SPP2 Module 2 Chapter 5 (2024)-16.pdf
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Chapter 5 Safety Processes II 1 Compiled by: GR Sithole Safety Management Lecturer VUT 2024 2 5.1 LEARNING OBJECTIVES By the end of this chapter students should be able to carry out the following: Promotion – describe...
Chapter 5 Safety Processes II 1 Compiled by: GR Sithole Safety Management Lecturer VUT 2024 2 5.1 LEARNING OBJECTIVES By the end of this chapter students should be able to carry out the following: Promotion – describe each of the promotional elements required in a health and safety programme Job observation – discuss the purpose of job observations Problem solving – apply at least one of the problem-solving models Audits – explain the difference between a health and safety audit and a health and safety inspection Personal protection – describe the various categories of personal protective equipment Critical task analysis – discuss the seven stages of critical task analysis Compiled by: GR Sithole Safety Management Lecturer VUT 2024 3 5.2 PROMOTION One of the best ways to promote Health and Safety is to design it into the tools, machines, and technologies with which people interact in the workplace. The purpose of Health and Safety promotion is to keep people focused on doing their work the healthy and safe way every day. 5.2.1 Company Health and Safety Policy Promoting Health and Safety begins by having a published company health and safety policy: - It should not be long. - It should make clear that healthy and safe work practices are expected of all employees at all levels at all times. - It serves as the foundation upon which all other promotional efforts are built. - It serves to give a broad statement by management that Health and Safety are as important as production, quality, marketing, and profitability in the workplace. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 4 Company Health and Safety Policy should at least convey the following message: The company is committed to Health and Safety. Employees are expected to perform their duties in a healthy and safe manner. The company`s commitments extend beyond the walls of its plant to include customers and the community. Promoting Health and Safety by setting the example. Once a Health and Safety policy has been implemented, its credibility with employees will be determined by: The example set by management, from supervisors through to executives. It is critical that management follow the company Health and Safety policy in both letter and spirit. Managers who set a poor example undermine all of the company`s efforts to promote Health and Safety. The “do as I say, not as I do” approach will not work with modern day employees. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 5 5.2.2 Health and Safety Rules and Regulations A company`s Health and Safety policy is translated into everyday action and behaviour by rules and regulations. These define behaviour that is acceptable or unacceptable from a Health and Safety perspective. From a legal point of view, an employer's obligation regarding Health and Safety rules can be summarised as follows: Employers must have rules that ensure a healthy and safe workplace. Employers must ensure that all employees are knowledgeable about the rules. Employers must ensure that rules are enforced objectively and consistently. Objectivity and consistency are critical when enforcing rules: Objectivity means that rules are enforced equally, regardless of who commits an infraction. Consistency means that the rules are enforced in the same manner every time with no regard to any outside factors. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 6 Guide-lines for developing rules: Minimise the number of rules as far as possible. Write rules in clear and simple language. Write only the rules necessary to ensure a healthy or safe workplace. Involve employees in the development of rules that apply to their specific areas of operation. Develop only rules that can and will be enforced. Use common sense when developing rules. 5.2.3 Employee Participation in Promoting Health and Safety One of the key factors in successfully promoting Health and Safety is to involve employees. Reasons: They usually know better than anyone else where hazards exist. They are the ones who must follow the safety rules. A fundamental rule of management is if you want employees to make a commitment, involve them from the start. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 7 5.2.4 Health and Safety Training Providing all employees with ongoing Health and Safety training is another best way of promoting Health and Safety in the workplace. Such training is a specific requirement in both the OHSAct and the Mine Health and Safety Act. The purpose of training is to: - Comply to legal requirements. - Ensures that employees know how to work safely and why doing so is important. - It shows that management is committed to Health and Safety. Read the following: 5.2.5 Suggestion Schemes 5.2.6 Posters and Health and Safety signs 5.2.7 Health and Safety Committees 5.2.8 Union/Management Participation 5.2.9 Incentives 5.2.10 Competitions 5.2.11 Company-sponsored Wellness Programmes Compiled by: GR Sithole Safety Management Lecturer VUT 2024 5.3 JOB OBSERVATION: 8 The best way to find out how well a person does a job is to observe him doing it. It is a sure way of finding out whether or not: critical jobs are being performed to standards or whether there are better ways that everyone should be using. What is Planned Job Observation? A tool for observing conditions and practices in an organised and systematic way, to enable the supervisor to know with a high level of confidence how well people are performing specific jobs or tasks. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 JOB OBSERVATION ALSO ENABLES YOU TO: 9 Pinpoint practices that could cause accidents, injury, damage, inefficiency and waste. Determine specific needs for coaching and training. Learn more about the work habits of your people. Check the adequacy of existing job/task methods and procedures. Follow up on the effectiveness of recent training. Give appropriate on-the-spot constructive correction. Spotlight specific behaviours for recognition and reinforcement. THE STEPS IN A PLANNED JOB OBSERVATION: 1. Preparing 2. Observing 3. Discussing 4. Recording 5. Follow-up Compiled by: GR Sithole Safety Management Lecturer VUT 2024 THE STEPS IN A PLANNED JOB OBSERVATION: 10 5.3.1 Preparing Appropriate planning makes the difference between a hit-or-miss approach. It is a systematic method which assures that the full benefits are obtained from an investment of time and energy. This step involves principally: (a) Which tasks to observe Because job observation takes time, not all tasks lend themselves to observation. Some tasks require more attention than others: They have more potential for major loss if done improperly. They are more critical to Health and Safety and productivity. To make the best use of time invested in job observation activities, critical tasks should be concentrated on. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 (b) Deciding who to observe 11 All people in a section or department should be observed. This does not mean the same number of observations and the same amount of time and attention devoted to each person, but it does mean that in time, everyone should be included. It would be wise to concentrate on: Employees new to the work Poor performers Risk takers Workers with ability problems Outstanding performers Compiled by: GR Sithole Safety Management Lecturer VUT 2024 The reasons why the best workers should also be observed: 12 They sometimes use techniques and methods that could help others do their work more efficiently. If they go unchecked for too long, they can drift into substandard practices and habits. Observing good workers gives an excellent opportunity for commendation. (c) Scheduling planned observation A great deal of planning is required for effective job observation activities, therefore a schedule should be prepared to show which workers will be observed doing which critical jobs, bearing the above criteria in mind. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 13 5.3.2 Observing Three practical guide-lines for this step to be done effectively: (a) Stay out of the way so as not to interfere with the person whom you are observing. (b) Minimise distractions by preferably staying out of the worker`s direct line of vision. (c) Focus your attention and be alert to little things that may make a big difference. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 5.3.3 Discussing 14 Immediate feedback following the observation is of prime importance. The following should at least be attended to: (a) Thank the person for helping with the observation. (b) Ask questions and review any points necessary to ensure that all vital aspects of the observation are understood. (c) For worker behaviour requiring immediate correction, do so on-the-spot. (d) For exemplary behaviour, give on-the-spot recognition and reinforcement. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 5.3.4 Recording 15 Performance evaluation of all employees should take place on a regular schedule. The evaluation should be a formal written document to assist the employee in his/her development and to provide the basis for compensation, promotion, transfer, and retention. The organisation will maintain appropriate records of employee accomplishments and behaviour to assure that the information incorporated into the appraisal is (1) accurate, (2) representative, and (3) relevant to the entire evaluation period. An employee's performance is confidential and guarded from inappropriate disclosure. Completed evaluation forms and their content should not be discussed outside authorised management channels. Employees should refrain from discussing appraisals, compensation, promotion, retention, or similar confidential data with other employees. Each employee must receive a copy of their completed evaluation for their own records. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 5.3.5 Follow-up 16 Follow-up is a critical factor in determining whether the time you invest in planned observation is wasted or well-used. In this context, it means going back to the person you've observed and doing what you've promised to do. Follow-up actions can take the form of (examples): Retraining of the worker if necessary. A new tool be purchased and the worker showed how to use it properly. A new procedure be devised with the worker for greater efficiency in the work process. New PPE be issued for greater protection of the worker. There are times when you have to return to the worker with bad news, for instance, you could not convince management to buy the new equipment. Important though is - you must return to the worker bad news and all, and try to work around the problem one way or another. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 17 5.4 PROBLEM-SOLVING SELF-STUDY STUDY ALL SECTIONS IN YOUR BOOK AND SUMMARISE LONG SECTIONS Compiled by: GR Sithole Safety Management Lecturer VUT 2024 5.4 PROBLEM SOLVING 18 There are many approaches to problem solving, depending on the nature of the problem and the people involved in the problem. 5.4.1 The problem solving process: 5.4.2 Problem solving methods: 1. Problem definition 1. Brainstorming 2. Problem analysis 2. Cause and effect diagrams 3. Generating possible solutions 3. Check sheets 4. Analysing the solutions 4. Concentration diagrams 5. Selecting the best solution(s) 5. Process flowcharts 6. Planning the next course of action 6. Activity sampling 7. Data handling and display 8. Pareto analysis 9. Force field analysis 10. Ranking and rating 11. Solution effect diagrams 12. Failure prevention analysis Compiled by: GR Sithole Safety Management Lecturer VUT 2024 19 5.5 AUDITS 5.5.1 Introduction Health and safety audits: are usually performed using a standardized checklist. They may have very specific objectives, i.e. (1) reducing the number of injuries or (2) it may be a compliance audit. They are a review performed to (1) determine whether health and safety regulations and company policies and (2) sometimes recognized good practice are being adequately implemented and complied with. They have some aspects in common with Health and Safety inspections and various kinds of Health and Safety surveillance activities, e.g. systematic data collection, which may include the examination of workplaces and activities. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 20 NB: Health and Safety audits and inspections are conceptually different and have different objectives. A Health and Safety inspection: Aims to identify manifest (visible) compliance with Health and Safety requirements - at a defined location or area, - in relation to a defined activity or item of plant or equipment. Identification of non- compliance results in a list of hazards to be rectified. Routine Health and Safety inspections take place daily, weekly, monthly or at some other frequency appropriate to the context, and may take anywhere between a few minutes and a few hours. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 21 Health and Safety audits: rarely occur more frequently than once every six months and some may only be required every two to three years. A Health and Safety audit may thus be defined as: ‘a deep, critical, systematic and independent examination of everything about an organisation that affects health and safety’. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 22 Health and Safety audits: May examine the whole organisation. May address a particular part of it, i.e. a division or a department, a site or an operation. May focus on the strengths and weaknesses of the Health and Safety system as a whole. May check the compliance of a department with company Health and Safety regulations. May check the adequacy of Health and Safety features in the design, construction and operation of technical plant and processes. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 5.5.2 Management commitment and co-operation 23 No safety audit is likely to be effective unless it has the full support of and co-operation from the organisation`s senior management. Management in particular will need to accept certain non-negotiable features of Health and Safety audits, which are: a) Acceptance of auditor independence- refers to the independence of the internal auditor or, of the external auditor. It is essentially an attitude of mind characterized by integrity (honesty) and an objective approach (impartial approach) to the audit process. The auditor must carry out his work freely and in an objective manner. Independence of the internal auditor means independence from parties whose interests might not be totally aligned with an effective risk management, an effective internal control, and optimal governance. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 b) Acceptance of time and budgeted costs 24 Once the audit has been approved and started with, it should be completed without hindrance, especially from time and cost grounds. Audits should never be suspended in midstream because of senior and other manager's claims that the company now has more pressing priorities. c) Co-operation with auditors All employees, and especially managers, should be required to co-operate with the auditors. There is a need to brief everyone about the audit and to emphasise the fact that it is not an exercise in fault-finding or blame-fixing for shortcomings uncovered. Audit interviews should always be subject to confidentiality between the auditor and the individual, and it is improper for others to insist that the auditor divulges confidential details about the interview. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 25 d) Acting on recommendations Senior management should commit itself to acting on the findings and recommendations of Health and Safety audits within a reasonable period of time. Very good reasons would have to be raised before rejecting the audit's findings and recommendations. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 5.5.3 Development of a Health and Safety audit system 26 A policy framework on Health and Safety audits should be drawn up under the following headings. PLEASE READ AND SUMMARISE a) What type of Health and Safety audit is required? b) Terms of reference. c) Authority for audit. d) Budgets. e) Audit management. f) Co-operation. g) Type of Health and Safety audit. h) Internal or external Health and Safety audit? i) Own brand or proprietary audit scheme? Compiled by: GR Sithole Safety Management Lecturer VUT 2024 27 5.5.4 Audit method and Procedures The two main parts of the audit are: the systematic collection of data and the systematic analysis of the data from which the report will be constructed. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 1. Interviewing. 28 The purpose: - to find out what the interviewee knows and thinks about a range of topics presented on the interview schedule. General guidelines to follow: Interviews should be conducted at or near where the interviewee works. To ensure confidentiality and prevent interruptions, interviews should be conducted in private in an interview room designated as part of audit preparation Interviews should be conducted on a one-to-one basis to avoid intimidating the individual. At the start of the interview, the auditor should advise the interviewee of the audit's aims, the purpose of the interview, and its confidential nature. He or she should be asked to raise any worries or queries concerning the interview, or other aspects of the audit. As the interview progresses, the auditor should record in a note form on the interview schedule, the person's responses. The auditor`s main task is to ask the questions and listen to the answers and he should avoid Compiled by: GR Sithole interjecting (disturbing) or adding commentary. Safety Management Lecturer VUT 2024 29 2. Sampling of workplaces and activities Workplaces and activities need to be sampled so that the auditors can observe (1) conditions, (2) activities, and (3) behaviours as they are, rather than what people and documents say they are or should be. Representative sampling is usually required, especially in large organisations or on large sites. Locations and activities can be selected on the basis of (1) auditor experience, (2) accident rates, (3) previous risk assessments, (4) client concern and so on. The process of data collection through observation on-site usually relies on the experience of the auditors, which directs them towards (1) particular activities, (2) lines of enquiry, and (3) questions and checks. Experienced auditors know what to look for and can usually tell at a glance when something is unsafe or untoward. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 30 2. Sampling of workplaces and activities (cont.) Checklists of important points to consider can be helpful, especially for inexperienced auditors. Checklists are not a substitute for knowledge, and if they are incomplete, they may fail to alert an inexperienced auditor to significant shortcomings. All relevant observations should be recorded in a note form by the auditor at the time of observation, with suitable references, - date, time, place, activity, persons observed, persons with whom discussions were held, etc. Photographic or video evidence is especially useful for later examination and possible inclusion as supporting material in the audit report. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 31 3. Sampling of technical safety requirements Aspects of engineering, technology and technical processes which have Health and Safety implications, will always have to be examined from a Health and Safety management point of view, e.g. policy, organisational and procedural controls. The scope and extent to which the hardware and Health and Safety engineering requirements themselves are examined, will depend on the terms of reference for a particular Health and Safety audit. A technical Health and Safety audit will concentrate on the engineering control measures in situ and will require auditors with appropriate technical and scientific qualifications and experience concerning the plant and processes, whereas a Health and Safety management audit will concentrate on the Health and Safety management system as a whole and auditors will not usually require detailed technical or scientific expertise concerning the plant and processes. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 32 Typical technical Health and Safety requirements which might be sampled are: Plant, equipment and technical processes Emergency alarm, shut-down and other emergency equipment Occupational health and hygiene Personal protective equipment Ergonomics Environmental engineering Storage and transport Compiled by: GR Sithole Safety Management Lecturer VUT 2024 5.5.5 Systematic Data Analysis After data collection phase, the next phase is to analyse the data 33 – that is, sorting, checking, verifying and drawing up the analysis and interpretation into a systematic and coherent draft report. The process of data analysis should: Bring together all the relevant data which have been collected; Apply a systematically structured analysis framework to ‘triangulate’ the data from interviews, documents and observation; Be consistent and reliable among and between different auditors and different audits. It is possible to apply scoring and rating mechanisms to the analysed data, either topic by topic or overall. Many proprietary audit schemes include such mechanisms, as do organisations such as NOSA, IRCA, the MSRS, and others. Interpretation of the results of analysis requires considerable professional skill. A skilled auditor will always produce an incisive interpretation of the analysis results regardless of the analytical aids used. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 5.5.6 The selection and training of Health and Safety auditors The selection of Health and Safety auditors should be based on the following general 34 criteria: (a) Experience Internal Health and Safety auditors should have at least five years` experience in the particular or allied industry, including at least three years` with the particular organisation. Internal Health and Safety auditors should hold a responsible position, such as manager, engineer, technician, Health and Safety manager, or hygienist. External auditors should have at least 5 years` (ten years` for senior auditors) broad- based experience of Health and Safety auditing in a range of industries. Technical Health and Safety auditors should have experience in a particular industry if technical processes, technology and Health and Safety requirements are specific to that industry. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 35 (cont.) (b) Personal qualities Health and Safety auditors should have: An interest in and commitment to Health and Safety An enquiring analytical mind Single-mindedness An ability to record data faithfully during the audit Impartiality Sensitivity towards people who may be worried by the audit The ability to cope with people and stressful situations Compiled by: GR Sithole Safety Management Lecturer VUT 2024 36 (cont.) (c) Formal training Internal auditors should have satisfactorily completed and adequate training course in Health and Safety auditing. At least one member of an internal audit team should also possess a recognised Health and Safety qualification such as the National Diploma in Safety Management. External auditors should have full professional qualifications of a relevant professional body such a the Institute of Occupational Hygienists, the Institute of Safety Management or similar bodies, a certificated engineer, plus satisfactory completion of an adequate training course in Health and Safety auditing. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 5.5.7 Audit reporting 37 (a) Summary debriefings Auditors should provide a brief commentary to the interviewee on the information that has been provided. If a Health and Safety problem requiring urgent attention has been revealed, the auditor may wish to pass helpful comment and advice. Auditors should carry out a debriefing or ‘close out’ session with management representatives of the organisation. A debriefing is a matter of professional courtesy. The purpose is to foreshadow the written report and to highlight specific strengths and weaknesses which the auditors have identified and wish to suggest improvements. It also provides an opportunity to report early any serious failings in Health and Safety control measures and what could be done - bearing in mind that the audit report might not be submitted until several weeks later. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 (b) Draft and final reports 38 A draft report is prepared and submitted to the client or the person who commissioned the audit. The submission of a draft report will enable management to make corrections as necessary so that the clients feel confident about the final report – possible mistakes like, the number of employees, names of job titles, names of locations or processes, etc. The audit report structure needs to reflect the agreed terms of reference and to present the results systematically, leading to conclusions and recommendations, plus useful appendices. It is important for the recommendations to be implementable and for priorities to be identified, e.g. an audit report may include 40 recommendations of which five are top priority. The report style and language should be easy to read and be as concise as possible. Although it may be marked ‘confidential’, the report should be circulated to selected members of the company for perusal. Once management has studied the report and decided on what action to take, the report should be filtered down to appropriate lower levels. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 39 (c) Implementing audit recommendation The The audit report should have recommendations to build on the organisation`s strengths and tackle any weaknesses or correct defects in Health & Safety. An action plan needs to be drawn up together with identified tasks, responsibilities and expected completion dates. It is important for the audit report to identify the priorities for action and for the organisation to apply a project management approach to implement the priority recommendations and the other recommendations which they accept. There will be a need to monitor the progress of implementation and the efficacy of the remedial measures. Created by: Rachel Sithole Safety Management Lecturer 2024 5.6 IDENTIFICATION, EVALUATION AND SELECTION OF PERSONAL 40 PROTECTIVE EQUIPMENT (PPE) 5.6.1 Introduction Engineering and management controls can reduce and even eliminate many occupational Health and Safety hazards but it is impossible to remove all the hazards in the workplace. Workplace hazards, especially health hazards can be minimised by providing personal protective equipment to reduce the health risk to employees. The Department of Labour can shut a business down if the correct PPE is not in place. An employer could be liable for a fine and it is the employer’s legal duty to provide PPE if it’s required and to enforce its use. PPE is a protective device that provides a protective barrier between a hazard and the employee. PPE is the last line of defence. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 5.6.2 Selection of Personal Protective Equipment (PPE) 41 The OHSAct and the Mine Health and Safety Act require a hazard assessment of the workplace to determine the presence of hazards requiring personal protective equipment (PPE). PPE is standard in the workplace and is required in the manufacturing and construction industries. The required PPE helps employees to avoid injuries to the body and safeguards them in the event of an accident. Examples of PPE that normally supplement the use of engineering and management controls in dealing with physical hazards like flying or falling objects: 1) Hard hats and safety shoes protect workers from physical harm. 2) safety spectacles or safety goggles are for eye protection. When chemical hazards are present, PPE should only be selected when more desirable engineering and management controls are not feasible or to provide additional protection. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 Some of the symbols you may encounter that indicate what Personal Protective 42 Equipment (PPE) must be worn when handling a particular hazardous material. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 Criteria for the selection process for PPE in the workplace: 43 The degree of protection that a particular type of PPE affords under the range of working conditions. Initial cost and long-term economics. The practical application of the PPE. Government or industry regulations. When PPE is required for the job, all of the cost is paid by the employer, as is made clear in both the OHSAct and the Mine Health and Safety Act. 5.6.3 Training for PPE Use The attitude of employees and visitors to the proper use of PPE is affected greatly by the attitude of management. Supervisors must lead by example. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 Once the proper PPE has been selected for the workplace, there should be a 44 training programme to educate employees in the correct use and maintenance of the equipment. There should be written policies to enforce the proper use of PPE. Management must enforce the PPE policy, preferably through a progressive disciplinary action plan, ranging from unpaid leave of absence to employee termination. Some of the factors influencing worker acceptance of the requirements to use PPE properly: Perceived example of management. Ease, comfort and convenience of use. Understanding the need for its use. Understanding economic and disciplinary losses for the lack of use. Perceived acceptance by other employees. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 Elements of a PPE Training Programme: 45 Standard and regulatory requirements Hazard characterisation in the workplace Implementation of engineering and management controls Description of the need for PPE Explanation of the PPE selection Discussion of the PPE capabilities and limitations Demonstration of the use and proper fit of the PPE How to decontaminate PPE How to care for, maintain and repair PPE When and how to dispose of PPE Hands-on PPE practice Explanation of PPE written policy, regulations and enforcement Discussion of PPE cost and purchase Compiled by: GR Sithole Discussion of record-keeping requirements Safety Management Lecturer VUT 2024 Head protection Compiled by: GR Sithole Safety Management Lecturer VUT 2024 Face and Eye Protection Compiled by: GR Sithole Safety Management Lecturer VUT 2024 Protection of hearing Compiled by: GR Sithole Safety Management Lecturer VUT 2024 Fall Protection Compiled by: GR Sithole Safety Management Lecturer VUT 2024 Respiratory system protection Compiled by: GR Sithole Safety Management Lecturer VUT 2024 Foot protection Compiled by: GR Sithole Safety Management Lecturer VUT 2024 Hand, arm and body protection Compiled by: GR Sithole Safety Management Lecturer VUT 2024 5.7 CRITICAL TASK ANALYSIS 53 Critical Task Analysis (CTA) is: A technique that systematically analyses the work from the perspective of safety, quality, and efficiency all at the same time. This is done by involving the people who actually do the work, and is thus in tune with the current emphasis on employee involvement and participative management. The result of such a CTA is task procedures and practices which can be used for: (1) job orientation, (2) task instruction, (3) task observation, (4) group meetings, (5) organisational rules, (6) corrective and developmental coaching, (7) accident/incident investigation, and (8) skill training. The CTA forms part of the Risk Assessment Process. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 Under the heading ‘task analysis and procedures’ seven stages are 54 identified: 1. Compile an inventory of occupations 2. List all tasks within each occupation 3. Identify the critical tasks 4. Analyse the critical tasks by: a) Breaking tasks down into steps or activities b) Pinpointing loss exposures c) Making an efficiency check d) Developing controls 5. Write procedures or practices 6. Put to work 7. Update and maintain records Compiled by: GR Sithole Safety Management Lecturer VUT 2024 1. COMPILE AN INVENTORY OF ALL OCCUPATIONS 55 Produce a complete list of all occupations. In a medium-sized workshop the occupations of ‘fitter’, ‘electrician’, ‘spray painter’, ‘maintenance mechanic’, ‘welder’, ‘crane operator’, ‘fork-lift operator’, ‘cleaner’ and so on will be separate occupations and must therefore be listed separately. 2. LIST ALL TASKS WITHIN EACH OCCUPATION All tasks performed within each occupation and/or major work assignment have to be listed. The inventory should reflect all ‘hands on’ work (as opposed to administrative duties) associated with each occupation and/or major work assignment. The comprehensive task inventory will permit each of the tasks to be evaluated later to determine whether it is critical. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 56 (cont.) summarise The inventory will reflect all tasks workers do on a routine basis, consideration should also be given to non-routine tasks which could pose a threat to people, property, or process. Examples are emergency shutdown actions for specific equipment, the donning of escape breathing apparatus, and tasks that a worker may no longer be familiar with because they are done so seldom. The most common error made by task inventory development teams is to be too broad in defining a task. The designation ‘operating a fork-lift truck’ is an example of a too broad approach to defining the task as the above could never be seen as a single task… read further and summarise. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 3. IDENTIFY THE CRITICAL TASKS 57 All tasks with a history of loss, whether (1) personal injury, (2) property damage, (3) quality, or (4) production loss, should be classified according to their criticality. To be predictive rather than reactive, it is vital to also include tasks which have the potential for major loss even though there is no history of such. To do this, the following questions should be asked: 1. Can this task, if not done properly, result in a major loss whilst being performed? 2. Can this task, if not done properly, result in a major loss after having been performed? 3. How serious is the loss likely to be? What is the severity of injury, cost of damage or cost of quality or production loss likely to be? Are other persons or departments likely to be affected? and 4. What is the expected frequency of losses? Compiled by: GR Sithole Safety Management Lecturer VUT 2024 It is suggested that a ‘criticality’ scale be developed against which each task can be judged 58 to determine how vital it is for worker Health and Safety. The scale can use severity, frequency of exposure and probability of loss as parameters, other factors may also be brought into play as the situation dictates. 4. Analyse the critical tasks a) Break tasks down into steps When the task is first observed, write down everything the worker does. The team can always go back and combine things and eliminate unnecessary detail. Care should be taken that not too many steps are included. Breaking a critical task down into each of its steps does not mean listing every tiny detail of the breakdown. Steps that could involve significant loss exposures in any one or all of the areas of Health and Safety, quality and production should not be missed. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 59 b) Pinpoint loss exposures After breaking the critical task down into steps, analyse each one to determine the loss exposure involved with that particular step. Every aspect of the task, including Health and Safety, quality and production should be considered and the possible long-term consequences of improper performance. When pinpointing these loss exposures, carefully judge each of the four sub- systems within the total system. Answer such questions as: People: What contacts are present that could cause injury, illness, stress or strain? Could the worker be caught in on or between? Struck by? Fall from? Fall into? What practices are likely to downgrade Health and Safety, productivity or quality? Compiled by: GR Sithole Safety Management Lecturer VUT 2024 60 Equipment: What hazards are presented by tools, machines, vehicles or other equipment? What equipment emergencies are most likely to occur? How might the equipment cause loss of Health and Safety, productivity or quality? Material: What harmful exposures are presented by chemicals, raw materials or products? What are the specific problems involving materials handling? How might materials cause loss of Health and Safety, productivity or quality? Compiled by: GR Sithole Safety Management Lecturer VUT 2024 61 Environment: What are the potential problems of housekeeping and order? What are the potential problems of sound, lighting, heat, cold and ventilation? Would anything in the area be affected if there are problems with the task? When things go wrong, they usually result in losses. Identifying specific loss exposures is a key step in more effective loss prevention and control. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 c) Make an efficiency check 62 Seven major ways in which the efficiency check may be made are: 1. Eliminate. Eliminate unnecessary steps and activities which really do not contribute to the objective. Eliminate or minimise exposures to injury and illness. 2. Combine. Combine task steps or even tasks so that one step or one task can accomplish several purposes. 3. Rearrange. Rearrange the sequence of the steps or the working area or the flow of work for greater Health and Safety and efficiency. 4. Simplify. Simplify the job by providing appropriate aids, tools, procedures, information, feed-back, etc. 5. Reduce. Develop a solution which will increase the ‘life’ of the task – a better filter to reduce clean-outs, a better lubricant to reduce how often it has to be done. 6. Substitute. Use a different substance, material, chemical, etc., that does not present the problem (i.e. less flammable, toxic, corrosive, etc.). 7. Relocate. Relocate the task so that it is done elsewhere in the process or relocate where it is done (inside versus outside, shop versus on site, etc.) for greater Health and Safety and efficiency. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 d) Develop controls 63 Health and Safety is defined as the control of accidental loss. This definition is applied in task analysis and procedures by (1) determining the actions and precautions that will prevent a potential loss from occurring or (2) minimise its effect if it were to occur. Controls should also ensure that the work is performed with maximum efficiency. The task procedures and practices should be directed primarily at the person doing the task, by telling him what he is to do to avoid, eliminate or reduce the loss exposures. Other control measures exist in addition to task procedures and practices and might include such things as engineering changes, work rotation, PPE programmes and so on, Compiled by: GR Sithole Safety Management Lecturer VUT 2024 64 5. Write procedures or practices The following features of an effective written procedure are noteworthy: Start with a statement of the purpose and importance of the task; Use a step-by-step description of how to proceed with the task; Express steps in a positive way, rather than a long list of ‘don’ts’; To improve understanding, retention and conformance, repeat the reasons for the key steps; Print the procedure in a simple functional format. Since procedures are primarily teaching and learning tools, they must be clear, concise, correct and complete. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 6. Put to work 65 There are seven key methods in which task procedures and work practices can be put to work. These are: 1. Employee orientation. Hand out copies of task procedures and work practices to study before starting task instruction. This is particularly important with new employees 2. Proper task instruction. Written task procedures and work practices are of tremendous value in helping leaders meet their basic responsibility of teaching others how to do their task properly (correctly – quickly – conscientiously – safely). 3. Planned task observation. Written task procedures and work practices enable supervisors to analyse systematically how well worker performance meets the necessary standards. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 4. Personal contacts, coaching and tipping. 66 Written task procedures and work practices are an abundant source of practical points for supervisors to emphasise in their daily contact with their workers. 5. Health and Safety talks. Written task procedures and work practices provide supervisors with excellent information to emphasise in their group meetings. 6. Accident/ incident investigation. Written task procedures and work practices help supervisors do a thorough job of (1) investigating accidents and incidents, (2) analysing whether the work was being done as it should have been, (3) analysing where the processes went wrong, and (4) what kinds of changes could lead to better control. 7. Skill training. By showing specifically and systematically what the work is, written task procedures and work practices improve the efficiency and effectiveness of training programmes for equipment operators and other skilled workers. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 67 7. Update and maintain records Along with the original task inventories, each task procedure and work practice should be reviewed for possible updating: At a stipulated period of time, usually annually; Whenever a high potential incident or serious loss occurs; Whenever significant changes occur which can or will affect the task's performance (such as materials used, processes or design alterations, area changes, and personnel and/or equipment changes). These records provide a master reference regarding the status of each critical task in each occupation or work title – an indispensable tool for management control. Compiled by: GR Sithole Safety Management Lecturer VUT 2024 68 5.8 QUESTIONS FOR SELF-EVALUATION END THANK YOU! Compiled by: GR Sithole Safety Management Lecturer VUT 2024
