harm done to the body from repeated exposures. The intensity, as well as the extended length of the exposure to forceful, repetitive work, plays a substantial role in the risk of work-related musculoskeletal disorder in many traditional occupational settings.

What factors may contribute to symptoms of MSDs?

Each person has physical limits or a "comfort zone" of activities and work levels they can tolerate without developing symptoms of musculoskeletal disorders (MSDs). Some factors which may contribute to MSD symptoms include:

• Furniture designs or a work area arrangement which produces bad postures.
• Physically demanding work which employees are not accustomed to.
• Workers who are generally out of shape.
• Underlying arthritis.
• Diminished muscle strength or joint flexibility.

What's a good plan for preventing work-related musculoskeletal disorders?

A good plan starts with employee involvement. Employers and employees can work together effectively to reduce work-related musculoskeletal disorders (WMSDs). Here are some ways:

1. Look at injury and illness records to find jobs where problems have occurred.
2. Talk with workers to identify specific tasks that contribute to pain and lost workdays.
3. Ask workers what changes they think will make a difference.
4. Encourage workers to report WMSD symptoms and establish a medical management system to detect problems early.
5. Find ways to reduce repeated motions, forceful hand exertions, prolonged bending, or working above shoulder height.
6. Reduce or eliminate vibration and sharp edges or handles that dig into the skin.
7. Rely on equipment (not backs) for heavy or repetitive lifting.
   Simple solutions often work best. Workplace changes to reduce pain and cut the risk of disability need not cost a fortune. For example:

• Change the height or orientation of the product or use tools with handles designed so that workers won't have to bend their wrists unnaturally to use the tool.
• Offer workers involved in intensive keyboarding more frequent short breaks to rest muscles.
• Vary tasks of assembly line workers to avoid repeated stress for the same muscles.
• Provide lifting equipment so workers won't strain their backs.
• Lifting equipment is available for everything from boxes and crates to nursing home patients.

Send emails to info@thesafetypropodcast.com. You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

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Send emails to info@thesafetypropodcast.com. You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter