b. Analyzing the workplace. Beyond initial identification, analysis takes a much closer look to determine the nature and impact of specific hazardous conditions or unsafe work practices. Methods include: change analysis of the potential hazards in new facilities, equipment, materials, and processes; and routine hazard analysis, such as job hazard analysis, process hazard analysis, management system analysis, or phase hazard analysis.

d. Step 6. Evaluate the results. To ensure changes are effective long term, continuous evaluation through monitoring and feedback are necessary to revise and improve the changes made.

b. A hazard may be thought of as a condition in the workplace that could cause injury or illness to an employee. A hazard may be an object (tools, equipment, machinery, materials) or a person (when distracted, mentally/physically incapable). It's important to know that a hazard is only one part in the "accident formula" above. It take a hazard and exposure before an accident can occur.

c. Recognition of a hazard is established by Oregon OSHA on the basis of industry recognition, employer recognition, or "common sense" recognition. The use of common sense as the basis for establishing recognition shall be limited to special circumstances.

b. only in flagrant cases. If industry or employer recognition of the hazard cannot be established, recognition can still be established if it is concluded that any reasonable person would have recognized the hazard. This argument is used by OSHA only in flagrant cases.

d. The question of foreseeability should be addressed by safety managers during the root cause analysis phase of an accident investigation.

b. Exposure is generally defined as "the condition of being exposed," or as "a position in relation to a hazard."

a. physical exposure. We may think of this form of exposure as "arm's length" exposure. If any part of the body can be injured as a result of proximity to a danger zone, physical exposure exists. For instance, if an employee removes a guard and works around moving parts that could cause an injury, that employee is exposed.

b. environmental exposure. An employee may suffer from environmental exposure no matter how far away from the source of the hazard he or she might be. For instance, if an employee uses a loud saw all day, everyone working around the saw may be exposed to hazardous levels of noise.

d. Potential Exposure. The possibility that an employee could be exposed to a hazardous condition exists when the employee can be shown to have access to the hazard. Potential employee exposure could include one or more of the following: When a hazard would pose a danger to employees simply by employee presence in the area and it is reasonably predictable that an employee could come into the area during the course of the work, to rest or to eat at the jobsite, or to enter or to exit from the assigned workplace.

d. 98% the system contributes in some way to fully 98% of the accidents that occur in the workplace!

All workplace hazards exist in four general areas: 1. Management; 2. Equipment - includes machinery, tools, devices; 3. Environment - noise, temperature, atmospheres, workstation design; 4. Employees - anyone in the workplace.

c. an unhealthful psychosocial environment. Usually, this means employees believe that some part of their work or home life is beyond their control.

d. All of the above. The last category, "Employee," refers to anyone at any level of the company who may be: under the influence of legal/illegal drugs; poorly trained or educated; or mentally or physically incapable of doing the job safely. Actually, an employee who is distracted in any way from focusing on the work they're doing should also be considered a "walking" hazardous condition that increases the likelihood of an unsafe behavior.

b. Acceleration. When we speed up or slow down too quickly. Acceleration occurs when any object is being set in motion or its speed increased. Whiplash is a common injury as a result of an acceleration hazard. Hazards from deceleration and impact, especially from falls, also exist in the workplace.

b. what hazards are present. Observation, inspection, surveys, interviews all help us determine what conditions, behaviors and other system failures are present in the workplace. Once we are aware of their presence, we can analyze how they contribute or cause accidents.

b. each part to determine its impact on the whole. The analysis process examines parts to determine how they impact one way or another on the whole system. The analyst will ask how an hazardous condition or unsafe behavior might result in accidents. In the JHA process, we look at each step to see how it can be made more safe. In the accident investigation process, we analyze each event to see how it might have contributed to the accident.

d. evaluation. You can't really evaluate the effectiveness of a condition, behavior, program, process until you've identified and analyzed it. That's part of the problem. We tend to make a judgment about something before giving it proper analysis. We then make decisions based on hunches, not facts.

c. Formal observation. When conducted effectively by a number of employees, much data about behaviors can be gathered so that trend analysis can be conducted. The results of the analysis can be distributed to management and posted for employees to study. Increased awareness will result. The data is also used by safety staff to make improvements to the safety management system.

a. with fresh vision and extensive knowledge. Comprehensive surveys ideally should be performed by people who can bring to your worksite fresh vision and extensive knowledge of safety, health, or industrial hygiene. Because there are few professional consultants equipped to do comprehensive surveys in all three areas, the best approach is to use a team consisting of specialists: a safety professional and an industrial hygienist.

b. False. An important policy for successful formal observation procedures is that they are not, in any way, linked to discipline. To make sure this occurs, formal observers should be employees, not supervisors or other managers. Supervisor/manager roles and responsibilities as observers may quite confusing to those being observed. It's fine for observers to express appreciation when safe behaviors are observed, and warn employees that are not performing safe procedures. Observers should not discipline or "snitch" on employees: To do so ensures the formal observation program will fail as an accurate fact-finding tool. If employee worry about getting disciplined as a consequence of formal observation, the trust required for an effective program will not exist: the FOP is more likely to be a big FLOP!

d. inspections. The walkaround inspection, as a method for identifying hazards, just can't identify unsafe behaviors as effectively as observation. The inspection may work well at uncovering conditions, the cause of 3% of workplace accidents, but observation, is a better procedure because it can effectively identify behaviors that account for fully 95% of all workplace accidents.

a. does not adquately identify unsafe behaviors. The inspection may work well at uncovering conditions, the cause of 3% of workplace accidents, but observation, is a better procedure because it can effectively identify behaviors that account for fully 95% of all workplace accidents.

b. False Comprehensive surveys ideally should be performed by people who can bring to your worksite fresh vision and extensive knowledge of safety, health, or industrial hygiene. Because there are few professional consultants equipped to do comprehensive surveys in all three areas, the best approach is to use a team consisting of outside specialists: a safety professional and an industrial hygienist.

a. OAR 437, Div 1, Rule 760. Paragraph (7)(a) Inspections. All places of employment shall be inspected by a qualified person or persons as often as the type of operation or the character of the equipment requires. Defective equipment or unsafe conditions found by these inspections shall be replaced or repaired or remedied promptly.

c. examines parts to determine their impact on the whole. Analysis goes a step beyond mere identification. We not only want to determine if hazards exist, we want to know the negative impact that program weaknesses and hazards have on the workplace and what must be accomplished to eliminate or reduce that impact. We can do that if we closely examine each part of a component of a program, each procedure/phase in a process, or each step in a procedure to learn more about how they impact the whole.

d. Construction Analysis

a. before. Anytime you bring something new into your worksite, whether it be a piece of equipment, different materials, a new process, or an entirely new building, you unintentionally may introduce new hazards. If you are considering a change for your worksite, you should conduct change analysis before the change actually occurs.

a. whether asbestos insulation is present. When leasing a facility that was built for a different purpose at an earlier time, the risk of acquiring health and safety problems is even greater. You should make a thorough review of the actual facility, plus the blueprints or plans for any renovations. One of the most obvious concerns in acquiring an existing facility is whether asbestos insulation is present and whether it is friable (flaking off in tiny particles).

a. Phase Analysis. Phase hazard analysis is a helpful tool in construction and other industries that involve a rapidly changing work environment, different contractors, and widely different operations. A phase is defined as an operation involving a type of work that presents hazards not experienced in previous operations, or an operation where a new subcontractor or work crew is to perform work.

b. Process Hazard Analysis. At least one member of the team should be an employee who has experience with and knowledge of the process being evaluated. (The Process Safety Management of Highly Hazardous Chemicals standard deals with the makeup of the process hazard analysis team at 29 CFR 1910.119(e).)

a. Phase analysis. One major additional task during phase analysis will be to find those hazards that develop when combinations of activities occur in close proximity. Workers for several contractors with differing expertise may be intermingled. They will need to learn how to protect themselves from the hazards associated with the work of nearby colleagues as well as the hazards connected to their own work and the hazards presented by combinations of the two kinds of work.

c. job hazard analysis. The JHA may also be used by the employer as a training tool. In fact, the JHA can become a very useful lesson plan for conducting on-the-job training on hazardous tasks for new employees.

b. process hazard Analysis. When conducting process hazard analysis, especially when dealing with high hazard chemicals or volatile explosives, it is not enough to analyze only those hazards associated with normal operations, those times when the process works as expected. Using analytical tools such as "what if," "checklist," hazard and operability study (HAZOP), failure mode and effect analysis (FMEA), or "fault-tree" analysis, you can determine most of the possible process breakdowns. You then can design prevention/controls for the likely causes of these unwanted events.

c. situational, psychological. According to author William Bridges, it isn't the changes that do you in, it's the transitions. Change is not the same as transition. Change is situational: the new site, the new boss, the new team roles, the new policy. Transition is the psychological process people go through to come to terms with the new situation. Change is external, transition is internal... Unless transition occurs, change will not work.

b. Permanent measures. To combat these hazardous conditions and unsafe work practices, control strategies, called the Hierarchy of Controls, have been developed. The terminology for the different strategies varies in the literature, but generally, it describes three prioritized strategies: Engineering Controls, Management Controls, and Interim Measures.

b. They may completely eliminate the hazard. The underlying intent of OR-OSHA law requires employers to first attempt to remove hazards through the use of engineering controls because they have the potential to totally eliminate hazards in the workplace. If an engineering control eliminates the hazard, it may also remove the need to control employee behaviors through the use of management controls.

d. personal protective equipment. If feasible, design or redesign the tools, equipment, machinery, materials and/or facility. If design/redesign is not possible, remove the hazard and/or substitute something that is not hazardous or is less hazardous; if removal is not feasible, enclose the hazard to prevent exposure in normal operations; and if complete enclosure is not feasible, establish barriers or local ventilation to reduce exposure to the hazard in normal operations.

c. replacing a toxic with a less or nontoxic chemical. Elimination of hazards through design or substitution. Some examples of this strategy include: Redesigning, changing, or substituting equipment to remove the source of excessive temperatures, noise, or pressure. Substituting a toxic chemical with a less toxic or non-toxic chemical is more effective the merely placing a barrier or enclosing the chemical in some kind of container.

d. safety management system that supports them. Management controls are only as effective as the safety management system that supports them. It's always better to eliminate the hazard so that you don't have to rely on management controls that work only as long as employees behave.

a. 95%. Management controls are aimed at reducing employee exposure to hazards that engineering controls fail to eliminate. Management controls work by designing safe work practices into job procedures and adjusting work schedules.

b. along with. To make sure management controls are effective in the long term, they must be designed from a base of solid hazard analysis and sustained by a supportive safety culture. They then must be accompanied by adequate resources, training, supervision, and appropriate consequences. Remember, management controls should be used in conjunction with, and not as a substitute for, more effective or reliable engineering controls. Now let's look at some examples of some management controls.

a. material safety data sheet. To pick the appropriate glove or apron, you should refer to recommendations on the material safety data sheets of the chemicals you are using.

d. preventive maintenance. What two general types of maintenance processes are needed? Preventive maintenance to make sure equipment and machinery operates safely and smoothly, and corrective maintenance to make sure equipment and machinery gets back into safe operation quickly.

c. It provides evidence for discipline. Documentation is important because: It keeps management and safety staff aware of the status of long-term correction items; It provides a record of what occurred, should the hazard reappear at a later date; and It provides timely and accurate information that can be supplied to an employee who reported the hazard.

b. Who was to blame. The solution is usually not in the person, but rather in the system. Only if the system has not failed the person, do we suspect personal failures. The challenge is to conduct a honest, thorough systems analysis.

a. Machine not properly guarded. Remember root causes describe system weaknesses. Failure to effectively design or carry out plans, policies, processes, etc.

d. Regulatory. Problem affects relations with OSHA. What is the scope of the problem? Personal. Affects/within yourself, or between yourself and another; Interpersonal. Affects/within another or between two persons; Group. Affects/within a group or between groups; Corporate. Affects/within the company; and Industry. Affects/within another company (supplier, distributor)

b. consensus. Get agreement - is everyone sold on the problem? It's important that everyone involved in solving the problem can agree with the problem and solution, or can at least live with it: That's called "consensus."

a. brainstorming. Brainstorming can be used by individuals or groups quite successfully to quickly develop a list of possible solutions to problems.

d. You may perceive corrective actions as immediate needs, but management may see them as planned events. Your challenge is to help them develop informed perceptions.

b. The more pertinent information included in the presentation, the higher the odds are for approval. Remember, the primary purpose of a recommendation is to persuade.

d. Surface causes describe the hazardous conditions and related unsafe behaviors you have observed, or that have directly caused an accident. These conditions and behaviors represent the outputs of a safety management system (SMS) that may have somehow failed.

a. Of course, the lack of a previous similar condition, incident or accident does not mean it won't negatively impact the company in the future: It could be that you've just been lucky so far.

b. The natural consequences are those that occur automatically. Inaction might increase the cost of doing business (CODB)due to increased injuries or illness, and lower morale, productivity, quality, and profits. Management action will likely reduce the CODB because employees aren't getting hurt or sick, and morale, productivity, quality and profits remain high.

d. Options give the decision-maker greater control by allowing him or her to choose from a number of solutions rather than being stuck with a go/no-go decision.

a. Expressing the "cost" to take corrective action and improvements is better expressed as an "investment" because it helps to communicate the notion that the employer will realize a financial return.

c. Social Imperative. In the best-case situation, the employer feels a strong obligation to each employee, the community, and society in general to support and protect the welfare of all employees...its "corporate family." Safety is perceived as a core corporate value, not open to negotiation.

b. When management understands the importance of taking corrective action and making SMS improvements, and consequently acts on recommendations consistently, it sends a very positive, proactive message leadership to the workforce. It tells workers the employer cares for and values every employee! When this message is clearly sent, employees are far more likely to put out the extra effort for the company and that benefits everyone.

c. 2,900%. If the investment to correct a hazard is $1,000, and it's likely the potential direct and indirect accident costs to the company may total $29,000 sometime in the foreseeable future (let's say five years), you can find the ROI by dividing the $29,000 by $1,000 to get 29. Next, multiply that result by 100 to arrive at 2,900 percent.