Job Hazard Analysis, Second Edition: A Guide for Voluntary Compliance and Beyond

480 Pages·2016·43.94 MB·English

by  James Roughton Certified Safety Professional (CSP), Canadian Registered Safety Professional (CRSP), Certified Hazardous Materials Manager (CHMM), MS in Safety Science, Past President of the Georgia Chapter of ASSE, Nathan Crutchfield Masters degree in Bus

JOB HAZARD ANALYSIS
A GUIDE FOR VOLUNTARY
COMPLIANCE AND BEYOND
SECOND EDITION
JAMES ROUGHTON
NATHAN CRUTCHFIELD
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DEDICATION
I dedicate this book to my loving wife, who has been my friend and partner
for 45 years. She has always been patient with me in my endeavors to en-
hance the safety profession and has always given me the freedom to pursue
my dreams.
I also owe a lot to the safety professionals whom I have met throughout
the many years of my career who have helped me in many aspects of learn-
ing my profession. Their professionalism, continued friendship, insights and
encouragement, and feedback have been very valuable to me.
I am also grateful to all of the social media gurus who have inspired me
in my interest on learning how to use social media to be more productive.
James Roughton
My efforts for this book are dedicated to lifelong learners with whom
I have been associated throughout my professional life – Dr Michael Waite,
William Montante, and James Roughton; the Georgia Safety, Health, and
Environmental Conference Board; fellow consultants from my brokerage
life; and the consultants, risk and safety managers who are on the “front
lines” in the continual effort to improve organizations and workplace.
I am grateful to have learned and benefted from them all.
Nathan Crutchfeld
ABOUT THE AUTHORS
James is an experienced Safety Professional with an in-depth knowledge
in the use of Social Media to help improve the productivity. He is an ac-
complished speaker, author, and writer, develops and manages his own web
sites that provide a resource network for small businesses at http://www.
safetycultureplusacademy.com.
Three of his most notable books include, Safety Culture: An Innovative,
Leadership Approach, Developing an Effective Safety Culture: A Leadership
Approach, and Job Hazard Analysis and A Guide for Voluntary Compliance
and Beyond. He is an active board member and web master for the Georgia
Conference – www.georgiaconference.org.
He is the past President of the Georgia of the ASSE; Past Chair –
Gwinnett Safety Professionals, Past Adjunct Professor Safety Technology
Lanier Tech, Georgia Tech, and currently an adjunct Professor in Co-
lumbia Southern University. He has received awards for his efforts and
was named the Georgia Chapter ASSE Safety Professional of the Year
1998–1999, Project Safe Georgia Award, 2008, and received the Georgia
Safety, Health, and Environmental Conference’s Earl Everett distinguished
Service Award, 2014.
James Roughton, MS, CSP, CRSP, R-CHMM,
CIT, CET, Certifed Six Sigma Black Belt
Nathan is an independent consultant whose professional history encom-
passes a full range of risk control program design, development, implemen-
tation, and evaluation. He has provided expertise to a broad array of clients
that include public entities, associations, and general industry.
He was awarded the National Safety Council’s “Distinguished Service
to Safety Award” in 2001 and served on the National Safety Council Board
of Directors in 1993–1995 was a Vice President, with a major risk manage-
ment and insurance brokerage for over 20 years. He has been a speaker at
various risk and safety conferences throughout his career. He has served
on the Executive Board of the Georgia Safety, Health, and Environmental
Conference. He received the Georgia Safety, Health, and Environmental
Conference’s Earl Everett distinguished Service Award, 2014.
Nathan Crutchfeld, CSP, CPCU, ARM, ARP
xv
FOREWORD
In this second addition of “Job Hazard Analysis, A Guide for Voluntary
Compliance and Beyond”, we continue to follow a hands-on, compre-
hensive approach to build and enhance a job hazard analysis (JHA) process.
From our experiences since the frst edition, we are even more convinced
that JHA provides the critical link between risk assessment and an effective
safety system.
In our discussions about new concepts, we wanted to keep an emphasis
on creating and sustaining an effective safety culture, as discussed in our
book, “Safety Culture, An Innovative Leadership Approach.” We believe the
new perspectives bring together a wider array of new concepts and tech-
niques. We see safety as a result of many dynamics of the ever-changing or-
ganizational environment. It is an ecosystem where changes and operational
conditions can occur quickly.
Since the frst edition, more emphasis has been placed on the use of
risk management concepts. We have long held that when the JHA process
incorporates risk-assessment criteria within its hazard analysis, it becomes
the foundation for effective implementation of a safety system’s elements.
We have included insights and materials derived from human perfor-
mance improvement concepts to add new dimensions to the analysis of a
job. The basic structure we developed continues to follow the one outlined
in our frst edition, use of the risk matrix and cause and effect diagrams
for job component assessment, and use of the tools found in a Six Sigma
process.
In addition to the hazard, risk recognition, and JHA development con-
cepts, a brief overview of Six Sigma tools is provided for use as part of a
continuous improvement effort for a safety system. Many different uses of
specifc tools such as diagrams, charts, analysis techniques, and methods pro-
vide step-by-step help to establish a process that can continually improve.
We have found that while we are from different professional backgrounds,
that is, manufacturing and risk management, we have similar experiences in
a wide range of diverse industries. This difference in perspective has allowed
us to create diverse points of view based on our personal histories. Both of
us have lived the experience, from both the inside and outside of organiza-
tions. We have seen both, the good and the bad in the process and program
design, administration, and leadership of safety systems.We believe that this
xvii
x iv Foreword
edition will continue to provide the tools, methods, and concepts that meet
the challenge of sustaining an effective safety system within an organization.
The authors hope that this book is used by the leadership, safety profes-
sionals, safety educators, and students of safety management for developing
the focal point for a successful safety system, the JHA.
James Roughton, MS, CSP, R-CRSP,
R-CHMM, CET, CIT, Six Sigma Black Belt
Nathan Crutchfeld, MBA, CSP, CPCU, ARM, ARP
PREFACE
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 at-risk so many times it just becomes the right
way of doing things.
It is the intent of our book to help you discover way to prevent loss-
producing events from occurring.
CHAPTER 1, WHY FOCUS ON THE JOB HAZARD
ANALYSIS PROCESS
Based on our opinion and lessons learned through experience, we
have found that the job hazard analysis (JHA) is “The Centerpiece and
Critical Link” to ensure a solid foundation for the safety system. A safety
system can be defned as “… the formal, top-down business approach to
managing risk, which includes a systemic approach to manage safety, in-
cluding the necessary organizational structures, accountabilities, policies,
and procedures.”
The overarching safety system goal is to ensure an effective safety culture
exist within an organization. A true safety culture can only exist when the
leadership team fully embraces and understands how jobs, their steps and
tasks are defned, administered, and completed as a whole unit. “A safety
culture goes beyond simply managing a basic series of required programs
for regulatory compliance. The design of job(s), step(s), and task(s) must take
into consideration the variations in cultures and account for the inherent
hazards and associated risk that must be managed and controlled.”
CHAPTER 2, UNDERSTANDING HUMAN PERFORMANCE
IN THE JOB HAZARD ANALYSIS PROCESS
The development of a JHA must include elements that go beyond
just listing a job’s steps. While not part of the actual JHA, organizational, and
human performance elements and issues directly infuence the effective im-
plementation of the process. Even with an in-depth understanding of how
to develop a JHA, getting the leadership team and employees to buy into
the effort involves more than a mechanical, rote flling out of a document.
xix
xx Preface
CHAPTER 3, INTRODUCING JHA INTO THE
ORGANIZATION
The JHA is still viewed as an additional activity not a fundamental
part of an overall safety system. As with the issue found in quality control
where the effort was to fx defects and not the cause of defects, loss-produc-
ing events still focus on the immediate cause and not the reduction of risk
found within the system.
Various levels of activities must be considered in order to improve the
existing the safety system. After decades of research and insights within the
safety profession, the misconception still remains that the majority of inju-
ries are due to unsafe acts or human error. Why? Improving safety efforts are
still in many cases restricted to trying to change employee behavior through
incentive programs, games, or low value activities such as exhortations (lec-
turing), posters, and the like.
CHAPTER 4, LEADERSHIP TEAM AND EMPLOYEE
PARTICIPATION
Organizations have a “built-in” resource that can be utilized in
the JHA process. This resource is its employees who have the direct
experience about the job, its required steps and related tasks. When
engaged and motivated, employees can be excellent problem-solvers as
they are closest to the “what, when, why, and how” of required actions
that must be accomplished.
CHAPTER 5, PREPARING FOR THE HAZARD AND RISK
ASSESSMENT
An important objective of a JHA process is to assist the leadership
team and employees in understanding and improving their knowledge of
hazards and associated risks. A hazard and risk assessment is accomplished
by conducting structured surveys that are designed to review the organiza-
tion’s operations. An analysis is completed of the assessment survey fndings
to establish the nature and potential impact of activities, potentially unsafe
practices, and any history of at-risk or loss-producing events that may have
occurred.
Preface xxi
CHAPTER 6, HAZARD ANALYSIS AND REVIEW OF
ASSOCIATED RISK
Untold thousands of interactions are occurring every day in the
average organization. The JHA process can aid in these interactions, for
example, job requirements, specifc activities, the required steps, and tasks
of a job, etc.
JHA provides the blueprint for designing and customizing surveys and
inspections to be used within the safety system. It enhances the ability of
an organization to anticipate and understand how job elements (steps and
task(s)) combine and interact with each other.
CHAPTER 7, ENHANCING THE SAFETY MANAGEMENT
SYSTEM IN MANAGING RISK
Organizations are dynamic and are always in a state of fux and can
change due to many types of internal and external infuences. These infu-
ences are always present and do not always act consistently.
The premise is that the JHA when considered the centerpiece for a
safety system provides the critical linkage between all aspects of a Safety
Management System. The view of the JHA as the linkage is used to pro-
vide essential information for the leadership team and employees about the
scope and severity of hazards and risk exposure. With this information, the
leadership team can then better weigh the impact of changes in job related
tasks and select more informed decisions as loss-producing consequences
are made visible.
CHAPTER 8, DEFINING ASSOCIATED RISK
The concept of risk must be clearly defned and included as a ma-
jor element in the JHA process. Using only loss-related data that is solely
based on injuries, incident rates, and/or damage does not provide a full
understanding of the potential for loss-producing events. This data only
provides a snapshot of what has occurred. To understand how risk affects an
organization, a risk assessment must be conducted. A risk assessment deter-
mines where hazards and associated risk may exist but may or may not have
resulted in a loss-producing event.
xxii Preface
CHAPTER 9, PLANNING FOR THE JOB HAZARD
ANALYSIS
One goal for the job hazard analysis (JHA) process is to become self-
sustaining and effective. That goal frst begins by establishing a JHA com-
mittee that can provide experience, expertise, and assistance in developing
the process. A properly structured committee working on the JHA process
increases the effectiveness of the safety system.
For the JHA to become an integral part of the organization’s planning
and daily management activities, a focused committee approach provides
leadership and can guide the necessary activities if given the tools and au-
thority to make change.
Before starting the JHA development, determine and carefully consider
who is going to be on the development committee. Experienced employees
actually doing the job should be involved for a comprehensive job steps and
tasks development. The insights and perspectives of all employees should
be considered as solid insights from unlikely sources may come out of the
process.
The JHA process involves developing an inventory of jobs and a search
for nonroutine jobs that may be hidden from view. The use of the JHA
committee and employees can improve the depth and scope of the JHA
portfolio. The JHA process can restore the feel of the workplace as it iden-
tifes how things are getting done and how hazards and associated risk are
controlled.
CHAPTER 10, BREAKING THE JOB DOWN INTO
INDIVIDUAL COMPONENTS
The job hazard analysis (JHA) process begins by selecting designated
jobs, ranked in order by priority, and ends with standard operating pro-
cedures (SOP.) Used this way, the JHA process provides a baseline for the
development and refnement of SOPs, safety protocols, work instructions,
and guidelines.
Consider the job as a whole system when breaking it down into in-
dividual components of action steps and the tasks required within each
step. The suggested method to structure the JHA is through the use of
the Ishikawa or “Fishbone” diagram. This creates a cause and effect graphic