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Subscribe here: http://www.thesafetypropodcast.com Powered by iReportSource As mentioned in episode 81 - What is"Systems Thinking," I will talk about root cause analysis or RCA - another aspect of a systems approach, Let’s define it and talk about how it can be applied. In episode 33: Lean Safety, I recommended some excellent books to help you out. TapRoot® is another great resource as well as the book Pre-Accident Investigation by Todd Conklin - I have this one and contains great insight. But remember, whatever books you read or concepts you follow, if all you get is a strategic overview of these principals, then you will need to follow that up with tactical training to be able to use the right tools and techniques for a given situation. For example, I went through HOP training, was a H.O.P. coach for a former employer, so jump on Linkedin and ask your network how they are applying these concepts, ask for help. One thing I want to share about Conklin’s book that has stuck with me (there is a lot, but this one is a favorite); “Safety is not the absence of events; it is the presence of defenses.”So true! So Let’s get into a definition of RCA. First, I want to reference TapRoot® . Over 30 years ago, they started with research into human performance and the best incident investigation and root cause analysis systems available. They put this knowledge to use to build a systematic investigation process with a coherent investigation philosophy. Then, they used and refined the system in the field. In 1991, they wrote the first TapRoot® Manual that put all of this experience together into an incident investigation system called TapRoot® . According to TapRoot® , a definition of Root Cause Analysis is as follows: “The systematic process of finding the knowledge or best practice needed to prevent a problem.“ What root cause analysis tools or methods should you use? Here is guidance to help you pick the root cause analysis system you should use: • You need to understand what happened. Because you can’t understand WHY an incident occurred if you don’t understand HOW it happened, and before that, you need to know what happened. • You need to identify the multiple Causal Factors (this is the HOW) that caused the problem (the incident). Your root cause analysis system should have tools to help you identify these points that will be the start of finding root causes. • You will need to dig deeper and find each of the Causal Factor’s root causes. These are the causes of human performance and equipment reliability issues. TapRoot, with many years of experience, has found that investigators (even experienced investigators) need guidance – an expert system – to help them consistently identify the root causes of human performance and equipment reliability issues. This guidance should be part of the root cause analysis system. Plus, the root cause analysis tool must find fixable causes of human error without placing blame. Blame is a major cause of failed root cause analysis . • If this is a major issue, you should go beyond the specific root causes of this particular incident. For major investigations, you should look one level deeper for the Generic (systemic) Cause of each root cause. Not every root cause will have a Generic Cause. But, if you can identify the Generic Cause of a root cause, you may be able to develop corrective action that will eliminate a whole class of problems. Thus, your systematic process should guide you to find Generic Causes for major investigations. • Root cause analysis is useless if you don’t develop effective corrective actions (fixes) that will prevent repeat incidents. TapRoot has seen that investigators may not be able to develop effective fixes for problems they haven’t seen fixed before. Therefore, your root cause analysis system should have guidance for developing effective fixes. • Finally, you will need to get management approval to make the changes (the fixes) to prevent repeat problems. Thus, your root cause analysis system should include tools to effectively present what you have found and the corrective actions to management so they can approve the resources needed to make the changes happen. Another take on this is that RCA involves investigating the patterns of adverse effects, finding hidden flaws in the system, and discovering specific actions that could have contributed directly and indirectly to the problem. Which often means that RCA reveals more than one root cause. And thus the title lends itself to criticism by some folks - it implies one root cause when we know that isn’t the intent. I call these folks word nerds, and these are the Gurus I refer to when I point this out - not the ones I mentioned earlier that understand this. They take the literal meaning instead of using their brains a little and understanding that it is just a catchphrase, and the purpose or spirit of the phrase is what is essential. The second example of an or

Subscribe here: http://www.thesafetypropodcast.com Powered by iReportSource When an incident occurs it is the investigator’s main function to gather all relevant evidence in order to discover root causes and ultimately prevent a recurrence. The tricky part is that evidence isn’t always what it seems. Witnesses accounts can be spotty, inconsistent, they may tell conflicting stories about the same incident, etc. Physical or even environmental conditions can change before the investigation process begins. Paperwork, such as a work instruction or JSA, may be misplaced or even changed in some way. With all of these variables and more, you want to make sure you collect the right types of evidence during your investigation. I want to share with you some information from TapRooT® , which is a systematic process and training for finding the real root causes and precursor incidents, for not only major accidents but minor mishaps and even near misses. According to TapRooT® , there are four types (or categories) of evidence to be evaluated. TapRooT® calls these categories 3 Ps and an R. This stands for: • People evidence • Paper evidence • Physical evidence • Recording evidence People Evidence Often, evidence collection starts with people evidence (a witness statement), and that evidence guides the investigator to collect paper, physical and recording evidence. Examples of people evidence include: • Interviews • Fatigue-related information • Evidence of injuries, including cuts and scrapes, bruises, fractures, or sprains • Information about medical conditions that may have influenced performance (refer to HR or corporate counsel for guidance on HIPPA) Where do you begin? First, determine who was involved. This includes those who planned the work, supervised the work and performed the work. Other considerations include a worker’s capability, capacity, training, and qualification to perform his or her role. Inquire into the background of those involved. Determine if they have been involved in any previous incidents or if they have any related performance or conduct issues. Find out if those involved had any work restrictions such as an impairment, physical capability, or lapsed accreditation. Understand how the employees worked together. What were the dynamics of the team including supervision and team performance? Determine the context (such as environmental conditions, distractions or perspectives). Paper Evidence Paper evidence may include all sorts of things including: • Regulatory paperwork • Activity-specific paperwork • Personnel paperwork • Policy and procedure paperwork • Equipment manuals What do you think the biggest mistake is when it comes to collecting paper evidence… given all of the paper that we have in our workplaces? Collecting too much paper not relevant to the investigation! You don’t need to collect every piece of paper at your facility. How do you know what you don’t need? By looking at the timeline of events that led to the incident. You need all the paper that supports your timeline of events and supports the facts. If you use TapRooT® , you can easily upload digital copies of this paperwork, and highlight relevant pages in your report to management. Don’t make the mistake of collecting so much paper that what you need for evidence is somewhere at the bottom of the stack. Physical Evidence Physical evidence can range from a very large piece of machinery to a very small tool. It includes hardware and solid material related to the incident. You will gather physical evidence in one of two ways. You will collect it or you will record/document evidence that can’t be collected (for example, it is too large to collect, or it is still in use). Types of physical evidence to collect: • Broken equipment/parts • Residue/debris • Fluid samples • Paint samples • Fiber • Hair, bloodstains, tissue or other DNA Types of physical evidence to record/document Evidence is recorded when it is impossible to collect or when it is still in use by the workforce. Following is a list of possible evidence to collect by recordings: • Burn marks and flame patterns • Tracks • Indentations • Handprints, Footprints, Fingerprints • Tools • Equipment • Products in use • Equipment status (fixed, portable or temporary?) • Lights, noise, and temperature • Confined space • Obstructions • Surface hazards • Housekeeping • Clarity of signs and labels • Instructions Following are additional pieces of information you may want to collect: • Failure history • Modification/change of use • Operator interface • Maintenance records • Installing/commissioning • Storage/transportation • Procurement • Design/fabrication Recording Evidence Recording evidence, such as photography and video, should be captured as soon as possible after an incident to preserve the scene in images before it is altered in any way. It provides a d

Subscribe here: http://www.thesafetypropodcast.com Powered by iReportSource The Occupational Safety and Health Administration (OSHA), on July 2, 1982, announced the establishment of the Voluntary Protection Programs (VPP) to recognize and promote effective worksite-based safety and health management systems. In the VPP , management, labor, and OSHA establish cooperative relationships at workplaces that are implementing or have implemented comprehensive safety and health management systems. Approval into VPP is OSHA’s official recognition of the outstanding efforts of employers and employees who have created exemplary worksite safety and health management systems. OSHA offers assistance to sites committed to achieving the VPP level of excellence. VPP Principles Voluntarism:Participation in VPP is strictly voluntary. The applicant who wishes to participate freely submits information to OSHA on its safety and health management system, goes above and beyond compliance with the OSH Act and applicable OSHA requirements, and opens itself to agency review. Cooperation:OSHA has long recognized that a balanced, multifaceted approach is the best way to accomplish the goals of the OSH Act. VPP's emphasis on trust and cooperation between OSHA, the employer, employees, and employees’ representatives complements the Agency’s enforcement activity but does not take its place. VPP staff and VPP participants work together to resolve any safety and health problems that may arise. This partnership enables the Agency to remove participants from programmed inspection lists, allowing OSHA to focus its inspection resources on establishments in greater need of agency oversight and intervention. However, OSHA continues to investigate valid employee safety and health complaints, fatalities, catastrophes, and other significant events at VPP participant sites. A Systems Approach:Compliance with the OSH Act and all applicable OSHA requirements is only the starting point for VPP participants. VPP participants develop and implement systems to effectively identify, evaluate, prevent, and control occupational hazards to prevent injuries and illnesses to employees. Star participants, in particular, are often on the leading edge of hazard prevention methods and technology. As a result, VPP worksites serve as models of safety and health excellence, demonstrating the benefits of a systems approach to employee protection. Model Worksites for Safety and Health:OSHA selects VPP participants based on their written safety and health management system, the effective implementation of this system over time, and their performance in meeting VPP requirements. Not all worksites are appropriate candidates for VPP . At qualifying sites, personnel is involved in the effort to maintain rigorous, detailed attention to safety and health. VPP participants often mentor other worksites interested in improving safety and health, participate in safety and health outreach and training initiatives, and provide OSHA with input on proposed policies and standards. They also share best practices and promote excellence in safety and health in their industries and communities. Continuous Improvement: VPP participants must demonstrate continuous improvement in the operation and impact of their safety and health management systems. Annual VPP self-evaluations help participants measure success, identify areas needing improvement, and determine such changes. OSHA onsite evaluation teams verify this improvement. Employee and Employer Rights:Participation in VPP does not diminish employee and employer rights and responsibilities under the OSH Act and, for Federal agencies, under 29 CFR 1960 as well. Participation Levels There are three levels of participation in the VPP : • Star Program:The Star Program recognizes the safety and health excellence of worksites where employees are successfully protected from fatality, injury, and illness by the implementation of comprehensive and effective workplace safety and health management systems. These worksites are self-sufficient in identifying and controlling workplace hazards. • Merit Program: The Merit Program recognizes worksites that have functional safety and health management systems and that show the willingness, commitment, and ability to achieve site-specific goals that will qualify them for Star participation. • Star Demonstration Program:The Star Demonstration Program recognizes worksites that have Star quality safety and health management systems that differ in some significant fashion from the VPP model and thus do not meet current Star requirements. A Star Demonstration Program tests this alternative approach to ascertain if it is as protective as current Star requirements. To qualify for VPP , an applicant/participant must operate a comprehensive safety and health management system that includes four essential elements and their sub-elements. These elements, whe

Why masks were NEVER going to stop COVID! Join us over on Locals! https://safetypropodcast.locals.com In this episode, we talk with Stephen Petty, CIH, about the true efficacy of masks as it relates to the prevention of COVID-19 transmission. Stephen Petty, a certified industrial hygienist, safety professional, and engineer with 45 years of experience in the field, is one of the top testifying experts on personal protective equipment (PPE) and exposure control in the country. ⚠WARNING⚠: This episode gets into topics that are still not widely discussed openly and honestly. Let's just say the video may not make it to YouTube, and we are ok with that. Please listen and share this episode with others.If you want to go more in-depth on this and other topics - become aSafetyPro Communitymember (FREE to join). Premium Community members can access exclusive content like episode videos, video courses, templates/downloads, participate in live streams, and direct message/live chat with the Safety Pro. Join the Community of Safety Prostoday over on Locals! https://safetypropodcast.locals.com

Subscribe here: http://www.thesafetypropodcast.com Powered by iReportSource OSHA requires that employees who are or may be exposed to toxic substances or harmful physical agents be given access to their medical and exposure records. Further, OSHA requires that such records be maintained for a long period of time because often the symptoms of the illnesses that come from the exposure don’t appear until many years later. OSHA’s requirement to maintain medical and exposure records applies to all employers who have employees exposed to toxic substances or harmful physical agents, such as heat, cold, radiation, repetitive motion, biological, chemical, etc. • 29 CFR 1910.1020 —Access to employee exposure and medical records Terms you need to know Access: means the right and opportunity to examine and copy. Designated representative: means any individual or organization to whom an employee gives written authorization to exercise a right of access. For the purposes of access to employee exposure records and analyses using exposure or medical records, a recognized or certified collective bargaining agent shall be treated automatically as a designated representative without regard to written employee authorization. Employee: means a current employee, a former employee, or an employee being assigned or transferred to work where there will be exposed to toxic substances or harmful physical agents. In the case of a deceased or legally incapacitated employee, the employee’s legal representative may directly exercise all the employee’s rights pertaining to this OSHA requirement. Employee exposure record: means a record containing any of the following kinds of information: • Environmental (workplace) monitoring or measuring of a toxic substance or harmful physical agent, including personal, area, grab, wipe, or other forms of sampling, as well as related collection and analytical methodologies, calculations, and other background data relevant to the interpretation of the results obtained; • Biological monitoring results which directly assess the absorption of a toxic substance or harmful physical agent by body systems (e.g., the level of a chemical in the blood, urine, breath, hair, fingernails, etc.) but not including results which assess the biological effect of a substance or agent or which assess an employee’s use of alcohol or drugs; • Safety data sheets indicating that the material may pose a hazard to human health; or • In the absence of the above, a chemical inventory or any other record which reveals where and when used and the identity (e.g., chemical, common, or trade name) of a toxic substance or harmful physical agent. Employee medical record: means a record concerning the health status of an employee which is made or maintained by a physician, nurse, or other health care personnel, or technician, including: • Medical and employment questionnaires or histories (including job description and occupational exposures), • The results of medical examinations (pre-employment, pre-assignment, periodic, or episodic) and laboratory tests (including chest and other X-ray examinations taken for the purpose of establishing a base-line or detecting occupational illnesses and all biological monitoring not defined as an “employee exposure record”), • Medical opinions, diagnoses, progress notes, and recommendations, • First-aid records, • Descriptions of treatments and prescriptions, and • Employee medical complaints. • Note: “Employee medical record” does not include medical information in the form of: (1) Physical specimens (e.g., blood or urine samples) which are routinely discarded as a part of normal medical practice; (2) Records concerning health insurance claims if maintained separately from the employer’s medical program and its records, and not accessible to the employer by employee name or other direct personal identifier (e.g., social security number, payroll number, etc.); (3) Records created solely in preparation for litigation which are privileged from discovery under the applicable rules of procedure or evidence; or (4) Records concerning voluntary employee assistance programs (alcohol, drug abuse, or personal counseling programs) if maintained separately from the employer’s medical program and its records. Exposure or exposed: means that an employee is subjected to a toxic substance or harmful physical agent in the course of employment through any route of entry (inhalation, ingestion, skin contact or absorption, etc.), and includes past exposure and potential (e.g., accidental or possible) exposure, but does not include situations where the employer can demonstrate that the toxic substance or harmful physical agent is not used, handled, stored, generated, or present in the workplace in any manner different from typical non-occupational situations. Record: means any item, collection, or grouping of information regardless of the form or process by which it is ma

Pondering OSHA Vaccine ETS impact on over-the-road drivers and other independent businesses/contractors. We now know what is in the ETS, and remote workers and those that work exclusively outdoors do not have to comply. Please listen and share this episode with others. If you want to go more in-depth on this and other topics - become a SafetyPro Community member (FREE to join). https://safetypropodcast.locals.com

Subscribe here: http://www.thesafetypropodcast.com Powered by iReportSource Get the JSA template HERE . OSHA has a great page for this topic HERE . Many companies rely on a super-simple tool to define appropriate safe work practices for specific jobs. The Job Safety Analysis Process (also referred to as a JSA, or Job Hazard Analysis - JHA). The JSA is a very effective means of helping to identify and manage hazards associated with task thus reducing incidents, accidents, and injuries in the workplace. It is also an excellent tool to use during new employee orientations and operator training and can also be used to investigate "near misses" and accidents. Job Safety Analysis (JSA) is based on the following ideas: • That a specific job or work assignment can be separated into a series of relatively simple steps. • That hazards associated with each step can be identified. • Solutions can be developed to control each hazard. To start the JSA Process, select the job or task to be performed. Any job that has hazards or potential hazards is a candidate for a JSA. An uncommon or seldom-performed job is also a candidate for a JSA. Forms or worksheets (see sample worksheet) may vary from company to company but the idea remains the same. Identify all steps, hazards, and safe work procedures before starting the job. I have a template you can download to follow along. It is filled out with a hypothetical job. So grab that and follow along for more context. The JSA process is a multi-step process and goes something like this: • Basic Job Steps: Break the job into a sequence of steps. Each of the steps should accompany some major task. That task will consist of a series of movements. Look at each series of movements within that basic task. • Potential Hazards: To complete a JSA effectively, you must identify the hazards or potential hazards associated with each step. Every possible source of energy must be identified. It is very important to look at the entire environment to determine every conceivable hazard that might exist. Hazards contribute to accidents and injuries. • Recommended Safe Job Procedures: Using the Sequence of Basic Job Steps and Potential Hazards, decide what actions are necessary to eliminate, control, or minimize hazards that could lead to accidents, injuries, damage to the environment, or possible occupational illness. Each safe job procedure or action must correspond to the job steps and identified hazards. Through this process, you can determine the safest, most efficient way of performing a given job. Thus JSA systematically carries out the basic strategy of accident prevention: The recognition, evaluation, and control of hazards. Now, how do we document this process and capture the results? It is prepared in a 3-column chart form, either portrait or landscape - I have seen both and listing the basic job steps on the left-hand column and the corresponding hazards in the middle column, with safe procedures for each step on the right-hand column. The right-hand column will essentially become your safe work instructions. A completed JSA chart can then be used as a training guide for employees; it provides a logical introduction to the work, it’s associated hazards, and the proper and safe procedures to be followed. For experienced workers, a JSA is reviewed periodically to maintain a safety-awareness on the job and to keep abreast of current safety procedures. The review is also useful for employees assigned new or infrequent tasks. Let’s talk about how to fill out the JSA. First, there is an art and science to breaking down a job or task into steps. If the steps are too detailed, the JSA will be complicated and difficult to follow. If they are not detailed enough, you may miss important steps and associated hazards. For example, let’s say you are planting a tree, and you need a JSA on how to unload the tree from the truck. You don’t want to say: Step 1. Remove latch pin from the tailgate Step 2. Release tailgate latch Step 3. Lower tailgate to open position Now you move to planting the tree, let’s say by hand: Step 1: Retrieve shovel from the back of the truck Step 2: Place shovel on ground at the specified degree Step 3: Place dominate foot onto back of shovel at the mid-sole This is tedious, no one will read that document. Instead, it may be enough to simply say, “open tailgate” as the job step and move to the second part of creating the SJA - listing all the hazards associated with that step. On the flip side, don’t over-simplify it either. For example, when planting the tree: Step 1: Put tree in ground…that’s it. No step 2. Ok, an extreme example of over-simplification. But be sure to walk through the job steps and look for opportunities to break it down into steps. If you already have job steps laid out, such as in the case of OEM operating instructions or manual this makes it a bit easier. To make sure I i

Subscribe here: http://www.thesafetypropodcast.com Powered by iReportSource Fundamentals of Total Worker Health Keeping workers safe is the foundation upon which a TWH approach is built. Total Worker Health integrates health protection efforts with a broad spectrum of interventions to improve worker health and well-being. The Fundamentals of Total Worker Health Approaches is the practical starting point for employers, workers, labor representatives, and other professionals interested in implementing workplace safety and health programs aligned with the Total Worker Health (TWH) approach. There are five Defining Elements of TWH: Element 1: Demonstrate leadership commitment to worker safety and health at all levels of the organization. Element 2: Design work to eliminate or reduce safety and health hazards and promote worker well-being. Element 3: Promote and support worker engagement throughout program design and implementation. Element 4: Ensure the confidentiality and privacy of workers. Element 5: Integrate relevant systems to advance worker well-being. Getting Started Create a team of people who know about different policies, programs, and practices in your workplace that impact worker safety, health, and well-being. Draw team members from all levels of the workforce, and consider including the following:„ • workers who have requested or participated in changes for safety and health „„safety directors • „„human resources representatives • „„occupational health nurses or other healthcare practitioners • „„workers’ compensation professionals • „„Employee Assistance Program professionals • „„staff responsible for disability management and return-to-work procedures „„health and wellness champions. Defining Element 1: Demonstrate leadership commitment to worker safety and health at all levels of the organization Organizational leaders should acknowledge and communicate the value of workforce safety and health as a core function, and they should prioritize worker safety and health on the same level as the quality of services and products. ProTip: Middle management is the direct link between workers and upper management and plays a critical role in program success or failure. For example, supervisors often serve as gatekeepers to employee participation in programs, and when program involvement competes with productivity demands, they may discourage employee participation Effective programs thrive in organizations that promote respect throughout the organization and encourage active worker participation, input, and involvement. Leaders at all levels of the organization can help set this tone, but everyone (from managers down to front-line workers) plays an essential role in contributing to this shared commitment to safety and health. Beyond written policies, stated practices, and implemented programs that endorse safety and health in your workplace, consider the extent to which your organization’s spoken and unspoken beliefs and values either support or deter worker well-being [CPWR and NIOSH 2013]. Encourage top leaders to: • Establish and communicate the principles of the proposed initiative to all levels of the organization; teach managers to value workers’ input on safety and health issues. • „„Maintain the visibility of the effort at the organization’s highest levels by presenting data that is linked to the program’s resource allocations. Promote routine communications between leadership and employees on issues related to safety, health, and well-being. • „„Openly support and participate in workplace safety and health initiatives. „„Facilitate participation across all levels of the workforce. • „„Add safety and health-related standards into performance evaluations. „„Build safety and health into the organization’s mission and objectives. „„Establish a mechanism and budget for acting on workforce recommendations. „„Emphasize that shortcuts must not compromise worker safety and health. • „„Provide adequate resources, including appropriately trained and motivated staff or vendors, space, and time. If necessary, ensure dedicated funding over multiple years, as an investment in your workforce. Encourage mid-level management to: • Recognize and discuss the competitive advantage (e.g., recruitment, retention, employee satisfaction, community engagement and reputation, and workforce sustainability) that TWH brings to the long-term sustainability of the organization. • „„Highlight examples of senior leadership’s commitment to TWH. • „„Provide training on how managers can implement and support Total Worker Health–aligned approaches, such as those related to work-life balance. Defining Element 2: Design work to eliminate or reduce safety and health hazards and promote worker well-being A Total Worker Health approach prioritizes a hazard-free work environment for all workers. It applies a prevention approach that is consistent with trad

Subscribe here: http://www.thesafetypropodcast.com Powered by iReportSource In this episode, I continue my series breaking down Safety Management Systems (SMS) and will talk about Continuous Process Improvement. Before I can do that, we need to understand something else about SMS - In episode 80 of The SafetyPro Podcast , Safety Management System (SMS) Defined, I talked about how you need to move away from individual programs and toward a systems approach to safety management. Well, there is something called systems thinking, and we are going to get into what that is and how you can shift not only the way you look at managing safety but also how your organization can make the shift from managing programs to integrating safety within the rest of the business by using systems thinking. I recently came across an interesting article over at The Systems Thinker written by Micheal Goodman , and I thought it would help safety pros better understand what system thinking is all about. Michael is an internationally recognized speaker, author, and practitioner in the fields of Systems Thinking, Organizational Learning, and Leadership. The article is called SYSTEMS THINKING: WHAT, WHY, WHEN, WHERE, AND HOW? He writes: "The discipline of systems thinking is more than just a collection of tools and methods – it's also an underlying philosophy. Many beginners are attracted to the tools, such as causal loop diagrams, in hopes that these tools will help them deal with persistent business problems. But systems thinking is also a sensitivity to the circular nature of the world we live in; an awareness of the role of structure in creating the conditions we face; a recognition that there are powerful laws of systems operating that we are unaware of; a realization that there are consequences to our actions to which we are oblivious. Systems thinking is also a diagnostic tool. As in the medical field, effective treatment follows a thorough diagnosis. In this sense, systems thinking is a disciplined approach for examining problems more completely and accurately before acting. It allows us to ask better questions before jumping to conclusions. Systems thinking involves moving from observing events or data, to identifying patterns of behavior over time, to surfacing the underlying structures that drive those events and patterns." So you can see how this sets us up for moving away from merely managing programs toward a systems approach to safety. We need to understand the relationships the individual safety programs have with other areas of the business - how people think, feel, and behave when interacting with them. It is also essential to understand that when we use the term system, it implies that the entire business is a single system and composed of many related subsystems. An accident occurs when a human or a mechanical part or multiple parts of the system fails or even just malfunctions. The system safety approach reviews the accident to determine how and why it occurred and what steps could be taken to prevent a recurrence. The goal of a systems approach is to produce, you guessed it, a safer system. Therefore, at a minimum, a safety system is a formal approach to eliminate or control hazardous events through engineering, design, education, management policy, and supervisory oversight and control of conditions (environment) and practices, the organizational policies, practices, and overall organizational culture, etc. Notice I included the human and organizational aspects? Yes, traditional systems safety does address these areas. In episode 80 of this podcast, I also talked about how SMS is a continuous improvement process that reduces hazards and prevents accidents. So what is a Continuous Improvement Process exactly? And how does it help us improve safety? Simply put, it is an ongoing effort to improve products, services, or processes. Or put another way; a recurring activity or activities to enhance performance. Typically, the goal is for "incremental" improvement over time and, in some cases, significant improvements all at once. So once again, I will use Lean principles to explain this concept. First, I want to start with some structure, which will lead to this concept of continuous improvement. There is a term known to Lean practitioners; Kaizen. The Japanese word kaizen simply means "change for better" and refers to any improvement, either a one-time deal or a continuous process, either large or small, in the same sense as the English word "improvement." So when you hear the phrase "Kaizen Event" - that simply means an improvement event. The most well-known example of a Kaizen approach is the Toyota Production System, or TPS, where everyone is expected to stop their moving production line in case of any abnormality and, along with their supervisor, suggest an improvement to resolve the abnormal issue. This will initiate a cycle of activity aimed at not merely fixing that one

Subscribe here: http://www.thesafetypropodcast.com Powered by iReportSource A safety management system (SMS) is a continuous improvement process that reduces hazards and prevents incidents. It protects the health and safety of your employees and should be integrated into everyday processes throughout the organization. Investing in an SMS makes a measurable impact on your bottom line and can be viewed as a competitive advantage. The adoption of an SMS framework and thoughtful implementation of the various pieces can have a significant impact on protecting employees and enhancing your organization’s performance and profitability. Now, safety requirements may differ across industries; the best performing organizations focus on continuous improvement that achieves the ongoing reduction of risk with a goal of zero incidents. Yes, we do sometimes have to say that. And yes, just because you have zero incidents in a given reporting period does not mean the organization is risk-free. Like I always say, no injurydoesn't indicate a lack of risk. But the best companies know this so they look at the individual components of the SMS that designed to achieve just that - lowered risk which nets us lower (or none) injuries — so focusing on the how gets us to the big aspirational goal. Ok, so let’s talk about the recent history of SMS and how it may impact the general industry and eventually construction over the years. According to the FAA , SMS is the formal, top-down, organization-wide approach to managing safety risk and assuring the effectiveness of safety risk controls. It includes systematic procedures, practices, and policies for the management of safety risks. Since requiring it in March 2015, the FAA says Safety Management System is becoming a standard throughout the aviation industry worldwide. It is recognized by the Joint Planning and Development Office (JPDO), International Civil Aviation Organization (ICAO), and civil aviation authorities (CAA) and product/service providers as the next step in the evolution of safety in aviation. SMS is also becoming a standard for the management of safety beyond aviation. Similar management systems are used in the management of other critical areas such as quality, occupational safety, and health, security, environment, etc. Safety Management Systems for product/service providers (certificate holders) and regulators will integrate modern safety risk management and safety assurance concepts into repeatable, proactive systems. SMSs emphasize safety management as a fundamental business process to be considered in the same manner as other aspects of business management. By recognizing the organization's role in accident prevention, SMSs provide to both certificate holders and FAA: • A structured means of safety risk management decision making • A method of demonstrating safety management capabilitybefore system failures occur • Increased confidence in risk controlsthough structured safety assuranceprocesses • An effective interface for knowledge sharingbetween regulator and certificate holder • A safety promotionframework to support a sound safety culture The Public Transportation Agency Safety Plan (PTASP) Final Rule in 2018 requires individual operators of public transportation systems that receive federal funds to develop safety plans that include the processes and procedures necessary for implementing SMS. Among other requirements, the rule calls on agencies to report their Safety Management Policy and processes for safety risk management, safety assurance, and safety promotion. And as many safety pros know, ISO has developed a standardthat will help organizationsto improve employee safety, reduce workplace risks, and create better, safer working conditions, all over the world. Participants in the new ISO 45001 development process used other standards such as ANSI Z10 as well as British OHSAS 18001, Canada’s CSA Z1000, and the ILO’s OHSMS guidelines. There is even talk of OSHA’s VPP getting more aligned to the ISO 45001 Standard. So you can see a definite trend emerging when it comes to SMS. So, in 2018, knowing ISO 45001 was coming, the National Safety Council (NSC) started investigating all the common SMS frameworks and identifying all of the things they had in common. They recognized many companies were getting bogged down with questions such as: What is a safety management system? How can it help me? Which framework is right for my business? How do I go about implementing an SMS? They knew the research supported the benefits of SMS implementation, but they wanted clarity on what that looked like and a simple way to illustrate what elements constitute a successful SMS. So let’s break down what the core features or functions look like - an effective safety management system has the following features or functions: • People – nothing gets implemented without people who are committed, engaged, and motivated; real safety c

Subscribe here: http://www.thesafetypropodcast.com Powered by iReportSource In this episode, I continue my series breaking down Safety Management Systems (SMS) and will talk about Continuous Process Improvement. Before I can do that, we need to understand something else about SMS - In episode 80 of The SafetyPro Podcast , Safety Management System (SMS) Defined, I talked about how you need to move away from individual programs and toward a systems approach to safety management. Well, there is something called systems thinking, and we are going to get into what that is and how you can shift not only the way you look at managing safety but also how your organization can make the shift from managing programs to integrating safety within the rest of the business by using systems thinking. I recently came across an interesting article over at The Systems Thinker written by Micheal Goodman , and I thought it would help safety pros better understand what system thinking is all about. Michael is an internationally recognized speaker, author, and practitioner in the fields of Systems Thinking, Organizational Learning, and Leadership. The article is called SYSTEMS THINKING: WHAT, WHY, WHEN, WHERE, AND HOW? He writes: "The discipline of systems thinking is more than just a collection of tools and methods – it's also an underlying philosophy. Many beginners are attracted to the tools, such as causal loop diagrams, in hopes that these tools will help them deal with persistent business problems. But systems thinking is also a sensitivity to the circular nature of the world we live in; an awareness of the role of structure in creating the conditions we face; a recognition that there are powerful laws of systems operating that we are unaware of; a realization that there are consequences to our actions to which we are oblivious. Systems thinking is also a diagnostic tool. As in the medical field, effective treatment follows a thorough diagnosis. In this sense, systems thinking is a disciplined approach for examining problems more completely and accurately before acting. It allows us to ask better questions before jumping to conclusions. Systems thinking involves moving from observing events or data, to identifying patterns of behavior over time, to surfacing the underlying structures that drive those events and patterns." So you can see how this sets us up for moving away from merely managing programs toward a systems approach to safety. We need to understand the relationships the individual safety programs have with other areas of the business - how people think, feel, and behave when interacting with them. It is also essential to understand that when we use the term system, it implies that the entire business is a single system and composed of many related subsystems. An accident occurs when a human or a mechanical part or multiple parts of the system fails or even just malfunctions. The system safety approach reviews the accident to determine how and why it occurred and what steps could be taken to prevent a recurrence. The goal of a systems approach is to produce, you guessed it, a safer system. Therefore, at a minimum, a safety system is a formal approach to eliminate or control hazardous events through engineering, design, education, management policy, and supervisory oversight and control of conditions (environment) and practices, the organizational policies, practices, and overall organizational culture, etc. Notice I included the human and organizational aspects? Yes, traditional systems safety does address these areas. In episode 80 of this podcast, I also talked about how SMS is a continuous improvement process that reduces hazards and prevents accidents. So what is a Continuous Improvement Process exactly? And how does it help us improve safety? Simply put, it is an ongoing effort to improve products, services, or processes. Or put another way; a recurring activity or activities to enhance performance. Typically, the goal is for "incremental" improvement over time and, in some cases, significant improvements all at once. So once again, I will use Lean principles to explain this concept. First, I want to start with some structure, which will lead to this concept of continuous improvement. There is a term known to Lean practitioners; Kaizen. The Japanese word kaizen simply means "change for better" and refers to any improvement, either a one-time deal or a continuous process, either large or small, in the same sense as the English word "improvement." So when you hear the phrase "Kaizen Event" - that simply means an improvement event. The most well-known example of a Kaizen approach is the Toyota Production System, or TPS, where everyone is expected to stop their moving production line in case of any abnormality and, along with their supervisor, suggest an improvement to resolve the abnormal issue. This will initiate a cycle of activity aimed at not merely fixing that one

Subscribe here: http://www.thesafetypropodcast.com Powered by iReportSource According to ISO, the purpose of a safety management system is to provide a framework for managing safety and health risks and opportunities. Of course, this means preventing workplace accidents, injuries, and illnesses by recognizing and eliminating or managing risks by taking preventative and protective measures. The structure of ISO 45001 will tell you everything you need to know about how effective safety management systems are set up. Let’s take a look at this SMS at a high-level then get into each element. There are ten areas of focus found in ISO 45001: • Scope • References • Definitions • Context of the Organization • Leadership and Worker Participation • Planning • Support • Operation • Performance Evaluation • Improvement I will not get into all of these in great detail but will touch on most to get an understanding of what is needed when considering ISO 45001 for your organization. Let’s just skip to number four since I think you get the scope of why ISO 45001 was created if you listened to the past several episodes. Context of the organization You first need to understand your organization, it’s context, needs, and expectations of the workers. One must also understand what ISO calls “other interested parties,” like vendors, suppliers, contractors, and even customers. The scope is everything around why the company is in business and how the company makes or provides the products or services it offers. In the case of manufacturing, what machines and processes are involved? What chemicals, tools, materials are needed? What trades or special skills are required of workers? What planned or performed work-related activities will be required? The same goes for construction, mining, hospitality, retail, or food industries. Some expectations you will need to identify are going to be legal ones - compliance with laws and regulations. Other expectations will be industry or corporate-driven, such as the case with best practices or compliance with voluntary guidelines, like ISO or ANSI or VPP. All of this will help you determine the scope of the safety management system. So you have to establish, implement, maintain, and continually improve a safety management system. This includes the processes needed and their interactions - and ISO lays those out in 45001. Leadership and Worker Participation This section addresses two of the foundational elements of any safety management system; the leaders and the workers. This relationship is absolutely critical to the success of everything the business does, including safety and health. As for leadership, they need to be committed to the safety management system. Here are some things required to achieve this: • Leadership must accept overall accountability for the prevention of workplace injuries and illnesses, as well as establishing a safe work environment and work-related activities. • They must ensure that the overall safety and health policy and related goals and objectives are established and compatible with the strategic direction of the company. • Leadership must also make sure to integrate the safety management system elements into the rest of the business processes. • Leaders must make sure that adequate resources needed to establish, implement, and maintain the safety management system are provided at all times. This includes qualified personnel to contribute to SMS effectiveness. • Top leadership must also communicate the importance of effective safety management and compliance with all of the requirements the company has set forth. • Ensure the SMS achieves desired outcomes by promoting a continuous process improvement approach. • Supporting other management roles so that they may also ensure SMS success. • Develop and lead a culture that supports the intended outcomes of the SMS. This means protecting workers from retaliation when reporting hazards, concerns, suggestions, or even just participating in workplace safety activities. Also, by making sure workers are included in the decision-making process when it comes to safety and health. One way to do this is to establish a safety and health committee. NOTE: ISO 45001 does require a committee. Safety and Health Policy So when I mentioned that leadership needs to establish a safety and health policy, what are some requirements for this policy? Here is what ISO says the policy must do, at a minimum: • It must include a commitment to provide safe and healthy working conditions for the prevention of work-related injury and illnesses. • The policy must set up a framework for establishing safety and health goals and objectives. These must be specific to expected hazards or work activities and measured appropriately. Goals must be achievable and relevant to safety and health program elements and set at least annually. • It has to include a written commitment to mee

Is an employee injury in the parking lot OSHA recordable? Maybe, possibly, most likely.

safetypropodcast.locals.com The OSHA Vaccine ETS has met a lot of legal pushback. Which legal arguments make sense? Which don't? I talk about all of that in this episode! The Congressional Review Service (CRS) I mentioned is here: https://crsreports.congress.gov/Home/About Get the CRS Healthcare Worker ETS Report referenced in this video at this link: https://crsreports.congress.gov/product/pdf/R/R46288 Please listen and share this episode with others. If you want to go more in-depth on this and other topics - become a SafetyPro Community member (FREE to join). safetypropodcast.locals.com Premium Community members can access exclusive content like episode videos, video courses, templates/downloads, participate in live streams, direct message, and even live chat with the Safety Pro - become a PREMIUM member today! safetypropodcast.locals.com

Join the Community of Safety Pros today! https://safetypropodcast.locals.com In this episode, I talk to my good friend Shawn Rafferty. He is the host of the Security Pro Podcast and the founder of SPR Group, LLC. We will focus on domestic travel safety - but not in a sense most think about; we get into a lot here, so take notes! BONUS: Shawn tells me the harrowing story of how he was stranded in Iraq during the war and had to get himself out of the country with no support from anyone! To see the full-length video interview, become a premium SafetyPro Community member. Premium members get access to exclusive content like video courses, downloads, and you can direct message and live chat with the Safety Pro - become a PREMIUM member! Join the Community of Safety Pros today! https://safetypropodcast.locals.com

Subscribe here: http://www.thesafetypropodcast.com Powered by iReportSource When a company is looking to hire their next safety leader they must be sure to select the right person for the job. But hiring a safety leader goes well beyond their safety and health credentials and experience. You want to have someone with the right safety mindset, not just safety background and experience. The same thing goes for hiring production or other team leaders. Everyone knows the importance that teams play in organizational success. However, let’s not forget that teams are made up of individual players, each with strengths and weaknesses. In his book, The Ideal Team Player , Patrick Lencioni reveals the three indispensable virtues that make some people better team players than others, and this speaks to their mindset (1). According to Lencioni : Ideal team players are humble. This is a person who lacks excessive ego or concerns about status. Humblepeople are quick to point out the contributions of others. They are slow to seek attention for their own, explains Lencioni. They share credit, emphasize team over self, and define success collectively rather than individually. They also recognize and are well-aware of their own strengths, and they can easily share those strengths when asked (1). Ideal team players are hungry.They are always looking for more. Hungrypeople rarely have to be pushed by a manager to work harder because they are self-motivated and diligent; at the same time, they aren’t so hungry that they are entirely consumedby work. They are continually thinking about the next step and the next opportunity. They have just the right amount of drive you want to see (1). Ideal team players are smart.By “smart,” Lencioni means they have common sense about people - or high EQ (emotional quotient). You may have heard of this referred to as emotional intelligence or being highly self-aware. Smartteam members tend to know what is happening in a group situation and how to deal with others in the most effective way. You may think of them as tactful or good at “dealing with people.” They have good judgment, a great perception of what’s happening a group, and can apply intuition well on teams (1). So, how can organizational leaders interview for these virtues? Ask the right open-ended questions designed to get them sharing their thoughts and beliefs. Sure, you need to find out a little more about their professional background as it pertains to the technical aspects of safety. However, if the pre-screening process went as designed, hiring managers should only be interviewing technically qualified candidates at this point. So here is an opportunity to ask questions designed to determine if the candidate is going to be an asset to the team. Here are some examples of the right questions and what they are designed to uncover: 1. How did you get into safety? Or whatever line of work they happen to fall into. This question helps to uncover someone’s back story and helps someone to share what drives them and motivates them. At this point, you can start to see if they are able to articulate the “why” about their career choice. This question can also encourage them to become more comfortable during the interview, too. 2. Has there ever been a situation or incident in your work that changed or shifted your approach to safety? Are they able to learn from situations? How have they adapted in the past to improve their life and work for the better? This question, once again, starts to dig deeper and helps you know more about how humble someone is, and their degree of self-awareness, too. 3. What is something you would do to show senior leaders how safety can be a profit center? This question helps to indicate more about their capacity for critical thinking. After all, you want a candidate to be able to make a connection between safety and other aspects of the business, and this can help you know more about how savvy they are in this arena. 4. What would you do if you saw a hazard or if you saw someone doing something unsafe at work? Has this ever happened—if so, how did you handle it? Was there anything you wish you could have done differently? (2) The answer helps you know more about how a candidate chooses to approach others, especially when that situation is uncomfortable or can involve conflict. 5. How do you approach incident investigations? Once again, this helps us to frame someone’s motivation and mindset and helps us know more about how they deal with others (smart), their ability to be forward-thinking (hungry), and their degree of self-awareness as it relates to their own ego (humble). As you talk to the person, see: do they seek to put blame on people or do they think in terms of fixing and improving processes? Do they start with “what someone did” or “what did we miss in this process”? Both responses are telling. 6. What are the most importan

Join the Community of Safety Pros today! https://safetypropodcast.locals.com In this episode, Lori Frederic, the Movement Ninja from Balance Biomechanics, shares her expertise about kinesiology tape and how you might use it in your first aid kits. Check out Lori's YouTube channel for more info on this tape. To see the full-length video interview, become a premium SafetyPro Community member. You will also get access to premium content like video courses, downloads, and you can direct message and live chat with the Safety Pro - become a PREMIUM member! Join the Community of Safety Pros today! https://safetypropodcast.locals.com

Ever wonder how OSHA is able (or NOT able) to issue the COVID-19 Vaccine Mandates on employers having more than 100 workers? In this episode, I talk about how OSHA actually makes standards, including emergency temporary standards (ETS).

Subscribe here: http://www.thesafetypropodcast.com Powered by iReportSource We know by now that the application of a safety management system (SMS) can drastically improve organizational safety performance. Even OSHA's Partnership program, VPP, relies on management system principles, and you can see the results that participants encounter on their website. So, back in 1999, ANSI started a committee to begin work on what would become known as the Z10 standard. The committee looked at existing national and international standards in occupational safety and health. Initially approved in 2005, it was revised once and reaffirmed in 2017. More recently, the collaboration between ANSI and the American Industrial Hygiene Association was replaced on the Z10 committee by the American Society of Safety Professionals (ASSP), which is why you will now see the standard now titled ANSI/ASSP Z10. ANSI Z10 encourages participants to integrate other management systems with the safety management system. Mainly because most other systems follow the Plan, Do, Check, Act (PDCA) model as the basis for continuous improvement, so it should be familiar to most organizations. Not only that, it is incredibly useful! The stated purpose of the standard is to provide organizations a valuable tool for continuous improvement of their safety and health performance. The standard focuses mainly on the strategic aspects of policies and the things that go into making sure they are carried out. What ANSI Z10 does NOT do is provide companies with things like detailed procedures and job instructions. So let's get into what is required by this voluntary standard. Like other voluntary standards, the ANSI/ASSP Z10 is broken down into sections. According to the Table of Contents, the seven sections are as follows: • Scope, Purpose, & Application • Definitions • Management Leadership & Employee Participation • Planning • Implementation & Operation • Evaluation & Corrective Action • Management Review Scope, Purpose, & Application Just as in the case with ISO 45001, ANSI/ASSP Z10 starts with the Scope, Purpose & Application. It defines the minimum requirements for the safety management system, and its primary purpose is, again, to provide a tool that organizations can use to reduce injuries, illnesses, and fatalities. Of course, the standard can be applied to any organization regardless of size and type. Management Leadership & Employee Participation The top management has to mandate all parts of the organization to establish, maintain, implement, and maintain the SMS per the standard. This mandate starts with top management establishing a documented EHS policy. Companies have to make sure that, at a minimum, the safety policy includes the following: • Protection and continual improvement of employee safety and health. • Meaningful employee involvement. • Require conformance with the organization's safety and health program requirements. • Require compliance with established safety and health laws and regulations. The top leadership must also accept ultimate responsibility for safety and health by doing the things we come to expect in these safety management systems: • Provide financial and professional resources to carry out the management system requirements. • Define roles and responsibilities, accountability, and authority to carry out the management system requirements. • Integrate the SMS into other business systems and processes, which includes performance reviews, compensation, rewards, and recognition programs are in line with the SMS. Employees also have to assume responsibility for parts of the SMS over which they have control, like following safety rules and procedures. All of this must be communicated to all employees as well as be made available to relevant external interested parties. According to ANSI, top leadership should not only hire a safety professional and delegate all of this to them. They must be visible in their leadership by participating in carrying out aspects of the SMS as well. Employee Participation The organization has to establish a process that ensures meaningful employee participation throughout all levels. At a minimum: • Provide employees the means, time, and resources needed to participate in the planning, implementation, evaluation, corrective action, and preventative actions required by the SMS. • Provide employees access to information related to the SMS. • Effectively remove all barriers to meaningful involvement. ANSI states that the planning process goal is to identify and prioritize SMS issues such as hazards, risks, SMS deficiencies, and opportunities for improvement. The organization must also establish goals and objectives to improve upon the SMS as well. There are four parts of this section: • Review Process • Assessment and Prioritization • Objectives • Implementation Plans and Allocation of Resources Let's talk

Join the Community of Safety Pros today! https://safetypropodcast.locals.com In this episode, I talk to Grant Morgan, CEO/Co-Founder of RZero. We discuss the use of UVC light to sanitize workspaces most would not consider. Please listen and share this episode with others. To see the full-length video interview, become a premium SafetyPro Community member. You will also get access to premium content like video courses, downloads, you can direct message and live chat with the Safety Pro (coming soon) - become a PREMIUM member! Join the Community of Safety Pros today! https://safetypropodcast.locals.com

In this episode, I will replay all of the oral arguments for the OSHA ETS before the United States Supreme Court. Please listen and share this episode with others. If you want to go more in-depth on this and other topics - become a SafetyPro Community member (FREE to join). Premium Community members can access exclusive content like episode videos, video courses, templates/downloads, participate in live streams, direct message/live chat with the Safety Pro - become a PREMIUM member today! https://safetypropodcast.locals.com

https://safetypropodcast.locals.com In this episode, I talk with Tatiana Chattoo and Jason Barr from Healthy Roster about injury prevention programs. Specifically, how companies with a distributed workforce, or smaller companies that previously thought they could not access injury prevention professionals, can tap into this incredible injury reduction tool. https://info.healthyroster.com/safetypro-podcast Please listen and share this episode with others. Be sure to visit Healthy Roster for some great information on this approach to preventing injuries. If you want to go more in-depth on this and other topics - become a SafetyPro Community member (FREE to join). https://safetypropodcast.locals.com Premium Community members can access exclusive content like episode videos, video courses, templates/downloads, participate in live streams, direct message/live chat with the Safety Pro - become a PREMIUM member today! https://safetypropodcast.locals.com

Join the Community of Safety Pros today! https://safetypropodcast.locals.com An LMS is a software application that allows you to share e-learning courses with your learners and track key data about their activity—for example, the amount of time they spend on a course or the score they receive on a quiz. But, did you know you can use most LMS to track instructor-led training as well? Please watch and share this episode with others. If you want to go more in-depth on this and other topics - become a SafetyPro Community member (FREE to join). Premium Community members can access exclusive content like episode videos, video courses, templates/downloads, participate in live streams, direct message/live chat with the Safety Pro - become a PREMIUM member today! Join the Community of Safety Pros today! https://safetypropodcast.locals.com **Visit MightyLine Tape for all of your floor marking and facility sign needs. www.mightylinetape.com/podcast ** **Be sure to visit Healthy Roster for onsite injury prevention services. https://info.healthyroster.com/safetypro-podcast **

Lori @theMovementNinja joins us once again to talk about what's going on with her right now, how we can rethink hot/cold therapy and her exciting content over at https://www.themovementninja.com. Be sure to give her a HUGE shout-out!👇 Head over to the Safety Pro Podcast Community site at Locals! https://safetypropodcast.locals.com

In this episode, I talk to Marten Stenfors, the CEO and Founder of Phenium, an Environmental, Health, and Food Safety technology company (no affiliation), about safety and compliance in the food service industry. What is fascinating about our conversation is that we can clearly see a direct connection between workplace safety and food safety. Furthermore, we see the need for a strong workplace culture if we want to expect strong safety performance. Please listen and share this episode with others. If you want to go more in-depth on this and other topics - become a SafetyPro Community member (FREE to join). https://safetypropodcast.locals.com