Mining Risks and Hazards

8/17/2019 Mining Risks and Hazards

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Presenter: Eng. Thomas

Makumbi


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IntroductionToday we are going to discuss

• Human Factors• Maslow’s “Heirarchy of Needs” • Human Barriers that Affect Performance• The Four Types of Controls to Prevent Accidents

• “SLAM” and “SMART” • History and Results of Human Factors Safety and

Health Programs• MSHA’s Goal and Action Plan

• These are tools that will help the mining industryattain a new level of risk assessment and long termrisk management

Make the RIGHT Decision!


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PURPOSE OF THE PROGRAM

Provide management andminers with the sametools that each can use

on a daily basis to

•Recognize Risk

•Manage Risk



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Main

Menu

MSHA’s GOAL

Educate miners onmotivators that influencetheir decisions regardingsafety and health

Help them to


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Menu

Risk and Hazards

SLAM for Small Mines

“5 miners or Less”

SMART

ACTION PLAN

EXIT

Human Factors Safety and Health

History and Results

Maslow’s Heirarchy of Needs

Human Factors

Human Barriers that

Affect Performance

The Four Types of Controls


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WHAT IS RISK?

• Risk is the combination of thelikelihood that an accident or injurywill occur and its potential severity

• A hazard is anything that has thepotential to cause harm

• Harm is the negative effect on one’ssafety or health


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THERE IS RISK IN EVERYTHING WE DO

• Regardless of the job in the miningindustry, a potential for danger alwaysexists

• Mining has few constant factors and many

variables• Environment, conditions, and human

factors all impact this risk

• Risks must be eliminated or mitigated by

identifying, evaluating, and controlling thehazards as each task is performed

• Performing this process on a recurringbasis creates system safety and health


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WHERE DO WE BEGIN TO LOOKFOR THE HAZARDS?

In the “ SYSTEM”

•The system is the composite of people ,machines , and materials that are used to

perform a specific task in a specifiedenvironment• All components are interrelated so a failureof any part can cause a failure of thesystem•Our risk assessment must take intoaccount all the components and any

associated hazards and human factors


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People

Machines

Materials

TASK

Methods

Accident

ENVIRONMENT

ENVIRONMENT

SYSTEM


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Methods not followed lead to accidents

We want to focus on the motivators

Focusing on motivatorswill help us influence thedecisions that minersmake about their safetyand health


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Mining Factors that Motivate Risky Actions

•Production

Excessive emphasis or focus on production (e.g.condoning or encouraging unsafe acts duringrepairs or maintenance, excessive emphasis placed

on production bonuses, etc.)

•InconvenienceIt’s often very inconvenient to follow safety &health regulations

•Pride, Ego, or Fear of Appearing Incompetent

These attitudes prevent some miners from askingfor help

•Working AloneMany times this increases the opportunity for at-risk actions


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What are Human Factors?

Human attributes,susceptible to orrepresentative of the

sympathies and frailtiesof human nature,inconsistency of actionor thought, the manner

in which a personconducts oneself, can beinfluenced or motivated


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Human factors is an act or action by an

individual that can be observed by others.

Human factors is what a person does or says…

…not what they think, feel, or believe.

Feelings, attitudes, or motives are not human factors.

They are internal aspects of a person that cannot be

directly observed by others.


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Describing Human Factors

Human factors descriptions should be:

Clear – to avoid being misinterpreted

Precise – to fit the specific human factors observed

Brief – to keep it simpleChosen for their reference to the activity

The test of a good human factors definition is

whether the persons using the definition canaccurately observe

if the target human factor is occurring


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(1) “Is not paying attention” (2) “acting careless”

(3) “keeping hand on handrail”

(4) “lifting safely”

(5) “moving knife away from body while cutting”

(6) “using knees while lifting”

Determine which of the following human factorsdescriptions fit these criteria:

EXERCISE



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Most safe and healthy work humanfactors do not provide obvious andmeasurable feedback to the worker. Instead, most safety and health

practices have intrinsic negativeconsequences such as discomfort,inconvenience, and reduced pace.

At-risk human factors often allow formore immediate fun, comfort, andconvenience than safe human factors.

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• PHYSICAL BARRIERS – ACCIDENTS THAT COULD HAVE BEEN PREVENTED BY

SOME TYPE OF PHYSICAL BARRIER. A CONTROL IS APHYSICAL BARRIER THAT HAS BEEN INSTALLED ORIMPLEMENTED.

• HUMAN BARRIERS – ACCIDENTS THAT COULD HAVE BEEN PREVENTED BY

THE INDIVIDUALS INVOLVED. HUMAN FACTORS-BASEDSYSTEMS AND PROGRAMS CREATE AN OPTIMUM SAFEWORK ATMOSPHERE WHERE WORKERS CHOOSE TO

VALUE SAFETY.

The Two Types of Barriers


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The Five Major Barriers to

Human Performance

1. INFORMATION

2. PROPER TOOLS3. INCENTIVE

4. KNOWLEDGE

5. CAPACITY


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INFORMATION

• EXPECTATIONS NOT CLEAR

• GUIDANCE TO PERFORMING THE

TASK IS ABSENT OR VAGUE

• NO FEEDBACK ON HOW WELL APERSON IS PERFORMING

• LACK OF CLEAR OPERATINGPROCEDURES


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PROPER TOOLS OR EQUIPMENT

APPROPRIATE TOOLS OREQUIPMENT:

- ARE NOT AVAILABLE

- IMPROPERLY DESIGNED

- RETRO-FITTED WITH FLAWS


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INCENTIVE

• UNSAFE PERFORMANCE REWARDED• SAFE PERFORMANCE PUNISHED

• POSITIVE REINFORCEMENT FOR

FOLLOWING SAFE PROCEDURES ISOVERSHADOWED BY NEGATIVE PEERPRESSURE

• COMPANY MONETARY INCENTIVEPROGRAMS THAT REWARD “ZERO”INJURIES CAN PROMOTE MINERS TO

NOT REPORT ACCIDENTS


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CAPACITY• INTERNAL TO THE PERSON

• CAN BE BOTH MENTAL AND PHYSICAL

• TASK EXCEEDS CAPACITY OF THEINDIVIDUAL

• SOMETHING IMPAIRS THEINDIVIDUAL’S CAPACITY

• EXAMPLES WOULD BE:

– Equipment operator with a short attentionspan

– Miner that has no peripheral vision

– Impaired by alcohol or drugs

– Mind is on other issues

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The Four Types of Controls

Engineering

Personal Protective

Equipment (PPE)

AdministrativePeople

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Engineering Controls

Engineering Controlsencompass:

• A sound system design beforeuse

• A redesign after a problem isdiscovered


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Examples of Engineering Controls

• Automating parts of the process• Redesigning machine controls

• Reducing speed

• Using safer materials

• Ventilation (dilution or local)

• Enclosing, Isolating, or Absorbing

• Increasing or shortening distances


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Administrative Controls

Administrative Controls encompass:

• Management’s structuring of work

activities and duties• Management’s implementation of

instructional tools and reminders


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Examples of Administrative Controls

• Rotating workers between jobs• Rotating work schedules

• Establishing work procedures

• Putting up warning signs

• Eliminating certain jobs or tasks

• Improving education and training


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Personal Protective Equipment

Controls (PPE)PPE Controls encompass:

• Miners wearing an apparatus,device, or article of clothing thatshields them from unwantedobjects or energy


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Examples of PPE Controls

• Respirators

• Hearing protection

• Gloves• Boots

• Safety glasses

• Hard hats

Note: PPE controlsshould only be usedwhile other controlsare being developed,

installed, orimplemented; whenadditional protectionis needed; or whenhazards cannot be

controlled any other

way.


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Determine the Optimum Place or

Places for Controls to be Implemented

Source Path ReceiverThe location where the

unwanted energy orobject(s) are released

The medium through

which the unwantedenergy or object(s)

travel

The miner in danger of

being contacted by theunwanted energy or

object(s)

Engineering

controls work inthese locations

Administrative and

PPE controls workon the receiver

People controls implemented through human factorssafety and health programs work on all three


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Questions


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Addressing Human Factors



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Psychological Needs


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Psychological Needs “Survival, Safety, Belonging and

Self-Esteem”


http://www.passinc.net/Midas%20Miners%20Cropped.JPG


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Aesthetic Needs


Haul Truck Training Simulator

http://www.5dt.com/software.html


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Hunger forKnowledge and

Understanding

• Miners have certainrights and

responsibilitieswhere safety andhealth areconcerned.

• Please take a look atthe booklet, Guide toMiner's Rights andResponsibilities

Under the FederalMine Safety andHealth Act of 1977.

http://www.msha.gov/s&hinfo/minersrights/minersrights2000.pdfhttp://www.msha.gov/s&hinfo/minersrights/minersrights2000.pdfhttp://images.google.ca/imgres?imgurl=http://www.cdc.gov/niosh/topics/aerosols/images/topicimg.jpg&imgrefurl=http://www.cdc.gov/niosh/topics/aerosols/internal_research.html&h=198&w=170&sz=12&tbnid=jnTsRFHq8TAJ:&tbnh=99&tbnw=85&hl=en&start=60&prev=/images%3Fq%3Dminers%26start%3D40%26svnum%3D10%26hl%3Den%26lr%3D%26sa%3DNhttp://images.google.ca/imgres?imgurl=http://www.stillwaterpalladium.com/images/miners-258.jpg&imgrefurl=http://www.stillwaterpalladium.com/stock.html&h=278&w=258&sz=42&tbnid=cbVq5IyTB0oJ:&tbnh=109&tbnw=101&hl=en&start=33&prev=/images%3Fq%3Dminers%26start%3D20%26svnum%3D10%26hl%3Den%26lr%3D%26sa%3DNhttp://www.msha.gov/s&hinfo/minersrights/minersrights2000.pdfhttp://www.msha.gov/s&hinfo/minersrights/minersrights2000.pdf


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Self-Actualization


Independence!Comfort with Oneself


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Self-Actualization NeedsChallenging Projects, Innovative Ideas,

Creativity, andHigh Level Learning

Abraham

http://avcs.org/archive/2000/AFES/images/afnewsdec.gif


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• To change human factors,

management and miners must

form a team that meets regularly to

create an atmosphere where

miners actively care for safety.

• Maslow’s triangle depicts what

this atmosphere must consist of to

cause miners and management to

decide to work safely and healthily.

• People value things in life such

as family, friendships, and hobbies

because of the elements in this

triangle.

• When management & minershave these elements built into how

they perform safety and health in

the mine, they will choose to work

safely and healthily because they

value it.

Optimism = the extent to which a person expects the best will happenfor him/her

Self Esteem = feelings of self -worth and value

Belonging = the perception of group cohesiveness or feelings of

togetherness

Personal Control = the extent a person belie ves he or she is personallyresponsible for his/her life situation

Self Efficacy = general level of belief in one’s competence

Maslow’s

hierarchy of

human needs


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Questions Anyone?


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SLAMKEY PRINCIPLE

Personal risk assessment &management is a step-by-step process used to

eliminate or mitigate risksbefore performing aspecific task. The mineralso uses it while the taskis being performed andafter the task is completed.

Main

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Risk Management for Miners (SLAM)

•

Stop – think through the task

• Look – identify the hazards for each jobstep

• Analyze – determine if you have theproper knowledge, training and

tools to do the task

• Manage – remove or control hazards and

use the proper equipment


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STOP

•Not so fast!•Freeze the situation for a moment and lookat each step in the task

•Is this a new task?

•Has the task changed?

•When was the last time you did this task?

•Do you feel comfortable doing this task?

•If you do not, you need training


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LOOK

• Always inspect the work area for potentialhazards

•This step begins prior to starting any task,

during the task, and after the task iscompleted

•Identify the hazards for each job step

•Evaluate what must be done in respect tothe potential hazards


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•Determine if you have theKnowledgeSkillsTraining

Tools to do the task safely•Think about what else you need in order toperform the task safely•

If you need help, ask for it•If you need training, do not perform thetask until you have been trained

ANALYZE


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MANAGE

•Take the appropriate action to eliminate orminimize any hazards that make the riskunacceptable•Ensure that the proper equipment is used

and that it has been well maintained•Take account of the task just completed•Did anything unanticipated happen?• Address unplanned occurrences and plan

for them in the future•Share this information with other minersand mine management


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• Regularly train andretrain miners on howto SLAM risks

• Regularly solicit new

SLAM risk testimoniesfrom the miners.

• Allow all miners tohear and discussthese testimonies.

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Implementing SLAM


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SMARTKEY PRINCIPLE

A dynamic risk reductionprogram is a roadmap anda vehicle that produces

continual improvements insafety and health. Thisprogram is run by a teamcomprised of management

and miners. The teamconstantly revises theprogram to solve problemscreated by specific risks.

Ri k M t f Mi O t


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• STOP – Isolate each step in a task andidentify past and potential accidents,injuries, and violations

•MEASURE – Evaluate the risks associatedwith the task and barriers that haveallowed hazards to cause injuries

• ACT – Implement controls to minimize oreliminate any hazards that make the riskunacceptable

Risk Management for Mine Operators

(SMART)



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• R EVIEW – Conduct frequent work sitevisits to observe work practices and

audit accidents, injuries, andviolations to identify root causes

• TRAIN – Develop a human factor-based action plan and then involve andtrain the miners

Risk Management for Mine Operators

(SMART)



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STOP•Develop one or more health and safety

teams comprised of management and miners•Teams must meet regularly to discussaccidents, violations, observations, audits,

and testimonies of miners who haveSLAMmed Risks

•Identify specific risky acts and tasks thatneed to be targeted

•Share with all miners and incorporate theirsuggestions

Page of

Audit Sheet for Date _____/_____/______ Page _______ of ________


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Page _______ of ________

Totals

C a p a c i t y

I n c e n t i v e

T

o ol s /

M a t e r i a l s

T r a i ni n g

I nf o

r m a t i on

C or r e c t i on

I n s t a l l a t i on

E x a mi n a t i on

CAUSE PROBLEM AREA

ACCIDENT or VIOLATION

_____________________________________________(write work activity here)

Sample Audit Form


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MEASURE

•Perform root cause analysis to find out whyunsafe acts are happening

•List the barriers that permit these unsafeacts (physical, human)

•Share with all miners and incorporate theirsuggestions


Human

Barriers

Root Cause Analysis Form _________________________________________________________

(write work activity here)


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Sample Root Cause Analysis Form


Date: ___/___/___ Shift: _____ Time: ________ am pm

Observer:______________________ Miner Observed: __________________________

AT - RISK human factors PROBLEM AREA CAUSE OF AT - RISK human factors Human

Factor

No.

Ex ami n a t i on

I n s t al l a t i on

C or r e c t i on

I nf or m a t i on

Tr ai ni n g

T

o ol s /

M a t e r i al s

I n c e n t i v e

C a p a c i t y

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

Totals


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ACT

•Decide on one or more engineering,administrative, personal protectiveequipment (PPE), and people controls

•Install, require, and/or enact thesecontrols

•Share with all miners and incorporate

their suggestions

Make the RIGHT Decision!Smart

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REVIEW


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REVIEW

•

Perform announced and unannouncedobservations where miners observe the workpractices of other miners•Miners must record their observations anddiscuss with the miners they have observed•Perform audits on observations, violations,accidents, and SLAM testimony•Share audit findings with miners andincorporate their suggestions


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Critical Action Checklist for __ _______________________________________________________



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• Develop Critical human

factors Checklists (CBC) forspecific tasks and occupations

• List the safe human factorsthat must be performed to dothe task safely

• List these human factors inorder if applicable


Date: ___/___/___ Shift: _____ Time: ________ am pm

Observer:_____________ _____ _ ___ Miner Observed: __________________________

No. Action SAFEAT -

RISKCOMMENTS

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

TOTALS

% Safe= Total Safe Observations X 100 = _________________ %

Total Safe + At - Risk Obs.

Page of

Audit Sheet for Date _____/_____/______ _____________________________________________ Page _______ of ________


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Page _______ of ________

Totals

C a

p a c i t y

I n c e n t i v e

T

o ol s /

M a t e r i a l s

T r

a i ni n g

I nf o

r m a t i on

C or r e c t i on

I n s t a l l a t i on

E x a mi n a t i on

CAUSE PROBLEM AREA

ACCIDENT or VIOLATION

_____________________________________________(write work activity here)

Sample Audit Form


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TRAIN

•Develop ingenious proactive and reactivehuman factors-based programs that willcreate a safe and healthy work culture at

the mine•Share with all miners and incorporate theirsuggestions

•Take safety and health to the next level byenacting these programs


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Implementing SMART


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Once the team knows the specific human

factors they wish to target, they are ready todevelop ingenious proactive and reactivehuman factors-based programs.

Once again, at-risk human factors oftenallows for more immediate fun, comfort,and convenience than safe human factors.

Because of this, there is a need for specialintervention to direct and motivate

safe human factors.

Implementing SMART


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There are Two Types of Interventions:

Activators precede and direct humanfactors and are proactive.

Consequences follow and motivate humanfactors and are reactive.

ACTIVATORS

&

CONSEQUENCES


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ACTIVATORS

The six keys to powerful activators:

•Specify human factors

•Maintain significance with novelty

• Vary the message

•Involve the target audience

• Activate close to responseopportunity

•Implicate consequences


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(1) SPECIFY Human Factors

Signs that refer to a specific human factors are beneficial

Signs with general messages have very little impact.

EXERCISE – Promotional flyers were passed out a grocerystores. Three different messages were placed on the flyersto get the patrons to not litter by throwing the flyers onto

the ground. Pick the message that you think worked best.

“Please don’t litter. Please dispose of properly.”

“Please deposit in green trash can in rear of store.”

Equally ineffective – oneas ineffective as theother

Drastically moreeffective – Up to 30%in trash cans

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Too many activators can be overwhelming and ineffective


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(2) MAINTAIN SIGNIFICANCE WITH NOVELTY

Maintain the significance of activators bydoing different and new things from time totime.

Failing to update activators for long periodsof time causes workers to become boredwith , and irresponsive to activators. This iscalled habituation.

EXERCISE Can an one tell me hat the seat belt eminde


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EXERCISE – Can anyone tell me what the seat-belt reminderin your personal car sounds like?

EXERCISE – The effectiveness of different seat-beltreminders were tested. Pick the message that you thinkworked best.

A standard six-second buzzer or chime triggered by

engine ignitions

A six-second buzzer or chime that initiated fiveseconds after ignition.

A voice reminder, “Please fasten your safety belt”,that initiated five seconds after engine ignition and

was followed by a “Thank you” if the driver buckledup.

Does this sound cause you to buckle-up?

http://images.google.com/imgres?imgurl=http://www.lakenetnwi.org/member/safetysigns/buckle-up.gif&imgrefurl=http://www.lakenetnwi.org/member/safetysigns/&h=378&w=326&sz=20&tbnid=maZpwfsZeQwJ:&tbnh=119&tbnw=102&hl=en&start=7&prev=/images%3Fq%3Dbuckle%2Bup%26svnum%3D10%26hl%3Den%26lr%3D%26rls%3DGGLG,GGLG:2005-22,GGLG:en%26sa%3DN


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EXERCISE – The effectiveness of different seat-belt reminders were tested. Pick the message

that you think worked best.

A standard six-second buzzer or chime triggered byengine ignitions

A six-second buzzer or chime that initiated five

seconds after ignition. A voice reminder, “Please fasten your safety belt”,that initiated five seconds after engine ignition andwas followed by a “Thank you” if the driver buckledup.

Least effective

Moreeffective

Most effective


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Habituation can cause irresponsive human factors to activators


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(3) VARY THE MESSAGE

Self explanatory – Safety and health teams can get newideas by having regular meetings. All miners with acertain job title should meet regularly. New ideas formessages can be obtained by asking miners to sharesomething they did for safety since the last meeting.Miners should also discuss their near misses. Great

ideas will come because these testimonies will bepersonal, genuine, and distinct.

Maslow Principle!


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Changeable signs (vary the message) – notice how theauthor is given credit for the sign!


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(4) INVOLVE THE TARGET AUDIENCE

Self explanatory – When people contribute to a safety

and health effort, their ownership of and commitmentto safety increase. Also, when individuals feel a greatersense of ownership and commitment, their involvementin safety achievement is more likely to continue.People feel like they belong and that they have control.

Maslow Princip le!


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(5) ACTIVATE CLOSE TO RESPONSE OPPORTUNITY


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EXAMPLE – post the safe work procedure lists near thelocations where electricians will have to perform the workactivity on the list.


Activators should be physically positioned close to

the location where the human factors will beperformed.

EXERCISE - A study was performed on the effectiveness of TVcommercials in getting drivers to buckle-up. For the controlgroup (the group receiving no messages), the 10-month meanwas 8.2% for males and 10.3% for females. Pick the mean

you think was for the group getting the TV messages.

8.4% males 11.3% females





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EXAMPLE – post the safe work procedure lists near the locationswhere electricians will have to perform the work activity on the list.


Activators should be physically positioned close tothe location where the human factors will be

performed.

EXERCISE - A study was performed on the effectiveness of TVcommercials in getting drivers to buckle-up. For the control group(the group receiving no messages), the 10-month mean was 8.2% formales and 10.3% for females. Pick the mean you think was for thegroup getting the TV messages.




TV message mean – very ineffective because it wastoo far removed from the desired human factors

(6) IMPLICATE CONSEQUENCES


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The subject of direct consequences as interventionswill be discussed later. But for now, the amount of

power an activator has to motivate human factorsdepends on the consequence it signals.

(6) IMPLICATE CONSEQUENCES

Activators should have obvious or implied consequencesor they may be ineffective. These consequences can bepositive and negative. Positive consequences are calledincentives and negative consequences are calleddisincentives. Incentives usually are in the form of somereward, where as disincentives usually are some form ofpenalty.

ACTIVATOR EXAMPLE

http://www.aline-p.ru/misc.files/images/good%20job.gif


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CONSEQUENCES


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CONSEQUENCES

The ingenious use and management of incentives, rewards,disincentives, and punishments to motivate workers to worksafe. Consequences follow and motivate human factors.

Most safe work human factors do not provideobvious and measurable feedback to the worker.

In fact, most safety practices have intrinsicnegative consequences such as:

(1) Discomfort,

(2) Inconvenience, and

(3) Reduced pace.These intrinsic negative consequences discouragesafe work human factors.


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Because of intrinsic negative consequences, there isoften a need for intentionally added supportiveconsequences.

Once again, extra positive consequences are

necessary when the natural consequences areinsufficient to motivate safe human factors and/ordiscourage safe human factors.


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Intermittent praise, recognition, novelties, and credits

redeemable for prizes are powerful consequencesthat motivate safe human factors. These methodsare keys to maintaining continuous safe and healthyhuman factors for long periods of time.

It’s important that workers perceive doing a taskcorrectly as valuable and rewarding. For this reason,praise and recognition should be intermittent.


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If the teacher displaysgenuine approval anddelight in thestudent’sachievement, an extra

reward orconsequence mightnot be needed toencourage goodperformance.


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It’s important that incentives and rewards are not

given in a way in which people feel controlled.People must believe that they truly earned theconsequence through their own efforts.

Maslow Principle!

Punishment Consequences


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Punishment is only warranted when the undesirable human factors is

intentional and not encouraged by the work culture


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•The person should then develop a personal correctiveaction plan to correct his/her human factors. If a supervisoragrees with the plan, the worker should sign the plan.

•When a person signs a commitment that took some effortto develop, the probability of compliance is greatly

enhanced.Punishments must be fair and everyone must be treated thesame!

A powerful human factorspunishment strategy is to

have a worker conduct a rootcause analysis of his/heractions.


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REWARDS

Effective incentive/reward programs satisfy thefollowing:

• Human factors required to achieve a safety rewardshould be specified and perceived as achievable byall participants.

• Rewards should be given soon after safe humanfactors are observed.

• Workers should select the rewards they would liketo receive. MASLOW PRINCIPLE!

• Everyone who meets the safe human factors criteriashould be rewarded.

REWARDS


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REWARDS

• It is better for many participants to receive small rewards

than for one person to receive a big reward.

• The rewards should be displayed and represent safetyachievement. Coffee mugs, hats, shirts, sweaters, blankets,or jackets with a safety message are preferable to rewardsthat will be hidden, used , or spent.

• Contests should not reward one group at the expense ofanother.

• Groups should not be penalized or lose their rewards forfailure by an individual.

• Progress toward achieving a safety reward should besystematically monitored and publicly posted for allparticipants.

Rewards


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that minershave

chosen.


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EXAMPLE: The Hoechst Celanese company of about 2 000 employees


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EXAMPLE: The Hoechst Celanese company of about 2,000 employees

developed a plant-wide incentive program. When employees were

observed performing safe human factors, they received immediate

praise and a “credit”. At the beginning of the year, each worker

received a “safety credit card” for tallying ongoing credit earnings.

Only the late reporting of an injury was penalized by a loss of credits.

At the end of the year employees exchanged their credits for a prize of

their choice.

EXAMPLE: In 1994, a Toyota Motor manufacturing plant in Kentuckyreceived 35,000 suggestions from its 6,000 employees. More

suggestions were expected in 1995. Here’s why. The employees

received timely feedback regarding the utility and feasibility of every

suggestion. If the suggestion was approved, they were empowered to

implement it themselves. Also, the individual or team responsible

received 10% of the savings for the first year the suggestion was

implemented.


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One company designed a card with a peel off sticker which allowed therecognized employee to place on his/her hard-hat or dinner bucket.


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MSHA’s Motivational Tools for Miners


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Exxon, Ford, General Motors, and Westinghouse are


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Exxon, Ford, General Motors, and Westinghouse areexamples of companies that have used thank-youcard programs.

Some companies allowed thank-you cards to beexchangeable for gifts, or displayed them on abulletin board as a “safety honor roll”.

Some companies put safety messages or logos onthe gifts that signified safety achievement.

A few companies set up an additional collectioncontainer for thank-you cards. Every carddeposited in this container was worth 25 cents to acharity or needy families.

Another company affixed a value of $1.00 to cardsd it d i i l b t h t f


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deposited in a special box, to purchase toys fordisadvantaged children. The children of the

employees picked out and delivered the toys.

MYSTERY OBSERVEE PROGRAM – The NORPACpaper mill developed an ingenious program. 35 of450 workers volunteered to be “mystery-

observers”. These volunteers received a coupon fora meal for two at a restaurant. The mill workerswere challenged to complete a critical humanfactors checklist (CBC) on a co-worker every week.

If a worker happened to select a mystery-observerto observe, the mystery-observer gave a rewardcoupon to the observer. The observer then becamea mystery-observer and had the chance to rewardsomeone else.

Eff ti l l th t ti t ith i li d

SETTING GOALS


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•Effective goals are goals that are activators with impliedconsequences

•Human factor goals hold people accountable for the decisionsthey make.

•Goals need to be measurable, personal, and attainable.

•Establishing goals that employees feel they can not control,causes negative stress or distress, and encourages under-

reporting of accidents. The only control workers have overinjuries and accidents, is the ones that involve their directcontribution.

“Zero Injury” goals should be the aim and purpose of a safetyvision or mission. It should not be the daily goal for workers.

•One injury in the workplace, perhaps resulting from anotherperson’s carelessness, ruins the goal of zero injuries. This

leads to a perception of failure and no one likes to feel like afailure.

Goals should focus on the human factor


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processes that need to be in place toreduce injuries and accidents.

It is critical that people asked to worktoward a goal “buy in” or believe in thegoal.

Goals should:

(A)Define what will happen when the goal is reached (theconsequences),

(B)Track progress toward reaching the goal, and

(C)Provide rewarding feedback when intermediate stepsare completed. This feedback is in itself is aconsequence that motivates continued progress.

• Process-focused and achievement-oriented l k b th t t


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goals work because they are not outcome-based and injury-focused.

• More importantly, these goals are employeedriven.

• Workers are motivated to initiate the safetyprocess because it is their idea.

• They get involved in the process and own itand stay motivated because the goals are aroadmap which tell them

a. Where they are going,

b. when they get there,

c. and how to monitor their progress along theway.

•Human nature is very fragile


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•Human nature is very fragileand delicate.

•Small changes in how we dobusiness can create

huge changes in the safety andhealth culture at the mine.

•The changes may seeminsignificant , but it can beexactly what is needed.

IMPORTANT

http://www.lionking.org/imgarchive/Clip_Art/elephant.gifhttp://www.cybertales.co.uk/Molly%20Mouse%20pics/Mouse%201.jpg


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IMPORTANT

We should not expect the adding of activators orconsequences to improve safety over the long term ifpowerful consequences exist at a company thatencourage at-risk decisions. In these cases it isnecessary to change the existing system first.

The human factors that aremotivated

are the human factors that areperformed!


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History & Results

Human FactorsSafety and Health

H F t f t th d h b


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Human Factor safety methods have beenused in the US since 1990. They have been

proven to cause workers to:

• Decide to work safe and healthy

• Individually make the change fromworking unsafe and unhealthy toworking safe and healthy

• To reduce accidents by up to 50% inthe first year

Companies that havehuman factors-based


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health and safety programs

Safety Performance Solutions (SPS) advertisesthese results (www safetyperformance com)


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these results (www.safetyperformance.com)

Safety Performance


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Safety Performance

0 2001

Jan04

Feb04

Mar04

Apr04

May04

Jun04

10

20

30

F r e q

u e n c y R a t e

17

13

TRIFR

Performance

Range 2004

2002 2003

2001 –

Introduction of Newmont

Safety System. Safety defined as an

individual and organisational value.

2002 –

Focus on risk

assessment and risk

management.

2003 –

Focus on

Leadership and

behaviour.

2004 – Focus on

Quality of existing

safety processes.

March 2004 NationalMetalliferous Benchmark

Smart

Menu


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Safety


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FIVE YEARS AGO• Reactive

• Ad hoc approach to safety management

• Reliance on mine safety regulations

• Focus on lost time injuries

• No formal risk management

• Minimal management leadership

SAFETY SEEN AS A

COMPLIANCE ISSUE

TODAY• Proactive

• Systems approach to safety management

• Industry and company standards exceed

regulations

• Focus on total recordable injuries, nearmiss incidents and lead metrics

• Application of qualitative and quantitative

risk assessments and systematic focus on

risk management

• Safety as a personal and company value

BUSINESS EXCELLENCE

THROUGH SAFETY

Responsibility

http://www.phelpsdodge.com/


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human

factors-

based safety

and healthprogram

results

http://www.teichert.com/index.html


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Recognized by

MSHA for Working 3

Years with No

Violations

SAFE-T

Human Factors Safety & Health

http://www.teichert.com/index.html


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Human Factors Safety & Health

• DOES NOT point fingers

• DOES join hands

• DOES NOT place blame

• DOES break barriers

Most Safety & Health Programs, Initiatives,Stickers Flyers Bulletins etc Focus on:


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Stickers, Flyers, Bulletins, etc. Focus on:

• WHAT work practice is desired or undesired& how to do it or prevent it

• WHY work practices are desired or undesired

• WHO is required to perform certain work practices

• WHEN certain work practices are to be performed

• WHERE certain work practices are to beperformed

Human Factors Safety and HealthF


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Focuses on

• HOW to get miners to make the right decisionsand perform safe work practices

• It answers the age old question, “HOW do weget miners to lock-out & tag-out, not go underunsupported ground, buckle-up their safety belt,etc.”

Human Factors Safety and Health Focuses

on SOLVING the PERFORMANCE problem.

To do this, Human Factors

S f t & H lth Z i


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Safety & Health Zeroes in on

• The ROOT CAUSES of hazards andunacceptable risks that exist in the mine

• Then it says, “Let’s form a team ofsupervisory and non-supervisory miners to permanently remove and/or mitigate thesehazards and unacceptable risks.”

Human factors safety & health does not have tofocus on WHO was at fault to be effective.

Action Plan


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• Give the team or teams the authority tofully implement SLAM Risks the SMARTWay!

• Train managers and miners on SLAMRisks the SMART Way!

• Establish regular meeting times

• Develop the team or teams to developthe human factors safety and health

program

Action Plan


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• Handle smaller safety & health issuesfirst to allow time for the new way ofthinking to take root. Then tackle largerissues.

• Be patient and give the process time towork. Don’t abandon the principles if anunfortunate accident occurs. Safety &

health victories will come fromleadership, ingenuity, diligence, and hardwork. Newmont saw a decrease inaccidents of approximately 50% in 12months or less!

• Closely monitor all steps, techniques,and strategies

When Miners & Mine Management areRisk SLAMMERS


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Risk SLAMMERS

together they

Make the RIGHT Decision and…

Questions


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Questions

Documents

Mining Risks and Hazards