Managing Injury Risk at Grain Handling Facilities Matt Shurtliff Director of Safety and Environmental Issues J.D. Heiskell & Co January 17, 2018 1
Before We Start If you re unsure of a safe way to do a job There is absolutely no task at any of our locations that is worth getting hurt! 2
Agenda Injury Risk Management Principles Policy & Program Development Policy Deployment Continuous Improvement Behaviors Where to Get Help 3
Safety Management There s overlap, but they aren t the same thing!
Preventing Injuries 5
Hazards and Risk Hazard = a situation that has the potential to harm a person Risk = the possibility that the harm (i.e. death, an injury or an illness) might occur when exposed to a hazard.
Injury Risk Two elements Severity Likelihood Can be managed To manage it, you have to see it
Managing Injury Risk Identify hazards Assess injury risk Reduce risk when you can Manage residual risk that remains
Identifying Injury Risk Regularly walk the facility Specifically look for hazards Take pictures Explain to employees WHY something is a hazard Keep one list of hazards identified
Identifying Injury Risk Lessons Learned Show that: You want to know about hazards Nobody gets in trouble for bringing them forward Teach your employees HOW to recognize hazards WHAT TO DO when they see them
Identifying Risk - Management Commitment For most people hazard = BAD People don t want to look BAD o Reluctance to look for problems o Defensiveness o Worried about getting in trouble
Identifying Risk - Management Commitment Make it a GOOD THING to identify hazards Consider incentives Be sure to act quickly and correct the hazards Important
Stages of Risk Awareness 1. Doesn t realize injury risk at all 2. Realizes risk after work is done 3. Recognizes risk while performing task and corrects the situation 4. Foresees risk, implements controls, and begins only when safe to proceed This takes TIME, and you have to TEACH
Assessing Risk Severity How serious would injury be? Likelihood How likely is is injury to happen? Risk
Safety Severity Pyramid 21% of Lower Level Incidents could have been SIFs Fatalities Serious Injuries OSHA Recordable & First Aid Injuries 21% Near-Misses & Property Damage Hazards
We Want To Find The 21% These are Uncontrolled High Risks We want to control them before someone gets hurt badly 21%
How We Find Them Report near misses and property damage Search for the hazards Supervisors regular safety Inspections Line employees suggestions Investigate with an eye to How bad an injury could have been NOT how bad an incident WAS 17
Assessing Risk
Risk Management Process Severity = how bad will injury be Likelihood = how likely is it to happen Risk = Severity x Likelihood Risk Threshold
Risk Response Plan - SIF Risks Notify GM STOP WORK Immediate temporary CA Develop & install permanent CA Risk Threshold
Risk Response Plan Permanent CAs for o Risk > 6 o Severity 4 regardless of likelihood Temporary CAs as Needed Risk Threshold
Hierarchy of Controls Eliminate hazard or risk Level 1 Substitute MOST EFFECTIVE Engineering Controls Isolate, Guard, Modify Level 2 USE WITH OTHERS Administrative Controls Behavior SOPs, Best Practices, Rules Training Level 3 LEAST EFFECTIVE PPE
Reducing Risk Level 1 Controls MOST Effective First Choice Best Strategy Eliminate or prevent creation of hazard If you can t do that: Substitute (less dangerous, toxic, etc.) Modify/redesign equipment or work process Isolate, contain, separate (includes guards) Reduce (Example: Dust levels)
Reducing Risk Level 2 Controls Low Effectiveness More effective in combination with other controls Requires more effort & dollars to maintain/sustain Examples: Signs and labels Policy & procedures Re-Training
Why is Level 2 Less Effective? Relying on rules, procedures, and plans Only works if employees know that you re serious ONLY way to show you re serious o Train employees on the rules and procedures o Inspect what you expect frequently o Correct behavior when controls aren t followed 25
Correcting Behavior Correction that follows soon after a behavior means more Silence is considered to be consent If you put a procedure in place and don t regularly check on it you ve wasted your time
Reduce Risk Level 3 Least Effective when used by itself. Last resort strategy. Provide PPE & keep in easily accessible location. Requires consistent training & reinforcement. Includes (not limited to): Hearing, vision, skin, respiratory protection Fall protection Other
Why is Level 3 LEAST Effective? I can t remove the risk, wear this so you don t get hurt Need to pick the RIGHT equipment for the risk Need to make sure employees o Know HOW to use the PPE o ALWAYS use IT o Know when it needs to be replaced Need to always have it available It s much better to not need PPE at all 28
Managing Residual Risk You re never going to eliminate ALL the risk Our SAFETY PROGRAMS are designed to manage residual risk. CRITICAL SAFETY PROGRAMS manage common SIF hazards in our industry 29
SAFETY PROGRAMS Manage Residual Risk Engulfment & Explosion Protection (i.e., Grain Handling Industry Standard) Lockout/Tagout Permit Required Confined Spaces Fall Protection Rail Operations Safety Powered Industrial Truck Safety Etc. 30
Common Sources of Entanglement Hazards Source: www.grainsafety.org
Strategy and Goal Setting Remember these are DIFFERENT THINGS 32
How to Get Started Install Safety Programs o ID programs you need o Install ONE program at a time o REPEAT, REPEAT, REPEAT Install a Hazard ID process o Find hazards o Fix them o REPEAT, REPEAT, REPEAT 33
Installing a Hazard ID Process Corrective Actions Regularly inspect your sites for hazards Keep track of hazards on a single list, no matter HOW you identify them ASSIGN a corrective action to somebody with a due date Keep checking up until the corrective actions are finished If you do this, you are beginning to reduce RISK 34
Program Development 35
Safety Programs o Plans for addressing a specific type of RISK o Aligned with OSHA Regulations o Elements: Written program PLAN to manage Risk Procedures HOW you will address Risk while executing work tasks Training COMMUNICATES the Risk and the Procedures Auditing CONFIRMS that the plan is being followed 36
How to Get Started There is no magic bullet. Start with adding o One Program o One Procedure o One Training o One Inspection The important thing is to be heading in right direction. It often takes 2-4 years to develop a system and 5-10 years to see the results 37
What Safety Programs Do I Need? Bloodborne Pathogens Contractor Safety Electrical Safety Emergency Action Plan Fall Protection Fire Prevention Grain Handling Industry Safety Hazard Communication Hearing Protection Heat Illness Prevention Hot Works Lockout/Tagout Machine Guarding Permit-Required Confined Spaces Personal Protective Equipment Powered Industrial Trucks Rail Operations Respiratory Protection Short answer: You need programs that address the RISKS you have at your facilities 38
Major Risks of The Industry 1 Engulfments 2 Falls 3 Electric 4 Entanglement 5 Struck by 6 Dust Explosion Other Respiratory dust exposure Noise Exposure 39
California Grain Handling Standard (GHS) Purpose is to PREVENT: o Explosions o Engulfments 40
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Written Program Purpose describes your PLAN for how you address this type of RISK This is a document that OSHA will want to review if they inspect Plan needs to o Meet OSHA regulations o Describe what you actually DO 43
Tips on Developing Written Programs OSHA requirements vary o Sometimes: written program o Other times very prescriptive Flexibility beyond the OSHA requirement Tip - keep consistent level of detail Consider keeping most of the detail in procedures it makes updating easier 44
Programs Need To Contain Objective Of Program Responsibilities o At Facility o Company Wide (sometimes) Subjects the program will cover 45
Training Needs To Describe WHO you will train WHAT are the topics you will train HOW OFTEN you will train on the topic 46
Recordkeeping Should Identify WHAT written records do you collect HOW they are stored HOW LONG you keep them
Tips on Developing Procedure Remember your audience! Easy to understand Make sure they WORK Be specific but not wordy Picture is worth a thousand words Picture describes lockout point better than any words can! 48
Training What Are You Trying To Communicate? RISK of injury in our work How we manage that RISK 49
Tips on Communicating Risk Make it personal Talk about real situations Make it interactive o Get people sharing their experience o Peer teaching is very effective
Tips on Training Citing OSHA regulations and verbiage doesn t help Focus on o How you can get hurt o How to prevent it from happening Mix It Up Look for hands-on opportunities LOTO training handson demonstration 51
Auditing Have we done what we said we WOULD DO? If you don t check, you tell people it s not important You want to confirm that: o Your employees UNDERSTAND the risks of injury they face o What they need to DO to manage the risk
Tips on Auditing Make Corrections Conduct Audit Identify Corrective Actions Goal of auditing: Determine WHERE YOU ARE and HOW TO GET BETTER! Involve all levels of employees Perform at regular frequencies Track and monitor progress Today s score less important than next score 53
Ways You Can Audit Corporate Audits Internal audit team Consistency across company Great teaching opportunity Location Audits Plant audits itself Develops knowledge and skills Establishes line ownership 3 rd Party Audits Someone outside the company Gets you out of your bubble 54
Continuous Improvement
Reminders for Program Development Don t be overwhelmed You Can t o Implement everything at once o Become perfect overnight Start with adding o One Program o One Procedure o One Training o One Inspection
One Approach Get Better Every Month Review ONE Program Per Month Identify 3 things that need to improve. Examples: o Update a procedure o Add hands on demonstration to training o Perform a new inspection Make the improvements Next month move on to another program
ABC Behavior Model Antecedent Behavior Consequence
ABC Behavior Model A person s attitude (the activator) affects how he behaves Behavior has consequences Consequences either o Reinforce o Deter
The Mental Side of Safety An accident, injury or illness is the result of one or both of the following: Unsafe acts (behavior), Or Unsafe conditions
Basis for Unsafe Behavior If I do something unsafely (knowingly or unknowingly) and don t get hurt and I get the job done faster or cheaper I will likely do it again
Unless? I do get hurt, or I am convinced to stop
Feedback Everyone needs it If not given any we create our own Can be difficult to give & receive Not usually a part of our cultures Can be formal or informal Two basic types: opositive ocorrective 63
Positive - Catching An Employee Being Safe Recognize and reinforce the employees safe behavior. Show that you re not just looking for problems Ask if there is anything leadership can do to make the workplace safer.
Corrective - Speaking Up for Safety Four keys: 1. Stay positive & show concern 2. Be clear about the unsafe behavior and its possible consequences 3. Be specific about the behavior change needed 4. Ask for a commitment to change Goal is a culture win
Summary Correcting Behaviors Watch your people work inspect what you expect Identify safe and unsafe behaviors Provide feedback on what you observed Don t give mixed signals Be consistent don t play favorites 67
Impact of YOUR Behavior Everything you say and do is watched and remembered Your attitude and behavior (actions) create the proper atmosphere for safety Supervisors and managers must lead by example
You Influence Safety When You Set the example Participate in improving safety Catch others working safely Coach others when you see unsafe actions
Getting Help
Insurance Company Loss Control Site assessments o Safety o Environmental Hazard Monitoring o Noise o Dust o Thermal Imaging Training on various topics 71
National Grain and Feed Association Safety Conferences Regional Safety Seminars Publications o Sweep Auger Operations o Confined Space Entry o Walking/Working Surfaces Training Resources
Grain Feed Association of Illinois Have written safety templates for most key programs They work nationwide you do not need to be from Illinois John Lee (217) 787-2417 jlee@gfai.org Kris Richardson (217) 787-2417 Krisr@gfai.org
GEAPS/KSU University Distance Education Program Currently 24 online courses covering various grain topics. http://www.geaps.com 74
Networking Call Others in the Industry There are no secrets in safety
Thank You Matt Shurtliff Director of Safety and Environmental Issues J.D. Heiskell & Co. Elkhorn, NE mshurtliff@heiskell.com 402-289-6760 76