CPH LAB MODULE 7

• Hazard


  A situation that poses a level of potential threat or risk, to life, health, property or environment
• Hazardous


  A condition, circumstance, or combination of factors that create a substantial risk or danger of causing injury to persons or damage to property
• Characteristics of a hazardous substance


  • Flammable
  • Corrosive
  • Toxic
  • Reactive
• Primary hazard categories in occupational health and safety


  • Physical hazards
  • Chemical hazards
  • Biological hazards
  • Radiological hazards
  • Ergonomic hazards
  • Behavioral hazards
• Physical hazard

  Arises when use of a chemical is potentially dangerous because of the possibility of explosion, fire, or violent reaction with water
• Chemical/substance health hazard

  Produces acute or chronic health effects in exposed individuals
• Biohazard

  Infectious agents or hazardous biological materials that present a risk or potential risk to the health of humans, animals, or the environment
• Toxic substance


  One that is capable of causing injury or damage to a living organism
• Ergonomics


  The science of fitting jobs to workers instead of trying to get the worker to fit the job
• Ergonomic hazard


  Any interaction with the made world that causes the user discomfort or strain
• Hazard


  The potential to cause harm
• Risk


  The likelihood of harm (in defined circumstances, and usually qualified by some statement of the severity of the harm)
• Accident


  An occurrence or event that is unexpected, unforeseen, unplanned and unwanted resulting in damage, injury, loss or death
• Unsafe act


  The human action that departs from a standard or written job procedure or common practice, safety rules, regulations or instructions
• Unsafe condition


  The physical or chemical property of a material, machine or the environment which could result in injury to a person, damage or destruction to property or other forms of losses
• Domino Theory


  1. Ancestry and social environment

  2. Worker fault

  3. Unsafe act together with mechanical and physical hazard

  4. Accident

  5. Damage or injury
• Domino Theory

  • 88% of all accidents are caused by unsafe acts of people, 10% by unsafe actions and 2% by "acts of God"
• Multiple Causation Theory


  • For a single accident there may be many contributory factors, causes and sub-causes, and certain combinations of these give rise to accidents
  • Contributory factors can be grouped into behavioral (worker-related) and environmental (work-related)
• Pure Chance Theory


  • Every one of any given set of workers has an equal chance of being involved in an accident, and there exist no interventions to prevent them
• Biased Liability Theory


  • Once a worker is involved in an accident, the chances of the same worker becoming involved in future accidents are either increased or decreased as compared to the rest of workers
• Accident Proneness Theory


  • Within a given set of workers, there exists a subset of workers who are more liable to be involved in accidents
• Given set of workers has an equal chance of being involved in an accident. There is no single discernible pattern of events that leads to an accident. All accidents are treated as corresponding to Heinrich's acts of God, and it is held that there exist no interventions to prevent them.
• Biased Liability theory


  Based on the view that once a worker is involved in an accident, the chances of the same worker becoming involved in future accidents are either increased or decreased as compared to the rest of workers. This theory contributes very little, if anything at all, towards developing preventive actions for avoiding accidents.
• Accident Proneness Theory


  Maintains that within a given set of workers, there exists a subset of workers who are more liable to be involved in accidents. Researchers have not been able to prove this theory conclusively because most of the research work has been poorly conducted and most of the findings are contradictory and inconclusive. This theory is not generally accepted and accounts for only a very low proportion of accidents without any statistical significance.
• The Energy Transfer Theory


  Suggests that a worker incurs injury or equipment suffers damage through a change of energy, and that for every change of energy there is a source, a path and a receiver. This theory is useful for determining injury causation and evaluating energy hazards and control methodology. Strategies can be developed which are either preventive, limiting or ameliorating with respect to the energy transfer.
• Control of energy transfer at the source


  • Elimination of the source
  • Changes made to the design or specification of elements of the work station
  • Preventive maintenance
• The "Symptoms Versus Causes" Theory


  Usually, when investigating accidents, we tend to fasten upon the obvious causes of the accident to the neglect of the root causes. Unsafe acts and unsafe conditions are the symptoms—the proximate causes—and not the root causes of the accident.
• Immediate causes of accidents


  Unsafe acts of the worker and unsafe working conditions
• Contributing causes of accidents


  Management-related factors, the environment and the physical and mental condition of the worker
• A combination of causes must converge in order to result in an accident.
• 5S or good housekeeping


  Involves the principle of waste elimination through workplace organization. 5S was derived from the Japanese words seiri, seiton, seiso, seiketsu, and shitsuke. In English, they can be roughly translated as sort, set in order, clean, standardize, and sustain.
• The cornerstone of 5S is that untidy, cluttered work areas are not productive. As well as the physical implications of junk getting in everybody's way and dirt compromising quality, we all are happier in a clean, tidy environment and hence more inclined to work hard with due care and attention.
• 5S and good housekeeping are core elements of lean thinking and a visual workplace and are a fundamental platform for world-class manufacturing. 5S provides the foundation for all quality improvement programs. It is a process to create more productive people and more productive companies through motivation, education, and practice. It involves the creation of a strong corporate culture with a productivity mindset.
• History of 5S goes back as far as the Venice shipbuilders

  16th Century
• Sakichi Toyoda, Kiichiro, and Taiichi Ohno


  Developed the 5S methodology or what they called the Total Production System of TPS after World War II
• Signs of Poor Housekeeping in the Workplace


  • Cluttered and poorly arranged areas
  • Untidy piling of materials
  • Presence of items no longer needed or in excess
  • Blocked aisles and exits
  • Dusty floors and work surfaces
  • Tools and equipment left in work areas
  • Overflowing waste bins and containers
  • Overcrowded/disorderly shelves and storage areas
  • Presence of spills and leaks
• Accidents From Poor Housekeeping


  • Being hit by falling objects
  • Tripping over loose objects on floors, stairs and platforms
  • Slipping on greasy, wet or dirty surfaces
  • Striking against projecting, poorly stacked items or misplaced material
  • Cutting, puncturing, or tearing of the skin of hands or other parts of the body on projecting nails, wire or steel strapping
  • Electrocution from exposed and unattended live wires
  • Fire/incident/having skin burns from unexpected fires
• The 5S Words


  • Sort (Seiri)
  • Systematize (Seiton)
  • Sweep (Seiso)
  • Standardize (Seiketsu)
  • Self-discipline (Shitsuke)
• Seiri (Sort)


  Identify and eliminate all unnecessary items from the workplace
• Seiton (Systematize)

  Pull all essential materials in a systematic order. There is a place for everything and everything in its place