Table Of ContentAbout the Authors
James E. Roughton has a Master of Science (MS) in Safety from Indiana
University of Pennsylvania (IUP), is a Certified Safety Professional (CSP), a
Canadian Register Safety Professional (CRSP), a Certified Hazardous Materials
Manager (CHMM), a Certified Environmental Trainer (CET) and a Certified
Six Sigma Black Belt. His experience includes 4 years in the military and 40
years experience in industry, with the past 30 years in the safety area developing
and implementing safety management programs and management systems.
Mr. Roughton has worked for various corporations and has served in the fol-
lowing capacities: providing consulting services for medium to large manufac-
turing facilities; developing and implementing safety programs and management
systems; providing consulting services for hazardous waste remedial investiga-
tion and site cleanup regarding developing and implementing site-specific safety
plans; conducting site health and safety assessments, and providing internal
support for multiple office locations.
In addition, he is an accomplished author in various areas of safety, environ-
mental, quality, security, computers, etc. He is the author of six books, most
notably How to Develop an Effective Safety Culture: A Leadership Approach.
He also provides mentoring to other professionals who want to get published
and is a frequent co-author with those professionals. He is a frequent speaker
at conferences and professional meetings.
He is the past president of the ASSE Georgia Chapter, an active member of
the safety advisory board of the Department of Labor of Georgia, Lanier Tech
Safety Board, past president for the Gwinnett Safety Professionals Association,
and co-founder and past president of the Heart of Georgia Safety Society. He is
also an adjunct instructor for Lanier Tech and Georgia Tech in Atlanta, Georgia.
In addition, he maintains his own websites, Accident-Related,
www.gotsafety.net, 24-7 Safety, Responsibility not Luck and Safety Culture-
Related www.emeetingplace.com, Safety Exchange of America. He also has
received several management and professional awards for safety related activ-
ities, including Safety Professional of the Year (SPY). He can be reached at
xviii About the Authors
Nathan Crutchfield has a professional history that encompasses a full range
of risk control program design, development, implementation and evaluation.
He has provided expertise to a broad array of clients that include public enti-
ties, associations, and general industry. He has a Master’s Degree in Business
Administration from Georgia State University with a Bachelor of Civil Engi-
neering Technology, Southern Technical Institute (now Southern Polytechnic
State University, Marietta, Georgia).
He holds the designations of Chartered Property and Casualty Underwriter
(CPCU), Associate in Risk Management (ARM), Associate in Research &
Planning (ARP), and Certified Safety Professional (CSP).
Nathan is an independent risk control consultant with his own practice and
was a vice president with a major risk management and brokerage organization
for over 20 years. He has been involved with the Georgia Department of
Labor annual Environmental Health and Safety Conference as a Planning Board
member, was on the National Safety Council Board of Directors (1993–95) and
has been a speaker at the various risk and safety conferences. He was awarded
the NSC Distinguished Service to Safety Award in 2001.
He can be reached at
Foreword
When you begin to write a book, you know that it will be a lot of work, with
many nights of research, reading, getting approvals from various sources, then
writing and editing the final efforts. With this in mind, you are always thinking
about how to make the book better than other resources on the market and how
to convey your concepts more clearly to the reader.
Part of this process for me involved finding another safety professional who
shared my vision and could contribute to the quality of the book and help to
convey the correct message to other safety professionals. This is how I (James)
came up with my co-author, Nathan. He has a wealth of experience in the risk
management field and I am lucky to find a co-author who complements my
work on this book so well. We have had our agreements and disagreements, but
in the end this makes a better programmed learning-type of textbook that can
be used in all types of safety training, from the college class to many different
industries.
Norm Abram, master carpenter from the TV program “This Old House,” has
many tools in his tool box that allow him to perform wonders when repairing
old houses. Each tool he uses has a specific purpose and use. These tools allow
Norm to build many different things, such as furniture, molding, siding for a
project, etc. Think about it: if Norm used a rubber mallet instead of a normal
hammer when driving nails, would it be as effective? There are some tools
discussed in this book, such as Six Sigma, that are not usually considered for a
safety “tool box.” This set of tools has many new and useful features that will
allow you to perform tasks for a wide variety of situations in the safety process.
In addition, many tools are available in the safety arena that are not
fully utilized. Many are from various public domain web sites, such as the
OSHA website, www.osha.gov; Oklahoma Department of Labor Safety Man-
agement website, http://www.ok.gov/∼okdol/; Oregon OSHA Safety and Health
Education website, http://www.cbs.state.or.us/osha/education.html; Washing-
ton Safety OSHA website, http://www.lni.wa.gov/wisha/rules/corerules/HTML/
296-800-100.htm; Missouri Department of Labor website, http://www.
dolir.mo.gov/ls/safetyconsultation/, to name a few. Many more websites were
used in researching this book, but these are some of the best public domain
xix
xx Foreword
resources. References are provided for each site where resource material was
found to be of benefit.
In addition to the hazard recognition and JHA development concepts, this
book provides in Chapter 13 a very brief overview of various Six Sigma tools
that can be used in the continuous safety improvement process. Many different
examples of specific tools such as diagrams, charts, analysis techniques, and
methods provide step-by-step help to establish a process that can be continually
improved.
We mentioned the TV show “This Old House.” To take that concept one
step further, if you walked into a hardware store and asked for a table saw,
you might be asked what type of table saw you need. There are large saws
that do many tasks and small saws that do specific small tasks, as well as
many vendors, types, and prices. Take that example into the Six Sigma world
and you will find a similar concept. Some Six Sigma tools are simple to use.
As you get more deeply into a project, you will discover that the tools will
become more detailed and complex. For example, a Pareto chart is easy, but
using the XY Matrix and the FMEA requires much more effort, taking a lot
more time and resources to complete. Many types of graphs can be used (line
charts, histograms, etc) and they should be evaluated to determine which best
presents the data. Further into Six Sigma are statistical tools that vary widely
and can be quite useful in safety/hazard analysis.
The authors hope that this book can be used by management, supervision,
safety professionals, educators, and students of safety management as a “road
map” that provides an overview as well as new ideas for developing what we
believe should be the focal point for a successful safety management process,
the Job Hazard Analysis (JHA).
We hope that you enjoy this book and look forward to assisting you in your
efforts to improve your professional safety skills.
Good luck on your journey to success!
James E. Roughton, MS, CSP, CRSP, CHMM, CET, 6 Black Belt, safe-
Preface
“I’ve done it this way a thousand times, ten thousand times, a hundred
thousand times without getting hurt.” Sound familiar? Maybe, on the thousand
and one, ten thousand and one, or hundred thousand and one time, someone
does get hurt.
The truth is that we may not be doing our jobs in the safest possible way
or even conducting our personal business in a safe manner all of the time. We
tend to put ourselves at risk each day and so often do not know it because
we have done something risky so many times it simply becomes the right way
of doing things. If you were to review all of the accidents that still occur you
would be amazed. This is the reason that I create the website, GotSafety.net to
help highlight accident and methods to prevent them.
To help you understand the importance of developing a job hazard analysis,
we have divided this book into four parts to help you understand the process.
Part 1 DWeovrekplolapcineg H aa Tzoaordlksi ta fnodr IAdsesnoticfyiaintegd
Risk
Part 2 Developing Systems that
Support Hazard Recognition
Part 3 JDoebv eHloapzianrgd aAnn aElfyfseicstive
Additional Tools that Can
Part 4 Be Used to Develop a
Successful JHA
xxi
xxii Preface
PART 1. DEVELOPING A TOOLKIT FOR IDENTIFYING
WORKPLACE RISK AND HAZARDS
Chapter 1. Preparing for the Risk and Hazard
Assessment
Leadership and management skills are critical to maintaining and keeping a
safety process viable in today’s business environment. With the constant theme
of organizational change, you will always face an array of internal obstacles,
departmental political issues, and regulatory requirements that will appear and
hinder your best efforts. Add in the behavioral quirks of human nature and the
plot really thickens!
The need to have foundational skills that go beyond knowledge of compli-
ance requirements is surprisingly found within the various compliance man-
dates. The Federal Occupational Safety and Health (OSHA) Act states that
“Employers must furnish a place of employment free of recognized hazards
that are causing or are likely to cause death or serious physical harm to
employees,” “OSHA ACT OF 1970, 29 CFR 1903.1.” Further, the Ameri-
can National Standards Institute’s Z10-2005, Occupational Health and Safety
Management System Standard, 4.3 Objectives, states that: “The organization
shall establish and implement a process to set documented objectives, quanti-
fied where practicable, based on issues that offer the greatest opportunity for
Occupational Health and Safety Management System improvement and risk
reduction.”
Job hazard analysis (JHA) is an essential safety management tool. Used
consistently and correctly, it will increase your ability to build an inventory or
portfolio of hazards and risks associated with various jobs, job steps and the
detailed tasks performed by your employees. Your professional “mental map”
and skills will improve as you begin to use JHA to determine the interrelations
between the job steps and tasks and the dynamics of the organization. As your
portfolio of JHAs increase, you will improve your safety “tool box” and the
skill sets that increase your effectiveness in implementing your programs in the
face of continual organizational change.
The JHA provides the basic methodology and structure needed to recognize
hazards and the elements of personal choices that are associated with each job.
Introducing a JHA process will greatly enhance an organization’s evaluation of
hazards and their associated risks and should be an essential, fundamental part
of any safety process.
Chapter 1 will focus on identifying existing and potential hazards that may
be associated with your workplace.
Preface xxiii
Chapter 2. Workplace Risk and Hazard Reviews
The JHA, as the centerpiece of your safety program, provides the blueprint
to design the workplace review. A JHA enhances your ability to anticipate
and understand how all job elements combine and allows you to develop
effective control programs and procedures. It is important in your process
to ensure that the work environment is actively analyzed and monitored. To
build your process, a workplace review should be conducted by designated
knowledgeable employees who physically review the operations and activi-
ties. By asking specific questions concerning their observations, they develop
an insight on conditions within their work areas that may cause harm or
damage.
Safety reviews should do more than identify visible hazards. They should
provide useful data for the purpose of effective analysis and evaluation of the
safety management system. The analysis should also attempt to understand
how our own personal behavior affects potential harm. Our personal workplace
behaviors can be driven by the importance management places on correcting
identified hazards or controls to risks.
Chapter 2 will focus on workplace analysis and how a variety of workplace
review methods can identify existing hazards or potential hazards, which are
the conditions and operations where changes could create hazards.
Chapter 3. Developing Systems to Manage Hazards
An effective JHA management system provides for the continual analy-
sis of the workplace and anticipates changes needed to modify or develop
policies and procedures to control new, existing, or reoccurring hazards.
The JHA provides the structured format that determines the variety of job
steps required to complete a task and the conditions needed for its safe
completion.
For better or worse, the safety professional usually inherits an ongoing
workplace as it is, with or without management support, operational hazards,
and an array of employee and management behaviors that have developed over
a long period of time. Many levels of risk exist in the workplace and stem
from things such as chemicals, materials, equipment, tools, and environment
and, of course, the long term behaviors of employees and management within
the organization.
Hazard and risk measures provide the information related to of define specific
hazard training. Hazards that employees are exposed to should be systematically
identified and evaluated.
xxiv Preface
Chapter 3 will discuss the systems used in a hazard analysis of the work
environment.
PART 2. DEVELOPING SYSTEMS THAT SUPPORT
HAZARD RECOGNITION
Chapter 4. Understanding the Human Role in the Safety
Process
After the risk and hazards have been identified and assessed, behaviors of
the individuals in the operation must be reviewed. A great control program is
worthless if the individuals will not or cannot follow its criteria. The controls
defined for the safety process must be followed to be successful and this requires
building in knowledge of what influences behavior.
Chapter 4 is designed to assist those not familiar with the human role in the
safety process and provide some background information on how the process
works and its value in providing for continuous improvement of the JHA
process.
Chapter 5. Effective Use of Employee Participation
The success of any business depends on the total involvement of every
employee in the operation. Without the involvement of the employees, the
potential for developing a full understanding of the job and how it is currently
completed is limited. This chapter looks at the reasons behind employee par-
ticipation and suggests methods and activities that can help to increase the
potential for the successful implementation of JHA process.
Chapter 5 will outline the objective of employee participation and how it is
used to encourage everyone to help in the structuring and effective functioning
of the safety process and with the decisions that directly affect their personal
safety.
Chapter 6. Defining Associated Risk
Risk management principles have been used for many years and in many
high hazard industries and operations. However, as many programs have been
typically designed around regulatory compliance or losses, the risk manage-
ment concepts are still new to many employees and still are rarely used in
Preface xxv
many organizations to assess events that could cause an injury. Even experi-
enced safety professionals still go on their “gut” instinct—“I think, I feel”—or
prior knowledge to develop safety programs. A shift must take place in our
thought process. We must understand the need to collect risk-related data,
analyze the data, and make decisions based on risk assumptions. Risk princi-
ples are used to prioritize and clarify the importance and objectives of hazard
control.
Risk can be defined as a measure of the probability and severity of adverse
effects. We will provide several simple, logical formats to provide understanding
on how to use effective risk management principles. These formats will outline
how hazards are associated with specific job steps and related tasks.
Chapter 6 will discuss risk and the measurement of probability and severity
of adverse effects.
Chapter 7. Assessing Safety and Health Training Needs
The JHA process requires the transfer of knowledge about specific job risks in
a way that can be easily and readily understood by all levels of the organization.
Having knowledge of risk, safety management, and the JHA process is not
enough. You must be able to clearly communicate the importance of the JHA
tools, methods, and concepts. To do this, you must have an understanding of
training and learning theory.
Chapter 7 provides a basic overview of the knowledge and skills needed
to succeed as a safety trainer. The basic information relevant to planning,
preparing, presenting, and evaluating the classroom is provided.
PART 3. DEVELOPING AN EFFECTIVE JOB HAZARD
ANALYSIS
Chapter 8. Planning for the Job Hazard Analysis
Today, a wide array of safety material is available from many safety vendors
who specialize in developing compliance-related safety programs, presentations,
supervisor handbooks, general safety tips, safety slogans, etc. Compliance-
related safety material has become the basis for many organizations’ safety
programs. These generic programs can be easily purchased, allowing you to
put your company name on the program and quickly produce it. We refer to
this type of program as “plug-n-play.”
xxvi Preface
Chapter 8 will discuss planning an effective JHA. It will discuss how to plan
for the JHA and why it is important to keep it current when changes require it
to be modified to ensure that it continues to be an effective procedure.
Chapter 9. Breaking the Job Down into Individual
Components
You may have developed a management system built around traditional haz-
ard recognition programs and communicated specific hazards to employees.
You must be aware of the perceptions that management and employees may
have regarding a hazardous task. When planning a systematic process to ana-
lyze each task in your workplace, you will want to ensure that the individual
evaluations are handled consistently, thoroughly, and thoughtfully. By estab-
lishing a structured procedure, the results of your analysis program will provide
consistent and reliable information.
Chapter 9 will discuss fundamental issues that need to be considered when
developing a JHA program.
Chapter 10. Putting Together the Puzzle Pieces
To add consistency to JHA development, the information detailed in this book
is a combination of information collected from many public domain resources
and also from personal and professional experiences. You will see that every
safety professional has a different way of doing a JHA, but we believe that
you will also find that if you follow the elements outlined in this book, the end
result will provide a more comprehensive JHA.
Chapter 10 will detail the complete JHA and how to use it in your environ-
ment.
Chapter 11. Safe Operating Procedure
Why develop a safe operating procedure (SOP)? Isn’t the JHA the end result
of the process? The JHA is the methodology used to pull together all aspects
and elements of the job. However, the information the SOP provides must be
put into the format of your organization’s SOP.
Chapter 11 will discuss a simple method of outlining an SOP that will close
the gap between it and the JHA.
