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NEBOSH InternationalGeneral Certificate
Day 3
Programme for Today
Human Factors in Health and Safety: Inf luences on Behaviour . Human Error.
The Safety Management System (continued) :
P lanning and Implementing. Measuring Performance.
Accidents, Investigation and Statistics.
Policy
Organising
HSG65 Elementsof Successful
Health & SafetyManagement
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NEBOSH InternationalGeneral Certificate
Human Factors
The Organisation
The Job
Influences on Behaviour
TheIndividual
Organisational Factors
What is the culture like? How does peer group pressure affect
indiv iduals? Is there commitment from the top? Are there clear procedures and
standards? Are there effective monitoring
sy stems? Is there adequate supervision?
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Job Factors
Safe systems of work - clear procedures andinstructions.
Good ergonomics.
Decision-making - involvement and empowerment.
Welfare and environmental conditions, lighting,temperature and freedom from danger.
Work patterns, hours and shift work.
Some general thoughts:
Attitudes how you think/feel about somethingoften translates into how you act.
Motivation the drive to achieve.
Perception how you interpret the world aroundyou.
Mental or physical capabilities.
The Individual - Personal Factors
Personal Factors Attitude
The way a person believes they willrespond in a given situation.
(This is not the ne cessari ly the actual response).
A combination of beliefs, feelings andintentions to act.
The culture of the organisation has a profoundeffect on attitude.
Change of attitude can be for better or worse.
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Perception
The Necker Cube
Personal Factors
How people understand thelikelihood of themselves beingharmed by a hazard.
Stimuli from five senses connected by thebrain i nto precepts or experiences .
Alcohol, le gal and ill egal drugs affect oursenses and our percep tions.
Environmental fac tors can also affect theprocess.
Perception
Perception
You will be shown the following slide for 20seconds.
You are asked to count the number of Fs.
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Planning and Implementing
Determine priorities: Develop a strategic plan. Develop a schedule or calendar of
activities.
Set targets or objectives: Allocate tasks. Ensure staff are competent or
prov ide training. Prov ide time and support.
Planning and Implementing
What are aims? Aims define the basic ideal to beachieved - a purpose or intention.
What are objectives?Specific measurable steps toachieve the intended aim.
SMART Objectives
Specific.Measurable.
Agreed.R ealistic.Time-constrained.
Introduce a departmental inspection process w ith standardised documentation by 31 st January 2007.
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Policy
Organising
Planning andImplementing
MeasuringPerformance
HSG65 Elementsof Successful
Health & SafetyManagement
Measuring Performance
Active Systems Spot and routine checks. Formal inspections. Statutor y te sts. Safety audits.
Reactive Systems Accident investigation. Accident and ill-health
trend analysis. Pattern analysis.
Comparison of Achievements Against Targets
NEBOSH InternationalGeneral Certificate
Accident Recor ding,Reporting and Investigation
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What is an accident?It is an unplanned, unwanted eventwhich results in a loss of some kind.
Definitions of Accident and Incident
What is an incident or near-miss?It is an unplanned, unwanted event thathad the potential to cause loss.
Frank Bird A ccident Triangle
For ever y 1 ser ious injur y
there are 10 minor injuries
and 30 damage only
and 600 incidents.
Accident Reporting
What are the barriers togood accident and near-miss reporting?
How can these barriersbe overcome?
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Reporting
What are reportable events?
They are: Occupational accidents. Occupational diseases. Dangerous occurrences.
Major injury and death.
Dangerous occurrence.
Diseases.
A worker absent from work for three consecutive
days, due to an accident at work. Immediate hospitalisation of a non-worker.
What are Reportable Events?
(Definitions vary a ccording to national legal practice.)
Some Examples of Reportable Events
Major Injury F ractures other
than the fingers ortoes.
Any amputation. Dislocation of
shoulder/hip orknee.
Loss of sight.
Dangerous Occurrence Contact wi th
overhead cables. Train collision. Collapse of scaffold. Failure of lifting
equipment.
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What are Diseases and Ill-Health?
They include:
Work-related upper limb disorders(WRU LD).
Dermatitis. Decompression sickness. Leptospirosis. Asbestosis. Occupational asthma.
The Exams
Both papers are 2 hours long.
Both start with a 20 mark question.
The remaining 10 questions are worth 8
marks each.
How will you manage your time?
Under exam conditions - you have 8 minutes.
Explain why the health and safet y policy should besigned by the mos t senior pe rson in an organisation, suchas the Managing Director or the Chief Executi ve Officer.
(2 mar ks)
Explain the purpose of EACH of the following sec tions ofa health and safety policy do cument:(i) Statement of intent.
(ii) Organisation.(iii) Arrangements. (6 marks)
Exam Questions
(Source: NEBOS H)
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Exam Technique
Read the question. Highlight the key words. Look at the mark allocation. Read the question again. Plan your answer. Do it.
Accident Investigat ion
Why investigate accidents?
Preventing recurrence.(most important!)
Legal.
Insurance.
Statistics.
Civ il actions.
Why do Accidents Happen?
Lack of Management Control
Underlying Causes
Immediate Causes
Loss or Injury
Accident Near Miss
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Accident Causation - Domino Theory
Loss/injury
Accident
Unsafeact/
condition
Underlyingcauses
Root causes
Root causes are equivalent to Lac k of Managemen t Con trol.
Accident Investigat ion
Make area safe. Select level of investigation. Gather and record the facts. Analyse the facts. Draw conclusions . Make recommendations . Review the process.
Accident Investigat ion
Select level of investigation.
Who should investigate?Who should be in the team?
1. Health and Safety Practitioner.2. Staff Representative.3. Supervisor or Manager.
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Recording the Information
Report formats may use computer-based sy stems
Different fields used in programme:
Type of accident. Part of body injured. Job type. Location.
Domino Theory of Accident Causation
Loss/injury
Accident
Unsafeacts andconditions
Underlyingcauses
Root causes
Analysing the FactsUnsafe Acts and Conditions
These are the direct causes of the accident -they can be broken down into:
M aterials and Substances.
Equipment.
Environment.
P eople.
Remember M-E-E-P!
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Analysing the Facts
It is important to understand the terminology!
Recording and analysing results:
Cause of Accident.
Type of accident.
Cause of injury.
Drawing Conclusions
Fault Tree Analysis
The ultimate aim is tofind out why the systemof management failed toprevent each of theunderlying causes whichcontributed to theaccident.
Drawing Conclusions
Electrician f alls from
ladder and breaks leg
He was in a hurry Rung broken
B1 B2 B3
Poor lighting
C1 C2 C3 A1 A2 A3
Underlying c auses
Direct causes
Cause of injury
Fault Tree Analysis
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Reviewing the Process
What were the direct causes?
What were the underly ing causes?
Why did management systems fail?
Why was the sy stem failure notidentified before the accident?
How effective were the emergencyprocedures?
Some questions to ask whenreviewing the process:
Practicalities of Investigation
When should you investigate?
How to investigate (SREDIM) :
Select the incident. R ecord all the facts.
Examine the causes. Develop (or change) the system of work. Implement the new sy stem (of work). Monitor and review.
Statistics
Trend analysis. Pattern analysis. Using raw data, (i.e. the
actual numbers). Using a rate to allow more
meaningful comparisons.
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Statistics
Accident Incident Rate (AIR)
AIR =No. of accidents
Average no. of employees 1,000
Statistics
With statistics yo u need to be careful thatwhat the data seems to be telling you, is infact the case:
Careful selection of the statisticaltreatment.
Careful interpretation of results.
There are three kinds of lies - lies, damnedlies and statistics. (Benjamin Disraeli)
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