Kindle Notes & Highlights
The International Labour Organizations (ILO) estimates 4 that around the world: Every 15 seconds, a worker dies from a work-related accident or disease. Every 15 seconds, 160 workers have a work-related accident. Every day, 6,300 people die as a result of occupational accidents or work-related diseases. Every year, 317 million accidents occur on the job. Every year, there are more than 2.3 million deaths per year. The annual economic burden is 4% of global Gross Domestic Product.
There is an interesting attribute of people who work in safety and health. They have a very high rate of job satisfaction. Several studies in the United States and other countries noted job satisfaction ratings of 90% or higher. Even with a wide range of job duties and the need for a broad range of knowledge, working in safety and health is highly satisfying. Some practitioners report satisfaction because they saved people's lives and sent workers home safely.
“I'm not remotely interested in being just good. We are going to relentlessly chase perfection, knowing full well that we won't catch it, because nobody is perfect. But we're going to relentlessly chase it, because in the process, we will catch excellence.”
The three Es are engineering, education, and enforcement.
There is one phrase that sets remarkable [organizations] apart from their counterparts, it's “Data, data, data.” They gather information, analyze it, and then use it to become even better. They incorporate the findings into their strategic and operational planning.
Measurement of performance involves collecting data. Analysis of data helps gain insights and fosters learning. Results of analysis contribute to preventive plans and strategies.
Before someone can file a claim for workers' compensation benefits, there must be a record of the incidents causing harm. If there are no records of an on-the-job injury or illness, an employee would not have a valid claim.
Recurring injuries or illnesses may provide a basis for claims of negligence or willful wrongdoing by enforcing agencies.
OSHA requires2 that each employer with more than 10 employees must maintain a log of recordable occupational injuries and illnesses. Also, each must create an annual summary by calendar year. In addition, OSHA requires a more detailed incident report of each recordable occupational injury or illness. Instructions for OSHA forms specify the data for the log, summary and supplementary records. Employers must have these records available for inspection and, when requested, submit them to the Bureau of Labor Statistics.
Among the human senses, only vision has a higher rate of information transfer.
Common infectious diseases encountered around the world often lead to hearing loss. Vaccinations have reduced many of these results.
Some hearing impairments are psychological with no physiological basis.
This is probably why the deaf require hearing protection.
Among administrative controls, managers must help ensure that workers actually wear assigned hearing protection in noisy environments and that engineering controls are in place and working properly. Administrative control involves regular surveillance of noisy environments.
The most common weighting scale is the A scale. Other weighting scales are B, C, and D. Table 23-5 lists frequency weighting adjustments to convert physical sound pressure levels (decibels) to A scale values (A scale decibels, dBA).
Zoonoses are diseases transmitted from animals to humans. They are a major source of biohazards.
There are three classes of cabinets:
anthrax botulism haemorrhagic (hemorrhagic) fever smallpox the plague tularaemia
The Environmental Protection Agency has a noise reduction rating (NRR) and labeling standards for hearing protectors.
Implementing safety in an organization requires participation from everyone, from the top of an organization to the bottom. Achieving safety requires orderly processes for safety that are integral with management of other aspects of the business.
Management involves planning, obtaining, organizing, and orchestrating the elements necessary to achieve the goals.
Management is getting things done through other people. Management is performing those functions essential to the success of an organization. Safety is one of those functions.
Line elements of an organization are those that produce a product or deliver a service. They get the detailed work done. Staff elements take care of business matters, such as finance, accounting, research and development, and sales. Staff elements also take care of special matters, such as legal, security, training, engineering, and maintenance.
Each level of supervision or management in line elements must keep safety paramount. Otherwise, safety will lose its importance for levels below them.
Management style can affect results. Different styles may work better than others for some individuals or in some situations.
Managers and supervisors at all levels need training that links safety to organizational, leadership and performance skills.
The supervisors with good safety records also had high productivity. The successful supervisors controlled anger, kept stress from their crews, and maintained close contact with their workers. They also integrated safety into production tasks rather than simply admonishing workers to be safe.
safety-by-objectives method.
Focusing on details also leads to productivity. Managers and supervisors who make sure their work groups stay organized and do their jobs well will improve group performance overall and in safety. Planning and organizing work are part of success.
effective work planning is job safety analysis (JSA),
Engaging employees in safety of their work helps motivate them to perform well. Workers want to do a good job. They are sensitive to what their employers expect of them.
Enforcement includes conveying a clear understanding of what an employer expects on the job. It includes motivating workers to achieve desired results and meeting goals for their work groups.
Effective organizations thrive on strong leadership.
Safety leaders must learn safety leadership. Some people have certain leadership qualities and characteristics. Safety leadership is not an automatic part of such qualities.
leading indicators10 to do the following: anticipate, prevent or eliminate risks and losses; monitor and evaluate performance; motivate safe behavior, personal commitment, and continuous improvement; communicate results to management and workers.
A major problem with trailing indicators is having to wait until adverse events occur to find out if efforts to reduce such events have had any effect. Safety people have tried to teach managers how to read and understand traditional trailing indicators for safety. The trailing indicators do not always communicate safety performance in business terms that managers typically use. Most trailing indicators do not speak management language.
If workers understand cost expressions, it is very likely that managers also will understand them.
The parties that bear the costs are not always the ones who gain the benefits. That creates some dilemmas for decision-makers.
Placing a value on human life is not easy. However, these decisions occur regularly in resolving civil lawsuits.
Like any other business initiative or change, someone must convince top management to support the initiative or change. The proposals must make good business sense, increase the profits of an organization, or provide other benefits.
guidelines
Put this into weekly lesson.
Choose the appropriate tone.
Be aware of management hot buttons and top priorities.
Organize your business case.
Time your presentation.
Network within your company.
The models for safety management systems differ somewhat.
Its model involves five elements, all working within a focus on continual improvement.
Policy:
participation by workers and their representatives.
