Dp-4101 Lsupa RM Ed6 Dec06

MANAGING SAFETY
Techniques that Work for Line Supervisors
RESOURCE MANUAL
Note to Readers
The authors, reviewers, editors and DuPont Safety Resources have made extensive efforts to ensure that
the technology, management systems, and other information contained herein are accurate and conform
to best practices known to them at the time of publication. However, new approaches to managing
safety, reasonable differences in opinions among experts, unique aspects of individual situations, and
different laws and cultures, require that the reader exercise independent judgment when making
decisions affecting the safety of any facility, practice or process. The reader should consider the
applicability of the ideas and opinions offered to each situation based on the reader's knowledge of the
employee culture, physical premises, practice or process in question. Suggestions for improvements
will be warmly welcomed and carefully considered.
© 2006 by E. I. du Pont de Nemours and Company

Wilmington, DE 19898
All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any
means, electronic or mechanical, including photocopy, recording, or any information storage or
retrieval system, without permission in writing from the DuPont Company. All translation rights are
reserved by the publisher.
Edition 6
Table of Contents
1. THE BASICS OF GOOD SAFETY MANAGEMENT

Introduction:.................................................................................................................... 1.1
The Twelve Basics .......................................................................................................... 1.1
2. SAFETY PHILOSOPHY
Introduction: Safety Philosophy-Six Points ....................................................................2.1
The Nature of a Safety Philosophy ................................................................................. 2.2
Communication............................................................................................................... 2.3
3. THE SAFETY ORGANIZATION AND YOU

The Safety Organization .................................................................................................3.1
Your Responsibility as Supervisor.................................................................................. 3.5
4. AUDITING FOR SAFETY

Introduction..................................................................................................................... 4.1
Key Points in Becoming A Good Observer .................................................................... 4.2
Observation Categories ...................................................................................................4.3
Action.............................................................................................................................. 4.5
Correcting Employees.....................................................................................................4.6
Making the Most of Your Audits....................................................................................4.7
RESOURCE MATERIALS
1. The Supervisor as an Observer: A Self-Evaluation ............................................4.11
2. Observation Checklist .........................................................................................4.12
3. Safety Audit Form............................................................................................... 4.16
5. COMMITMENT
Introduction..................................................................................................................... 5.1
Managing Safety .............................................................................................................5.1
Demonstrating Your Commitment to Safety .................................................................. 5.1
Communicating Your Safety Message............................................................................5.3
Managing Safety: Techniques that Work for Line Supervisors – Resource Manual ed6
Copyright © 2006 E. I. du Pont de Nemours and Company. All rights reserved.
6. SAFETY STANDARDS AND JOB PLANNING
Safety Standards; Rules and Procedures .........................................................................6.1
Job Planning ....................................................................................................................6.4
RESOURCE MATERIALS
1. Housekeeping Policy.............................................................................................6.9
2. General Safety Rules ...........................................................................................6.10
3. Safety Rules and Procedures Subcommittee .......................................................6.12
7. MOTIVATION AND DISCIPLINE

How Do You Treat Your Employees? ............................................................................7.1
Motivating for Safety ......................................................................................................7.1
RESOURCE MATERIALS
1. Sample Plant Disciplinary Procedure....................................................................7.9
8. INCIDENT INVESTIGATION
Definitions .......................................................................................................................8.1
Who Is Responsible? .......................................................................................................8.2
Preparing for an Investigation .........................................................................................8.2
The Investigation .............................................................................................................8.4
After the Investigation...................................................................................................8.11
RESOURCE MATERIALS
1. Serious Potential Incident Reports ......................................................................8.13
2. Serious Potential Incident Recommendation Status............................................8.16
9. SAFETY TRAINING
Requirements and Responsibility....................................................................................9.1
Methods and Vehicles for Safety Training......................................................................9.3
Safety Meetings ...............................................................................................................9.6
RESOURCE MATERIALS
1. Job Cycle Check Procedure.................................................................................9.15
2. Safety Meeting Topics.........................................................................................9.18
3. Safety Meeting Evaluation ..................................................................................9.19
10. SAFETY GOALS AND OBJECTIVES

Introduction ...................................................................................................................10.1
Safety Objectives...........................................................................................................10.2
The Basics of
Good Safety Management
1.1
THE BASICS OF GOOD SAFETY MANAGEMENT
INTRODUCTION
We list here the aspects of safety management that we have found to be most helpful for a
dynamic safety program, and we give a brief summary of each. We discuss them all throughout
the training session, though not necessarily separately or in this order. These aspects are
Management commitment.
Documented safety philosophy.
Committee organization for safety.
Line responsibility for safety.
Standards of performance.
Audits.
Communications.
Safety training.
Motivation.
Safety goals and objectives.
Incident investigations.
Supportive safety staff.
DuPont is convinced that these are the key elements in any successful safety program. Many of
these elements may already exist at your site. Some may need elaboration; others may need
emphasis.
Some elements might not exist at your site. Indeed, you may have very little backing from site
management for your efforts to improve safety. Where this is the case, you can still improve
safety performance in your own area. You might not be able to change company or site policy,
but you can incorporate many of these basic aspects to help your own employees work more
safely and so avoid the suffering caused by needless injury. It will be more difficult without
strong, consistent management support, but not impossible.
THE TWELVE BASICS

Management Commitment
The first requirement listed on the previous page is commitment. Often, it is the lack of
commitment which causes a safety program to fail. For safety to work throughout a whole
company or plant organization, top management must be committed. Top management must
believe that safety is as important as
Cost.
Productivity.
1.2
Quality.
Employee relations.
Even if your top managers are not so committed to safety, you must be committed if you are to
get results. You are a manager, too. If you supervise employees, you are part of management.
Documented Safety Philosophy

In every aspect of daily activities, we follow basic principles to guide our reactions to different
situations. Some of these guidelines are unwritten, and we seem to use them instinctively. A
deliberate safety philosophy, however, is not used instinctively but must be learned and then
applied daily by each individual at work.
For this application, management must have established the philosophy. Without a written
company philosophy, you can still guide your actions and decisions by your own safety
philosophy.
You should express your safety philosophy and demonstrate it on a daily basis. In this way, you
can do much to persuade your employees to accept and follow it.
Remember: Your safety philosophy must become a way of life.
Committee Organization for Safety

The next basic element in the management of safety is an organization to administer the safety
effort. Such an organization usually contains a formal safety meeting structure comprised of
two linked branches:
1. The Central Safety and Health Committee and its supporting subcommittees.
2. Overlapping line organization safety meetings that
Follow the line organization.
Include all employees.
Meet on a regular schedule (monthly).
Coordinate the overall safety effort.
Provide a two-way flow of information.
In a safety structure following the line organization, everyone is accountable to his boss and
responsible for his subordinates. Although you may also serve on subcommittees, your primary
responsibility lies in your position as a supervisor in the line organization. You are vital for the
safety tone of your group.
You should organize safety meetings in your area even if your plant has no such overlapping
structure of meetings as we have described.
1.2 Copyright © 2006 E. I. du Pont de Nemours and Company. All rights reserved.
1.3
Line Responsibility for Safety

Because an employee’s safety performance is influenced drastically by the way he or she
perceives a supervisor’s approach to safety, it is important for you to indicate through attitude
and action that safety is as important to you as any other business concern.
Standards of Performance
If employees are to work safely, you must provide instruction. Without instruction, each
individual will decide upon his own work methods, sometimes making a wrong choice.
We include under safety standards
Safety rules and procedures.
Operating procedures.
Housekeeping regulations.
Design standards.
Audits
Studies have shown that over 90 percent of all injuries and other incidents are the results of
unsafe acts. To develop and maintain good safety performance, each of you should conduct
regular safety inspections (audits).
Through inspections, you can
Identify possible causes of injury and thereby eventually eliminate injuries.
Raise standards.
Demonstrate commitment.
Influence the behavior and attitude of your employees.
Communications
As a supervisor, you need to communicate frequently with your employees about safety, your
philosophy, and standards. Safety is a subject you should discuss routinely with all employees,
in groups or on a one-on-one basis. Safety training, safety meetings, and job planning are all
part of safety communications and provide significant opportunities for you to
Represent management’s and your commitment to improving safety performance.
Listen to the ideas and concerns of your employees.
Remember always to get feedback to be sure that your message is understood, whether the
communication takes place in a safety meeting, in safety training, in job planning, or in one-on-
one discussion on the job.
1.4
Safety Training
Safety training is important for all employees. Therefore, it should be directed toward
The new employee.
An employee who has transferred from another site.
An employee who has moved from another area in the site.
Supervision.
The longer service employee (refresher training).
Contractor employees (as appropriate).
Through training, you can present information, update skills, and encourage and reinforce a
positive attitude to safety.
Motivation
You can make your employees want to work safely and to comply with your safety standards by
getting them involved in running safety in your area.
Listen to their suggestions.
Include their ideas.
Encourage them to participate in safety meetings.
Congratulate them on good performance.
Correct them when necessary.
Safety Goals and Objectives

As you know from your own life experiences, objectives are necessary to stimulate
achievement. In a safety program, management will establish both long-term goals and shorter-
term objectives to bring about improved performance.
Like upper management, you will have to develop your own plans and strategies for carrying
through on the established safety objectives.
In a good safety program, you should be held accountable for carrying out your plans and
meeting objectives.
Even if your company has no developed safety program with goals and objectives, you can and
should develop objectives for your area.
Incident Investigations
A sound safety management program will include a system for reporting and comprehensively
investigating injuries and serious incidents. By conducting investigations, management can
determine underlying causes of injury and eliminate them, thus preventing the recurrence of
injuries.
1.5
If you have no such system at your plant, you can still investigate injuries that occur in your
area, then take action to prevent their recurrence.
It is important to ensure that your employees follow the resulting recommendations. When
employees see you taking quick, corrective action, they will conclude that safety has high
priority. Your commitment in this area will do much to eliminate injury through prevention.
Supportive Safety Staff

As you now know, you are responsible for carrying out all phases of the safety program
affecting your area. You are the “doer.”
The role of the safety staff, on the other hand, is not “doer” but advisor, consultant, and
coordinator. In many ways, safety staff personnel can be thought of as quality controllers for
safety.
Not all plants have a safety department or coordinator. If your plant does, take advantage of the
in-house expertise available through the safety staff. But remember: You are accountable as the
“doer.”
CONCLUSION
The conditions and methods we have touched upon briefly here are proven essentials for the
best management of safety. Where any of these elements are weak or do not exist, a safety
program cannot be fully effective. However, even where no overall company or plant safety
program exists, individual areas can be safe if you the supervisor are committed to safety and
implement those essential aspects appropriate for your department or group.
Safety Philosophy
2.1
SAFETY PHILOSOPHY
OVERVIEW
This unit will give you a broad understanding of
The nature and inevitability of a safety philosophy.
Ways in which a safety philosophy is communicated.
INTRODUCTION:
SAFETY PHILOSOPHY—SIX POINTS
To start you thinking about a safety philosophy, we include here a summary of DuPont’s safety
philosophy:
1. All injuries can be prevented.

The key word here is “all.” This is a realistic goal and not just a theoretical objective.
A supervisor with responsibility for the well-being of employees cannot be effective
without fully accepting this principle.
2. Management, which includes all levels through the first-line supervisor, has the
responsibility for preventing personal injuries.
Since the line organization has the responsibility for every operational activity of the
company, each supervisor must accept his share of the responsibility for the safety of the
employees.
3. It is possible to safeguard all operating exposures that may result in injuries.

It is preferable, of course, to eliminate the sources of danger. However, where this is
not reasonable or practical, supervision must resort to such measures as the use of
guards, safety devices, and protective clothing. No matter what the exposure, an
effective safeguard can be provided.
4. It is necessary to train all employees to work safely. They must understand that it is to
their advantage, as well as the company’s, to work safely and that they have a definite
responsibility to do so.
Adequate training of the employees is a responsibility of supervision.
5. It is good business to prevent personal injuries on the job and off the job. In addition to
causing personal suffering, injuries cost money and reduce efficiency.
6. Safety is a condition of employment. Employees are expected to accept their

responsibility for safety when they join the company—the safety of themselves and of the
people and facilities with which they work.
2.2
THE NATURE OF A SAFETY PHILOSOPHY
A Basis for Administering Safety

A fully developed safety philosophy is a unified body of principles or beliefs that form the basis
of your thoughts and judgments about safety.
Not all companies, and not all managers, have such a well thought-out safety philosophy.
Frequently, assumptions that have never been questioned take the place of a developed safety
philosophy. These assumptions together form a general safety attitude that is not based on
deliberately chosen principles.
In the absence of a clear, fully determined philosophy for administering safety, such
assumptions often have the practical force of a philosophy.
PHILOSOPHY
Thought Out Assumed

Result of Questioning Unquestioned Attitude
Documentation of Philosophy
A company or plant safety philosophy should be written to give a clear and unvarying basis for
all decisions regarding safety throughout the company or plant. (A formal, documented
philosophy, which acts as a guideline for the practice of safety, is sometimes referred to as a
safety policy.)
Your company may or may not have a formal documented safety philosophy. However, it will
have at least an unwritten safety philosophy which
Manifests itself in actions and decisions concerning safety.
May or may not have been consciously determined. (You could describe an unthought-
out type of “philosophy” as an attitude to safety. See page 2.3.)
Where Do You Stand?

The philosophy by which you run your area
1. Should be in accord with your company’s written statement of philosophy if such a
statement exists.
2.3
2. Should incorporate your upper management’s safety philosophy if that philosophy is a

positive and deliberate valuing of safety.
3. May be more demanding than your company’s philosophy as it reflects your own
convictions about safety.
COMMUNICATION
If Your Company’s Safety Philosophy is Documented
If your company has a written safety philosophy, it is your job to see that everyone you
supervise
Knows it.
Understands it.
Supports it.
If you are a second-line supervisor, hold one-on-one discussions with each of the supervisors
who report to you. During each discussion, ask
What is your understanding of the philosophy?
What makes you believe in it?
How are you going to support and implement it?
When conducting a one-on-one discussion, you should state emphatically that the company or
plant philosophy is your philosophy and that you are going to work by it. You should also
explain plant management’s expectations for safe operations and emphasize the advantages of
working safely.
If you are a first-line supervisor, once you have committed yourself to supporting the safety
philosophy, you should hold safety meetings or one-on-one discussions to communicate the
philosophy to your hourly employees. You should emphasize your own commitment to safety
and your requirement that all employees work in a safe manner.
Each employee should leave the meeting recognizing and understanding his responsibility for
safety and the safety of his co-workers.
After you have introduced the safety philosophy to every employee, ensure that it remains
prominent. You should
Post the philosophy on bulletin boards.
Review the philosophy at least annually with employees in safety meetings.
Some facilities use wallet-sized cards with the safety philosophy written on one side and safety
rules on the other as a reminder. These cards are passed out annually and are signed by each
employee at the first safety meeting of the year.
Remember that a safety philosophy is not just another page in the safety manual or a poster on
the bulletin board; it is the basis for all work activities.
2.4
If Your Company’s Safety Philosophy is Unwritten

If your company has no documented safety philosophy, but upper management does have an
unwritten but positive safety philosophy, you must communicate to your employees this
philosophy and any additional convictions of your own about safety.
In the absence of a documented company philosophy, you should document your own safety
philosophy and communicate it to your employees as you would a documented company safety
philosophy.
If you work from a written philosophy, you have a document that can
Ensure a uniform understanding of the principles contained in your philosophy.
Act as a fixed point of reference for making decisions about safety.
Your actions and decisions concerning safety will reflect a philosophy in that they will show
how you value safety. You cannot avoid expressing an attitude to safety, so you had better
make sure that the philosophy you are demonstrating is indeed what you want to communicate
to your employees.
Communicate your philosophy deliberately by
Always considering safety.
Talking individually to your employees about safety.
Holding safety meetings.
Listening to your employees and asking them questions to make sure they understand
your philosophy.
CONCLUSION
In a fully effective company-wide safety program, the safety philosophy places primary
responsibility for safety with the line organization. Since employees usually value what their
supervisors emphasize or treat as important, your ongoing reference to the philosophy will help
gain commitment to it. If you all, as supervisors, consider safety to be an important aspect of
business and demonstrate this emphasis in the normal course of business, your company will
incorporate an essential aspect of safety management in its activities.
A safety philosophy by itself will not improve safety performance. Management, down to each
and every supervisor, needs to demonstrate its commitment to operating a safe workplace at all
times. Without 100 percent participation, a fully effective safety effort cannot be maintained.
If your company has no organized safety program, you can still radically affect your employees’
attitude to safety by your continual demonstration of your own safety philosophy. Again, if you
treat safety as important, your employees will probably value it too.
The Safety Organization
and You
3.1
THE SAFETY ORGANIZATION AND YOU
OVERVIEW
In this unit, we shall examine
The meeting structures that make up an organization for safety.
Your role as a supervisor within a safety organization.
Your responsibility for safety.
THE SAFETY ORGANIZATION

Introduction
Your plant or company may have a developed organization for managing safety. If it has,
You have a role to play in that organization.
Your safety management of your area has the support of upper management and your
job is easier.
As a supervisor, you are an integral part of any safety organization. You are a safety manager.
You and your fellow supervisors make up the line organization for safety. This organization
includes all employees. It coordinates the overall safety effort, sets safety policies and
standards, and provides safety communication in two directions: up the line to top management
and down the line to every hourly employee.
Line supervisors are the key to a safety organization and, in fact, form the only structure that
has proved consistently successful in managing safety.
Here we look at a typical safety organization to see how it can function.
The Two Branches of the Safety Organization

The structure of the organization for safety that we use in DuPont is twofold. It consists of a
supporting and an implementing branch, as we show in this diagram:
THE SAFETY ORGANIZATION

CENTRAL SAFETY AND HEALTH COMMITTEE
Supporting Implementing
Working Safety Coordinator/ Line

Subcommittees Department Organization
3.2
Let us imagine as we look at how this system works that it is the one used at your place of work.
In such a case, as a supervisor in the line organization, you are an implementer, a “doer.” You
carry out the program and involve all employees in your group in the company safety effort.
The other branch of the organization is the supportive branch. We shall discuss this side of the
organization first.
The Supporting Safety Committee Structure

The Central Safety and Health Committee (CSHC)
The CSHC is the primary policy-making body in this safety organization. It is headed by the
plant manager and staffed by upper management from all areas of the plant. It also includes the
plant physician and the safety coordinator.
The duties of the CSHC include
Originating, coordinating, and guiding the overall plant safety efforts.
Approving safety items and policies of a plant-wide nature.
Exchanging safety information between plant areas.
This committee is supported by various working subcommittees.
Subcommittees
The subcommittees that support the CSHC form a committee structure that is not part of the
line organization, though members of the line organization, such as yourself, serve on these
subcommittees. They are working subcommittees, each dealing with a specific area of safety
activity. They do not relieve you of your safety responsibilities. They do, however, provide
additional resources for you to draw on in fulfilling those responsibilities.
Examples of common subcommittees are:
Incident and Injury Investigation—Investigates serious injuries (lost workday cases) or
incidents with the potential for serious injury.
Safety Programs or Special Activities—Develops plant-wide safety programs and
activities, such as inter-area competitions or safety awards, to guide individual area efforts.
Process Hazards—Periodically reviews existing plant operations, especially where
hazardous materials are involved, to ensure that all necessary safety and fire protection
precautions have been taken.
New Equipment or Processes Acceptance—Inspects new facilities before start-up to
ensure that all necessary safeguards have been provided. Sometimes, particularly on
smaller plants, this subcommittee is combined with the Process Hazards Subcommittee.
Safety and Housekeeping Inspections—Makes periodic safety and housekeeping
inspections of specific areas.
Off-the-Job Safety—Plans, develops, and promotes suitable material for the off-the-job
safety program where this responsibility is not assigned to the Safety Programs or Special
Activities Subcommittee.
3.3
The Function of the Safety Coordinator

In many plants, a safety professional assists the safety program. Such a professional serves in a
staff function—he or she is an advisor to other line organization supervisors and managers.
Therefore, he or she does not accept the same safety responsibilities that supervisors accept.
The safety professional is there to
Advise you.
Help you coordinate your safety activities.
Participate on the Central Safety and Health Committee.
He is not there to take over your safety responsibility.
If your plant has a safety coordinator, he or she can help you specifically by
Giving advice in training employees.
Offering supervisor training.
Auditing. (Though not substituting his audits for yours.)
Helping conduct injury and incident investigations.
Providing information about government regulations.
If your plant has no safety coordinator, you might need to look elsewhere for help in managing
safety. Your company may have a corporate safety coordinator. You might also be able to turn
for help to
Your boss.
A local safety organization.
The National Safety Council.
The Interlocking Line

Organization Safety Committees
The line organization, the implementing branch of the safety organization, is joined to the
supporting branch through the Central Safety and Health Committee. Top managers are on the
CSHC and head the line organization.
Top managers form departmental safety committees with those members of supervision
reporting directly to them. A large plant might then also have area safety committees between
the departmental safety committees and the first-line supervisors’ safety meetings with their
employees. See the organization chart on the following page for a diagram of these line
organization interlocking safety meetings.
This system provides a direct line of communication throughout the whole plant or site
organization. The first-line supervisors’ safety meetings are perhaps the most important links
in this chain of communication, as it is through them that the plant safety program reaches each
employee. The line organization safety committees administer within the departments the
safety policy, procedures, and rules set up by the CSHC and its supporting subcommittees.
3.4
Summary—Committees, the Line, You

The committee systems and supports we have been discussing are structures that a fully
developed organization for safety will have in place. In this system, everyone has safety
responsibilities, from the top managers down to each hourly employee, and everyone is kept
informed on safety matters.
SAFETY COMMITTEE ORGANIZATION CHART
3.5
Your company may or may not have developed such an organization for managing safety.
As we have already mentioned in the introduction to this section of the unit, supervisors are an
integral part of a company or plant safety organization. You are the channel for communication
through the line organization. You are the means by which every employee is included in the
effort to improve safety in your company. You coordinate and administer safety day by day.
Therefore, your performance, as well as the performance you demand of your group, is vital to
the success of any safety program.
You are answerable to top management for your success in administering the plant safety effort
as well as to your employees for their safety.
YOUR RESPONSIBILITY AS SUPERVISOR

Your role and your responsibility are vital to the performance of your area, whether or not your
company or plant has developed an overall organization for managing safety.
Therefore, we shall focus now on your responsibility for your area and your employees. This is
the area you can change. Here you have impact, whatever the state of your plant’s safety
organization.
Twelve Keys to Good Safety Supervision

1. Set a Good Example.
As supervisor, you set the pace for your group by your actions. The phrase, “Actions
speak louder than words,” is an excellent guide. The example you set should reflect your
sincerity and alertness. Some specific suggestions are:
a. Observe all safety and fire protection rules.

If you make exceptions to such rules for your own convenience, whatever your
reason, you seriously undermine your safety effort.
b. Wear personal protective equipment where required.

By wearing personal protective equipment, you teach by demonstration and do
much to persuade your employees to follow suit. You should wear the required
equipment, even if you are not exposed to the same degree of hazard as your
employees.
c. Discuss some aspect of safety with employees every day.

In this way, you make safety a part of each day’s activities and demonstrate your
own interest in safety.
d. Be enthusiastic about safety and fire protection.

The enthusiasm that you display will generate enthusiasm in your workers.
e. Give safety priority among your problems.

Never let quality, production, or cost considerations compromise safety or essential
fire protection.
3.6
2. Know the Operation.

To appreciate and evaluate fully the safety and fire hazards involved, you should
understand thoroughly the entire process or operation for which you are responsible.
Process data, design engineers, and equipment vendors are useful sources of information
which you should explore. Know also what plant or government safety rules apply to the
work you supervise.
3. Anticipate Risks.
Think ahead and act to protect your employees from risks that may arise from changes in
equipment or methods. Make use of any available expert safety advice to help you guard
against such hazards.
4. Discuss Hazards.
Encourage your employees to discuss with you the hazards of their work. No job should
proceed where a question of safety remains unanswered. When you are receptive to the
ideas of your workers, you tap a source of firsthand knowledge that will help you prevent
needless loss and suffering.
5. Be Alert for Unsafe Conditions.

Every trip through the plant should be an impromptu inspection tour. In this way, you
can correct hazards that might otherwise cause injuries.
6. Follow Up.
Check back consistently to see that employees are following your instructions.
7. Inspect Often, Inspect Intelligently.

You can achieve safe working conditions only through detecting and eliminating unsafe
conditions and unsafe practices. Inspections help to do this. While some inspections can
and should be made by the Safety Department and inspection committees if your plant
organizes these activities, there is no substitute for your firsthand inspection. Including
wage-roll employees on inspection teams is a good way to show them that they have a
part in the safety effort. It also gives you a chance to illustrate the standards of
performance you are seeking. (See Unit 4.)
8. Take Effective Corrective Action.

To make your observations in the field valuable, you must correct the deficiencies and
poor practices you see. You should make it clear that correction of an unsafe practice is
not a reprimand in itself, but a step toward improved safety performance. Correction
must be prompt to be effective. Details of the incident will be fresh in everyone’s mind
and you will avoid giving the impression of procrastination or indecision. (See Unit 4 for
suggestions of how to correct employees without causing resentment. See also Unit 7.)
9. Investigate Incidents.
The analysis of the causes of small injuries, with action to prevent their recurrence, will
help you avoid worse injuries in the future. (See Unit 8.)
3.7
10. Maintain Discipline.

When employees do not meet reasonable levels of performance and there are no
extenuating circumstances, disciplinary action may be in order. It should be as consistent
and equitable as possible to hold employee resentment to a minimum. Your objective
should be the improvement of performance. Disciplinary procedures are established at
most company locations in accordance with local requirements. They may include verbal
contact, written reprimand, probation, and even discharge, depending upon the nature of
the offense and the previous record of the offender.
11. Know Your Employees.

The ability of an employee to perform a specific job is dependent upon his education,
training, experience, and general capabilities. To achieve the safest, most efficient
performance, you must know these characteristics when planning job assignments,
training programs, and performance reviews.
12. Make Safety Part of Your Business.

Not only does incident prevention reduce human suffering and loss; from the practical
viewpoint, it is no more than good business. Safety, therefore, is one of your prime
obligations—to your company, your fellow managers, and your fellow employees.
Add any further ideas here:

_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
Follow-Up
If your safety program is to be successful, it is essential that you follow up at all levels on all
aspects of safety. Always be sure that employees have understood and followed your
instructions.
Remember:
Check.
Review.
Question.
Get progress reports.
Monitor programs.
Discuss problems.
Ask for feedback.
3.8
Audit.
Schedule safety meetings and individual safety contacts.
Only consistent and thorough follow-up will ensure good safety performance in your group.
Follow-up is also a key ingredient in your own safety performance.
Appraising Safety Performance

You are responsible for safety in your area. You should be demanding of yourself in your safety
performance and evaluate the performance of employees who report to you, whether they are
supervisors or hourly employees.
Often, the concept of evaluation for safety performance seems elusive. What exactly can we
look at when we take stock of how an employee is performing? Here are some questions you
can ask.
Supervisor Supervisor or Hourly Employee

1. Does she specifically point out the safety Does she set a good example?
aspects of each task when she gives an
assignment?
2. Does she take the initiative in safety Does she participate in safety meetings?
meetings to present each topic
appropriately for the group?
3. Does she make his expectations clear to Is she unwilling to take shortcuts even
her subordinates? under pressure?
4. Does she observe employees at work and Does she seek help from her supervisor
detect and correct unsafe practices and when she has a safety problem she cannot
conditions promptly and effectively? handle by herself?
5. Does she make thorough and critical Does she contribute well thought-out
safety inspections? ideas for improving safety?
6. Does she insist that all applicable safety Is she familiar with all applicable safety
rules and procedures are followed? rules and procedures?
7. Does she know her own workers? Does she follow all safety rules and
procedures?
8. Does she work effectively to develop Is she enthusiastic about safety?
good safety performance?
Add any further suggestions here:

__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
3.9
These questions are just a sampling of the kinds of considerations you can give to a safety
performance evaluation. The key is to make sure that the supervisors and hourly employees
who report to you understand what is expected of them and then to hold them accountable for
what they do.
How Do You Measure Up?

Here are some additional and expanded questions you can ask yourself to assess your own
safety performance as a supervisor.
1. How well do you promote safety, both orally and by setting the proper example?
2. Is safety as important a part of your business as costs, production, and quality?
3. Do you know adequately the hazards and pitfalls of the process and equipment for which
you are responsible?
4. Are you alert to unsafe conditions, including housekeeping problems, during trips
through your plant?
5. Do you inspect your area often and intelligently for unsafe conditions and unsafe
practices?
6. Do you anticipate safety problems in your area of responsibility?
7. Do you take corrective and preventive action, including discipline as necessary?
8. Do you investigate all incidents to determine their causes, then make recommendations
to prevent recurrence?
9. Do you follow up on those recommendations and on all your safety decisions?
10. Do you know and understand the strengths and limitations of your employees?
11. Do you discuss safety with your employees every day?
12. Do you hold regular safety meetings in your area and cover all employees?
CONCLUSION
In a plant or company with a well-developed safety system, the safety organization is dependent
on each member of the line organization. As a line supervisor, you fit into the organization as a
link in the chain of safety, setting a safety example for your workers and supervising for safety.
You may also join the safety organization as a member of safety committees.
If your plant or company has no such developed organization for safety, you, as supervisor, can
still make a difference in your area by holding yourself responsible for the safety of your
employees and acting accordingly. You can implement the “Twelve Keys to Good Safety
Supervision” with or without an overall plant safety organization. You have the power as
supervisor vastly to improve the safety performance of your group.
Auditing for Safety
4.1
AUDITING FOR SAFETY
OVERVIEW
In this unit, we shall outline the importance of auditing and present techniques for auditing
well; we offer help in approaching employees who are working unsafely; and we consider what
you can do with the results of your audits.
INTRODUCTION
Audits are formal safety inspections. The idea of inspections is not a popular one. Why?
Employees tend to think you are out there to find fault.
You sometimes feel uncomfortable when you have to correct an employee for violating
safety requirements.
Audits can, however, help you a great deal in your efforts to develop and maintain good safety
performance in your area.
Studies have shown that over 90 percent of all injuries and incidents are the results of unsafe
acts. Audits are a tool for eliminating unsafe acts through
Increasing safety awareness.
Raising standards.
Measuring the effect of your safety education.
Motivating employees.
Measuring your own effectiveness in your day-to-day supervisory activities. In this
sense you are auditing yourself as well as your area.
Auditing is a formal program with three characteristics:
1. Special time set aside on your job for going out to observe for safety.
2. The dedication of that time to safety without the intrusion of other considerations, such
as production concerns.
3. Regularity.
Each time you visit and watch a work activity, you should be
Observing for unsafe acts, unsafe conditions, and rule violations.
Asking the question, “What might happen if the unexpected occurred?”
By taking immediate corrective action based on these observations, you can eliminate the
potential for injuries and incidents.
The following item, “Key Points in Becoming a Good Observer,” should help you develop your
auditing skills.
4.2
KEY POINTS IN BECOMING A GOOD OBSERVER

Introduction
The improvement of safety performance depends largely upon the reduction of unsafe acts
through detection, immediate corrective action, and follow-up to prevent their recurrence.
Therefore, you need to learn how to observe effectively:
Be selective.
Know what to look for.
Practice.
Keep an open mind.
Guard against habit and familiarity.
Do not be satisfied with general impressions.
Record observations systematically.
Observation Techniques
1. Stop for 10 to 30 seconds before entering a new area to ascertain where employees are
working.
2. Stop as you enter an area and observe reaction to your presence because employees may
correct unsafe practices when you enter. You need to recognize these unsafe acts if you
are to prevent their recurrence.
3. Observe activity—do not avoid the action.
4. Remember ABBI—look Above, Below, Behind, Inside.
5. Develop a questioning attitude to determine what injuries might occur if the unexpected
happened, and how the job might be accomplished more safely. Ask, “Why?” and,
“What could happen if . . .?”
6. Be alert to injury exposure caused by overexertion from lifting, pulling, pushing, and/or
reaching.
7. Use as many senses as possible: look, listen, smell, and feel.
8. Maintain a balanced approach. Observe all phases of the job.
9. Be inquisitive.
10. Do not stop at determining problems. Observe also to find ideas for eliminating
problems.
11. React immediately to unsafe acts or conditions.
12. Recognize good performance.
4.3
13. Make notes for your follow-up or someone else’s action. For example, you might plan to
review the procedure for a job you observe.
In addition to employing the above techniques, you should
Maintain orderliness in your area of responsibility as a pronouncement to your
employees and your supervision of your minimum acceptable standards.
Measure your own performance and the performance of your subordinates through the
observations you make.
Check your auditing skills. You can ask yourself questions such as those contained in
Resource Materials Item 1, “The Supervisor as an Observer: A Self-Evaluation.”
Reminder:
OBSERVATION SEQUENCE
Decide
Stop
Observe
Act
Report
OBSERVATION CATEGORIES
When auditing, you need to look at the following key items:
Reactions of people.
Positions of people.
Personal protective equipment.
Tools and equipment.
Procedures.
Orderliness standards.
We shall take each of these categories in turn.
Reactions of People
Look for the evaporative act, the one that disappears before you notice it if you are not a skilled
observer, such as:
Adjusting their personal protective equipment. This action suggests that they were not
wearing it properly and hastily made it right when they saw you.
Changing position.
4.4
Rearranging a job.
Stopping a job.
Attaching grounds or lockouts.
Positions of People
Watch for situations in which employees might
Slip, trip, or fall from a height.
Come into collision with something.
Be hit by something.
Be trapped in, on, between anything.
Be electrocuted.
Inhale or otherwise absorb or be hurt by any harmful substance.
Use the space below to make notes if you wish:

__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
Personal Protective Equipment

1. Provides a barrier.
Is it adequate?
Is it in good repair?
Is it available?
2. Reflects a state of mind.
Pay attention to employees who do not wear the required equipment. Why are they
ignoring the requirement?
Momentary lapse?
Habitual?
Equipment is uncomfortable or otherwise inconvenient?
4.5
Tools and Other Equipment

Are they
Right for the job?
Used correctly?
In safe condition?
Look out for homemade tools and odd pieces of pipe or steel strap that look as if they might
have been used instead of proper tools.
Procedures
Are procedures
Adequate?
Documented?
Understood?
Being followed?
Orderliness Standards
We have found that orderliness and housekeeping contribute to employees’ sense of well-being
as a visible sign of management’s commitment to their safety. In addition, a disorderly
workplace increases the chance of someone having an incident.
Is the workplace neat?
Are things put away properly?
Are orderliness standards known, understood, and followed?
The Observation Checklist (Resource Materials Item 2) should help you focus on relevant
details of the environment and your employees’ working habits when you are conducting a
safety audit. See also “Safety Audit” (Resource Materials Item 3) for an example of a form you
can use during or after an audit.
Do not, however, make the mistake of thinking that checking items on a list is the purpose of
auditing. You are out there to make contact with employees and to take action on what you
observe. The list is merely a tool.
ACTION
You take action to
Correct an unsafe act or condition on the spot.
Prevent through follow-up the recurrence of a similar act that could cause an injury the
next time.
4.6
This brings us to the difficulty you may experience in correcting employees.
CORRECTING EMPLOYEES
You can correct employees without causing them to feel resentful if you enlist their help in the
correction of unsafe acts and conditions. Take the approach that you and they are working
together as members of the same team—not opposing teams—to improve safety.
The following is a list of things you can do to make employees feel that you are all on the same
side.
1. Start a conversation about his job with an employee whom you see committing an unsafe
act. Find out why he is acting unsafely. Ask him what problems he finds with the job.
2. Discuss the job procedure with an employee working on that job. Does he think the
procedure needs to be changed?
3. When observing a job for which no procedure exists, discuss the need for a procedure
with the employee doing the job. Ask for his suggestions.
4. Get an employee to draw up a procedure for his own job, go over the procedure with
him, then have a safety meeting with others who do that job and establish a procedure
together.
5. Use employees in audits. This practice
Shows employees your point of view.
Shows you their point of view.
Helps you and your employees to reach a consensus on safety requirements.
6. When you go up to correct an employee, go alone, then bring in any employees auditing
with you for a discussion of remedies.
7. When correcting an employee
Do not confront.
Avoid groups.
Stay on the issue.
Do not let him sidetrack you and do not drag in other grievances yourself.
8. Congratulate employees who are working well.
Add any further ideas here:

__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
4.7
MAKING THE MOST OF YOUR AUDITS

You can use your audits to see where you are going and what you need to do to improve the
safety performance of your group.
Use Your Audits

1. Record your observations.
2. Develop a follow-up system.
3. Analyze results.
4. Inform employees.
5. Modify training.
How to Analyze Results

For the analysis of results, which will show you where and how you should direct your safety
efforts, you can plot your audit trend on a graph. (See the figure, “Safety Audit Trend” on the
following page.)
A. The Top Line

The top line shows an improving trend in the average of findings for each month.
You determine each point on the graph by dividing the total number of audit defects you
observe during the month by the number of hours you spend auditing that month.
Audit defects
Auditing hours = Average for the month
B. The Rule Violations Line

You can single out from your audit findings certain categories of defects, such as
Rule violations.
Personal protective equipment deficiencies.
Failure to follow procedures.
This line shows how you can plot a chosen category with your overall audit. You can
change the categories you plot as the need arises.
Such plotting helps you
Measure your effectiveness at improving any aspect of safety important in your
area.
See where you need to focus your attention.
If you find yourself confronting many types of safety violations, pick one type and get
that under control before moving to another.
4.8
SAFETY AUDIT TREND

20
18
16
Safety Office Audits
14
12
10
4
Management Audits
J F M A M J J A S O N D
C. Safety Department Audit Line
If your plant has Safety Department audits, you might find that those audits compare to
your own similarly to the way the two top audit lines compare on the graph.
You will probably detect more audit defects in your area than the safety personnel because
you know better how your area should be operating.
Safety Department audits can help you by

The individual safety department audits alerting you to things you have missed.
The safety department line on the graph changing direction, going up while yours
goes down, and so showing you that you might not be catching everything on your
audits.
Whether or not your plant has a Safety Department or even a plant-wide auditing system, you can
adopt the system we have described to gain control over the safety performance of your area.
Use the space below to make any additional notes you need on the subject of making the most
of your audits.
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
4.9
Remember: Get the cooperation of your employees by using their ideas whenever possible for
correcting unsafe conditions or improving procedures and training.
CONCLUSION
Auditing is important. It is the most effective way we know to eliminate unsafe acts and is
therefore one of the best means at your disposal for improving safety performance. Auditing
must be a cornerstone of any effort at managing safety.
You can use and profit from this tool for safety management whether your audits fit into a
plant-wide program or whether you are working alone in your area. You are not dependent
upon a plant or company auditing system to achieve results.
Resource Materials
Page
1. The Supervisor as an Observer: A Self-Evaluation 4.11
2. Observation Checklist 4.12
3. Safety Audit Form 4.16

4.11
THE SUPERVISOR AS AN OBSERVER:

A SELF-EVALUATION
How do you rate in observation? Use the checklist below to rate your performance and to
determine the areas in which you need to practice.
Always Often Occasionally Sometimes Never

1. Do you observe
selectively? _______ ______ _______ ______ _______
2. Do you know what

to look for? _______ ______ _______ ______ _______
3. Do you consciously
practice observation? _______ ______ _______ ______ _______
4. Do you keep an
open mind? _______ ______ _______ ______ _______
5. Do you go beyond
the general
impression in
observing? _______ ______ _______ ______ _______
6. Do you guard
against habit
and familiarity? _______ ______ _______ ______ _______
7. Do you record
observations of
situations needing
action? _______ ______ _______ ______ _______
8. Do you use
checklists when
appropriate? _______ ______ _______ ______ _______
4.12
OBSERVATION CHECKLIST
HUMAN (THE INDIVIDUAL)
Physical Appearance Response

Age _________________________________________
Size _________________________________________
Blisters _________________________________________
Cuts or Abrasions _________________________________________
Stiff Joints _________________________________________
Shortness of Breath _________________________________________
Glasses (Prescription Safety) _________________________________________
Deafness _________________________________________
Clothing
Loose Clothing _________________________________________
Watches, Rings, and Chains _________________________________________
Loose Shoelaces _________________________________________
Safety Shoes _________________________________________
Loose Shoe Soles or Heels _________________________________________
Glasses (Broken or Missing Parts) _________________________________________
Performance
Unsafe Acts (Rule Violations) _________________________________________
Job Knowledge _________________________________________
Initiative (Interest) _________________________________________
Following Standard Practice _________________________________________
Quality of Workmanship _________________________________________
Attitude
Preoccupied
Family Problems _________________________________________
Money _________________________________________
Illness in Family _________________________________________
Daydreamer _________________________________________
Worried _________________________________________
Angry _________________________________________
Quick-Tempered _________________________________________
Cooperative _________________________________________
4.13
OBSERVATION CHECKLIST (cont’d)
POSITIONS OF PEOPLE Where and How

Striking Against (Struck By) _______________________________________
Caught Between _______________________________________
Falling _______________________________________
Climbing _______________________________________
Off Balance _______________________________________
Temperature Extremes _______________________________________
Electrical Current _______________________________________
Inhaling, Absorbing, Swallowing _______________________________________
Overexertion _______________________________________
Walking in Designated Aisles or Walks _______________________________________
Riding on Portable Equipment _______________________________________
ACTIONS OF PEOPLE Area or Job Standards

Changing Position _______________________________________
Rearranging Job _______________________________________
Stopping Job _______________________________________
Hurrying _______________________________________
Running _______________________________________
Exposure to Moving Equipment _______________________________________
Wearing Proper Safety Equipment _______________________________________
Following Standard Practice _______________________________________
Using Proper Equipment and Tools _______________________________________
Following Rules, Procedures _______________________________________
Using Good Judgment _______________________________________
Trained on Job Being Performed _______________________________________
on Assignment _______________________________________
PERSONAL PROTECTIVE EQUIPMENT Area or Job Requirements

Eyes _______________________________________
Face _______________________________________
Head _______________________________________
Hands _______________________________________
Arms _______________________________________
Feet and Legs _______________________________________
Respiratory System _______________________________________
Trunk _______________________________________
4.14
TOOLS AND EQUIPMENT Places to Audit in Area

Right for the Job ________________________________________
Used Correctly ________________________________________
In Safe Condition ________________________________________
Carried or Stored Properly ________________________________________
Inspected and Coded Properly ________________________________________
WORK AREA AND EQUIPMENT Where in Area

Housekeeping and Appearance ________________________________________
Cramped Quarters ________________________________________
Blind Corners ________________________________________
Exposure to Moving Stock and Traffic ________________________________________
Aisles ________________________________________
Exits ________________________________________
Lighting ________________________________________
Unsecured Items Overhead ________________________________________
Stairs ________________________________________
Fumes, Dust, Smoke ________________________________________
Restricted or Prohibited Areas ________________________________________
Hazards from Nearby Operations ________________________________________
Material Handling ________________________________________
Ladders Properly Tied Off or Stored ________________________________________
Exposed Hot Surfaces ________________________________________
Sharp Edges or Burrs ________________________________________
Barricades ________________________________________
Chemicals (Identified, Labeled) ________________________________________
Guards in Place (Adequate) ________________________________________
Pinch Points ________________________________________
Painting, Insulation, General Repair ________________________________________
RULES, PROCEDURES,
STANDARD PRACTICES,
AND OPERATING INSTRUCTIONS Area or Assignment
Established? (Understood?) ________________________________________
Adequate? (Reviewed and Upgraded?) ________________________________________
Maintained? ________________________________________
4.15
FIRE AND SAFETY EQUIPMENT Area or Assignment

Available? _______________________________________
Adequate? _______________________________________
Personnel Trained? _______________________________________
Operable? _______________________________________
Blocked? _______________________________________
Inspected? _______________________________________
Sealed? _______________________________________
OPERATION Area or Assignment

Off-Standard Lights or Alarms _______________________________________
Recorders Properly Set
(Correct Conditions or Pattern) _______________________________________
Noisy Equipment _______________________________________
Unusual Odor or Sound _______________________________________
Visible Quality _______________________________________
Lab Analyses _______________________________________
Correct Identifications _______________________________________
Records _______________________________________
OTHER
__________________________ _______________________________________
__________________________ _______________________________________
__________________________ _______________________________________
__________________________ _______________________________________
__________________________ _______________________________________
__________________________ _______________________________________
__________________________ _______________________________________
4.16
SAFETY AUDIT FORM
Section Supervisor Date Time

(Examples of Possible Observations)
Reactions of People Positions of People Personal Protective Equipment

___ Adjusting Personal Protective ___ Striking Against ___ Eyes and Face
Equipment ___ Struck By ___ Ears
___ Changing Position ___ Caught Between ___ Head
___ Rearranging Job ___ Falling ___ Hands and Arms
___ Stopping Job ___ Temperature Extremes ___ Feet and Legs
___ Attaching Grounds ___ Electrical Current ___ Respiratory System
___ Lockouts ___ Inhaling ___ Trunk
___ Absorbing
___ Swallowing
Tools and Equipment Procedures Orderliness Standards

___ Right for the Job ___ Is Standard Practice Adequate ___ Is Workplace Orderly?
___ Used Correctly for Job? ___ Are Standards Known,
___ In Safe Condition ___ Is Standard Practice Understood, & Followed?
Established? ___ Are Materials & Tools Put Away
___ Is Standard Practice Being Properly?
Maintained?
OBSERVATIONS
Points
__________________________________________________________________ _____
__________________________________________________________________ _____
__________________________________________________________________ _____
__________________________________________________________________ _____
__________________________________________________________________ _____
__________________________________________________________________ _____
__________________________________________________________________ _____
__________________________________________________________________ _____
Auditing Hours: _______________________ Total Points: _____
______________________
______________________
______________________
______________________
______________________
Audit Team
Commitment
5.1
COMMITMENT
OVERVIEW
This unit provides a brief outline of important aspects of demonstrating to employees your
commitment to safety.
All these aspects will be discussed in more detail in other course units.
INTRODUCTION
Commitment: the quality you need to make your whole safety effort work. If you have this
quality, your effort will have a good chance of success because you will be able to swing your
employees along with you. If you lack commitment, you will fail. Commitment is not
something you can measure; but you can tell that it is present, and you can see the depressing
results where it is absent.
MANAGING SAFETY
You are part of management. It is your job, therefore, to manage safety.
Many managers believe that safety cannot be controlled. They say, “You do what you can by
providing safety equipment and outlining rules and procedures; then you accept what happens.”
But at Du Pont we know that safety is manageable.
Safety can never be managed on a campaign basis. Effective safety management must be
ongoing. We have found that effort devoted to safety gives a good return, not only in terms of a
reduction in the cost of medical and workers’ compensation, but also in greater productivity,
improved product quality, better employee relations, and a more profitable overall operation.
We often hear our managers say, “If you can manage safety, you can manage everything else.”
Managing safety involves changing the way employees think. When you have successfully
influenced a worker’s thinking about safety, you can also modify his attitude to other work
priorities. This modification leads to better management and is the key to improved employee
relations and greater productivity.
Safety is
Manageable.
Ongoing.
Profitable.
DEMONSTRATING YOUR COMMITMENT TO SAFETY

Take the Lead
Of great importance are the interest and enthusiasm with which you undertake your safety
responsibilities. To achieve the best results plant-wide, all members of management must be
willing to step in front and lead the safety effort. If top management is able to establish its
5.2
goals and objectives, and if the other members of the management team are willing to be held
accountable for achieving them, the effort can succeed.
Even if upper management in your company has no organized safety effort and does not set
company goals for safety, you can still set goals for your department or area and plan how you
will achieve them. You are the leader of your group. You can take action to direct your
employees in an ongoing effort to improve safety in your area.
Show That You Mean It

In demonstrating your commitment to safety, you need to find a way to convince your
employees that your emphasis on safety will be ongoing.
1. Develop an overall safety action plan, which will outline your plans for managing safety
in your area. (Such an overall plan incorporates the individual safety action plans you
develop to deal with particular concerns.)
2. Emphasize that working safely is financially beneficial to the company through the
decrease in the number of lost workdays and the reduction of workers’ compensation.
3. Give safety the same status in your area as you give other business parameters, such as
production, quality, cost, and employee relations.
4. Allocate the necessary time, manpower, and money (within your budget) to the safety
effort.
5. Spend time out on the floor with your people. (Resist the pressure to spend too much
time on paperwork. If necessary, confront your boss with the conflicting demands of
paperwork and of the need to be out on the floor.)
Show Your Concern

Specific ways in which you can show a sincere concern for your employees’ welfare are as
varied as your imagination. For example:
Take time to give more than a perfunctory glance at an incident investigation report.
Use information obtained from an incident investigation, job analysis, or procedure
update to prevent future problems.
Set aside a regular time to work on safety matters, publicize that time, and do not
deviate from that time for anything less than a major crisis.
Audit for safety.
Write any further suggestions of your own in the space below.
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
5.3
Write It Down
It is important to document your findings about safety and about safety problems for the
following reasons.
1. Only with specific examples can you begin to convince others that you are serious in
your commitment to improving safety.
2. Thorough documentation allows you to follow up, review, or revise existing patterns of
work.
You should institute a safety strategy similar to the process used in a project review or the
development of plans for quality control and cost maintenance. Without coordination, you have
a hit-or-miss approach that will convince no one and will not improve safety in your area.
COMMUNICATING YOUR SAFETY MESSAGE

Talk and Listen
Talk to your employees about safety. Give them all the information you can about your plans
for safety and your safety concerns. Listen to their concerns and suggestions. Talk to them
individually and as a group. Hold regular safety meetings. Keep a constant dialogue going.
The Importance of Feedback

To make sure that you and your employees really understand each other.
Talk to your employees and encourage their response.
Listen. Listen between the lines, too.
Ask questions to get at the real meaning of what they say.
Ask questions to be certain that they have really understood your meaning.
When you have an important safety message, this feedback is vital whether the communication
takes place in a safety meeting, during safety training, in job planning, or in one-on-one
contacts on the job.
Activities where two-way communications are particularly important are
Conducting new employee orientation.
Explaining a change in a rule or procedure and developing acceptance for the change.
Demonstrating the handling of a new chemical.
Demonstrating safe practices with new equipment or tools.
Giving job instructions—job planning.
Finding a solution to a problem.
5.4
Personal Actions
We have been considering verbal communication, which is what most people usually think of
under this topic. However, your most persuasive method of communicating is nonverbal, by
your actions.
Your employees will be watching you. They will assess the real value of all you say by what
you do. If you at all times demonstrate that safety is one of your highest priorities, your
employees will understand your basic message. We have already looked at the necessity for
this kind of commitment.
COMMUNICATION
is
TALKING
LISTENING
ACTING
Back up your demonstration of safety’s importance also with informal, unplanned verbal
communication by
Making safety a daily topic of conversation.
Always being ready to listen and react to your employees’ safety concerns.
The two most important points to remember if you are to communicate successfully with your
employees are
You must get your employees involved in your communications.
Your actions will back you up or undermine everything you say.
CONCLUSION
YOU GET THE LEVEL OF SAFETY

THAT YOU DEMONSTRATE YOU WANT.
Safety Standards
and Job Planning
6.1
SAFETY STANDARDS AND JOB PLANNING
OVERVIEW
This unit provides
1. A review of the need for safety standards, the development of rules and procedures, and
their roles in the workplace.
2. An outline of the need for job planning and the Job Safety Analysis technique.
The training session will be conducted through group discussion directed around the contents of
the manual: the need for safety rules and procedures, their generation, review, and
communication. You will also have an opportunity to work through a Job Safety Analysis.
SAFETY STANDARDS; RULES AND PROCEDURES

Introduction
We use the word “standards” to include the level of safety you achieve, or wish to achieve, and
the rules and procedures through which you achieve it. Standards are a means and an end.
STANDARDS
MEANS END
Rules and procedures The desired level
for achieving the level of safety
of safety.
Safety, like civilization itself, is dependent on order. Rules are designed to ensure order, to
direct our behavior in orderly ways. Safety rules and procedures, specifically, are written to
allow a worker to do a task in a way that has been tested for safety.
Management, which includes you, is responsible for setting standards and guidelines for
managing safety. These standards apply to several areas:
Safety rules and procedures.
Work practices and conditions.
Emergency procedures.
Operating procedures.
Safe facility maintenance.
Housekeeping.
(See Resource Materials Item 1 for a sample Housekeeping Policy.)
6.2
In addition to establishing standards and rules, you must communicate your standards and those
of your plant; all your employees must understand the safety standards and know what level of
safety performance you expect of them.
Your attitude to the safety rules of your workplace is the key to effective enforcement of those
rules. You must demand of yourself full adherence to your plant’s and your own safety rules;
you can accept no less from anyone you supervise.
The Need for Rules and Procedures

If you want to manage safety, you cannot allow your employees to decide how to perform a job.
You must establish minimum standards which you are willing to accept and enforce. If you do
not provide direction in the form of written rules and procedures, each employee will use his
own judgment, performing a task differently from other employees and often failing to consider
safety. As there usually is one best way to perform a job to minimize the risk of injury, you
should find out the best methods through observation, analysis, and discussion with employees
and adopt those methods as standards.
As a supervisor, you must set an example by following the standards and enforcing them.
Although rules and procedures alone cannot improve safety performance, their effective use as
part of your safety effort can do much to minimize the risk of injury.
Bad Rules
And yet rules and procedures form one of the least popular aspects of managing safety. What is
it about rules that makes them unpopular?
Generally, rules are unpopular because they are bad rules or are badly communicated. They
may be
Written by people who do not know the job and its problems.
Out of date.
Not written, so they lose their clarity as time passes.
Not communicated.
Sometimes, employees have a vague sense of there being something they should be doing but
are not sure what that something is.
How to Establish Rules that Help

What must you do to ensure that the rules you have help you to run your area smoothly and
safely?
Rules should be
Written.
Current.
Reasonable.
6.3
Agreed upon.
Known to each employee.
Understood.
Followed and enforced.
To ensure that your rules meet these criteria, you can take the following steps in their
development and follow-up.
1. Current
Review rules regularly with your employees.
Change rules as conditions change.
2. Reasonable and agreed upon
Discuss the rules with employees individually and in safety meetings.
Listen to employees’ suggestions.
3. Known to each employee and understood
Include rules in training programs.
Discuss in safety meetings.
Discuss with individuals.
Post rules conspicuously in well-lighted, well-traveled areas.
Get feedback to ensure that everyone else interprets the rules as you do.
4. Followed and enforced
Observe.
Audit.
Correct where necessary.
When a rule meets all the above criteria, it becomes a safety habit-former and a key part of your
incident-prevention program.
Use the space below to make notes concerning any of your company or area rules that need
attention. Include steps you can take to make those rules more effective.
_________________________________________________________________________
_________________________________________________________________________
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_________________________________________________________________________
_________________________________________________________________________
6.4
Other Standards You Must Administer

Range of Standards
We have been thinking about rules you establish in your area. You also have to administer
many other kinds of standards than your own. These standards will include some or all of the
following:
Operating procedures established by upper management or the Central Safety and
Health Committee.
Emergency plans.
Company policy.
Special procedures (hot work, lockout, vessel entry).
Chemical handling procedures.
Government regulations.
Codes—API, ASME.
Your company or plant safety manual may well contain rules and procedures that you are
required, or supposed, to follow. (See Resource Materials Item 2 for an example of a plant’s
General Safety Rules.)
Your Responsibility
You are responsible for communicating all the kinds of standards we have mentioned
thoroughly and clearly to your employees and for seeing that your employees follow them.
The Rule That Doesn’t Fit

You might find that a company- or plant-wide rule or procedure is inappropriate for your area.
In such a case, you should try to get the rule changed through the proper channels by going to
the body that authorizes such rules in your plant. Each plant or company has its own method of
establishing and modifying rules. One standard approach is to work through a Central Safety
and Health Committee, which is supported by subcommittees. (See Unit 3.) In such an
organization, one of these subcommittees, such as the Rules and Procedures Subcommittee or
the Process Hazards Subcommittee, might be the channel through which to get a plant-wide rule
changed. (See Resource Materials Item 3 for a brief outline of the work of a Safety Rules and
Procedures Subcommittee.)
You could go to the subcommittee representative for your area or to your supervisor to ask for a
rule change.
JOB PLANNING
Introduction
All jobs include some hazards, however slight. In some jobs, complex machinery and
complicated processes contribute multiple hazards. In any work environment, planning for safety
helps minimize your own exposure and the exposure of those you supervise to these hazards.
6.5
To manage safety effectively, you should plan every job to control the hazards and prevent
injury or incident. One good method of planning jobs to prevent injury is the technique called
Job Safety Analysis.
Job Safety Analysis

Job Safety Analysis (JSA) is a basic tool for planning for safety. This technique allows you and
your crew to observe the job, think through the steps involved, and discuss how to complete the
job safely. It has been used successfully at many plants and refineries, both for developing and
for reviewing operating procedures. Each JSA
Breaks a job down into individual steps.
Lists the safety hazards in each step.
Lists appropriate precautions to be followed for each hazard.
Consult the “Job Safety Analysis Training Guide” on the next page for a detailed description of
the JSA technique. The technique requires thoroughness and attention to detail. It also requires
the input of all who participate in the job. In discussing a specific job, you should supplement
input from the operators with discussions with technical, engineering, and safety personnel as
appropriate.
In some plants, first-line supervisors have conducted JSA’s in safety meetings. If the
employees are familiar with the task being analyzed, this approach can be especially effective
because it
Utilizes the broad knowledge of employees.
Serves as a review exercise.
Encourages a cooperative spirit.
Test Each Job Safety Analysis

A completed JSA should be tried out before it is established as the job procedure. It should be
fully tested by more than one operator. Continue to question the JSA, looking for unnoticed
snags. Again, details count. For example, does the JSA as written apply only to right-handed
operators?
Make any extra notes on the JSA technique in the space below.
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
6.6
Job Safety Analysis Job: Date:
Title of employee Supervisor: Analysis by:

doing job:
Department: Section: Reviewed by:
Req’d/recommended PPE: Approved by:
Sequence of Basic Job Recommended Safe Job

Potential Hazards
Steps Procedure
Break down the job into its basic For each job step, ask yourself what For each potential incident or
steps, e.g., what is done first, incidents could happen to the person hazard, ask yourself how the
what is done next, and so on. doing the job step. You can get the employee should do the job step to
You can do this by answers by avoid the potential incident, or what
he or she should do or not do to
1. Observing the job. 1. Observing the job. avoid the incident. You can get the
2. Discussing it with the 2. Discussing it with the employee. answers by
employee.
3. Recalling past incidents. 1. Observing the job for leads.
3. Drawing on your knowledge
4. A combination of the three. 2. Discussing precautions with
of the job.
experienced employees.
4. A combination of the three. Ask yourself: Can he or she be struck
by or contacted by anything? Can he 3. Drawing on your experience.
Record the job steps in their or she be caught in, on, or between 4. A combination of the three.
normal order of occurrence. anything? Can he or she fall? Can he
Describe what is done, not the or she overexert? Is he or she exposed Be sure to describe specifically the
details of how it is done. Usually to anything injurious, such as gas, precautions the employee must take.
three or four words are sufficient radiation, welding rays, or other Do not leave out important details.
to describe each basic job step. hazards that could cause acid burns, Number each separate
inhalation of noxious fumes, or other recommended precaution with the
For example, the first basic job problems? same number you gave the potential
step in using a pressurized water incident (see center column) that the
fire extinguisher would be to precaution seeks to avoid. Use
1. Remove the extinguisher simple “do” or “do not” statements
from the wall bracket. to explain recommended
precautions as if you were talking to
the employee.
For example, “Lift with your legs,

not your back.” Avoid such
generalities as “Be careful,” “Be
alert,” “Take caution.”
6.7
How to Choose Jobs for a Job Safety Analysis

You do not have enough time to make a detailed job plan for each operation in your area, so
pick the three or four jobs that seem most in need of a new procedure. You can start with a few
jobs, then gradually do more.
Job Assignment
Once you have planned a job, you need to assign that job in a way that will help ensure it is
done correctly. You should therefore
Provide clear and thorough instruction.
Include safety.
Follow up in the field to see that your instructions are being followed.
Develop a new job plan if necessary. (Your original plan might not accommodate
unexpected circumstances.)
You should also maintain an adequate supply of protective equipment for the jobs you assign.
Include safety in each assignment. Even when you casually ask an employee to do something
simple, take the opportunity to include a sentence on safety.
In this way, you can build an awareness of safety in your employees. It will make a difference.
CONCLUSION
Planning can lead to greater safety for you and the employees you supervise. The careful, step-
by-step analysis of each job and its potential hazards and the corresponding development of job
procedures and rules for the use of equipment should help protect all employees against injury
and property against damage.
When developing new or modifying existing rules and procedures,
Observe employees working.
Check their actions against any existing procedures.
Analyze safety hazards.
Discuss with employees the tricky parts of their jobs.
Write the rule or procedure. Unwritten rules become hazy and are far too open to
different interpretations.
Communicate.
Follow up.
Change when necessary.
6.8
Rules and procedures together embody the safety standards set by your company and you for
the operation of your unit. They are the standards over which you have control. It is up to you,
as supervisor, to
Know and enforce existing standards.
Recognize the need for revised standards.
Develop new procedures and rules where necessary for the jobs you assign.
Train your employees to follow all rules and procedures.
In these ways, you will do much to ensure steady, good safety performance in your area of
responsibility.
Resource Materials
Page
1. Housekeeping Policy 6.9
2. General Safety Rules 6.10
3. Safety Rules and Procedures Subcommittee 6.12

6.9
HOUSEKEEPING POLICY
A high level of safety and housekeeping must be maintained throughout a plant for three
reasons.
Good housekeeping contributes to the elimination of incidents and fire hazards.
It helps conserve space, time, material, and effort
It contributes to high morale.
The extent to which each employee accepts his share of responsibility for housekeeping
establishes the level of housekeeping. When each one does his share, all benefit by having a
clean, safe plant in which to work.
Good housekeeping is
1. Lack of debris and trash.
2. Walking surfaces free from tripping, slipping, and stumbling hazards.
3. Orderly arrangement of storage and work equipment, with aisles that are marked and
kept clear.
6.10
GENERAL SAFETY RULES
PLANT MASTER SAFETY RULES

1. Employees must know and observe all plant safety rules applicable to their work. Each
employee’s compliance with all safety rules is a requisite for continued employment.
2. All plant injuries, no matter how slight, must be reported to supervision and the medical
section immediately.
3. The following are prohibited:
a. Horseplay or fighting.
b. Running or jumping except in extreme emergencies.
c. Intoxicants or being under the influence of intoxicants.
d. Firearms.
e. Smoking outside designated areas.
f. Tampering with equipment.
4. Equipment must not be operated unless all guards are in place, or unless the area
supervisor or his assistant gives special permission. On weekends, the maintenance
weekend duty supervision has authority.
5. Non-safety glasses, finger rings, wristwatches, untucked neckties, loose clothing, or
loose sweat rags must not be worn outside offices, corridors, or cafeterias.
6. Danger zones are designated by solid yellow barricades and/or black and yellow ropes.
Only authorized personnel are allowed within these areas.
7. The lockout procedure must be followed at all times.
8. Safety interlocks must not be bypassed except by written permission of supervision.
9. All nails protruding from any type of material must be removed or turned down
immediately.
10. “Strike anywhere” matches are not permitted in the plant.
11. Flammable or corrosive liquids must be stored and transported in approved containers.
12. Gloves or approved containers must be used when glassware is transported.
13. Lights at exits and safety showers must be turned on at all times.
14. Emergency equipment must be plainly marked and free from any obstacles that could
delay or interfere with its use when it is needed.
15. Safety showers and eyewash fountains must not be blocked.
6.11
16. Employees must not walk or stand on the top of tanks or ducts where walkways are not
provided except by approval of the safety section.
17. No employee is allowed on roofs alone unless he or she has permission, except in the
case of an emergency.
18. All sharp objects (such as glass, razor blades, or knives) that are to be disposed of must
be put in special containers for removal to disposal area.
PLANT MASTER SAFE PRACTICES

1. Good housekeeping standards must be maintained at all times.
2. All unsafe practices and conditions must be corrected as promptly as possible, and all
such defects must be reported to supervision at the first opportunity.
3. Incidents that may have weakened or damaged equipment must be reported to
supervision at once.
4. Nonwork injuries that could become aggravated on the job must be reported to
supervision within one-half hour of starting work.
5. Any person present in or passing through an area must observe the rules of that area.
6. Only authorized personnel may operate plant equipment.
6.12
SAFETY RULES AND PROCEDURES SUBCOMMITTEE
The Safety Rules and Procedures Subcommittee should be responsible for ensuring that plant
employees have adequate safety procedures by which to work safely and efficiently. The
subcommittee’s specific responsibilities are to
1. Develop a list of general safety rules for the plant.
2. Identify areas and activities that need plant procedures.
3. Coordinate the writing of these procedures for inclusion in a safety manual.
4. Develop effective sources of safety information.
5. Maintain effective and up-to-date procedures by developing a system for the periodic
review of the general safety rules and plant safety procedures.
6. Develop a system to minimize the paperwork involved in changing a procedure and to
prevent the proposed change being set aside.
Motivation and Discipline
7.1
MOTIVATION AND DISCIPLINE
OVERVIEW
This unit discusses:
What motivates people, and how these motivators can be used to support safety.
The purpose and use of discipline.
HOW DO YOU TREAT YOUR EMPLOYEES?

Let us start by considering something that lies at the root of problems that arise concerning
whole job performance, not only safety performance. How do employees feel about their work?
More specifically, how do they feel about working in your group or area?
We are talking about how people are treated. Poor safety performance might not be simply a
safety problem. (Look at the figure below.)
Efficiency Cooperation
Responsibility
Productivity Safety
?
As we focus on how you can influence your employees to work safely, it is important to bear in
mind that your treatment of your employees is the determining factor in their cooperation with
you and in their support of your aims in all areas of business.
MOTIVATING FOR SAFETY

Ideally, all employees would work safely because they understood the benefits of safe work
practices. However, although no one wants to be injured, too many people do not connect
unsafe acts with the eventual probability of injury. Instead, they assume that only a possibility
of injury exists, and that the possibility is remote. For any number of reasons, most people are
willing to risk, at least occasionally, the chance of injury. Therefore, the motivation of your
employees is a most important factor in your management of safety. In addition, if your
employees are resolved to work as safely as they can, their high level of safety performance will
help bring your production up and your costs down through the increased efficiency, the good
will, and the high group morale that a real concern for safety generates.
7.2
OUR APPROACH
Strictly speaking, you cannot motivate anyone else. People motivate themselves. What you
can do is provide a climate in which the rewards for safe work behavior answer your
employees’ wants or needs. Rewards encourage your employees to become motivated.
To create such a climate, you need to assess the individual needs or wants of each employee,
then satisfy those needs or wants in response to the safe behavior you are trying to promote.
You will probably find that your employees are similar to yourself in their wants and needs,
which may include
Money.
Status.
Recognition.
The chance to participate and make a contribution.
Challenge.
Approval from the boss.
They, as you, may also be moved by anger, fear, resentment, or jealousy, some of which you
can use as motivators in your safety program. Employees may be angry at a life spoiled by an
injury, for instance, or they may fear reprisals if they refuse to comply with safety rules.
Let us look now at how you can work with the more positive motivators.
POSITIVE MOTIVATION
The following paragraphs outline ways in which you can use the kinds of motivating wants and
needs we have mentioned to encourage your employees to work safely. We hope that these
examples of people’s needs, with the practical suggestions we make for meeting those needs,
will help you adapt this approach to your own employees and situation.
Money
Money works most effectively as a motivator if you enjoy a climate in which safety performance
counts as much as other aspects of performance in the allotment of bonuses, raises, and
promotions.
Even if you have no such climate where you work, perhaps you can give prizes for outstanding
safety performance or initiate incentive schemes. Of course, the amount of latitude you have
here will depend on your budget and on some support from your boss.
Note ideas of what you could do here:

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__________________________________________________________________________
__________________________________________________________________________
7.3
Status
You may be able to give extra responsibility to employees who achieve good safety
performance by training them to take your place when you are called away. If this idea is not
acceptable to you—or to them—you can at least show that you value their opinions on safety
matters by consulting them whenever an appropriate concern arises.
Add any suggestions of your own here:
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_________________________________________________________________________
Recognition
It is important to acknowledge and commend employees with a good safety record. Managers
and supervisors all too often overlook the value of such recognition and give publicity only to
employees who are injured or involved in a serious incident.
You can express your appreciation of employees who work safely in many ways. Here are
some that we recommend:
1. Allot a preferred parking space for a period of time.
2. Issue a special hard hat decal.
3. Praise at a safety meeting.
4. Compliment and thank.
5. Mention in the site newsletter.
6. Include on a safety committee.
Add any suggestions of your own here:

_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
7.4
The Chance to Participate

You should involve your employees directly in your management of safety as much as possible to
Give them an opportunity to voice their concerns and have these concerns answered.
Make them realize that you value their contributions.
Demonstrate to them that they are all part of your team.
We suggest the following areas in which you can encourage employees to play an active part in
your safety activities.
1. Safety meetings.
2. Audits.
3. Job safety analyses (which require supervisor/worker cooperation).
4. Incident investigations.
5. Informal daily weekly safety contacts.
6. The development of posters and safety messages for bulletin boards.
7. The site newsletter.
Write below any further suggestions you have:

__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
Challenge
One way to increase the challenge in safety is to set up competitions in safety performance.
Competition can increase the spirit of cooperation within your group, and the friendly rivalry
you generate between groups should also increase employees’ interest in observing safe work
practices.
You should acknowledge group achievements as you do individual ones.
The competition can be with the calendar as well as with other work groups. For example:
Calendar Competition
Set a goal of working without a lost-time injury for 1,000,000 exposure hours.
Group Competition
You can set up a mock game, such as football, between two groups and base the scoring on
accumulated injury-free days. Any safety achievement will serve as a basis for scoring.
You can also use other games, such as bingo, baseball, or hockey, depending upon what
most interests your employees.
7.5
Add further suggestions here:

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_________________________________________________________________________
_________________________________________________________________________
Approval from the Boss

Since most employees wish to please their supervisor, your demonstration to your employees of
the importance you place on safety is your most persuasive means of getting them to value
safety too. Show your regard for safety through
Knowing all pertinent safety rules and regulations.
Practicing safety.
Teaching safety.
Insisting upon safety.
In your safety dealings with employees, always be
Sincere.
Consistent.
Predictable.
If you demonstrate safety’s importance in these ways, you should find yourself faced with few
willful safety violations on the part of employees. You will be encouraging good safety
attitudes through example and through fairness in your handling of any problems that arise.
DISCIPLINE
We have found that about 90 to 95 percent of all hourly employees do work safely and respond
favorably to good safety leadership. That leaves 5 to 10 percent who, despite all our efforts at
fairness and at rewarding safe behavior, do not respond to these positive motivators but persist
in ignoring safety rules.
If you have employees from this 5 to 10 percent bracket, you will probably have to apply
discipline (which uses fear as its main motivator; see page 7.2.).
Importance of Supervisory Action

It is vital that you step in every time you see an unsafe act. However, before you approach an
employee who is violating a safety rule, remember to ask yourself whether his is a case of
“can’t do” or a case of “won’t do.” Your answer to this question will greatly influence how you
deal with the employee.
1. When you take appropriate corrective action, you
Take a step toward the prevention of a future unsafe act (and potential injury).
Raise your minimum standard of performance.
7.6
2. If you ignore an unsafe act,

Employees assume you condone the act.
Your effectiveness in safety management is diluted.
The connection between unsafe acts and injuries blurs.
Overlooking a safety violation can be more detrimental to your safety effort than any other
single act.
Demanding Safe Performance

It is your responsibility to ensure the safety of your employees. You cannot let the few endanger
the many. Therefore, you must demand safe performance of your employees if you cannot get it
voluntarily.
If your plant has a formal, enforced disciplinary policy, you are in a strong position. You then
have
A guideline for when and how to use discipline.
Support for your disciplinary decisions.
Authority to start a process that could have severe consequences for an employee.
If your plant has no formal discipline policy, you can still demand safe performance of
employees who will not cooperate voluntarily as long as you have the support of
Upper management.
The rest of the group.
You must also know what precedents in discipline have been set elsewhere in the plant.
The Purpose of Discipline

The primary purpose of discipline is not punishment but education to help employees work
safely. You should
Combine safety training with every disciplinary step you take. In this way, you will
ensure that the disciplined employee knows how to perform his job safely.
Use disciplinary procedures as a last resort.
Steps in Discipline
The type of disciplinary action you take will depend upon
The circumstances.
The nature and severity of the violation.
The past performance of the employee.
7.7
Your discipline procedure might include

Reprimand.
Warning.
The non-compliant employee’s having to explain his safety violation in a one-on-one
interview with an appropriate manager.
Suspension.
Termination.
(For the last two steps you definitely need a firm plant policy or strong support from upper
management and other employees.)
You will find a Sample Plant Disciplinary Procedure as Resource Material for this unit. You
might find the sample useful as it shows stages of a disciplinary procedure you may be able to
follow even if your plant has no formal policy.
Remember: Interweave safety training at every step to increase your chances of persuading the
employee to work safely.
How to Use Discipline

1. Be sure, when disciplining an employee, to
Explain to him the reason for the corrective measure you are taking.
Follow up to ensure that you have succeeded in correcting his unsafe behavior.
2. Do not permit personalities to enter into disciplinary procedures. If an employee’s
personality (likable, strong, weak, etc.) influences how you discipline him,
Any benefit you could derive from your corrective action will be negated.
You will lose credibility with your work group.
3. Administer discipline
Fairly.
Consistently.
Predictably.
In so doing, you will demonstrate that discipline is not intended as a punitive action, but
is a logical, recognized consequence of noncompliance with your established rules and
procedures.
If you explain your disciplinary policy clearly and administer it consistently and impartially,
employees will usually understand (although they may not like) a necessity for the application
of discipline.
7.8
CONCLUSION
When all employees of a company, or in an area or group within the company, see each safe or
unsafe act as a step toward or away from the common goal of improved safety performance, you
can apply motivational techniques most effectively. Successful techniques are
Appropriate.
Immediate.
Meaningful to each individual.
For a company program to work fully, every member of supervision needs to understand
management’s safety goals and be willing to use both positive motivation and discipline to
achieve those goals. However, you alone can influence your own area to improve its safety
performance.
Resource Materials
Page
1. Sample Plant Disciplinary Procedure 7.9

7.9
SAMPLE PLANT DISCIPLINARY PROCEDURE
POLICY
The primary purpose of discipline is to educate, not to punish. It is the policy of this plant to
make use of disciplinary procedures when necessary to obtain employee adherence to
acceptable standards of conduct.
PROCEDURE
This procedure serves as a guide. Each disciplinary case is a study in itself. Unusual conditions
and special circumstances must be taken into account before any appropriate decision is made.
Verbal Correction Contact (VCC)

This type of discipline is used frequently in day-to-day business. It is normally used by first-
line supervision for correcting a violation of a minor rule or policy. It may be used more than
once for the same individual before more serious action is required. Any level of supervision
may make a VCC without approval from a higher level.
Examples of violations that would warrant a VCC would be:
1. Not using personal protective equipment (first infraction).
2. Off the job without permission.
3. Filling out logs improperly.
Verbal Recorded Contact (VRC)

A VRC is used when repeated VCC’s for minor infractions have failed to correct the problem,
or where the violation is more serious, although still not a major infraction. This type of
disciplinary contact may be given by any level of supervision, but the next higher level of
supervision must review the written record before a copy is placed in the employee’s file. If
applicable, supervision should comply with contract regulations.
Examples of infractions that might warrant a VRC are
1. Not using personal protective equipment after having been instructed to do so.
2. Deliberately and openly slowing down on the job.
3. Swearing at the first-line supervision.
7.10
Written Correction Contact (WCC)

The WCC is used for situations where previous VRC’s or VCC’s have failed to secure
improvement of performance, or where the infraction is very serious. The contact should state
what was wrong, why it was wrong, and what action the employee must take to improve. A
WCC should be proposed by first-line supervision, approved by intermediate supervision, and
authorized by the departmental manager. A copy of the WCC should be placed in the
employee’s file in the personnel section in accordance with contract regulations.
Examples of infractions that might warrant a WCC are
1. Dereliction of duty that might result in a major loss or quality problem.
2. Unintentional sleeping on the job.
3. Continued violation of minor safety rules.
Written Reprimand (WR)

A WR is formal letter given to an employee for repetition of the cause for a formal WCC or
other repeated infractions or for an infraction of a serious rule or policy. It may be given for a
first offense if the offense is serious. The WR should state what is wrong, why it is wrong,
what positive action, if any, management is taking, and what may happen if the employee
repeats the infraction. Action should be proposed by the first-line supervisor and approved by
all intermediate supervision up to the departmental manager, after consultation with the
personnel manager.
Examples of infractions that might warrant a WR are
1. A deliberate safety rule violation that might cause a serious injury.
2. A major loss of a product as a result of dereliction of duty or a serious error.
3. Being absent from work without permission.
Temporary Removal from Job

This action needs to be taken only when the violation is of such a serious nature that a severe
penalty may result after investigation and consultation is completed, or when permitting the
employee to remain on the job appears inadvisable.
The ranking supervisor in the area at the time may take this action. Consultation with the line
organization through the departmental manager is required when this action is taken.
This action is not permanent but is only temporary until a decision on final action is made.
Sending an Employee Home

An employee is sent home when
1. He is incapable of working because he is out of control, such as being drunk, and is a
hazard to himself or others. A discharge of the employee is possible but not necessary.
7.11
The ranking supervisor in the area at the time has the authority to send an employee
home for these reasons. Consultation with intermediate supervision through the
departmental manager is mandatory when this action is taken and must be immediate.
2. There is intent to discharge him. This is for major violations of rules or major
destruction of plant or product or as a step in a series of other disciplinary contacts. This
action normally follows a temporary removal from the job.
The ranking member of supervision in the area must secure approval from intermediate
supervision through the departmental manager. Before authorizing sending an employee home,
the responsible manager must consult with the personnel manager.
Discharge
Management should discharge an employee only when all other efforts to correct his
performance have been taken or where the infraction is so dangerous to the plant or its
employees that management feels that it cannot chance the continuation of this person’s
employment. Only the plant manager has the authorization to discharge an employee.
Possible reasons for a discharge would be:
1. Continued serious violation of safety rules or a single infraction that could result in death
or disfigurement of an employee.
2. Fighting on the plant.
3. Continued poor attendance record or continued poor job performance.
Incident Investigation
8.1
INCIDENT INVESTIGATION
OVERVIEW
In this unit we look at
Why we investigate incidents.
How to conduct investigations that get to the root causes of incidents.
How you can use investigation results to help you manage safety in your area.
The training session will also use a case study for the application of what you learn through this
unit.
DEFINITIONS
We use two terms when we talk about investigations:
Incidents, which include injuries and any other events that could have resulted in injury
or damage to facilities. (All spills fall into this category.)
Injuries.
Incidents
We talk about injury and incident investigations to make clear that we do include events that
did not result in an injury, but
Had the potential for causing injury.
Might well result in an injury another time.
We sometimes refer to these events as “near-misses” or “close-calls.”
Injuries
We use the term “injury” as well as “incident” because injuries, as we all know, have
consequences that incidents not resulting in injury do not have:
Suffering.
Lost time at work.
Economic loss to the company.
Possible legal ramifications.
We subdivide injuries further into first-aid and recordable cases. Recordable cases include
Medical treatment cases.
Restricted workday cases.
Lost workday cases.
Fatalities.
8.2
SERIOUS POTENTIAL INCIDENTS AND INJURIES

We investigate incidents that did not result in injury, or resulted in only minor injury, but had
the potential for causing serious injury as thoroughly as we investigate actual serious injuries.
WHO IS RESPONSIBLE?
The Line Organization
An incident investigation system works if it
Reinforces the lessons learned through incidents.
Involves employees in working to prevent further incidents.
Helps you manage the problems that lead to incidents.
We do not know of any incident investigation system that really works without the ultimate
responsibility for investigating incidents resting with the supervisor. Therefore, we view the
investigation of incidents as a supervisory responsibility—yours.
The Role of the Safety Department

Since the responsibility for conducting investigations into incidents and injuries lies with the
line organization, and since it is your job as supervisor to ensure that the employees in your
group or area work as safely as possible, you should use the Safety Department as a resource,
not as a department that can do your job for you.
If you have a Safety Department at your plant, the safety officers can assist you in investigations
in the following ways:
By contributing their expertise. They are the safety professionals in your company.
By asking probing questions.
By seeing contributing causes that you might not recognize.
The safety officers can also clarify questions on safety by asking outside sources for any
necessary extra information.
PREPARING FOR AN INVESTIGATION

Why We Investigate
Good Reasons for Investigating Incidents
Incidents and injuries are always undesirable, but when they do occur, you should try to derive
as much benefit as possible from them. To make the most of lessons learned through incidents,
you need a standard method for dealing with incidents and injuries. With such a system, you
can accomplish the following purposes.
Prevent Recurrence
The chief aim of injury and incident investigations is to prevent the recurrence of similar
incidents. To achieve this purpose, you must ensure that
8.3
All incidents and injuries are reported to you promptly.

You start the investigation as soon as possible and try to discover the underlying
causes of the incident.
You communicate the results of the investigation to your employees (and to
anyone else who might find them relevant).
Improve Your Management of Safety
Through these investigations, you can see
Where you should emphasize safety.
How you should modify safety procedures, practices, and safety training to prevent
such incidents.
What trends in safety performance are developing in your area.
Demonstrate Your Commitment to Safety
When you react swiftly to injuries and incidents in your area and take the trouble to investi-
gate them thoroughly, you are showing your employees that you really care about safety.
Employees’ Perceptions of Our Reasons

The reasons we have given for investigating incidents are all positive and important. If,
however, your employees see your intentions as being to find fault, punish, or cover up for
management (including yourself), the situation will be a negative one even if you do all the
right things for all the right reasons.
In such a case, you can start to change your employees’ negative perceptions of your motives
through approaches such as the following:
Be positive.
Recognize where people acted properly or responded well to the situation.
Do not blame or embarrass anyone during an investigation.
Act immediately, if possible, to correct an unsafe situation.
Express compassion for anyone who has been hurt.
Attend first to the well-being of anyone involved in the incident.
THE REPORTING OF INCIDENTS

Prompt Reporting
You should insist that all incidents, however small, are reported to you immediately. When an
incident is not reported at once, two consequences may result:
An injury may become more serious through lack of proper medical attention.
8.4
Another employee may find himself in the same circumstances and be seriously hurt
because you have taken no action to eliminate the cause of the original incident. If you
receive no report of an incident, you cannot investigate it.
Encouraging Employees to
Report Minor Injuries
You can encourage your employees to report minor injuries by
1. Discussing the necessity for reporting all injuries with all new employees.
2. Investigating immediately all reports of injuries.
3. Not blaming the employee during an investigation. At this time, you are merely gathering
evidence.
4. Not embarrassing an employee by implying that his injury resulted from his own stupidity.
5. Taking immediate action, if possible, to correct all deficiencies.
6. Reviewing with employees other incidents that occur in your area and/or in the plant as a
whole.
Add any further suggestions of your own here:
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
THE INVESTIGATION
Timing of the Investigation
You should immediately investigate an incident or injury reported to you because
1. The circumstances surrounding the incident may change due to changes in operations,
weather, personnel, and the like.
2. Witnesses to the incident may be unavailable later because of vacation, illness, shift
work, etc.
3. People involved in the incident may forget details and unknowingly substitute conjecture
or opinion for fact.
4. Witnesses may discuss the incident and influence each other’s version of the details of
the incident.
5. An employee may be able to fabricate a plausible story to hide a serious unsafe action on
his part.
8.5
The injured employee may be in extreme pain, emotionally upset, or hospitalized. In these
cases, you may have to take the injured employee’s statement at a later time. There is,
however, no reason to wait for an injured employee to return to work before discussing the
injury with him. If an employee is willing, you should interview him in the hospital or at home
in order to determine the causes of the incident and then take prompt action to prevent another
employee’s being hurt in the same way. If an employee is unwilling to cooperate, it might be
because he thinks you are trying to see how he was to blame. If you explain to him that you are
interested only in preventing another such incident, he will probably be more willing to talk
to you.
Who Should Investigate

In a plant with a plant-wide system of investigating incidents, the investigating committee
usually includes first-line supervision and additional levels of supervision and management,
depending upon the type of injury or the potential of the incident.
If your plant has no such system and upper management does not concern itself with incident
investigations, you will have to develop your own method for conducting, recording, and
following up your investigations.
Investigation Guidelines
To get the most out of an injury investigation, you should be sure that you complete the
following five steps.
1. Collect all the facts.
2. Determine the causes of the incident.
3. Recommend ways to prevent similar occurrences.
4. Record
The results of the investigation.
Your recommendations to prevent recurrence of the incident.
5. Follow up on the implementation of all recommendations.
We discuss each of these steps in the following paragraphs.
I. Collect All the Facts

1. Interview the injured employee. Ask him to explain:
– What he was doing.
– How he was doing it.
– How he thinks the incident happened.
If possible, conduct this interview at the scene of the incident to make it easier for
the employee to demonstrate his exact location and to point out things that would
be difficult to explain away from the scene.
8.6
This may be the first injury investigation an employee attends. You should,
therefore, remind everyone of the purpose of any injury investigation. (It is not to
find fault.) It is important that everyone feels relaxed and that a good relationship
exists between you, as investigator, and the injured employee. In this way, you will
be more assured of a completely honest discussion of the incident.
Do not interrupt the injured employee. Let him tell his whole story to give an
overall idea of the circumstances surrounding the injury. Freedom from
interruption also tends to relax the employee and to make him more responsive to
questions.
Also avoid taking copious notes while the employee talks. Your taking notes may
make him just as nervous as being interrupted with questions.
If you think some point needs elaboration, you should ask about it after the
employee has told his story. You should only ask about the facts surrounding the
injury and should not explore its causes. The following sorts of questions do not
establish facts and may hinder the search for facts at this time: “Didn’t you know
you had to wear goggles?” or “Why didn’t you get another ladder?”
2. Interview any witness to the incident. In a serious injury investigation, a witness
may be the only person available to explain what happened. If the injury is minor,
the witness may be able to clarify some circumstance or help verify such facts as
the methods of doing the job, the tools being used, or the work practices.
Witnesses may hesitate to say anything that shows a co-worker in a bad light. You
should help them understand that this is not a fault-finding investigation, and that
the main purpose of the investigation (as previously mentioned) is to prevent injury
to someone else. If possible, interview witnesses separately to prevent them from
influencing each other’s stories or being subjected to peer pressure while they talk.
You should interview witnesses in the same way as you interview the injured
employee.
3. Inspect the scene of the incident and the equipment involved to see whether there
are any unsafe conditions.
4. Review any applicable written work procedures. Do they contain specific
instructions on the safety hazards of the job?
5. Review the training given to the employee. Was it adequate for the job?
Some plants use an injury investigation checklist to assist supervisors in the
systematic examination of injury facts. You will find an example of such a list on
page 8.8.
II. Determine the Causes

Often the causes of an injury or incident are quite obvious; sometimes they are not. In
every case, however, you need to look for the underlying causes of the incident.
8.7
Possible Causes
1. Ask yourself whether you carried out your safety responsibility. For example, if
an employee using a grinding wheel and wearing no safety shield is injured by a
piece of flying metal, the cause of the injury may be recorded as, “Unsafe practice
by employee—failure to wear proper protective equipment.” Did you, however
– Specify precisely what protective equipment was required?
– Provide the proper protective equipment for the employee’s use?
– Train the employee in the use of the equipment?
– Take corrective action when you learned that employees were using the
machinery while not wearing protective equipment?
2. If you determine that an unsafe act was a contributing cause of an injury, you
should try to find out why the employee acted unsafely.
– Was he trying to save time or effort?
– Was he under emotional stress?
– Did he have any deadline to meet?
– Was it inconvenient for him to act safely?
Like it or not, you cannot expect your employees to go to great lengths to avoid
committing unsafe acts. If certain personal protective equipment is required for a
job, and if that personal equipment is stored in an area remote from the job, the
inconvenience of obtaining the equipment may be the reason why the employee did
not wear it.
3. If there was an unsafe condition, you must determine and correct its source. For
example, if an employee falls because of an oil puddle on the floor, the source of
the oil might be a piece of leaking equipment (such as a pump) or a leaking forklift.
Usually, many factors are involved. In the case of the fall, the unsafe condition
may have been caused by an unknown employee’s unsafe act.
Importance of Determining Causes
Determination of the causes of an incident is one of the most important parts of the
investigation—from causes come recommendations to prevent recurrence. If you make a
wrong decision about the cause of the incident, you cannot properly fulfill the purpose of
the investigation.
8.8
INJURY INVESTIGATION CHECKLIST

People Directly Involved Yes No N/A
Unsafe Acts/Practices ______ _____ ______
Lack of Safety Awareness ______ _____ ______
Lack of Proper Training ______ _____ ______
Judgment Factor ______ _____ ______
Not Following Procedure/Practice ______ _____ ______
Other __________________________________ ______ _____ ______
Not a Factor ______ _____ ______
People Indirectly Involved
Unsafe Acts/Practices ______ _____ ______
Lack of Safety Awareness ______ _____ ______
Lack of Proper Training ______ _____ ______
Judgment Factor ______ _____ ______
Lack of Experience ______ _____ ______
Not Following Procedure/Practice ______ _____ ______
Acceptance of Unsafe Practice/Condition ______ _____ ______
Lack of Supervision ______ _____ ______
Other __________________________________ ______ _____ ______
Not a Factor ______ _____ ______
Procedure
Adequate for the Job ______ _____ ______
Understood by Employees ______ _____ ______
Available ______ _____ ______
Reviewed Routinely ______ _____ ______
Operating Conditions
Normal, Repetitive Operations ______ _____ ______
Normal, Nonrepetitive Operations ______ _____ ______
Abnormal Situation ______ _____ ______
Employee-Created Unsafe Condition ______ _____ ______
Work Environment Unsafe Condition ______ _____ ______
Equipment or Facility
Unrecognized Hazard ______ _____ ______
Recognized Hazard, Inadequate Action ______ _____ ______
Design Factor ______ _____ ______
Installation Factor ______ _____ ______
Improper Use of Equipment/Facility ______ _____ ______
Inadequate Equipment/Facility ______ _____ ______
Insufficient Equipment/Facility ______ _____ ______
8.9
III. Make Recommendations

Once you have discovered the probable causes of an incident, you should make
recommendations to prevent the occurrence of similar incidents. These
recommendations may apply to a particular situation or job or to your whole area.
1. A recommendation should list
– Who is responsible for implementing that particular recommendation.
– The target date for completion.
2. Recommendations should tell what you, as supervisor, are going to do, not what the
employee should do. If an injury resulted from an employee’s carelessness, the
recommendation should not be, “Be more careful.” It might be, “Discuss the injury
with all operators and remind them of the consequences of inattention.”
3. You must make certain that your recommendations are valid. A recommendation
such as, “Buy a different widget to replace the present one,” is not valid if no one
makes a different widget or if the one in use is the best one made. Likewise, a
recommendation from you stating, “All employees using ‘Dis-Olv-Al’ must wear
acid suits,” is not valid because it establishes a plant safety rule and you do not have
authority over the whole site. The foregoing statements may be changed to,
“Investigate the feasibility of using a different widget to replace the present one,”
and, “In this department (area), all employees using ‘Dis-Olv-Al’ must wear acid
suits,” or “Recommend this policy to the proper site body.”
IV. Make an Injury Investigation Report
A form is useful in providing a means of organizing your findings and recording them for
future reference and follow-up.
A well-designed injury investigation report form provides guidelines for the investigator.
It can also be used to tabulate statistics that you or the Safety Department, if your plant
has one, can use to analyze injuries. More complete forms contain the information
outlined below.
1. Information about the injured employee.
Typical information includes his name, Social Security number, home address, sex,
department and section of the employing unit, the employee’s occupation, service
time in that occupation, and the length of service with the company.
2. Basic information about the injury.
Typical entries are the date of injury or illness diagnosis, the time of injury, the time
the employee reported for medical attention, the location of the incident, the nature of
the injury or illness, the part of the body affected, and a simple statement of the
treatment given to the employee.
3. A description of the incident.
Here, as investigator, you should write the details of the incident. You should
– Consider background information relevant to the injury description. For example,
the fact that the incident occurred during a power outage caused by extreme
weather conditions may be of some consequence later in the investigation.
8.10
– Consider the employee’s position when the incident occurred. Was he reaching,
stooping, bending, etc.? Describe what the injured employee was doing when he
was injured. This description should be very detailed.
– Describe the unexpected event that resulted in the incident that caused the injury.
– Tell what finally happened. For example, the employee was struck by
something, he struck against something, he was caught between things, he fell,
he inhaled, he absorbed, he swallowed, etc.
Not every injury requires an account of all these topics. You should keep them all in mind,
though, when you investigate each injury and should consider each point individually.
4. A list of witnesses to the incident.
5. A list of all existing unsafe conditions and the reasons for them.
6. A description of any unsafe act that led to this incident.
7. The causes of injury, including the underlying causes.
8. How the employee could have prevented this incident.
9. The corrective action you have taken to prevent the incident’s recurrence.
10. Your signature as investigating supervisor, your title, the date, and the department
manager’s approval (if appropriate at your plant).
11. The classification of the incident as a first-aid case, a medical/recordable case, a
restricted workday case, or a lost workday case.
For reference, see the sample reports included in Resource Materials Item 1.
You should put copies of the injury investigation report in the employee’s personnel and
medical files and send copies to the department manager and the safety coordinator, if
appropriate.
If your upper management does not require you to report on incidents in your area, you
should still record your investigation results and recommendations as tools for helping
you to improve your management of safety. You might have to design your own form, in
which case the foregoing list of items should be useful in helping you decide what you
need to record for future use.
Good injury investigations result in fewer injuries.
V. Follow Up
All the time and effort put into an injury investigation can be wasted if you do not follow
up on the recommendations.
If your plant has a full-fledged safety organization, the safety coordinator or the Serious
Incident Investigation Subcommittee should follow up any lost workday case or a serious
incident that might easily have resulted in a lost workday case. For less serious injuries,
the senior member of management involved in the investigation should follow up. In the
absence of a plant-wide system for investigations, you must be the one responsible. The
8.11
easiest way to follow up is to set up a weekly tickler on the injury until all the
recommendations have been implemented. We include as Resource Materials Item 2 a
form to show how you can record the status of your recommendations.
AFTER THE INVESTIGATION

Communication of Results
After you have completed an incident or injury investigation, you must ensure that your
employees know the facts and the recommendations to prevent recurrence. All employees in
the area where the injury occurred and employees in other areas with similar operations or
exposures should be informed of the important details.
You should, therefore, develop a method for communicating
Facts.
Basic causes.
Lessons to be learned.
Corrective measures recommended.
At most Du Pont plants, the Safety Department issues a brief, impersonal memo or report to
members of supervision, who can talk to their employees about the event.
Effective communication of the results of investigations should help prevent recurrence.
Using Results to Improve Your Management of Safety

Information for Safety Action Plans
Injuries and incidents are a measure of how well you are managing safety. You should use the
information you gather through investigations as a basis for safety decisions and action plans.
Investigations of near-misses reveal potentially hazardous situations which you can then correct
before an injury occurs.
CONCLUSION
When something goes wrong, it must be put right; otherwise, a whole organization can slide off
the rails. A procedure for injury and incident investigations is a means of correcting
deficiencies in your management of safety. The investigations show you where you need to
revise rules and procedures and how you should develop new job plans.
To be effective, investigations must be
Prompt.
Thorough.
Include recommendations to prevent recurrence.
Followed up.
Resource Materials
Page
1. Serious Potential Incident Reports 8.13
2. Serious Potential Incident Recommendation Status 8.16

8.13
SERIOUS POTENTIAL INCIDENT

PRODUCTION DEPARTMENT
AREA: Acid Area DATE OF INVESTIGATION: 8/6/04

DATE OF INCIDENT: 8/6/04 TIME OF INCIDENT: 7:45 a.m.
INCIDENT: NOx fume release and tank failure from the fume reduction system circulating
tank.
INJURY POTENTIAL: Fume exposure to personnel.
FACTS RESULTING FROM INVESTIGATION: At approximately 7:45 a.m. on 8/6/04, a
large volume of oxides of nitrogen started issuing from an open funnel on top of the circulating
tank for the system which collects and scrubs fumes from various storage tanks in the Acid
Area.
The fume emission continued for a period of 1/2 to 3/4 of an hour after the circulation was
stopped.
The wind direction conveyed the fumes in a safe direction away from the operating and office
buildings.
BASIC CAUSES: Unknown. At this time, the logical explanation appears to be that a mixture
of H2SO4, HNO3, and H2O was achieved in the circulating tank and caused rapid corrosion of
the steel tank resulting in the evolution of NOx fumes. Our investigation is continuing.
IMMEDIATE ACTION:
1. The area surrounding the tank was roped off.
2. All valves feeding (or potentially feeding) into the system were checked and none were
found to be open.
3. The tank and surrounding area were washed down with a fire hose.
4. Samples of the acid and solids remaining in the tank were sent to the Laboratory for
analysis. The acid analyzed was 37.49 percent H2SO4, 17.91 percent HNO3, and less
than 200 ppm organics. The light yellow solids were soluble and contained nitrates and
sulfates.
5. The entire circulating system (including the demister pad) was dismantled, cleaned, and
reassembled. (Nothing unusual was found other than deposits of the light yellow solids.)
6. The steel circulating tank that was damaged by corrosion during the incident was
repaired.
8.14
FURTHER ACTION:
1. The standard operating procedure was revised to require that the entire contents of the
circulating tank be pumped out (to a waste acid processing tank) at the start of each shift,
and the tank recharged with fresh 91 percent H2SO4. A partial pump-out (20-30
percent) every 12 hours had been standard procedure. (Done.)
2. A sample of the solids and mixed acid has been forwarded to the Experimental Station
for further study in an attempt to determine the cause of the incident. (Done.)
INVESTIGATION COMMITTEE:
Production Superintendent
Production Supervisor
Safety Supervisor
Mechanical Supervisor
Technical Engineer
8.15
SERIOUS POTENTIAL INCIDENT

HAND CAUGHT BETWEEN CONVEYOR BELT ROLLERS
AREA: Transfer Area LOCATION: Box Covering Station
DATE OF INCIDENT: 9/12/04 TIME: 3:15 p.m.
INCIDENT: “B” operator at transfer shed caught his hand between conveyor belt rollers.
INJURIES: Soft tissue of operator’s hand was damaged.
INJURY POTENTIAL: Broken bones or loss of full mobility of hand could have resulted.
EQUIPMENT DAMAGE: None.
FACTS RESULTING FROM INVESTIGATION: The “B” operator was performing the
function of stitching box tops. Earlier in the day, the operator had assisted an “A” operator by
placing tops on boxes at the conveyor-fed box covering station. During the course of covering
boxes, the “B” operator’s safety glasses had fallen off and landed between conveyor rollers.
The “A” operator, reaching to remove the glasses, interrupted the photo-eye system causing the
conveyor to shut down.
The “B” operator, not being familiar with the photo-eye system, assumed that any object placed
between conveyor rollers would shut down the conveyor. Later that day the operator placed his
hand on the conveyor to test his assumption. The hand was jerked down and the shift mechanic
manually shut down the conveyor system. The two sections of conveyor were backed off to
remove the operator’s hand.
BASIC CAUSES: Operator placed hand on moving conveyor. Operator was not thoroughly
familiar with system and erroneously believed that conveyor would stop when objects were
placed between rollers.
IMMEDIATE CORRECTIVE ACTION: First aid was administered, and medical diagnostic
procedures were initiated to determine the extent of the injury. Contacts were made with all
area employees to explain the incident. Emphasis was made during the contacts on the danger
associated with moving machinery and each individual’s responsibility toward prevention of
injuries.
RECOMMENDATIONS:
1. Institute five-minute on-the-job safety contacts to bring safety awareness to the employee
in his workplace. (Responsibility—A. C. W.)
2. Place warning signs on conveyor at points similar to area where incident occurred.
(Responsibility—R. N. G.)
INVESTIGATION COMMITTEE:
(List names of committee members.)
8.16
Date: _____________________
TO: _______________________________________
(Division Head)
FROM: ____________________________________
(Area Head)
SERIOUS POTENTIAL INCIDENT RECOMMENDATION STATUS

On those incidents affecting my area, status of recommendations is as follows:
Expected
Incident Recommendation Completion
No. No. Status Date
_________ __________________ ______________________________ __________
_________ __________________ ______________________________ __________
_________ __________________ ______________________________ __________
_________ __________________ ______________________________ __________
_________ __________________ ______________________________ __________
_________ __________________ ______________________________ __________
_________ __________________ ______________________________ __________
_________ __________________ ______________________________ __________
_________ __________________ ______________________________ __________
_________ __________________ ______________________________ __________
_________ __________________ ______________________________ __________
_________ __________________ ______________________________ __________
_________ __________________ ______________________________ __________
Safety Training
9.1
SAFETY TRAINING
OVERVIEW
This unit deals with the importance of safety training, employee needs for training, and methods
of training. The section on safety meetings provides pointers on how to conduct successful
meetings.
REQUIREMENTS AND RESPONSIBILITY

The Importance of Safety Training
If you want to eliminate injuries in your area, you must give your people safety training. It is
important to train employees in safety because untrained employees can
Hurt themselves and others.
Cause unnecessary expenses.
Develop their own methods, which may not be the safest methods, of performing tasks.
Properly trained employees are a benefit to everyone: themselves, their co-workers, you, and
their customers.
When training employees to do jobs, you should include
Training in the job procedure or method.
Training in the use of tools.
Motivation to do the job correctly in the face of outside influences that encourage the
employee to bend rules and take shortcuts.
Your Responsibility for Safety Training

In fulfilling your responsibility for the training of your employees, you need to
Identify training needs.
Decide what is required to meet those needs.
Decide who will do the training.
Schedule training.
Evaluate training, follow it up, and inform your supervisor where appropriate.
Provide refresher training.
SAFETY TRAINING NEEDS

Safety training is important for all employees and other personnel working on the site. We
outline here the safety training needs of different broad groups of hourly employees.
9.2
New or Newly Transferred Employees’ Training Needs

1. The concept of job safety.
2. Safe working conditions.
3. Work-related safety rules and procedures.
4. Information on how to contact the medical and fire departments, etc.
Longer-Service Employees’ Training Needs

1. Refresher training:
Changes in safety rules and regulations.
Changes in organizational responsibilities; whom to contact, for what, and when.
New equipment and installation.
Specific skills: fire fighting, first aid, safety equipment.
Improvement in job skills.
2. Routine training:
Drills.
Safety meetings.
Communications.
Hygiene.
Contractors’ Training Needs

1. Plant procedures.
2. New employee training.
3. Emergency reporting.
4. Whom to contact, when, how, and for what.
5. Specific job safety training where needed.
6. Job responsibilities.
7. How job can affect other operators.
9.3
METHODS AND VEHICLES FOR SAFETY TRAINING

Individual Training
Initial Job Training
Because injuries usually occur individually, it is natural to carry the injury prevention program
to each employee individually. Hazards vary on each job and, because of individual
differences, might even vary for different employees on the same job. You can address such
individual differences through personalized safety training.
Personalized safety instruction must consider the worker’s
Rate of learning.
Ability.
Physical limitations.
Interests.
Any one-on-one training should include the four steps we describe here. We have found that
leaving out steps in this method can lead to confusion, misunderstanding, and loss of
confidence.
1. Prepare the employee.
Review with the employee protective equipment and/or clothing that may be required.
You encourage safe work habits when you inspect the protective equipment and/or
clothing with the employee and discuss with him how he will be protected.
In this initial step, you are setting the stage for the employee’s learning. Here, if the
employee is new, you try to allay his or her concerns about the new job, the new
environment, and yourself as the new supervisor. By taking time to settle the employee,
then to review with him or her the safety aspects of the job, you take a giant step toward
that employee’s becoming actively involved in the training.
2. Present the job.
During this step, go through with the employee
The hazards associated with each phase of the operation.
How to avoid each hazard.
If the employee is new to the job or area, you should demonstrate the job, being careful
to perform each step exactly as you want the new employee to repeat it. You should
wear safety clothing in this demonstration and regard no detail as unimportant.
Do make sure that what you present is what is actually being done on the job. You can
lose your credibility and much of a new employee’s goodwill if one method of doing the
job is presented in his training, then he finds that in the “real world” the job is done
differently; perhaps with less fuss and bother about the exact procedure, or perhaps with
changes made because of equipment or process developments. You may find that the
established procedure is out of date and needs revision.
9.4
3. Try out the performance.

Before actually processing materials, the employee should then repeat each step of the
procedure while you stand by to make sure that he has understood all the key points.
(You must carry out this part of the instruction with tact to avoid embarrassing or
confusing the employee.)
In connection with this try-out step, it is important for you, or the trainer you have
designated, to remember three cardinal training points.
Be sure that the trainer has covered all the key points in readiness for this initial
tryout.
Do not interrupt the employee more than necessary as he tries to perform the job.
Allow the employee to participate as fully as he safely can. The more he
participates, the quicker and more thorough his learning will be.
4. Follow up.
Once the employee is working at his job independently, you should follow up frequently to
Be sure the employee is performing his job competently and to your safety
standards.
Discuss any safety details that you may have missed in the original instruction.
Make sure that changes in the operation or the surrounding area have not created
new hazards for the employee.
These four steps are essential when you are training a new employee or one who is new to the
specific job. We have also found that praising employees for their attitude and performance
throughout this process is an excellent way of ensuring their ready acceptance of what you are
trying to teach.
How often this procedure needs to be repeated for the same employee depends upon the
individual employee’s ability and his attitude. Similarly, the amount of instruction required
prior to the start of a routine job will depend upon the individual employee. However, you need
to follow up regularly on all jobs, including routine jobs, to ensure that employees comply with
safety standards. Safety contacts should be
1. Frequent, with the degree of frequency depending upon the individual employee.
2. Friendly and sincere to be effective. An employee knows when his supervisor is earnestly
interested in safety or when the supervisor is simply doing what the job requires.
See Job Safety Analysis in Unit 6, Safety Standards and Job Planning, for further guidance in
job safety training.
Follow-Up: The Job Cycle Check

This technique works well after job rules and procedures are in effect and you have trained an
employee in their use. It consists of
A review of the procedure with the employee before he performs the job.
9.5
Observation of an employee’s job performance, with correction and instruction as

necessary. (You might find that the employee has improved the procedure and be able
to congratulate him.)
Follow-up; suggestions for improvement.
The uses and benefits of the Job Cycle Check are notable.
1. It is a training verification method.
2. It shows you whether an employee is following a standard procedure.
3. It is a means of analyzing the employee’s performance on part of his job.
4. It requires cooperation between you and the employee.
5. It leads to a safer operation, the discovery of hidden hazards, and an improvement in
efficiency. (The safe way is usually the most efficient.)
See Resource Materials Item 1, “Job Cycle Check Procedure,” for more details on this
technique, and how you can use it as a routine method for follow-up and for assessing your
employees’ safety performance.
Safety Meetings
In a plant with a plant-wide safety program, safety meetings are part of the organization for
safety, forming a series of overlapping meetings throughout the whole line structure. We
discussed this organization in Unit 3 and saw that, in such a system, each of you is responsible
for safety meetings in your area.
Without such an organization behind you, you still need to hold regular safety meetings with
your group. Through safety meetings you can train your employees and give and receive safety
information.
This topic is large enough to be treated as a separate section within this unit.
9.6
SAFETY MEETINGS
The Purpose of Safety Meetings

You need safety meetings for
1. Presenting your and/or your company’s safety philosophy.
2. Discussing safety problems.
3. Exchanging ideas.
4. Preparing employees for new operations or changing work situations.
5. Introducing changes in plant standards.
6. Gaining acceptance for new or modified practices.
7. Discussing job procedure changes and new job procedures.
8. Hearing and discussing employees’ safety concerns.
9. Giving and receiving general safety information.
Safety meetings are better than individual contacts for most of these discussions because
You need the group together.
Employees will offer their opinions more freely.
Group discussion helps clarify points not thoroughly understood.
Through safety meetings you can also involve your employees in your safety effort. As well as
getting their input through discussions, you can call on employees to conduct meetings or report
at meetings.
How to Conduct a Good Safety Meeting

A chief objective of safety meetings is to train employees in ways to prevent injury. You can
accomplish this objective if you
Select an appropriate subject. (A topic for a safety meeting should be timely and
pertinent.)
Know the material.
Present topics in an interesting manner.
Direct the meeting.
Invite participation.
Reach a conclusion or agreement on a course of action.
9.7
Select an Appropriate Subject

Examples of such subjects might be
Current injury or audit results.
New equipment—unique features.
See the list of Safety Meeting Topics, Resource Materials Item 2, for further suggestions.
Know the Material

Always start preparation early, preferably a month before the meeting.
Study the technical aspects and make sure you are comfortable talking about them.
Seek out persons who have conducted or are scheduled to conduct meetings on similar
subjects. A short conversation or meeting between you and other leaders can be very
beneficial in bringing up new ideas.
Review and select audiovisual aids to help your presentation.
Be prepared to answer questions on correct practices with up-to-date information.
Present Topics in an Interesting Manner

You can make your safety meetings interesting if you
Avoid pure lecture whenever possible and encourage active participation from the
audience.
Ask for employees’ experiences with the subject presented.
Ask how they can apply the information you have given them.
Vary your presentation.
See pages 9.8-9.10 for an outline of different presentation techniques you can use.
Direct the Meeting

1. Maintain control and keep to the point. Acknowledge side issues and discuss them
briefly or defer them for a future meeting or later individual discussion.
2. Compliment anyone who makes a good contribution.
3. Let employees disagree, but do not let the meeting degenerate into a gripe session.
4. Avoid interruptions, such as telephone calls.
Invite Participation
When preparing a meeting, you can ask an employee or group of employees to
Present the main meeting topic when appropriate. You can rotate this responsibility
among your employees.
Join you in making a presentation.
Debate a prepared topic. (See page 9.9.)
9.8
Prepare a skit to make a point. (See page 9.9.)

Demonstrate the use of tools or other equipment.
You can also form a few committees, such as an Inspection Committee, and discuss a report
from each committee on a regular basis.
During the meeting,
Invite comments.
Invite discussion after a film. (Never simply show a film without thorough comment.)
Ask questions that require more than a “yes” or “no” answer. (You can start questions
with “what?”, “why?”, or “how?”.)
Reach Conclusion or Agreement

A safety meeting usually seems more satisfactory if you agree on a course of action. This
action can be to improve or correct a situation.
Make plans to get whatever information is needed to resolve a question. It is critically
important that you provide answers to employees’ questions as soon as possible. Even if the
answers are unpopular, at least you will have shown that you are interested enough to take the
trouble to find them out.
How to Vary Your Presentation

The more varied the ways in which you present information and organize discussion in your
safety meetings, the easier it will be to keep your employees’ interest.
Try to avoid lecturing without allowing for discussion. One-way communication is incomplete.
You need feedback from your employees.
You need not always do something different in safety meetings. The following are some ways
in which you can vary the presentation on occasion.
Panel Discussion
The use of a panel permits several people to discuss different aspects of a subject. You can call
on your employees to be on the panel. You should select the panel members for their special
background, or they should develop information on the portion of the subject assigned to them.
After the panel members have presented their comments, you can invite the audience to direct
questions to specific members of the panel.
Debate
You can start a stimulating discussion by holding a debate.
1. Choose a topical, controversial subject.
2. Place a statement about the subject in two envelopes, write on one envelope, “For,” and
on the other, “Against,” and give one envelope to each of the two debaters. (Use your
employees.)
9.9
3. Tell the debaters to speak for or against the statement as indicated on the envelopes
regardless of their own feelings about the subject.
4. Write the points the two debaters make on a blackboard after they have given their
reasons for them.
5. Ask the group for its opinion on the subject after the debaters have spoken.
6. Let all participants in the meeting have their say.
7. Sum up the “pros and cons.”
8. Ask the group to reach a conclusion.
Quiz
You can use a question-and-answer approach to review safety rules, area practices, and
information that has been previously presented in verbal or written form.
Demonstration
This type of meeting can convey a convincing message when words alone would not suffice. If
the piece of equipment or object being demonstrated is not large enough for everyone in the
audience to see, you should use enlarged photographs, slides, sketches, or other means to
provide a visual representation. Another way to demonstrate small equipment so everyone can
see it is to have several employees, located throughout the audience, hold duplicates of the
equipment and point to features as you describe or explain them.
Skit
A safety skit can be an effective way to make a point. When skits portray normal situations, the
members of the audience will project themselves into the situation and remember it more
vividly than if you had simply described the situation to them. Sometimes, a skit can be more
effective than a demonstration in showing how something should be done. Some skit tips to
follow are stated below.
The skit should portray a situation familiar to the audience.
The skit should remain simple; too many points will blur the issue.
Simple props should be used whenever possible.
The actors should preferably be from the group attending the meeting.
Memory work on the part of the actors should be kept to a minimum.
The participants should have an opportunity to go over the skit to help them be at ease
when performing.
Visual Presentation
The use of movies, videotapes, sound filmstrips, 35-mm slides, “safetygraphs,” and chart pads
provides variety. However, remember that these materials are meant to aid your presentation,
not to take its place.
9.10
Visual Aids
You can use visual aids to serve several purposes:
1. To remind yourself when giving a presentation of the subject of your next comment; in
this way, you may be able to avoid the use of notes.
2. To increase the retention value of the information you present.
3. To promote a better understanding of the subject.
However, visual aids can be a distraction if they
Are on display before you are ready to comment on them.
Remain on display when you are commenting on something else.
Are too small and cluttered to be seen or understood.
To prevent visual aids from being a distraction, you should keep them covered until they are
needed. Once your comments are completed, you should place the visual aids where they will
no longer be seen. An exception to this arrangement is when you need previous aids on display
for reference purposes as you show subsequent ones.
How to Use Different Aids

1. You should preview movies and slides before use. Prepare appropriate remarks to
introduce the material. At the conclusion, either summarize how the information
presented applies to the needs of the group or encourage discussion about the points
raised.
2. Sound filmstrips are usually designed to promote discussion. A leader’s guide is usually
available for each particular sound film, and you should look at it beforehand to prepare
yourself to handle the discussion.
3. “Safety graphs” provide a useful device to encourage discussion in meetings of no more
than 25 people. A “safety graph” is a spiral-bound collection of large posters that the
audience can observe one at a time while you discuss it. Suggested comments for each
poster are provided. You can modify the comments to make them pertinent for your
group.
4. You can use chart pads to portray to the group the points made during a discussion. You
can also use chart pads to summarize the points you have presented.
Practical Tips
1. When you intend to use charts or display cards, you should make certain that the lighting
on them will be adequate.
2. When you use a projector in a darkened room, it is better not to keep turning the lights
off and on. Overhead projectors are used to project 8-1/2-inch by 11-inch transparencies.
When using them, keep the room lights on. You are the sole operator.
You face the audience as you talk.
9.11
You can write on the transparency with a marker, thus providing a form of motion
for the visual aid.
By using overlays, you can build up or change a chart as you talk.
3. Whenever possible, you should look at your audience while showing slides. By checking
out of the corner of your eye, you should be sure the correct slide is on. Use duplicate
slides when you need to refer to the same slide several different times during the talk. If
you intend to make comments between slides, you can place a blank slide between them
to make the screen dark during the comment.
Problem Audiences
However well you plan your meetings, you may still experience difficulties with your audience.
You can handle an unresponsive audience by
Asking questions of individuals.
Waiting in silence for an answer (waiting them out).
Trying humor to break the ice.
Keeping the attendees active. (Switch to written answers if you can get no verbal
response.)
If you have the opposite problem, the heckler, you can try
Challenging him; asking him direct questions.
Getting his point of view, then moving on but referring back to his opinion if
appropriate.
Keeping him to the point.
Make notes here of further suggestions for dealing with the types of problem audiences you
might have to handle:
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
Safety Meeting Checklist

Asking yourself the following list of questions should help you develop a more effective safety
meeting:
What is the purpose of the meeting?
What type of meeting will be best for effective presentation of this topic?
What background information should be developed?
9.12
What questions should I ask to draw out the group?

What responses can I expect?
How shall I summarize the major points?
Whom shall I invite other than participants?
What size room is needed? Are there sufficient chairs? Is the air conditioning, heating,
or ventilation adequate?
What equipment shall I need for using the visual aids?
Would teaser publicity before the meeting be helpful? Should I give the group
information about the subject in advance to make the meeting more effective?
What kind of follow-up should I make after the meeting?
How shall I arrange for the meeting material to be distributed to those who are unable
to attend?
Resource Materials Item 3, “Safety Meeting Evaluation,” should help you assess your meetings
and meetings held by any supervisors who report to you.
In-House and Outside

Information Sources
Every month, each of the work groups may give several safety meetings. These programs can
be excellent, but the leaders will have to spend time preparing for them. Remember that your
fellow employees offer a wealth of information just for the asking. You may have at your plant
a Programs and Activities Subcommittee, which is responsible for providing topics and
resource materials for you to use when you conduct formal safety meetings on the standard
plant-wide monthly topics. Use it if you have it.
The topics listed below are representative of safety meeting materials available from outside
sources:
First Aid for Burns
Campground Safety
Drinking and Driving
Driving
Drugs
Electrical Safety in the Home
Safety for Children
In some cases, meetings may be conducted by persons from outside the company. Information
on these topics can be obtained by contacting such agencies as:
Area Medical Centers
State Department of Natural Resources and Environmental Control
9.13
State Department of Highway Safety

State Department of Alcohol and Drug Control
Drug Rehabilitation Centers or Clinics
Public Utility Agencies
State or Local Safety Councils
Recording Your Meetings

It is very helpful to have some record of your safety meetings. The following list suggests what
you should record and the use to which you can put this documentation.
Record Why?
1. Who attended. You then know who has the information and who
was present at the discussion.
You can cover those who were absent.
2. Questions. You can refer to them later when you have answers.
3. Decisions. Use for follow-up.
Such a record also provides information for your department manager. Records from each
group tell him what is happening in his department and help him decide whether he should hold
a departmental meeting on any topic.
A standard format, such as the one shown on the next page, can help you by providing a way to
document your meetings.
Your meetings might not follow a formal agenda, nor need your record be so formal. Just make
sure that your record is helpful.
CONCLUSION
Individual safety training and safety meetings are interdependent. Safety meetings are a major
means of both communication and safety training. No safety training can take place without
good communication. It is important to discuss safety concerns with your employees, to listen
to their suggestions and problems, and to get their feedback on all safety rules and procedures.
As in everything you do, follow-up is essential. You are responsible for
Recognizing safety needs.
Ensuring that your employees have the training to meet their safety needs.
Following up to make sure that your training has been effective and that employees are
working safely.
9.14
AREA SAFETY MEETING RECORD

Date: _______________________
TO: ________________________________________
(Supervisor)
FROM: _____________________________________
(Person conducting meeting)
AREA: ______________________________________
DATE OF MEETING:__________________________
PERSONS ATTENDING:
_________________________ _________________________ _______________________
_________________________ _________________________ _______________________
Meeting Agenda
*Statistics and Performance
(Use printed information on statistics or write your own summary.)
*Central Safety and Health Committee Business
(List items reviewed in Central Safety and Health Committee or review items included in minutes.)
*Review of Incident and Injury Reports
(Review pertinent reports and discuss application of recommendations to your area.)
*Area Safety Performance and Problems
(Devote this section to discussion and review of items specific to the area. Include safety rules,
inspection results, work order status, special hazards or activities, such as contractor work, or action
taken on questions or suggestions from the previous month.)
Safety Meeting Topic
(Devote this section to an item selected for emphasis during the month, such as emergency
procedures, plant-wide programs, and other items of a general safety nature.)
Comments or Remarks
(Include employees’ suggestions or questions needing follow-up. NOTE: It is very important that
these items be acted upon. Follow-up actions should be discussed in the next meeting.)
__________
*These topics should be included as a part of each meeting.
Resource Materials
Page
1. Job Cycle Check Procedure 9.15
2. Safety Meeting Topics 9.18
3. Safety Meeting Evaluation 9.19

9.15
JOB CYCLE CHECK PROCEDURE
OBJECTIVES
To provide a routine system to ensure that site personnel perform their jobs efficiently
in accordance with safe practices and operating procedures.
To provide a routine evaluation of safe practices and job procedures as actually
performed in a work situation.
GOALS
Audit each employee performing a standard job at least once per quarter as follows:
¾ Employees who routinely perform 4 or more standard jobs—a different job each
quarter.
¾ Employees who routinely perform 3 or fewer standard jobs—each job at least once
during the year.
Audit each standard job (or each type of job, if the number of standard jobs is
prohibitive) once per year.
JOB CYCLE CHECK FORM (ATTACHED)

Maintain a J.C.C. form for each employee.
Section I—maintain a record of periodically scheduled coverage items made in
accordance with indicated frequency.
Section II—maintain a record of adherence to general safety rules. Check monthly.
Record violations under “Observations” section on back of form.
Section III—maintain a record of job cycle checks made by listing the job audited and
indicating the month the audit was made.
¾ Observe the employee actually performing the standard job.
¾ Compare the way the employee performs the job with the job’s safe practice and
operating procedure.
¾ Discuss any procedural violations with the employee during the check—immediate
feedback.
¾ Record observations worthy of note (commendation items or procedural violations)
under “Observations” section on back of form.
List non-scheduled coverages made under “Coverage Item” section on lower back of
form (i.e., injuries, policy/ benefit changes, special programs, etc.)
Use the J.C.C. form as a primary input when writing employee performance reviews.
9.16
JOB CYCLE CHECKS

Employee ____________________________ Area____________________________
Supervisor ___________________________ Year____________________________
Freq Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
I. Routine Coverage
General Safety
Rules
Lockout Procedures
General Safe
Practices
Line Breaking
Procedures
II. Safety
Eye & Ear Protection
Safety Shoes
Proper Use of Tools
Vehicle Handling
Housekeeping
III. Jobs
1.
2.
3.
4.
5.
6.
7.
KEY
Frequency Monthly Comments
A = Annual Satisfactory (Satis.)
S = Semi-Annual Date of Violation
Q = Quarterly Did Not Perform Job (NJ)
M = Monthly Did Not Check (X)
9.17
JOB CYCLE CHECKS (cont’d)
Date Observations
Date Coverage Item Date Coverage Item
9.18
SAFETY MEETING TOPICS
Air Hose Couplings Carry Tools Safely

Tag Lines Basic Departmental Disaster Plan
Handling Equipment Exposed to Wearing Protective Equipment
Hazardous Materials
Hand Tools
Horseplay
Know Your Equipment
Long-Sleeve Requirements in Operating Guards
Areas
Safety Equipment Inspection Frequency
Our Safety Attitude
Protective Personal Safety Equipment vs.
Finish the Job
Personal Comfort
Communications
Housekeeping—Clean Up, Pick Up,
Lifting Consolidate, and Remove Excess Material
Gloves Hands—Don’t Let Your Hands Out of Sight
Long Objects Ladders
Mushroom-Head Tools Eye Protection
Impact Tools Your Safety Sense and Your Safety Rules
Trash Disposal—Dempster Dumpsters Safety Belts
Permit Procedure Fire Extinguishers
Safety Is Personal Power Equipment (Electrical, Steam,
Wrenches Gasoline, and Air)
Plant Traffic Rules Incident Prevention

Three Sensible Steps to Eliminate Injuries
Sledges and Hammers
Gyrolok and Swagelok Stainless Steel Safe Use of Chain Hoists
Tube Fittings Watch Your Step
Barricades Emergency-Type Safety Equipment
Valves Hazardous Solvents
Brass Hammers Material Handling
Habits New Approaches to Safety—Original Ideas
Awareness Never Too Late for Safety
Don’t Overdo
9.19
SAFETY MEETING EVALUATION
Section: __________ Group: _________________ Leader: _________________
Subject: _________________________________________ Date: ________________
Very
ITEMS EVALUATED good Good Fair Poor
Acceptability of location
Promptness in starting meeting
Length of meeting
Suitability of subject
Method of presentation
Aroused interest
Delivered with enthusiasm
Promoted group discussion
Agreed on doing something
Summarized or reviewed briefly
Used visual aids where appropriate
Used visual aids correctly
Spoke understandably
Spoke loudly enough
Maintained eye contact with audience
Used gestures satisfactorily
Extent of group interest in the meeting

Extent to which it achieved the objective
Overall rating of meeting
Frequency of meetings adequate

Coverage of those not attending adequate
Variety of meeting types adequate
Meeting Evaluated by: ___________________________________
Meeting Discussed with: _________________________________
Safety Goals and Objectives
10.1
SAFETY GOALS AND OBJECTIVES
OVERVIEW
This unit first discusses the use of goals and objectives in the management of safety. It then
outlines a basic method for establishing good objectives that you can use as a means of
planning and achieving safety improvements in your area.
INTRODUCTION
Goals and Objectives in the Safety Program
To improve safety throughout a plant or worksite, management must establish goals to
stimulate performance. Upper management sets the overall goals and each manager and
supervisor sets goals and objectives for his own department or working group. These goals and
objectives are forecasts of what the plant or site should achieve within a given length of time.
They are a means of planning and directing improvement. Without such forecasts,
improvement in safety performance is “hit or miss” and likely to be slow and vacillating.
The establishment of goals and objectives also enables a manager to evaluate the effectiveness
of his safety program by measuring performance against those goals and objectives.
If upper management does not establish goals for your plant, you should establish your own
goals and objectives for your area or group. (See under “Set at Each Level of Management” on
the following page.)
Definition of Terms
Goal
A long-term target, e.g., zero injuries.
Objective
A short-term target on the way to achieving a final goal. Examples:
Reduce injuries by 25 percent this year.
Eliminate specific types of unsafe practices observed during audits by the end of the
second quarter this year.
Reduce medical treatment cases by 15 percent and lost workday cases by 45 percent
this year.
10.2
SAFETY OBJECTIVES
Requirements of Good Objectives
To work properly as a means of stimulating and directing performance, safety objectives should be
Set at each level of management.
Reasonable.
Measurable.
Time-related.
You also need to develop plans (or strategies) to achieve your objectives.
Set at Each Level of Management

If you have a plant-wide program, you all need to pull together. It is then your job to work out
your own objectives (within the guidelines set by top management) to help meet the plant goals.
If you have no plant-wide program, you will have to develop your own objectives and manage
them within your area. Be sure, however, to discuss them with your supervisor before
publicizing or implementing them to bring them into accord with his aims. Otherwise, he or
she might not give you support.
Use your objectives to control and direct safety improvements in your area and to assess how
well your safety efforts are working.
Reasonable
You should be able to achieve your objectives. They must be challenging—not too easy—but
not so difficult that they are unrealistic and therefore discouraging. Unrealistic objectives
undermine morale and make employees question the validity of your whole safety effort.
Therefore, work for gradual injury reduction. Set intermediate objectives on the road to the
goal of zero injuries, your ultimate aim.
Measurable and Time-Related

You set goals and objectives to enable you to
Compare results with objectives.
Determine safety performance—you need to know what you are achieving.
Make appropriate plans for the future.
Therefore, in setting an objective, you should always specify the degree of injury reduction you
are aiming at and the period within which you intend to achieve it. A future objective can then
take this process further. You should also specify the class or type of injury you are working to
reduce in each objective.
Not all objectives can be measured in this way, however. For instance, you cannot put numbers
on the attitudes or involvement of people. With concerns in such less easily measurable areas,
you should be specific in the plans you develop to attain your objectives. You can determine
numbers and timing for the actions you plan as part of your strategy.
10.3
Range of Objectives
Examples of injuries or incidents for which you can set objectives include
Lost-time injuries.
Medical treatment cases.
Hand or back injuries.
You can also set objectives for such safety improvements as
Completing specific training programs.
Implementing environmental conditions.
Improving off-the-job safety.
Increasing the use of automobile seat belts.
Improving general training and communications through safety meetings.
Remember: Always assign responsibility for the implementation of each objective.
We recommend not setting goals for first-aid injuries. When management puts too much
emphasis on first-aid injuries, employees often misunderstand the purpose; consequently, they
tend to hide the injuries by not reporting them.
Add below other types of injuries or safety improvements you would include when setting
safety objectives for your area.
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
Setting Objectives
Before Choosing Objectives
When deciding upon objectives for your area of responsibility, you should first consider your
company or plant objectives, if top management has set any, and ask yourself how your
objectives can best further the company’s objectives and goals.
List your company’s or plant’s objectives here.
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
10.4
You have the responsibility for setting objectives for your area. You know it best. The absence
of company goals or poor company objectives do not release you from this responsibility.
Establishing Objectives
When establishing objectives for your department or area, whether you are dealing with clear-
cut, measurable problems or with problems involving employees’ attitudes, you need to
Select an area for improvement.
Define the results you expect.
Plan action.
Here is an example of this process applied to an easily measurable problem:
Area: Traffic incidents.
Desired results: A reduction in backing incidents of 50 percent for this year.
Action: 1. Include traffic safety in each safety meeting, with emphasis on

backing.
2. Increase publicity. (Posters; incident reports on bulletin boards.)
3. Discuss traffic incidents more frequently.
4. Modify parking patterns.
5. Provide some backing training.
(Each of these actions should include responsibility and timing.)
Especially if you are a second-line supervisor, you cannot yourself carry out all aspects of the
overall plans you develop for achieving any given objective. You need to assign appropriate
responsibility to the supervisors or other employees who report to you. They, in turn, will
establish objectives to further your, or the company’s, overall objective.
Working With Your Employees

If possible, when setting objectives for your area,
Discuss them with your group.
Get feedback.
Reach agreement.
A team effort for the setting of objectives has several advantages.
1. It will help ensure greater unity and cooperation within your group in working to achieve
the objectives you set.
2. You gain a wide pool of ideas to draw on in planning how to achieve your objectives.
3. Objectives will be realistic.
10.5
4. Employees will be more likely to work hard to attain the objectives. They will feel
responsible because your objectives are their objectives, too. They were part of the team
that drew them up.
In addition, with clearly defined and understood objectives to work for,
Employees know what you expect of their safety performance.
You have a yardstick to measure excellence in safety performance.
An employee might well have been working up to good safety standards all along. Now, you
can assess his safety performance objectively and he knows you recognize his achievement.
This clear recognition is a great boost to morale.
PARTICIPATION
+
RECOGNITION
=
MOTIVATION TO EXCEL
Follow-Up and Assessment

Follow-Up
As with all safety programs, it is vital to follow up the setting of objectives to
Determine their success.
Correct any deficiencies.
Ensure a steady continuation of effort.
Therefore, you should arrange for feedback and periodic review.
Why Objectives Fail

An objective might not be reached for a variety of reasons, such as the following.
1. The objective was poor.
2. You, your subordinate supervisors, or your hourly employees
Lacked ability.
Lacked knowledge.
Lacked time.
Lost belief in the objective.
10.6
3. You, or your employees, became distracted by other items and let the objective slip.
4. You mishandled the way in which you delegated or followed up on the objective. For
example, you might have
Tried to make this objective the cure for all problems.
Failed to discuss it.
Ignored employees’ ideas.
Made no plans to achieve the objective.
Failed to arrange for feedback.
Not recognized accomplishments.
Been impatient for results.
Omitted periodic training and review.
Failed to measure progress.
If you can determine why your plans did not succeed, you can remedy mistakes and omissions.
CONCLUSION
Goals and objectives are important at every level of the line organization for the controlled and
steady improvement of safety performance. The method we have presented here can be used in
any company, at any workplace, regardless of the size or complexity of the organization. This
method can produce equally good results for everyone involved in it. However, if it is to work
properly, it does require time, money, and effort.
The most important factor for success is a belief in realistic goals and objectives. In a plant-
wide program, top management must be committed to ensuring that all members of the
organization are aware of these goals and determined to achieve them.
To see good results in your own area, you must lead all employees reporting to you in
developing and carrying out plans for improvement, whether these plans are part of organized
plant objectives or you are working on your own in the absence of a plant-wide program. In
fact, you can use good objectives as guides for operating your unit.

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MANAGING SAFETY

Techniques that Work for Line Supervisors

© 2006 by E. I. du Pont de Nemours and Company

1. THE BASICS OF GOOD SAFETY MANAGEMENT

3. THE SAFETY ORGANIZATION AND YOU

4. AUDITING FOR SAFETY

7. MOTIVATION AND DISCIPLINE

10. SAFETY GOALS AND OBJECTIVES

THE BASICS OF GOOD SAFETY MANAGEMENT

THE TWELVE BASICS

Documented Safety Philosophy

Committee Organization for Safety

Line Responsibility for Safety

Safety Goals and Objectives

Supportive Safety Staff

1. All injuries can be prevented.

3. It is possible to safeguard all operating exposures that may result in injuries.

6. Safety is a condition of employment. Employees are expected to accept their

THE NATURE OF A SAFETY PHILOSOPHY

A Basis for Administering Safety

Thought Out Assumed

Where Do You Stand?

2. Should incorporate your upper management’s safety philosophy if that philosophy is a

If Your Company’s Safety Philosophy is Unwritten

THE SAFETY ORGANIZATION AND YOU

THE SAFETY ORGANIZATION

The Two Branches of the Safety Organization

THE SAFETY ORGANIZATION

Working Safety Coordinator/ Line

The Supporting Safety Committee Structure

The Function of the Safety Coordinator

The Interlocking Line

Summary—Committees, the Line, You

SAFETY COMMITTEE ORGANIZATION CHART

YOUR RESPONSIBILITY AS SUPERVISOR

Twelve Keys to Good Safety Supervision

a. Observe all safety and fire protection rules.

b. Wear personal protective equipment where required.

c. Discuss some aspect of safety with employees every day.

d. Be enthusiastic about safety and fire protection.

e. Give safety priority among your problems.

2. Know the Operation.

5. Be Alert for Unsafe Conditions.

7. Inspect Often, Inspect Intelligently.

8. Take Effective Corrective Action.

10. Maintain Discipline.

11. Know Your Employees.

12. Make Safety Part of Your Business.

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Appraising Safety Performance

Supervisor Supervisor or Hourly Employee

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How Do You Measure Up?

AUDITING FOR SAFETY

KEY POINTS IN BECOMING A GOOD OBSERVER

Use the space below to make notes if you wish:

Personal Protective Equipment

Tools and Other Equipment

This brings us to the difficulty you may experience in correcting employees.

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MAKING THE MOST OF YOUR AUDITS

Use Your Audits

How to Analyze Results

Auditing Hours: ___________________ Total Points: _