program management

OR-OSHA 116 Safety and Health Program Evaluation

This material is for training use only

1

Welcome

The ability to identify, analyze and evaluate your company’s Safety and Health Program in an effort to “fix the system” is extremely important to the long-term success of your organization. This workshop will take a look at the program evaluation process.

To better understand the concept of “system,” we’ll review the three components that exist in every system. We’ll also examine how an organization’s management structure, leadership style and the resulting safety culture impact the seven elements of a safety and health system.

We’ll overview the evaluation process of identifying and analyzing the symptoms and underlying causes of “ailing” safety systems, and making judgments about their effectiveness.

Finally, we’ll apply all of this information by conducting a group exercise to evaluate your company's safety and health plan.

During this workshop there will be ample opportunity to participate and share your knowledge and experience with others. Remember, the more you participate the more you will get out of this training.

Workshop Goals

1. Gain a better understanding of safety and health programs as systems.

2. Learn about a systematic approach to evaluating and improving your company’s safety and health program.

3. Better understand Oregon OSHA’s Safety and Health Achievement Program (SHARP) and the Voluntary Protection Program (VPP-STAR).

Please Note: This material or any other material used to inform employers of compliance requirements of Oregon OSHA standards through simplification of the regulation should not be considered a substitute for any provisions of the Oregon Safe Employment Act or for any standards issued by Oregon OSHA.

Form Evaluation Teams

Introductions!

Elect a Team Leader _____________________________

Select a Team Spokesperson _____________________________

Everyone is a Team Recorder _____________________________



2

What do the rules say about "evaluating" safety and health programs?

OAR 437, Div 1, Rule 765(6)(d)(A) Hazard assessment and control.

The safety committee shall assist the employer in evaluating the employer's accident and illness prevention program, and shall make written recommendations to improve the program where applicable.

What safety committee role works best to fulfill these responsibilities?

Consultant Cop

Why? _________________________________________________________

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OAR 437, Div 1, Rule 765(f) Accountability

The safety committee shall evaluate the employer's accountability system and make recommendations to implement supervisor and employee accountability for safety and health.

What "supervisor and employee accountability for safety and health" mean?

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OAR 437, Div 1, Rule 765(e) Safety and health planning.

The safety committee shall establish procedures for the review of all safety and health inspection reports made by the committee. Based on the results of the review, the committee shall make recommendations for improvement of the employer's accident and illness prevention program.

What two important safety committee responsibilities are stated in this rule?

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3

A tale of two cultures

You’re a safety management consultant that has recently assisted two companies, XYZ Widget and ABC Wombat, design effective safety management systems. As you can imagine, there are slight differences in the design of the two systems, but for the most part, the comprehensive written plans look quite similar on paper.

After a year, you return to XYZ Widget to find their system is producing spectacular results. The safety committee is well staffed, motivated, and producing impressive results. Injury rates have dropped dramatically.

However, ABC Wombat is another story. A visit to this company quickly uncovers a system that is a dismal failure. Although the safety committee does meet once a month, the meeting is poorly attended and it results in few, if any, improvements. Injury rates have actually increased. Morale has not improved and is actually down in some departments. Turnover remains high and overall productivity is down 5%.

If both companies have virtually the same safety plan sitting on a shelf, why are the outcomes so different?

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To learn how a system works, try to change it.

How does the principle below apply to the scenario?

“Every system is designed perfectly to produce what it’s producing”

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Every safety and health program is a system with inputs, processes, and outputs. Inputs

Processes

Outputs

Inputs - Resources from other management systems

Tools Equipment Machinery MaterialsFacilities People Time Money

Processes - Using available resources

Planning safety into the vision, mission, objectives, strategies, programs, budgets.Designing effective proactive safety and health plans.Leading people by example - commitment, caring, communicationManaging programs and controlling safety activities. Educating and training everyone about safety and health. Identifying, measuring, and analyzing behaviors, conditions, results - fact finding.Recognizing and rewarding desired behaviors, activities and results at all levels.Suggesting changes and improvements in workplace safety.Participating in safety committees, teams, surveys, and projects. Correcting hazardous conditions and unsafe practices/behaviors.Evaluating behaviors, activities, performance, results, systems. Improving safety policies, plans, processes, procedures, practices.

Outputs - Conditions, Behaviors, Results

Safe/Unsafe conditions Safe/Unsafe behaviorsMany/Few accidents High/Low

costs/savingsHigh/Low morale, trust High/Low

productivity

What do we mean by the statement that "system processes are interdependent"? ______________________________________________________________________________________________________

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Without proper “nutrition,” systems may get sick

A safety management system must have adequate nutrition in the form of resources or the resulting outputs may indicate some form of system illness. It’s important to implement an effective system wellness plan to make sure the “prognosis” for the safety management system remains positive. That’s what evaluation is all about…maintaining system health.

Circle the system component that give the most clues about its health.

Inputs Processes Outputs

What are symptoms of an ailing system?

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How do we usually treat those symptoms?

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What are the underlying causes of an ailing system?

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What is required to bring about a system cure?

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Failure Resources Process Process

Mode Design Implementation

1. (-++) Inadequate Adequate Adequate

2. (+-+) Adequate Inadequate Adequate

3. (++-) Adequate Adequate Inadequate

4. (+--) Adequate Inadequate Inadequate

5. (-+-) Inadequate Adequate Inadequate

6. (--+) Inadequate Inadequate Adequate

7. (---) Inadequate Inadequate Inadequate

Using the Failure Matrix to Evaluate the Safety Management System

Analyze this! Determine the failure mode for the scenario below

Bob, a maintenance worker who has been working for the company for 10 years, received a serious electrical shock while working on a conveyor belt motor. When asked why he did not use the company’s established lockout/tagout procedures he acknowledged that he had thought about it, but that the “old procedures” hadn’t been used for years, and he had done this same task many times before. And, besides, the production manager yelled at him to get the conveyor running again or it’s his job because the whole system was shut down.

Failure mode __________

Justification

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Diagnose the underlying cause to determine the cure.

To improve the safety management system, we must diagnose and eliminate underlying causes. We must evaluate the current system against best practices and then implement changes to begin the transformation.

•Determine where we are now - analyze!

What does our safety management system look like now?

Closely examine the outputs of the safety management system.

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•Determine best policies and practices for your industry - visualize!

What do we want our safety system to look like?

Research best practices.

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•Evaluate the system for strengths and weaknesses - scrutinize!

What cultural values are supportive - non-supportive?

What system components are adequate? inadequate?

Rate the current system against best practices.________________________________________________________________________________________________________________________________________

•Implement proactive changes to improve the system - actualize!

What forces are promoting or resisting change?

Develop an action plan to transform the system.

Use Deming’s Plan-Do-Study-Act process.________________________________________________________________________________________________________________________________________



8

Evaluating Your Company's Safety Management System

Your instructor will assign your group one or more safety management system elements to evaluate.

Team work:

____ 1. Each team member. Personally evaluate and assign a rating to each of the Safety Management System Audit questions in the elements assigned to your group.

____ 2. Each team member. Discuss your ratings and justifications, in turn, with other team members.

____ 3. Each team member. Add up your personal scores to determine the total score for your team's element(s).

____ 4. Team. Determine the range (lowest to highest) of total scores for the team's element(s).

____ 5. Team. Discuss possible solutions to problems identified by team members.

____ 6. Team. Write other questions that you think would be important to ask for this element.

Class Discussion

____ 7. Spokesperson. Present a summary of the problems, solutions and questions developed by the group.

____ 8. Class. Question and comment with personal opinion and experiences related to the team's presentation.

This exercise will help us compare and contrast safety management system processes in each of the seven elements of the OSHA Safety Management System Model



9

Safety Management System Evaluation Audit

Each of the seven safety management system elements analyzed in this audit contains:

• a number of statements to evaluate using a five-point rating system and

• other informational helps specific to the element. Use the information below as criteria for conducting your evaluation.

Audit Ratings

Enter your rating to the left of each statement. Use the following guidelines for your rating.

5 - Fully Met:

• Analysis indicates the condition, behavior, or action described in this statement is fully met and effectively applied.

• There is room for continuous improvement, but workplace conditions and behaviors, indicate effective application. (Employees have full knowledge and express positive attitudes.

• Employees and managers not only comply, but exceed expectations.

• Effective leadership is emphasized and exercised.

• Safety policies and standards are clear, concise, fair, informative and directive, communicate commitment to everyone.

• Results in this area reflect continual improvement is occurring.

• This area is fully integrated into line management.

• First line management reflect safe attitude and behavior. Safety is first priority.

The OR-OSHA Model: Seven Elements of a Safety Management System

• Management Commitment

• Accountability • Employee Involvement

• Hazard Identification and Control• Incident/Accident Investigation• Training • Plan Evaluation

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3 - Mostly Met:

• Analysis indicates the condition, behavior, or action described in this statement is adequate, but there is still room for improvement.

• Workplace conditions, if applicable, indicate compliance in this area.

• Employees have adequate knowledge, express generally positive attitudes.

• Some degree of trust between management and labor exists.

• Employees and managers comply with standards.

• Leadership is adequate in this area.

• Safety policies and standards are in place and are generally clear, concise, fair, informative and directive.

• Results in this area is consistently positive, but may not reflect continual improvement.

1 - Partially Met:

• Analysis indicates the condition, behavior, or action described in this statement is partially met.

• Application is most likely too inadequate to be effective.

• Workplace conditions, if applicable, indicate improvement is needed in this area.

• Employees lack adequate knowledge, express generally negative attitudes.

• Mistrust may exist between management and labor.

• Employees and managers fail to adequately comply or fulfill their accountabilities.

• Lack of adequate management and leadership in this area.

• Safety policies and standards are in place and are generally clear, concise, fair, informative and directive.

• Results in this area are inconsistent, negative, and does not reflect continual improvement.

0 - Not Present:

• Analysis indicates the condition, behavior, or action described in this statement does not exist or occur.



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Indicators. To help you arrive at a score for each statement, analyze these indicators to more accurately determine the rating for each statement.

1. Standards. Analyze system inputs - policies, plans, programs, budgets, processes, procedures, appraisals, job descriptions, rules. Informative/directive, clear, concise, communicated inputs indicate probable effectiveness. __________________________________________________________________________________________________________________________________________________________

2. Conditions. Inspect the workplace for hazards. The absence of physical hazards and psychosocial hazards indicates effectiveness. __________________________________________________________________________________________________________________________________________________________

3. Behaviors, actions. Observe both employee and manager behaviors. Consistent appropriate behavior and adherence to safety and health rules, indicate effectiveness. __________________________________________________________________________________________________________________________________________________________

4. Knowledge, attitudes. Analyze what employees are thinking by conducting a survey. Full knowledge, positive attitudes, high trust and low fear indicate effectiveness. __________________________________________________________________________________________________________________________________________________________

5. Results. Analyze accident trends, MOD rates, etc. Continually improving results indicate effectiveness. __________________________________________________________________________________________________________________________________________________________



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ELEMENT 1 - MANAGEMENT COMMITMENT

1. ____ A written policy that sets a high priority for safety and health exists.

An effective policy will be both informative and directive. It will express a commitment to safety and the intent of the company to carry out the policy. A written policy will clarify expectations. The policy will be accessible to all employees. "Safety First" will be meaningful only if management doesn't reprioritize safety down when the going gets tough. Prioritizing safety may also have the affect of communicating the message that either safety or production is the top priority. Safety is considered a corporate value and is not prioritized over production.

Justification for rating: ___________________________________________________________

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Ideas to take back: ______________________________________________________________

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2. ____ A written safety and health goal and supporting objectives exist.

Each of the seven safety program elements will contain certain goals and supporting objectives.

A goal describes an end-state. Objectives should be (1) measurable (2) observable, and (3) completed within a time frame. For instance, a safety goal might be to, "Increase employee involvement in safety." A supporting safety objective would be, "Complete joint supervisor/employee job hazard analyses on all jobs in Plant A by July 30th, 2000."

Written plans containing goals and objectives are better able to communicate purpose and function clearly. Consequently, duties, responsibilities, criteria, specifications, and expectations will be more effectively met in a consistent manner throughout the entire organization.


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3. ____ The workplace safety and health policy is supported by management.

What does that support look like? Support needed for an effective safety and health program must include a substantial commitment to safety. Top management commitment must go beyond "lip service." It's more than just moral support...just talking up safety. Management needs to walk the talk by investing serious time, their own and staff, and money into proactive safety initiatives.


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4. ____ Safety and health goals and objectives are supported by management.

Goals and objectives are created by management and workers. If your primary safety goal is "zero accidents," management will establish objectives to achieve that goal. One objective to reach this goal might be, "Train all employees on proper lifting techniques by December 30." Management will then support this objective by developing an effective training system.


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5. ____ Management supports safety and health rules.

Management best supports safety and health rules by educating all employees on those rules and insisting that everyone, at all organizational levels, follow those rules. Management must also provide everyone with the resources necessary for compliance.


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6. ____ Managers personally follow safety and health rules.

Management can not expect employees to follow safety rules if they, themselves, do not. If supervisors and managers ignore safety rules, they actually "rewrite" those rules.


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7. ____ Managers personally intervene in the safety behavior of others.

Supervisors and managers, as agents of the employer, are responsible to personally intervene when they see an employee performing unsafe behaviors. They must stop the unsafe behavior, find out why it occurred, and do whatever it takes to make sure it doesn't happen again.


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8. ____ Managers set a visible example of safety and health leadership.

Management and leadership are not the same. Management is an organizational skill. Leadership is a human relations skill. Leaders establish positive relationships with their followers. The greater the responsibility, the more opportunity exists to demonstrate safety leadership. Effective safety programs maximize opportunities for safety leadership. Setting a good example is accomplished through action.


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9. ____ Managers participate in the safety and health training of employees.

It's smart business involving supervisors in the safety training process. A policy of involvement supports the principle, and communicates to each supervisor that it's their job to manage safety as well as production. Employees will more likely perceive safety as an important area of accountability when supervisors are directly involved in safety training.


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Your total personal score for this element ________________

Other team member total scores |--------------------------------------------------------| 0 5 10 15 20 25 30 35 40 45

Other Questions to ask in this element:

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Be prepared to present your findings to the class



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ELEMENT 2 - ACCOUNTABILITY

10. ____ Management enforces safety and health rules.

Safety is too important to "encourage." Management must insist on it. Enforcing safety rules requires that management must first (1) establish clear standards, (2) provide the resources to achieve those standards, (3) devise a fair system of measurement against those standards, (4) design effective consequences, (5) administer consequences appropriately, and (5) thorough evaluation of accountability.


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11. ____ Safety and health program tasks are each specifically assigned to a person or position for performance or coordination.

Line managers should clearly understand it is their obligation to perform the daily responsibilities for safety as well as production. The safety committee and the safety officer coordinate in a consultative role.


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12. ____ Each assignment of safety and health responsibility is clearly communicated.

Formal written responsibilities will most clearly assign safety responsibilities. All employees should be educated and trained on their responsibilities.


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13. ____ Individuals with assigned safety and health responsibilities have the necessary knowledge, skills, and timely information to perform their duties.

Without the proper education, individuals will not be competent or qualified to perform their safety responsibilities. To determine qualifications, systems should be in place to measure individual knowledge and skills.


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14. ____ Individuals with assigned safety and health responsibilities have the authority to perform their duties.

Accountability follows control or authority. Supervisors and managers generally have control/authority over the physical conditions in the workplace and should have the authority to successfully carry out their assigned safety responsibilities to provide resources, educate and train, recognize, discipline, etc. Employees generally have authority/control over their own personal behavior.


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15. ____ Individuals with assigned safety and health responsibilities have the resources to perform their duties.

Managers and employees depend on others to provide the resources necessary to carry out their safety responsibilities. The employer should develop systems to ensure management and labor at all levels receive the necessary resources so that everyone can achieve established safety standards of behavior and performance.


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16. ____ An accountability mechanism is included with each assignment of safety and health responsibility.

Safety responsibilities assigned to each manager, supervisor, and employee should be tied to appropriate consequences. If the employee fails to meet established standards, consistent, fair corrective actions should be administered. If the employee meets or exceeds those standards, positive recognition should occur. Remember, if you regularly recognize, you'll rarely have to reprimand.


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17. ____ Individuals are recognized and rewarded for meeting safety and health responsibilities.

Recognition -- the expression of appreciation for a job well done is always appropriate. It provides an opportunity for leadership. Recognition should (1) occur soon after the behavior, (2) be certain -- employees know they will be recognized, and (3) significant -- a sincere, genuine expression. The most effective recognition is accomplished in private. It's personal. Recognition does not always include reward.

Reward -- on the other hand, is a token or symbol of appreciation. It's usually tangible. A reward system must be developed thoughtfully and carried-out carefully and fair or it will fail. Rewards can be thought of as "entitlements."


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18. ____ Individuals are held accountable for safety and health performance.

Accountability is more a function of leadership than management. If consequences are effective, the end result will be a positive, character-building experience for the employee.


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19. ____ Supervisors know whether employees are meeting their safety and health responsibilities.

To accomplish this goal, management must be adequately supervising or overseeing work being accomplished. "Super-vision" is required. Supervision is adequate when hazardous conditions and unsafe behaviors are being effectively detected. Supervision is effective when injuries and illnesses are prevented.


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Other team member total scores |-------------------------------------------------------------| 0 5 10 15 20 25 30 35 40 45

50


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ELEMENT 3 - EMPLOYEE INVOLVEMENT

20. ____ There is a process designed to involve employees in safety and health issues.

Enough can't be said about the importance of employee involvement in safety. The more involvement, the more ownership. When employees believe they own it, they will value it. Management must develop a system that invests time and money in employee involvement in safety. The system should include and encourage involvement in safety education, membership in the safety committee, making safety suggestions, and communication.


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21. ____ Employees are aware of the safety and health involvement process at the workplace.

Employees have been educated about the various ways they may be involved in safety. When asked, employees know who their safety committee representative is. They understand safety suggestion program procedures. They participate in job hazard analyses.


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22. ____ Employees believe the process that involves them in safety and health issues is effective.

Safety must be perceived as a positive system or it will not succeed. Employees will believe the process is effective when the safety and health system operates in a culture of safety leadership. Managers, supervisors, employees all express leadership by not only doing the right things, but doing the right things right! Managers will provide resources, recognize, correct, set a proper example. The safety committee will respond, provide useful information, make effective recommendations. Bottom-line, the employee will perceive the system as effective when they experience the benefits.


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23. ____ The workplace safety and health policy is effectively communicated to employees.

When asked, employees are able to answer questions about the workplace safety and health policy. Policy is communicated formally through written statements and presentations. Policy is communicated and reinforced informally through what managers say and do daily.


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24. ____ The workplace safety and health policy is supported by employees.

Employees at all levels of the company are involved in some or all of the elements of the safety and health program. They are supporting policy by carrying out their safety responsibilities.


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25. ____ Safety and health goals and supporting objectives are effectively communicated to employees.

When asked, employees are able to correctly answer questions about the workplace safety and health goals and objectives. Goals and objectives are communicated formally in writing and during educational classes. They are communicated informally through what managers say and do daily.


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26. ____ Safety and health goals and objectives are supported by employees.

Employees at all levels of the company are involved in planning and carrying-out goals and objectives. They are supporting goals and objectives by carrying out their related safety responsibilities.


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27. ____ Employees use the hazard reporting system.

Employees understand and feel comfortable using the company's hazard reporting system. Employees report hazards to their supervisors and/or safety committee representatives. Reporting hazards in the workplace is encouraged and considered professional behavior. Hazard reports are not considered "complaints."


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28. ____ Injury/Illness data analyses are reported to employees.

The OSHA 300 Log and Summary Form is posted where employees have easy access. The safety committee reviews the OSHA 300 Log and other statistical data for trends.


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29. ____ Hazard control procedures are communicated to potentially affected employees.

A system to educate and train affected employees on safety programs such as Lockout/Tagout, Hazard Communication, Bloodborne Pathogens, etc., is in place. When asked, employees are able to correctly answer questions about hazard control procedures that affect them.


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30. ____ Employees are aware of how to obtain competent emergency medical care.

When asked, employees are able to correctly answer questions about how to respond to a workplace emergency. A system is in place to educate and train all employees on emergency procedures and how to obtain emergency medical care.


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Other team member total scores |------------------------------------------------------------------| 0 5

10 15 20 25 30 35 40 45 50 55


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ELEMENT 4 - HAZARD IDENTIFICATION AND CONTROL

31. ____ A comprehensive baseline hazard survey has been conducted within the past five (5) years.

Comprehensive surveys that evaluate the entire facility should be periodically conducted. Baseline surveys are important workplace activities that identify, analyze, and evaluate the current status of:

• Safe/hazardous conditions. This may include such things as chemical inventories, machine guarding, housekeeping, exposure to noise and hazardous atmospheres (levels). Hazardous conditions represent the surface causes for accidents.

• Safe/unsafe work practices. Through observation and interviews, the degree of safe employee and management-level behaviors is assessed and evaluated. Unsafe behaviors also represent the surface causes for accidents. Hazardous conditions and unsafe practices are really the symptoms of deeper root (system) weaknesses.

• Safety program elements. Analysis and evaluation of the seven safety and health program elements determine how effective current safety and health policies, programs, plans, processes, and procedures are being developed and implemented. These represent the root causes that have allowed surface causes to develop and exist. Always evaluate systems in your comprehensive baseline survey.


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32. ____ Effective job hazard analysis (JHA) is performed, as needed.

The Job Hazard Analysis is a very important and effective process to determine hazardous conditions, unsafe practices, and system weaknesses. In this process the supervisor (or other person) and an employee work together to analyze the task the worker performs. The worker is observed performing the task. Next, they break the task down into steps. At this point they jointly assess each step to identify any conditions and practices that might cause an injury/illness. Next, they work together on means and methods to eliminate those hazards. They revise procedures to make the task less hazardous. The supervisor, safety director, or safety committee should then take the process to its completion by uncovering the systems weaknesses related to the hazards found during the JHA.

It's very important to include the employee in the JHA process. They know the job and may have many excellent ideas for improvement. Including the employee also increases ownership. We value what we own. Consequently the employee will be more likely to use the revised procedures when not being directly supervised.


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33. ____ Effective safety and health inspections are performed regularly.

How do you know the inspection process is effective? Hazards, practices and systems are uncovered, corrected and improved so that they do not recur.

In Oregon, the employer must conduct regular safety and health inspections of the workplace. Some employers rely solely on the safety committee. If the safety committee is not thoroughly educated and trained, this practice may not be effective.

In fully-effective safety systems, everyone is involved in the inspection process. Line workers inspect their work stations daily. Supervisors inspect their departments as often as necessary, depending on the nature of the hazards. Managers conduct inspections of their various departments with supervisors on a scheduled basis. They jointly analyze and evaluate the safety systems in place that affect those conditions and practices.


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34. ____ Effective surveillance of established hazard controls is conducted.

Once workplace hazards are corrected, a system must be in place to make sure they stay corrected. The safety committee quarterly inspection process can be a great way to monitor the workplace to ensure corrective actions are permanently established. Employee involvement within this process should be instituted.


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35. ____ Expert hazard analysis is performed, as needed.

Companies need to utilize third-party experts to help identify and control hazards in the workplace. It's important to know that the workers' compensation premium assessed to your company each year also "pays" for a very important resource, consultations conducted by your workers' compensation insurance carrier. Using this valuable resource or the resources provided by private consultants to perform expert hazard analysis is smart business and may result in greatly reduced accident costs.


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36. ____ An effective hazard reporting system exists.

Hazard reporting is a mandated activity. That means Oregon OSHA rules require it. But, beyond that, it's a professional behavior that every employer should desire and expect from their employees. Some questions to ask in evaluating this item include:

• Are employees actually reporting hazards?

• Who are they reporting hazards to? The safety committee representative? The immediate supervisor? Both? Most effectively, supervisors should get the report so that he or she can take immediate corrective action.

• Do employees feel comfortable reporting hazards? The more comfortable they are, the more trust they are displaying in management.

• Are reports called "complaints"? Hopefully they are not. Reporting hazards is a best practice that saves lives and money.

• Are employees being recognized and possibly rewarded when they report hazards. Remember, employee behavior reflects the consequences expected.

• Are reporting procedures simple? The less complicated, the more effective the response.


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37. ____ Change analysis is performed whenever a change in facilities, equipment, materials, or processes occurs.

It's important to realize that any change in the workplace may introduce hazardous conditions and/or unsafe work practices. A system must be in place to make sure that safety is considered in all phases of the change process.


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38. ____ Hazards are eliminated or controlled promptly.

When hazards are reported, a system to promptly correct them must be in place. The longer it takes to identify and correct hazards, the greater the probability of an accident. A successful system is usually established when supervisors are effectively held directly accountable for making sure hazards are corrected promptly.

The safety committee and management may develop a prioritized schedule detailing a time-frame for correcting hazards. The more serious the hazard, the more quickly it would be corrected.


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39. ____ Hazard control procedures demonstrate a preference for engineering methods.

One effective strategy to eliminate or reduce hazards in the workplace is called the "Hierarchy of Controls." The strategy includes three general methods:

• Engineering Controls. The best method is to eliminate the hazard. Although this is called an "engineering" control, you do not have to be an engineer to successfully apply this method. Two conditions must be present for an accident to occur; (1) the hazard, and (2) exposure to the hazard. Engineering controls address the first condition. Hazards are "engineered out" through initial design redesign, substitution, enclosure, etc. You are changing the "thing" (tool, equipment, machinery, facility) to eliminate the hazard and don't have to manage the exposure.

• Management Controls. Also called "work practice" or "procedural" controls, this method attempts to "manage out" the exposure to the hazard by designing safe work procedures. You are changing the "things we do or don't do" (process, procedure, work schedule).

• Personal Protective Equipment. PPE sets up a barrier between the worker and the hazard. It does not eliminate or reduce the hazard. This method is usually applied in conjunction with administrative controls.


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40. ____ Effective engineering controls are in place, as needed.

Some ways to tell if your engineering controls are effective is to determine if they, (1) do not result in less efficient operation of the equipment, (2) are able to prevent an injury or illness at all times, even when the worker is distracted, (3) protect employees from environmental hazards.


_________________________________________________________________________________

_________________________________________________________________________________


_________________________________________________________________________________

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41. ____ Effective administrative controls are in place, as needed.

How do you know administrative controls are effective? Managers and workers are displaying appropriate behaviors. Administrative controls change the way we do things in the workplace. They include employee job rotations, exercise programs, procedural changes, breaks.


_________________________________________________________________________________

_________________________________________________________________________________


_________________________________________________________________________________

_________________________________________________________________________________

42. ____ Safety and health rules are written.

The purpose of written safety and health rules is to clarify required safety behaviors to everyone in the company. However, just having written safety rules does not in any way ensure that employees will follow those rules.


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43. ____ Safe work practices are written.

Written safety policies, plans, and procedures address safe work practices. The Job Hazard Analysis (JHA) is another document that details safe work practices.


_________________________________________________________________________________

_________________________________________________________________________________


_________________________________________________________________________________

_________________________________________________________________________________

44. ____ Personal protective equipment is effectively used as needed.

In most companies, this item will require some work. Effective use, here, means 100 percent use. Effective PPE use will not be obtained unless many safety systems are working properly.


_________________________________________________________________________________

_________________________________________________________________________________


_________________________________________________________________________________

_________________________________________________________________________________

45. ____ Effective preventive and corrective maintenance is performed.

• Preventive maintenance program makes sure that tools, equipment and machinery operate properly so that unexpected starts/stops or breakdowns do not occur.

• Corrective maintenance. Faulty equipment and machinery that could cause a serious injury or fatality should be taken immediately out of service. Maintenance work orders that correct hazards should be identified as unique from other work orders.


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46. ____ Emergency equipment is well maintained.

It's important that emergency equipment is adequate for the specific purpose intended. Fire extinguishers, personal protective equipment, chemical spill containment equipment and materials, and other emergency equipment should be inspected regularly and properly positioned.


_________________________________________________________________________________

_________________________________________________________________________________


_________________________________________________________________________________

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47. ____ Engineered hazard controls are well maintained.

Through adequate inspection and maintenance programs, existing hazard control systems are properly maintained so that they eliminate or help reduce exposure to hazards that might cause injury or illness. Ventilation systems, machine guards, enclosures, and guardrails are all examples of engineered hazard controls.


_________________________________________________________________________________

_________________________________________________________________________________


_________________________________________________________________________________

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48. ____ Housekeeping is properly maintained.

Poor housekeeping is a very common cause of injuries and illness. Effective housekeeping is a daily effort by everyone to make sure clutter is eliminated. Proper training, continual inspection, and quick removal of clutter will help ensure the workplace is clean and organized.


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49. ____ The organization is prepared for emergency situations.

Depending on the nature of the work and location of the workplace, many different types of emergencies might be possible. A comprehensive plan(s) must be developed to address all emergency scenarios. The Company must make sure their emergency action plan or emergency response plan is in place and exercised regularly. If the workplace contains confined spaces, an emergency rescue plan may be required. If workers perform tasks at elevation, emergency rescue procedures should be in place and trained.


_________________________________________________________________________________

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50. ____ The organization has an effective plan for providing competent emergency medical care to employees and others present on the site.

Effective plans should always written and convey information about the importance of the program and who is responsible for carrying out program responsibilities. Drills are essential.


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_________________________________________________________________________________


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51. ____ An early-return-to-work program is in place at the facility.

Early-return-to-work is an important concept. The key here is that the employee returns to work as soon as possible, and participates in "productive" work, not make-work. An effective program assigns health-provider-approved light duties to employees. Some companies enlist the help of injured employees in evaluating safety programs, conducting inspections, and problem solving. Whatever the employee does, the nature of the work should not be perceived as punitive.


_________________________________________________________________________________

_________________________________________________________________________________


_________________________________________________________________________________

_________________________________________________________________________________


Other team member total scores |------------------------------------------------------------------| 0

10 20 35 40 50 60 70 80 95 100 110


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ELEMENT 5 - INCIDENT/ACCIDENT INVESTIGATION

52. ____ Incidents/Accidents are investigated for root causes.

When incidents and accidents are investigated (analyzed for cause...not blame) it's important that the investigator uncovers the root causes which represent the underlying system weaknesses. Hazardous conditions and unsafe behaviors are called the surface causes for the accident.

How do you know you're addressing root causes?

• Surface causes. Faulty tools, equipment, machinery, facilities, materials (things) in the workplace, or worker/manager behaviors (things done or not done) you're describing surface causes. Inappropriate/unsafe behaviors accomplished by specific individuals.

If you can point to a single person or thing in the workplace, it's probably a surface cause that directly caused or contributed to the accident.

• System implementation root causes. The general failure of supervisors and managers to carry out policies, plans, procedures, etc. These failures are clues that system design root causes exist.

• System design root causes. Inadequately written or missing policies, programs, plans, processes, or procedures, you're addressing the system weaknesses that represent root causes.

• If you identify the following situations, you should first assume that system factors have contributed to the accident.

If you are pointing at a group of employees performing inappropriate/unsafe behaviors, assume system weaknesses are contributing factors.

If one individual has been performing inappropriate/unsafe behaviors repeatedly for a period of time, assume system weaknesses.

If you identify a number of tools, equipment, machines that are unsafe, you should assume system weaknesses exist. Only by addressing and correcting system weaknesses will permanent improvement in the safety system occur.


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_________________________________________________________________________________


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Other team member total scores |----------------------------| 0 1 3 5


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ELEMENT 6 - TRAINING

53. ____ An organized safety and health training program exists.

An organized program will include a written plan that informs and directs responsibilities. There are many training program strategies. However, the most effective programs totally integrate safety into operations training. Because safety is an important component of quality in the production process, it's considered too important to be taught separately from operations. Line management is directly involved in training safety procedures. Supervisors/trusted mentors train involved employees. It's not delegated to a training staff. They know the company has high standards and insists (not encourages) that all employees meet those standards. All this sends the message that safety is an important line function.


_________________________________________________________________________________

_________________________________________________________________________________


_________________________________________________________________________________

_________________________________________________________________________________

54. ____ Employees receive safety and health training.

Safety should be taught before an employee is exposed to any new hazard. Examples of appropriate times to train include new employee orientation, change of job assignment, and new equipment, materials or procedures. Strong training documentation is necessary the certifies employee understanding, abilities, and skills.


_________________________________________________________________________________

_________________________________________________________________________________


_________________________________________________________________________________

_________________________________________________________________________________



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55. ____ Employee training covers hazards of the workplace.

New employee training needs to include the general hazards that might encountered during the course of work. Once the new employee is assigned to a particular department, it's important that he or she receive education and training about the specific hazards of the work station and area. Effective training will give the employee the necessary knowledge so that they are able to detect, report, and correct hazards. The JHA's developed are used in the training.


_________________________________________________________________________________

_________________________________________________________________________________


_________________________________________________________________________________

_________________________________________________________________________________

56. ____ Employee safety and health training covers all OSHA-required subjects.

Give this your "best guess." Reference OR-OSHA Publication, "Be Trained" in OR-OSHA's CD or at www.orosha.org for more information about specific required training subjects.


_________________________________________________________________________________

_________________________________________________________________________________


_________________________________________________________________________________

_________________________________________________________________________________

57. ____ Employee training covers the facility safety system.

All employees should be introduced to and have a sound understanding of the company's safety system or program and the various elements within that system. They should be encouraged to make suggestions for system improvement, and to be involved in safety committee activities.


_________________________________________________________________________________

_________________________________________________________________________________


_________________________________________________________________________________

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58. ____ Appropriate safety and health training is provided to every employee.

Each employee should be educated as well as trained. The purpose of safety education is primarily to create a positive safety attitude. Effective training ensures the employee understand "why" the safety rule, procedure, requirement is important. Safety training is concerned primarily with helping the employee develop the needed abilities and skills to use safety equipment or perform a procedure.


_________________________________________________________________________________

_________________________________________________________________________________


_________________________________________________________________________________

_________________________________________________________________________________

59. ____ New employee orientation includes applicable safety and health information.

Job security depends more on working safe (a professional behavior) than working fast. Safety policies, programs, and rules are discussed. It's very important to explain why each safety rule is necessary. New employees should be introduced to their safety committee representative during orientation.


_________________________________________________________________________________

_________________________________________________________________________________


_________________________________________________________________________________

_________________________________________________________________________________

60. ____ Workplace safety and health policy is understood by employees.

The only real way to know if your employees understand safety and health policy is to question them and observe them. Most/all employees should be able to answer questions to your satisfaction and be observed complying with policy.


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61. ____ Safety and health goals and objectives are understood by employees.

Do employees participate in goal setting? Do they know what they are? Are employees involved in carrying out objectives?


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_________________________________________________________________________________

_________________________________________________________________________________

62. ____ Employees periodically practice implementation of emergency plans.

The following emergency plans are examples of those that should be practiced as often as required or necessary. Examples. Emergency response plans (medical emergencies, fire, earthquake); chemical release and evacuation; confined space rescue; and fall rescue.


_________________________________________________________________________________

_________________________________________________________________________________


_________________________________________________________________________________

_________________________________________________________________________________

63. ____ Employees are trained in the use of emergency equipment.

Training should include demonstration to make sure all employees have the skills required to use the equipment. Drills should be performed.


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64. ____ Supervisors receive safety and health training.

Management at all levels require safety and health education and training. In the most effective safety systems, supervisors are expert in their knowledge of the hazards and safe procedures required in their departments. Supervisors and managers need to be knowledgeable and skilled in managing safety programs including recognition and corrective actions.


_________________________________________________________________________________

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65. ____ Supervisors receive all training required by OSHA standards.

Several OR-OSHA Standards have mandatory training components. A partial list includes: Hazard Communication; Forklift; and Confined space rescue.


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66. ____ Supervisors are effectively trained on all applicable hazards.

In the most effective safety systems, supervisors are expert in their knowledge of the hazards and safe procedures required in their departments.


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67. ____ Supervisors are trained on all site-specific preventive measures and controls relevant to their needs and supervisory responsibilities.

They have the requisite knowledge of preventive measures using effective control strategies. They also have the skills to effectively eliminate or reduce hazards and unsafe behaviors.


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68. ____ Supervisor training covers the supervisory aspects of their safety and health responsibilities.

Supervisors need training on OR-OSHA regulations and site specific hazards. Supervisors need the knowledge and organizational skills necessary to demonstrate effective safety management including conducting training, safety meetings, inspecting, enforcing policy and rules, and correcting hazards and unsafe actions. They demonstrate a tough-caring leadership approach by setting high standards and insisting everyone meet those standards, including themselves.


_________________________________________________________________________________

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_________________________________________________________________________________

69. ____ Safety and health training is provided to managers, as appropriate.

Managers require appropriate education in occupational safety and health. Managers should understand the means and methods to provide necessary resources to their supervisors.


_________________________________________________________________________________

_________________________________________________________________________________


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70. ____ Managers are aware of all relevant safety and health training mandated by OR-OSHA.

To evaluate this item you may want to administer a survey or interview a sample population of managers.


_________________________________________________________________________________

_________________________________________________________________________________


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_________________________________________________________________________________

71. ____ Managers understand the organization's safety and health system.

To evaluate this item you may want to administer a survey or interview a sample population of managers.


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72. ____ Relevant safety and health aspects are integrated into all management training.

Managers need to get the "big picture." They need to understand safety as a "profit center" activity, and how to effectively support the safety system. They should receive education about the legal, fiscal and moral obligations they have, as managers and leaders, to the law, stakeholders and society at large.


_________________________________________________________________________________

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Other team member total scores |---------------------------------------------------------------| 0

10 20 30 40 55 60 75 80 90 100


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ELEMENT 7 - PLAN EVALUATION

73. ____ Workplace injury/illness data are effectively analyzed.

The OSHA 300 log, safety committee minutes and baseline surveys all contain potentially valuable statistical data. Each of these may be assessed to determine the presence/absence of hazards. They may be analyzed to discover trends. They may be evaluated to determine effectiveness of related safety systems.


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74. ____ Safety and health training is regularly evaluated.

At the conclusion of training, employee knowledge of the subject should be measured through oral or written exams. Ability and skill is most effectively measured by requiring the employee to demonstrate a task or procedure.


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75. ____ Post-training knowledge and skills for safety and health are tested or evaluated.

Evaluation of safety training usually occurs through interviews and observation. Interviews and surveys may be used to determine knowledge and attitudes. Observation is required to evaluate employee skills and safety behaviors.


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76. ____ Hazard incidence data are effectively analyzed.

Incident reports, hazard reports, and inspection results provide a wealth of data about the types and locations of hazardous conditions in the workplace. This data should be gathered and analyzed to better reach conclusions about how to correct underlying system weaknesses.


_________________________________________________________________________________

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_________________________________________________________________________________

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77. ____ Hazard controls are monitored to assure continued effectiveness.

In the most effective safety cultures, everyone is involved in monitoring hazard controls in the workplace. It's not usually adequate to simply rely on the safety director or safety committee to monitor hazard controls.


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78. ____ A review of in-place OR-OSHA-mandated programs is conducted at least annually.

You may want to consider using the services of expert third-party resources in conducting this audit.


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_________________________________________________________________________________

79. ____ A review of the overall safety and health program is conducted at least annually.

Effective management (organizing, planning, controlling, leading) requires frequent program evaluation. An effective program evaluation system does not wait until the end of the year before taking a look at how the safety program is working.


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Other team member total scores |------------------------------------------| 0 5 10 15 20 25 30 35


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The Deming Cycle ACT DO

We see safety as a building block, a foundation of a successful business. EHS is one of five critical measurements (customer service, quality, asset management and cost are the others) that are part of a world-class operation. Those critical measurements are taken daily, weekly, monthly and annually. Nagib Nasr, Moen Inc., Sanford N.C.

Step 1: Plan – Design the change or test

• Purpose: Take time to thoroughly plan the proposed change before it’s implemented.

• Pinpoint specific conditions, behaviors, results you expect to see as a result of the change.

• Plan to ensure successful transition as well as change.___________________________________________________________________

____________________________________________________________________

_

Step 2: Do - Carry out the change or test

• Purpose: Implement the change or test it on a small scale.

• Educate, train, communicate the change…help everyone transition.

• Keep the change small to better measure variable. ___________________________________________________________________

____________________________________________________________________

_

Step 3: Study – Examine the effects or results of the change or test

• Purpose: To determine what was learned: what went right or wrong.

• Statistical process analysis, surveys, questionnaires, interviews___________________________________________________________________

____________________________________________________________________

_

Step 4: Act – Adopt, abandon, or repeat the cycle

• Purpose: Incorporate what works into the system.

• Ask not only if we’re doing the right things, but ask if we’re doing things right.

• If the result was not as intended, abandon the change or begin the cycle again with the new knowledge gained.

____________________________________________________________________

____________________________________________________________________

PLAN

STUDY“I told them they would capture markets the world over within five years. They beat that prediction. Within four years, buyers all over the world were screaming for Japanese products.” W. Edwards Deming



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Safety and Health Achievement Recognition Program (SHARP)

Program Overview

SHARP is a recognition program which provides an incentive and road map for Oregon employers to work with their employees to find and correct hazards, to develop and implement effective Safety and Health Programs, to continuously improve, and become self-sufficient in managing occupational safety and health.

The overall goal of SHARP is to:

1. Recognize those employers who have achieved an exemplary level of occupational safety and health management,

2. Reduce injuries and illnesses, and

3. Provide a means for showing other employers that occupational safety and health can work--for everyone.

Participation in the Oregon OSHA SHARP program does not diminish existing employer and employee rights and responsibilities under the Oregon Safe Employment Act.

To promote effective safety and health program management, continuous improvement, and to provide models for others to follow, SHARP recognizes employers who find and correct hazards, and who implement effective Safety and Health Programs. Recognition is achieved by:

1. Encouraging employers to use Oregon OSHA Consultation, Technical, and Training resources, and to involve their employees in establishing effective Safety and Health Programs. SHARP employers are further encouraged to network with others and to become members of a private SHARP organization (The SHARP Alliance) which is also devoted to safety and health improvement and networking.

2. Providing for public recognition of employers and employees as models who have worked together successfully to establish effective Safety and Health Programs. This includes awarding the employer a SHARP certificate of achievement signed by the Administrator of Oregon OSHA, and using this recognition as models for other Oregon employers.

http://www.cbs.state.or.us/external/osha/sharp_alliance/index.html



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What is a Voluntary Protection Program? Voluntary Protection Programs (VPP) recognize a select group of facilities that have designed and implemented outstanding health and safety programs. VPP promotes effective safety and health management. The VPP concept recognizes that enforcement alone can never fully achieve the objectives of the Occupational Safety and Health Act. Good safety and health managed by a site that goes beyond OR-OSHA standards can protect workers more effectively than simple compliance.

What is Star and Merit? Star participants meet all VPP requirements. Merit participants have demonstrated the potential and willingness to achieve Star program status, and are implementing planned steps to fully meet all Star requirements.

Will my program qualify? The VPP Program is open to any general industry that employs 11 or more employees. VPP companies aren't expected to be perfect, but as a minimum must have a safety and health management system (also referred to as a Safety and Health Program) that is functioning well. Additionally, the applicant's three-year average total case incidence rate and three-year combined overall average injury and illness lost workday case incidence rate must be at or below the Oregon rate for that industry. Industry rates are published in a brochure entitled 1996 Oregon Occupational Injury and Illness Survey Summary, publication date January 1998 by the Research & Analysis Section of the Oregon Department of Consumer & Business Services.

How can I participate? You must submit a written application to OR-OSHA. The application and program guidelines are included in the VPP Pilot Information Guide. OR-OSHA initially verifies that your company's program meets the VPP Pilot criteria through review of your written application. If your company meets the criteria, an on-site review of your program will be scheduled.

What happens then? If your company is approved, it's removed from routine scheduled inspection lists for the duration of your participation. Employees lose none of their rights in this process and OR-OSHA will still investigate major accidents, valid formal employee complaints, and chemical spills.

What happens when OR-OSHA comes on-site? VPP on-site inspections are different than compliance inspections. OR-OSHA safety specialists and industrial hygienists spend from two to four days (or more if necessary) examining the worksite to evaluate the effectiveness of your systems for the prevention of injuries and illnesses. Hazard identification is a very small part of the process. A thorough examination of the written safety and health program is conducted to ensure that it's comprehensive in nature and provides protection to employees against all hazards and potential hazards that may exist in the workplace.

For more information visit our web site at: www.orosha.org



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1. Match the program/system component with the correct example.

____ Inputs New employees complete initial safety orientation the first day of work.

____ Process Your analysis indicates only 50% compliance in wearing eye protection.

____ Outputs The mission statement address safety as a core value.

2. What's another way of saying "Every system is designed perfectly to produce what it produces"?

_______________________________________________________________________________

3. (Circle one) Systems are characterized by independent interdependent processes.

4. (Check one) Which program/system component has the most influence on employee performance?

____ Inputs - resources

____ Processes - procedures

____ Outputs - consequences

5. According to OAR 437, Div 1, Rule 765(6)(d), The safety committee shall assist the employer in evaluating the employer's ___________________________________ program, and shall make written ________________________ to improve the program where applicable.

6. What specific safety and health program is mentioned in OAR 437, Div. 1, Rule 765(f), as a responsibility of the safety committee to evaluate?

______________________________________________________________________________

Let's Review!



53

Reference Materials



54



55

Evaluation Checklist. An effective accountability system is required to ensure compliance with required employer safety standards. Here's a simple checklist your safety committee can use to evaluate your organization's accountability system. (Y=Yes, N=No)

1. Formal standards and expectations. Before employees can be held accountable, management must design and communicate employee accountabilities.

Do clear safety policies, plans, processes, procedures, practices exist? Are safety standards written in the primary language(s) of all employees? Are safety policies and rules discussed with new employees at orientation? Are safety policies and rules communicated adequately to employees?

2. Resources to meet/exceed expectations. Before management can hold employees accountable, they must first fulfill their obligation to provide employees with the tools to perform safely.

Physical Resources

Are tools, equipment, machinery and materials adequate in ensuring a safe workplace? Are workstations designed to be ergonomically appropriate for the assigned worker? Is adequate Personal Protective Equipment provided to employees? Do temperature, chemical, noise, atmospheric and other environmental safety hazards

exist?

Psychosocial Support

Is adequate initial safety orientation training being provided? Is adequate safety training on specific safety procedures being provided? Is management providing adequate safety leadership through example? Are workloads reasonable? (Employee has ability to complete work without undue physical

or psychological stress) Are work shifts reasonable? (Does not produce excessive fatigue) Is an Employee Assistance Program (EAP) available? Do employees suffer any negative consequences from working safe? Do positive working relationships exist between employees and supervisors?

Accountability: The Key to Compliance

OAR 437, Div 001, Rule 0765(6)(f) The safety committee shall evaluate the employer’s accountability system and make recommendations to implement supervisor and employee accountability for safety and health.

Accountability = Responsibility + Measurement Consequences



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3. A system of measurement. It's important that behaviors are evaluated and measured to that discipline is based on facts, not feelings.

Is an effective informal observation and feedback process being conducted, or… Is a effective formal observation process in place? Are the results of observations being tracked to improve the safety management system? Do formal appraisals/reviews index safety performance? Do employees have control over behaviors/results being measured?

4. Effective consequences. Without effective intervention, improvement in behaviors and performance will not occur.

Is discipline for noncompliance expected? Does discipline occur soon after justification is established? Do employees know exactly what behaviors lead to discipline? Are the motives for disciplining perceived as sincere? Do disciplinary procedures change behavior/performance in the desired direction? Is discipline progressively more significant for repeated noncompliance?

5. Appropriate application of Consequences. Appropriate intervention ensures discipline is justified and perceived as fair.

Does management first determine that their obligations to employees are have been fulfilled before disciplining? (Clear expectations, resources, training, enforcement, example)

Does discipline occur as a result of failure to comply with safety policies and rules (behaviors) rather than "having an accident" (results)?

Are employees automatically disqualified from safety recognition/rewards if they have an accident?

Is discipline consistently applied throughout the organization - top to bottom and across functions?

Is the purpose of discipline to improve performance rather than merely to punish? Is recognition occurring more often than discipline? Is discipline appropriate to the severity of the infraction? Is discipline appropriate to the negative impact the infraction has on the company?

6. Evaluation of the accountability system. This element is essential in continually improving the accountability system.

Is the safety committee evaluating the accountability system on a periodic/continuous schedule?

Are all processes within each of the accountability system elements evaluated? Does the safety committee submit the evaluation results to management? Does the safety committee develop and submit recommendations to improve the

accountability system? Does management respond to and implement safety committee recommendations?



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Recognition System Evaluation Checklist.

An effective recognition system is required to maximize involvement in safety. Here's a simple checklist your safety committee can use to evaluate your organization's recognition system. (Y=Yes, N=No)

1. Formal standards and expectations. It's important that policies and expectations are clearly written and communicated to all employees.

Do written recognition/reward policies, plans, processes, procedures, practices exist? Are safety r/r policies and procedures discussed with new employees at orientation? Are safety r/r policies and procedures communicated adequately to employees? Are r/r policies and procedures written in the primary language(s) of all employees?

2. Commitment and support. Equally important is that management commit resources and support employee involvement. Employees must feel comfortable and believe they'll be recognized and rewarded for their involvement.

Is commitment and support addressed in the written recognition plan? Are employees provided adequate resources in support of their involvement. Are employees educated and trained so that they have the knowledge and skills required to

actively participate, make suggestions or otherwise contribute? Is adequate time provided for involvement in safety committees and other activities? Is management leadership evident through their involvement in safety? Are workloads reasonable? (Employees can get involved in safety without jeopardizing

other responsibilities) Do employees suffer any negative consequences as a result of their involvement? Does recognition occur more often than discipline?

3. A system of measurement. It's important that behaviors are evaluated and measured to that discipline is based on facts, not feelings.

Is a measurement process addressed in the written recognition plan? Is recognition criteria based on behaviors/activities over which employees have control? Is recognition based solely on results/outcomes? (number of accidents, mod rate, etc) Is measurement criteria clearly communicated and understood? Do sustained performance of mandatory behaviors result in personal recognition? Do voluntary behaviors result in personal recognition and reward?

Recognition: The Key to Involvement



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4. Effective consequences. Without effective consequences, improvement in behaviors and performance will not occur.

Does recognition occur soon after the performance? Is recognition/reward based on behaviors or luck? Are games (safety bingo, drawings, etc) used to determine who gets recognize/rewarded? Are first, best, most improved categories part of the recognition process? Does the recognition/reward process include individual/group competition? Are employees certain they will be recognized for professional performance? Do employees know exactly what behaviors lead to recognition? Are recognition and rewards considered significant/meaningful to employees? Are the motives for recognition and rewards perceived as sincere? Do recognition procedures actually result in changed behavior/performance in the desired

direction?

5. Appropriate application. Appropriate intervention ensures discipline is justified and perceived as fair.

Are recognition and reward contingent on individual behavior. (not next on the list, politics, favoritism, etc)

Does recognition/reward occur as a result of meeting/exceeding behavioral expectations rather than "working accident free."

Are employees automatically disqualified from safety recognition/rewards if they have an accident?

Are employees involved in determining criteria and recognition/rewards? Is the recognition/reward process consistently applied throughout the organization - top to

bottom and across functions? Is recognition occurring more often than discipline? Is recognition and reward appropriate to the positive impact on the organization? Do employees consider the recognition/reward process fair?

6. Evaluation of the accountability system. This element is essential in continually improving the accountability system.

Are the safety committee/safety coordinator evaluating the recognition system on a periodic/continuous schedule?

Are all procedures within each of the recognition system elements evaluated? Does the safety committee submit the evaluation results to management? Does the safety committee develop and submit recommendations to improve the recognition

system? Do safety committee recommendations for improvement include cost/benefit analysis? Does management respond to and implement safety committee recommendations in a timely

manner?



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OSHA's "$AFETY PAYS" Program http://www.osha.gov/dts/osta/oshasoft/safetwb.html

OSHA's "$AFETY PAYS" program is interactive software developed by OSHA to assist employers in assessing the impact of occupational injuries and illnesses (with Lost Work Days) on their profitability. It uses a company's profit margin, the AVERAGE costs of an injury or illness, and an indirect cost multiplier to project the amount of sales a company would need to generate in order to cover those costs. The system:

• prompts users for information to do the analysis, • offers choices from a set of Lost Work Day injuries and illnesses, • links to definitions of those injuries and illnesses, • writes a report of the costs and the sales needed to cover those costs, • pulls up NotePad, so users can view and print their reports, and • runs on monitors set for 640x480, or 800x600 with Small Font.

OSHA Hazard Awareness Advisor, Version 1.0http://www.osha.gov/dts/osta/oshasoft/hazexp.html

OSHA's Hazard Awareness Advisor is powerful, interactive, expert software. It will help you (especially, small businesses) identify and understand common occupational safety and health hazards in your work place. It will ask you about activities, practices, materials, equipment, and policies at your work place. Most questions have follow-up questions (depending upon your previous answers). The Hazard Awareness Advisor uses your answers to determine the hazards that are likely to be present. Then, it prepares a unique, customized report that briefly describes the likely hazards and the OSHA standards which address those hazards. You can use this Advisor online, or download it and run it in the Windows environment. The Hazard Awareness Advisor:

• asks questions about workplace activities, equipment, materials, etc.,

• analyzes your answers with expert decision-logic,

• alerts people in General Industry to common occupational hazards,

• explains briefly the nature of those hazards,

• points out applicable OSHA standards,

• identifies Consultation Offices for the user's state, and

• provides definitions of keywords and phrases via a "keyword" button.



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Safety and Health Management Systems eCAT http://www.osha.gov/SLTC/safetyhealth_ecat/index.html

Does a safety and health program really make a difference? Definitely!

The best Safety and Health Programs involve every level of the organization, instilling a safety culture that reduces accidents for workers and improves the bottom line for managers. When Safety and Health are part of the organization and a way of life, everyone wins.

There are four crucial questions you should be asking. The detailed answers are found in the four modules of this eCAT*.

eCATs are electronic Compliance Assistance Tools

They provide guidance information for developing a comprehensive safety and health program. Although Safety and Health Programs are required by some states, there is no general OSHA requirement for such a program. Therefore, this eCAT includes elements that go beyond specific OSHA mandates, such as recommendations for good industry practice. eCATs do not create new OSHA requirements.

Module 1 - Safety & Health PayoffsAn effective safety and health program makes all the difference in preventing injuries and illnesses in the workplace.

Module 2 - Management System: Safety & Health Integration

If your team wants to reduce accidents, injuries, illnesses, and their related costs, everyone must place as much emphasis on safety and health issues as they place on other core management issues, such as production, sales, and quality control.

Module 3: Conducting a Safety & Health Checkup

Now that you've reviewed the components of a safety and health system, you can assess your company’s safety and health system.

Module 4: Creating Change

If you completed the assessment in Module 3, you now have some idea how your workplace is doing in implementing a safety and health system.

http://www.osha.gov/SLTC/safetyhealth_ecat/mod4_tools.htm



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Tools for a Safety and Health Program Assessment

INTRODUCTION

There are three basic methods for assessing safety and health program effectiveness. This discussion will explain each of them. It also will provide more detailed information on how to use these tools to evaluate each element and subsidiary component of a safety and health program.

The three basic methods for assessing safety and health program effectiveness are:

• Checking documentation of activity;

• Interviewing employees at all levels for knowledge, awareness, and perceptions; and

• Reviewing site conditions and, where hazards are found, finding the weaknesses in management systems that allowed the hazards to occur or to be "uncontrolled."

Some elements of the safety and health program are best assessed using one of these methods. Others lend themselves to assessment by two or all three methods.

Documentation

Checking documentation is a standard audit technique. It is particularly useful for understanding whether the tracking of hazards to correction is effective. It can also be used to determine the quality of certain activities, such as self-inspections or routine hazard analysis.

Inspection records can tell the evaluator whether serious hazards are being found, or whether the same hazards are being found repeatedly. If serious hazards are not being found and accidents keep occurring, there may be a need to train inspectors to look for different hazards. If the same hazards are being found repeatedly, the problem may be more complicated. Perhaps the hazards are not being corrected. If so, this would suggest a tracking problem or a problem in accountability for hazard correction.

If certain hazards recur repeatedly after being corrected, someone is not taking responsibility for keeping those hazards under control. Either the responsibility is not clear, or those who are responsible are not being held accountable.

Employee Interviews

Talking to randomly selected employees at all levels will provide a good indication of the quality of employee training and of employee perceptions of the program. If safety and health training is effective, employees will be able to tell you about the hazards they work with and how they protect themselves and others by keeping those hazards controlled. Every employee should also be able to say precisely what he or she is expected to do as part of the program. And all employees should know where to go and the route to follow in an emergency.

Employee perceptions can provide other useful information. An employee's opinion of how easy it is to report a hazard and get a response will tell you a lot about how well the hazard reporting system is working. If employees indicate that the system for enforcing safety and health rules and safe work practices is inconsistent or confusing, you will know that the system needs improvement.



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Interviews should not be limited to hourly employees. Much can be learned from talking with first-line supervisors. It is also helpful to query line managers about their understanding of their safety and health responsibilities.

Site Conditions and Root Causes of Hazards

Examining the conditions of the workplace can reveal existing hazards. But it can also provide information about the breakdown of those management systems meant to prevent or control these hazards.

Looking at conditions and practices is a well established technique for assessing the effectiveness of safety and health programs. For example, let's say that in areas where PPE is required, you see large and understandable signs communicating this requirement and all employees -- with no exceptions -- wearing equipment properly. You have obtained valuable visual evidence that the PPE program is working.

Another way to obtain information about safety and health program management is through root analysis of observed hazards. This approach to hazards is much like the most sophisticated accident investigation techniques, in which many contributing factors are located and corrected or controlled.

When evaluating each part of a worksite's safety and health program, use one or more of the above methods, as appropriate.

The remainder of this discussion will identify the components found in each element of a quality safety and health program and will describe useful ways to assess these components.

1. Assessing the Key Components of Leadership, Participation, and Line Accountability

WORKSITE POLICY ON SAFE AND HEALTHFUL WORKING CONDITIONS

- Documentation

• If there is a written policy, does it clearly declare the priority of worker safety and health over other organizational values, such as production?

- Interviews

• When asked, can employees at all levels express the worksite policy on worker safety and health?

• If the policy is written, can hourly employees tell you where they have seen it?

• Can employees at all levels explain the priority of worker safety and health over other organizational values, as the policy intends?

- Site Conditions and Root Causes of Hazards

• Have injuries occurred because employees at any level did not understand the importance of safety precautions in relation to other organizational values, such as production?



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GOAL AND OBJECTIVES FOR WORKER SAFETY AND HEALTH

- Documentation

• If there is a written goal for safety and health program, is it updated annually?

• If there are written objectives, such as an annual plan to reach that goal, are they clearly stated?

• If managers and supervisors have written objectives, do these documents include objectives for the safety and health program?

- Interviews

• Do managers and supervisors have a clear idea of their objectives for worker safety and health?

• Do hourly employees understand the current objectives of the safety and health program?

• - Site Conditions and Root Causes of Hazards (Only helpful in a general sense.)

VISIBLE TOP MANAGEMENT LEADERSHIP

- Documentation

• Are there one or more written programs which involve top-level management in safety and health activities? For example, top management can receive and sign off on inspection reports either after each inspection or in a quarterly summary. These reports can then be posted for employees to see. Top management can provide "open door" times each week or each month for employees to come in to discuss safety and health concerns. Top management can reward the best safety suggestions each month or at other specified intervals.

- Interviews

• Can hourly employees describe how management officials are involved in safety and health activities?

• Do hourly employees perceive that managers and supervisors follow safety and health rules and work practices, such as wearing appropriate personal protective equipment?


• When employees are found not wearing required personal protective equipment or not following safe work practices, have any of them said that managers or supervisors also did not follow these rules?

EMPLOYEE PARTICIPATION

- Documentation

• Are there one or more written programs that provide for employee participation in decisions affecting their safety and health?

• Is there documentation of these activities; for example, employee inspection reports, minutes of joint employee-management or employee committee meetings?

• Is there written documentation of any management response to employee safety and health program activities?



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• Does the documentation indicate that employee safety and health activities are meaningful and substantive?

• Are there written guarantees of employee protection from harassment resulting from safety and health program involvement?

- Interviews

• Are employees aware of ways they can participate in decisions affecting their safety and health?

• Do employees appear to take pride in the achievements of the worksite safety and health program?

• Are employees comfortable answering questions about safety and health programs and conditions at the site?

• Do employees feel they have the support of management for their safety and health activities?

- Site Conditions and Root Causes of Hazards (Not applicable.)

ASSIGNMENT OF RESPONSIBILITY

- Documentation

• Are responsibilities written out so that they can be clearly understood?

- Interviews

• Do employees understand their own responsibilities and those of others?


• Are hazards caused in part because no one was assigned the responsibility to control or prevent them?

• Are hazards allowed to exist in part because someone in management did not have the clear responsibility to hold a lower-level manager or supervisor accountable for carrying out assigned responsibilities?

ADEQUATE AUTHORITY AND RESOURCES

- Documentation (Only generally applicable.)

- Interviews

• Do safety staff members or any other personnel with responsibilities for ensuring safe operation of production equipment have the authority to shut down that equipment or to order maintenance or parts?

• Do employees talk about not being able to get safety or health improvements because of cost?

• Do employees mention the need for more safety or health personnel or expert consultants?


• Do recognized hazards go uncorrected because of lack of authority or resources?

• Do hazards go unrecognized because greater expertise is needed to diagnose them?



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ACCOUNTABILITY OF MANAGERS, SUPERVISORS, AND HOURLY EMPLOYEES

- Documentation

• Do performance evaluations for all line managers and supervisors include specific criteria relating to safety and health protection?

• Is there documented evidence of employees at all levels being held accountable for safety and health responsibilities, including safe work practices? Is accountability accomplished through either performance evaluations affecting pay and/or promotions or disciplinary actions?

- Interviews

• When you ask employees what happens to people who violate safety and health rules or safe work practices, do they indicate that rule breakers are clearly and consistently held accountable?

• Do hourly employees indicate that supervisors and managers genuinely care about meeting safety and health responsibilities?

• When asked what happens when rules are broken, do hourly employees complain that supervisors and managers do not follow rules and never are disciplined for infractions?


• Are hazards occurring because employees, supervisors, and/or managers are not being held accountable for their safety and health responsibilities?

• Are identified hazards not being corrected because those persons assigned the responsibility are not being held accountable?

EVALUATION OF CONTRACTOR PROGRAMS

- Documentation

• Are there written policies for onsite contractors?

• Are contractor rates and safety and health programs reviewed before selection?

• Do contracts require the contractor to follow site safety and health rules?

• Are there means for removing a contractor who violates the rules?

- Interviews

• Do employees describe hazardous conditions created by contract employees?

• Are employees comfortable reporting hazards created by contractors?

• Do contract employees feel they are covered by the same, or the same quality, safety and health program as regular site employees.



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Site Conditions and Root Causes of Hazards

• Do areas where contractors are working appear to be in the same condition as areas where regular site employees are working? Better? Worse?

• Does the working relationship between site and contract employees appear cordial?

2. Assessing the Key Components of Worksite Analysis

COMPREHENSIVE SURVEYS, CHANGE ANALYSIS, ROUTINE HAZARD ANALYSIS

- Documentation

• Are there documents that provide comprehensive analysis of all potential safety and health hazards of the worksite?

• Are there documents that provide both the analysis of potential safety and health hazards for each new facility, equipment, material, or process and the means for eliminating or controlling such hazards?

• Does documentation exist of the step-by-step analysis of the hazards in each part of each job, so that you can clearly discern the evolution of decisions on safe work procedures?

• If complicated processes exist, with a potential for catastrophic impact from an accident but low probability of such accident (as in nuclear power or chemical production), are there documents analyzing the potential hazards in each part of the processes and the means to prevent or control them?

• If there are processes with a potential for catastrophic impact from an accident but low probability of an accident, have analyses such as "fault tree" or "what if?" been documented to ensure enough back-up systems for worker protection in the event of multiple control failure?

- Interviews

• Do employees complain that new facilities, equipment, materials, or processes are hazardous?

• Do any employees say they have been involved in job safety analysis or process review and are satisfied with the results?

• Does the safety and health staff indicate ignorance of existing or potential hazards at the worksite?

• Does the occupational nurse/doctor or other health care provider understand the potential occupational diseases and health effects in this worksite?


• Have hazards appeared where no one in management realized there was potential for their development?

• Where workers have faithfully followed job procedures, have accidents or near-misses occurred because of hidden hazards?



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• Have hazards been discovered in the design of new facilities, equipment, materials, and processes after use has begun?

• Have accidents or near-misses occurred when two or more failures in the hazard control system occurred at the same time, surprising everyone?

REGULAR SITE SAFETY AND HEALTH INSPECTIONS

- Documentation

• If inspection reports are written, do they show that inspections are done on a regular basis?

• Do the hazards found indicate good ability to recognize those hazards typical of this industry?

• Are hazards found during inspections tracked to complete correction?

• What is the relationship between hazards uncovered during inspections and those implicated in injuries or illness?

- Interviews

• Do employees indicate that they see inspections being conducted, and that these inspections appear thorough?


• Are the hazards discovered during accident investigations ones that should have been recognized and corrected by the regular inspection process?

EMPLOYEE REPORTS OF HAZARDS

- Documentation

• Is the system for written reports being used frequently?

• Are valid hazards that have been reported by employees tracked to complete correction?

• Are the responses timely and adequate?

- Interviews

• Do employees know whom to contact and what to do if they see something they believe to be hazardous to themselves or coworkers?

• Do employees think that responses to their reports of hazards are timely and adequate?

• Do employees say that sometimes when they report a hazard, they hear nothing further about it?

• Do any employees say that they or other workers are being harassed, officially or otherwise, for reporting hazards?



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• Are hazards ever found where employees could reasonably be expected to have previously recognized and reported them?

• When hazards are found, is there evidence that employees had complained repeatedly but to no avail?

ACCIDENT AND NEAR-MISS INVESTIGATIONS

- Documentation

• Do accident investigation reports show a thorough analysis of causes, rather than a tendency automatically to blame the injured employee?

• Are near-misses (property damage or close calls) investigated using the same techniques as accident investigations?

• Are hazards that are identified as contributing to accidents or near-misses tracked to correction?

- Interviews

• Do employees understand and accept the results of accident and near-miss investigations?

• Do employees mention a tendency on management's part to blame the injured employee?

• Do employees believe that all hazards contributing to accidents are corrected or controlled?


• Are accidents sometimes caused at least partly by factors that might also have contributed to previous near-misses that were not investigated or accidents that were too superficially investigated?

INJURY AND ILLNESS PATTERN ANALYSIS

- Documentation

• In addition to the required OSHA log, are careful records kept of first aid injuries and/or illnesses that might not immediately appear to be work-related?

• Is there any periodic, written analysis of the patterns of near-misses, injuries, and/or illnesses over time, seeking previously unrecognized connections between them that indicate unrecognized hazards needing correction or control?

• Looking at the OSHA 200 log and, where applicable, first aid logs, are there patterns of illness or injury that should have been analyzed for previously undetected hazards?

• If there is an occupational nurse/doctor on the worksite, or if employees suffering from ordinary illness are encouraged to see a nearby health care provider, are the lists of those visits analyzed for clusters of illness that might be work-related?



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- Interviews

• Do employees mention illnesses or injuries that seem work-related to them but that have not been analyzed for previously undetected hazards?

- Site Conditions and Root Causes of Hazards (Not generally applicable.)

3. Assessing the Key Components of Hazard Prevention and Control

APPROPRIATE USE OF ENGINEERING CONTROLS, WORK PRACTICES, PERSONAL PROTECTIVE EQUIPMENT, AND ADMINISTRATIVE CONTROLS

- Documentation

• If there are documented comprehensive surveys, are they accompanied by a plan for systematic prevention or control of hazards found?

• If there is a written plan, does it show that the best method of hazard protection was chosen?

• Are there written safe work procedures?

• If respirators are used, is there a written respirator program?

- Interviews

• Do employees say they have been trained in and have ready access to reliable, safe work procedures?

• Do employees say they have difficulty accomplishing their work because of unwieldy controls meant to protect them?

• Do employees ever mention personal protective equipment, work procedures, or engineering controls as interfering with their ability to work safely?

• Do employees who use PPE understand why they use it and how to maintain it?

• Do employees who use PPE indicate that the rules for PPE use are consistently and fairly enforced?

• Do employees indicate that safe work procedures are fairly and consistently enforced?


• Are controls meant to protect workers actually putting them at risk or not providing enough protection?

• Are employees engaging in unsafe practices or creating unsafe conditions because rules and work practices are not fairly and consistently enforced?

• Are employees in areas designated for PPE wearing it properly, with no exceptions?

• Are hazards that could feasibly be controlled through improved design being inadequately controlled by other means?



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FACILITY AND EQUIPMENT PREVENTIVE MAINTENANCE

- Documentation

• Is there a preventive maintenance schedule that provides for timely maintenance of the facilities and equipment?

• Is there a written or computerized record of performed maintenance that shows the schedule has been followed?

• Do maintenance request records show a pattern of certain facilities or equipment needing repair or breaking down before maintenance was scheduled or actually performed?

• Do any accident/incident investigations list facility or equipment breakdown as a major cause?

- Interviews

• Do employees mention difficulty with improperly functioning equipment or facilities in poor repair?

• Do maintenance employees believe that the preventive maintenance system is working well?

• Do employees believe that hazard controls needing maintenance are properly cared for?


• Is poor maintenance a frequent source of hazards?

• Are hazard controls in good working order?

• Does equipment appear to be in good working order?

ESTABLISHING A MEDICAL PROGRAM

- Documentation

• Are good, clear records kept of medical testing and assistance?

- Interviews

• Do employees say that test results were explained to them?

• Do employees feel that more first aid or CPR-trained personnel should be available?

• Are employees satisfied with the medical arrangements provided at the site or elsewhere?

• Does the occupational health care provider understand the potential hazards of the worksite, so that occupational illness symptoms can be recognized?


• Have further injuries or worsening of injuries occurred because proper medical assistance (including trained first aid and CPR providers) was not readily available?

• Have occupational illnesses possibly gone undetected because no one with occupational health specialty training reviewed employee symptoms as part of the medical program?



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EMERGENCY PLANNING AND PREPARATION

- Documentation

• Are there clearly written procedures for every likely emergency, with clear evacuation routes, assembly points, and emergency telephone numbers?

- Interviews

• When asked about any kind of likely emergency, can employees tell you exactly what they are supposed to do and where they are supposed to go?


• Have hazards occurred during actual or simulated emergencies due to confusion about what to do?

• In larger worksites, are emergency evacuation routes clearly marked?

• Are emergency telephone numbers and fire alarms in prominent, easy to find locations?

4. Assessing the Key Components of Safety and Health Training

ENSURING THAT ALL EMPLOYEES UNDERSTAND HAZARDS

- Documentation

• Does the written training program include complete training for every employee in emergency procedures and in all potential hazards to which employees may be exposed?

• Do training records show that every employee received the planned training?

• Do the written evaluations of training indicate that the training was successful, and that the employees learned what was intended?

- Interviews

• Can employees tell you what hazards they are exposed to, why those hazards are a threat, and how they can help protect themselves and others?

• If PPE is used, can employees explain why they use it and how to use and maintain it properly?

• Do employees feel that health and safety training is adequate?


• Have employees been hurt or made ill by hazards of which they were completely unaware, or whose dangers they did not understand, or from which they did not know how to protect themselves?

• Have employees or rescue workers ever been endangered by employees not knowing what to do or where to go in a given emergency situation?

• Are there hazards in the workplace that exist, at least in part, because one or more employees have not received adequate hazard control training?

• Are there any instances of employees not wearing required PPE properly because they have not received proper training? Or because they don't want to and the requirement is not enforced?



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ENSURING THAT SUPERVISORS UNDERSTAND THEIR RESPONSIBILITIES

- Documentation

• Do training records indicate that all supervisors have been trained in their responsibilities to analyze work under their supervision for unrecognized hazards, to maintain physical protections, and to reinforce employee training through performance feedback and, where necessary, enforcement of safe work procedures and safety and health rules?

- Interviews

• Are supervisors aware of their responsibilities?

• Do employees confirm that supervisors are carrying out these duties?

- Site Conditions and Root Causes

• Has a supervisor's lack of understanding of safety and health responsibilities played a part in creating hazardous activities or conditions?

ENSURING THAT MANAGERS UNDERSTAND THEIR SAFETY AND HEALTH RESPONSIBILITIES

- Documentation

• Do training plans for managers include training in safety and health responsibilities?

• Do records indicate that all line managers have received this training?

- Interviews

• Do employees indicate that managers know and carry out their safety and health responsibilities?


• Has an incomplete or inaccurate understanding by management of its safety and health responsibilities played a part in the creation of hazardous activities or conditions?

CONCLUSION

• The key to a successful and efficient evaluation is to combine elements when using each technique. First review the documentation available relating to each element. Then walk through the worksite to observe how effectively what is on paper appears to be implemented. While walking around, interview employees to verify that what you read and what you saw reflects the state of the safety and health program.

• Effective safety and health program evaluation is a dynamic process. If you see or hear about aspects of the program not covered in your document review, ask to receive the documents, if any, relating to these aspects. If the documents included program elements not visible during your walk around the site and/or not known to employees, probe further. Utilizing this cross-checking technique should result in an effective, comprehensive evaluation of the worksite's safety and health program.



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Seven Elements of an Effective Safety and Health Program

• Management Commitment - Management of your company shows, in word and actions, their commitment to your safety and health program

• Accountability - Responsibilities and authority are assigned. All employees (including management) are held accountable for their responsibilities.

• Employee Involvement - Employees are encouraged to, and actively participate in, the development and implementation of your safety and health program

• Hazard ID and Control - Your company has a system for regularly scheduled self-inspections to identify hazards and to correct and control them.

• Accident Investigation - There is a procedure at your company for investigating and reviewing all workplace accidents, injuries and illnesses

• Training - There is a comprehensive program of safety and health training for all employees (including management)

• Program Evaluation - The company has a system for evaluating the overall safety and health program and does so on a regular basis

What it looks like if you don't have them…

Management commitment:• Workplace safety is not discussed at staff meetings• Employees cannot articulate management’s role in the company safety program• No management interest in why workplace injuries are occurring, cost of doing business • Managers/supervisors do not follow safe work practices

Accountability:• No disciplinary process for unsafe behaviors or unsafe practices• No system for identifying and correcting unsafe conditions and practices with a chain of

accountability• Manager/supervisor salaries are not tied to safety performance• No strategic plans and objectives for safety performance



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Employee Involvement:• Employees are not involved in onsite inspections• Employees do not have authority to stop unsafe work practices• Employees are not aware of the workplace safety and health policy• Employees are not involved in the design and operation of the safety and health program

Hazard ID/Control:• If anything is even done, it takes months for corrective action to be taken on reported

hazards• There is no formal work site inspection process• Changes in work processes, equipment, and space happen haphazardly • There is no early return to work program

Accident/Incident Investigation:• There is no process for investigating accidents• Employees are blamed for having accidents• 200 logs are not accurate• No trained investigators on staff

Training:• No safety orientation• No method to track training attendance• No assessment of what training is needed• No method for verifying th effectiveness of training provided

Program Evaluation:• No yearly review of injuries/illnesses• No review/evaluation of training program• No annual review of energy control procedures (LOTO)• Deficiencies in the program appear in review after review

What it looks like if you do have them…

Management Commitment:• Those responsible for the safety and health program report directly to the CEO• Management demonstrates that productivity never overrides safety• Contractors must meet safety and health criteria to qualify to come on site • Safety related budgets



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Accountability:• Job descriptions contain specific safety responsibilities• Performance evaluations include safety performance reviews• Individual, departmental and/or organizational safety goals and tracking systems• Managers/Supervisors know whether employees are meeting their S & H responsibilities

Employee Involvement:• Employees are educated about the various ways they may be involved in safety• Injury/Illness information is reported to employees • Employees use the hazard reporting system • Active and fully functional safety committees

Hazard ID and Control:• Preventative maintenance program is in place and functional• Baseline industrial hygiene analysis to identify potential hazards• There is a facility plan to deal with all potential emergencies • Employees participate in developing and implementing methods for the elimination or

control of hazards in their work areas

Accident/Incident Investigations:• Workplace policy requires the reporting of all accidents and near misses• All investigations determine “root causes”• Recommendations are made to address “root cause” issues and result in prompt

corrective action • Investigation reports are routed to appropriate management personnel

Training:• Employees periodically practice emergency action plans• Employees/supervisors receive all OSHA required training• An organized safety and health training program is in place and functional • Workplace safety and health policy is understood by employees

Program Evaluation: • Workplace injury/illness data is analyzed to discover trends• Hazard controls are monitored to assure continued effectiveness• Post-training knowledge and skills for safety and health are tested or evaluated • Annual review of the overall safety and health management system is conducted



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How to effectively assess and improve your safety and health program through…

Safety and Health Program Evaluation

OR-OSHA 1160502-01

Presented byThe Public Education Section

Oregon OccupationalSafety and Health Division

(OR-OSHA)

OR-OSHA Services

Oregon OSHA offers a variety of safety and health services to employers and employees:

Consultative Services (all field offices)

Offers no-cost, confidential on-site safety, health, and ergonomic assistance to Oregon employers for help in recognizing and correcting safety and health problems in their workplaces.

Our consultants can also introduce you to the Safety & Health Achievement Recognition Program (SHARP) and Oregon’s Voluntary Protection Program (VPP).

Standards and Technical Resources (Salem Central)

Adopts, amends, and formally interprets occupational safety and health standards and provides technical assistance such as reviewing variances.

Operates a resource center containing books, topical files, technical periodicals, pamphlets and brochures, more than 200 technical data bases, and an audiovisual lending library.

Enforcement (all field offices)

Inspects places of employment for occupational safety and health rule violations and investigates workplace safety and health accidents, complaints, and referrals.

Provides compliance assistance, specific abatement assistance to employers who have received citation, and offers pre-job conferences for construction employers.

Public Education & Conferences (Portland, Salem Central, Eugene)

Conducts no-cost statewide educational workshops in a wide variety of safety and health subjects.

Co-sponsors statewide conferences including the biennial Governor’s Occupational Safety and Health Conference in Portland.

Portland Field Office (503) 229-5910Salem Field Office (503) 378-3274Eugene Field Office (541) 686-7562Medford Field Office (541) 776-6030Bend Field Office (541) 388-6066Pendleton Field Office (541) 276-9175

Salem Central Office: (800) 922-2689 or (503) 378-3272

Web Site: www.orosha.org

OR-OSHA Mission StatementTo advance and improve workplace safety and health for all workers in Oregon.

Check out our series of five specific safety and health training program certificates!

Additional Public Education Services

Safety for Small Business workshops

Interactive Internet courses

Training Series Certificates

On-site training requests

Access workshop materials

Spanish training aids

Training and Education Grants

Continuing Education Units/Credit Hours

For more information on Public Education services, please call (888) 292-5247 Option 2

DateAugust 19, 2003Michelle Cattanach

Manager

For the completion of 32 hours of training in occupational safety and health

Your Name

The Oregon Occupational Safety and Health Division of the Department of Consumer and Business Services presents this

certificate to commend

Safety Committee Member Training Series

Award of Completion

In Compliance with the Americans with Disabilities Act (ADA), this publication is available in alternative formats by calling the OR-OSHA Public Relations Manager at (503) 378-3272 (V/TTY).

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