Back injuries ask your doctor
Lifting Safety: Tips to Help Prevent Back Injuries -- familydoctor.org <link updated to site home> ( Search On Cite | Search On Google )
Injury Prevention and Safety
Or just ask your doctor about other items of risk the back is only one
From Canada, Calgary
11Lifting Safety: Tips to Help Prevent Back Injuries -- familydoctor.org <link updated to site home> ( Search On Cite | Search On Google )
Injury Prevention and Safety
Or just ask your doctor about other items of risk the back is only one
From Canada, Calgary
How are your safety meetings do people really want to be there
The challenge of managing the aspects of occupational health and safety (OH&S) in the workplace can often times feel overwhelming. There are many legal, moral and financial reasons for you to pay attention to OH&S obligations. With all of these challenges, it's important not to waste time, money or place efforts on things that simply don't work. In terms of successfully managing OH&S issues, the following Top 10 list includes some of the common errors that organizations make.
1.Celebrate the lack of injuries and not the existence of safety
It's a huge mistake to focus on the lack of injuries as the measure of safety performance. I've met many people who can tell me of an unnoticed situation when they've taken a terrible risk on the job-even though their well-being was at stake. Of course, companies should be happy when nobody gets hurt over an extended period of time, but it doesn't mean that you're "safe." And safety can't be defined as a lack of accidents. Safety is created by what we do-not what we avoid. Safety celebrations should also be shared with those people who have helped make your workplace safe, and not those who have just been lucky!
2. Do safety to our employees and not with them
Rules imposed by others usually don't get needed "buy-in" to actually change behaviour. It makes more sense to involve employees in the process of establishing safe behaviours and rules that apply in the workplace. This will lead to increased compliance. Challenging groups of employees to set and review standards of performance involves them in the essentials of safety.
3. Do safety for the government
In the early stages of developing a safety culture, companies can make the mistake of being "reluctant compliers." They're doing safety because the government is forcing them to do it. The value of managing safety is beneficial to a company's bottom line productivity and performance. True performance is all about doing safety to achieve added value. Safety is also about getting everyone home every night! It's important to remain in compliance with the applicable OH&S related laws, but don't do safety for the government-make your work safe and make it legal. Your company will thrive financially because of it.
4. Ignore the importance of the proper tools, equipment, materials and workspace
The historic myth that unsafe behaviour causes 88 percent of experienced incidents is simply not true. Unsafe behaviours are involved in all of the incidents that companies experience. The other part of the formula, which is often ignored by believing in this myth, is that unsafe conditions are also always present. You need to focus efforts on both safe behaviours and safe conditions (i.e. tools, equipment, materials and work environment). If you only supply broken tools to people, don't be surprised when they get hurt. Good tools and equipment increase the chances that workers will do their work and not take unnecessary risks.
5. Ignore the culture of unsafe behaviour
Not making safe behaviour personal and not holding everyone accountable for making it safe at work is a huge mistake. Allowing employees to continue unsafe behaviour is often disastrous. Not unlike playing team sports, it's crucial to take the opportunity and coach our fellow employees who aren't working safely. Again, we want all workers to go home safely at the end of a shift.
6. Miscalculate the power of groups actively caring about each other
Inviting co-workers to provide feedback and coaching when they see an unsafe act encourages the team approach to safety. Unless invited, your co-workers may feel reluctant to bring mistakes to the attention of management for fear of a poor reaction. We're in this together, so why not open up the discussion and invite everyone to overcome the challenges and work more safely.
7. Deliver safety programs to passive employees
I'm not sure what happened to make us believe that we could deliver safety to employees like pizza. The sooner that all workers are held accountable for safe production and not just production with safety added on-the better off we'll be. Challenging employees to come up with ways to work more safely is a well-documented, sure-fire way to increase safety performance.
8. Measure results and not the activities that create safety. Companies that define safety activities for all staff, including the CEO, are safer organizations
Demand that the measurement of safety involves tasks, such as investigations, hazard assessments, inspections and attending meetings. This is what gets things done. Not applying these measures, however, ensures that safety activities will take a back seat to production every time.
9. Manage OH&S differently than you manage other business parts
Why would profitable and successful companies with a clear record of managing success implement a safety program that doesn't exactly replicate why they're successful in the first place? Manage safety exactly like the business itself to achieve similar results. There are too many organizations that manage safety differently than the business to the peril of their safety results. Workers and the management team are motivated to drive production results. So, why would you settle for anything less when it involves safety?
Far too often, companies are very positive and proactive when it comes to production activity. At the same time, however, they do the opposite by providing only negative safety reinforcement. As a condition of employment, safety is commonly used as a threat. This is true, but so is being on time and doing your job. In employee orientation sessions, it's a mistake to make negative consequences the key message. Obviously, you can't ignore unsafe behaviours, but stop making safety feel like a negative thing. There's nothing negative about doing work with a focus on safe production.
10. Hold safety meetings that everyone wants to avoid
I've spoken to thousands of employees in my career about the functionality of the safety meetings they attend. Overwhelmingly, people tell me they don't like what goes on in these meetings very much. The natural question is: "Why are we attending a meeting and not liking what's going on?" The answer is to simply fix the meetings. At your next safety meeting, stand up and tell folks you'd like to discuss how to make the meetings better in the future. Set a goal of not sitting silently at a safety meeting, which isn't addressing your needs. Just say no to unsuccessful safety meetings!
From Canada, Calgary
The challenge of managing the aspects of occupational health and safety (OH&S) in the workplace can often times feel overwhelming. There are many legal, moral and financial reasons for you to pay attention to OH&S obligations. With all of these challenges, it's important not to waste time, money or place efforts on things that simply don't work. In terms of successfully managing OH&S issues, the following Top 10 list includes some of the common errors that organizations make.
1.Celebrate the lack of injuries and not the existence of safety
It's a huge mistake to focus on the lack of injuries as the measure of safety performance. I've met many people who can tell me of an unnoticed situation when they've taken a terrible risk on the job-even though their well-being was at stake. Of course, companies should be happy when nobody gets hurt over an extended period of time, but it doesn't mean that you're "safe." And safety can't be defined as a lack of accidents. Safety is created by what we do-not what we avoid. Safety celebrations should also be shared with those people who have helped make your workplace safe, and not those who have just been lucky!
2. Do safety to our employees and not with them
Rules imposed by others usually don't get needed "buy-in" to actually change behaviour. It makes more sense to involve employees in the process of establishing safe behaviours and rules that apply in the workplace. This will lead to increased compliance. Challenging groups of employees to set and review standards of performance involves them in the essentials of safety.
3. Do safety for the government
In the early stages of developing a safety culture, companies can make the mistake of being "reluctant compliers." They're doing safety because the government is forcing them to do it. The value of managing safety is beneficial to a company's bottom line productivity and performance. True performance is all about doing safety to achieve added value. Safety is also about getting everyone home every night! It's important to remain in compliance with the applicable OH&S related laws, but don't do safety for the government-make your work safe and make it legal. Your company will thrive financially because of it.
4. Ignore the importance of the proper tools, equipment, materials and workspace
The historic myth that unsafe behaviour causes 88 percent of experienced incidents is simply not true. Unsafe behaviours are involved in all of the incidents that companies experience. The other part of the formula, which is often ignored by believing in this myth, is that unsafe conditions are also always present. You need to focus efforts on both safe behaviours and safe conditions (i.e. tools, equipment, materials and work environment). If you only supply broken tools to people, don't be surprised when they get hurt. Good tools and equipment increase the chances that workers will do their work and not take unnecessary risks.
5. Ignore the culture of unsafe behaviour
Not making safe behaviour personal and not holding everyone accountable for making it safe at work is a huge mistake. Allowing employees to continue unsafe behaviour is often disastrous. Not unlike playing team sports, it's crucial to take the opportunity and coach our fellow employees who aren't working safely. Again, we want all workers to go home safely at the end of a shift.
6. Miscalculate the power of groups actively caring about each other
Inviting co-workers to provide feedback and coaching when they see an unsafe act encourages the team approach to safety. Unless invited, your co-workers may feel reluctant to bring mistakes to the attention of management for fear of a poor reaction. We're in this together, so why not open up the discussion and invite everyone to overcome the challenges and work more safely.
7. Deliver safety programs to passive employees
I'm not sure what happened to make us believe that we could deliver safety to employees like pizza. The sooner that all workers are held accountable for safe production and not just production with safety added on-the better off we'll be. Challenging employees to come up with ways to work more safely is a well-documented, sure-fire way to increase safety performance.
8. Measure results and not the activities that create safety. Companies that define safety activities for all staff, including the CEO, are safer organizations
Demand that the measurement of safety involves tasks, such as investigations, hazard assessments, inspections and attending meetings. This is what gets things done. Not applying these measures, however, ensures that safety activities will take a back seat to production every time.
9. Manage OH&S differently than you manage other business parts
Why would profitable and successful companies with a clear record of managing success implement a safety program that doesn't exactly replicate why they're successful in the first place? Manage safety exactly like the business itself to achieve similar results. There are too many organizations that manage safety differently than the business to the peril of their safety results. Workers and the management team are motivated to drive production results. So, why would you settle for anything less when it involves safety?
Far too often, companies are very positive and proactive when it comes to production activity. At the same time, however, they do the opposite by providing only negative safety reinforcement. As a condition of employment, safety is commonly used as a threat. This is true, but so is being on time and doing your job. In employee orientation sessions, it's a mistake to make negative consequences the key message. Obviously, you can't ignore unsafe behaviours, but stop making safety feel like a negative thing. There's nothing negative about doing work with a focus on safe production.
10. Hold safety meetings that everyone wants to avoid
I've spoken to thousands of employees in my career about the functionality of the safety meetings they attend. Overwhelmingly, people tell me they don't like what goes on in these meetings very much. The natural question is: "Why are we attending a meeting and not liking what's going on?" The answer is to simply fix the meetings. At your next safety meeting, stand up and tell folks you'd like to discuss how to make the meetings better in the future. Set a goal of not sitting silently at a safety meeting, which isn't addressing your needs. Just say no to unsuccessful safety meetings!
From Canada, Calgary
90% of Training is wasted----------- MAYBE—Maybe Not!
I believe that most training efforts are wasted unless the training is focused on the training needs of each individual. After going through training, a person should immediately apply the new skills. As the saying goes, "If you do not use it, you lose it."
There are many examples where the above has not been practiced. For example, in the last 15 to 20 years, most mills have spent considerable effort in negotiating more flexible work rules with their unions. However, after agreeing to more flexibility on a piece of paper so that, for example, millwrights could perform basic welding and pipe fitting, operators could perform some inspections and essential equipment care, and so on, most mills soon discovered that not much changed in reality. For example, operators did not do any maintenance work and a pump job still took two millwrights and two pipe fitters to complete.
The fact is that most mills have a flexibility agreement on a piece of paper, but no flexibility in reality. The most common reasons for this are:
Lack of training in additional skills. With few exceptions, mills spend a lot of time and money on new contracts, but never train their craftspeople in the new skills they need to become more flexible.
First line supervisors do not change the way they assign work. First line supervision often takes the easy path. Instead of assigning work so that cross training takes place as on-the-job training, supervisors continue to schedule work according to the old craft lines so that no new flexibility is introduced.
MULTI CRAFT OR MULTI SKILL? To be successful in improving crafts skills and to increase your work flexibility while maintaining high proficiency in critical skills, I advise that you first determine governing principles. For example, are you implementing multi craft or multi skills?
Multi craft means a craftsperson is trained for multiple crafts. For example, a person who is both an electrician and a millwright is multi craft. Multi skills means a craftsperson is trained for a craft along with additional skills from another craft. For example, an electrician with skills in aligning a motor and a pump or an operator with mechanical inspection skills is multi skills.
Personally, I believe that the right thing to do is to implement multi skills, since it is more likely to result in flexibility and proficiency.
INCENTIVE. To motivate people to learn more and to use more skills, I believe that there must be an incentive beyond self satisfaction. For example, the most successful multi craft mill that I have worked with required its craftspeople to have proficiency in one craft when hired. After three years, an additional craft had to be acquired in order to maintain employment, with three crafts for each craftsperson as the ultimate goal.
However, the incentive to learn more involved not only job security, but also increased pay. Starting pay was about $15 per hour, but, after learning and using three crafts, the pay increased to about $26 per hour.
This particular multi craft mill produces over 500,000 tpy with 65 craftspeople. Overtime is 15% and contractor hours in maintenance are 14%. These figures put this mill in the league of world-class reliability and maintenance productivity. It is one of the few mills I have worked with where true multi craft training has been very successful, although a major concern at the mill is that the instrumentation craft is having more and more difficulty keeping up with new technologies while maintaining multi craft skills.
IMPLEMENTATION. In implementing a training program that will support better performance-whatever level of flexibility you strive for-I recommend you do a craft skills analysis. The objective of this analysis is to develop individual training plans for each craftsperson.
Start by documenting what skills are needed to maintain the equipment in your mill area. Then compare this to the actual skills of each individual in the maintenance crew. The gap that presents itself forms the basis for the individual training plans. Most probably, you will not need everybody in the top skills segment because everybody will not be able to acquire and maintain those skills. So, you might end up with three skill levels in your organization.
I recommend that you do this analysis with much involvement from the craftspeople, because they are the best source of information. There are also many experts, as well as literature, in this area that can help you.
From Canada, Calgary
I believe that most training efforts are wasted unless the training is focused on the training needs of each individual. After going through training, a person should immediately apply the new skills. As the saying goes, "If you do not use it, you lose it."
There are many examples where the above has not been practiced. For example, in the last 15 to 20 years, most mills have spent considerable effort in negotiating more flexible work rules with their unions. However, after agreeing to more flexibility on a piece of paper so that, for example, millwrights could perform basic welding and pipe fitting, operators could perform some inspections and essential equipment care, and so on, most mills soon discovered that not much changed in reality. For example, operators did not do any maintenance work and a pump job still took two millwrights and two pipe fitters to complete.
The fact is that most mills have a flexibility agreement on a piece of paper, but no flexibility in reality. The most common reasons for this are:
Lack of training in additional skills. With few exceptions, mills spend a lot of time and money on new contracts, but never train their craftspeople in the new skills they need to become more flexible.
First line supervisors do not change the way they assign work. First line supervision often takes the easy path. Instead of assigning work so that cross training takes place as on-the-job training, supervisors continue to schedule work according to the old craft lines so that no new flexibility is introduced.
MULTI CRAFT OR MULTI SKILL? To be successful in improving crafts skills and to increase your work flexibility while maintaining high proficiency in critical skills, I advise that you first determine governing principles. For example, are you implementing multi craft or multi skills?
Multi craft means a craftsperson is trained for multiple crafts. For example, a person who is both an electrician and a millwright is multi craft. Multi skills means a craftsperson is trained for a craft along with additional skills from another craft. For example, an electrician with skills in aligning a motor and a pump or an operator with mechanical inspection skills is multi skills.
Personally, I believe that the right thing to do is to implement multi skills, since it is more likely to result in flexibility and proficiency.
INCENTIVE. To motivate people to learn more and to use more skills, I believe that there must be an incentive beyond self satisfaction. For example, the most successful multi craft mill that I have worked with required its craftspeople to have proficiency in one craft when hired. After three years, an additional craft had to be acquired in order to maintain employment, with three crafts for each craftsperson as the ultimate goal.
However, the incentive to learn more involved not only job security, but also increased pay. Starting pay was about $15 per hour, but, after learning and using three crafts, the pay increased to about $26 per hour.
This particular multi craft mill produces over 500,000 tpy with 65 craftspeople. Overtime is 15% and contractor hours in maintenance are 14%. These figures put this mill in the league of world-class reliability and maintenance productivity. It is one of the few mills I have worked with where true multi craft training has been very successful, although a major concern at the mill is that the instrumentation craft is having more and more difficulty keeping up with new technologies while maintaining multi craft skills.
IMPLEMENTATION. In implementing a training program that will support better performance-whatever level of flexibility you strive for-I recommend you do a craft skills analysis. The objective of this analysis is to develop individual training plans for each craftsperson.
Start by documenting what skills are needed to maintain the equipment in your mill area. Then compare this to the actual skills of each individual in the maintenance crew. The gap that presents itself forms the basis for the individual training plans. Most probably, you will not need everybody in the top skills segment because everybody will not be able to acquire and maintain those skills. So, you might end up with three skill levels in your organization.
I recommend that you do this analysis with much involvement from the craftspeople, because they are the best source of information. There are also many experts, as well as literature, in this area that can help you.
From Canada, Calgary
Try, try, try again to solve safety problems, but don't confuse persistence with obstinancy.
Will Rogers contended, "The secret of success is simple. If you're in a hole, quit digging." This seems like common sense, but I've seen many leaders who, when frustrated, resort to pulling out a shovel – either handtool or bulldozer – and then redoubling their digging efforts. These are otherwise intelligent people in a wide range of professions, but they continue to expend precious resources and risk losing credibility by this try-harder-the-same-way excavating.
We as safety professionals aren't exempt. Have you seen this: Workers don't change their actions? Tell them again (with a why-didn't-you-listen undertone). Policies and procedures not followed? Write additional (and more detailed) rules. Training didn't change their behavior? Put them through the same training again and again (until they "get it").
It seems that when their people don't act in hoped-for manners, many leaders default toward becoming more rigid, forceful, negative and blaming. Ironically, these are the polar opposite responses of the strongest leaders I've encountered. When things don't go their way, master leaders are relaxed and vigilant. If their first action doesn't get the job done, then they flexibly shift to a different tack.
No question that persistence and determination are important factors in succeeding. While highly adept leaders each have a core set of values to which they stay true, they don't woodenly clutch onto fixed strategies in a changing world. Especially when their initial plans are shown to have limited results. Another Will Rogers saying applies here, "Plans get you into things but you got to work your way out."
Trying Different
For those wishing to elevate the efficiency of their leadership skills, I suggest a thought process of trying different rather than trying harder.
How might we apply this to organizational safety? Let's use hand injuries as an example of a common and difficult problem that seems to plague many companies. And no wonder. Think of the number of times (multiple thousands for many) a worker might move her fingers and hands during a typical day. Each such movement presents the potential to suffer a laceration, pinch, strain, bruise, abrasion, dislocation or more.
The traditional approaches to preventing these injuries tilts heavily to the external side of control, focusing on lessening outside-the-employee risk exposures to protect the hands: Machine guarding and lockout/tagout, workstation redesign, gloves, special cut-prevention knives and automating hand-intensive work. These each have advantages and assuredly work in many cases, to a certain level.
But if some is good, more may not be better. For example, employees have expressed to us their concerns that machine guards have actually created pinch, cut, grip, bruise and strain hazards. Guards are strong weapons in the safety arsenal. But despite these and other interventions, hand injuries still persist.
Perhaps it is time to stop digging in the same hole and to try a different approach. One that is internal, focusing on our (and our employees') perspective on hand injuries.
Attention and Hand Safety
For example, you can begin thinking differently about preventing hand injuries by seeing there are contributors to problems that go beyond just the hands. To this end, my colleague Ron Bowles demonstrates that the brain is the command center of attention and hand safety.
The way the brain recognizes and processes information directly affects hand safety. Such an internal approach might include helping workers identify unknowingly accepted risks that can lead to hand injuries. For example, most people – especially right-handers who comprise approximately 90 percent of the population – infrequently use their offhand and have little idea where it is while performing many tasks. This can lead to injuries stemming from workers resting their offhands in places they shouldn't. By the way, these and other methods for directing attention have to go way beyond just exhorting people to "Pay attention!"
Think of the arms and hands as extenders for manipulating objects (machining, assembling, cutting, carrying); their position and alignment can either enhance or decrease their safety.
The torso is a fulcrum from which originate arm and hand actions, leverage and control. The feet and legs are the base, which provides support for all work done by the hands; foot placement and overall balance are critical to arm strength and hand safety.
Once you help workers learn to better adjust to specific tasks, it is possible to make breakthroughs in hand safety that go beyond providing "more of the same" external controls.
The strongest safety leaders believe there are potential solutions to even the most challenging problems. And, rather than doing more of the same, they break out of the mold to try different approaches in their quest for attaining highest-level safety performance.
From Canada, Calgary
Will Rogers contended, "The secret of success is simple. If you're in a hole, quit digging." This seems like common sense, but I've seen many leaders who, when frustrated, resort to pulling out a shovel – either handtool or bulldozer – and then redoubling their digging efforts. These are otherwise intelligent people in a wide range of professions, but they continue to expend precious resources and risk losing credibility by this try-harder-the-same-way excavating.
We as safety professionals aren't exempt. Have you seen this: Workers don't change their actions? Tell them again (with a why-didn't-you-listen undertone). Policies and procedures not followed? Write additional (and more detailed) rules. Training didn't change their behavior? Put them through the same training again and again (until they "get it").
It seems that when their people don't act in hoped-for manners, many leaders default toward becoming more rigid, forceful, negative and blaming. Ironically, these are the polar opposite responses of the strongest leaders I've encountered. When things don't go their way, master leaders are relaxed and vigilant. If their first action doesn't get the job done, then they flexibly shift to a different tack.
No question that persistence and determination are important factors in succeeding. While highly adept leaders each have a core set of values to which they stay true, they don't woodenly clutch onto fixed strategies in a changing world. Especially when their initial plans are shown to have limited results. Another Will Rogers saying applies here, "Plans get you into things but you got to work your way out."
Trying Different
For those wishing to elevate the efficiency of their leadership skills, I suggest a thought process of trying different rather than trying harder.
How might we apply this to organizational safety? Let's use hand injuries as an example of a common and difficult problem that seems to plague many companies. And no wonder. Think of the number of times (multiple thousands for many) a worker might move her fingers and hands during a typical day. Each such movement presents the potential to suffer a laceration, pinch, strain, bruise, abrasion, dislocation or more.
The traditional approaches to preventing these injuries tilts heavily to the external side of control, focusing on lessening outside-the-employee risk exposures to protect the hands: Machine guarding and lockout/tagout, workstation redesign, gloves, special cut-prevention knives and automating hand-intensive work. These each have advantages and assuredly work in many cases, to a certain level.
But if some is good, more may not be better. For example, employees have expressed to us their concerns that machine guards have actually created pinch, cut, grip, bruise and strain hazards. Guards are strong weapons in the safety arsenal. But despite these and other interventions, hand injuries still persist.
Perhaps it is time to stop digging in the same hole and to try a different approach. One that is internal, focusing on our (and our employees') perspective on hand injuries.
Attention and Hand Safety
For example, you can begin thinking differently about preventing hand injuries by seeing there are contributors to problems that go beyond just the hands. To this end, my colleague Ron Bowles demonstrates that the brain is the command center of attention and hand safety.
The way the brain recognizes and processes information directly affects hand safety. Such an internal approach might include helping workers identify unknowingly accepted risks that can lead to hand injuries. For example, most people – especially right-handers who comprise approximately 90 percent of the population – infrequently use their offhand and have little idea where it is while performing many tasks. This can lead to injuries stemming from workers resting their offhands in places they shouldn't. By the way, these and other methods for directing attention have to go way beyond just exhorting people to "Pay attention!"
Think of the arms and hands as extenders for manipulating objects (machining, assembling, cutting, carrying); their position and alignment can either enhance or decrease their safety.
The torso is a fulcrum from which originate arm and hand actions, leverage and control. The feet and legs are the base, which provides support for all work done by the hands; foot placement and overall balance are critical to arm strength and hand safety.
Once you help workers learn to better adjust to specific tasks, it is possible to make breakthroughs in hand safety that go beyond providing "more of the same" external controls.
The strongest safety leaders believe there are potential solutions to even the most challenging problems. And, rather than doing more of the same, they break out of the mold to try different approaches in their quest for attaining highest-level safety performance.
From Canada, Calgary
Simple Maitenance Request
Where does it lie in the repair program is it really that urgent
Here is a great risk matrix for use in those situation and for others to consider when asking for repairs to equipment
http://www.idcon.com/pdf-doc/Sample-Priority-Table.pdf
From Canada, Calgary
Where does it lie in the repair program is it really that urgent
Here is a great risk matrix for use in those situation and for others to consider when asking for repairs to equipment
http://www.idcon.com/pdf-doc/Sample-Priority-Table.pdf
From Canada, Calgary
Identifying Accident prone Areas in the Workplace
There are many accident-prone areas in the workplace, especially if your job already carries with a certain degree of risk. It is the main responsibility of the employer to ensure that the workplace is safe, and one major step is identifying major safety hazards in the workplace so that they can be eliminated.
Factors that can help identify an accident-prone area
There are several factors present in a workplace that can give one the conclusion that the area is unsafe. These include exposed electric wiring or outlets, unguarded heavy machinery, constant noise, wet floors, cluttered office spaces, high exposure to sunlight, very warm temperatures, and workspaces located up on a tall height or on a mobile area. Workplaces that have poor lighting, with no clear fire exits and no ventilation are generally unsafe. So are workplaces where employees are exposed to caustic and toxic chemicals. In cases like these, use of protective clothing and gear is important.
Employees who see these hazards present in the workplace must report them immediately so that prompt action can be taken to remove these hazards.
Safety programs for accident-prone areas
It is better for employers to conduct safety programs that will ensure the health and safety of workers. An employer can conduct a risk assessment of the workplace as a start. This is useful in identifying potential hazards for elimination. The program should also include the provision of clean toilets and sanitation facilities, as well as conduct seminars to teach workers how to deal with injuries. Other aspects that should be included in a typical work safety program include sending a daily memo to workers reminding them to work safely. Encouragement of break periods is a must to prevent over fatigue and repetitive strain injuries. The employer should also include putting up suitable signs and providing first aid facilities as part of any safety management program in the workplace.
Tips to Avoid Accidents
Avoiding accidents in the workplace is the first step to preventing lost hours from work and expensive health care fees. This is an important area in the workplace that employers need to ensure in order to provide safe working environments for their employees.
What are some of the common accidents in the workplace?
Common accidents in the workplace include falls, trips, slips, lifting injuries, crushing accidents, falls, and strikes from a moving or a stationary object. Other types of injuries that you can encounter in the workplace include burns, whether chemical, thermal or electrical, lacerations, repetitive strain injuries and back and neck injuries. Slips, trips and falls can major tissue trauma and minor or major broken bones. Burns can lead to tissue trauma, and repetitive strain injuries can lead to discomfort and in severe cases, an inability to use the injured limb.
These accidents, however, can be prevented with the right safety measures. Working areas where the employer clearly has not taken any measures to keep employees safe from work hazards can allow injured employees to sue for damage.
How can you prevent such accidents?
Prevention is the most important measure to avoid workplace accidents. Keeping walkways and workspaces well lighted, free from clutter, and the floors from any spills will reduce the risk of any accidental trips, slips or falls. Making sure that ladders work well and are stable enough for use will prevent falls. Workers who are do jobs that require bending lifting, pushing and pulling need to be fit and should engage in regular strength training exercises. Workers exposed to hazardous, toxic chemicals and other substances need to use protective gear at all times to prevent undue exposure.
Workers who engage in repetitive motions in their jobs should take a break in order to stretch and relax their joints and muscles in order to prevent repetitive strain injuries and prevent the risk of fractures.
Do any of these statements sound familiar?
• It was just a little scrape, it really wasn’t worth reporting.
• I was just so busy I forgot.
• It didn’t seem like a big deal at the time.
• I wasn’t sure I should report it so I didn’t.
• It was my own fault so I was embarrassed to say anything.
• I couldn’t leave my class!
Members who do not report workplace accidents lose the protection of the Workplace Safety and Insurance Act. Failure to report also allows the conditions that caused the accident to go unchecked and leave colleagues vulnerable to similar injuries.
What Type of Accident/Injury Should be Reported?
All accidents/injuries that occur on the worksite, or that arise out of and in the course of employment, no matter how trivial, should be reported to the employer.
Not every injury is reported to the Workplace Safety and Insurance Board. An employer need only report accidents if the member is unable to earn full wages, or if the injury necessitates some form of health care, (e.g. physiotherapy).
Remember: “If in doubt – FILE!”
Common Workplace Accidents
Accidents in the workplace occur approximately 1.6 million times a year. This is an alarming statistic, especially since most accidents, even minor ones signify a certain time away from work. It is therefore very important to identify the major causes of accidents as the first step in preventing them in order to reduce injury and health care costs.
Examples of common workplace accidents
Workplace accidents are categorized as trips or slips, falls, strikes from an object, lifting accidents, and falls from heights. Trips and slips are caused by clutter or slippery surfaces. This can be the result of floors not being properly mopped for spilled liquid or leaked machinery fluids. Clutter can also result in trips which can further lead to minor and sometimes major injuries. Defective flooring and poorly lighted areas can put workers at risk for tripping and slipping. Falls from heavy objects overhead can also occur when pulling boxes from shelves. Falls from heights are common in construction areas and in workplaces where tall ladders are used.
Dealing with common workplace accidents
Prevention is the best way to reduce the incidence of common accidents in the workplace. The installation of adequate lighting, cleaning up the floors of spilled fluids, clearing workspaces of clutter, and making sure that supportive devices for climbing atop tall heights are secure are just some of the measures one can take to prevent workplace accidents. Each workplace must also have emergency medical equipment available such as an emergency first aid kit or a nurse’s station to handle injuries before specialized treatment becomes available. If your job requires you to do some heavy lifting, such as in orderly or nursing aid jobs, it is better to condition your body for work. Develop stronger abdominal, hamstring and back muscles through regular exercise and strength training.
Promoting Safety in the Workplace
The creation of a safe workplace is not the sole responsibility of the employer, although he or she is mainly responsible for keeping the place as safe as possible. Workers have to do their part in order to keep their workplace free from hazards. With the combined efforts of employers and workers, a safe working environment where hazards are minimal is very possible.
What employers can do to create and promote a safe workplace
There are various steps employers can do to create a safe workplace for workers. The most important area where this can be done is perhaps the environment. Employers need to conduct routine maintenance and checks of equipment to make sure that they are in good condition. Numerous work accidents arise due to faulty equipment and machines or equipment that was not used properly. Routine maintenance and checks of the environment is also a good way to spot danger prone areas that can be fixed in order to eliminate health hazards.
Another measure that employers can take to create a safe environment at work is to provide workers with the right protective gear such as hard hats, gloves, coveralls, gas masks and the like to workers who are exposed to various hazards at work. Creating a disaster plan is another measure that employers can take to ensure that workers know what to do in case of an emergency. The installation of a company health unit for emergencies should also be done so that emergencies can be dealt with promptly while waiting for specialized medical services.
What employees can do to create and promote a safe workplace
Workers, on the other hand, can also take measures to reduce their risks of injuries in the workplace. These include engaging in regular strength training to make the abdominal, the hamstring and the back muscles strong, since all these muscles are required when lifting heavy objects. The adoption of proper body mechanics should be applied in all procedures, and break periods to stretch and relieve oneself of muscle strain are also helpful. Workers should listen and participate actively during emergency drills, as the skills taught here can help one deal with a crisis effectively.
From Canada, Calgary
There are many accident-prone areas in the workplace, especially if your job already carries with a certain degree of risk. It is the main responsibility of the employer to ensure that the workplace is safe, and one major step is identifying major safety hazards in the workplace so that they can be eliminated.
Factors that can help identify an accident-prone area
There are several factors present in a workplace that can give one the conclusion that the area is unsafe. These include exposed electric wiring or outlets, unguarded heavy machinery, constant noise, wet floors, cluttered office spaces, high exposure to sunlight, very warm temperatures, and workspaces located up on a tall height or on a mobile area. Workplaces that have poor lighting, with no clear fire exits and no ventilation are generally unsafe. So are workplaces where employees are exposed to caustic and toxic chemicals. In cases like these, use of protective clothing and gear is important.
Employees who see these hazards present in the workplace must report them immediately so that prompt action can be taken to remove these hazards.
Safety programs for accident-prone areas
It is better for employers to conduct safety programs that will ensure the health and safety of workers. An employer can conduct a risk assessment of the workplace as a start. This is useful in identifying potential hazards for elimination. The program should also include the provision of clean toilets and sanitation facilities, as well as conduct seminars to teach workers how to deal with injuries. Other aspects that should be included in a typical work safety program include sending a daily memo to workers reminding them to work safely. Encouragement of break periods is a must to prevent over fatigue and repetitive strain injuries. The employer should also include putting up suitable signs and providing first aid facilities as part of any safety management program in the workplace.
Tips to Avoid Accidents
Avoiding accidents in the workplace is the first step to preventing lost hours from work and expensive health care fees. This is an important area in the workplace that employers need to ensure in order to provide safe working environments for their employees.
What are some of the common accidents in the workplace?
Common accidents in the workplace include falls, trips, slips, lifting injuries, crushing accidents, falls, and strikes from a moving or a stationary object. Other types of injuries that you can encounter in the workplace include burns, whether chemical, thermal or electrical, lacerations, repetitive strain injuries and back and neck injuries. Slips, trips and falls can major tissue trauma and minor or major broken bones. Burns can lead to tissue trauma, and repetitive strain injuries can lead to discomfort and in severe cases, an inability to use the injured limb.
These accidents, however, can be prevented with the right safety measures. Working areas where the employer clearly has not taken any measures to keep employees safe from work hazards can allow injured employees to sue for damage.
How can you prevent such accidents?
Prevention is the most important measure to avoid workplace accidents. Keeping walkways and workspaces well lighted, free from clutter, and the floors from any spills will reduce the risk of any accidental trips, slips or falls. Making sure that ladders work well and are stable enough for use will prevent falls. Workers who are do jobs that require bending lifting, pushing and pulling need to be fit and should engage in regular strength training exercises. Workers exposed to hazardous, toxic chemicals and other substances need to use protective gear at all times to prevent undue exposure.
Workers who engage in repetitive motions in their jobs should take a break in order to stretch and relax their joints and muscles in order to prevent repetitive strain injuries and prevent the risk of fractures.
Do any of these statements sound familiar?
• It was just a little scrape, it really wasn’t worth reporting.
• I was just so busy I forgot.
• It didn’t seem like a big deal at the time.
• I wasn’t sure I should report it so I didn’t.
• It was my own fault so I was embarrassed to say anything.
• I couldn’t leave my class!
Members who do not report workplace accidents lose the protection of the Workplace Safety and Insurance Act. Failure to report also allows the conditions that caused the accident to go unchecked and leave colleagues vulnerable to similar injuries.
What Type of Accident/Injury Should be Reported?
All accidents/injuries that occur on the worksite, or that arise out of and in the course of employment, no matter how trivial, should be reported to the employer.
Not every injury is reported to the Workplace Safety and Insurance Board. An employer need only report accidents if the member is unable to earn full wages, or if the injury necessitates some form of health care, (e.g. physiotherapy).
Remember: “If in doubt – FILE!”
Common Workplace Accidents
Accidents in the workplace occur approximately 1.6 million times a year. This is an alarming statistic, especially since most accidents, even minor ones signify a certain time away from work. It is therefore very important to identify the major causes of accidents as the first step in preventing them in order to reduce injury and health care costs.
Examples of common workplace accidents
Workplace accidents are categorized as trips or slips, falls, strikes from an object, lifting accidents, and falls from heights. Trips and slips are caused by clutter or slippery surfaces. This can be the result of floors not being properly mopped for spilled liquid or leaked machinery fluids. Clutter can also result in trips which can further lead to minor and sometimes major injuries. Defective flooring and poorly lighted areas can put workers at risk for tripping and slipping. Falls from heavy objects overhead can also occur when pulling boxes from shelves. Falls from heights are common in construction areas and in workplaces where tall ladders are used.
Dealing with common workplace accidents
Prevention is the best way to reduce the incidence of common accidents in the workplace. The installation of adequate lighting, cleaning up the floors of spilled fluids, clearing workspaces of clutter, and making sure that supportive devices for climbing atop tall heights are secure are just some of the measures one can take to prevent workplace accidents. Each workplace must also have emergency medical equipment available such as an emergency first aid kit or a nurse’s station to handle injuries before specialized treatment becomes available. If your job requires you to do some heavy lifting, such as in orderly or nursing aid jobs, it is better to condition your body for work. Develop stronger abdominal, hamstring and back muscles through regular exercise and strength training.
Promoting Safety in the Workplace
The creation of a safe workplace is not the sole responsibility of the employer, although he or she is mainly responsible for keeping the place as safe as possible. Workers have to do their part in order to keep their workplace free from hazards. With the combined efforts of employers and workers, a safe working environment where hazards are minimal is very possible.
What employers can do to create and promote a safe workplace
There are various steps employers can do to create a safe workplace for workers. The most important area where this can be done is perhaps the environment. Employers need to conduct routine maintenance and checks of equipment to make sure that they are in good condition. Numerous work accidents arise due to faulty equipment and machines or equipment that was not used properly. Routine maintenance and checks of the environment is also a good way to spot danger prone areas that can be fixed in order to eliminate health hazards.
Another measure that employers can take to create a safe environment at work is to provide workers with the right protective gear such as hard hats, gloves, coveralls, gas masks and the like to workers who are exposed to various hazards at work. Creating a disaster plan is another measure that employers can take to ensure that workers know what to do in case of an emergency. The installation of a company health unit for emergencies should also be done so that emergencies can be dealt with promptly while waiting for specialized medical services.
What employees can do to create and promote a safe workplace
Workers, on the other hand, can also take measures to reduce their risks of injuries in the workplace. These include engaging in regular strength training to make the abdominal, the hamstring and the back muscles strong, since all these muscles are required when lifting heavy objects. The adoption of proper body mechanics should be applied in all procedures, and break periods to stretch and relieve oneself of muscle strain are also helpful. Workers should listen and participate actively during emergency drills, as the skills taught here can help one deal with a crisis effectively.
From Canada, Calgary
Good morning to all, Another one from side regarding — Wear Helmet — Dear Penney,. Thanks a lot for your inputs. . . Keep on sharing. . .
From United States, Fpo
From United States, Fpo
Dear All
Nice to see a great participation from all of you... Sorry for being away from the site for quite long time...
Special thanks to all who contribute and participate into this thread, even though I am not naming each one... All videos are really useful and uniqe ones... The write up, presentations and links from Mr. Terry is just adding more flavour to our this thread... This will surely help other peoples interest into our thread and hope all enjoying learning thorugh sharing...
Let's keep up the pace and keep on sharing and gaining...
Now let's have a look into the attached film... Just another example of taking shor cut and funny too...
From India
Nice to see a great participation from all of you... Sorry for being away from the site for quite long time...
Special thanks to all who contribute and participate into this thread, even though I am not naming each one... All videos are really useful and uniqe ones... The write up, presentations and links from Mr. Terry is just adding more flavour to our this thread... This will surely help other peoples interest into our thread and hope all enjoying learning thorugh sharing...
Let's keep up the pace and keep on sharing and gaining...
Now let's have a look into the attached film... Just another example of taking shor cut and funny too...
From India
Dear Penney & Dipil,
Mr. Penney --RECOMMENDED TARPING SAFETY TIPS-- helps a lot to me I was searching that very long time now got it from you thank you very much. . .Thanks for your Presentation also. . .
Welcome back Mr.Dipil thanks for your video. . .
I am by IPHONE I can’t upload/download anything for two to three days due to my personal work. . .
Keep on sharing. . .
From United States, Fpo
Mr. Penney --RECOMMENDED TARPING SAFETY TIPS-- helps a lot to me I was searching that very long time now got it from you thank you very much. . .Thanks for your Presentation also. . .
Welcome back Mr.Dipil thanks for your video. . .
I am by IPHONE I can’t upload/download anything for two to three days due to my personal work. . .
Keep on sharing. . .
From United States, Fpo
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10 Steps to Safety Excellence Part 1.pptx
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