Build a Barrier to Accidents

Improving safety and performance is easy with a few simple tools everyone in your company can employ.

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Accidents most often involve what can be called a “confluence of circumstances.” It’s also known as the domino theory, developed by W.H. Heinrich, a pioneer in the area of industrial safety. His 1930s work has been updated by others, leading to such things as the “multiple causation theory,” MORT (Management Oversight and Risk Tree), and the Canadian Centre for Occupational Health and Safety accident causation model.

The bottom line is that there are normally several causes when things go wrong. The more barriers you put up, the less likely something bad is going to happen.

These human performance tools are designed to prevent accidents and errors that can impact safety or quality. These tools are stated in different ways by different industries, but here is one example.

Training and qualifications
Are workers properly trained on equipment such as jetters and backhoes? They also need to be qualified for confined-space entry, fall protection, etc. You also need to train them on processes and procedures so everyone is doing work in the same way.

Prejob briefing
A good briefing (tailgate or tailboard) may last a few minutes or much longer depending on the complexity of a job. It should identify hazards, an OSHA requirement, but can also be used to ensure that the job gets done correctly the first time.

Procedure compliance
We all get hurried or distracted now and then. Checklists, even for mundane tasks, can help workers avoid missing steps that could lead to accidents or mistakes. They are especially needed in complicated duties, situations in which errors are likely and when completing rarely performed tasks.

Coaching
Leaders need to model these behaviors, reinforce them and correct those who are not using them appropriately. Coaching can also be done between peers to help improve overall team performance.

Operating experience
Using examples of bad (or good) experiences serves as a learning tool. They don’t necessarily have to come from your own company; you can use examples from other firms or even other industries to help illustrate proper behaviors. Having people tell their own stories can send a powerful message.

Self-checking (STAR: Stop – Think – Act – Review)
We are our best first line of defense. Instilling STAR as a discipline can help workers identify traps that could compromise safety or quality and help people stay focused on the job.

Peer checking
Employees need to feel comfortable checking on each other, as well. If someone isn’t wearing their hardhat or safety glasses, everyone should feel empowered to correct them.

Stop when unsure
If it doesn’t feel right, stop. It is just as important to support workers who do this as it is to train them on it.

Questioning attitude
“Why” can be a powerful question, and it’s one we’ve been asking since we learned to talk.

Situational awareness
Maybe you’ve had trouble cleaning a system in the past; being aware of risks and potential problems goes a long way in preventing them from affecting the work.

Clear communication
Three-way communications, phonetic alphabet, repeat backs; these are methods of making sure we understand each other and know what is about to happen. No sense working on a system on Beacher Street when you were supposed to be at Beeker Street.

Post-job critique
How did it go? Did you encounter unexpected problems or conditions, or learn anything you can share with others? Maybe the job gave someone an idea for improving a process. Taking a few minutes to review the job can save hours later on.

With a little training and practice, human performance and error reduction tools can help everyone work safer and smarter, reducing the chance of injury and preventing rework that can cost you money.



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