Safety Training

for
Supervisors
 Agenda

 Supervisor Challenges

 Hazard Identification
 Incident Investigation

 Additional Resources
 Hazards

 What has been the hardest challenge you have

had to overcome?

 What could be the hardest challenge you

will have to overcome?

 Challenges

1. Attitudes

2. Communication

3. Competing Priorities

4. Employee Buy-In

5. Creating Safety Awareness

 Attitudes

• It won’t happen to me!

• I’ve been doing this job for 15 years…

• I’m CAREFUL!

• I don’t want to get (someone) in trouble!

 BETARI BOX MODEL
MY ATTITUDE

AFFECTS AFFECTS

YOUR BEHAVIOR MY BEHAVIOR

AFFECTS
AFFECTS

YOUR ATTITUDE
 What’s Your Excuse?
Address Unsafe Work Practices
1. Get it done
2. Undiscussed incompetence - unsafe practices that
stem from skill deficits that can’t be discussed
3. Just this once - unsafe practices that are justified
because they are exceptions to the rule
4. This is overboard - unsafe practices that bypass
precautions management or workers consider
excessive
5. Are you a team player? - unsafe practices that are
justified for the good of the team, company or
customer
 Communication

Principles of Health & Safety Communication

• Address communication barriers

• Effective communication increases motivation

• The more people a “communication” goes

through, the more distorted it becomes
Time Management
 Employee Buy-In

How to get employees engaged in your workplace

safety message:

• Watching it (training videos)

• Hearing it (discussion and feedback on safety

issues)

• Reading it (posters, email newsletter)

 Employee Buy-In

Employee Involvement – Why?

• Provides the means for everyone to develop and

express their own commitment to safety and health

• Involves the persons most in contact with potential

safety and health hazards

• Utilizes everyone’s wide range of experience

Everyone is more likely to support and use

programs in which they have input
 Employee Buy-In

Employee Involvement - How?

How do you get employees involved in the safety

and health process at your workplace?

Key question:

What is keeping employees from participating in

the safety and health process?
 Employee Buy-In

Potential Ways to Get Employee Involvement

• Recognition for Achieving Goals (individual and/or

facility)

• Safety Events

• Discussion of and feedback on safety issues

• Questionnaires/Suggestion Boxes

• Build safety into your facility’s communications

 Employee Buy-In

 Protect employees’ voices

 Give employees something meaningful to do

 Show results

 Provide positive consequences

 Make people aware of their impact on safety

 Promotion
RECOGNITION:
• Awards for Achieving Goals
• Participation in JSAs

SAFETY PROMOTION:
• Safety Days, Picnics & Contests
• Publications (newsletters, posters, bulletin board
notices, etc.)
• Training (videos/fact sheets)

EMPLOYEE INVOLVEMENT:
• Committee Updates
• Questionnaires/Suggestion Box
Safety Excellence

Beyond Compliance…
Achieving Safety Excellence
 Safety Excellence

What is “Safety Excellence”

• Safety means prevention of injury or loss

• Excellence means superiority

 Safety Excellence

Why Move to Safety Excellence?

• An average of 4,713 people annually are killed on

the job over the past 4 years.^

• Over 250,000 productive years of life lost

annually – more than from cancer and
cardiovascular disease combined

^ According to the Bureau of Labor Statistics

 Statistics

 2008 – 5,214 on the job fatalities

 2009 – 4,340 on the job fatalities

 2010 – 4,690 on the job fatalities

 2011 – 4,609 on the job fatalities

According to the Bureau of Labor Statistics

 Compliance

 Why not be satisfied with compliance?

 Won’t it get the job done?

 What more do we need?

 Compliance

There are still too many incidents in the

workplace costing too many lives

The traditional compliance-based approach

doesn’t seem to be doing the job

WHY NOT?????
 Compliance

Is it the safety program?

or

Is it the management system driving

the organization’s behavior?
 It is the culture

 Culture is the major determinant in the behavior

of an organization and it’s people

 Implementing a behavior-based safety process

without a solid cultural foundation to support it is
cause of most behavior-based safety failures
 Culture

Culture determines behavior,

both social and organizational
It is the culture
It is the culture
It is the culture
It is the culture
It is the culture
It is the culture
It is the culture
It is the culture
It is the culture
 Culture Study

Major Disasters
Common Threads

Space Shuttle Challenger

Space Shuttle Columbia
Three Mile Island
Chernobyl
Deepwater Horizon Oil Spill

Edwin L. Zebrowski, “Lessons-Learned from Man-Made Catastrophes” 1991

 Culture Study

• The Common threads that emerge from these

accidents identify cultural elements that
allowed them to happen

• Do any of these common threads exist in your

workplace?
 Shuttle Culture Study

• Unclear who was responsible for what

• Rigid communication channels

• Decision-makers too distant from the field

• Mindset that success is routine, fortifying a

belief that everything is ok, “we’re in good
shape”
Deepwater Horizon Oil Spill

Excerpts from Tangled Oily Mess by Mark Pynes, published

June 20, 2010, in The Sunday Patriot-News, Harrisburg,
PA
“…
The six-member panel of Coast Guard and Minerals
and Management Services officials pressed for answers
about what occurred on the rig on April 20 before it
exploded. They wanted to know who was in charge,
and heard conflicting answers.
They pushed for more insight into an argument on
the rig that day between a manager for BP, the well’s
owner, and one for Transocean, the rig’s owner, and
asked Curt R. Kuchta, the rig’s captain, how the crew
knew who was in charge.”
 Shuttle Safety Culture

• Safety is not a priority – it is a corporate value

• All levels of management accountable

• Safety performance measured & tied to

compensation / incentives

• Safety integrated into all operations

 Shuttle Culture Study

• Safety resources and techniques were

available but not used

• There was undefined responsibility, authority,

and accountability for safety
Why is Culture Important?

• It is an atmosphere we work in that

shapes our behavior

• Unwritten rules that define what’s really

important in an organization

• Invisible force that largely dictates the

behavior of employees & management
Deepwater Horizon Oil Spill

Tangled, oily mess continued:

’It’s pretty well understood amongst the crew

who’s in charge,’ he said
‘How do they know that?’ a Coast Guard
investigator asked.
‘I guess, I don’t know,’ Kuchta said. ‘But it’s
pretty well – everyone knows.’”
…
“Amid this tangle of overlapping authority and
competing interests, no one was solely responsible
for ensuring the rig’s safety, and communication
was a constant challenge.”
 Shuttle Culture Study

• Belief that rule compliance is enough for safety

(If we’re in compliance – we’re ok)

• Team-player emphasis with no tolerance for

whistle-blowers
o “culture of silence”
Deepwater Horizon Oil Spill
Taken from Tangled, oily mess
“…
Steve Bertone, the chief engineer for Transocean,
wrote in his witness statement that he ran up to the
bridge where he heard Kuchta screaming at a worker,
Andrea Fleytas, because she had pressed the distress
button without authorization.

Bertone turned to another worker and asked him if

he had called to shore for help but was told he did not
have permission to do so. Another manager tried to
give the go-ahead, the testimony said, but someone
else said the order needed to come from the rig’s
offshore installation manager.”
 Shuttle Culture Study

 Emergency drills & procedures for severe

events were lacking

 Design and operating features were confusing

and complex but were allowed to exist
although recognized as hazardous elsewhere
Deepwater Horizon Oil Spill

Taken from Tangled, oily mess

“…
…they asked for and received permission from
federal regulators to exempt the drilling project
from federal law that requires a rigorous type of
environmental review, internal documents and
federal records indicate.
…
Regulations have not kept up with the risks that
deepwater drilling poses.
…regulators have not required technology and
strategies for deepwater spills to be improved.”
 Shuttle Culture Study

• Problems experienced from other locations not

applied as “lessons learned”

• Lessons learned not built into the system

– Defects / errors became acceptable
 Deepwater Horizon Oil Spill

Taken from Tangled, oily mess

“… a hodgepodge of oversight agencies granted

exceptions to rules, allowed risks to accumulate and
made a disaster more likely on the rig, particularly
with a mix of different companies operating on the
Deepwater whose interests were not always in sync.…

… As early as June 2009, BP engineers had expressed

concerns in internal documents about using certain
casings for the well because they violated the
company’s safety and design guidelines. But they
proceeded with those casings.”
 Culture Study

Would you agree that what was true of

the NASA culture study of 1991 would
also be true of a study of this oil spill in
2010?

All of us need to do better - NOW

Employee Perception Survey

• “Perceptions are reality”

• The ultimate “customer” of safety, is the

employee

• Measures differences in the way employees &

management think about safety

• Gaps in perceptions provide starting point for

improving safety culture
 Employee Perception Survey

Notice to Participants: This is a confidential survey. Please do not put your

name on the form. Please answer each question by circling the most accurate
answer using a scale of 1 to 5.
Never Seldom Sometimes Often Always or
or       Almost
Rarely       Always
1 Unsafe conditions are corrected immediately 1 2 3 4 5
2 When I see a hazard I correct it or report it to 1 2 3 4 5
  a supervisor          
3 Management measures the safety efforts of 1 2 3 4 5
  supervisors          
4 Supervisors actively look for safety hazards 1 2 3 4 5
5 Supervisors face consquences for poor safety 1 2 3 4 5
  performances          
6 Management recognizes and rewards good 1 2 3 4 5
  safety efforts          
7 My supervisor lets me know if I am working 1 2 3 4 5
  safely          
8 Supervisors regularly observe employees to 1 2 3 4 5
  make sure they are working safely          
9 I receive positive feedback from my supervisor 1 2 3 4 5
  for working safely          
10 I receive adequate training about how to do my 1 2 3 4 5
  job safely          
11 Employees are free to bring up safety concerns 1 2 3 4 5
  without worry for their job          
12 I regularly hear about the importance of safety 1 2 3 4 5
  from managers          
Reactive vs. Proactive

The difference between

being
Reactive vs. Proactive
 Reactive vs. Proactive

• Safety is a separate • Safety is integrated

“add-on” program into all operations

• Safety committee • Safety committee

members are members are resources
policemen & advisors

• Safety generally viewed • Safety viewed as

as negative by positive
employees
 Reactive vs. Proactive

• Accidents are believed • Accidents are seen as

to be caused by defects in the system
careless employees & & can be prevented by
are unavoidable fixing the system

• Focus on OSHA • Focus on continuous

compliance improvement

• Safety is dictated • Employees are

down to employees empowered & involved
in the process
 What Ails Us?

Symptoms Signs
• Coughing • Elevated temperature
• Pale Skin • High/low blood sugar
• Constricted pupils • Rapid pulse
• Pain • Shallow respiration
• Deformity
• Nausea/vomiting
 What Ails An Organization
Symptoms Signs
• Uncorrected hazards • High incident rates
• Low employee • High frequency rates
involvement
• Fear • Low safety audit
scores
• Lack of feedback
• Increased cost per
• Poor safety practices
employee work-hour
• Near-misses
• Leaders not walking the
talk
First Thing First

You have to know where you are

before you can plot a course for
improvement
 Where are you?
Culture
No longer a program, it’s a culture
Safety is an integral part of operation
Leadership & Employee involvement

Accountability
Safety Goals Established
Safety Activities Measured
Low Risk

Shift
Management View of Safety
Management Commitment

Management Support
Safety Inspections
Accident Investigations
Incentive Programs

Recognition
Written Safety & Health Program
Training
Safety Responsibilities Assigned

Awareness High Risk

Safety Handouts
Warning Signs
3 Steps to a REAL Safety Culture

• To get there you must take AIM

 Assess your current culture

 Implement changes

 Maintain the culture change

 Safety Inspections

Inspection vs. Audit

Are you AUDITING or INSPECTING?

• Safety Inspections examines physical facilities –

looking for unsafe conditions, safe behavior,
housekeeping responsibilities….

• Safety Audits examines procedures & policies

PPT-063-01 59
 Safety Inspections

Research

• Identify incident potential through research

o Look at workplace layout

o Look at all operations

o Consider standards, policies and procedures

o Analyze past losses and trends

o Understand the safety concerns of employees

 Safety Inspections

Organize
• Inspection objective and procedure

• Use a checklist for a guide

• List potential hazards

• Locate hazards in the work area

• Check your list with employees

• Update your list with new items

 Safety Inspections

Organize
• Equipment and tools
• Work environment
• Work practices and procedures
• Employees
• Behaviors (at risk or unsafe)
• System/equipment
• Process/procedure
• Safety training
• Personal/stress
 Safety Inspections

Analyze

• Address systems not just symptoms

• Determine if there are any system failures

• Look for causes or potentials for injury

• Job Hazard Analysis

 Safety Inspections

Record

• Observations
- Do not include names
• Causes/potentials

• Solutions

• Distribute and post

• Add to your minutes

 Safety Inspections

Follow Up
• Develop practical effective solutions
• Hierarchy of controls
• Develop an action plan
• Determine immediacy of solution
• Implement
• Act on solutions and follow up to ensure
effectiveness
 Safety Inspections

Individual(s) conducting the inspection:

• Experienced with the facility & operation

• Knowledgeable of relevant regulations, codes &

company policies

• Competent of the inspection steps

• Capable of collecting, evaluating & reporting the

data
 Safety Inspections

Individual(s) conducting the inspection:

• Must be equipped with the proper PPE

• Knowledgeable on how to locate safety & health

hazards

• Should have the authority to act and make

recommendations
 Job Safety Analysis

• Definition:

Process used to:

– Review Task Methods,

– Identify Hazards and

– Develop & Specify Control Measures

 Job Safety Analysis

The process…

 Break a job or task into specific steps

 Analyze each step for hazardous conditions &

unsafe practices

 Develop preventive measures in each step to

eliminate or reduce the hazards

 Integrate preventive measures into training &

SOP’S
Job Safety Analysis
 Job Safety Analysis

WHY?
 Individuals are given training in safe, efficient
procedures

 Reduce costs

 “Pre-job” instructions are given on irregular jobs

 Leads to recommended action or procedure to

perform the job safely
Personal Protective Equipment (PPE)

• Part of a series of protection controls:

1. Engineering (example: installation of an

exhaust system over a machine producing
hazardous vapors)

2. Administrative (example: rotating people

through a certain job function)

3. PPE (example: leather gloves, safety shoes)

OSHA & PPE
 PPE Requirements

• Must be kept in serviceable condition:

- No rips/tears/cuts
- Adjustment straps in place/usable
- Viewing lenses not overly-scratched
- Not deformed or misshaped
• Training must be provided and documented
(includes equipment-specific training).
• Hazard assessment must be conducted
and certified in writing.

OSHA 29 CFR 1910.132-138 SUBPART I

 Hazard Assessment

• Employers must assess the workplace to

determine if hazards requiring PPE use are
present or likely to be present.
• If hazards requiring PPE are found or are
likely, employers must:
- Select and have affected employees use
appropriate PPE,
- Inform affected employees as to which PPE
was selected,
- Select PPE that properly fits each affected
employee.
Hazard Assessment Form
 Types of PPE

• Eye (example: safety glasses)

• Face (example: face shield)
• Head (example: hard hat)
• Ear (example: ear plugs)
• Hand (example: rubber gloves)
• Foot (example: safety shoes)
• Body (example: rubber apron)
• Respiratory (example: respirator)
 Housekeeping

• Workplaces must be kept

clean, orderly and

sanitary

• Workroom floors must be

maintained as clean and
dry as possible
 Housekeeping Tips

 Immediately clean up anything

on the floor that creates a slip
hazard: water, grease, paper,
dust or other debris
 Keep walkways clear of boxes
and other obstructions
 Close cabinets used for storage
when not in use
 Never block fire exits or fire
equipment
 Housekeeping Tips

 Make sure stacked materials do

not impede vision
 Don’t store items in or on
electrical panels or control
boxes
 Pick up and store tools in their
proper location immediately
after use
 Keep ventilation systems clear
of dust and debris and stored
materials
 Housekeeping Tips

 Make sure receptacles for waste

and debris are conveniently

located
 Remove combustible waste
often to minimize the fire
hazard
 Set a good example for other
employees by maintaining
good
housekeeping in your work
area
 Definition

Incident Investigation

• Organized process using written procedures

that are applied every time an incident
occurs regardless of its severity.

Who – What – When - Where – How & Why

 Incident Definition

An unplanned & uncontrolled event that led to,

or could have led to injury to persons, damage
to property/plant/equipment, impairment to
the environment or some other loss to the
company
 Purpose

 Assist workers’ comp claims process

 Be the “eyes and ears” in the field

 Gather facts on-site

 Preserve evidence that may be lost over time

 Determine cause of the incident

 Identify ways to prevent incidents from recurring

 Incident Causes

• Task

• Material

• Environment

• Personnel

• Management
 Incident Prevention

• Control measures
– Safety procedures/work instructions
– Adequate training
– Effective communications
– Good housekeeping
– Guards/safety devices/warning signs
– Regular safety inspections
– Risk Assessment
 Incidents

What Incidents Should be Investigated?

• Serious or Disabling

• Minor (First Aid) injuries

• Property damage

• “Near-miss” incidents
 Investigations

Who should do the investigation????

 First Line supervisor

 Safety Committee

 Safety Director / Safety Person

 All of the above

 A combination of the above

PPT-063-01 88
 Investigations

What is the Investigator’s Role?

• Do:
– Go to the incident site
– Investigate and document the cause
– Document supervisor and witnesses
– Preserve the evidence
– Gather the facts
– Conduct formal interviews
– Give advice
 Investigations

Guidelines for Investigators

Agency investigator should:

 Survey, secure and document the site

 Identify the cause

 Look for contributory hazards

 Report conclusions and recommendations

 Investigative Techniques

• INVESTIGATE IMMEDIATELY!

• Don’t assume anything-obtain all possible

facts

• Preserve the evidence

• Take photographs of the site

• Take measurements and diagram if necessary

 Interview Techniques
Some DOs
DO…
 Put upset witnesses at ease
 Emphasize reason for investigation
 Let witnesses talk, while you listen
 Confirm you have the statement correct
 Make short notes only during interview
 Express appreciation
 Interview Techniques

Some DON’Ts
DO NOT…
 Intimidate witnesses
 Interrupt
 Prompt
 Ask leading questions
 Listen to ‘hearsay’ evidence
 Make lengthy notes while witness is talking
 Investigation

The Six-Step Process:

Secure the Scene
Gather Information
Collect Facts
 Investigation

Secure the Scene

Gather Information
Collect Facts

Develop Sequence
Analyze The Facts
Determine Causes
 Investigation

Secure the Scene

Gather Information
Collect Facts

Develop Sequence
Analyze The Facts
Determine Causes

Recommendations
Implement Solutions
Write the Report
 Tool Kit

• Disposable color camera w/flash

• Clipboard w/pens & pencils

• Graph paper

• Chalk/yellow plastic tape

• Ruler and/or tape measure

• Tape (scotch, masking, duct)

• Tape recorder
 Tool Kit

• ID tag

• Flashlight

• PPE (gloves, safety glasses, etc.)

• Incident checklist

• Interview statement form

• Company’s policy & procedure

 Incident Investigation

Root Cause

The Root Cause is the initiating event. Take

that away and the sequence of events that
follows does not happen
Root Cause
Superficial
Cause

Causal Factor
What is the initiating event in this picture?
The Real Cost of Accidents

• The Real costs rarely get calculated

• They rarely get mentioned

• Most discussions of accident costs stop with the

impact to the company
 The Real Cost of Incidents

• Destroys families
– Divorce
– Suicide
– Financial Ruin

– Kids get in trouble

• Impact on Society (social security?)

• Impact on Co-workers
 Preserve the Evidence

Evidence is data, which helps to prove the event

• Decide what evidence is important

• Immediate photographs are critical

• The site could change the next day and evidence

would be lost
 Photographs

• Why are photographs so important

– Support facts

– Document scene

– Become the “eyes” for people not in the field

– May be required if litigated

 Photo or Video

What Do You Photograph or Videotape?

• Defects and Hazards

• Unusual Conditions
• Conditions that differ from what the employee
describes
• Areas or furniture in need of
maintenance
• Housekeeping issues
 Documentation

• Document information you hear

• Document the scene through photographs,

sketches, written descriptions, video
recordings
Personal Factor Warning Signs

• Death of spouse • Son/daughter leaves

home
• Marital separation
• Change in work hours
• Personal injury/illness
• Change in social
• Change in financial activity
state • Poor overall morale
• Change in work • Fatigue
• Foreclosure of loan • Drinking/drugs
 Resources

• OSHA
– Federal Regulations (29 CFR 1910)
– Available at www.osha.gov
• PA Department of Labor & Industry
– www.dli.state.pa.us
• PA Department of Environmental Protection
– www.depweb.state.pa.us/portal/server.pt
• Other technical standards
– (NFPA, ANSI, ASTM, ASME, etc.) – get help
if necessary!
Questions