BASIC OCCUPATIONAL SAFETY,.

\ND FIEi\[,-[FI

TABLB OF CO|'.ITENTS

Property of

Engr. Edward Ang

TOPIC

PAGE, NO.

I
VI

III IV V

Vil
IX X XI XII

VII

XIII XIV XV XVI XVII XVIII

xx
XX

OSH Legislation in the Philippines Accident Causation theories Effbctive Courmunication Fluman Elements in Safety Employee Safety Training Role of SuperVisors in Safety Fire Safety Machine Guarding Materials t{andling and Storage Electrical Saf'ety and LOTO Personal Protective Equipntent OSH L{ azards : Identi tlcati on,Assessnr lndustrial Hygiene Occupational Health Programnting Safety lnspection Accident Investi gation Job Hazard Analysis Safety Programming Basic First Aid Re- Entry Plan
.

I
6

-5

8-9
10-12
13

-l

17- l8 t9 -26 27 -34

35 -- 39

- r6

40-5r 52-55
en

t & Control

56-51
58

62-63 64-65 6l -72

73

61

-78 79-86
87-89 ':

90

r*

OCCUPATTONAL SAFETY AND HEALTH STANDARDS

The Occupational Safety and Health Standards (OS[{S) are mandatory rules on occupational safety and health promulgated pursuant to Article 162; Book IV of the Labor Code of the Philippines. It is a codified compilation of updated safety ad health rules aimed at protecting man against the dangers of injury and death thru safe rvorking conditions.

The Standards provide the legal framework for all safety and health progrems of the Department of Labor and Employments irnposing a responsibility on the employer and a corresponding duty on all workers to observe safety and health measures at the enterprise
level.

The Standards are administered and enforced by the Department of I-abor and Employment. Its enforcement is canied out by the fourteen (1a) Regional Labor Offices and their district oft-rces nationwide. However, local governments rnay be authorized by the Secretary to enforce the Standards within their respective jurisdictions rvhere they have adequate facilities and personnel for the purpose as determined by and subject to national standards prescribed b1, the DOLE. Rule 1000 - General Provisions
1001

Purpose and Scope

The objective of this Standards is to protect gvery working man against the dangers of injury, sickness or death through safe and healthful working conditions, thereby assuring the conservation of valuable manpower resources: and the prevention of loss or damage to lives and properties, consistent rvith national developrnent goals and rvith the state commitment for the total development of every lvorker as a complete human being. 2) This Standards shall apply to all places of ernployment except as otherrvise
provided.

1)

1005

: Dr.rties of Ernployer's,

l)

Workers and other Persons : Each Employer covere I by the provisions of this Standards shall: a) Furnish his workers a place of employrnent free lrorn hazardclus conditions thatare causing or likely to cause death, illness or ph1,5r.^' harrn to his rvorkers: b) Give complete job safety instructions to all his rvorkcrs, especiallv to tlrose Entcring thc.job lbr tlrc first tirno, including tlrdsc lclrting to (hc lirrrriliarization with their rvork environment, hazards to u,hich the u,orkers are e.\posed and steps taken in case of emergency; Comply rvith the requirements of the Standards. and, Use only the approved devices and equipment in his rvorkplace.

c) d)

2)

Every worker shall cooperate with the employer in carrying out the provisions of the standarcls. Shall report to his supervisor any work hazard that may be discovered in his workplace. 3) Every workcr shall make proper use ol'all safeguards and devices furnished fbr his protection and that of others, and shall {bllow all instructiorts given by the employer. (4) Any person, irrcluding any builder, oontractor, enforcernent agent, rvho visits, builds, renovates, install devices, or conducts business in anv establishrnent or rvorkplace shall comply lvith the provisions of the Standards and all regLtlations of the Bmployer, as well as other subsequent issuanccs olthc Secrctary.

Rule 1010 -Other Safety Rules

:
:

1012.02: lmminent I)angcr Defined

It is a condition or practice that could reasonably be expected to cause death or serious physical harm before abatement under the enforcement procedure can be accomplished.
How an Imminent Danger is Corrected: An Inspection Officer informs the affected employer and the workers of the dander and that he is recommending to the Regional Director the issuance of an order lbr the stoppage of operation. The Regional Director shall determine whether the danger exists and is of subh nature as to wanant the issuance of a stoppage order or other appropriate action. The Order shall require specific measures that are necessary to avoid, correct or remove the irnminent danger and to prohibit the preSence of workers in such location where the dangcr exists. The Secretary of Labor is informed of the Order and given full details and shall review the Order. Within 5 working days a Final Order (either lifting or sustaining the Order) is

* * * * *

issued.

The Order shall remain in effect until the danger is corrected.

1013 : Hazardous Workplaces :

Where the nature of work exposes the workers to dapgerbus environmental elements, contaminants or rvork conditions including ionizing radiation, chemicals, fire, flammable substances, noxious components and the like. 2. Where workers are engaged in construction rvork, lqgging, firefighting, rnining and quarrying, blasting, stevedoring, dock work, deep sea fishing, mechanized farming. 3. Where workers are engaged in the manufacture or handling of explosives and other pyrotechnic products. 4. Where workers use or are exposes to power driven or explosive powder actuated tools. 5. Where the workers are exposed to biological agents such as bacteria, fungi, viruses, protozoa, nematodes and other parasites. Rule 1020
Purpose

1.

Registration

to provide the Department with the information as guide in its enforcement activities

1022

: Registrable
:

Unit

regardless of size, of economic activity, whether small, medium, or large scale in one single location shall be one registable unit.

All establishments

1024

Registration:

l. Shall be made in form DOLE-BWC-[P-3 in three (3) copies and to be submitted to

2.
the Regional Labor Offrce or authorized representdtives. Shall be free of charge and valid for the lifetime of the establishment except when any of the following condition exists, in which case re-registration as if it were a

'

:"Hl['J
r *

IJ

l',i,l X i""o;.,.,

Change in location Change in ownership, or Re-openi ng r,rfter previous closin g.

,,
l'

lkrlc

1030

-'l'r'ainirrg:rnd Accreditation of Pcrsonnel on OSH:

General Provisions

1031 :

l.

The bureau, accredited organization, OSHC, and other authorized institLrtion rlay conduct continuing progranrs to increase the number and competence of qualified
personnel.

2. The bureau shall prescribed tlre required

1032

training progranls and Lrpdate to

incorporate latcst trends, practices and technology in OSH.

Dclin itiorr

OSI-l programs irr the workplace. 2. OSH Persortncl Physiciart, Nurse. Dcntist, Clremist, Engineers, Saf'ety OfI'icer', Irirst Aider, arrd other persolts cngaucd by thc establishntent. .1. l)ractitioncr in Safety and llcalth - any qualilicd person as asscsscd and clulyaccredited by the Bureau to render OSH services. 4. Occupational Satbty and Health Consultant - any practitioner in OSI{ or group of persons or organizations duly-accredited by this Bureau to render consultative services on OSH. -5: Trainer - a perscin who facilitates learning situatioti in one or more topics in OSH trdining, 6. Trairting Organization - an institr.rtion accredited or authorized by law to conduct training in OSH. 7 . Flazardous Establishment - an establishrnent where work operations itself or as an incident to such operations exposes the worker to hazardous likely to cause disabling irrjury,'illness, death or physical or psychological health. 8. Highly Ilazardous Establishment - is one whose potential hazard within the company rnay affect the safety and health or person in and outside the premises as fbllows: a) Petrochenrical works arrd refirreries; b) Chernical works and ch.emical prodLrction pJarrts. c) LPG storage and rnaterials; d) Stores and distribution center for toxic/hazardous chenricals; e) Large f'ertilizer stores; 0 Explosives factories; ; g) Works in which chlorine is used in bulk; h) Activities closely similar to the activities enumerated above; and i) Activities as determined by the Bureau in accordance with existing issuances related to classification of establishments.
,,

l.

Safety Oftlcer ntay employee/worker trained and tasked

to intplenrent

1033 :

Training and Personnel Complement:

'l'hs rrrininrunr qualitication, dutics, attd nurnbcr of required sat'cty arrd ltealth ollrcers
shoulcl bc as lbllorvs:

2.

l.

3.

Must complete the Bureau - prescribed training course prior to their appointment. Full-time safbty officers must meet the requirement of duly accreditecl practitioner or consultants by the Bureau. Required number of personnel shall be trained and:appointed as Safety Officer in a fulltime or part-time basis, defending on the number of workers employed, and hazardous nature of the workplace.
a) . For hazardous workplaces:
Vt ininrurrr.Nurlr11.111_

.U.fg!I o{Lt1's

Nunrbcr ol'rrorl<crs
l--s0
l

H:unrdous
Onc(

Hiuhh'Htzlrdous
One(

l) part-timc

l) full-tirnc

-200 -250

One(l) full-tinre
Orre( I ) firll-tirne and

One(l) full-timc and

Onc oart-timc Tu,o (2) flull-tinrc Trvo (2) full-tirne and One nart-tirne

z0 l

2-51--500

one(t)Dart-tinre Tso (2) full-time

Onc

Ivcn'additional 50
rr fractiou thcrcol

(l)

additional
One

full-tirnc

vcn'additional 250
r fraction tlrercof

(l)

additional

ful[-tirne

b)

For non-hazardous workplaces:

Numbcr
I

of Workers
-250

Mininrum numbcr of Srrfctv Officcrs

Onc ( l) Dart-linrc Trvo (2) part- lllc

2-5 I -500

50 r -750

7-51-1000

Even additional
hcrcol

50() or fractiou

Orre(l) full-tirnc Tu'o (2) full-(iruc One (l) additional full-tirnc

4
5

Duties of Saf'ety Ofliceri specified on Rule 1040. 'l'he employnrent of a fihll-tirne sal'ety ofllcer nray not be re<;uircd

enters

qualitied consultant or consulting organization lvhose duties and responsibilities shall be the duties of a safety practitioner as stated in his Rule. The employment of a consultant. however, will rlot excuse the employer f}om the required training'of his supervisors or technical
personnel.

into

a written( contract with a

if

the enrploycr

Rule 1034

Accreditation:

The Secretary, upon the recomrnendation of the Bureau Director, nray accredited and
qualified safety and health consulting and training organization and, through the Bureau, rnay issue accreditation to any.qualified safety and health personnel, individual, to cany out the provisions ol'tlrese Standards.

1034.01 : A. l.
2.

Requirements for Accreditation of a Practitioner Occupntional Safety and Health

irr

Practitioner in Occupational Saf'ety and Health

The inctiviclual rnust have conrpleted tlre 40-hour Basic Occupational Sal'etl, n1111 l-lealth Training Course as prescribed by the Bureaul Must have at least three (3) years of relevant experience in occupational safbty
and health;

.j. 4.
5.

Must llusst:ss thc rrrinirnunr tlualilications statcd urrdcr l(ulc l96z{.()l nos

I to.5,

6| B. L
2.

whichever nray be applicable; and Must be duly-licensed to practice his/her profession in the Philippines; lf the applicant is a graduate of any 4 to 5 year colle-ee course r.vithout a license, he/she must have at least four (4) years relevant $xperience in any or the subconlponents in a field of specialization as enumerated in Annex "A" and lf the applicant is a college undergraduate he/she must have at least ten (10) years relevant experience in occupational safety and health.

Consultant in Occupational Safety and Health

The applicant flrust be an accredited practitioner for at least (-5) years r,vith experience in at least two (2) field of specialization enumerated in Annex "A" Must have experience in policy formulation and development, nronitoring and
evaluatiorr, arrd implementation
systems.

of

occupational safety and health nlanagenrent Occupational Satbty and Training

3. Must have completed the S0.hour Advance

4.

Course as prescribed by the Bureau; and Must have earned and additional 480 hours of training/senrinar or related learning processes in various fields of occupational safety and health from accredited organizations or institutions authorized by law:

1034.02 :

Issuitnce and validity of certificate of accreditation nnd identificntion card

Aller evaluation and verification by the Bureau, a certificate of accreditation valid fbr three (3) years and an identification card shall be issued to any applicarrt ',vlto has

satisfactorily met all the requirements specified in this rule, and upon payment of the prescribed fee a s provided for under Rule 1974 of the Standards.
1034.03

Dutiei and responsibilities of Practitioners in Occupational Safety and Health

A. Practitioners in Occupational Safety and Health

1. To develop, implernent
the workplace;

and promote occupational saf'ety and health progrants itt

the

2. To advise and assist the enrployer in complying with the provision: of

Standards, especially in the subnrission of the reporting requirenrerrts,

I To pcrl'orrn at lcast a qrrartcrly appraisal/asscssntcnt ol' tlrc ittrplcnrcrttittiort ol'

4. 5. 6.
occupatiotral satbty and health progranrs in the workplace. To prepare an annual repoft of safety and health programs ofestablishrnents. To be present clrrring the scheduled safety inspections by authorizecl governnrettt agents and as requested during regular health and safety committee nteetings. For Occupatiorral Health Personnel, the duties shall be in accordance rvith Rule t960

B.

OccupationalsafetyandHealthConsultants/Consulti,rg Organizations

l. To assist, advise or guide the employer in complying 2

.,

r,vith provisiorts of these or includin.; the developnrent of health and sat'ety progranrs. Standards. To rrrake at least a quiarterly appraisal of progranrs and sat'ety pet'fbrnrance of tlre establishrncrrt, includir''g the activities of the health and saf'ety conrnrittcc ln the abserice of d Safety Officer to be present during scheduled saf'ety inspections by authorized government agents and as requested during regular health and safety' committee meetings and to render at least six (6) ltours of service a week in the establishment I in the perforrnance of these activities. To advise and assist the ernployer in complying, vvi11', the reporting recluirenrents of the Standards.

Rule 1030

* * * . *

of Personnel in OSH : Mandates the BWC to conduct training program on bSH directly or through accredited Safety Training Organizations. The training course prescribed by the BWC shall be requisite for the alrpointment of the safety man in the place of employment.

- Training

1032

: Accreditation

Safety Practitioner SafeU Consultant Safety Training Organization

1033
1.

Duties of the Safety Man

2. 3. 4. 5. 6.

Advice the employer, supervisors and workers on OSH; Investigate accidents; Coordinates safety training programs, Conduct safety and health inspections; Maintain accident records system Provide assistance to government agencies in the conduct inspections, accident investigation or any other related activities.

of health and safi:ty

Rule 1040 - Health and Safety Committees : Health and Safety Committee is a group of employees 'and management that plans and develo.ps policies in all matlers pertaining to safety and health in the workplace. 1041

: General Provisions

In every place of employment, a health and safety commiftee shall be organized rvithin one (l) month from the date the business starts operating. Health and Saf'ety Corlmittee shall ['le reorganized every.lanuary of the following year,

1043

* * * * * * * * * * * * *

: Duties of the Health

and Safety Comrnittee

Plans and develops accident prevention programs

Directs the accident prevention efforts of the company Review reports related to safety and health Submits reports to the manager on its meetings and activities Provides necessary assistance to government inspectin! authorities Initiates and supervises safety training for employees Develops and maintains a disaster contingency plan.

1045

[)utics of [irnploycrs

Establishes and adopts in writing administrative policies on safety and health Report to the enforcing authority the policies adopted and required reporting forms Acts on the recommendations of the Health and Safety pommittee, and in case of nonadoption, to inform the committee of the reason.

1046

Duties of the Workcrs

Works in ascordance with accepted safety practices and standards established by the employer in compliance with the provisions of the Standards. Reports unsaf'e conditions and practices to the supervisor by making suggestions firr
correction or removal of hazards. Serves as members of the Health and Safety Committee.

* *

Cooperates with the Health and Safety Committee

Assists government agencies proglams.

in the conduct of health and safety inspection or other

lllnesses
:

Rule 1050 1054

- Notification & (eeping of Records of Accidents/Occupational

Keeping of Records
The employer shall mairtain and keep an accident or illness record which shall be open at all times for inspectio,n to authorized personnel containing the following mirrirnum data: Date of accidentor illness Name of injured or ill employee, sex, age Occupation at the time of accidenVillness Assigned cause of accident/illness Extent and nature of disability Period of disability (actual or charged) If accident involved damaged to materials, equipment or rnachincry, kind and extent or damage, including estimated or actual cost The employer shall accomplish an Annual Work Accident Exposure Data Report in Duplicate using the prescribed form DOLE/BWC/HSD-IP-6b which shall be submitted to the Bureau or Regional Office or its duly authorized representative having jurisdiction on or before the 30s day of the month following the end of each calendar

l.

* * * * * * *

2.

. year.
1055

: Evaluation of Disability 1055.01 : Charges 1. Death resulting liom accident shall be assigned a time charge of 6,000 days.
'
:

2.

Permanent 'l otal Disability (PTD) -- shall be assigned a tirne charge of 6,000 days ancl shall mean any injury or sickness other than death which permanently and totally incapacitates an employee from engaging in any gainful occupation or rvhich results ilr the loss or the complete loss of use of any of the following in one accident:

Both eyes; One eye and one hand, or aITn, or leg, or foot; Any two of the following not in the same limb, hand, arrn. foot, leg; Permanent complete paralysis of two limbs; Brain injury resulting in incurable imbecility or insanity. 3. Permanent Partial Disability - shall mean any injury other than death or pennanent Partial disability which results in the loss or loss of use of any member or part of a member of the body regardless of any pre-existing disability of the injured member or impaired body function. Time charges shall be assigned as provided in Table 6 of the OSHS and shall be used whether the actual number of days lost is greater or less than the scheduled charges or even ifno actual days are lost at all. 4. Temporary Total Disability - shall mean injury or illness which does not result in death or pennanent total or permanent partial disability but which results in disability front work for a day or more. The day of injury or illness and the day on which the ernployee was able to return to full+ime ernployment shall not be counted as days of disability but all intervening period or calendar days subsequent to the day of injury or illness shall be counted as days of disability. 5, Medical Treatrnent lnjury - shall mean an injury which does not result in a disabling injury but which requires firstaid and medical treatment of any kind.
4

,r * 'r * *

Definitions:

* * * r * *

Disabling Injury - shall mean a work inju.y which results in death, permanent total, permanent partial or temporary total disability. Total Days Lost - shall mean the combined total, for all ilrjuries or illnesses of all days of disabling resulting from temporary total injuries; and/or all scheduled charges assigned to fatal, permanent total and permanent partial injuries. Scheduled Charges - shall mean the specific charge (in full days) assigned to a permanent partial, permanent total, or fatal injury or illness. Exposure - shall mean the total number of employee-hours worked by all employees of the reporting establishment or unit. Disabling Injury Frequency Rate - is the number of disabling injuries per 1,000,000 employee hours of exposure rounded to the nearest two(2) decimal places. Disabling Injury Severity Rate - is the number of days lost per 1,000,000 employee hours of exposure rounded to the nearest whole number.

Rule 1960

- Occupational Health Services :

livcry r:rnpklycr is lcquirod to provitlc irr lris wurklllacc, rrrudicul trrtl dcrrttl surviccs, emergency medicines and dental facilities.
Coverage

: All establishments whether

are
:

for profit or not, government and its political subdivi si on, govemment owned or control I ed corporati on s.

Services to be provided

* * * *

Preventive Health Services Emergency Health Services Training of OH Personnel OH Program at the Workplace

Preventive Health Services. - are activities which are preventive in nature and are entrusted to employers, workers and their representative for the purpose of maintaining sat'e and healthy working environment that will optimize physical and mental health, and adapting work to the capabilities of workers.. Emergency Health Services - m( ans the hiring of occupational health personnel and the provision of emergency medicines and facilities as required by the Standards.

Training of OH Personnel - hiring of OH personnel with the required and mandated training in OSH and having passed the licensure board examinations.
OH Program - maintenance of healthful work environment by requiring OH personnel to conduct regular appraisal of sanitary conditions, periodic inspection of premises and planning for OH pro$ams that will improve the health status of the workers.

ACCIDENT CAUSATION THEORIBS

Work Accident
It is an unplanned or unexpecteioccu.r.nce that may or may not result in personal injury, property damage, work stoppage or interference or any combination thereo[, which arises out of and in the course of employment.
It causes the work system to break down since it intervenes betrveen the rvorker, equipment, and environment and the task to be performed. Objectives of accident prevention activities:

. o' . . l. 2.

To prevent personal injuries, permanent impairment or deaths. Avoid loss of hurnan resources to the country as a rvhole. To prevent the economic and social effects of injuries on workers and their families. Avoid property and/or equipment damage

Mechanism of accident occurrence: Heinrich's five dominoes model

ahd accidents are prevented when one of the dominoes

- accidents happen Uy frnain reaction

file
removed.

of phenomena

Basic accident mechanism - analysis of accidents is baSed on phenomena. When a human body comes in direct contact with an object or is exposed to a hannful environment.

Causal factors of accidents:

o .

UNSAFE ACT (behavioral) - violation of a commonly accepted safe procedure, which resulted in an accident. (Ex.: improper attitude, lack of knowledge or skill, physical or mental defects, etc.) UNSAFE CONDIION (environmental) - thd unsafe condition of the agency, which could have been guarded or corrected. (ex.: improper guarding, defective agencies, poor housekeeping, poor ventilation, improper illurnination, etc.)

More or less, 90% of accidents are caused by unsafe acts and the remaining l0o/o are caused by unsafe conditions. It has also been estimated that about 98% of accidents could have been prevented and the remaining 2%o only are unpreventable in nature.

lVlultiple causation theory - many contributing factors, causes and sub-causes combine together in random fashion causing accidents. These factors can fall under four general classifications known as PEME:

. 'Pur"on - worker's.qualification, health condition, relationship with coworkers. . Environment - enviionmental conditions of the workplace, weather, plant layout, workspace. . Management existence' or non-existence , of safety policy, I r I
mismanagement, lack poor training design.

of written job procedures, poor

commrrnication,

Equlpment

inappropriate PPE, poor equipment design.

defectlve equipment, improper uso

of

equipment,

Accident ratio study

ln 1969, a study of industrial accidents was undertaken by Frank E. Bird, Jr., theln the Director of Engineering Services for the insurance Company of North Anrerica. An analysis was made of 1,753,498 accidents reporteo by 297
co.tperating companies. These companies represented 21 different industrial groups, employing 1,750,000 employees who worked over 3 billion man-hours du:ing the exposure period analyzed

.scrious in.jrrr'1,

nrinor injtrr'1,

properly darnage
incidents with no visible injury / clamage (- uZ-tt1 e4c-(l' s.Z.r\
-./

Hoinrich's Domino Modol

Heinrich's theory analyzes accidents based on five factors that are assumed to occur in a fixed, chronological order that results to injury, but otherwise believes thirtwhen one of the domino orfactor is removed, accidents could be prevented.

. Ancestry and social environment ., Personal defect or unsafe condition . Unsafe act or fault of ,perso;r . Accident . injuU

':

Basic conccpts of countcr measures for :tccidcnt prcvcntion:

1.

Engineering - ideally hazards should be initially designed out oIthe rvorkplace during the design and construction stage. Other engineering controls inclucle a study of all working areas to detect and eliminate or control physical hazards. It also includes a study of all operating methods and practices.'l'he lilll<lwing
should be considered: Proper guarding of machinery, equipment and tools. Machines, equipment and tools should be properly maintained and in good conditions. Good housekeeping Provide proper illumination and ventilation. Provide adequate and appropriate PPEs.

o o

o . o

2. 3.

Education workers should be given trainings and orientation on saf'ejob procedures. Refresher courses as well as updates on information of the hazards they are exposed to, and the procedure to follow for their prevention. Enforcement

and implemented by the management, for workers to follow. Regular and intennittent safety inspections should be undertaken by supervisors and safety officers to rnaintain safe and healthful working conditions. Violptibn of some rules should . be rXi

- safety policies, written job procedures should be pursued

penalized.

4.

h'

Environment

- check ventilation, illumination and noise levels, temperature extremes presence of levels of air contaminants, sufficient workspaces, location and position of equipment, materials and workers, etc.

Evaluation of safety performance:

1.

Evaluation of disability - determine whether the accident that occurred is a disabling injury (death, permanent total, permanent partial, or temporary total disability) or first-aid case only. Determine employeehours of exposure - as much a possible, use actual employee-hours of exposure based on time clock or payroll records. I-lorvever, il such is not available, calculated man-hours can be used based on the following
procedure: Determine average number of workers per year Average numberof workers x2,400 hrs. (300days/yr. X 8 hrs/day) Calculate the total number of disabling injuries incurred for the pcriod, and the conesponding total number of days lost/charged for all disabling injuries. Calculate for FR and SR. (refer to OSHS)

2.

o . o

FR and SR are relative values, for them to be meaningful, they have to be compared rvith each other. The lower the values, the better the safety performance,

EFFECTIVE COMUNICATION
Communication: It is the imparting or interchange of'thoughts, opinions, or information by speech, in writing, or signs.
Effective:
Producing the intended or expected results.

Ways/lVlanners of Com

unication

1.

Verbal (spoken)

2. Written (letters, memos) 3. Non-verbal (facial expression, gestures, body language)

Essentials for Effective Com mu ri ication

1.

Level oftrust We need to have some reasonable level of confidence in the person we are listening to or else it is difficult to establish good communication. Non+hreatening atmosphere When a person feels uncomfortable or threatened by the speaker (or conversation), effective comm unica;i on becomes hi ghl y un stabl e.
Good feedback Communication must always be a two-way process. When the other pr::rson is not truly listening arld responding, the speaker has no idea whether or not the message has been properly received.

2. 3.

Communication Cycle Components

1' ttnLttrn.ocling
(interpretation)

b. Message vehicle (environment) - verbal, written, or non-verbal. c. Decoding (interpretation) - translation made of words just spoken. d. Evaluation (receiver) - receiver makes initial judgment on the message and
takes an attitude either positive or ncgativc.

the rvay sender intends to be interprete<I.

2.

Receiver a. llasic reaction - attitude formed based on how message was perceived. b. Feedback encoding (interpretation) - the way receiver intends to respond c. Message vehicle (environment) - verbal, written, or non-vertral. d. Decoding (interpretation) - translation of words just spoken. e. Evaluation (sender) - sender forms judgment on the feedback.

How to be an Effective Listener

2. 3. 4. 5. 6.

1.

Full attention focus; Maintain eye contact; Keep ahead ofthe speaker; Mentally summarize main points, Periodically confirm you are listening; Paraphrasc kcy remarks.

Barriers to Effective Listening

2. 3. 4. 5. 6. 7. 8. 9,

l.

Short attention span; Bias; Disagreerncnt; Lack of comprehension; No motivation; Unfavorable environment; Boredom; Fatigue; Perception.

Safety Communication
As earlier defined, the employer or company wishes to impart upon all employees their commitment to provide a work place that is safe, healthful and environment-friendly. To make their commitment understandable and motivate cooperation, it has adopted an effective tvay of communicating. Firstly, the company's support is usually shown in well-designed frame rvhere the write up is done and exhibited in a very visible place to the enrployees. Various fonns of communication medium and programs are then utilized to maintain the safety and health awareness by all its employees. 'l'ypcs And Manncr Of

*.rro*.

Vchictc

1. 2. 3.

Wriuen and displayed Managemcnt Philosophy dnd Comrnitment; Written and distributed to all employees Safety Rules and Regulation; Written and distributed to all concerned employees standard equipment operating procedures; 4. Bulletin boards and newsletters; 5. Itegular, periodic, special meetings - Central Committce and Sectional; 6. Directional Signs - Entry, Exit, Parking, Orte Way, Right/Left Turns, No Entry; 7. Locational Signs - Fire Extinguishers, Emergency Exits, Fire Alarms, Hydrants 8. Warning Signs - Aisle yellow line, Operate Automatically, Authoriz-cd operator Only, Keep Closed, Restricted, No Smoking, Eye Protection Area; 9. Warning Systems (Audio-Visual) - Siren, Fire/Evacuation Alarm, Bell light, I-lorn, Computerized Messages; 10. Waming Tags, Labels, Material Safety Data Sheets; 11. Warning Convex and Dome Minors; 12. Color Coding - Yellow for Caution, Red for Danger/Fire Related, Green for Saf'e, Orange for Electricals/Hazardous Materi als; 13. Work Permits - Hot, Elevated, Confined Space, Flammable, Explosive, foxic: 14. Campaign Materials - Illustration, Posters, Brochures, Flyers VI-IS Tapes; 15. Outreach Programs to households of employees.

HUMAN FACTORS IN SAFBTY

Despite great differences in people the reason for their activities are common to all. Mostly needs are the same, particularly at the biological level and psychosocial level. It is upon these Needs that the safety professiona{ and others in the position of leadership in industry ca capitalize to most effectively promote safety:

o o o o o o

PhysicalCharacteristics Emotional Stability Previous Work Work Attitudes Aptitude Physical and Emotional Needs

Experiences

Physical Characteristics and Safety:

It is a common practice to screen job candidates by testing for physical characteristics

such as hearing, sight, response time, manual dexterity, steadiness, size, strength, respiratory and cardiovascular capacity and stamina, one or more of which may be essential to the type of work performed. No relationshil has been shown, however, between physical deficienciei and bccidents rate. Some jobs requirr a high degree of physical comiretence; others don't, however, it is a much different matter to lirrk physical conditions and capaeity to industrial accidents,

Emotiohs:
Actions on the purely emotional can be confusing and disruptive, detrimental to the iildividual and group. Emotion best serves motivation when a low and reasoned level of intensity, constructively guided stimuli perceived by individuals of a group as believable and contributory to self esteem, peer approval, financial progress and security.
Factors leading to unsafe uttituO. at work:

1.

Job Factors

o o o o
2.

Poor lcaderships and supervision Poor working conditions Poor rvorking standards Abuse and misuse

Personal Factors

o o o o

Physical; and rnental capability Physical and mental stress Lack of knowledge and skills Poor motivation

I{uman behavior is man in relation to his culture, social and physical environment. [t is also man's action and reaction in its environment.

l0

Examples of unmotivated attitude towards of workers: Ignores procedures, instructions, directions, rvarnings Makes shortcuts Lacks appreciation to hygiene Doesn't use PPEs Lacks appreciation to standards Uncooperative

. .

o o o

Examples of Unsafe Acts:

. o . o o o o o o o

Operating without permit, clearance Failure to secure, wam Operating at unsafe speed Making safety devices inoperative ljsing unsafe or substandard equipment, tools Taking unsafe position or posture Unsafe loading, placing, mixing, etc. Working on moving or dangerous equipment Distracting, teasing, abusirtg, etc. Failure to use PPEs.

Motivaiion

It is willingness to expend energy to achieve a goal / need / want / retvard. In each individual there is perceived hierarchy (scale or order of relative rvork or value) of motivational factors.
Factors that play a role in human motivation are:

o Biology o psychology o Economic o o o o o

People have more than onc source of motivation, thc rclativc valuc of rvhich varics with:

Upbringing Environment Experience Immediate and long Expectations

term circumstances

Needs are caused by deficie,ncies which can be either be physical or ernotional or psychological which produce rirotives or stimulus rvhich can lead to an action in order to accomplish the goal or satisfy th': need / rvant.
Once need is satisfied or achieved, motives are reduced and restores a temporary balance within a person.

11

Common characteristics of Motives:

. o o
1.

It activates human behavior It directs this behavior towards achieving a particular goal lneed / want. It sustains this behavior

Hierarchy of Human needs are:

Physiological Needs - needs of the human body that must be satisfied in order to live and sustain life.' Security / safety nee( s - protection against danger, threat or deprivation. Social Needs the, needs for love, affection, belongingness, acceptance into meaningful groups. Ego Needs - this influence the development of various kinds of relationship based on adequacy, independence, and the giving and receiving of indications of selfesteem and acieptance. Self-fulfillment Needs the will to operate at the optimum and thus receive rewards resulting from attainments.

2. 3.
4.

5.

Safety against conflicting desires among workers

o o 'o o o o
Responses

Safety vs. time Safety vs. effort Safety vs. comfort Safery vs. attention Safety vs. acceptance Safety vs. independence

from unmotivated workers

o o o o o o o o l. ' 3.
2.

"pwede na yan" / "ok na yan" "hayaan mo na yan" l "kayayan" "bukas na yan" "hindi mangyayari yan" "malusog ako, hindi ko kailangan yan" "aksidentc yan, di maiiwasan" "bahala na" "kung oras mo na, oras mo na talaga"

Principles in Understnnding People : I{uman behavior is caused. An effective supervisor can uncover tlrese cause an<l take steps to correct them. Motives are always present in every behavior, whether one is aware or not. Motives are often disguised. Some motives have priority over others. Individuals differ in so many aspects, including motives-

4. 5.

t2

EMPLOYEE SAFETY T'RAINING

Introduction
Many accidents occur because the.worker has not be trained adequately on how to do the job properly. The purpose of safety and health training is make employees aware of the safety and health hazards under which they operate during the working day, as well as to show them how to perfonn their jobs without endangering themselves or their fellow employees.
Safety training is one. specific solution to address a safety or health need caused by lack of appropriate behavioral skills, related knowledge, and /or attitudes. Training piovides the "how-to-do" of a subject, and usually the "rvhat". It only provides the "why" to the extent thal the people need to know is in order to complete the. risk.

Training is primarily focused on behavior or performance change, on how to do something properly and how to apply the new information and skills on the job. Safety performance effectively and by insisting that they be followed. Safe work performance is also encouraged
by teaching people the facts about accident causes and preventive measures.

Employee safety training is required under the Occupational Safety & I-lealth Standards rvhich is enforced by the Bureau of Working Conditions (BWC) of the Departnrent of Labor & Employment.

Reasons why people fail to follow safbty procedures: 1. Ernployees were not given specific instructions on the operation. 2. They misunderstood the operation. 3. They were not listening to instructions given. 4. They intentionally disregarded the instructions. 5. They considered the instructions unimportant or un4ecessary.

Benefits of

1.

Training: ' '

Fewer incidents/acci t Reduced

ReinforcJment of th,.: operational goals of the organ'lzation.

3. 4.

costs.

lents

'l

How & When to Provide Safety Training Training should start as soon as a new errtployce is hircd, or when atr crnployec transt'erred to another job, or when the need arises. Who Conducts Safety Training Programs: l. Director of Training 2. Training Department personnel 3. Director of Safety

is

4.

5. 6. 7.

Safety Engineer First-line supervisor Consultants Others.

l3

Qualities of a good trainer: 1, Thorough knowledge of the subject, 2. Have the desire to initruct. 3, Have a friendly and cooperative attitude. 4. Must have leadership qualities.

5. Have a professional ahitude and approach. 6. Must set an example for others.
Developing the Training Program: When developing a training program, consider the training needs, program objectives, course content, materials and methodology. Assessment - Training needs analysis A training program is needed for: new employees transferredemployees Indications of a need for a training program frequency ofaccidents new equipment or processes are introduced procedures have been rcvised when employee performance need to be irnproved. 2. Objectives a. Performance objectives provide the safety prot'essional or trainer with a structure or framework for developing the training progran.l. Objectives are also important guides in the . selection and development of course conlent. . selection and development of learning activities. . nleasurement of learner's performance. Otrjcctives are important to the workers being trained because they: . provide a target for performance (or behavior). . h'elp learners identify their focus. . inform leamers how they will be evaluated. Four parts of an effective objective (abcd method of objective writing) . audience - always identify the audience. . behavior - identiS what learners must do in order to

l.

demonstrate mastery. . condition - identify what learners will be given or not given in
. degree

order to do the behavior. speciff how well the learner must perfonn the behavior.

J.

Organization of contents and materials After defining the objectives, the next step is to determine what is to be covered. Often, course contents can use existing texts, SOP's and JSA's, : graphics, flowcharts, examples, Sometimes a completely new progranr must be designed to conform to the objectives.

etc.

Methodology, trai ning techniques a. On-the-job (OJT) training Job instruction training (a Coaching b. Group methods

stef method)

14

confereirce brainstorming case study incident process role playing

lectire
question and answer

c.

Individual inethods
Demonstration Video-based training Computer assisted training i

5.

Testing and evaluation Pretest Review test Posttest

Location of Safety Training Programs:

2. 3.
.4. 5. 6.
Types of

Workplace Simulated workplace (trainer)

Offrce

'

Classroom Laboratory Outside company pr;lmises.

i

Training:

l.

New Employee Safety Training and Orientation Subjects usually -Compiny a. orientation, history and goals , b. Adrninistrative - policy statements, pay rates, pay days, etc. c. Safety Policy d. General Safety rules & regulations : e. Responsibilities Housekeepingstandards

include:

f. i.

g. PPE h. Gcncral Emergency

Ilxits, medical,
etc.

procedures, location,ol' Ilre fighting equipment,

Reporting of accidents/injuries

2,

Job Training

This relers to training on the task or job assignment. JIT - is a technique for providing on-the-iob training lbr a particular task.

4-stcll method

a. b.

c.

d.

Preparation - prepare the worker Presentation - present the operatroh Performance - try-out performance. Waich the worker perfomr the task Follow-up
,,

l5

3.

SpecializedTraining a. Fire fighting:- fire brigade duties b. Hot work permits/procedures c. First Aid d. Lockout and tagout procedures e. Wclding/cuttihg I:icluiprnent operator training g. Confined space entry procedures h. Others

f.

Safety Training for Supervisors

The immediate job of preventing accidents and controlling rvork hazards fall upon the supervisor not because it has been assigned to hinr but because safety and production control are associated supervisory functions. One of the duties arising out of these functions is giving job instructions and therefore, supervisors should also undergo safety training. The objectives of this training are: To establish them as the "key man" in preventing accidents 2. To provide them the tools for accident prevention 3. To help them gain skill in safety activities 4. To help them in the implementation of safety practices in their own areas of responsibilities.

l.

Saf'ety

Training fbr Sa l'ety En gineers/Practi t i oners .Safety engineers act as consultants and are expectcd to provide timely advisc to management and line people with regards to Salety and loss c<lntrol. 'fhey should therefbre possess the expertise in all aspects of safety ancl loss control to eflectively discharge of this f unction. This expcrtise is acquired, tlrrough attending sal'et1, training, conf-erences, and of course actual exposure and experiencc ot1 the job.

The government, through DOLE, regulates the practice of safety and requires safety practitioners to undergo the required 40 - hr. Occupational Safety and Health training from an accredited trainin g instituti on.
Safety Training for Management For a safety program to succeed, management must participate and providc thc support fbr the program. But in order for them to provide this support, they must be able to appreciate the work of safety, their responsibilities in saf'ety, and the role of the sal'ety engineer or practitioner. Managers therefore should also undergo safety training Management salety training.

Rcfresher Course
Refresher training to update people on safety should also be conducted. LJsually, salbty orientation is given annually, and training for supervisors and managers every three years of

oftener.

r"

These are some indicators for the need of a refresher course:

When an individual or a group begins to exhibit a fairly steady record of' poor performance. 2. When injuries resulting from a specific operation are ttequent. 3. Wren new products, processes, materials or nerv nrachines necessitate Changes in work methods.
16

l.

ROLE OF ST]PERVISORS IN SAI.'ETY

What makes a supervisor?

r I
r r

The supervisor is management on tlre front line. They directly influence the quality and quantity of goods and services prorluced.

IIc nltlsl l)c atr ctttploycc rclatiort's luan, a 1lr<lductiorr nrilr). an irrslluctor arrtl quality control man. He has to be both friendly and at the sane tirne disciplinarian.

To fulfill his responsibility to management and employees, he must leanr to be at the right place at the riglrt time. That means he lras to be a planner not ohly for today, but tomorrow, next week, next month. He has to anticipate demands and meet schedules in a manner, which will benefit the company and its ernployees.
Being at the riglrt place at the right time means the supervisor has to be, at times, a salesman, fatlrer confessor, engineer, ptrblic and 1 cornntunity relatiolts mall, spokesman for management, arbiter and many other things. Among the troublesome aspects of a supervisor's job is the matter of discipline. But most of them agree that discipline cannot be brought about by the use of threats or punishment. The type of discipline that is built on fear is fast disappearing in industry today. Supervisors are getting far more satisfactory results by building the morale of thcir ernployees. Discipline situations griTc less frequently when . employees are lrappy in their jobs $l: :l Pointers On Horv To Boost Morale Of The Workers l

r r r r ! r

Have as few rules as possible, but see to it that tlrey are observed. Involve workers to develop minimum workable mles. Remember that workers are people and that they prefer to be led. Avoid playing fayorites - treat all workers alike. Speak to offenders privately. Make sure the worker is aware of and krtows the rules he broke, if not, see that he is informed about it and that all workers know about it.

Basic Principle Of Supervision It would be difficult to establish a hard and fast set of rules that a supervisor should go - by in every situation with which he may be confronted. There are, howevtir, certain principles that are applicable to almost all conditions and situations, provided a person understands how to apply them.

A man who fully understands all of his responsibilities and duties as well as his authority, he will obtain better cooperation from his fellow supervisors and his ernployees. It would be to his advantage to have a clean understanding of company policies and to know how to explain thern to the workers. He should assume the responsibility not only for the quantity and quality of the production efforts of his employees, but also for the actions of his
employees.

. r r I r

The Supervisors and Ernployee Motivation The Supervisor and job Economics Organizational Employee Training The.Supervisors and Accident Preventon

Communication

t7

Safety Responsibility Of The Line Supcrvisor The largest share of responsibility in the substantial reduction of accidents and injuries on the job falls on the shoulders of the supervisors, not becaus,i it tras been arbitrarity assigned to him, but because accident prevention and productjon control are closely associated to supervisory fi.rnctions- Wrether or not a company has a safety program, tlre supervisor has these principle responsibilities:

r I r ! r r r r

Establish Worker Methods Giving Job Instructions Assignirrg People to Jobs Supervising l)eople at Work Maintaining the Equipment and the Workalace

Instill Safety Consciousness

Proper Safety Equipment Education Program

Superuisor's Role ln Accident Prevention The supervisor should know all there is to know about preventing accidents, especially sirclr knowledgc relatcs to the work in his own department.
as

In these days of changing technologies, new equipment and materials, it is not always possible to know all tlrtjre is about safety and prevention ol'accidents. But the supervisor
proglam.

should be interestcd in safety and should have it in the hi[h bcarr, rlust have as a minirnun, general knowledge of the basic elerncnts necessary for an elfective safety

lt is a rnust for

a supervisor to know:

I r r r r r r r

Something about the general principle of machine guarding and horv to recognize a bazard against unreasonable mechanical safeguards can be built. Needless to say, this knowledge is of little value to a supervisor who thinks that an occasional safety inspection of his departnent is a regular job for somebody else. That no manufacturing or processing operation can be made foolproof. What personal protective equipment is being used in his department. How to investigate an accident and to apply corrective action so that this will not
happen again.

r r

Something about the general principle of fire prevention. The basic role which good housekeeping plays, not only in eliminating accidents, but also in fire prevention and in occupational health and protection of personnel. What mishaps occurred in his department over the past few years. The safety regulations, which apply to the operations and personnel in his Department. Basic needs of his personnel and the value of human relations and proper job instruction, That the modern management concept of planning, organizittg, traittirtg attd controlling are rnost important to safcty and every phase o[his work.

These ten points are by no means represent all that a supervisor rnight reasonably be expected to know in accident prevention. They, however, give a broad coverage and some control of the People-liquipment-Machine and Envirottmeni concept so nccossary to the achievement of a successful safety program.

r8

F.IRE SAFETY
The best defense against fire is to prevent a fire from starting in the first place. Although many products stored in a warehouse or work area not flammable, sonre packaging type commonly used today, such as cardboard, excelsior, fbam compositions, and paper packaging are definite fire hazards. In aidition, some of the chernicals you work with rnay be able to

You need to know what to dt to keep fires from sta(ing, as well as holv to deal with the emergency of an accidental firi. Because of the deadly danger of fire, it's to yourbenefit to know how to size up a fire and how to respond in a fire emergency. What Are The Regulations?
Occupational Safety and Health Administration (OSHA) regulates aspects of fire prevention and response. Emergency planning, fire prevention plans and evacuation are addressed in 29 CFR 1910.38. In addition, the provisions for fire extinguishers and other protection are addressed at 29 CFR 1910.157. Elements Of Fire Safcty

A,

Fire Prevention I Fire sal'cty engineering, design of building, operations, proccsscs I Cood housckr:cping I Electrical sal'cty t Proper storage of materials (combustible & Ilanrrnable) Safety practices

I l. I I tl

B.

Fire Protection t Detention

I t.l Alarm . l.l Fire locator t.l Extinguishment t'l Evacuation n Rescue l First-Aid l-l Salvagc
l-

Definitions:

Fire Prevention Fire Protection

Fire

is an engineering principle applied to prevent the starting of fires. refers to the detection, extinguishments and control of f ire spread after the fire gas started.

a rapid oxidation accompanied

by heat and light.

- the lowest temperature at which a substance will give ol'f f'lammable vapors. Ignition Temperature - temperature at which a substance will ignite and continue to burn. Combustible - substance that can burn.
Flash Point

Flammable

substance that ca easily burn.

r9

Fire Chemistry a Iirc, thrcc conditions must be prc.scnt sirnultancously. I.irsl., therc must be fuel in the form of combustible vapor. Second, there must be oxygen present irr the proper concentration to support combustion. Third, there must be sufficient heat to ignite this vapor, and the amounl olheat'necessary varies according to the substance lrom which thc vapor is given off. 'l'his can be more graphically explained if we state that each of these conditions represent one side of triangle and all three portions must be present to make the
t<l havr:

ln ordcr

triangle complete.

Four Basic Methods Of Fire Extinguishment

2. 3. 4.

l.

Removal or dilution of air or oxygen to point wherg combustion ceases. Removal of fuel to a point where there is nothing remaining to oxidize. Cooling of the fuel to a point where combustible vapors are no longer involved or Where activation energJ is lowered to the extent that no activated atoms or free radicals are produced. Intemrptions of the flame chemistry of the chain reaction of combustion by injection of compounds capable of quenching free radical production during their residence tirne.

Classes Of Fire The Underwriter's Laboratories, Inc. have established the following cleissification of flres: Class A Fires fires in ordinarycombustible materials, such as wood, paper excelsior, rags and general thrash or rubbish where the quenching and cooling effects of quantities of water or of solutions containing a large percentage of water are of first importance.

Class B fires - fire in flammable liquids, such as gasoline, oil, alcohol, greases or organic solvents, where a blanketing effect is essential.

Class

C fires

nonconducting extinguishing agent is of first importance. Class D fires - fires of combustible metals. These are limited to few industries and require specialized control techni ques.

fires in electrical equipment or of electrical origin, where the use

o1'

Fire Extinguish Water

in g'

Agents

One of the most common methods of extinguishing fires is by application of water to the burning mdterial. The application of water reduces the temperature of the burning rnaterial below that is necessary for it to give off combustible vapor, thus, removing the heat leg of the triangle by the cooling action of the extinguishing agent. For fires of wood, rubber, textiles, ' etc. application of water on oil fires. If considerable oil is released, large amounts of water applied to the are lvould spread the buming oil to nearby equipment. Further, water streams should not be directed steadily on extremely hot lines and equipment as the'cold water streams on hot metals caused buckling and sometimes failures. Solvents and gas fires can be extinguished with Water by the use fbg nozzles This equipment is designed to apply water in the form of fog or mist. When water is directed on the fire on this manner, it is converted into steam which smother the fire by diluting the vapor-air mixture above the liquid surlace to the point that here is insufficient oxygen to support
20

combustion. The use of water is effective as a cooling agent to adjacent equipment and for the protection of fire crews rvhen working near fires.

Applying watr:r to an electrical firc prcscnts thc hazards ol'cleotrocution; thcrclitrc, water should not be directed on electrical equipment in 4ny fonn until switches have been
opened or fuses

pulled.

Steam Steam is effectively used in the extinguishrnents of solvents and gns fires, It hns n smothering and cooling effect on the fire. In reference to the fire triangle, the addition of' steam dilutes the vapor-air mixtwe below the inflammable concentrations and removes thc air (oxygen) side of the triangle. When steam is applied underhigh pressure, it has atendency to remove the heat (ignition) leg of the triangle by the cooling action of the steam on the burning material. Permancnt connections and steam silothering hose installations provide steam tbr extinguishments for lires originating in trenches, sewers, small enclosures, pump packings and vessels. Gassy areas are purged and gas concentrations are diluted by the application of steam in such area. As steam is possible conductor of electricity, it should not be used on electrical equipment unless the power has been shut off.

Carbon Dioxide

The use of carbon dioxide (CO2) as a fire extinguishing agent is effective in the extinguishments of electrical fires, solvent fires and most gas fires but is not effective on fires of wood, textile, paper etc. where flowing embers are present. A carbon dioxide extinguisher consists of one or more cylinders of liquid carbon dioxide which vaporizes when released to the atmosphere and is blown through a horn over the fire area. The inert gas, being one and a half times heavier than air, dilutes the air (oxygen) side of the fire triangle and extinguishes the

fire by smothering. Diffrculty is

sometimes experienced in using this' method of extinguishments in an open atmosphere under high wind velocities because of the difficulty exp".ienced in confining the gas to the fire.

Dry Chemical Extinguishers

In this type of extinguisher, a fbg ol'f-rnely powdered sodium bicarborrate (with a small amount of aluminum sulfate as a drying agent or siliconized to repel moisture) is blorur over the buming gas by the pressure of cylinder of carbon dioxide gas. A small hermetically scaled cylinder of carbon dioxide is used in a hand extinguisher,.. This method of extinguishments removes the air (oxygen) and heat (ignition) legs of the fire triangle and extinguishes by smothering and cooling. The inert gases released by the extinguisher and the carbon dioxide liberated from sodium bicarbonate being heavier than air, blanket the area to smother the fire. Both agents are effective in cooling inflammable materials below their cornbustion point. Extinguishments of fires by use of dry, finely powdered, non-combustible dust blown has been used in various forms. Sand thrown over a small ground fire solvent or other similar material has been effectively used for many years. The dust blown over the fire rvith the dry chemical extinguisher being principally sodium bicarbonate, is converted to carbon dioxide and in addition to the cooling effect of the powder, extinguishes by srnothering. This powder being a non-conductor of electricity may be safbly and eft'ectively used on electrical fire.

21

Foam The most generally used fire extinguishing agent in the solvent storage is foam. I?oam is the most effective of all extinguishing agent for fighting a solvent fire in the tank, in a fire wall, trench etc. where the liquip surface can be completely blanketed with a layer of foam. Foam extinguishes the fire by cutting off the solvent surface from the fire space and radiant heat above, thereby stopping the formation of vapor essential to the burning of the solvents and thus starves the fire by removing the air (oxygen) leg of the triangle. Foam ahs also the tendency to cool the solvent surface, but its greatest efl'cctiveness is starving. Being a contluctor o[cleotrioity ifoam is matlc up 0f about 95Yo watcr) lbam should not be used on electrical flres until the electric power has been shut otf.

FIRE: What You Shoultl Do

When entering buildings, always be prepared for fire. Alrvays knorv your escape route by choosing your nearest exit and alternate path olescape. 2. If you discover fire, give the alarm irnmediately. 3. If you hear the fire alarm in the building, be prepared to leave imnrediately accorclirrg to any established evacuation plan. 4. If you have no designated responsibilities, leave the building quickly and quietly by indicated route. It is dangerous to remain in a burning building. Fire often sprcad rapidly and cut off escape and are likely to generate poisohous gasses. 5. If possible, close all windows and doors as you make your escapc. 6. Il forces to rcrnain on a srnoke-filled building, remember that the air is usually better near the floor. 7. A temporary refuge may be secured behind any door. Even a thin woclden door rvill temporarily stop smoke and hot gasses and may not burn through for several minutes. The floors, walls and doors of rooms in most buildings will keep out all but the fiercest fires for half an hpur <lr more. By closing the d<lor of a room, trappcd persons can await rescue in greater safety than rnaking their way though srnoke filled corridors. 8. If a fire s suspected on the other side of the door, open it slowly rvith a loot against it. 9. Il'you must takc a daslt through smokc or Ilamc, hold your brcath. I0. Take no chances of entering a burning building to save property. Only tlre saving of lives justifies taking personal risk. l,eave the job of fire fighting to the fire fighters. I l. Do not jump from upper story windows except as a last resort. Many people j urnped to their death even while firemen were bringing ladders to rescue thern. 12.lf fire breaks out zind there is panic rush for the main exit, keep out o1'the crowd and attempt to find some other means of escape. 13. If escape is cut off, do not panic. Close the door and go to a rvinclow and wait for the arrival of the fire department. 14. Never use an elevator as a means of escape. 15. If burned in a fire, report for medical treatment at once. Many burns or smoke inhalations that do not at first seem serious have fatal results.

1.

Housekeeping to Prevent Fires you allow debris The importance of good housekeeping ties in closely with fire prevention. or flammable material to accumulate, the risk of starting a fire increases, There is always the possibility that fire rnay break out by accident. Fire prevention is part of everyone's .iob.
22

lf

Everyone must help to keep the work area clutter-free ancl safe fiom other fire hazards, such as improperly used or stored chemicals.

You also need to know hat to do in the case of a fire emergency. Your employer has a lire prevention plan spelling out everyone's roles; you should knorv the actions you are expected to take in the event of a fire.
When a fire starts, think first of your safety and safety of others. Alert the fire department. Try to put out the fire only if you have been trained to use extinguishers, and the fire is small and tame enough to be extinguished by a hand-held extinguisher. When the fire is out of control, the combustible material is unknown, or you have not been trained in the propcr usc of extinguishers, leave the fire fighting to professionals with the proper equipment.' ln case, sound the fire alarm, then call for emergency help from a sal'e
place.

Fire checklist

'I'ry not to panic. Although fire is a panic situation, rvhen one panics, dangcrous rnistakes can be made. The calm person who assesses the extent of the blaze, calls the fire department, and
acts

quickly to contain or extinguish the blaze, is the one acting responsibly.

If the fire can be contained orextinguished, a properly trained person should use the right extinguishers on the blaze. When using a typical extinguisher, allow the "PASS" method.
Hold the extinguisher upright and:

n 'tl
t_l t_l

Pull the pain; stand back eight to ten Aim at the base of the fire

feet

Squeeze the handle Sweep at the base of the fire with the extinguishing agent

Remember, too, that most extinguishers have a very limited operation timc, only 8-10 seconds; so you have to act lirst and spray conectly at the. base of fire, not at smoke or flames.

If you aim at the high flames, you won't put out the fire.

Time is the essence of fire fighting. The smaller the fire, the easier it is to extinguish. Knorv the location of fire alarms and extinguishers. Know your nearest fire exit an proceeds to it in an orderly fashion.
Be especially aware of smoke and nexious fumes. These fumes enter the lungs and leave person unconscious. All fires consume oxygen to burn. Most victims of a fire suffocate from lack of oxygen and die. They are already unconscious or dead beflore the t]ames reach them. Inside a building that is in flames, you should shut all doors within your reach. Get to your hands and knees and crawl to an exit. This is important because smoke and heat rise rapidly, and you will inhale less smoke near the floor. Outside, get away from the direction of the flames and smoke to avoid inhaling smoke and fumes.
Use s Shield

ln any lirc situation insidc a building, anything you can usc -- nny typc ot'shiclcl, blankots, or tarps - will help you get out of the building with less risk of injury. A wet cloth or handkerchief over your nose will help cut down the smoke intake.

23

Fire Prevention On the job, it is part of your responsibility to help prevent fires. Extreme care is especially important when working with chemicals such as a flammable solvent, gasoline, gases, and
fuels.

The Chemical Fire Many of the thousands of chemicals in use in the workplace are both highly toxic and highly volatile, Extreme caution must be used to prevent and fight fires resulting frorn chemical spills and accidents. Know the hazards of the chemicals substances you use on the job and how to handle and store them properly to prevent dangerous chemicals fires.
Chemical Hazards Chemicals can cause serious injuries though physical (fire or explosion) or health (burns of poisons) hazards. Many chemicals have inherent properties that make them very hazardous. They might include:

lf U ' fl

Flammability - these chemicals catch fire very easily, hazards include property
damage, burns, and injuries.

Reactivity

under certain conditions; reactive substances can burn, explode, or release toxic vapour if exposed to other chemicals, air, or water-

- A reactive material is one that can undergo a chemical reaction

Explosivity - An explosive is a substance which undergoes a very rapid cliemical change producing large amounts of gas and heat, explosion can also occur as a result of reactions betrveen chemicals not ordinarily considered explosive.

As a result of these properties, chemicals can produce fired that start and spread quickly and may be difficult to fight or contSin.

Fighting Chemicals

Fires

Unless you are a member of a fire fighting team, you a major chemical fire.

will probably not be involved in battling

When fire extinguishers are used properly, they can and ciften do keep a small incident from becoming a major fire. However, you should be properly trained in their use and know their limitations. Remember that fire extinguishers are "first aid" appliances designed to answer immediate need. Early detection of frre is essential if it is to be controlled with only an extinguishers. Call professional help immediately if the fire has spread out of control.

Flammable liquid hnndling Storagc

Flammable liquids give off ignitable vapours. Also, nearly all-flammable liquid vapours are heavier than air and rvill accumulate in low areas with poor ventilatiorr. When they 'l'hese flames (of accumulate sufficiently, they spread and can travel to an ignition source. ignition sources) might be cigarettes, a hand tool that sparks, a cutting torch, or a motor. The best way to stop fires in the workplace is to eliminate the conditions and practices that enable a fire to begin in the first place. l'his is why the handling and storage of flammable liquids is so crucial. Safety procedures and equiprnent for the sa[e handling of these liquids can be grouped into fbur segments. The basic safety principles apply to all o[them. You lnay be involved in one or all aspects discussed in this section.
24

Storage
The typical plant stores liquids in two ways; reserve storage in drums and operational storage in small quantities (fbr use at work station). For reserve storage safety, as soon as a drum is unloaded, the bung cap should be removed and a drum vent screwed in; this prevents pressure build-up if the drum is exposedto heat. Propervents also incorporate emergency relief, which blow out under extreme

pressure.

Drums should also be connected to grounding system; this eliminates static electrical build up when dispensing flrorn the drum. If your plant does not have a drum storage room, drums should be stored in a safety cabinet; they are available in siz.es to hold drums vertically or horizontally.

Transfer
Transfer of flammable liquids refers to their removal from storage to the places where they will be used. Liquids can be dispensed fiom drums by two methods: gravity florv from drunrs stored horizontally, and bumping form drurns stored vertically. For gravity flow saf'ety, Iiquids should be dispense into a safety can using a self-closing drum value. OSHA requires the use of approved safety cans for transfer.purposes.

A drip can should be placed under the valve to catch spills and leaks, 'fhe drip can and
receiving container must be bonded to the drum to draw off any static electrical charge. The pump method faster empties the drunr almost completely dnd saves space because drums are stofed vertically. Drip cans are not required. Bond the receiving containers if the pump hoses are not self-bonding.

Mobile solvents tanks (liquid caddies) are used to distribute flammable liquids to work stations using large production line equipment. They are equipped with rubber wheels, a measuring pump, and a self-bonding hose.

Use

Use safety cans to hold and dispense flammable liquids as you work.: There are many work station cans and tanks from which to choose. Liquids should be stored in safety cabinets at the work station. Keep containers closed when not in use.

Disposal Disposal of waste flammable Iiquids requires as much caution in handling as do any of the other stages: Oily, solvent-soaked rags can easily start a fire. To prevent this, specially designed waste cans should always be used for temporary storage. These cans have springloaded lids and raised bottom with vent holes to dispenseJ heat. For removing flamnrable liquids from the work station for disposal, drain cans and liquid disposal cans o{'fer the greatest degree ofsafety.

Spill Cleanup

It is the vapours, rather than the liquid itself, that burn. When the liquid is spilled, vapour
release begins immediately, and continues until the liquid is removed. This requires that cleanup operations begin at once. developed absorbent materials have becn developed fro spill clcanup. 'l'lresc

Specially products are offered in pillows, pads, sheets, tubes, and other shapes to

fill all cleanup

needs.

25

Once the absorbent material is saturated, it should be place in a large disposal drum ancl sealecl with a drum cover. Another spill cleanup involves the use of specialized vacuum equiprnelrt.

Compressed and Liquefied

Gases

'

The flash points of compressed flammable gases are extremely low and alrvays below room temperature. Explosive mixturbs are readily formed with air. Ignition of even a sma'll leak may cause the materials to ignite. To avoid fires resulting ignition of compressed gases:

l.-l
I

Never roll or drag cylinders when gases are stored, transported, or used. Use a hand cart or truck specially designed for gas cylinders Store all cylinders upright and secure thern to walls or bench tops during storage
use

TJ t-l l
iI

'

[.] fl

Compressed gases should be stored in dry, cool and well-ventilated areas, protected from the weather, and away from flammable rnaterials. The area should be posted for no smoking. Keep compressed gas cylinders which contain oxygen away from oil, grease, or liquid flammables. Separate fuel and oxidizing gas cylinders by at least 20 leet or a lire wall When adequate ventilation can't be achieved, make sure salety equipment is at hand, including gas detectors, gas masks, self-contained breathing apparatus, and protective clothing Be very careful about fittings or connections. Befbre any connections are rnade, inspect the cylinder carefully. Do not change, rnodify, repair, or tamper with pressure relief devices on cylinders. When more inforrnation, advice or help is needed, call the gas supplier, when in doubt about handling, contents or cylinder condition, seek an expert's advice.

Work at Working Safety Any fire in the workplace has the potential to cause serious personal or property damage. When chemicals are involved, the possibilities for destruction are greatly multiplied, Prevention is the key to eliminating the hazards of any kind of fire where you work.
Preparation is the key to controlling the consequences of a free:

1. 2. 3. 4. 5. 6.

Keep work ideas cleaner and clutter-free

Know how to handle and store chemicals Know what you are expected to do in case of a fire emergency
Call professional help immediately; don't Iet a fire get out of control (this applies to l a fire wherever you

are).

Know what chemicals you work with - you might have to advise fore fighters on the scene of a chemical fire concerning the type of hazardous substances involved.
Make sure you are familiar with your facility's emergency action plan for fires.

26

MACHTNE GUARDING
WORKING SAFELY WITI.I MACHINES While machines ailow more sufficient, productive rvork, you must use them rvith greal caution. Safety should be foreniost in your mind. When rvorking with rnoving machine pirrls It's up to you to wear protective equipment, maintain equipment, and use sal'ety f'eatures and tools conectly. You are in charge of your own personal safety on the job.
Where Are the Rcgulations?
The Occupational Sat'cty and Health Administration (OSI{A) has put lbrth several regulations that applies to the use of electrically powered machinery.

l'here are also guarding requirements under resistance rvelding. These requirentents touch on lockout/tag out procedures during welding operations and point of operation guards for press welding machines. In general, remember that any machines part, function, or process that may cause injury must be guarded. Where the operation of a machine or accidental or accidental contact rvit it, can injure you or others, the hazard must be either controlled or elinrinated,
Serious Injuries Are Possible Crushed hands and arms, severed fingers, blindness-the,list oI possiblc lnachincry-rclatcd injuries is as long as it is honifoing, There seems to be dsrtnany hazards created by nroving machine parts asihere are types of rnachines. Guards are esdential for protecting rvorkers fornl needless and preventable inj uries. In addition, most machines and power tools are pou,ercd tiy clcctricity lllcctrical hazards arc cqually tlctrilitating. Iilcotricity will givc you a slrock il'you accidcntirlly lrccottrc a grrtttnd. nieathing can stop ,nil n.rr. centers nray bc tcrtrpclrarily paralyzcd. Yottr ltcarttlcat is intenupted so blood stops circulating. Heat from the cunent can cause internal bleeding and destruction of nerves or muscles. The severity. of injury depends on where current flows and how long, not the voltage. For example, did you knorv that 60/1000 of an ampere can kill you if it passes through the chest?

you can

it's absolutely necessary to pay attention as you can be pretty unforgiving il'you slip up-be sure you're in charge'
see that

use equiprnent'

machinc'

Where Mechanical Hazards Occur

These types of dangerous moving parts need guarding:

.. .

The point of operation, or that point where work.is perfonned on the material, such as cutting, shaping, boring, or tbnnirrg of stock' power transmission apparatus, or the components of the mechanical systern which transmit energy io the part of the rnachine performing the rvork. These components include flywheels, pulleys, belts, connecting rods, couplings, cams, sPindles, chains, cranks, and gears.

27

Other moving parts, or parts of the machine which move while the machine is working, can include reciprocating, rotting and transverse moving parts, as well as feed mechanisms and auxiliary parts of the machines.

Ilazardous Mechanical Motions.and Actions

Different types of hazardous mechanical motions and actions are basic tb nearly all machines, Recognizing them is the first step you can take toward protecting yourself from the dangers they present. We will briefly examine the following types of hazards in turn. Rotating motion can be dangerous; even smooth, shaft ends, spindles, and horizontal or vertical shafting are some examples of common rotating mechanisms whiih may be hazardous. There is added danger when bolts, nicks, abrasions, and projecting keys or set screws are exposed on rotating parts on machinery.

ts. or those locations tlrat can capture body parts in rotating machinery parts, are common, but dangerous hazards for the machine operator. There are three main types of in-running nips:
.

. o . .

Parts that rotate in opposite directions while their taxes are parallel to each These parts may be in contact or in close proximiry to each other. ln the latter case, the stock feed between the rolls produces the nip points. This danger is common on machinery with intermeshing gears, rolling mills, and calendars.

Another type of nip point is created between rotating and tangentially moving parts. Some examples would be the point of contact betrveen a power transmission belt and its pulley, a chain and sprocket, or a rack and pinion. Nip points can also occur between rotating and fixed parts \vhich create a shearing, crushing, or abrading action, for example, spooked hand wheels or flywheels.

Reciprocating motions m+y be hazardous because, during theiback-and-{brth or up-and-down motion, you might get struck by or caught between a moving and stationary part. Transverse motion (movement in a straight, continues lines) creates a bazard because worker may be get struck by or aught in a pinch or shear point by a moving part.
a

Cutting action involves rotating, reciprocating, or transverse motion. The danger of cutting
action exists at the point of operation where finger, head and arm injuries can occur and whcre flying chips or scrap material canstrike the eyes or fhce. Such hazards are prcscnt at the point of operation in cutting wood, metal, or other materials. Typical machines having cutting hazards include band saws, circular saws, boring or drilling machines, turning machines (lathes), or milling machines.

Punching action results when power is applied to as slide (ram) l'or blanking, drawing, or stamping metal or other materials. The danger of this type of action occurs at the point ol operation rvhere stock is inscrtcd, held, and witltdrarvn by lrand. typical tnitcltitrcry usctl filr punching opcrations arc powcr presses and irttnrvorkcrs,
Shearing action involves applying power to a slide or knile in order to trim or shear nretal or other materials. The hazard occurs at the point o['operation.where stock is actually inscrted, held, and withdrawn. Machinery used for shearing operations includes rnechanically, hydraulically, or pneumatically powered shears.
28

Bending action.results when power is applied to a slide in order to draw or stamp metal or other rnaterials. A haz.ard occurs al tlrc point ol'opcrati<ln whcrc stock is inscrtcd, hclcl, and withdrawn. Power presses, press brakes, and tubing benders all use bending action. Guard Requirements What rnust a guard do to protect you from mechanical hazards? Guards must meet these minimum general requirements:

o .

Prevent contact: The guard must prevent hands, anns, or any part of your body or clothing from making contact with dangerous moving parts,
Secure: Guards should not be easy to remove or alter; a guard that can easily be made

ineffective is no guard at all. Guards and safety devices should be made of durable material that will withstand the conditions of normal use. They lnust be firmly secured to the machine.

o o j

Protect from l'alling objects: 'fhe guard should ensure that no oltjccts can fzrll into moving parts. A small tool rvhich is droppcd into a cycling machinc could casilv become projectile that could strike and injure someone.
Create no new hazards: A guard defeats its own purpose if it creates a hazard of its own such as shear point, a jagged edge , or an unfinished surface rvhich can causc a laceration. The edges of guards, for instance, should be rolled or bolted in such a way that they eliminate sharp edges. Create no interference: You rnight soon override or disregard any guard which keeps you from doing your job quickly and cornfbrtablj,. Proper guarding can actually enhance efficiency since it can relieve your rvorries about injury. lf possible, one should be able to lubricate the machine without removing the guarcls.

Even the most elaborate guarding system cannot offer efTective protection unless you know horv and why to use it. You should be aware of the following:

o . o o o

A description and identification of the hazards associated with particular machines. The guards themselves, how they provide protection, and the hazards for which they
are intended.

How to use the guards and rvhy.

How and under what circumstances guards can be removed, and

cases, repair or maintenance personnel only).

b1, whom

(in most

Whatto do (e.g.

protection. provide adequate"s1fflr)tyour

:

supervisor)

if

a guard is damaged, missing, or unable to

Machine Guartting Mcthotls

There are many ways to guard machinery. The type of operation, size or shape of stock, method of handling, physical layout of the rvork area, type of material, and production requirements or limitations will help to determine the appropriate method lbr ii given machine.
As a general rule, power transmission apparatus is best protected by fixed guards that enclose the danger area. For hazards at the point of operation, wherc moving parts actually pcrfclrln work on stock. Several kinds of guardirtg are possible. Guards can be grouped under five general categories:
29

Guard

are barriers which prevent access to danger areas.

A safety device may perform one of several functions. It may:

. o o

Stopthemachineifahandoranypartofthebodyisinadvertentlyplacedinthedanger
area.

Restrain or withdraw the operator's hands from the danger area during operation.

Require the operator to use both hands on machine controls. Thus keeping both hands
and body out ofdanger.

o Provide a barrier that synchronized

with the operating cycle of the nrachine in order to prevent entrv to the danger area during the hazardous part ofthe cycle.

Guarding by location or distance has many applications. A thorough hazard analysis of eaclr machine and situation is necessary before attempting this techniclue. The nrachine or its dangerous moving parts must be positioned so that hazardous areas are not accessible or do not present a hazard during the normal machine operation to guard a machine location. Iror' example, locating a machine so that a wall protects the worker is guarding by location.

Feeding and ejection methods of guarding limit hazards associated with fleeding stock into machines once it starts to function.
Miscellaneous aids do not provide complete protection frorir rnachine hazards, but provide an extra margin of'safety. One example is an awareness barrier, ,An awareness barrier servcs to remind you that you are approaching a danger area. Personal Protective Equipment Engineering controls that eliminate the hazard at the source and do not rely on beliaviour lbr

their effectiveness offer the best and most'reliable means of safeguarding. Therefore,
engineering controls rnust be the ernployer's first choice fbi eliminating machinc hazards. But wherever engineering coptrols are not available or are not fully capable of protecting you, you must wear protective clothing or personal protective equipment (PPE). PPE is, of course, available for different parts of the body. Hard hats can protect the head form the impact of bumps and falling objects when you work with stock. Caps and hair nets can help keep your hair from being caught in machinery. If machine coolants could splash or particles.orid fly into the operator's eyes of face, then face shields, safety goggles, glasses, or similar, kinds of protection might be necessary. Hearing protection may be needed when operating noisy machines.

To guard the trunk of the body from cuts or impacts from heavy or rough-edged stock, there are certain protective coveralls, jackets, vests, aprons, and full-body suits. Workers can protect theii hands and arms frorn the same kinds of injury with ppecial sleeves and gloves. Safety shoes and boots, or other acceptable foot guards, can shield the feet against injury when handling heavy loads which might drop.

It is important to note that protective clothing and equipment can create hazarcls. A protective glove which can becorne caught between rotating parts; or a respirator ['acc piecc which hinders the wearer's vision, for example, require alertness and continucs attentiveness
wherever they are used.

30

Other clothing may present additional safety hazards. For example, loose-fitting shirts might possibly become entapgled in rotating spindles or other kings of moving machinery. Jewelries such as bracelets and rings, can catch on machine parts or stock and lead to serious injury by pulling a hand into the danger area.
Some General Safety Rules

General safety rules apply to both stationary and portable equipment. Never let overconfidence lead you into taking unnecessary risks. The following rules apply to every
machine or power tool you use:

. o . o . . i . .

Keep your work area well lit and dry.

Maintain .your tools. For best and safest perfbrmance, keep them sharp, oiled and stored in a safe, dry place. Regularly inspect tools, cords and accessories. Repair or replace problem equipment immediately. KeeP your work area clean. Sarvdust, paper, and oily rags area a fire hazard and can damage your tools. Use safety features like three-prong plugs, .double-insulated tools, and safety switches. Make sure machine guards are in place on large and small equipment. Use protective equipment when necessary. This might include safety glasses, hearing protection and respiratory protection. Dress right. Never wear clothing or jewelry that could become entangled in power
tools.

lnstall or rcpatr ccluipmcrtt only il'you'rc rlualilicd. A {aulty job rnay cause fires <lr seriously injure you or other rvorkers. Use the right tool for the job. Don't force a small tool to do heavy-duty work. Keep electric cables and cords clean, free form kinks. Never carry a tool by its
cords.

Good tool habits soon become second nature. Follow the machine safety guidelines at your workplace and the equipment you operate will serve you efficiently and saf'ely.

Grounding Is An Important Precaution

Grounding is one of the most :mportant safety measures.to take when working tvith electric equipment. It provides a sat'e prth for electricity, preventing leakage of current in circuits and equipment. Crounding shouldi be provided lor the entire system and inclividual pieces of equipment. Check ground conn;ctions regularly for tightness.

Portable Power Tools

Saws
,.

The circular saw is a heavy-duty tool with interchangeable blades for all types of woodcutting. The saber saw is sonrervhat srnaller and used for snraller rvoodcutting jobs and curved cuts. A chainsaw rnay be either gasoline or electrically porvered. Follow these safety rules when using
saws:

. . .

Before cutting. inspect the material to be cut lbr nails or fbreign objects. Make sure blade guards are in place and rvorking prgperly. Stay alert! Saws are noisy and the sound may drown out rvarning shouts or instructions.
31

. .
o
o

Wear goggles or goggles and a face shield to protect yourself from flying {ebris or
sawdust.

Inspect blade regularly. First, turii the saw off and unplug it. Don't use dull or loose blades. Don't overload the motorby pushing too hard or cutting material that is too heavy. Be sure you have firm footing and balance when using any saw. Slips or falls can be deadly when you're holding a power tool.

Portable

Drills.
:

Variable speed drills are ,.rru'ile tools used for boring holes, turning screws, buffing, and grinding. Keep these pointers iri mind when using them:

Select the correct drill bit for the job to be, done. Use only sharp bits. Make sure the material being drilled is secured or clamped firmly.

Hold the drill firmly and at the correct angle. Don't force it to work or lean on it with all your strength. Always remove the bit from the drill when you're finished.

For storing a cutting edge to drill bits, use a drill trit sharpener, It should be double-insulated and placed flat on a bcnch surface. Don't forget to wcar safcty glasses when you use the
shaqpener.

Grinding Wheels
Bench grinders are useful for sharpening, shaping, and smoothing metal, wood, plastic, or
stone.

o o

.
o

tight.

Keep machinc guards in place and rvear ear and eye protcction. l]clbre use, nrakc surc that whecls arc lirnrly hcld on spindles and rvork rcsts are
.

Stand to one side while starting the motor, until operating spced is reached-this prevents injury if a defective wheel breaks apart. Use light pressure when starting grinding, too much on a cold lvheel may cause

failure.

Portable Sanders
l'hese tools make tinishing work faster. 'l'wo types are orbital and belt. Rernember these tips:

o . o o

Arrange the cord so that it won't be damaged by the abrasive belt. Keep both hands on the tool for good control. Hold onto the sander when you plug it in. Clean dust and chips from the motor and vent holes regularly and lubricate when
necessary.

Misccllaneous Portablc'l'ools
hnpact Wrenches - T'hey opcrate on electricity or comprcssed air and dclivcr cxtra powcr and torque for fastening and loosening bolt and drilling. Don't force a wrench to take on a iob bigger than it's designed to handle. Don't use standard hand sockets or driver parts rvith an impact tool, they can't take the sharp blows. Don't reverse direction of rotation while the trigger is depressed. 32

soldering lrons or Handle with care-th iron is hot' Rest a solder' Hold small
assigned area,

bc dangerous because of the heat they generate. ircl degree burns.. Always assume that s-otdering or metal surface. Nevei swing an iron to remove ers, never in your hand. .when cool, store it in its

Glue Guns A glue gun can be a real trme saver. However, because temperatures as high as 450 degrees F, avoid contact rvith the hot nozzle and glue.

it

generates

Shop Vacuums - They enable'you to keep a saf'e, and clean work place. Use the correct hose size and accessory for the job you're doing. Clean filters regularly and never use your vacuum to pick up flammable liquids or smoldering nraterials. Safety Rules for Stationary Machinery

lig workhorses of the shop and piunt. Remember to always stay alert and work with caution. These tools are powerful and often more complicated ttran ttreir smaller cousins. First, a few general rules that apply to operating machines:
These are the

' . '

Use all guards arrd safcty devices that are designcd to bc uscd with thc cc;uipmcnt. Never use a dull blade or cutting edge. Make adjustments and ar:cessory changes when machinery is turned off and

unplugged.

' anyone you as use the tos.rls. . o Dress right, don't wear loose fitting clothing that can get caught.
Table Saw

If you're tired, take a bre'rk. Also don't take your eyes bff your work or talk

to

This saw has a large circular blade used to make a variety of cuts in wood or otlrer material: Never reach over the saw to push stock that has been sawed. Stand slightly to 6ne side, never in line with the saw. A "kickback" occurs when material being cut is thrown back toward the operator. This is one of the greatest hazards in running a table saw. To avoid it: Never use a dull blade. Don't cut "freehand" or attempt to rip badly rvarped wood. Use the splitter guard. Don't drop rvood on an unguarded saw.

o .

o o . .

Radial-Arm Saw
Often called the number one multipurpose sarv in the shop, this saw blade is mounted on a moveable head, ancl slides in tracks or along a shaft. Most have built-in safety devices such as key switches to start them, blade guards, anti-kickback pawls, and blade brakcs. Follow thcsc
precautions:

. . .

The saw and motor should always be returned to the rear of the table against the column after a cut is made. Of the motor slows while cufting, it means it is overloaded. This can be due to low voltagc. bad blades, or matcrial being lcd too fast, Keep the machine in good alignment and adjustment to prevent excessivc vibration. J)

Drill

Press

The stationary drill pre.ss is a larger, more powerful version of a portable ctrill. Remember to:

o .

ClamP or securely fasten the material being drilled whenever possible. Make sure any attachments are fastened tightly.

Miscellaneous Stationary Tools Power Sanders, These machines do finishing work in a fraction of the time it would take by hand. Always select the correct grade of abrasive for the job. Move the work around to avoid heating and buming a portion of the disk, belt, or wood. Remember to use the dust collector if
the sander has one.

Shapers. A shaper is used mainly for grooving and fluting woods. It can be dangerous because of its high speed and because the cutters are difficult to guard completely. When using a shaper, avoid loose clothing, wear eye protection and make sure the cutters are sharp and securely fastened.
Welding Machines. The high-intensity are of even a srnall welding rnachine can cause severe bums. Non-flammable clothing and hand and eye protection are needed to protect against hot sparks and molten metal. Keep the area around the welding operation clean-hot
sparks can start fires.

Work at Working Safely

l)rullcr' cirrc antl salcty rvhcn using rnaclrirtcry is vitll.

l.

Respect your equipment, know tho dangers necessary to work without injury,

it

presents, and take safety precautions

2. Maintain ecluipment with regular servicing artd good housekeeping practices. 3. If you dorr't know how to use a particular piece of equipment, don't be afraid to adnrit
it.
Find someone who does and learn from an experienced worker.
anci

4.

Think safety on the job to ensure that you and your equipment will have a long productive life.

34

MATERIAL HANDLING AND STORAGE

Classification Of Materials Normally IIandled In Industrial Plants According To Physical Charar,teristic: A. SOLIDS
crated large machineries and parts, crated materials, caustic blocks, soap blocks, etc. Powder - flours, phosphates, sugar, cement

Bulk

Granules & Gravel size Odd size

copra meal pellets, Silicates, brickets

copra

B. LTQUIDS

l.ight

solvcttls, orls, litels Viscous - nrolasscs, asphalt, hcavy oil, paints Pastes - delergent paste, adhesives
C. CASES

Classification According To llazardous Characteristics:

l.

Flammahle

2. .lixplosivcs

3. 'I'oxic 4. Conosive 5. Emits hazardous fumes or gases 6. Fragile

Pointers On Safe Storngc Of Materials:

' 2. 3.

Materials that can rcact with other slrould be storecl in a separatc area. Storage area should be well vsrrtilatcd and lightcd. In storage area of flammable materials, electric bulbs should be protected with marine lights mixtures. 4. Wlere there is danger of explosive or l'lamtnablc fumes being ernitted by stored materials, rollirrg stocks such as'fbrklifts used inside the storage areas sltould be battcry driven. 5. All tools to be used inside the storage areas ol'cxplosive or flammable rnaterials should be of the non-spark type, For the samc reason, shoes of personnel working in or entering the area should be rubber soled without metal cleats or "boston". 6. Warehouse ancl field tanks should be provided with lighting rods and arresters, 7. If warehouse is provided rvith a fire sprinkler system, no stocking should be closer than 2 ft. from the sprinkler heads. 8. Entrance/Exit openings between warehouses or between a warehouse and a process area should be provided with fire doors. The doors should be installed on that side of the wall where fire is probability or both sides should be provided with fire doors if possibilities of fire exist on sides. F'ire doors should not be locked. g. Storug. area should be provided fire extinguishers located at strategicieasily accessible areas, Fire extinguishers stations should not be locked.
35

l.

10 Do-not stock against the wall. Provide at least 4 ft. of space between the pile and the wall' This will provide ventilation against the heat if there is fire at the side of the wall. This will also serves as an a"cess way for fire fighters. 'ther l1' When.taking sounding of tanks containing flamrn'able materials, use cotton cord instead of nylon cord. This is to protect afainst arcing because ol. static electricity being stored by the nylofi cord. ovided with "cages,,. ng, or soil should not be exceeded. Where be used, their weight should be considered.
16. Warehouses and other storage areas sh especially where there are nighttime opera 17. "Leaning" stacks or piles should be restocked immediately. 18' Materials stored in open air should be-protected against the

weather especially if the stored materials can react with water. Son e materials and soluble can react with water resulting in: evolution of heat emission of toxic or nuisance fumes explosion

* * * * *

fire
dissolve into toxic or corrosive

liquid

li

lf tarpaulins arc used to cover thc covcrcd rnaterials, thcy shgulcl 5c sccurcd or ticd down to prevent them from being whipped by the wind. irlapping rarpaulins or their cords can cause face and eye injuries. They also interfere with forklift drivers vision.
19. Where materials being handled are dusty, storage areas should have dust taken away with filters or cyclones. Dust explosion is alrvays a hazard particularly with organic dusts.

to compact, use props or stilts between layers of pallets. This is to prevent the sagging of the pile. 21. Drums and barrels should be stacked in the shape.of a pyramid with the bottorn row checked or blocked to prevent rolling off. If they are to^be piled on their ends, plank should be laid between layers. 22.\n large area stacking, provide for ventilation aisles especially if there is <Janger of spontaneous combustion;The space will also provide for more effective hosing in case of fire. 23. Tank f'arms for corrosivd liquids should be provided with saltty showcrs at strategic places. Safety showers should be tested at least once a month. 24 Tank fhrms should have sectionized dikes or containing wall to contain the liquid in case of failures. 25. When tanks are to purge with steam, do not hose down the tank with colcl water to facilitate cooling. Sudden cooling can cause implosion because of the vacuum. 26. Compressed gas cylinders should be stored upright in cylinder racks or securely chained to a wall, Valve covers should be securely s'crewed. 27. Use screw nails in the making or repair of rvooden pallets.

20 When stacking palletized bags of materials that tend to lose moisture or tend

3(t

28. Use corner guards or edge guards on aisles side of stacking of sharp materials, like tin plates or glass plates. 29. Broken steel or'wire straps should not protrude into passageways. 30. Have separate areas for storage of bunker oil. 3l.No welding or open flame cutting should be permitted in storage of flammable materials, or rvhere the'warehouse floor is made of wood. If welding must be done (only in extreme exigencies), materials should be protected against welding slugs with an asbestos blanket or a heavy.tarpaulin that has been wet, Fire extinguishers should be ready and must have been check beforehand that they are operational. 32.lf possible rvarehouse "sky lights" should be on the building side. If they must be located on the roof they should have some protection against someone stepping on tltcm. Thcsc skylights arc vcry liagilc, arttl arryurrc slcl)pinB orr thcrrt rvill lall througlt.

Pointers On Safe l{andling Of Matcrials The most common equipment for materials handling is man hinrsell. I-lowever, for handling ol' hcavy loads and lbr continuous opcration wc resort to rncchanizcd nratcrials hancllinlt equiprnent. Here are sonre of them:

For solid materials:

l. Conveyors - belts, screw, drag, type, pneunratic, chain hook and scoop 2. Elevators - bucket, cage 3. Rotling Stocks- lbrklills, clamp lifts, durnp trucks, trucks, tank trailers 4. Floist 5. Cable systems
For liquid and
gases:

2. Pumps 3. Trough or canals 4. Helicoid conveyor 5. Scoops

Piping system

For manpower equipments:

2. Wheel Banow 3. Drum Lifters 4. Buckets 5. Slings

l.

Push carts or Haul carts

o o . . .

Conveying systems should be interlockcd to controljamming. There should be an automatic "policeman" betleen intersecting conveyors. Power transmission system of conveyors and elevators should be provided with shear pins or clutches. Overhead belt conveyors should be providcd rvith railings to prevcnt the load from toppling over the side. Overhead conveyors and elevator tops slrould be providdd with maintenance platforms.

37

tii

i't

Ii

li
There should be a regular maintenance systems for checking and repair of conveyor chains, cables, hoist, etc. There should be a lubrication program. Regular inspection is rnandatory if materials being handled are abrasive. Sunken lloor conveyors should be covered. Power sources for conveyorsl elevators, tank agitators should be providecl with a lock out system. Fuses should have their rated fuse links. Do not work on moving conveyors or elevators. Floor mounted conveyors should be provided with cross overs at strategic points. Switches should be clearly labeled especially if they are clustered on a panel. . Overhead conveyors within height of man, or rolling stock such as forklifts should be painted with yellow and black stripes and their overhead clearance clearly indicated. Wire rope of hoist and elevators should,be inspected regularly. The rope should not be frayed. Belt conveyor should be provided with rollers to take up the slacks of the return side. Side of hoist drum should be free of projection that could damage top cable. A load should be picked up only when it is directly under the hoist. Stay out ofsuspended loads from hoist or cranes. Hoist hooks should be magnafluxed regularly to detect cracks. Do not use hooks that has been heated and bent again. Hoist or elevator wires should not be kinked or twisted. Elevator doors should be electrically locked rvith the elevator drive. Elevator should not start as long as the door is open. Elevator floor should be flush with the building Do not overload any conveyor system. Pipes should be color coded, specially those carying potdble water for drinking or for tbod preparatron. Insulated pipes should.be rei,nsulated after every pipe repqii. Flange connection of pipin]; system carryirg corrosiveflfiquid should be providecl with flanged I,l Tanks and pipes under p..rJ*. or handling corrosive fi{lriAs should have thickness tests regularly to ensure that they are still of the designed thickness. Before starting a gear pump or any positive displacement pump, be sure that the discharge valve is open. Aller shutting dorvn the pump, make sure that the recirculating valve is

a a a

o
a

a a a

a
a

a a

a a a

floor. '

a a

protectors.

open.

a
a

o
a

. .

When moving compressed gas cylinders, use a cylinder cart. Do not roll the cylinder. Be sure the valve cap is securely screwed on. When using a hand cart, push rather than pull the cart. Do not use a flarnc lbr detecting llamrnable gas leaks, Use water or soap suds. Betbre start up, blced tracer lines. Do not allolv rvorkers to ride on belt conveyors. Maintain correct lrelt tension, slippage or conveyors against the drum can cause the drum to overheat. Roller should also be properly lubricated. Conveyors should be grounded especially if they are handling flammable or explosive rnnlcrials. Static clcctricity gencrated can causc this. Drivers should not lcavc their forklifls rvith thcir cngine running or with thc [brks elevatcd. Use battery operated fbrklifts in highly flammable areas.
I

]8

common Problems a Supervisor/Safety Engineer Iiaces in Implementing Safe Materials Handling and Storagc Program: l. Overcrowding or overloading of storagc arcas. 'l'his is a ncvcr cnding tighr bctrvccn thc
safety engineer and the warehouse manager. 2. Marine light fixturcs arc not Jcplaced allcr rcplacing a burnt out bultl salcty cnginccr vs maintenance people, smoking in prohibited areas - safety engineer vs. the work force. 3. Refilling empty gasoline tanks inside the warehouse because operator did not check his gas tank before starting operations. 4. Related to item 4, is carrying gasoline in an open container, 5. Haphazard piling or stocking. 6. Use of defective pallets - safety engineer vs. rvarehouse manager. Dripping oil from lorklifts - safety enginecr vs. maintenance people, 8. Freight elevators being utilized for personnel transport. 9. Bypassing pre-electrical fuses, or using fuse links with excessive ratings - saI'ety englirrccr vs. production people. I 0. Using steel bolts instead of shear pins - saf'ety engineer vs. production people. I 1. Using a forklift and ordinary pallet as maintenance plattr)rn'l saf'ct1, engineer vs. maintenance people. 12. Hitch hiking on lorklill and even riding on the fbrks. 13, Using solid tire torklifts fbr yard work. 14. Workers not wearing issued PPEs 15. Not using the basket in "nait traps" of pumps. 16. Not restoring insulation of pipes after maintenance work" 17. Poor Housekeeping 1 8. Sleeping on top of piles or stacked materials. 19. Overloading of forklifts, cranes or hoist. 20. "Speeding" of forklifts inside the warehouse. 21. Safety shower audit reports being submitted without actually checking the shower. 22.Yalve covers of comp;ressed gas cylinders are not used or not securely screrved on. 23. Guards of chain drives and other power transmission device of conveyors, pumps, lifts, etc. are not replaced after maintenance work - safety engineer vs. maintenance people.

39

ELECTRICT\L SAFETY
Industry runs on electricity. It is efficient, clean, relatively inexpensive, and saf'e to use rvhelr adequate precautions are taken. When precautions are not taken, however, electricity is ^ killer.

This write-up explains some of the most common hazards, what you can do protect yoursell' against them and some of the steps the standards require to provide rvorkers rvith a safe and healthful workplace.
Electrical wirings in industrial plants and homes are safely concealed behind walls, columns, metal boxes, cabinets and cover plates, The electrical system is strictly regulatecl by codes and standards to protect against fire and shock.

IIow

does

electricity work?
to

understand how electricity acts, how it can be approached, the hazards those hazards can be controlled. Basically, there are two kinds of electricity:

To handle electricity safely, including rvorking with electrical equipmcnt, you need

it presents,

and

ho,,r,

. o

Static (stationary). Dynamic

(moving).
I

This write-up is about dynamic electricity because that isithe kind commonly pur to usc. Dynamic electricity is the florv of electrons througlr a conductor. An electron is a tiny particle of matterthat orbits around thenucleus of an atom. Electrons of some atorns are easiiy rnoved out of their orbits. This ability of electrons to move or florv is the basis of electrical current.
When you activate a witch to turn on an electric rnachine or tool, you allorv current to llou, lrorl thc gcncrating sourcc througlr conduclurs (ustrally wircs) to tlrc arcn <ll'rlcrrrirrrd.
necessary tbr the controlled flolv of electrons along a conductor. A complete circuit s made up of a source of electricity, a conductor, and a consuming dcvicc

A complete circuit is

(load).
Volts:

Current x Resistance (or

V:lR

l'he title of this section, Volts: Current x Rcsistancc, is an ccluation knorvn as Ohnr's Larv I'he factors discusscd belorv relate to one anothcr as dcscribcd by this cquatiorr. 'l'his relationship makes it possible to change the qualities of an electrical current but keep an
equivalent amount oI power.

A Force or pressure must be present before water fill flow through a pipcline. Sinrilarly, electrons flow through a conductor because elcctrutnuttive./brcc (EMF) is exerted. The unit of measure for EMF is a volt,
For electrons to move in a particular direction, a potential difl'ercnce must exist between two points of the EMF source. For example, a battery has positive and negative polcs. The continuous movement of electrons past a given points is known as utrrcnl,t lt is meastrrcd in amperes. The movements of electrons along a conductor meets rvith some opposition is known uresiilanca. Resistance to the florv of electricity is measured in o/ur,s. J'hc amount ol' resistance provided by different materials varies rvidely.
40

For example, most rnetals offbr little resistance to the passagc of electric cLrrrent. I-lorvevcr, porcelain, wood, pottery, and some other substances have 4 vcry high resistancc to the Ilor.v ot' electricity. In fact, the'se substances can be used as insulators against the passage ol- electric
curTent.

What are hazards of electricitj,?

The primary hazards of electricity and its use are:

o o o o o
Shock

Shock Burns

Arc-Blast Explosions
Fires

Electric currents travel in closed circuits through some kind of conducting matcrial. You get a shock when some parl of your body becorncs part of an elcctric circuit. An clectric currcnt enters the body at one point and exits the body at location. l-tigh-voltage shocks can ciu,rse serious injury (especially burns) or death. You will get a shock if you touch:
a o

Both wires of an electric circuit. One wirc ol'an energized circuit and ground. Part <ll'a nrachine, which is "hot" t'recause it is contactirrg an energrzed',vire
ground.

arrcl tlre

Don't take any chances with electricity. Onc rnistake can cost you your life. 'l-he severity of the
shock a person receives depends on several factors:

o o o
I I I I I I I I

How much eleotric flow through the body. What path the electric current takes through the bddy. How much time elapses while the body is part of the electric circuit.

What Happens to the Body?

The effects of an electric shock on the body can range frorn a tingle in the part touching the circuit to immediate cardiac arrest. A severe shock can cause more darnage to the body than is readily visible.

Relatively small burn marks may be all that are visible on the outside. However, a severely shocked person can suffer internal bleeding and severe destruction of tissue, muscles, and nerves. Finally, a person receiving an electric shock may suffer broken bones or other injuries that occur from falling after receiving a shock. The Case of Water
Water presents an interesting and potentially dangerous situation. In its pure state, water is a poor conductor of electricity. However, if even srnall amounts of impurities are present in tlre water (salt and acid in perspiration, for example), it becomes a ready electrical conductor. Therefore, if water is present anywhere in the work environment or on your skin, be extra and careful around any source of electricity. Carelessness with the combination o[ "vater electricity could cost you your life.

4t

Burns
Bums can result when aperson touches electrical wiring or equipment that is irnproperly usocl or maintained. Typically, such burn injuries occur on hands.

Arc-lllast
Arc-blast occurs when high-amperage currcnts jump from one conductor to another through air, generally during opening or closing circuits, or when static electricity is discharged. I.iie may occur if the arcing takes place in an atmosphere that contains an explosive mixture.
Explosions
Explosions occur when electricity provides a source of ignition tbr an exptosive mixture in the atmosphere. Ignition can be due to overheated conductor or equiprnent, or nonnal arcing (sparkling) at switch contacts. OSHA standards; the National Electrical Code, and related safety standard have precise requirements fbr electrical systems and equipnrent used in hazardous atmospheres.

Fires Electricity is one of the most causes of fire both in the home and lvorkplace. Def'ective or misused electrical equipment is a major cause, with high resistance connections being one of the primary sources of ignition. High resistance connections occur wheie wires are improperly spliced or connected to other components such as receptacle or,rtlets and switches.

Heat develops in an electrical conductor ftom the flow.6f .uo.n,. This heat rises the temperature of conductor. As a result, resistance of the conductor increases, tirrther raising thc
temperature. Thus circuits conducting a higher rate of cunent pnd regenerating nrore resistarrcc that it can handle may create enough heat to cause a fire. Causes of Electrical Accidents As a power source, electricity can create conditions resulting in bodily harm, property damage, or both. It is important for you to understand how to avoid electrical hazards wlien you rvok with electrical operation.

Accidents and injuries in working with electricity arc causecl by onc conrbination ol' thc following factors: Unsafe equipment and/or installation Unsatb work places cause by environmental f'actots Unsafe work practices As an employee, you can definitely affect the last factor can be involved in reporting instances of the first two thctors so they can be remedied.

o o o

Preventing Electrical Accidents

Protection from electrical hazards is one way to prevent accidents caused by electric current. Protective methods to control electrical hazards include: Insulation Electric protective devices Guarding Grounding

o o o o o

PPE

42

GITOTIN DI NG FOIT SA IIE'I'Y

Grounding is necessary to protect you from electrical shock, safeguard against flre, and protect against damage to electrical equipment. There are two kinds o'f grounding:

Electrical circuit or system groiinding, accomplished when onc conctuctor o1'thc circuit is intentionally connected to earth. Electrical equipment grounding occurs when the equipment-grounding conductor provides a path for dangerous fault current to return to the system ground at the supply source of the circuit should he insulation.
and

Ground at the service panel. Grounding is a safety precaution built into every home

industrial plant electrical system. At the service panel, the main grounding wire is connected t<l a metal water pipe and grounding rod that is buried in the earth, providing excess current rvitlr a direct path to the ground, Usually, a bare copper or green insulted groundin'g wire provides an alternate path l'or leakinli curent, protecting the cirouit from damagc, and the user fiom shock.

Grounding in outlct, switch and cciling boxes.

The bare copper grounding wire in the cable provides protection against current leakage at an electrical box. It is attached to the grounding screw at the back of metal box or to the grounding terminal on a switch or outlet, and grounds the box, the mounting strap, the device or fixture and all three-prong appliances that are plugged into a grounded outlet. When there is more than one cable in the electrical box, grounding is accompllslred using jumper wires in a pigtail connection.
Heavy - duty, 240-volt outlets, which only accept matching plug, are lbund behind most rna.jor appliances. Both the outlet and its box must be grounded to protect against shock in the event of short circuit. A two-slot outlet will not admit a grounded 3-prong plug and replace a 2-slot outlet with a GFCI outlet. Safety precautions are imBortant when working on a 240-volt outlet. Make sure the l1oor is dry and wear rubber-soled shoes. Be sure to turn olT the power at the service panel and test to confirm it is off before beginning any repairs. When performing a live voltage test, proceed with caution.

POLARIZATION IN I,AMPS AND FIXTURES

Stopping current at the switch. In a properly wirecl lamp, or lighting llxturc, the switch interrupts the hot wire that carr,ies current forward, ensuring that no clcctricity llows thr<lugh the lamp or fixture when the s'*litch is off. Polarization in a lamp begins at the rvall outlet. The narrow slot of the outlet is hot;'when a polarized larnp cord is plugged into the outlet, power enters the plug through the narrow plong and is transrnitted through the hot, unrnarked rvire to the brass socket tenninal. In a lighting fixture, current flows fronr the hot wire at wall switch to the brass terminal of thc fixture socket. GROUNDINC,.FA
U

LT CIRCU IT INTE

RI.] PT E RS ( G ITC

I)

The ground fault circuit intemrpter is an inexpensive device, which measLlres the clif'ference in current levels going to and retuming from a piece of electrical equiprnent. I'low clocs this device protect against shock? lf there is a ground tault in the.equiprnent so that the metal l'ratrtc becomes energized, a certain amount of current rvill f'lorv through the operator ground. The GFCI senses this leakage, trips, and breaks the circuit rvithin 1/40th of a second. Instead of possible eleclrocution, the worst effect on the operator rvill tle a painful sltock before the
43

circuit is broken. Workers who operate electrical equipment should be protected by GFCI's against the disabling and often fatal effects of ground faults.
OSHA regulations require the use of GFCI's on all l20ll4O volt, AC, single phase, l5-20
ampere receptacles on construction sites when:

o o

the receptacles are us6d by workers the receptacles are not part of the permanent wiring of the structure

While GFCI's provide workers with the protection frorn electric shock, employers may institute an Assured Equipment Grounding Conductor Program as an alternative to installing GFCI's.
There are three basic types of ground fault circuit intemrpters all of which have a test and ieset button: Portable adapter for existing wall outlets (convenience because it requires no installation and can be used on 2 as well as 3 outlets.) Replacement for wall outlets Circuit breaker type of GFCI

o o

GFCI at Breakers, are highly sensitive breakers that measures the current entering and leaving a device along the circuit. If the difference is greater than .005 almperes, the trreaker instantly interrupts the flow of current, shutting down the ci;rcuit before you can be seriously hurt. A GFCI breaker replaces a regular breaker in a service panel. lt comes in l5 to 30 arnpere versions and is available for both 120 and 240-volt circuits. The GFCI should check regLrlarly by predsing the TEST button. If the breaker is good, it will trip; to reset it, flip the toggle back to the ON position.
GFCI at outlets. If it is installed at the first outlet box in the circuit, the GFCI outlet rvill protect all outlets along the circuit. The national Electric Code norv requires that new outlets within 6 feet of the kitchen sink and the bathrooms, garages, basements and outdoors must be GFCl-protected. Also available is a portable, plug-in GFCI that fits into any three-slot outlet. To test a GFCI outlet, push the TEST button; the RESET button will pop out. Reactivate the GFCI by pressing the RESET button.

LOC KO UT/IAGOtIT:CONTRO L OiF HAZARDOT]S IINERG\/

I

Lockout/tagout procedures are for your safety. They are designed to prevcnt accidents and injuries caused by the unexpected release of energy. Thesg procedures prevent workers from accidentally being exposed to injurious and even life thleatening situations rvith energrzed machinery.

Where Are the Regulations?

The Occupational Safety and Health Administration (OSHA) regulates lockoLrt/tagout through the Control of Hazardous Energy standard, found at 29 CFR 1910.147. This standard mandates

training, audits, and recordkeeping

unintentionally energized equipment.

to

ensure that workers

will not bc injured by

44

What is LockOut/tagOut? Lockout is the process'of preventing the flow of energy from a power source to a piece clf equipment, and keeping it from operating.
Lockout is accomplished by installing a lockout device at the power source so that equiprnent powered by that source cannot be operated. A lockout device is a lock, block, or chain that kccps a switoh, valvc, or lovcr in thc oll'ptrsition. Locks are provided by the employer and can be used only for lockout purposes. fhey should never be used to lock toolboxes, storage sheds, or other devices.

Tagout is accomplished by placing a tag on the power source. The acts as a warning no1 to restore energy - it is not a physical restraint. Tags must clearly state: Do not operate or the like, and must be applied by hand. Both locks and tags must be strong enough to prevent unauthorized removal and to withstand various environmental conditions.

What Must Be Lockctl or'l'aggctl Out

The control of hazardous energy standard (lockouVtagout) covers servicing and rnaintcnance of equipment where expected energization or start-up of equipment could harm employees. You need to control energy before working in situations involving repair and replacernent work, renovation work, and modifications or to adjustment to powered equiprnent. There nray be other instances as well when lockout/tagout is required at your tacility.

In general, OSHA requires that all power sources that can be locked out, rnust be locked out

fbr servicing or maintenance. Remember, guards or interlock devices cannot be used

substitute tbr locks during major servicing.

as

The standard requires that employers develop r-witten energy control programs that clearl), and specifically explain all procedures for lockouVtagout. These plans must include: Lockout/tagoutprocedures Employee training Periodic inspebtions

o o o

Ernployers must identiff and differentiate between authorized and affected employees. Authorized employees physically lock or tag out equipment for servicing or maintenance. Not that these individuals are not necessarily the people who normally operate the ecluipment. Affected employecs are those workers whose job requires them to operate equiprnent strbiect to lockout/tagout, or those employees who work in arcas wherc lockout/tagout is uscd. Your employer will infbrm you if you are an affected ernployee.

Controlling Energy

Sou rces
o1'

A wide variety of energy souices require lockouUtagout to protect you I'rom the release
hazardous energy. Some of ther.e energy sources include:

o Electrical t o Mechanical o Pneumatic (involving gases, especially air) o llydraulic (involving fluids, especially water) o Chemical o Thermal o Water under pressure (or steam) o Gravity o Potential
45

Lockout/tagout must be used to protect you from the potentially dangerous effects of hazardous energy. Some of the problems of hazardous energy include:

o o o

Accidental start-ups Electrical shock Release of stored, residual, or poteritial energa

Remember, these accidents often occur when someone takes a short cut s,hen servicing machinery, or they occur when a worker doesn't understand the equipment or job to be done. Before the standard went into effect in 1989, OSHA estimated that failure to control hazardous energy sources caused:

. o o

ofserious industrial accidents 33,000 lost work days each year Loss ofabout 100 lives each year

10 percent

It was because of this serious risk to worker safety that the standard was developed. The LockouUTagout Procedure Lockout/tagout procedure cover the following:

o o o o

The scope and purpose of lockout/tagout How to perform a shutdown, including isolating; blocking, and securing machincs or equipment llow to placc, rcmovc, and translcr looks and wlro is rcsportsiblc lirr tltorn How to test the machine to make sure it is locked out

Preparing for a Shutdown

Before you even turn off a machine as part of a lockouVtagout procedure, you should know.

o o o

The type and magnitude of the energy involved Associated hryards of the energy involved Control methods of the energy involved

ierforming a Shuttlown
Ilirst, notily all allcctcd cmpl<lyccs that you'rc about to stait a lockout prrrccdurc. 'l'ltcn locatc all energy sources that power the piece of equipment you'll be servicing. Allvays look lor hidden energy sources. Some machines may have more than one source of power, so you must make sure you know the machine and all power sources involved. Follow the procedures set up to shut down each respective machine. Isolating Equipment and Applying Lockout Devices Your rnachines or equipment ttl be locked out should already be capable o1'being locked out. Every power source has its o\,vn procedure for lockout. Lockout n'ray be accomplished by pulling a plug, opening a discri'nnect switch, removing a fuse, closing a valve, bleeding the line, or plaeing a block in the equipment. Generally, follorv this sequence of events:

o o o

After you have completed the shutdown, turn off the energy at he main power
sorrlce

Using your designated lock, lock out all energy sources involved Attempt to restart the rnachine to guarantee that the power is shr.rt ofJ', then tum tlte switch to the off position
tl('t

If several people are needed to work on a piece of equipment, each one must apply their orvn lock. This prevents any accidental start-ups while another employee may still be working on the machinery. ln this case, you'll a multiple lockout device that can accommodate several
locks at once. When all energy sources are locked inform others of the lockout situation. One lvay to this is by applying a tag to the power source.

Note: never use another employee's lock and never lend yours. 'fhis protects you and your fellow workers.
Safe Release of Stored

Inergy

Equipment must be at"zero energy state" before servicing or hydraulic pressure, maintenance work can begin. To get to this zero energy state:

o o

Drain all valves, bleed off air from a systern, eliminate stored hydraulic pressure, or use other method to release energy that is detailed in your company procedure Test the machine to make sure that all energy was disconnected or rcleased

Verify That Machine Is Locked Out

Before you start to repair or service the machine, make sure that it has been properly isolated and deenergized. With your lock in place, test the disconnection to make sure it can't be turned on. Make absolutely sure that the power can't be supplied unless you know about it.

Restoring Power

Afler servicing is finished, check that all tools are rcmoved fioni the area and replacc all machine guards. Make sure all employees are clear of the maclrine. Only then can you remove your tag and lock and reconnect all sources of energy. After this, you may notify the affected
employees that the lockout has been removed and restart the equipment.

Following Trainings and Audio Requirements

OSHA requires that:

All authorized employee be trained irt recognition of applicable hazardous energy

sources, the type and magnitude of hazardous energy sources and how to perform the lockout/tagout procedure.
.

in use at the facility,

o All affected employees must be trained in the purpose and the use o1' o o o
lockout/tagout. All other employees must be instructed on the purpose on the plan, but not in the actual use. Periodic inspections or audits be performed by an authorized employee who does not use the energy control procedure being inspected. Retraining must be done when there are changes in equipment, job assignment, or procedures, when an audit shows deficiencies with procedure, and when the employer feels the procedures should be reviewed.

Audits must be done at least annually, and should include questions to detennine if employees understand the purpose of lockouVtagout, if proper locks and tags are being used, and if established procedures are being followed. Each audit must be documented.

47

Other Concerns
Other contractors must be informed of your lockouUtagout procedure in full detail so that their employees understand the meaning of locks or tags that they may come across during the course of their work, In addition, if contractors will be using locks or togs, they should inform your emploier so that everyoneaffected may be noticed.

Shift and

Personnel
if

a piece of equiprlrent is locked out at shift change, the person on the next shift must apply his lock before the dmployee who is leaving can remove his.

In general,

Power Sources that Cannot Be Locked Out

In every rare case, a power source cannot be physically locked. Discuss this situation with your supervisor to find out it tagout alone may,safely be used. There are ferv situations where
tagout alone is allowed.

Working at Working Safely

Your attention to and respect for your facility's lockouUtagout program will make the workplace safer for both you and co-workers. Always follow lockout/tagout procedure during sewicing or maintenance of equipment, where unexpected energization or start-up of the
equipment could harm you or a fellow employee.

l.

2.
3.

. equipment.

Always lock and tag power sources and switches whpn you service or repair encrgized " remove the locks and tags of other employees rvhen you come across Never ignore and them in the ivorkplace. Know your role as an authorized or affected employee.

4ti

f,,arninated Plastic'fags
3l--.----.+'--AI

OEtITE' TIE
i

-==

: -

-,--

English.Spanish Safety' 1fa$s

Y^I LY

'Xo.

erke.Yr)ur-Ou'n L,anrinated

lfrg

49

Safety Lockout Devices

Twin Cpening Lockout

50

Pad

lock Style Locko ut

Seven Lock Locko ut

Tamperproof Locko ut

5l

PERSONAL PROTECTIVE EQUIPMIiN:I'

According to the Bureau of Labor and Statistics (1997), 2.8 million people su{'le rcd serious, non-fatal on-the-job injuries and illnesses, That works out to an average of over 7,000 persons injured per day throughout the year. In addition, an average of 17 Arnerican workers die each year from injuries sustained on the job. (1996) These sobering statistics demonstrate that many rvorkers face unsafe conditions or work practices in their workplaces everyday. While employers need to minimize these hazards as much as possible at the source, this step is not always feasible, Use of Personal Protective Equipment (PPE) completes other measures your employer takes to create a salbty environment for you. Where are the Regulations

The Occupational Safety & Health Administration (OSHA) has issued regulations governing the use of PPE in general industry. You can find them at 29 CFR 1910.132-138. Your employer must establish and administer an effective PPE program.
Hazard Assessment and Equipment Selection Your employer must assess your workplace to deterqirine il'hazards arc present, or arc likely to be present, which necessitate the use of PPE. OSH4 does not:want your employer to rely only on PPE to protect against hazards, but rather to use PPE along rvith guards, engineering controls, and sound manufacturing practices.

If the hazards cannot be eliminated (the most effective way of control) or controlled by
engineering design, and PPE worn by employees, The supervisor must do the followrng.

tr
fl
E

be able to recognize the hazards

be famili4r with the best safety equipment available to protect against these
hazards.

know the procedures for supplying the equipment know how to maintain and clean the equipment develop an effective method for persuading all employees to dress safety ancl to wear the proper protective equipment rvhen they should.

Supervisors are in the best possible position to know what PPE ccluiprncnt is nccclcd and whcn it is needed. It is part of their job responsibility to follow:up ofl the use of such equipment. When persons do not see the purpose of using protective equipment, the supervisor must get their cooperation by educating thern to recognize the need fOr it.

Getting some workers to use protective equipment may be one ol' the toughest jobs a supervisor must face. The safe rule to follow when speci$ing or buying all types of safety equipment is to insist on the best equipment and deal with reputable firms. Do not take a chance on inferior items just because they may be less expensive.
Protecting the Eyes Industrial operations expose the eyes to a variety of hazard flying objects, splashes of conosive liquids or .molten metal, broken glass, dust and harmful radiations are common
examples.
I I

s2

Eye injuries not only disable a person, but they often disfigure him. Per-injury cost is high to both employee and employer.

Among the equipment used to protect the eyes are: cover goggles, protective spectacles, spectacles with side shields, cup goggles, chemical goggles, dust goggles, lninor's goggles, meter goggles and welder's gogglbs.
Other types of PPE are face shields, bal biting helmets, rvelding helmets, hand-hold shield, acid proof hoods, hoods with air supply.

Overcoming Employee Com plaints

Perhhps the most common complaint that people give as to why they do not want to wear goggles are that they arc uncomfortable. That is why equipment must be carefully fltted.

Protecting the Foot and Legs

the proper protectiorr. The responsibility for proper care

Among the safety shoes worn in industrial establishrnents are:

Where needed, satbty shoes must be worn and the supervisor must see to it that workers wear of safety shoes rests with the

. o . o o

lree shoes
haz.ards)

rvlrere there arc severe electrical hazards

or fire and explclsiclrr

gaiter rype (to protect people from splash of molten m'etal or fronr welding sparks) reinforced shoes (where there are hazards from protruding nails and where the likelihood of contact with energized electrical equipment is rernote, for exarnple in constructi on industries) leather shoes with wood soles or wood-soled sandals (for wet rvork conditions) metatarsal guard qhoes (where heavy materials such as pig iron & heavy casting are handled)

Leg Protection

Use leggings or kned pads.

Protecting the Head

Safety hats are needed on jobs where person's head is mendced by fall,ing or tlying objects or by bumps. Impact resistance is essential. Hats must be fire resistant and impervious to moisture, where contact with energized circuits is possible, only hats with shells made of noncombustive fitting passing through the shell.

Ear Protection
Excessive noise must be reduced whenever possible. Ear protection should be used only as a last resort. Among the equipment used are the insert type protectors and the mutf type.

Hands and Finger Protection

Depending upon the hazard or work, hands and lingers could be protected through the use o1' asbestos gloves, rubber gloves, leather gloves, chrome-tanned corvhide leather gloves, cotton or fabric gloves and coated fabric gloves.

Torso Protection

Use full aprons.

s3

Lung Protection
Use respiratory protective equipment, among these are the filter respirator, gas mask, air line respirator, contained breathing apparatus and hose mask.

And for those who work at high levels, safety belts and life lines must be used.

Your Responsibility to Report Hazards

Think about the potential for a hazardous situation in your workplace. Would you knorv what to do respond effectively? How do you report a safety problem or hazard?

A hazard assessment reflects an employer's responsibility to provide a workplace free of recognized hazards that are likely to cause death or serious hann. Similarly, you have a responsibility to report hazards you discovef. ln addition to participating in hazard assessments, make these common sense rules part of your routine on the job:

. o . o .. . .

Identify all potential hazards before you begin a task. Respect all precautions - don't take any chances. Check with a supervisor or somebody else in authority if you are unsllre about

situation. Know in advance the potential problems in a situation, and what to do about them if they happen. Know your organization's hazard reporting prdcedure. Leam basic first-aid procedures and use them on theiob only if your ernployer approvcs. [teport any haza'ds to a supervisor or dcsignated pcrson as soon as you bccornc ware of them.
I

Work at Working Safety

'

Because your health is important to you and your employer, take the follolving points to heart:

o o . o

[Jsc cot't'ln]on sensc rcgarding salicty on lhe.ioh arrrl comply rvillt ittty applicahlc OSHA standards. Work with your employei in identi$,ing hazards on the job.

I(eport any job-related injury or illness promptly,

treatment.

and

scck rccommcttdcd

Follow your employer's sal'ety and hcirlth rules and regulations, including the use of personal protective equipment on the job.

The goal of hazard reporting should be to make the workplace a sal'er environmertt for all the employees. That goal needs everybody's support.

54

OCCUPATIONAL SAFETY & HEALTH HAZARDS IDENTIFICATION. ASSESSMENT & CONTROL

Occupational safety and health hazards can mean conditions that may cause legally cornpensable illness or it rnay mean any conditions in the workplace that can impair the health of employees enough to make them lost their time from work, or to work at less than full' efficiency.
Occupational diseases are caused by hazardous environment factors; the exposure is peculiar to a particular process, trade or occupation and to which is generally dangerous to workers when exposed. The exposure to occupational diseases is generally widespread in manufacturing and mining, and the expanding use of chemicals continually extends the exposure in all occupations. New chemicals and new processes bring in new hazards and new exposures, Classes of Health Hazards:

Chemicals:
These are poisons or conosive substances that directly attack the body. ' They can either be in the following

state:

Gases

Vapors Liquids Solids Dusts Or any combinations thereof

Biological:
These are infections such as:

anthrax parasites athlete's foot or other fungi viruses tuberculosis

Environmental conditiorf

l'

s:

These.are exposures to: excessive noise

'
I

radiant extremes of temperature pressure rapid temperature changes

energy

56

Manner of entry in the body:;

Prcvcntivc / contJol measures:

1

o Inhalation o Skin contact o Ingestion t Eu !'e o o o o

'

Eliminate sources of contamination or reduce the amount of Design of equipment Substitution of less toxic for toxic materials Change the process Good housekeeping
Prevent dispersion of contaminants: lsolate the process Enclose the process APPIY wet methods Improve local exhaust ventilation Maximize rvorker education

exposure'.

2.

o o o o o

3. 'Protect

o o

workers: APPIY general ventilation Provide personal protective equipments

Prevention Funda mentals:

o o

Know the nature of potential hazardous substances, conditions or exposures Set up and maintain control measures Purchasing Handling

Storage

Use/application Waste disposal

Assign responsibility for prevention prograln fire brigade teams health and safety committee emergency and fire drills regular safety inspection monitoring safety audit system

57

INDUSTRIAL TIYGIENE
thE ANTICIPATION, RECOGNITION, EVALUATION ANCI CONTROL of environmental factors or stresses arising in or from the workplace which rnay cause sickness, impaired health'and well-being or significant discomfbrt arirong workers or among the citizens of the community,
SCiCNCE ANd ATt dCVOtEd tO

ThAt

Basic Concepts of Industrial Hygiene

2. 3.

l.

Recognize - to identi& potential or Evaluate - to determine the in the workplace through qualitative an Control to apply corrective measures exposure

act magnitude

or stresses str'esses arising

the

by eitJrer reducing or elirninating

Concerns of lndustrial l{ygiene

. t t
I

Detection, measurement and evaluation of hazards in the workplace Planning and implementation of measures to improve the environment The conservation of the health and prosperity or the workers and his community

Hazard Recognition

o o o o o ll

I Basic Procedures in hazard recognition I Conduct a walk-through survey to pinpoint Iocatiofr of existing hazards Determine the process involved Know the rarv materials used and its by-products Educate the workers Conduct a regular safety inspection

Hazard Evaluation

l.
2. 3.

Detennine the magnitude or level of hazards with the use of industrial hygiene instruments Analysis of samples and compare results with existing standards Monitor the work environment

Work Environment Measurement - is the direct measurement of hazards, environmental stresses and their hazardous effects on the worker's health.
Purpose of Work Environment Measurement (WEM)

. o o o .

Determine the magnitude of hannful environmental agents Predict the harmfulness of new facilities, processes and metlrods

To monitor workers' exposure to hazards

Evaluate the effectiveness of control measures adopted fbr irnprovement

Maintain a favorable working conditions

58

III

Control of Hazards
The following methods of control may be applied:

. . o

Engineering

Control

engineer

out the

hazards either

by initial

design

specifications or by applying the methods of substitution, isolation or ventilation Administrative Control - control of employees exposure by scheduling or reduced work times in contaminated areas, and/or applying other work rules Personal Protective Equipment - considered as the method of last resort rvhen engineering and administrative controls are not sufficient to achieve acceptable limits of exoosure

Types Of Occupational Health Hazards

9el'i: /.")erK ynaduro

1.

Physical Hazards - include noise, vibration, extremes of temperature and pressure, non-ionizing and ionizing radi ations

2.

Chemical l-lazards
gases,

these are the excessive airborne concentration o{' vapors,

aerosols, and other cdntaminants that may either be in the l'orrr ol'dusts, fumes or
mists.

3. 4.

Biologic Flazards - include insects, ltrolds, fungi, laactcrial, vrral, ctc. and othcr
agents

Ergonomic Hazards - include improperly designed tools, equipment, or work areas; unusual and unnecessary lifting or reaching, poor visual conditions; excessive vibration; repeated forceful motions in awkward postures.

In the recognition and

personncl:
a

evaluation phase, the lollorving questions w'ill guidc thc saf'cty

.

a
a a a a

What is produced? What raw materials are used? What other materials are added in the production stage? What other by-products are produced? What equiprnents are involved? What is the cycle of the production operation? What safety and health controls are utilized? Who takes responsibilities on the safety and health aspects
exposed?

a a
a

of the workers

What is the level of exposure to harmful chemicals or physical agents?

After a general assessment of the potential or existing hazards in the workplace, a quantitative measurement to note the extent of the hazard can be attained and thus, results can now be compared to the various guidelines such as the exposure standards or threshold lirnit values

(rLV).
59

Threshold Limit Values (TtVs) - refer to the time-weighted concentrations of airborne contaminants for an 8-hour workday and 40-hour per week exposure.
Types of TLVs:

l.
2. 3.

TLV-TWA - is the time weighted average concentration o{'airborne contaminants for a normal 8-hr. workday and 40-hr. rvorkweek, to which nearly all rvorkers rray
be exposed day after day, without adverse effects to their health.

TLV - STEL - is a time weighted average calculated over a l5 rninuto period. This is applied in situations where brief excursions could be experienced, (while not exceeding the 8-hour TLV-TWA).
are values which should not be exceeded even briefly. It is used in situations where acute effects might be experienced, as with sensitizers, irritants, and other quick acting substances/materials.

TLC

-C-

If any of these

three TLVs is exceeded, a potential hazard from that substance is presurned to exist. The degree of hazard from exp[osure to harmful environmental factors or stresses would depend on the following: Nature of the nraterial or cnergy involvcd lntcnsityol'exJ'osurc Duration of ex;,osure Individual susceptibility

o . . . .

Work Environment Measuring Instruments (Wem):

I.

Physical

Agents:

1.

Noise:

Sound level meter - is the basic instrument used to measure sound pressurc variations in the air. Frequency analyzer - determines the distribution of noise levels according to the frequencies. Usually the sound level mbter comes logelhcr with an octavc band analyzer in a set.

Light:

Luxmeter or Lightmeter - is a photometer, which converts the light into att electric current;the intensity of illumination in lux can tre read from the scale of the instrument.

3.

Extremes of Temperature:

Evaluation of heat stress is done using the Heat Stress Monitor

. . . .

Dry bulb thermometer Wet bulb thermometer

Globe thermometer Sling thermometer
(;0

Radiation:

o o o

Film bhdge Thermoluminiscence detectors Pockcl dosimctcr

Gas and Vapors monitors:

5. Chemical Agents -

Direct - reading instrument exemplified by colorirnetric-type <Jevices, thermal, gas chromatography

6. 7.

Biologic Agents

o o . . .
1.

Microscope

Other Useful Equipments:

Atomic Absorption Spectrophotometer- fbr heavy metals Gas Chromatograph - for organic solvents X-ray diffraction - for dust, asbestos fibers High performance liquid chromatograph - for inorganic chemicals

Industrial Hygiene Control Methods:

Substitution

- from a highly toxic material

-

to a less toxic or nontoxic one.

2.
3

Changing the Process

to improve quality or reduce the cost of production.

Isolation - can be a physical barrier, can be in tenns of time, or enclosure of a rvorker or an equipment or a process. Wct Methods-- nrinimizes the prcscncc il'airborne dust haz.ards.
removes air contaminants at their source; recluires less airflow than dilution ventilation systems.

4.

5. Local Exhaust Ventilation -

6. General Ventilation - add or remove air from work areas to keep the concentration
an air contaminant below hazardous levels.

of

7. Personal Protective
8.
Personal Hygiene

Devices (PPEs) - eye and face protection, hearing protection, protective clothing, respiratory protective devices.

industrial hand cleaner, washing facilities; food handling / storage.

9. Housekeeping

immediate cleanup of any spills of toxic material; periodic shutdown of equipment for maintenance.
and maintenance

10. Waste Disposal

- done by highly trained individuals by neutralizing or detoxifoing chemicals that are no longer needed.
Special Control methods periods, shifting etc.

l.

shielding; administrative controls like reduction of work

12. Medical Controls

involves pre-placement, periodic, routine and secondary monitoring.

6l

OCCUPATIONAL HEALTH PROGRAM -the branch of preventive medicine that aims to:

. o o ,, O

Promote and maintain the highest degree of physical, mental and social well being of workers in all occupation. Prevents among workers all departures from health caused by the working conditions. Protect workers in,their employment from risk resulting from fhctors adverse to health. Place and maintain workers in an occupational environment adopted to his physiological and psychological capacity.

Basic Principles of the Occupational Health Program:

A.

Health Protection
1.

Health risk management at work: Health hazard identification Health risk assessment Control measures Health i R.:cords i

o o o o o

surveillance Keeping

2.

,i Informatit rn instruction and trai ni n g

o o o ' .

Educate Give specific instructions and training on health hazards Provide trainirrg on sa[e work and Lrse of I)PF.] Indicate potential hazarclous areas

3.

First aid Provide first aid treatrnent and facilities

o o

Train and instruct thc rvorkplacc

procedures

in ctncrgcncy

rncdical

4.

Medical treatment Provide necessary treatment to common medical illnesses

5.

Sickness and absenteeism monitoring Monitor sickness / absenteeism

o o o

Identify occupational related diseases Provide and effective rehabilitation program

62

B. Health Promotion

1,

Assessment of health risk associated with the living environment .Assess and prevent health risk with living environment Assess lifestyle associated with health risk Provide employee information and assistance programs Provide a system of records keeping to monitor the progress

o o o o

. in controlling health risk

2.

Employee assistance program Develop physical fitness program Provide health counseling Provide treatment of illness

' . o o

DEVELOPING AN OCCUPATIONAL HEALTH PROGRAM : l. Priority Setting - essence of planning is in setting priorities, this vioa, reflects thc
resource limitations

2. 3.

Developing objectives,

targets

use SMART approach: Specilic, Measurable,

Attainable, Realistic, Time-bounded Designing evaluation and monitoring tools for the program
:

ELEMENTS OF OCCUPATIONAL HEALTH

The Worker
:

o o o
The Tool :

His generic composition Hispsychologicalcharacteristics His disease susceptibility

Bio

mechanical design and specifications

:

The Task or Job

o APPIication o TraininB o Job satisfaction . 'Rest breaks o Shift work e Management support system
WorkingEnvironment
:

] {

Physical conditions Bio - mechanical conditions

(r3

SAFETY INSPECTION A. Importance

of Safety Insp,,:ction

1. Inspections are a necessary activity in a safety program.

Every industrial plant

and

each occupational function or operations harbors some existing or potential hazards which arises through changes due to deletion of introduction of machines, materials. processes or methods or structural changes due to construction. 'fhis points up to the need for an effective method of hazafi appraisal through inspections.

2.

The basic purpose of inspection is to detect potential accident causes so they rrray be corrected and to prevent an accident from occurring. Through inspection, it is possible to determine those deficiencies, which need a definite planned system as necessary for safety inspection as any other procedurel The use of standard or specially developed forms and procedures results in unilonn information for use in checking against previous inspections or inspections of other area, plants, jobs or companies. With unilornr information, repeated lindings of'the same unsaf'e conditions will be recognized and further necessary action can be taken.

3.

4.

Methodical and well-performed safety inspections, done periodically, are at1 unequalled medium for determining accident-prevention needs. A definite, platrned
system is as necessary for safety inspection as any other procedures.

5.

. 'fhe practical value of inspection

comes through corrcctive action bcirrg accomplishcd as soon as possible. The extent of hazard indicated for each item reported must be weighedto determine if immediate action is required or if sorme delay is necessary lo obtain materials, etc. It is possible that ternporary corrective action ntay be substituted until final action can be taken.

6.

Good safety inspections often produce safer as well as more etllcient rnethods. Mcthodically. trnilbrrnly planncd artd cclncltrctcd salcty insllcctions rrrir.\, [rc cxarrrplcs of etlicient operations.
Coupled with effective action as a result of recommendations, saf'ety i nspection is one of the best methods by which management can demonstrate its sincerity regarding accident prevention. and the workers as a result of safety inspection, include increased efiiciency and better public and ernployee relations.

tl

8. Other benefits, which are shared by both management 9.

Safety and efficiency always bring their o'vvn reward in better personnel and public relations, Employees usually prefer lvorking in a safe plarrt and the reputation of a company is usually judged by reports of accidents and injuries. As stated managernent, which encourages or requires safety inspection realize that goodrvill and moral values can be obtained in no other

way.

10. Safety inspection can be valuable in pointing out areas, operations or rnethods, rvhich require emphasis in supervisors or ernployee training.

(r,' tk

B. Inspection Methods There are two fundamental classes of surveys:

l.
2.

Those requested by the organization surveyed or some segment thereof as a function of an internal safety effort. Those made by an "outside" agency or organization.

Five Basic Types of Safety Suweys:

2. 3. 4. 5.

l.

Continuous Activity Surveys Preventive Maintenance Suweys Licensed Surveys Special Surveys One-call Surveys

C. Who Makes Safety Inspections

Internal Plant Inspection

2. Safety Committee 3. Safety Engineer 4. Specialist in the operation affected 5. Representative from the Boss' Office 6. Government Safety Representative 7. lnsurance Company Safety Engineer
D.

1.

Supervisors

What "makes" a Safety Inspector

2. Ability 3. Experience ' 4. Capacity for Ideas 5. Self-Analysis

E. Aids Needed in a Safety Inspection

l.

Expertise

2. 3. 4. 5. 6.

l.

Plans (Layout and Machinery) Guides (Checklist and Inspection Guides) Forms Incidental Equipment (Hard Hat, Goggles, Flashlights, Tape Measures, Pencil, etc.) Technical Materials Incentives

F. What To Look For

L
2. 3.

General Conditions
matters.

include lighting, housekeeping, ventilation and similar

Specific Hazards - iriclude tools, machines, equipment, materials, etc. Work Practices - applraisal of methods and the manner in which methods are implemented, i

Lr

,\-

G. How To Get Results

2. 3.

Reporting Recording Application

H. Safety Inspection In

Nultsnell

l. What is to be inspected? 2. How often?

3. Who will inspect? 4. Who will supervise? 5, Reports and records? 6. Conective actions?
I. Steps in a Safety Inspection
a

Preparation Plan

o o . o o o o o . o o

Rcvicw
Study Outline Procure

t
,l

Equipment Hard hat Pencil Study Goggles

Plan Route Have definite objective Followsequence

Inspection pattcrn: Gbneral Conditions (lighting, work area, building, chemicals, materials) Specific hazards (tools, machines, equipment) Work Experience (the human element, how lvork iq done)

o . o

J.

Some Inspection Tips

o o o o o o o .

Make notes Don't disturb Avoid conversation Inspect all areas Be constructive
Seek reason

Advise supervisors Preparerecommendations

{o

L,

ACCIDENT INVESTIGATION
PART I

BACKGROUND INFORMATION
.

Objectives:

Everyone would agree that the main reason for undertaking accident investigation is to prevent further accidents - at least those of similar nature. But investigations may be undertaken, in practice, for a variety of reasons. They may be done because the law requires it. to ensure compliance with legislation or to make a realistic assessment of the costs of the accident. Specific objectives based on the positive advantages to be gained from thoroughinvestigation, need to be identified in each rvorkplace. Procedures to meet those objectives can be determined. It is important that these crucial objectives ,are constantly cornmunicated to workers and managers alike. All too often accident investigation has been perceived as thinly disguised efforts to "find the guilty party." Advantages and Objectives of a thorough Accident lnvestigation: Raise awareness of potential hazard in the workplace Scrvcs as a rcvicw of thc adcclLracy of cxisting corrtrols Identifies potential hazards Recommends corrective action Provide reference data for future investigations Shows company's concern for its employees Can be used for accurate cost analyses

. . o o o o

.o

Duty to Investigate and Report

Employers are generally obliged to investigate alI types of accidents much more the serious and fatal ones. Reporting serious accidents are required within 24 hours by responsible companies. Usually the top officer of a company location is tasked to make the report and is answerable for the inci-dent. By investigating an accident, the company u,ill show to its employees its concern for their health and safety. Also, the Departrnent of Labor and Employment requires such a report. In fact, representatives of the Department immediatety investi gate disastrous acci dents.' The scene of the accident should not be disturbed until the investigation is cornpleted by the company's safety committee or by government representative i[ required. lnvestigation and report preparation should be done soon after the accident to obtain accurate information and prevent long stoppage of operation. The Accident Investigation Process

It is important, when

conducting an investigation to remember the obiectives, which rvas previously discussed. [n a systems approach, those objectives are based upon the need to identifr any hazards or problems in anyway related to the accident, as rvell as the means of
correcting them. These objectives should be clear to everyone in the workplace, particularly thosc involvcd with the accident and its investigation. If there is the perception that the real objective of the investigation is to find the "guilty party", investigators will find people less cooperative in providing constructive infonnation. Or if the investigation,seems to be designed to identify the single cause for the accident, then the investigation may lail to identily the irnportant underlying problems and thus fail in its major objectives.
(r

_.:a5xr The approach taken here towards accidcnt invcstigation is bascd on a logical thrcc- step process. These steps are:

. o o

COLLECTION OF INFORMATION [or, WHAT happened] AIYALYSTS OF INFORMATION [or,IVEY it happene{ IDENTIFICATION OF CORRECTTVE ACTION

Each of these three steps is discussed below. Note that the emphasis throughout this process is on the identification of underlying problems and not trying to decide whether the accident was caused by an unsafe act or un un5:,afe .

condition.

Collection of

information

The object of this step of the prbcess is to find,out in detail exactly what happened. It is a critical stage of the investigation. The scope and quality of the information obtained at this stage will have an important bearing on the effectiveness of the analysis in the second step. For example, failure to uncoVer, at this stage the fact that the equipment involved in the accident was recently repaired or modified in some way, may result in failure to ask, in.step 2, why this
had been necessary.

When collecting information, the following points should be borne in mind: In cases of serious accident, the accident scene must be sealed off and not disturbed until a government inspector has given authorization. Even in less serious accidents, instructions should be given to protect the scene

until the company investigator has had the opportunity for an initial

. . ' o

inspection.

lnformation must be obtained as quickly as possible after the accident before the accident scene is disturbed and while events are still fresh in people's minds. In some instances, the safety of the investigator or investigating team must be protebted. Ensure that suitable protective equipment is available and any immediate hazards to health or safety are identified. The investigator must remember that he/she is not looking, at this stage, simply at the cause of the injury. The aim must consider and obtairr information about the whole accident situation.

Considering beloiv is the type collecting it. Required Information

of information needed and then how to go about

Obtain the needed information by asking the questions: WHO? WHAT? WHERE? WHEN? And HOW? Remembbr that the analysis (Step2) will usually require that more detailed information be Ii The starting point is finding out about the injury (or, where there was no injury, the type of injury which might have been caused by that type of accident in question). lnformation needed. type of injury (cut, burn, over-exertion, poisoning, amputation, fracture, etc.) injury agent (e.g. fan blade, grinding wheel, cutting knife, slippery step, solvent or whatever was directly responsible for the injury) when the injury occurred (time of day, shift)

collected.

. .

kg

medical treafinent required (Was hospitalization required? Was medical aid or first aid only required? Will time of work be involved?)

Next, information is needed about the injured worker or workers (if any): e.g., the name of the injured worker, his/her job title, department, lopation, lenEh of tirne in present job, age, sex and lengh of service.

Build a picture, as complete as possible, of the accident situation. This includes information about: time,location (the time of day and location of the accident) : task (the task being undertaken at the time of the accident and whether it was a routine or non-routine task) witnesses (the names and telephone numbers of any direct witnesses to the accident) elnetgency response (type and effect of response including first aid, rescue, machine shut-down, spill clean-up, etc.) material, machinery and equipment (involved in any way with the accident - this includes information about condition, guards, etc.)l environment (whether conditions (if relevant), heating, lighting, presence of dusts, fumes, ventilation) organization (safety rules, procedures, maintenance, schedules, supervision, communications) personal factors (about the worker involved in the accident and his/her situation)

o o . o o . .

.An Accident Investigation Form can be devised and will serye as a checklist of the items you need to look at- Remember though that all checklists have certain limitations and
may not include some items, which are particularly relevant in your particular workplace.

Ways And Means Of Obtaining Information: Information may be obtained in various ways. These include:

. o

physical inspeition ofthe accident interviewing witnesses (people, both workers and managers, who were direct witnesses to the accident, should be interviewed. [n addition, it may be necessary to interview others who may not have been direct witnesses but who have been important knowledge about the task, equipment, machinery or about previous similar accidents or incidents.) consulting technical sources (these include technical books, company procedures, manufacturers, safety,,)4perts, etc. ) ious similar accidents,

after the accident. When noting information at the accident site, it is important to be as comprehensive as possible. The accident site will not remain undisturbed forever and direct evidence not collected initially may be lost. Remember that there may be evidences at the site, wfrich does not initially appear to be releyant, but which may become important once the task of analysis begins. For example, finding a tool in poor conditioq which is not directly involved in the injury, may nevertheless prove to be an indication of recurring problems with maintenance - one or more of which may be linked to the accident. Take detailed notes about the condition of any machinery or equipment at the site and about any environmental conditions (e.g. working surfaces, lighting, noise). Examine in detail

as quickly as possible

(q

the actual work, which was in progress at the same time of the accident. Was there a quality problem or did the work involve rework? Note too the work positions involved and the location of controls. Take a camera to the site and photograph all relevarlt conditions and equipment from various angles. In many circumstances it will be necessary to draw a floor plan of the location indicating the accident site and the relative position of machinery, equipment, controls and other information. Such a map should also indicate the position of the worker at the same time of the accident in relation to the position of other workers and, where relevant, the work flow from point to point. Direct witnesses to the accident should be interviewed as soon as possible after the aciident, while the details are still fresh in their minds. As well as those rvho were direct witnesses, it may be appropriate to identifr and interview workers and/or managers who have special knowledge about the work being done, the equipment used or who were in the vicinity at the time of the accident. There is a distinct art to interviewing people - particularly those in the workplace a{ter there has been a traumatic accident. Witnesses must be interviewed in a neutral and nolrthreatening atmosphere. People cannot be forced to provide information or be constructive, but an atmosphere can be created in which they will want to be helpful. Some of the important rules to follow when intervieyiring are: put the interviewee at ease by assuring him or her that the purpose is not to attach blame but to prevent other accidents a never interview two or more witnesses together a a witness tells something which apfoars to conflict with another's information, do not jump on this in a threatdning fashion. It is the rule, rather than the exception, for people to have different perceptions of the same event. never put words into the interviewee's mouth, this will only prejudice the information collected do more listening than talking. Aim, as a general rule to do no more than l0% ol the talking- listening is far more productive only use a tape recorder if the interviewee is not at all uneasy about it. do not ask for "sworn" or signed statements from the witnesses - this is not preparation for a court case

if

. o

Technical sources who may need to be consulted include both company and external sources. For example, if the agcident involved a faulty maqhine part, there may be a need to consult maintenance schedules or to contact the manufacturer. If toxic substances were involved, consult appropriate material safety data sheets and/or an industrial hygienist. ln addition, you may need to review job hazard analysis, written safgty direqtions and other rules. Analysis Of Information Analysis of information collected by the investigators is one in order to determine underlying problems and effective corrective action. The information collected initially represents statements of fact. Next, seek erplanation so that solutions can be determined.

Analysis simply involves asking the question "Why?" repeatedly, until the root problem is uncovered. In one accident investigation report, the following statement was made under the heading "Accident Causes".
Injured worker suffered an eye injury because he was not woaring his safety glasses at the time

ofthe accident.

\o

While this statement is undoubtedly a true statement of fact, how does it hclp clcterminc what to do to prevent another accident? The investigator needs to know why he inlured worker was not wearing glasses. [f it tums out that he was not rvearing them because he was doing a rush job, the next questions might be: "Why was this a rush job?" and "Why did supervisor allow the worker to carry out the taslcwithout glasses?" But remOmber that accidents are seldom, iI' ever, the result of a single cause and there is a need, therefore, to pursue different lines of inquiry. It'is not unusual, following publication of a public enquiry into a major disaster, to see the media headline the news item "Hutnan error blamed for airline crash", Of course there was human error involved, but the fact of knowing this does little to help prevent future accidents (unless of course we can find a way to prevent people from ever making an error under any circumstances). What we need to know is why the error, or errors, was made and how we can modiry the task, equipment or system to reduce the risk of error or to minimize the effects o{'
erTor.

Generally, one must continue to ask "Why" until the point is reached where control is beyond the scope of the workplace. A good example of this is when it is determined that a sinr,ation existed because of adverse weather conditions. It is now pointless to ask why the weather conditions were adverse, since technology has so far failed to provide us with the means to control the wcather. Instcad onc might concentratc on c<lnsidcrirrg what work modifications or task procedures should be in place where adverse weather conditions rnay make work particularly hazardous. Another example is when the investigator finds out that the injured worker had a serious argument with his or her spouse before he/she came to work that morning. It would really be silly to ask why he or she had phis argument. It would be equally futile to spend time considering how the company could see it that workers never had spousal disagreements.

Determining Corrective Action

No matter how thoroughly the investigation is undertaken, it will be largely a waste ol' time and energJ if the problems identified are not corrected. Deciding horv to resolve the
problems identified through the investigation deserves lose attention. Recommended corrective action should be aimed at the underlying problem and not just the symptoms. "Tell worker to be more attentive to hazards", will not achieve much in a situation where neither the worker concerned nor the supervisor in charge was aware of the hazad in the first place. The following points should be taken into account in determining corrective actions:

o ,

A part of the Accident Investigation Form requires therinvestigator to list every problem
identified in any section. l,n other words, the approach suggested here is to address every problem identified, whethti:r or not the investigator feels it was a direct cause of the accident in question i Be as specific as possiblei about the recommendatiog made. Instead of saying "'f rain worker", it would be better to say, "supervisor to provide worker with 2 hours instruction on the safe use of grinding wheels, safety department to provide training materials". As a general rule, it is usually counter-productive to recommend discipline as part of the investigator's recommendations. While discipline clearly has a role to play in health and safety programs, recommending its use in investigations tends to scnd a message that investigations are designed to "find the culprit". This means that it will be more difficult to get people to be forthcoming with information the'next time an investigation must be
done.

,iI

. ' o

Recommendations for corrective action should be realistic. Some solutions rnay have to be considered long tenl because of the cost and complexity involved. Where this is the case, recommend a short-term solution as well. Recommendations will be more likely to be realistic if the appropriate, people/departments are consulted before they are finalized. Finally, accident investigatign results, and the recommendations made must be reviewed by those with the authority to irnplement corrective action.
TI _

PART

ACCIDENT ANALYSIS

THE TASK

2. 3. unavailable? 4. Were housekeeping procedures a contributing factor? 5. Were any job procedures used unsafe in the circumstances? 6. Was an incorrect tool(s) used? 7. Was the task unauthonzed? 8. Was protective equipment lacking or bad condition?
,

Was an inconect job procedure Was there a failure to follow the established safe procedure? Was a proper job procedure
:

used?

MATERIALS/EQUIPMENT
Was equipment/material failure a factor? 2. Was any equipment used in poor condition/ 3. Was any material used sub-standard? 4. . Was any equipment unguard.d? ' I 5. Were there any problems relating to porver sources? 6. Were lockout procedures followedl 7. Was the use of equipment authorized?

l.

*'*'

ENVIRONMENT

2. 3. 4. 5. 6.

l.

Were weather conditions a contributing factor? Were working suSfaces slippery, dusty, or untidy? Were toxic gases, dusts, fumes present? Was glare a problem? Was workplace inadequate for the task? Was this a working alone solution?

PERSONAL Was the worker inexperienced?

t.

3. Was the worker in good physieal condition? 4. Were alcohol or drugs a possible contributing factor? 5: Was the worker under stressed work wise or personal? 6. Did the worker follow the correct working procedure?
ORGANIZATION 1. Was lack of adequate safety rules a contributing factor? 2. Was supervision for the job in any way inadequate? 3. Was lack of regular safety inspection a possible contributing tactor'/ 4. Was inadequate maintenance a possible contributing factor? 5. Was there any failure by supervisors to detect or correct known hazards? 6. Have there been any similar accidents in the last two years?

1J

Introduction
The process of determining the hazards associated with a job is often referred to as Job Salety Analysis, however a Job l-lazardAnalysis (JllA) is a rnoro abcuratc tcrrn sincc lr.lllA looks Ior the hazards associated with a job, those that present risks not only to employee safety, but also .to employee health and to the

environment.

Ultimately, every job should be analyzed. This analysis will bring about the haz.ards associated with each steps, and will enable the supervisor to recommend the appropriate control measures.

Establishing JHA Priorities

When more than one job needs to be analyzed, choosing whjch one to do first is an important decision. Someiobs present a greater risk to health and safety than others and should take priority. In most cases, the priorities are based on the following criteria: r High Frequency of Accidents or Near-Misses Jobs with a high frequency of accidents or near- misses pose a significant threat to

HistoU of Serious Accidents or Fatalities Jobs that have already produced fatalities, disabling iniuries, illnesses or environnrenlal harm - regardless of the frequency - should have a high priority. 'Potential r for Serious Harm Jobs that have fhe potential for causing serious injury or harm should be analyzed, even if they have never produced an injury or illness. r New Jobs Whenever a new.job is introduced in your area, a thorough JHA should be perforrncd before any employee is assigned to it. I Changes in Procedures and Standards Priority should also be given toiobs that have undergone a change in procedure, equipment or materials, and jobs whose operation may have been affected by new regulations or standards. Note: Even the most routine jobs can include unrecognized hazards. By performing a thorough JHA you may be able to discover a safer or healthier way of performing the job.
Selecting a JIIA Team JHA should always be a team effort. By involving others in the process, you reduce the 'You possibility of overlooking an individualjob step, or a potential hazard. also increase the likelihood of identiffing the most appropriate measures for eliminating or controlling hazards. JFIAs are a team effort An effective JHA team should generally include: The Supervisor The employee most farniliar with how the job is done and its related hazards Other employees who perform the job Experts or specialists when necessary, such as maintenance personnel, occupational hygienists, ergonomists, or design engineers.

health and safety.

By involving

as many knowledgeable and experienced people as possible,

you ensure the JI-lA

will be accurate

and complete.

'lt

Performing a Job Hazard Analysis

Once the JHA team has been selected, you need to make'sure everyone involi,ed is familiar with what a job hazard analysis is and how it is performed.
Job hazard analysis is a three-stage process:

2. 3.

l.

List the basic steps necessary to perform the job from start to finish. Identifi every existing or potential hazard associated with each job step. Develop recommendations for ways to eliminate, or control each hazard.

JHA forms can differ from company to company. The form should be completed one column at a time. In other words, all of the basic job steps should be listed before rioving to the second column. Then, all of. the existing and pbtential hazards for each job should be identified before listing any recommended solutjons in the third column. Concentrating on one column at a time helps ensure that the information in each column is accurate and complete.

It's

best to complete
Steps

JHA forms one column at a time.

1. Identifying Basic Job

It is always a good practice to begin a JHA with a general discussion of how

the

job

is

performed and a review of any related hazards. Once the tpam has a general familiarity with the operation, they are ready to begin identifring the basic j$p- steps.

The most effective rvay for the JHA team to do this is ft8 r,vatch carefully as an operator performs the entire job at least once. Then, as the operator performs the job again, the individual steps are noted in the JHA form using simple action phrases that are short and to the point: "Compress boxes" or "Remove tied bale from baler", for example. The job steps should always be numbered to indicate the order in rvhich they are perforrned
Two of the most commqn errors made during this stage of a JI-IA are:

Describing the job in too much detail; or, Describing the job in too little det'ril.

Supervisors or team leaders can often avoid these enors by listing as steps only those tasks that would be described to someone being trained to perform the job.

The purpose of the JHA is to identify hazards associated with a job and to

make

recommendations for ways to eliminate or control those hazards. Describing job steps in terms of what they are supposed to accomplish provides maximum opportunity to explore alternative ways of performing the job in a saf'er, healthier manner.

In preparing for a JHA, actionr; that are necessary to accomplish a specific purpose into more global job steps should be comibined. This will keep the JHA form from being unnecessarily long and complicated, yet it stili provides an adequate description of the complete job. .i( 2. Determining Existing and Potential Hazards Beginning with the first job step, the team needs to identifi all of the existing or potential actions or conditions that could lead to an injury or illnessj or harm to the environment. Each step must be carefully examined for any hazardous bghaviors or conditions that might reaionably occur during the normal perfonnance of that step. To avoid confusion, each hazard should be labeled in a way that corresponds to the related job

'lq

step. Explanations of hazards should be short phrases, which describe both the agent causilg the hazard and the potential result. If there are no hazard, associated with a particular job stepl it is important to write the rvord "none" in the middle column, and to nuinber it to niake it: clear that the step has been examined for possible hazards. Since job steps are often a series of related actions and movement, it is sometimes difficult to identify all of the associatqd hazards. A simple technique to rnake sure that each step is examined thoroughly is to consider four focuses.

The physical actions required for that specific step

The materials used The equipment used The conditions under which the step is normally

performed

. ,
if
done

Physical Actions

Many jobs require the operator to peiform specific physical activity that, incorrectly can result in an injury or illness.

For example, when heavy objects must be lifted or moved by hand, the potential for back injury or muscle strain always exists, Or, if the action rnust be pcrfbrmed repeatedly, employees can suffer fatigue or physical stress that increases the chance bf
an accident.

Other jobs that present the possibility of injury or illness include those that require the operator to work in an awkward or unstable body positions or to use excessive force.

.Materials
Whenever hazardous chemicals or other dangerous substances are involved in a job step, there is always the possibiliry of injury, illness, or environment hann. The job step should be carefully examined to determine if there is any way in which employtes might be exposed to the material; if a fire or explosion could occur; or if the material could be released intb the environment.

r Equipment

'

Sometimes the equipment used during job step can expose employees to mechanical hazards such as nip-points, shear points, or other hazards associated with unguarded moving parts. Each job step should be examined for ways employees might possibly be caught in, on or by any part of the equipment, and to see if any electrical or other energy source or hazards are present that pose a risk.

Conditions The team also needs to consider whether there are any environmental conditions that could threaten an employee's health and safety. These could include .poor housekeeping, too much or too little light; hazardous noise levels, exposure to
temperature extremes; and adverse weather.

"What if'Questions In addition to identiffing those hazards that are possible ,when the job is performed in the normal manner, or under normal working conditions, some teams carry the process of identiling hazards a step further by asking some "what if' questions. "What if' questions allow the team to anticipate hazardous situations that might occur if nonnal operating conditions were to suddenly change or if a job step were performed incorrectly or out of
sequence.

IJ

For example, these questions can be considered:

What could happen if the operator tried to save tirne by skipping a job step or bypassing a safely device? What ifthe wrong size or type of material is used? What if the power supply is intemrpted?

questions is deciding when to stop considering possibilities. The'key is to keep the discussion focused only on possibilities that the team considers most likely. Consulting previous. JHA and accident investigation reports and talking with experienced operators will usually bb enough to keep the "what questioning from becoming unrealistic.

A common problem encountered when asking "what

if'

if'

Keep in mind that the purpose of the JHA is to identii/ all of the possible hazards. Each job step must be thoroughly examined until all of the team members are satisfied that the list of hazards is complete.
3. Recommending Corrective Measures

The third and final phase of the JHA process involves recommending ways to eliminate or control the hazards associated with each of the job steps.

r r

Recommendations should be developed at the job site wlrenever possible possible solutions at;ihe iob site. This allows the JHA hanges as they are plloposed, in order to avoid making or that may interfere with other jobs.

Recommendations shoulu be developed in sequence, beginning with the first hazard The team should begin with the first job step and work their way down the list until recommendations have been made for each of the hazards listed in the fonn. Dealing with the hazards in sequence allows the team to study what effects their recommendations rnight have on subsequent steps.

Recommendations must be specific

A general statement such as "Wear PPE" is much too vague. The JHA team needs to make certain that each recommendation adequately explains what corrective measure is supposed to be carried out. For example, "wear heavy gloves, arm protection, safety .glasses" is a .more effective recommendation, providing specific
direction. As many solutions as possible should be listed. Frequently, a JHA team will be able to suggest several different ways to eliminate or control aparticular hazard.It is essential that all of the precautions or corrective measures be listed even those that may already be in place. Since JHAs often serve as the basis fbr developing standard operating procedures, or are used to deliver training, all of the precautions necessary to perform thejob safely need to be included.
The most effective recommendations are those that eliminate hazards altogether. Many times, however, that is not immediately possible and temporary measures must be recommended urrtil a more; permanent solution can be irnplemented. For,exarnple, it may be necessary to recomrriend the temporary use of respirators until an adequate ventilatiott s1'stem can bc installed.

It

-'-'

.q

";:.t:-:I&i4B-4!!trtb

cases, effective recommendations for corrective measures ban be developed by considering the same four factors used to identi$ hazards:

In most

The physical actions necessary to perform thejob The materials used The equipment used The conditions under which the job is performed

Physical Actions If fte physical actions associated with a particular job step pose risk to the employee, it may be possible to eliminate the risks by modif,ing, rearanging, or combining actions. It is also good practice to always list personal protective equipment (PPE) that may be used to control the employees' exposure to the hazards associated with a particular physical action even when recommendations for eliminating the hazard have been proposed.

r
If

Materials

materials associated with a job present hazard, it may be possible to substitute a less hazardous material. If substitution is not possible, it may be necessary to recommend ways to control the employee's exposure to that material by suggesting the use of PPE or the installation of protective devices such as splashguards or shields.

Equipment

When'equipment hazards exist, recommendations for corrective measures can include the installation of machine guards, automatic safeguard devices, 'or perhaps even the replacenrent of a particular piece of equipment. Once again, recommending the use of PPE should also be
considered.

\Uork Area Conditions

Recommended corrective measrres for changing conditions in a work area could include such things as: improved housekeepirlg procedures; installation of additional lighting, ventilation, or noise reduction systems; the use[of PPE; or the relocation or redesign of the work area.
t

Using the Job Hazard Analysis

The information provided by a thorough

job hazard analysis can be used

as the basis for:

Developing or updating standard operating procedure Training employees Observing employeO performance Conducting inspeitions Investigating accidents

Developing or Updating Standard Operating Procedure

The results of a JHA provide an excellent foundation forrcreating or improving the standards operating procedures for a job. Each of the steps necessary to perform the job is listed and all the hazards and control measures associated with the job.are identified. Supervisors can use this information to develop written procedures lor performing the job in the safest and healthiest way possible.

1l

.lr.--':F@-----

Training Employees

Completed JHAs are especially.useful when training employees. The JHA can be used s a stepby-step gurde for ensuring, ihat each step is performed safely and efficiently, and to point out particular job steps or hazar s that require special precautions. JHAs can also be used to provide refresher training on jobs tHat are performed infrequently, to ensure that employees are aware of any hazards that may be present and know how to protect themselves from those
hazards.

Conductlng

Inspections

JI{As can also be used as guides during employee performance observations. A JHA allows supervisors to focus on especially hazardous steps to ensure that the employee ii perfonning those steps according to standard procedure.

InvestigatingAccidents

In the evdnt of an accident, a JHA can provide a valuable investigating tool. Comparing the procedures which led up o the accident with those outlined in the JI-IA rvill allow the supervisot to determine if the job was being performed incorrectly, or if a hazard was overlooked n the initial analysi .

Summary

ii

JHA inrrolve steps, which, if performed incorrectly, can cqfse injury, illness, or harm to tlrc environment. Others require employees to work with or|'dround hazardous materials or to work under hazardous conditions. Supervisors and team leaders need a reliable and accurate method of identifring and eliminating or controlling those hazards. One of the most effective tools available to help supervisors protect the health and safety of their employees is a job
hazard analysis or JHA.

li

Including job hazard analysis as part of your overall health and safety management approach is one of the most effective steps you can take toward preventing accidents and illnesses in your department. Performing JHAs on all of the jobs you supervise, keeping them up to date, and using them to their fullest advantage allows you to anticipate and elirninate or control anything that might lead to injury, illness, or environmental harm. To perform and accurate and complete JHA, you need to: I Assemble a team of knowledgeable and experienced personnel to conduct the .lHA

Then, the team as a whole needs to: I Observe the job as it is performed to break it down into basic steps; t Analyze each step to determine what, if any, hazards could possibly occur; and, t Develop recommendations for eliminating r controlling the hazards associated with Each step.

When you make JHA a regular part of your management system, you accomplish several important things. ln addition to preventing accidents, illnesses, and environmental harm, JHAs provide an opportunity to reinforce positive employee attitudes. The more employees are involved in a process that concerns their own, health and safety, the more likely they are to regard health and safety as an important issue.

'19 ii

SAFETY PROGRAMMING

A safety progmm is a plan or outline of activities conducted io pro,rot. consciousness among management and workers in wo,rkplaces in ordcr to eliminate or rnininrize accidents and/or illness to the lowest reducible level.
Safety program organization is:the method employed by management to assign responsibility for accident prevention and to einsure performances under that responsibility.
i

Supervisor
lnstruction Training Leadership

Management
Policy

Employces Learn & Use

Safe Work Met

Safety Director

Employees Interest & Cooperation

Unions
Safety Program
Res pon

sibility

Role of Management in Safety Programming

An effective sifety prbgram permits a company to have'la working environment in which

operations are conducted economically, efficiently and safely.

This can be achieved basically through control of the rvorking environment and control of
people's actions. Only top management has the authority to inrplement such controls.

The Continuous Improvement Model As time passes by the aspects on safety programming has tremendously irnproved. One of these irnprovements is the introduction of "'l'he Cohtinuous Improvctncnt Model", il framework for safety presented in the National Safety Council's Agenda 2000 Health Environment program. Continuous improvement is a process-oriented business approach that emphasizes the contributions people make to long-range, perrnanent solution to problems, it is the cornerstone of Total Quality Management. Applying the process of the Continuous Improvement Model requires understanding causes before designing solutions. Improvements may be dramatic or increniental. In any event, the
79

model helps ensure that they occur regularly. The basic elements presented in this moclule provide a review to help managers focus more closely on the activities that each elernent
encompasses.

Phase 1: Management Commitment and Involvement The first phase is to rnake mafiagement commitment and to gain management's involvement. Companies with successful safety and health programs have active senior management participation. Without this active involvement, mid-level managers and front-lin" tup.*irorc tend to ignore safety and health as an issue. Senior management signals its commiirnent by stating a position that is communicated through clear, unambiguous policy and implementation procedures. Management support indicates broad commitment to the continuous improvement in safety and health through ongoing involvement, allocation of rdsources and

feedback. Phase

2: Establish a Baseline The next phase in the Continuous Management Model is to assess the cunent situation by seeing.where the organization currently stands in its safety and health program.

Teams made up of managers, supervisors and employees select an issue appropriate to its company's needs.
Once an issue is selected, the team makes a snapshot of operations relating to that issue. To leam what the "as is" conditions are, the team must first ilecide how to measure - review logs, maintenance records, recordql;i;o waste records, etc.), observe conditions aftffi their parameters are set, ,ffhib ons. Once these n and
analyzes the Phase

results.

3: Set Goals

After the team establishes a baseline, the next stop is to set improvement goals - what the operation'or organization "should be". By setting goals together, the team ensures that the "buy-in" occurs. Whal gets measured gets done, and the goal needs to be measurable, to address the problem directly and to be aggressive. Improvement comes only by demanding results that can be measured. If they aren't aggessive or linked to a specific problem, people may not respond.'For example, setting a goal to reach 100% compliance in wearing hearing protection is measurable, address the issue of hearing protection and is aggressive. Limit the number of goals to keep the improvement process focused.and manageable.
Phase 4: Implement Strategies Strategies are action plans to close the gap between the baseline (as is) and the goals (should

be). They spell out what actions to take and who takes them, and provide a timetatrle for implementation. The team members make valuable contributions to designing strategies; they ensure that the strategy achieves the goal. During implementation, someone from the team follows up and monitors progress. Improvement is measured in terms of degree of goal achievement within the allotted time. Communication is critical; the results are shared with the other employees in the organization. 'Review
Phase

and Adjust 5: Results are reviewed and adjustments to the program are made to ensure continuous improvement. The key is to keep programs that work and improve or elirninate those that don't. The organization begins to develop a vision of what "could be' in terms of safety and health. The process is repeated as the organization builds on successes and learns frorn less
successful efforts.
80

r!

lil

Figure
Phase
1

3: Summary of the Continuous Improvement Model

Management Commitment

and Involvement (Vision and leadership)

U i:l

n ! [I

Communicates a vision Attend meetings and read reports Set performance standards Define roles and responsibilities Be an activist

Phase 2

Establish a Baseline (Snapshot of "as s")

u Select a team u Team selects issues the basic

elements

u Identify key measurements'

Conduct research Analyze results n Comtnunicate findings
r_l

tl

Phase 3

Set Goals (Where we slnuld be)

t_l

I
U

Add team members as necessary

Set goals

Communicate goals

Phase 4

Implement Strat:gies (Close gap betw'rcn "us is" ancl "should be")
I

rt Develop plans and actions U ! Carry out plans l-l Monitor results l:] Acknowledge successes

Phase

Review and (Reachfor where we could

Adjust

be)

u Build on successes
t-l

Reexamine the failures

Repeat the process

tl

.rl

Communicate the process

Thc efflocts oflthc application of Continuous [mprovcrnent modcl can bc dramatic as it clicits the involvement of the whole organization.
Basic Elements of a Safety Program There are seven (7) basic elements for a successful salety program. 1'hey are:

1.

Managernent Leadorship (assumption of responsibility; declaration of policy) There is a need for the management to make a written statement of its attitude towards safety in the workplace. This can be set forth in a policy, which must be brief and clearly define management attitude. ' a. Enforce safe practices and conditions b. Comply with cornpany policy c. Follow safe instructions d. Obtain good preventive maintenance of equipment or selection of proper equipment when purchased

A policy should basically state that; L The safety of employees, the public and the company operations are paramount. 2. Safety will take precedence over expediency or ihortcuts. 3. Every attempt Will be made to reduce the possibility of accident occurrence, and 4. The company intends to comply with all safety laws and ordinances.
81

2.

Assignment of Responsibility (to operating oflicials, gfety directors, supervisors, health & safety committegs) When safety policy has been set, the management delegates the everyday task of carrying out said policy to the supervisors, foremen, foreladies, and/or health and safety committee.

The head of an operating tinit can set the example for placing and health and saf'ety in equal emphasis and weight with matters of production, cost and quality by aclively supporting the company's health and safety policy. He/she can do this by seeing to it that: a. Each of his/her employees (workers) understand the chemical and physical properties of the materials stored, handled or used by him/trer and b. The necessary precautions are observed when using equipment, including the use of
proper safeguards and Personal Protective Equipment (PPE).

The establishment

another excellent means ol' developing, implementing and maintaining safety and accident prevention measures in the work area.

of a health and safery committee.is

3. Maintenance of Safe \ilorking Conditions

purchasing, and supewisors)

(inspectors, engineering revisions,

Some protective measures to maintain safe working conditions within the plant are:

3. lsolation of operation 4. Use of PPE 5. Proper ventilation 7.

6. 8. 9.

1. Operational methods revision 2. Mechanical guarding

to elirninate risks
..1

or storage

ilr
5il

Proper use and maintenance of tools and equipment Suffrcient and proper lighting Sanitation Fire control measures.

The plant's health and safety conditions can be appraised by keeping track following:

of

the

1.

2.

Regular routine inspection Special inspection

and
if

3.
4.

Follow - ups to see are carried out.

recommendations for health and saf'ety maintenance are met or

Establishment of Safety Training

Conduct of training course should be both for supenrisors and employees, These are different kinds of training courses. They are: 1. For new employees - to orient and/or familiarize newly hired personnel. 2. On - the job training - for those already under the :service of the company for some

3. 4. 5. 6. Offthejob. 7. Conferences. 8. Workshops.

time. Refresher service to reacquaint :old" personnel. Supervisory training. Participation in satbty working.

82

Six (6) Musts in Training:

Tell the employee I'\VHAT" the safety program is. Encourage them to learn, teach and practice safety every "\YHBRE" in the plant ancl off the job. Answer questions so they will know "!yHY" safety pays. Teach "WHEN" you know they need training. Make them conscious of "WIIO" benefits all the way. Show them "HOW?' to do things the safe way.

5. An Accident
records)

Record System (accident analysis reports on injuries

measurement

of

Records are written account of accidents.

They:

'

1.

Provide the safety direc:or with the means for an objective evaluation of his progrant.

2. tdentifi high injury rateiplants or departments; and 3. Provide information on ;he causes of accidents, whibh contribute
disabling injuries. The

high injury rates.

Rule 1050 of the Occupational Safety and Health Standards states that establishnrents are required to submit reports of work accidents and occupational illness, rvhich resulted in

form DOLE/BWC/OHSD/IP-6 (Employer's Report of

Accident/Illnesses) should be accomplished and submitted to the Regional Laboi Office, copy furnished the Bureau of Working Condition. The form is a cornprehensive tool covering pertinent data needed in recording and reporting occupational accident/illnesses.

6. Medical

and First Aide System - placement examinations, treatment o{'injuries, flrst aide services, and periodic health examinations) The medical department of a company is tasked with the following pertinent activities: Conducts pre-employment physical examination for proper physical check-up and proper . placement of workers. Conduct periodic physical examination of workers expbsed to hannful toxic substanoes.

Arrange surveys of new operations or processes to know what exposures are detennined to health that may be present.
Establishes a system for assigning injured workers on the kind of job thcy can handlc in spite of their condition.
7

Acccptance
interest)

of Pcrsonal llcsponsibility of limployccs

(training attd tnaintcnartct: ol'

o1'

Employees too must have obligations for a safety program to succeed. Flere are some them:
a

a
o a

Observe safe practices and procedures. Have regard at all times for the safery of fellow employees. Use his knowledge and influence to prevent'accidents.

Report to proper authorities any unsafe conditions,that rnay call his attention. Contribute his ideas, suggestions, and recommendations fbr the improvement of working conditions to achieve maximum safety. Participate actively, whenever appointed as full pledge member of the heath and sat'et1' committee.
83

Aside from training, the management has means at its disposal to maintain a high interest in safety. Such promotional methods include: Safety Meetings

- of which there are four types:

Executive and supervisor's meeting to formulate policies, initiate safety programs or plan special safety activities.
Mass meeting for special purposes.

Departmental meeting to .discuss special problems, and plan campaigns or analyze Small group meeting to plan the day's work io that it is done iareTy. rygidenls
Safety Contents

I I I r I r r

- examples are:

Injury rate contents

Interdepartmental contents Intergfoup contest lntra-plant or inter-departmental contest Non- Injury rate contest safety slogans, poster, housekeeping and community contests Use of posters, bulletin boards, displays to publicize safety Others like safety campaigns, safety courses and demonstrations, public address systems, publications and Suggestion system.

How to Start a Safety Program?

Management Initiative and Leadership rl Top. panagement assumes responsibility for health and safety and takes the lead in starting health and safety program.
a

Setting up the Staff Top management writes the company health and safety policy and declares it through a meeting among the supervisory staffor through letters, bulleiins, and announcements. A health and safety policy should be brief but should clearly define management attitude.and clesires. Answer to the following must be clearly explained: What does management want? Does the policy pertain to on-the job health and safety? Off -the-job health and safety? Property damage? Fire? Product safety? Who is to be responsible for what? Where and how is it fixed? How does it fir into thb organi ation? What will the committee do? Who has the right to correct ant,l determine courses of action? What rules will the company lirie by?

Outlining policy and general methods of procedure A health and safety program is a definite plan action designed to manage hazards and prevent cases of occupational disease. Some form of program is required to enable management to measure performance against objectives, and to provide the framework for lmployee participation; orderly alrangements to deal with safety issues; a mechanism to identify the need for change and to manage the change process. By having a proper, identifiable program both the employer and employee are better placed to meet their respective legal obligations. Because organizations differ, a program developed for one.cannot be expected to perfectly suit
the needs ofanother.

84

Policy Statement

An organization's occupational health and safety policy should be a clear statement ol' principles, which serve a s guide to action. Senior management must be totally cornrnitted to ensuring that the policy is canied out with no exceptions. Health and safety policy must be, and be seen to be, on a par with,all other organizational policies.
As with health and safety programs, no one policy is suitable for all organizations. The policy statement can be brief, but it should mention:

r r r r r r : r I

The objectives of the program. The organization's basic health and safety philosophy. The general responsibilities of all The ways employees can participate in health and safety activities.

employees.

The policy should be:

Stated in clear and concise terms. Signed by the incumbent Chief Executive Officer. Kept up to date. Communicated to each employee.

Adhered to in all work activities.

Studying of plant's accident history and operation. A study of the plant operation and accident history is conducted of a safety program.
Preparation of the Health and Safety Program

as

the basis for the preparation

Prepare the safety program built around the basis elements and continuous improvement model outlining the details such as targets, monitoring systems, awards, appraisal factors, etc. and implement it. Detailed study of accidpnt statistics
Evaluate its effect on the internal and external set-up of the plant or factory.
Was there an increase in production at lesser cost?

How did the Frequency Rate (FR) and Severity Rate (SR) compare with (periodic comparisons - last year, two years ago, etc.)
Were the employees morale boosted?

,)

Did you have better public relation?

Involvement of the different departments (in the case of large establishments)

Medical Department r Conducts pre-employment physical examination for proper physical check-up and proper placement of worker. r Periodic physical examination of workers exposed to harmful or toxic substances. ! Arrange surveys of new operations or processes to know what exposures are ' detrimental to health that maybe present. r Establishes a system assigning injured workers on the kind ofjob they can be handle in spite of their condition.
85

Personnel department

Collaborded with medical, employment and safety departments relative to the placement of emplo5rces on jobs. Arranges .for cooperation and assistance in rehabititation of injured emrflolrees. Establishes cross -'file corttrols t< prevent unfit employees to work on job not apporred for them. Engineering department
Expedites safety work request, particularly referring to correction of critical hazards. with safety department before any new operation started new installations/changes to existing buildings, processes, operations or equipment are-put-up.

Keeps records of lost time, accidents and sickness arising from work.

Consults

is

or

Coordinates with safety department on all pirrchases of equipment, tools, materials and personal protective equipment. Requisitions for hazardous substances and materials should be referred to safety department for proper investigation and clearance,

REMINDERS: Safety is a collective elIon; management andworkers alike should work hand in hand to make a successful safety program.

tt6

1
I

BASIC FIRST AID

First Aid - is an immediate ctrre given to a person who has been injured or suddenly taken ill. It includes self-help and home care when medical assistance is delayed or not available.
Roles Of

Fint Aid:

2. It is not intended to compete with or to take the place of the services of the physician. 3. It ends when medical assistance begins.
Objectives:

1.

Bridge that fills the gap between the victim and the physician.

2. 3.

l.

To alleviate To prevent added or further injury or To prolong life.

suffering

danger.

i
'l

Emergency Action Principles

1. Survey the Scene. 2: Do a Primary Survey of the Victim. 3. Activate Medical Assistance or Transfer 4. Do a Secondary Survey of the Victim.
Survev the Scene.
Is the scene safe? What happened?

Facility.

How many people are injured? fue there bystanders who can help? If you^are a trained first aider, identifo yourself as one.

. o .

Primarv Survev of the Victim.

k..'.
A

Airway

.
B

o . o o o o . o o o o

Do the head tilt/chin lift maneuver. Is the victim conscious or unconscious?

Breathing

v
'
C

Do the LLF (Listen, Look and Feel) Is the victim breathing? Is it shallow or deep? Does he appear to be choking? Is he cyanotic?

Circulation
Check the carotid pulse. Is the victim's heart beating? Assess the pulse.
Is he severely bleeding?

I
I

87

Activate Medical Assistance or Transfer Facilitv

lnformation to be relayed:
What happened. Number of persops injured. Extend of injury and First Aid giverr. The telephone number from where you are calling. Persons who activate medical assistance must drop the phone last. Do a Secondary Survev of the Victim

o . o o .

o o . l.

Interview the victim Check vital signs Do the Head-to-toe examination

Golden Rules Of Emergency Care

'

What to do: Obtain consent, whenever possible. 2. Think the worst. 3. Call or send for HELP. 4. Identif, yourself to the victim. 5. Provide comfort and emotional support. 6. Respect victim's modgsty and physician privacy 7. Care for the most serious injuries first. 8.' Assist the victim with his or her prescribed medication, 9. Keep onlookers away from the injured person. 10. Loosen all tight clothings.

What not to Do not

do: hann.

2. Do not 3. Do not 4. Do not 5. Do not 6. Do not '

?

8.

Do not Do not

- trying tg arousb an unconscious victim - administering fluids/alcoholic drink. let victim see his own injury. leave the victim except to get HELP. assume that the victim's obvious injuries are the only ones. deny a victim's physical or emotional coping limitations. make unrealistic promises. trust the judgmeni of a confused victim. require the victim to make decision.

Characteristics Of A Good First Aider:

2. Resourceful - should make the best use of things at hand 3. Gentle - should not cause pain 4. Tactful - should not alarm the victim 5. Sympathetic - should be comforting
Respiratory Arrest- breathing stops, pulse and circulation may continue fbr
sometime.

Observant - should notice all signs

Cardiac Arrest- circulation stops, the pulse disappears and breathing stops at the same time or soon thereafter.
88

Clinical Death- when breathing and circulation

I t

Q-4 !, - 6

min. min.

stop.

- brain damage not

likely

damage probable

Biological Death- when the brain has been deprived of oxygenated blood. I $ 10 min. - irreversible brain damage probable r l0-min or more - irreversible brain damage is certain.
Wounds

is a break in the continuity of a tissue of the body either internal or external.

Classification:

r . I I r

Closed soft tissue injury Open soft tissue injury

.Common Causes: External physical forces Mishandling of sharp objects, tools, machinery, weapon and equipment.

Explosion

',

'

First Aid (Closed wound)

I - ice application.
C

Ice or cold packs will cause the blood vessels to constrict, which will slow the

bleeding.

f I compression. Manual compression over the area of inj$r,y will compress the blood
iil

vessels and also decrease the bleeding.

ES

elevation. Elevating the injured part rvill decrease the amount of srvelling. bleeding.

- splinting. Immobilizing the soft tissue injury with a splint is another way to decrease

First Aid (Open wound)

Control bleeding by:

Direct Pressure (main help) - pressure.is applied directly over the wound but not to eye injury, wound with embedded object or head injury with possibility of
skull fracture. Elevation
raise the bleeding part above the level of victim's heart pain.

if you don't suspect

broken bone and if elevating the injury doesn't cause the victim

more

Pressure pOint bleeding control (pressure on supplying artery) - if direct pressure and elevatiorl don't control bleeding from an injured arm or leg, compress the rnajolr artery that supplies blood torthe in jured area.
I I

89

I
1l

RE:ENTRY PLAN

1.

Self-assessment of acquiied skills and know-how.

2.

Visualize the expectatiori

of

a. Your Superior b. Peers

d. Family
information.

c.

Subordinates
a

3. Prepare a Summary Report based on the discussion,illotes taken and handout

I; i.r ,.i
1,i

'ii'

4. Develop

a Plan to:

i.

c. d.

b.

Communicate your acquired know-how Super-impose acquired koow-howto exi Identiff hazards and propose conective Monitor implementation to the extent of

5.. Assist the company in keeping the interest on

90

IXrXrmf/(EIl?6
Rpublic

offu

DAEtnnt of labu

and

Philimires Employnert

BIJREAU OF WOAKING CONDMONS

Mstrils

Ma

Name

dfthbffshreil:

Nature of f,udnesc Address EXBOSURE DATA

Jeuuery to lreerrber 19

Nun0rr dEm1fupec: Totd

lhr

Workcd byAn

Emphymllur@tte

Year:

IMURYSUMMARY Tot tsAll

DfO@ hiurftx/kes:
ffitriec;

TotatsNo*Ilkabffi ug

FlequmyRrte:
Severity Ratc:

GaerulMenaga

l.

This report Ehall be

acc@eliM c,tetrr m not lhere were accident/ilhess

submitled to the Regional l-abm Office fcillowing the end of,each calendaryear.

oecurenoes during the period cwered and local govcfirrcnt having juridiction not later than 3Ch day of the month

frupacy

nefu is the iotal ormbq of disabling iajuries pa lonilltrp,-txnployoo hars of oxpooure.

Frreqreocy Rac

Employeo-hours of Exposrre

3.

Severity Rrte is th total numbcr of days lost or chargd por million-omployee hours of exposurc.
Severity

Rate

=
Employec-hourr of Exposrre

4.

Eryomre is the tdal nrmber of bours wmked by all mployees in

eacfo establidutrt ircluding employees

of

operating

prcduction, maintomc, transport*ion, eloctrical, administrative, mlec and otber deparm@ts.

5.

Dirabling iniuries - work injuries, which result in deatlr, permarcnt total disability, perrnarent partial disability or temporary
total disability.

Nm{furHiEg injErier {Medical TreahnerQ - injrrries whict

attqrtion of any kird.

do not result futo disabling injrries but requirod first aid cr medical