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Basic Occupational Safety and Health Seminar Safeways Consultancy & Safety Services, Inc. Facilitator: Maphilindo S. Tandoc Welcome!!! 4th Day…

BOSH Day 4 Safeways

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Basic Occupational Safety and Health Seminar

Safeways Consultancy & Safety Services, Inc.

Facilitator:

Maphilindo S. Tandoc

Welcome!!! 4th Day…

House Agreement

• Avoid disturbance - Kindly put all communications devices on silent or vibrator mode

• Breaks at 10AM - 12NN – 3PM

• Participate in discussions and case studies

• Ask questions if unclear; let’s learn together

• Sit back, relax, enjoy and learn

Facilitator Info : Map Tandoc

• Registered Mechanical Engineer • DOLE - BWC Safety Consultant• Former Operations Head – KSI (HVAC Systems)

• Former Safety, Security, Environmental and Risk Manager - PLDT Co.

• Former Risk Manager – Asian Terminals, Inc.• Risk Manager – Ayala Land, Inc.

Today’s BOSH Coverage:• Recap and macro view of program• Safety Inspection• Hierarchy of Control Measures• Accident Investigation/Causal

Analysis• Emergency Preparedness

What is the basic goal of OSH What is the basic goal of OSH Management?Management?

• Accident PreventionAccident Prevention• Maintenance of good healthMaintenance of good health

• What should we remember to manage What should we remember to manage accidents and health concerns?accidents and health concerns?

We need to know the causes;We need to know the causes;• Unsafe ActsUnsafe Acts• Unsafe ConditionsUnsafe Conditions

Unsafe ActUnsafe Act

• UnawareUnaware

• UnableUnable

• UnmotivatedUnmotivated

Unsafe ConditionUnsafe Condition

• UnrecognizedUnrecognized

• UncorrectedUncorrected

SAFETY INSPECTION – a way to SAFETY INSPECTION – a way to recognize your hazardrecognize your hazard

TYPES OF HAZARDS;TYPES OF HAZARDS;

1.1. PhysicalPhysical

2.2. BiologicalBiological

3.3. ErgonomicErgonomic

4.4. ChemicalChemical

Correcting HazardsCorrecting Hazards – – Hazard Control Measure Hazard Control Measure HierarchyHierarchy

• EliminationElimination

• Substitution (Product/Process) Substitution (Product/Process)

• Engineering ControlEngineering Control

• Administrative ControlAdministrative Control

• Personal Protective Equipment (PPE) Personal Protective Equipment (PPE)

Any Questions?

ACCIDENT INVESTIGATION

Reasons for Accident/Incident Investigation

• To prevent recurrence

• To comply with policies and regulatory requirements

• To improve management program

• To maintain awareness and convey importance of safe, health and work habits

Types of Accident

1. Personal injury/death

2. Property damage

3. Combination of items 1 & 2

4. Near-miss (actually an incident)

• Failure to use guards, kill-switches, or to follow appropriate procedures.

FINGER WAS HIT BY A TACK WELDED U-PIECE THAT USED TO SUPPORT A 150kg LADDER

• Lifting many loads for the magnet lever.

FINGER WAS HIT BY A STRIP PLATE THAT WAS MULTI-CARRIED BY THE MAGNET LEVER.

• Hammered and crushed finger.

FINGER WAS HIT BY A HAMMER DURING FIT-UP.

• Use of unprotected or faulty machinery or equipment.

NO GUARDS ON MACHINE

• Improper use or maintenance of the hand tool.

Unguarded Grinder

• Wearing jewelry, gloves, or loose-fitting clothing around moving parts can also lead to injury.

Ring Amputation

• Using of wrong gloves for the type of job.

3rd Degree burns to welder involved in a flash fire.  Welder was not using proper PPE; he was using a lite cotton glove which continued to burn after the flash fire was out

• Wrong grinding position

The worker was The worker was grinding an grinding an assembly plate, assembly plate, when he adjusted when he adjusted the RPM speed, the the RPM speed, the disc suddenly hit the disc suddenly hit the left thigh of the left thigh of the victim.victim.

• Using discs that exceeds the maximum recommended size.

Because the disc was Because the disc was too big for the grinder, too big for the grinder, the worker removed the the worker removed the guard.guard.He He dieddied when the disc when the disc shattered and shattered and fragments struck him in fragments struck him in the chest and the chest and abdomen.abdomen.

• Shattered disc

The worker was hit by a broken piece of The worker was hit by a broken piece of the cutting disc. The piece hit his right the cutting disc. The piece hit his right feet.feet.

Overhead Crane FallOverhead Crane Fall

The following pictures are of a crane incident that occurred in the Netherlands at Shell's Antwerp Refinery. During a major turnaround, fan tubes were being lifted using a tube tray. During the lift and while the tube tray was directly over the crane operator's cab, the tube tray deviated from horizontal and the fan tubes slid off and plunged like arrows into the operator's cab. Note that the tubes were not properly secured to the tray during the lift operation. The attached pictures show the condition of the operator's seat just after the accident. The pictures tell the tale.

Crane Incident

Scenario

Crane Incident

This is a reminder to take all "lifts” seriously, from the lightest and least complex to the heaviest and most complex. Proper rigging andsecuring of loads SAVES LIVES.

Post script – Amazingly (and thankfully), the operator suffered only minor scratches in one leg.

Managing the Accident Scene

Priorities:• Care & treatment of the injured• Elimination or control of remaining

hazards• Securing the accident scene for

investigation

ACCIDENT INVESTIGATION (General Process Flow)

Secure the area

Document the facts: hard evidence, witness

Ensure immediate

medical treatment

Collect facts about

the accident: witnesses

Identify the root cause

(causal factors)

Corrective action

Follow-up

Accident Investigation Process

• Gather Information

• Analyze the Facts

• Make Recommendation

Gathering Info

• What happened?

• Who was/were involved?

• Where did it happened?

• When did it happened?

• How did it happened?

Analyzing the Facts Facts can be established via;

• Witness account validation

• Physical evidence• Records (i.e. 201 file, maintenance, permit

records)

• Established process (i.e. JHA, SOP)

• Why? Why? Why? Why?....

Making Recommendations;

• Simple and clear (brief and concise)

• Cost efficient (derived savings or resource optimization)

• Compliant to applicable Codes and Standards (i.e. Fire Code, Building Code, Labor Code, OSH Standards)

U N A W A R EU N A B L E

U N M O TIV A TE D

H A Z A R D O U SA C TS

U N N O TIC E DU N C O R R E C TE D

H A Z A R D O U SC O N D ITIO N S

A C C ID E N T / IL L N E S S

Immediate and Basic Causes

U N A W A R EU N A B L E

U N M O TIV A TE D

H A Z A R D O U SA C TS

U N N O TIC E DU N C O R R E C TE D

H A Z A R D O U SC O N D ITIO N S

A C C ID E N T / IL L N E S S

Immediate and Basic Causes

END OF MODULE

• Questions?

• Thank You!!!

PREPARING FOR PREPARING FOR EMERGENCIES / DISASTERSEMERGENCIES / DISASTERS

The eventCrunch Point

Recovery Period

3 hours or 3 weeks?Time Line

Why Plan? - Unacceptable

The eventCrunch Point

Recovery Period

3 hours or 3 weeks?

Pre Planning

Why plan? - Objective

Time Line

DefinitionDefinition  

Emergency: Emergency: A condition or event requiring immediate action A condition or event requiring immediate action as it poses danger/peril to the safety of persons and property. as it poses danger/peril to the safety of persons and property. Emergencies can be large or smallEmergencies can be large or small..

Crisis: Crisis: An event, which threatens life, property, or business An event, which threatens life, property, or business operations beyond acceptable losses, unless controlled. operations beyond acceptable losses, unless controlled. From Merriam-Webster: “a turning point of better or worse, a From Merriam-Webster: “a turning point of better or worse, a crucial time, a decisive moment. crucial time, a decisive moment.

Disaster: Disaster: For business, any event, which causes a cessation For business, any event, which causes a cessation of vital functions; an event resulting to disruption of critical of vital functions; an event resulting to disruption of critical operations, large scale losses requiring immediate action to operations, large scale losses requiring immediate action to ensure continuation or resumption of business. ensure continuation or resumption of business.

DisasterDisaster

Disaster Management – is the process of mitigating, preparing for, responding to and recovering from a disaster.

CrisisCrisis

EmergencyEmergency

Disaster Preparedness is Disaster Preparedness is about Planningabout Planning

• Planning ProcessPlanning Process– Establish a Planning TeamEstablish a Planning Team

– Analyze Vulnerabilities / HazardsAnalyze Vulnerabilities / Hazards

– Develop the PlanDevelop the Plan

– Implement the PlanImplement the Plan

Business Critical Assets at RiskBusiness Critical Assets at Risk

• PersonnelPersonnel

• Operations / ServicesOperations / Services

• ProductsProducts

• Equipment / FacilitiesEquipment / Facilities

• CashCash

• InformationInformation

Disaster Management CycleDisaster Management Cycle

NORMALCY

MITIGATION

READINESSRESPONSE

RECOVERY

DISASTER

End of Presentations

• Questions?

• Thank you!!!