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Excellence in Job Hazard Analysis
Final - June 14, 2007
Word Version of this document
Introduction
In 2006 DOE sponsored and endorsed the implementation of Human
Performance Improvement (HPI), based on the nuclear industry
model, into the DOE community. It has been adopted by the work
management subgroup as another tool to use in integration of
Integrated Safety Management, Job Hazard Analysis, and Work
Control. This Job Hazard Analysis Excellence document was
originally developed by the work management subgroup in 2004 to
improve hazard analysis in work planning processes. HPI concepts
are being introduced and integrated in this revision.
An interesting product of the in depth look at Job Hazard Analysis
is a comparison of injuries being reported that indicate the
majority of injuries will never be reduced by focusing on Job
Hazard Analysis. It is the behavior of the people that influences
the injury rates. There is a common misconception that better Job
Hazard Analysis will improve our safety statistics. The reality is
that most injuries occur without relationship to a planned work
activity, they occur as part of routine work activities.
A review at one site shows that only 16% of all reported injures
occurred as part of a planned work activity. Of that 16% none of
the injuries occurred due to direct hazards associated with the
work. The injuries occur in travel to or from the job site, or by
personnel who are staging for the work or are supporting the work
from a distance. For this reason it is important to have a general
hazards analysis that addresses worker behavior as well as
identifies hazards and controls that are the source of injuries to
personnel. This is where the implementation of HPI concepts can
become a major player in reducing events and injuries.
Overview
This document is meant to be an aid for all DOE facilities to use
in implementation of a consistent set of principles while
developing or improving its processes for Job Hazard Analysis and
its integration into the work planning process. The goal is to
have an efficient method of involving the workers in work planning
and hazard analysis, resulting in safely performed work.
In keeping with the core function of ISMS, Excellence in Job
Hazard Analysis includes Defining the Scope, Identifying the
Hazards, Analyzing Hazards and Developing Controls, Perform Work,
and Feedback/Lessons Learned. Use of common terms and definitions
is a key to consistent implementation. The key points and defined
terms in each of these areas are included where necessary for
common understanding.
Use of Critical Task Concept
Human performance Improvement is a key concept leading to
excellence in Job Hazard Analysis. The critical task and its
relationship to the rest of the tasks in a specific work scope
bring focus to the uncommon hazards associated with the tasks to
be performed. If we do not focus on the critical tasks and try to
apply too much rigor to all the tasks identified we may end up
blending too many general hazard controls into instructions
intended to be performed by trained and qualified personnel.
The use of a critical task concept leads to efficiency in the
resources used for Job Hazard Analysis. It provides a foundation
for a more precise and user friendly set of instructions or
procedure that clearly identifies the hazards workers are not use
to working with or may not be expecting during the performance of
their work.
Employee Involvement
All Employees
There are four key components to worker behavior that support
improved safety during every job. They include:
·
Pay attention to your surroundings
while you are working. You should stop what ever you are doing if
your attention is drifting to something else. You should let
people know if there is any reason that you may not be able to
give 100% of our attention to your work. You should make sure that
distractions and horse play at work is not acceptable.
·
Keep situational awareness
while you are working. Know when you can allow your attention to
drift and when you can’t. You should pay attention to your
surroundings at all times not just at work. You should be looking
for error traps or error likely situations brought on by the
environment, house keeping, or the location at the worksite as
well as that of your shops and travel paths. This is where you don
the PPE necessary for the hazards that you may face (Gloves,
Safety Glasses, Safety Shoes, Long Sleeve Shirts etcetera).
·
Assess your physical capabilities.
You need to know when you should be
stretching or taking more time to move or lift something. You may
need to use more people to help with a task. Everyone is getting
older and needs to pay attention to the limitations of their
physical condition. Only you know if the task you are getting
ready to do is too much for you to handle. It is expected that if
you have any doubts about your ability to physically perform a
task that you work with your supervisor and get the right help or
equipment to perform the task safely.
·
Use deliberate speed
in doing your work. It will provide more time to pay attention and
understand your situation either at the job site, at the office,
or somewhere in between.
Once these concepts are
understood and practiced by the workforce, it can be supported by
a general hazards analysis that everyone should be trained on as
part of working at the site. The general hazards analysis should
include controls for the following hazard types:
·
Lifting
·
Moving
·
Insects, wildlife
·
Sharp Objects
·
Slippery surfaces
·
Trip Hazards
·
Stairs or Steps
·
Uneven surfaces
·
Ergonomics for the field
·
Ergonomics for the office
In order to focus on the
hazards associated with the actual work being performed these
hazards should not be addressed separately in work instructions or
procedures, but should be covered as part of annual refresher
training and safety topics for staff meeting or pre-job briefings.
Workers and Supervisors
Multi-disciplinary teams
are needed to support all functions of an integrated safety
management system, including hazard analysis. A team based
approach allows the identification and analysis of all hazards to
be performed concurrently.
Line management, planners, workers, and subject matter experts are
a part of the multi-disciplinary team. Team involvement is based
on a graded approach involving complexity of the work and the
degree of work hazards. Each member of the team has a defined
responsibility and function.
A solid JHA process uses the workers and subject matter experts in
Industrial Safety, Industrial Hygiene, Environmental Controls, and
Radiological Controls, as appropriate, in a graded approach to
accomplish the elements of a Job Hazard Analysis.
·
Workers and supervisors identify the tasks necessary to perform a
scope of work.
·
Workers and Supervisors identify the critical tasks associated
with the work.
·
Workers use their experience and knowledge to review the tasks and
identify known hazards.
·
Workers and Supervisors focus on the critical tasks to ask thought
provoking questions about the task to help in hazard
identification.
·
SMEs provide a level of involvement as experts in their field to
review the tasks and the hazards identified to determine the
proper set of controls required.
·
Workers and SMEs determine the method that should be used to
communicate the controls to the workers in the development of
instructions or procedures.
·
As new controls are identified, there may be new tasks that need
to be evaluated to determine if new hazards are introduced;
therefore, the process is iterative.
Excellence in Job Hazard Analysis requires an environment in which
individuals and leaders understand and support the following:
·
A task specific hazard must start with a detailed understanding of
the task
·
SMEs and workers must have the same mental picture of:
o
The tools being used to perform a task
o
How the tool(s) is/are being used to perform a task
o
Where the worker is using the tools to perform the task
·
Identification of hazards is a three part process:
o
Identification of hazards for the task
o
Identification of location hazards
o
Identification of conditional hazards
·
JHA tools are intended to remind people of hazard types applicable
to a task, not to replace the thought process during the job
hazard analysis. (Simplicity may be the best answer.)
·
Hazard controls may be communicated to the workers through:
o
Training and qualification
o
Precautions at the beginning of an instruction or procedure
o
Warnings or Caution statements immediately prior to an
instructional step
o
Detailed steps in a work instruction or procedure.
·
Efficient work processes use a graded approach in involvement of
workers and SMEs in the Job Hazard Analysis process
·
Feedback and lessons learned can be key elements in reducing
rework or duplication of work in JHA.
Facilitation Training
As the number of people on a team grows it is easy to become less
focused on the task at hand. Discussions can go in directions that
while they may be important to the person are ineffective and
inefficient for a group of people. It is important that the person
leading the discussion of the team understands the dynamics in
team approach and can facilitate the meeting effectively.
Facilitator training is often overlooked and is thought of as
unnecessary for personnel leading the job hazard analysis or
planning meetings, but would serve the company well. A well run
meeting ran by someone with good facilitation skills will induce
less frustration of the workers and the effectiveness and outcomes
typically meet expectations.
Inclusion of Hazard Analysis as part of Technical Training
Hazard analysis training should be part of the technical training
for employees that participate in the hazard analysis process.
The training should encompass the hazard analysis process,
workplace hazards and controls, and team members’ roles,
responsibility and function, and, if applicable, the tool used to
document the hazard analysis. Workplace hazards should be
specific for the particular workplace and not a description of
general industrial hazards.
Risk Verses Complexity
and the Graded Approach
During the workshop representatives explained how each facility
performs JHA and work planning, and it became clear that there
were significant differences in the interpretation of high,
medium, and low risk work. It is important that each facility
identifies a graded approach to the way it addresses the JHA and
work planning. Too much rigor and efficiency goes down resulting
in prohibitive costs, while too little rigor can lead to
inappropriate or missed hazard controls and increased safety
statistics.
Risk is defined as “to expose to a chance of loss or damage,” and
Complexity is defined as “the quality of being intricate and
compounded.”
Risk can be quantified in some areas, such as Radiological or
Industrial Hygiene, by use of limits and quantities. Industrial
safety is a little more subjective. For this reason it is a good
idea to develop and use standards for addressing approaches to
eliminating or mitigating risk or hazards. Subject matter experts
help in application of the standards for situational or location
hazards as part of the JHA for specific work activities.
Risk by itself without complexity may be handled through the use
of standards and procedures and a review/approval process of
instructions that increases incrementally as the risk for the
hazards analyzed by the facility goes up.
Complexity with or without risk factored in may require an
entirely different strategy in the graded approach application.
The work may become more complex with increases in the numbers of
work hazards, workers, conflicting controls, or permits required.
The following is an example of how risk and complexity may be
addressed as a combined approach to the rigor needed and subject
matter expert involvement in the Job Hazard Analysis and work
planning.
·
Low Risk and Low Complexity
– Worker is trained to perform the work and recognizes specific
hazards and how to control them without assistance of SMEs.
·
Medium Risk and Low Complexity
– Worker is trained to perform the work but may want to have
oversight by supervisor to help in ensuring that workers recognize
and control the hazards. SMEs should have reviewed the hazards
associated with these tasks and included the controls as part of
the qualification and training of the workers or as controls in
the procedures the workers are using.
·
High Risk and Low Complexity
– Workers may require assistance of SMEs in eliminating or
mitigating the risks the first time, and then these controls are
captured in procedures or standards that are followed step by step
as extra assurance that the risks are eliminated or mitigated.
Review or approval of the follow-on work plans by SMEs provides
another level of assurance.
·
Low Risk and High Complexity
– Workers and supervisors use detailed work instructions and need
SME involvement initially to analyze the tasks. Future performance
of the same work may be by procedure and does not require SME
review each time.
·
Medium Risk and High Complexity
– Workers require involvement by SMEs in support of review of
tasks and identification of hazards and controls required to
perform the work. Oversight by supervisors or SMEs during the
performance of the work may be warranted.
·
High Risk and High Complexity
- Workers require involvement by SMEs in support of review of
tasks and identification of hazards and controls required to
perform the work. Oversight by supervisors or SMEs during the
performance of the work is warranted. Management review of the
plan is recommended to determine if the workers and SMEs have
thought through the work, have performed reasonable efforts to
eliminate or reduce the hazards, and have found no reasonable way
to reduce the risk level.
The key to a successful graded approach is to ensure that as
changes to the process are developed to accommodate increases in
risk or complexity, there is value added, providing improved
assurance that the probability of unidentified hazards decreases,
while identified hazards are eliminated or controlled.
Skill of the Craft
Skill of the Craft acknowledges workers are trained and
experienced in performing identified tasks, thus eliminating or
minimizing hazards associated with performing those tasks.
The key to using skill of the craft in the graded approach is to
ensure that eventually all tasks included in the skill of the
craft category have been identified. A qualification or training
program should include documentation of these items: Identify the
hazards, perform the analysis, determine the controls, and train
the worker to perform the task using the controls. If this
traceability cannot be shown for each task then we should be wary
of including the tasks as part of the Skill of the Craft
activities.
Another aspect of using Skill of the Craft is to ensure the
workers are trained in dealing with situational and location
hazards. It is an oversight to think that a worker trained to
safely perform a task is also aware of and understands how to
handle hazards brought on by changing conditions or
location-specific hazards unless the same traceability can be
shown to the training or qualification for conditional or
location-specific hazards.
Training or qualification programs are just a part of the equation
for use of Skill of the Crafts. Frequency and complexity of
performance need to be factored into the decision to allow workers
to perform work without further instruction or oversight. This is
where management and supervisor understanding of their people’s
performance at the shop level is imperative for appropriate use of
Skill of the Craft.
Forward
In the following sections of this document, each element
description includes a brief summary of the concept contained in
the element, a discussion of the mechanisms recommended for use by
contractors to implement the element, and how the various
attributes that make up the element should be managed.
Define Scope
Concept
This element describes the processes and tools that should be in
place to determine the total scope of work, which is an essential
step in performing effective Hazard Analysis. In order for the
scope to be sufficient for a Job Hazard Analysis to be effective,
the scope must provide each employee the same mental picture of
the activities required to accomplish the tasks within the scope
of the activity.
Mechanics
Defining the scope of work entails more than describing the task.
A Walkdown Checklist that includes the following items should be
used to fully determine a scope of work:
o
Identification of work activity description, expected outcome, and
contingencies*
o
Research of feedback mechanisms to ensure continuous improvement.*
o
Performance of an activity Task Breakdown through discussion with
supervisors and workers*
o
Identification of work location environment hazards such as,
Radiation Area, Outside work, etc.
o
Identification of the critical tasks.
o
Identification of work activity hazards/impact
o
Identification of work method, tools, and equipment to determine:
§
What tools or equipment are to be used
§
How the tools or equipment will be used
§
Where the tools or equipment will be used
§
The interaction between tools, materials, equipment, personnel,
procedures, etc. required to complete scope of work
o
Identification of work waste streams
o
Identification of facility system impacts
o
Utilization of worker involvement
o
Application of hierarchy of controls (eliminate the hazard,
engineer the hazard out, administratively control the hazard, use
PPE)
*
These activities may be performed prior to the walkdown to improve
efficiency and effectiveness.
The walkdown for defining scope should include worker and SME
involvement. Additional functional area team members should also
participate as appropriate.
In order not to get bogged down by discussions on common tasks and
hazards it is important to determine if there are critical tasks
associated with the scope of work.
CRITICAL TASK is defined as:
Steps performed that interface with a structure,
system, or component and are irrecoverable or
irreversible with potential for direct impact
on plant condition or personnel. To be considered a critical task
two conditions must be satisfied:
Management
Periodic management assessments should be performed to ensure
adequate work scoping. These assessments should include the
following Lines of Inquiry (LOI):
Hazard Identification
Concept
This element describes the processes and methodologies for
identifying hazards. Safe and efficient work performance combines
the effort of planning, craft training, site safety culture, and
work ethic to produce a predictable, positive result. Safe
performance of work should always include a review of the types
and severity of the hazards to determine the most effective hazard
controls.
Identifying hazards associated with all tasks is important and
needs to be factored into the way people perform their work using
different methods of implementation. For most tasks the hazards
will be well understood and common at that facility. This is where
established standards and controls, once people are trained to
them, should not take a lot of planning time. Most time and energy
in planning should focus on critical steps and ask thought
provoking questions based on Error Likely situations or Error
Precursors.
Mechanics
Effective hazards identification should include:
·
Review of the entire job scope and break each activity down into
steps/tasks
o
Describe and list each task in sequence
·
Identify any outside influences for each task
o
Beside each task, write down the materials, equipment, processes,
site factors, operational factors, and environmental factors that
could cause an accident or health effects. People factors may
also be relevant
·
Identify the critical task hazards
Thought provoking questions for critical tasks should be included
in the analysis or discussion by Planners, Supervisors, Workers,
and SMEs to determine if there are hazards beyond those that are
common place to the team. A short list of thought provoking
questions based on error likely situations may include:
·
How could mistakes be made during this critical task?
·
What is the worst thing that can go wrong based on our actions
during the critical tasks?
·
What can be done to prevent mistakes or things going wrong during
the critical tasks?
·
Are we doing something differently than we routinely do it?
§
Is there a good reason, if not, do it the way we always do it.
§
If we need to do it differently, have we thought through the
possible hazards and controls introduced.
·
Are there time critical tasks (once started they must finish one
continuous set of subtasks in a specific order)?
§
Can we break down the tasks to keep them from being simultaneous?
§
Can we use more people?
§
Can we provide review just prior to performance?
·
Are the controls identified compatible with the rest of the
controls?
These questions may be included as a checklist for use during
discussions.
When identifying potential common hazards, a checklist may be used
to ensure that all known hazards have been considered. The
checklist can include a list of commonly found hazards as well as
behaviors that may result in accidents.
Common hazard types that should be identified in a checklist:
-
Biological
-
Chemical
-
Fire/explosion
-
Electrical
-
Multiple
energy source equipment (i.e. electrical, steam, gas, etc.)
-
Ergonomics
-
Excavation
-
Wall/floor/ceiling penetration
-
Fall
(Slip/Trip)
-
Fire/heat
-
Mechanical
-
Moving parts
of machinery, tools, and equipment (i.e. pinch and nip points)
-
Noise
-
Material
falling from height, rolling, shifting, or caving-in
-
Pressure
systems (i.e. steam boilers and pipes)
-
Ejection of
material
-
Radiation
-
Temperature
extremes
-
Toxic
substances
-
Visibility
-
Weather
-
Environmental
Common potentially high-risk behaviors that should be identified
in a checklist:
-
Lifting and
other manual handling operations
-
Working at
heights (i.e. work done from scaffolds or ladders)
-
Others
working above or below the work area
-
Use of
bridge cranes or man lifts
-
Working on
or near energized equipment/components
-
Hazards
caused by working alone or in isolated workplaces
-
Operating
vehicles (i.e. forklifts, backhoes, trucks, etc.)
·
Working within a confined space
Other sources that can be used to identify safety hazards:
·
Material Safety Data Sheets (MSDSs)
·
Lessons Learned
·
Subject Matter Experts (SMEs)
·
Area/facility personnel that have a knowledge of facility hazards
and operations
·
Accident and incident reports
·
First aid statistical records
·
Behavior Based Safety (BBS) reports
·
Health and safety committee meeting minutes
·
Previous inspection reports
·
Previous JHAs
·
Work procedures
·
Safety manuals
·
Equipment manuals
·
Maintenance/repair records
Because the controls for an activity depend on both the types and
severity of the hazards, it is important to re-evaluate the
activity whenever:
·
New hazards are introduced (e.g. job scope changes)
·
Changes decrease the effectiveness of identified controls
·
Changes impact nearby activities
When there are changes in the work, the hazards shall be reviewed
to confirm that they are within the scope of what was previously
analyzed and that the ES&H controls remain adequate.
Additionally, any relevant Lessons Learned should be reviewed and
incorporated into the hazards identification process.
Management
Periodic management assessments should be performed to ensure
adequate identification of hazards. These assessments should
include the following Lines of Inquiry (LOI’s):
-
Observation of the work to assure that all potential hazards
were identified and mitigated through appropriate controls.
-
Review/comparison of prior JHAs for similar work with respect to
identified hazards.
Hazard Controls
Concept
This element describes the processes of Job hazard analysis and
control selection which takes place after hazards have been
identified. The hazard analysis assesses each aspect (step) of a
task and addresses the items which could result in an injury to an
individual by focusing on the relationship between the worker, the
task or activity, the tools, and the work environment. The
objective of the analysis is to determine the controls necessary
to eliminate or reduce the hazards to an acceptable risk level.
This involves an evaluation of the mechanics of any operation,
identifying what can go wrong, and how to do it safely (controls).
Another key element is communicating the hazards and related
controls to the worker (e.g. Pre-Job Briefings, Work
Instructions).
HPI concepts should be used to ensure we are not putting error
traps into our work documents. A common mistake is to put controls
into specific work documents that are performed everyday by
workers and are required by other procedures or expectations. This
may lead to workers skimming through the instructions thinking
they know what they say and sets them up to miss important
controls for critical tasks that are specific to that work and
needed to ensure the work is performed safely. It is important to
provide clear direction at the right level of detail for the
critical tasks and not to have them blended in with a lot of
general control statements. Write the instructions for the worker
and supervisor, not the auditor, and SMEs.
Hazard Control Measures
The order of precedence and effectiveness of hazard control is the
following:
·
Engineering controls
·
Administrative controls
·
Personal protective equipment
Engineering controls should be used when ever feasible to
eliminate or mitigate the hazard. Engineering controls include the
following:
·
Elimination/minimization of the hazard – Designing the facility,
equipment, or process t remove the hazard, or substituting
processes, equipment, materials, or other factors to lesson the
hazard;
·
Enclosure of the hazard using enclosed cabs, enclosures for noisy
equipment, or other means;
·
Isolation of the hazard with interlocks, machine guards, blast
shields, welding curtains, or other means; and
·
Removal or redirection of the hazard such as with local and
exhaust ventilation.
Administrative controls should be predetermined and designed for
use in conjunction with engineering controls. Administrative
controls include the following:
·
Written operating procedure, work permits, and safe work
practices;
·
Exposure time limits (used most commonly to control temperature
extremes, radiation, and ergonomic hazards);
·
Monitoring the use of highly hazardous material;
·
Buddy system; and
·
Training
Personal Protective Equipment is acceptable as a control method in
the following circumstances:
·
When engineering controls are not feasible or do not totally
eliminate the hazard;
·
While engineering controls are being developed;
·
When safe work practices do not provide sufficient additional
protection; and
·
During emergencies when engineering controls may not be feasible.
Examples of Personal Protective Equipments include the
following:
·
respirators
·
hearing protection
·
protective clothing
·
safety glasses
·
hard hats
Use of one hazard control method over another higher in the
control precedence may be appropriate for providing interim
protection until the hazard is abated permanently. In reality, if
the hazard cannot be eliminated entirely. The adopted control
measure will likely be a combination of all three items instituted
simultaneously.
Mechanics
Review Feedback, Lessons
Learned, and Accident History
Previously documented feedback, lessons learned and accident
history should be reviewed as early in the planning process as
possible. It is here you will find your worksite history of
accidents and illnesses, required repairs and replacements, and
near misses. These events are indicators that the previously
implemented hazard controls (if any) may not be adequate and
deserve more scrutiny.
Conduct preliminary work
site reviews
Walk down the location where the task will be performed early in
the planning process to identify any potential hazards. When ever
possible the site reviews should include worker, planner and SMEs.
. During the site review consider all the steps or actions
required to complete the task. Look for hidden hazards; consider
the “What Ifs?” Discuss with your employees the identified
hazards and brainstorm with them for ideas to eliminate or ways to
control those hazards. Be alert for hazards that may be introduced
as a result of selected controls (e.g. ear protection that would
impair the ability to hear emergency alarms). If any hazards exist
that pose an immediate danger to an employee’s life or health,
take immediate action to protect the worker. Any problems that can
be corrected easily should be corrected as soon as possible. Do
not wait to complete your analysis. This will allow you to focus
on the hazards that need more study (normally associated with
critical tasks) because of their complexity to determine the best
methods to eliminate or control.
Review the job steps
Nearly every job can be broken down into job tasks or steps.
Reviewing these job tasks or steps with the employees will help
ensure nothing has been omitted.
Involve employees
It is very important to involve employees in the analysis and
control selection process. This includes not only the environment,
safety and health experts, but also the hands-on workers as well.
Each have a unique understanding of the job, and this knowledge is
not only valuable for finding hazards, but also helps minimize
oversights, and ensures a quality analysis and selection of
controls. This also gets workers to “buy in” to the solutions
because they will share ownership in their work management and
safety programs.
In addition to subject matter experts from environment, safety,
and health disciplines, the worker brings knowledge of the job
scope (e.g., via walk down, past performance, personal experience,
lessons learned) which is helpful in establishing what could go
wrong at each step of the activity. We need to understand the job
we are analyzing. This requires careful examination. Discussion
and review of the tasks between the work supervisor, workers and
subject matter experts should produce enough information to
evaluate the hazards without getting overly detailed. The more
familiarity the group has with the job, activity, task, or steps,
the less complex the evaluation is likely to be. This will also
reduce the probability of conflicting controls and assist in
getting only those controls actually necessary applied at the
appropriate steps in the work instructions.
The analysis should consider each step in the work activity and
anticipate what the worker(s) might encounter during the
particular job that is being analyzed. The analysis should
consider the work environment, the materials and equipment that
are to be used, and the work procedures themselves. Most
activities can be viewed in manageable tasks to produce the most
effective analysis. Some judgment will be needed; hence, the
purpose for selecting knowledgeable individuals to review the
work.
To gain a full understanding of the hazard, those analyzing the
job should ask such questions as:
NOTE:
This is not intended to represent a complete list.
-
Where is the
job happening (environment?)
-
Is there any
relevant history or lessons learned?
-
What is
happening?
-
What can the
task go wrong (include contingent events)?
-
How could an
event happen?
-
What are the
consequences?
-
How could
they happen?
-
Do I take
into consideration the following hazards?
a.
striking against or being struck by an object
b.
getting caught in or between objects
c.
use of tools, machines, or equipment
d.
housekeeping
e.
lifting, pushing, pulling motions
f.
organization in flow of work
g.
reviewing hazards indirectly associated with the work scope (or
exterior to the primary work environment boundaries) that may also
be encountered (e.g., an exposure present near a lockout/tagout
isolation point that is not in the vicinity of the work; adjacent
or collocated work activities)
h.
adjacent activity that could initiate a hazard
The review discussed above should take very little time for those
hazards and tasks that are familiar with the workforce. The review
of the critical tasks is where the focus of the people involved in
the analysis should be. This is not meant to mean that the review
of the common hazards and tasks is not to be included but that by
focusing on the critical tasks and the thought provoking questions
for these tasks the team will minimize the probability of events
or significant injuries that are intolerable to the company, and
its customers.
Documentation of Hazard Analysis and Controls
Hazards and controls are communicated to workers via work
instructions, procedures, job briefs, etc. What is not often
communicated or documented is the reasoning why controls were
selected. Many times a control for a hazard is very straight
forward (i.e., eye protection when using a drill), however, there
are times when the decision to select a particular control is not
as straightforward and is based on conditions, or situations, at
that given time, or the expertise of the subject matter expert. A
sound and thorough explanation of the thought process and
influencing factors that lead to the decision to implement a
particular control should be documented in the hazard analysis
process. Capturing the information will improve the consistency
in the hazard analysis process, confidence in the product, and
will be available for future references.
Information obtained from identification and analysis is of little
value unless relevant and necessary hazard control measures
recommended in the analysis are incorporated into the tasks
instructions. If a team performed the analysis they should
identify the method the controls should be placed into
instructions or procedures. Examples of this would be as follows:
·
Controls within the qualification or training of the worker that
are often used do not need to be discussed in the work
instructions.
·
Controls within the qualification or training of the worker but
are seldom used and are applicable to the entire work activity
should be placed in the precautions as a reminder that the hazard
exists and the workers are expected to take the appropriate
actions.
·
Controls within the qualification and training of the workers but
are for hazards that are introduced at specific steps or by
specific actions during the job should have a warning or caution
statement immediately prior to the step but require no detailed
instructions to mitigate in the work instructions.
·
Controls not within the qualification and training of the workers
for hazards should have detailed instructions for how the workers
are to mitigate the hazard and should be in the work instructions
in a way that prevents or mitigates the hazard.
Field or Pre-Job
Briefing Changes
It is not unusual for a change (e.g., addition, deletion,
modification) to be necessary for a JHA hazard/control, because at
a particular time when the activity is performed, current field
conditions may vary. Several options can be used for making field
and pre-job changes to a JHA based on current conditions.
-
It is
important to document these changes! Consider use of a form such
as a "Work Review and Change Request": This type of form
provides the documentation when hazards/controls do not apply or
if new hazards/controls are identified. Other change items can
also be documented on this type of form. Supervisors can sign
the form, as can subject matter experts, if their agreement is
necessary. Supervisors can also note on the form that workers
were briefed to the change.
A blank Work Review and Change Request form containing the task
information can be used in the Pre-job Briefing, walk down, or in
the field. Supervisors may manually enter any required changes.
The document can then be filed with the work package. If desired,
the information could later be entered into the JHA report.
·
In cases where significant hazard/control changes are indicated,
the supervisor should halt or stop the work and conduct a formal
review of the JHA for a formal revision of the JHA prior to
commencing work.
The most important considerations are that the changes be
documented as field changes, and that the system for making such
changes be written in Company/Project/Facility guidance,
instruction, or procedure.
Management
Line management must be directly responsible for the protection of
workers, the public, and the environment. Line management
responsibility for safety and environmental performance should be
stated in top-level documents and reflected in project and
facility procedures. Line management includes any management
level within the line organization that is responsible and
accountable for directing and conducting work. Line management
includes those managing or supervising workers performing work.
For job hazards analysis to be effective, management must
demonstrate its commitment to safety and health and follow through
to correct any uncontrolled hazards identified. Otherwise,
management will lose credibility and employees may hesitate to go
to management when dangerous conditions threaten them.
Lines of
Inquiry
-
New or
revised procedures identify hazards and controls based on
results of a job hazard analysis.
-
Responsible
employees for job hazard analysis (JHA) conduct effective job
hazard analysis activity.
-
Technical
Discipline SMEs participate in a review of the work, hazard
identification, analysis, and approval of JHA controls.
-
JHA
participants are typically available to attend related meetings
and walk downs, thus minimizing postponements or delays.
-
Workers
participate in hazard identification, analysis, and selection of
controls.
-
The hazard
analysis is re-evaluated if either the work scope changes, or
new/unexpected hazards are encountered.
-
The hazard
analysis process is based on actual worksite conditions that are
objectively anticipated or known to exist.
-
Work is
halted or temporarily delayed if actual conditions are found to
differ, or otherwise change, during performance of work.
-
Feedback and
lessons learned are reviewed for application during job hazard
analysis development.
-
Work has applied
the graded approach, e.g. as Skill-based or Beyond Skill-based
with enhanced work planning, with input from the affected
worker(s).
-
Work
categorization is screened with consistency. The graded approach
is fully understood.
-
A review of JHA
documents verifies that selected controls are specific in nature
(prescribed detail).
-
Those
employees who participate in job hazard analysis understand and
act upon their responsibilities.
-
Engineering
controls are considered as first priority/preferred hierarchy in
hazard remediation.
-
The
completed JHA is reviewed with the affected workers prior to
commencing work to inform them of foreseeable hazards and the
required protection measures (e.g., pre job briefing).
-
JHAs are
validated for accuracy prior to the commencement of work.
-
A conscious
decision is made as to whether or not to convene a post job
review.
-
JHAs are
reviewed and revised as needed and if applicable, reviews
correspond to the review cycle for a technical procedure.
-
Supervision
confirms that workers know and understand the hazards and
required controls before they start work.
Perform Work
Concept
This element describes the processes and tools for performing
work. Safe and efficient work performance combines the effort of
planning, craft training, site safety culture, and work ethic to
produce a predictable, positive result. The effort of work
management culminates in performance of the work task.
This is one of the most crucial of the elements of Job Hazard
Analysis. Procedures and instructions are not meant to direct the
behavior of the worker. The worker and supervisors are responsible
for understanding and following general hazard controls and rules
associated with working at the site. It is the workers
understanding and recognition of Error Precursors and Error Likely
Situations combined with excellence in JHA that will get the work
performed safely.
Mechanics
Effective work performance tools should include:
·
Adequate work instructions specific to the task incorporating the
attributes defined in previous sections of this document.
·
Focus on Critical Tasks, Error precursors, and Error Likely
situations that occur during the performance of work.
·
Assignment of qualified craft personnel to conduct the assigned
tasks.
·
Effective communication between the craft workers and supervisors
to review the scope of work, hazards and mitigating controls,
contingency plan for unexpected conditions, results of the
maintenance activity, and status/configuration of target
equipment.
·
Effective communication between the craft workers and facility
managers for notification of maintenance activity, site status,
configuration, and hazard review, and feedback of the maintenance
activity.
·
Effective communication between combined work crews (different
crafts).
·
Verification of site status, configuration, hazard review, and
control implementation by the work crew prior to starting the
activity.
·
Adequate facilities, tools, and equipment to perform maintenance
activities, including shop work and transportation of personnel
and equipment.
·
Parts and materials of adequate or specified quality to perform
the maintenance activity.
Management
Periodic management assessments should be performed to ensure
adequate work scoping. These assessments should include the
following Lines of Inquiry (LOI’s):
Feedback/Lessons Learned
Concept
This element describes the processes and tools for providing
effective hazard analysis feedback and lessons learned. Excellence
is achieved by having a comprehensive package that encompasses
feedback and lessons learned from specific local issues as well as
those acquired from others.
Feedback is a dynamic process that begins with daily contact and
conversations between workers and supervisors. It can be formal or
informal, but it does need to be documented. Effective feedback
ensures incorporation of hazard analysis lessons learned into
subsequent work provides continuous improvement to the overall
hazard analysis process and programs, and is captured in lessons
learned appropriate for reuse by others. Many times feedback and
lessons learned become changes in checklists, procedures, or
policies and are not viewed as lessons learned once incorporated.
Lessons learned uses captured positive and negative feedback and
stores it in a manner that can be easily retrieved for future work
activities or hazard analysis. Lessons learned need to be in a
form and location that make it easy for end users to find the
information without complicated searches. The key to effective
lessons learned storage methods is to focus the feedback into
specific work scopes, locations, or conditions in terms the end
users will recognize and understand.
Mechanics
Effective worker feedback processes should include:
·
Two way communication between:
o
Workers and planners
o
Other facility personnel and hazard analysis program owners
·
An electronic means for providing and responding to feedback:
o
Provides tracking, trending, and reporting capabilities
o
Provides easy retrievability for future use as lessons learned
·
Formal notification to the originator when issue resolution has
been completed, whether at the activity level or program level
·
Management involvement in monitoring issues associated with hazard
analysis activities and programs
·
A means for prioritizing proposed enhancements to the hazard
analysis process and programs
·
Feedback processes should be user friendly to accommodate a range
of personnel (i.e., worker – management)
·
Feedback processes include involvement from facility personnel
(i.e., industrial hygiene, industrial safety, radcon, engineering,
etc.)
·
Positive recognition for contributions – not punitive.
Other forms of feedback should include:
·
Management assessments
·
Lessons Learned
·
Information from walkdowns, job critiques, etc.
·
Timely notification of safety issues
·
Links to hazard analysis information across the industry
(internet)
Management
Periodic management assessments should be performed to ensure
adequate work scoping. These assessments should include the
following Lines of Inquiry (LOI):
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