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28
Cover story
28 FIGHT FIRE WITH… TRAINING Put gas monitors in the hands of well prepared workers Training should be balanced and diverse.
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DOES INDUSTRY VALUE SAFETY?
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Industrial Safety & Hygiene News • www.ishn.com vol.45 no.12
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columns
22
12 EDITORIAL COMMENTS Corporations are not people Sorry, Mitt, it’s not that simple
18 SYSTEMS THINKING Are you sure about that? 10 tips to overcome willful blindness
22 MANAGING BEST PRACTICES Who “owns” EHS risk management? New standards will revolutionize best practices
18
24 POSITIVE SAFETY CULTURES Seven crucial leadership skills Extend your influence beyond technical issues
26 TRAINING STRATEGIES “Reality traps” can doom teams 5 essentials to avoid failure
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37 SAFETY KNIVES 39 HAND & ARM PROTECTION 42 PRODUCT NEWS
CORRECTION The following was inadvertently omitted from the article “Dangerous Dust,” (November ISHN, p.41): This article was originally published in Powder and Bulk Engineering magazine and reprinted with permission. The PBE web site address is www.powderbulk.com.
departments 14
NEWS SCANNING
2012 TRADE SHOWS & CONFERENCES
EPA gets the lead out
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REGS UPDATE Silica rule still under review
44 AD INDEX 45 CLASSIFIEDS 46 INDUSTRY BRIEFS / CALENDAR EVENTS
International Glove Association (IGA) 2012 Glove Symposium, March 25-27, Hammock Beach, FL, www.iga-online.com Qualified Safety Sales Professional (QSSP) course, April 16-20 and November 5-9, Durham, NC, www.safetycentral.org/qssp/registration.htm Safety 2012, June 3-5, Denver, CO, American Society of Safety Engineers, (866) 553-2773, www.asse.org
American Industrial Hygiene Association Conference & Exhibition (AIHce), June 16-21, Indianapolis, IN, www.aihce2012.org 28th Annual National Voluntary Protection Programs Participants’ Association (VPPPA) Conference, August 20-23, Anaheim, CA, www. vpppa.org/conference
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WEB EXCLUSIVES
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Industrial Safety & Hygiene News • www.ishn.com vol.45 no.12
digital highlights at www.ishn.com
What should tomorrow’s safety pro be studying today? The job that safety professionals will be doing in 2020 probably doesn’t even exist today. The field of safety has systematically drifted away from policing and enforcement in interesting, exciting and creative ways.
10 “musts” to increase employee engagement
Five ways to increase the sense of urgency in safety
Engagement is more than a feeling, survey number, or a YouTube happy dance. When acting to increase employee engagement, consider what results you are working toward and how you can involve all employees in achieving those results.
Many safety programs never really get off the ground, despite being wellplanned and well-intentioned. By changing the way we look at something, and how we act on it, a sense of urgency can be created.
A-Z INDEX OF ISHN ARTICLES Click on any of these keywords to access ISHN’s archive of related news and feature articles. Accidents Accident Prevention Associations Careers Case Study Communication Confined Space Culture EPA
Emotions Environment Ergonomics Eye / Face Protection Emergency Response / First Aid Exposures Fall Protection Foot Protection
Government Hand Protection Hazardous Materials Head Protection Health Hearing Protection Incentives Industry-specific Job Stress
Management NIOSH OSHA Operations / Machine Safety Perceptions Protective Clothing Psychological Recovery Respiratory Protection
Safety / Health Sciences Software Stress Reduction Sustainability Transportation Training Values
Compliance: Oil company cited after worker electrocuted www.ishn.com/compliance Construction: NIOSH web tool will help employers “Buy Quiet” www.ishn.com/construction Industrial Hygiene: NIOSH warns workers/employers about erionite www.ishn.com/industrialhygiene Health: E-prescribing useful but needs improvement www.ishn.com/health Facility Safety: Put a freeze on winter fires www.ishn.com/facilitysafety Global: Standards can help revitalize U.S. economy, says ANSI www.ishn.com/global Leadership/Culture: The Penn State scandal: Eyes wide open www.ishn.com/leadership/culture Systems Thinking: Five o’clock fatigue www.ishn.com/taxonomies/ 2189-systems-thinking Training/Incentive: ASSE focuses on increasing number of Latino safety professionals www.ishn.com/training/incentives Transportation: Ford develops digital “child” for crash testing www.ishn.com/transportation Psychology: Many do not talk about their hearing loss www.ishn.com/psychology
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EDITORIAL
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Corporations are not people Sorry, Mitt, it’s not that simple
L
ast August while trolling for votes at the Iowa State Fair, Republican presidential candidate Mitt Romney created a little media stir when, egged on by an irate protestor, he said, “Corporations are people, too, my friend.” Really? Warehouses whooping it up on Friday nights? Rail yards having reunions? Open pit mines having barbecues? Glass and steel towers exchanging Christmas cards? This is not a surprising assertion coming from Mitt, who owned and was CEO of a private equity firm, Bain Capital, for 15 years. From 1984 to 1999, Mr. Romney and his deputies made fortunes by investing in, acquiring and then selling about 150 companies, according to The New York Times. By 2007 Mr. Romney and his wife had a net worth of between $190 and $250 million, most of it held in blind trusts, according to The Washington Post. The acquisitive Mr. Romney moved hundreds of companies around like people on a chess board. From that detached, distant perspective, perhaps companies seem like people; you know, movable objects.
Corporations have legal rights
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From a legal view, Mr. Rommey is right on. As a matter of interpretation of the word “person” in the Fourteenth Amendment, U.S. courts have extended certain constitutional protections to corporations. This is called the doctrine of corporate personhood. Groups organized specifically for business purposes, including corporations, may also benefit from its protections, just as any other group of persons. For example, a corporation is allowed to own property and enter contracts. It can also sue and be sued and held liable under both civil and criminal law. Because the corporation is legally considered a “person,” individual shareholders are not legally responsible for the corporation’s debts and damages beyond their investment in the corporation. Individual employees, managers, and directors are liable for their own lawbreaking while acting on behalf of the corporation, but are not generally liable for the corporation’s actions. Got that? This is what Mr. Romney was trying to explain to his “friend” at the fair. As a safety and health professional, you’ve probably worked for more than one company. Did the company strike you as a natural, or even artificial, person?
Wouldn’t it be nice The work of safety and health pros would be easier if companies were just plain folks. They’d be more accessible. Easier to walk up and talk to. Have a cup of coffee with to talk frankly about safety and health issues of the day. Since those issues often have to do with human error, human frailties, behavors, attitudes, biases and perceptions, a corporation as a person could relate. Chances are, a corporation as a person would listen, ask questions, show some empathy. Probably more than many CEOs, CFO, COOs.
ciates,” but I don’t get a warm feeling walking into one of Wal-Mart’s sterile airplane hangars, no matter how pleasant the greeter is. Same with Lowe’s, Home Depot, Best Buy, Target, no matter how they try to make it Martha Stewart friendly. I’m on my own in those places. Free to get lost or trampled over on Black Friday.
The corporate conscience
No silos Here’s another example where dealing with a person beats contending with a corporation. Corporations often come with a set of silos, used to contain or entrap certain sets of employees, usually ones who don’t contribute to the bottom line, such as HR, sustainability officers, and safety and health pros. Corporate systems can be more efficient when these “cost centers” are sent out to a silo farm. Of course people are not equipped with silos. Professionals dealing with corporations as people wouldn’t need to worry about being “siloed.”
Tough to read Another example: Savvy safety and health pros can look a person in the eye and read them fairly well; deciphering what they’re really thinking. It’s tough to bluff an experienced pro. They’ve seen too much. But you can’t go eyeball to eyeball with a corporation. Corporations are hard to read. More than one pro has been hoodwinked and hired into a company that said all the right things about safety and health but had lousy follow-through. Life would be simpler if you could go out for drinks with your company after work, loosen up, and get to the bottom of some issues. You could have your company over for dinner, go out to a ball game, you know, build a relationship.
The integration game But most safety and health pros are in the position of having to integrate themselves into company affairs. By comparison, you don’t integrate yourself into another person. Pros must learn the culture of the company. People can come with baggage but not cultures. It’s been said forever safety and health pros must speak management’s language. Again, this is something easier done with a person than an institution. People — with the execption of IT techies, physicians, attorneys and certain auto mechanics — don’t speak in tongues that you must take a course to understand.
Maybe Mitt meant this… You might say, what are companies but collections of people. Companies are much more than bad elevator music, cafeteria food and cramped cubicles. They are made up of people. Well, WalMart is made up of more than two million “asso-
The job of safety and health pros in many huge bureuacratic corporations is to try to humanize and sensitize the place, the culture, the accountants and scientists. Diminish its intimidating scale by creating teams, safety logos, competitions, coaching one on one, trying to create a sense of belongingness. Safety and health pros are often called the conscience of corporations. Why? Because corporate entities don’t have consciences. Again, life would be easier if Mitt was right and companies were people. Some safety and health pros face an easier task of sensitizing the corporation. Corporations with proud safety and health histories and track records need less coaxing to care for employees. Corporations that profit by extracting wealth from the earth are more likely to be sensitive to environmental concerns, especially in this age of sustainability. Same for big corporate polluters. They are increasingly sensitive to the size of their “footprint.” Small companies with small workforces are often humane and caring because they operate like families, not nation states. Everyone is on a first-name basis. They may all be from the same town. Neighbors. Decades ago NIOSH studied companies with honors-winning safety programs; all had less than 200 employees.
Nations without borders Speaking of nation states, of the world’s 100 largest economies in 2000, 51 were corporations, according to the Institute for Policy Study. General Motors, Wal-Mart, Exxon Mobil, Ford Motor all had GDPs greater than Saudi Arabia. There are excellent safety and health pros working for these companies, and many other multinationals. Slowly but surely over the years pros have made many of these “autonomous countries” more accountable, more transparent, more humane, more caring, more cognizant of safety and heath risks. But there is still a long way to go to rein in some of these nations without borders. The idea of corporations as nations without borders can be discomfiting. So Mitt personifies them. After all, he’s got a nomination to win. — Dave Johnson, Associate Publisher & Chief Editor
Visit www.ishn.com for Dave’s weekly blogs at Random Sampling and ISHN Web-only articles.
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SCANNING Check www.ishn.com for daily news updates
Most smokers want to quit
A
majority of American adults who smoke wish they could quit and more than half have tried within the past year — but most still don’t use available treatments that could help them, says a new report by the Centers for Disease Control and Prevention (CDC). The report says 68.8 percent of current American adult smokers say they want to quit and 52.4 percent of adult smokers tried to quit within the past year. Some 48.3 percent of smokers who saw a health profes-
sional in the past year recalled getting advice to quit and 31.7 percent used counseling and/or medications in the past year. Using these treatments can dramatically improve a smoker’s chance of quitting, according to the CDC. The analysis, published in CDC’s Morbidity and Mortality Weekly Report, also notes that the health care industry can increase successful quit attempts by providing comprehensive insurance coverage with
no deductibles or co-payments for cessation treatments and services. Smokers can get free resources and help quitting by calling 1-800-QUIT-NOW (784-8669) or visiting www.smokefree.gov. Smoking and exposure to secondhand tobacco smoke kill an estimated 443,000 Americans each year.
Howard: Focus on Total Worker Health Dr. John Howard, director of NIOSH, wants employers to rethink policies based on a division between work and home that he believes is outdated. “As the U.S. economy undergoes revolutionary changes, as businesses try to adapt to new market forces, as CEOs seek to rein in spiraling insurance costs, and as scientists and doctors learn more about the nature and causes of illness and injury, the distinctions between work and home become less clear-cut,” said Howard. Noting the interaction of occupational and personal risk factors in workforce health and safety, Howard said that greater advances can be made by addressing health and safety holistically than by looking at work and personal life “in isolation.”
That holistic approach is represented in the Total Worker Health program, introduced earlier this year by NIOSH and its partners. The TWH seeks to identify and promote integrated health programs in the workplace and recognize factors that influence health, safety, ability to work and well-being in all aspects of a person’s life. One change Howard would like to see: the regular inclusion of occupational information in medical records, particularly as records systems transition from paper records to electronic records. He said Total Worker Health offers a “wise business model” to help companies stay competitive in the global market by taking steps to keep employees fit, healthy and injury free. More information on the initiative is available at: www.cdc.gov/niosh/TWH.
First responders
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get updated infectious disease info NIOSH and partners in the U.S. Centers for Disease Control and Prevention (CDC) have updated resources to help prevent exposures of emergency response employees to potentially life-threatening infectious diseases in the line of duty. The resources include a list of potentially life-threatening infectious diseases — including emerging infectious diseases, like anthrax — that specifies diseases routinely transmitted through airborne or aerosolized means; descriptions of how exposures may occur; and guidelines for medical facilities in determining whether such exposures have occurred. Details can be found in the Nov. 2 Federal Register: www.gpo.gov.
Airline withheld documents after fatal crash National Transportation Safety Board (NTSB) Chairman Deborah A.P. Hersman sharply criticized Pinnacle Airlines Corp. for failing to provide relevant documents to NTSB personnel who were investigating a Feb 2009 commuter plane crash that killed all 45 passengers and four crew members onboard as well as one person on the ground. Hersman sent a strongly-worded request for the internal documents — which concern the training and qualifications of the Flight 3407’s captain and first officer — to the airline, which is the parent company of Colgan Air. She said the existence of the internal documents came to light two weeks ago. The NTSB investigators determined that the accident’s probable cause was the captain’s inappropriate response to the activation of the stick shaker, which led to an aerodynamic stall from which the airplane did not recover. In addition, the flight crew failed to monitor airspeed in relation to the rising position of the low speed cue and to adhere to sterile cockpit procedures, and the captain failed to “effectively manage the flight.”
We’re getting the lead out, says EPA EPA has determined that 39 states are meeting the healthbased national air quality standards for lead set in 2008. Based on 2008 to 2010 air quality monitoring data, Illinois, Iowa, Kansas, Michigan and Puerto Rico each have only one area that does not meet the agency’s health-based standards for lead. Lead emitted into the air can be inhaled or can be ingested after it settles. (Ingestion is the main route of human exposure). Children are the most susceptible because they are more likely to ingest lead, and their bodies are developing rapidly. Exposure to lead may impair a
child’s IQ, learning capabilities and behavior. There is no known safe level of lead in the body. In October 2008, EPA strengthened the nation’s air quality standards for lead ten-fold to 0.15 micrograms of lead per cubic meter of air. EPA also finalized requirements for new monitors to be located near large sources of lead emissions. EPA designated areas as meeting or not meeting the standards in two rounds. Using air quality data from existing monitors, EPA completed the first round of designations in November 2010. This second round relies on data from the new monitors to classify the remaining areas. Areas designated as not meeting the standards will need to develop plans within 18 months and implement them within five years to reduce pollution to meet the lead standards. National average concentrations of lead in the air have dropped 93 percent nationwide since 1980, largely the result of the agency’s phase-out of lead in gasoline. Lead in the air comes from a variety of sources, including smelters, iron and steel foundries, and piston-engine aircraft operating on leaded aviation gasoline. More information on the designations can be found at: www. epa.gov/leaddesignations.
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OMB pressed to finish
silica rule review In a letter to OMB Director Jacob J. Lew and Labor Secretary Hilda L. Solis, the AIHA warned industry groups may be using the review process to “delay rulemaking and lobby OMB to pre-determine key issues involved with OSHA’s proposed rule, such as exempting the construction industry” from the regulation. Said AIHA: “The publication of OSHA’s proposed rule provides an important starting point for additional discussion and input by industry, labor, and the safety and health community. Typically, these groups provide OSHA with significant input that is used to develop a final rule.” Photo: John Rekus/NIOSH
E
xtending a review of OSHA’s proposed crystalline silica standard allows certain industry groups to attempt to “short circuit” the existing process — and makes it vulnerable to political influence, says the American Industrial Hygiene Association (AIHA). Reacting to a recent decision by the Office of Management and Budget’s (OMB) Office of Information and Regulatory Affairs (OIRA) to extend the Executive Order review of the standard, the AIHA called upon OIRA to finish its review without additional delay so OSHA can begin the public rulemaking process on a comprehensive standard and issue the rule as quickly as possible.
Noise standard stalled There’s been nary a peep out of OSHA regarding its plans for what the agency called a proposed “Interpretation of OSHA’s Provisions for Feasible Administrative or Engineering Controls of Occupational Noise,” which was published more than a year ago in the Federal Register on Oct. 19, 2010. Exactly three months later, on January 19, 2011, OSHA announced that it would withdraw the proposal. Critics argued disruptive new controls would costs billions of dollars. In the current economic malaise, that price tag is a potential reg-killer. Trying to keep the proposal alive, OSHA asked for comments on the policy and extended the comment period to March 31. OSHA chief Dr. David Michaels promised the agency would be “sensitive” to the changes businesses would be required to make. Since 2004, the Bureau of Labor Statistics has reported that more than 125,000 workers have suffered significant, permanent hearing loss. In 2008 alone, BLS reported 22,000 hearing loss cases, according to OSHA.
OSHA seeks input on whistleblower regs OSHA is seeking public comment on interim final rules revising the Sarbanes-Oxley Act of 2002, which protects employees of publicly traded companies from retaliation for reporting violations of federal law like mail fraud, wire fraud, bank fraud, securities fraud, or violations of SEC rules or regulations. “Fraudulent practices by publicly held corporations have contributed to the economic difficulties currently facing our nation,” said OSHA Assistant Secretary Dr. David Michaels. “The best way to prevent this from happening in the future is to ensure that workers feel free to blow the whistle on corrupt corporate practices without fear of retaliation, and OSHA is committed to protecting the rights of those workers to speak out.” The whistleblower protection provisions of SOX were amended by the Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010 to clarify that subsidiaries of publicly traded companies are covered employers under the statute, and to add nationally recognized statistical rating organizations as covered employers. The 2010
amendments to SOX also extended the statute of limitations for filing a complaint from 90 to 180 days, among other changes. The new interim final rules implement these changes and aim to improve OSHA’s procedures for handling complaints under SOX. Among the changes to improve the complaint filing process, the revised rules will allow SOX complainants to file complaints orally and in any language, and enhance the sharing of information between parties throughout the investigation. The interim final rule can be viewed at OSHA’s website: www.osha.gov.
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Nurses losing more time to injuries Judge upholds quarry’s “highwall” citations In light of recent statistics showing increases in lost-time injuries among nurses and orderlies, OSHA has announced plans for a National Emphasis Program on nursing home and residential care facilities. Data for 2010 from the U.S. Department of Labor’s Bureau of Labor Statistics showed an upward trend in occupational injuries and illnesses requiring days away from work. The incidence rate for health care support workers jumped by 6 percent to 283 cases per 10,000 full-time workers — almost 2 1/2 times the rate for all private and public sector workers. The rate among nursing aides, orderlies and attendants rose 7 percent, to 489 per 10,000 workers. Additionally, the rate of musculoskeletal disorder cases with days away from work for nursing aides, orderlies and attendants increased 10 percent to a rate of 249 cases per 10,000 workers. OSHA inspections of the care facilities will increase, focusing on back injuries from resident handling or lifting patients; exposure to bloodborne pathogens and other infectious diseases; workplace violence; and slips, trips and falls.
An administrative law judge with the Federal Mine Safety and Health Review Commission has upheld citations to a mine operator for failing to safeguard its 300-foot “highwall” and for exposing workers daily to unnecessary hazards. The U.S. Department of Labor’s Mine Safety and Health Administration (MSHA) said Judge Margaret A. Miller upheld three citations issued last May to Connolly-Pacific Co.’s Pebbly Beach Quarry. MSHA issued the citations to the Catalina Island, Calif., mine operator for failing to properly maintain its highwall, remedy hazards associated with the highwall and barricade the dangerous area to prevent access. An imminent danger order was issued, requiring the withdrawal of miners working under a highwall after a loader operator was observed mucking out a pile of material where loose material and overhanging rocks were observed near the crest. There also was evidence of recent work at the other end of a jagged highwall, with cracked and overhanging rocks in the working face. Miller found that loader operators were exposed daily to the hazards of falling rocks because there were no benches above the working area to catch them, and no equipment with sufficient reach to scale or remove loose rocks before they fell. Blasters working on foot at the toe of the highwall placing blasts and drilling also were exposed to the hazards. Additionally, Miller found that there was an imminent danger of rock falls because of their unpredictability, that they could reasonably be expected to occur within a short period of time and that they could result in serious or fatal injury.
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systems
THINKING
Are you sure about that? 10 tips to overcome willful blindness
I
know nutzzing.” Master Sergeant Schultz, Hogan’s Heroes
How often do you ignore facts staring you in the face because they conflict with your preconceived worldview? We tend to spend far more time confirming what we already know versus seeking out and paying attention to opposing points of view or facts.
Each of us has blind spots in our brains. Robert Burton, M.D., former chief of neurology at Mount Zion-UCSF Hospital, described this selective choosing as the feeling of knowing.1 As we observe the details of what is going on around us, our brains filter out information that we are not familiar with or do not recognize. We create a craving for certainty of knowledge at the expense of questioning or inquiry. Metaphorically, Burton uses the formation of a
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riverbed over time to describe how we develop our minds into a feeling of knowing. The meandering flow of water eventually seeks out a path of least resistance whereupon a creek is formed and the beginning of a riverbed is created. As the creek deepens, a river develops and the sides of the river grow steeper. Margaret Heffernan points out this is how Willful Blindness creeps into our lives.2 Everyday we make countless decisions based on our innate feeling of knowing and desire for familiarity, which crowds out our peripheral vision to possible options. Our blindness grows slowly as we make more and more decisions to the point that “we see less and less and feel more comfort and greater certainty.”3 Willful Blindness came to us through the criminal legal system. The term refers to an individual who could have known the facts of a situation, and should have known the facts, but deliberately blinded himself to the existence of the facts.4 Some historically profound examples of Willful Blindness by individuals in power positions and organizations include Bernie Madoff of Ponzi scheme fame; the Catholic Church and pedophile priests; and the medical profession refusing to abandon X-raying pregnant mothers for more than 20 years after learning the practice doubled cancers in children based on Alice Stewart’s research. As Gayle Greene, Alice Stewart’s biographer notes, “People are very resistant to changing what they know how to do, what they have expertise in and certainly what they have an economic investment in.”5
In the safety world A number of cases of “Willful Blindness” can be found in the safety world. The Texas City Refinery explosion; the Deepwater Horizon blowout preventer failure; the Upper Big Branch mine explosion; the Challenger explosion — in each of these cases, people in leadership roles “should have known, and could have known, but decided to blind themselves from the facts.” In each of these cases, individuals with the authority to challenge and change the direction of the event chose to blind themselves from the facts leading up to the event. Their comfort with the feeling of knowing or the feeling of certainty overwhelmed their ability or desire to accept conflicting data and information ultimately leading to disaster. Some of the most tragic Willful Blindness examples have manifested out of “just following orders.” To remain competitive, companies have undertaken significant cost cutting initiatives, both in budgets and personnel, with little to no regard for the risk associated with the cost cutting. Management becomes so fixated on achievcontinued on page 20
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systems continued from page 18
ing upper management’s order to cut costs; they lose sight of everything around them to achieve the target, which can result in catastrophic consequences.
Breaking through false confidence Heffernan provides insight into the conditions that allow Willful Blindness to flourish and means to overcome our feeling of knowing.6 The following is a safety and health perspective of her insights. • Recognize the homogeneity of our lives, our institutions, our neighborhoods, our colleagues and our friends. Instead of only hanging out with likeminded people, reach out to those individuals who seem to not fit in. Challenge the political correctness notion of Diversity (i.e., gender, race, age) and include diversity of thought. Next time you are forming an incident investigation team, ask someone who knows little to nothing about safety incident investigations to participate and add a different perspective. • Acknowledge the biases we bring to any group and adjust for them. Do you always advocate the Heinrich premise that “unsafe acts of workers are the principle causes of occupational accidents?” Be mindful, this bias may be blinding you
THINKING from the systemic causes of accidents. • Know the hard limits to our cognitive capacity. Long hours at all levels of work lead to incompetence, carelessness, and lost productivity. How many days do your 12-hour/day shift workers work without days off? • Endure the ability to welcome debate and conflict. Do you allow employees to question the unquestionable? Who is your safety devil’s advocate? • Create an environment where employees have the room to offer solutions, even if they are contrary to current thinking, without any repercussions. Often employees know the answer to a safety matter, but fear saying anything. Relieve the pressure and ask for their opinion. • Establish a small network of people who will bring you the unvarnished truth and with whom you can have unfettered exploration. Going into execution mode severely diminishes your peripheral vision, so have a network that watches your back and front. Remember to include people that bring diversity of thought. • Develop yourself into a critical thinker with courage. To be a critical thinker you must resist the temptation to be a pleaser. Be a nonconformist. Rather than always knowing the answer for your boss, ask questions for understanding the safety issue. Challenge your boss’s thinking with questions. An
indicator of critical thinking is discomfort. Be leery of unanimous decisions, they are intrinsically suspicious. • Seek out minority opinions. The mere existence of a minority opinion in a discussion can significantly alter the flow of a safety discussion. • Study the history of your organization as opposed to being obsessed with the present. Since history tends to repeat itself, great value comes from understanding the systemic causes of past safety events. Also, the challenge of weak signals, or near misses, is knowing when to take them seriously. Look for what you cannot see. • Always ask yourself the following questions, “What could I know, should I know, that I don’t know? Just what am I missing here?” James E. Leemann, Ph.D., is clinical assistant professor in Tulane University’s Center for Applied Environmental Public Health, and is president of the Leemann Group LLC, Scottsdale, AZ. For more information visit www.leemanngroup.com or email
[email protected]. 1 Burton, R.A. 2008. On Being Certain: Believing You Are Right Even When You’re Not. St. Martin’s Press. New York, NY. 2 Heffernan, M. 2011. Willful Blindness: Why We Ignore the Obvious at Our Peril. Walker & Company. New York, NY. 3 Ibid. pp. 21. 4 Ibid. pp. 2. 5 Ibid. pp. 51. 6 Heffernan.Op cit. pp. 223-247.
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MANAGING BEST
practices
Who “owns” EHS risk management? New standards will revolutionize best practices
A
NSI/ASSE Z690.2-2011 (Risk Management – Principles and Guidelines) and its companion standards, Vocabulary for Risk Management and Risk Assessment Techniques, were approved earlier this year. The ANSI Z690 standards are an identical national adoption to the ISO risk management standards e.g. 31000 finalized in 2009. When the ISO risk management standards were released, their value to environmental safety and health pros was evident. The American Society of Safety Engineers (ASSE) endorsement of the ANSI Z690 standards further demonstrates the importance of risk management to EHS pros. The Z690 standards “… are expected to revolutionize best practices …” for EHS pros, according to the ASSE Council of Practices & Standards.
Guidelines. The language in the draft document is close enough to the final to get a good idea of what the standard says. If you understand and appreciate the language in the draft, purchase the final standards.
Familiar concepts The risk management standards contain familiar concepts for EHS pros. Most particularly, risk assessment clause 5.4, that includes risk identification (5.4.2), risk analysis (5.4.3), and risk evaluation (5.4.4) probably take up most of a EHS pro’s time; where the risk is an occupational safety or health hazard. Clause 5.5., risk treatment, should be familiar to EHS pros, too.
Context Take a look Although the risk management standards are available for purchase from ISO, ANSI, ASSE and other sources, there is a free way to get a look at the general language in the standards. Run a Google search for < ISO 31000 draft download>. The search will provide the draft to the ISO Risk Management – Principles and
Understanding and evaluating context, both internal and external to an organization, is the most important part of risk management. Understanding the organization and its context comes before building the framework for risk management. Establishing context comes before initiating risk assessment and risk treatment. Why and how your organization exists and what influences organizational objectives is context.
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If your organization does not practice formal risk management, there may be no “risk owner” who is the “person or entity with the accountability and authority to manage risk.” If this is the case, then you should initiate the process. Eventually, all EHS pros may need a working knowledge of modern risk management principles.
Evaluating context The beauty of the ISO and ANSI/ASSE risk management standards is that they are not prescriptive. The standards simply provide guidance on what should be included when context is considered. How context is evaluated is also left up to an organization. As needed, an organization may refer to Risk Assessment Techniques to help choose methods to evaluate context.
Evaluate context — framework
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Assume there is no formal risk management process in your organization. The first step to evaluate context should be simple and direct. Provide each of the ISO 31000 internal and external context examples with an observation statement. For example: • Internal context: “stan-
By Dan Markiewicz, MS, CIH, CSP, CHMM
dards, guidelines and models adopted by the organization.” • Observation statement: “Our organization conforms to OSHA regulations, human resource management guidelines from our trade association, and ISO 9000 quality standards.” The length, detail or even accuracy of each observation statement is not important for the first pass. Try to fill out all the observation statements by yourself. This is why and how you believe your organization exists and what influences organizational objectives. Next, pass the entire context picture to other stakeholders in your organization and have them contribute and edit the observations. Convince stakeholders that their involvement should not be looked at as a burden but involvement will help them better manage risk in their areas. The context picture will get clearer after each pass from stakeholders. Use as many passes as needed until stakeholders feel the picture is complete.
Establish context — risk management process Evaluation of context is needed to help determine the design of the organization’s risk management framework. EHS pros need to expand on initial context evaluation and establish context for their particular risk management process (such as injury and illness prevention or a specific risk profile). Developing a risk profile(s) at this point may help establish context in greater detail. A risk profile identifies a risk source, event, and consequence. An example: Employer failure to adequately treat developmental health hazards may damage an unborn child and cause the organization to possibly incur a $100 million dollar tort liability. You may discover other risk profiles to engage management.
Communication and consultation The team approach for establishing context for the risk management process “brings different areas of expertise together for analyzing risks” and “secures endorsement and support for a treatment plan.” Although greater detail is expected when establishing context for the risk management process, as compared during context evaluation, you may establish the context in a similar manner by providing an observation statement for each external (clause 5.3.2) and internal (clause 5.3.3) example provided in the ISO 31000 risk management standard. Again, context may be kept simple and direct. Refinement of the context may be accomplished through monitoring and review (clause 5.6).
Basic is OK ISO 31000 and identical ANSI/ASSE Z690.2-2011 and companion standards for risk management may be applied in different ways by similar organizations. Although indepth application of risk management principles should be the goal, basic application is better than none. If your organization does not have a formal risk management process, you should initiate its start. Considering the internal and external context in which your organization seeks to meet its objectives is the place to begin. By Dan Markiewicz, MS, CIH, CSP, CHMM. Dan is an independent environmental health and safety consultant. He can be reached at (419) 3563768 or by email at
[email protected].
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POSITIVE SAFETY
cultures
Seven crucial leadership skills Extend your influence beyond technical issues
F
or all the talk about leadership in safety these days, just what are leadership’s core competencies? Often a leadership coach is contracted to come in and develop promising leaders in an organization. I have done this work for more than two decades. Based on my experience I would say: O Coachees (the employee being coached) almost never need coaching in the technical aspects of their jobs. O They almost always need coaching in the interpersonal skills, and broader leadership skills, required for success in their roles. I have never seen an engineering manager fail because he/she was a bad engineer; I have seen some fail because they were “bad” at dealing with people and inspiring followership. O I don’t believe everyone everywhere “needs” a leadership expert to shadow them. O I do think that much of what coaches do can be done by the individual him/herself. If we accept what the data clearly say— that the skills needed in a leadership role are some combination of the “soft skills” and the strategic business thinking skills (along with some base level of technical experience and know-how) — the message to those of us in leadership roles, EHS or otherwise, is pretty clear. Your skill set should include:
The essentials 1 — Improve your communication skills, especially your listening skills. Develop your ability to navigate even tough conversations (as in, confronting it when others are not following “best practice”). Pay attention to your nonverbal communication, and recognize how strongly
“body language” can color the message. Recognize that communication skills are the core enabling skills. In a leadership role, they are simply mission-critical. 2 — Coach and develop those who work with you. The more you engage and deeply involve others in their work, the more valued they feel, and the better job they can do. Plus, they are positioned to take on higher-level work, which you can delegate to them, in a developmental way. 3 — Give and receive feedback, and don’t focus only on the negative. Feedback is crucial to learning. The hardest part of giving positive feedback is remembering to do it (as we rush on to the next problem). The most effective leaders create a positive atmosphere in which deserved positive feedback is given, and in which it is easier for folks to accept the negative feedback in the constructive spirit in which it was intended. Remember to do it. 4 — Build a team and lead it well. Give credit when we are winning, and absorb the
By John Kello
negative when we are not (oh, and then go out and fix it). 5 — Really understand the business you are in at a strategic level. Help others do the same. In an EHS role, that means not only understanding the big picture from a safety perspective; it also means understanding the overall business that your work supports. EHS cannot be divorced from what we do as a company. 6 — Follow up and follow through. Work at being personally accountable (as well as expecting that from others). Make commitments and honor them. When you say you will do it… do it. 7 — Be flexible and adaptable. Help others do the same. The only constant in business is change. The most successful leaders are able to adjust and adapt. From now on, victory goes to the nimble and the swift. The more we work on these attributes, the more we seek and learn from others’ feedback, the better we will be poised to lead, regardless of our role.
By Dr. John Kello, professor of industrialorganizational psychology at Davidson College, and president of the organization development consulting firm J.E. Kello & Associates, Inc. He can be reached at (704) 894-2024; jokello@ davidson.edu.
Visit www.ishn.com for complete archives of Systems Thinking, Best Practices, and Positive Cultures columns.
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26
training
STRATEGIES
“Reality traps” can doom teams 5 essentials to avoid failure By MATT FORCK, CSP and JLW
C
hances are that you have a safety team — or likely many safety teams — within your organization. And chances are those teams are greatly under-performing and inconsistent. Underachievement is often a result of our failure to give our teams key tools that would enable their success. Employ these five essentials for successful safety teams and revolutionize performance in the process.
1 Develop a Shared Belief System (SBS) Description: Any guess as to how many people are injured using table saws each year in the U.S.? It is over 60,000! To solve this safety issue, most teams would examine the facts and conclude it is “just part of using the saw.” As a result, a team might set an aggressive goal to reduce injuries on table-saws by 25 percent! Does that sound familiar? A few years ago, a team had a different thought. In discussions of table saw injuries, one team member believed these incidents could be prevented, and he was able to sell this belief to the entire team. Armed with a shared belief system, this team dug deeper than any previous team. They discovered that if a small electric charge was placed on the blade, it could be connected to a meter. The meter continuously measured voltage and any voltage drop; a voltage drop would occur if a finger or hand touched it. When the meter detected a drop, it triggered a breaking mechanism that stopped the blade 10 times faster than a vehicle air bag is activated. The result was elimination of injuries. This result was only possible because the team believed in the same highly challenging yet achievable end. Reality trap: Teams fail to discuss beliefs and agree on a shared system, such as “all table-saw injuries are preventable.” A shared belief system is the foundation of a team’s success. We can have a talented team, provide outstanding management support, follow through on the other four team secrets, hang high glossy colored safety posters, etc., but if we fail to engage, understand and challenge the shared belief system, our team will not produce positive change or substantial and sustained results. Solution: Hold honest discussions on individual beliefs regarding safety and injury prevention. Let these discussions lead to the establishment of a team belief statement. This is an over-arching statement about what the team believes is possible in safety.
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2 Provide Crystal Clear Direction (CDC) Description: We would never hail a cab and tell the driver, “I’m not sure where I want to go, just drive.” When we get in a cab, we have a direction, purpose, budget and expected arrival time. Unfortunately, too often we stick our safety teams in a cab and tell the driver to “just drive.” We fail to give crystal clear direction (CDC). The best way to provide our teams with direction is through a specific end statement (Hackman). This is a statement of team destination but not the route (means) by which to get there. It is management’s role to challenge the team with a CDC; it is the team’s job to use the provided tools, training, knowledge and talent to get there. Reality trap: Management’s job is to provide a specific end statement. The team’s job is to outline their course of action based upon that end statement, or in other words, plan the travel route. The trap is
that management — not wanting to interfere with the team — fails to examine and challenge the team’s action plan. Just as a team should demand a specific end statement, an action plan to meet that end should be required of the team. Solution: Engage the entire team. Generally safety teams have a few members with official titles, such as chairperson and secretary. The remaining members, however, just show up and eat donuts. Once the specific end statement is communicated, have the team identify the jobs and roles needed for success. Assign each team member to one or more of these specific roles or tasks.
3 Provide clear structure Description: In December 2006, mid-Missouri was blanketed by nearly 24 inches of snow. With the weight of the snow, many warehouses and factories were damaged as roofs collapsed. One of the more intriguing roof cave-ins, however, happened to a large horse barn. While most roofs failed in the first 24 hours, this one caved in almost a week after the snow fell. Insurance officials investigated and determined that the roof was built to withstand the 24 inches of snow when that snow was distributed evenly. But during several periods of melting and re-freezing, the snow shifted, sliding and gathering along the mid-point on each side, causing failure. “Every organization,” Stephen Covey says, “is uniquely designed to exactly produce the results it achieves.” Clear structure can be defined as “what is acceptable on this team.” It’s the written and unwritten set of norms and rules that allow the team to achieve, function well or cave in under its own weight. Reality trap: Newly formed teams are eager and willing to share in the work of the team, thus teamwork and assignments (weight) are more or less distributed equally among members. Over time, if structure and rules are not clear, some team members will disengage and fail to complete assignments, roles and responsibilities. In the end, one or two team members will be carrying the weight of the entire team. Eventually, the team will collapse. Solution: Establish rules and norms and find fun ways to enforce them. For example, one team I served on had a rule that anyone late for a team meeting had to pay a $5.00 fine with all of the money going to charity. It was a fun way to enforce the team value of promptness.
4 Offer time, training, dollars and recognition Description: “An army runs on its stomach,” is a saying used frequently. It refers to all of the supports including food but extending to fuel, clothing, medical, training, communications, transportation, logistics, etc. needed to make a military mission successful. Safety teams will flourish or succeed on the support they are given. Arguably, the five key safety team supports are: time, budget, training/skill development, clerical/office assistance and feedback/recognition. Reality trap: Lackluster team performance is blamed on the team. A team that is not performing up to par may be more of a reflection of what we have
put in their ‘stomach’ than on the team itself. The trap is writing off a team because of poor performance instead of asking tough questions about the supports we failed to provide. Solution: Ask the team what they need. Too often we assume the team has what they need or will ask if they don’t. Instead, ask team leaders key questions such as, “How can I support you better?” or “What keeps getting in your way?” Keep asking these questions until meaningful responses are received.
5 Evaluate each meeting Description: In a safety world dominated by the behavior-based safety model, it should be no surprise that coaching or feedback is a one of the five keys to a successful team. Today, there is a lot of pressure on safety staff and management alike to be great coaches. Forget about the pressure to be great and simply strive to be a “GOOD” coach. GOOD means: • Get in the game. One can only be effective if in touch with the pulse of the team. • Offer feedback. Too often we observe a team and fail to offer positive and constructive feedback. • Be Optimistic. Remain upbeat; the team will feed off of your positive energy. • Finally, be Determined to make a difference. Understand your role as a coach is to change the team when sometimes the team is striving to stay the same. Reality trap: Failure to coach the team. Too often, we assume that since the team consists of a cross-section of our leaders, they don’t need our feedback; that assumption leads to ineffective teams. In truth, safety teams generally consist of field or floor employees. They are subject matter experts but often not astute on the inner workings of successful teams. Solution: To ensure consistent and effective coaching, design a feedback sheet. It may contain questions that evaluate the specific end statement, action plan to reach that end, structure, support and coaching. Each meeting, a leader can fill in the sheet. Afterwards, team leaders discuss the evaluation tool along with specific adjustments needed to make the team more effective moving forward. “It takes team work,” John Maxwell said, “to make the dream work.” In the end, teams are a part of our business and safety culture. Making them an effective part of this process is the next step toward our goal of a zero-injury workplace. Are your teams on target? Matt Forck, CSP & JLW is a noted keynote speaker and author specializing in the field of worker safety, employee engagement and energy, leadership and team results. To learn more about Matt, his work with safety teams, or his latest book, The Total Safety Committee Checklist—A Step-byStep Handbook for Safety Committee Success! , visit www.thesafetysoul.org. Resources SawStop, LLC, 9564 S.W. Tualatin Road, Tualatin, OR 97062, www.sawstop.com Hackman, Richard J. Leading Teams; Setting the Stage for Great Performances, Harvard Business School Publishing Corporation, 2002.
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ensure a positive learning experience in which you retain the information for later application.
Photo courtesy of Industrial Scientific Corp.
Action aids retention
BY DAVE KUIAWAS
P
icture the scene: thousands of years ago, somewhere in the world, there were young people huddled around their elders in an effort to learn how to make fire. The elders would pass along proven techniques that could be applied to ensure the survival of the community. Some might say these early training sessions were the basis for learning as we know it today. Fast forward to today in plants all around the world, where there are people of nearly all ages huddled in classrooms and around PCs in an effort to learn how to prevent fire. Yes, I am talking about gas detection training.
From trial and error to training Electric gas monitors have been around for decades, and became mass produced and gained popularity in the 1970s. When gas monitors were sold, typically the only way a user could learn how to use it would be to read an owner’s manual and then learn by trial and error in the field. The equipment was generally light on features, heavy in size and weight, and unreliable. Operators would have to learn idiosyncrasies about the devices on their own or through the experiences of others and by word-of-mouth. While this was not the safest way to approach the use of a gas detector, in some small way, social learning in gas detection was born. As electronic gas monitors grew in popularity, the size of the actual devices got smaller. Features were added to make them more like commercially avail-
able products. The monitors became more reliable and more widely distributed. Because of this, learning had to be approached differently. More gas monitors means that more people have to be competent on the use of them in order to maintain a safe work environment. To satisfy this need, we need a balanced training approach while taking into account the fact that learning needs change from one person to another.
Additionally, live, instructor-led classes should have a good balance including lectures, multi-media graphics, hands-on activities, and class participation in the form of practical exercises. These varying aspects ensure that the student remains engaged from the beginning to the end of the class. The most important of these elements are the hands-on exercises and practical exercises that require class participation. Getting students involved is the best way to make sure they are retaining what you are teaching. Keep in mind that studies say that most adults retain information for a longer period of time and to a greater percentage by actually doing what they are learning. According to the National Training Laboratory’s “Learning Pyramid,” adults retain just 5 percent of what they learn from a lecture alone, but that percentage increases to 30 percent by demonstrating what they learned. Ultimately, learning is retained a full 90 percent when the student practices by teaching others.
Match methods to your needs In today’s world, there are many mediums through which people learn: books, magazines, lectures, videos, CDs, CD-ROM, online tutorials, mentorships, manuals, etc. Each of these provides a solid foundation depending on the needs of the student. For most, an instructorled class still works best. The instructor needs to be an expert in the field of gas monitoring, as well as experienced and skilled on the use of the product(s). Live, instructor-led classes should be varied based on the audience and desired educational outcome. For example, you would not want to send an Operator to a Technician class. Understanding how to troubleshoot and repair an instrument will not have much value if the basic operational aspects are not communicated. When searching for live, instructorled classes that will best suit your educational needs, read the course syllabus and look for subjects that are most applicable to you, such as operations, technician, confined space entry and occupational safety. Choosing a class that is the best fit for you will ®
Web-based benefits With the Digital Age, instructor-led classes can now be delivered over the Web. This involves a Web hosting software service and a phone line. Students at one end of the session log onto the Web hosting software site, dial a phone number, and are connected to the instructor at the other end. Live, Web-based training sessions deliver the same impact as an on-site program, only the instructor does not have to travel to your facility. More important, if you have multiple facilities, your employees do not have to travel, which eliminates high travel costs. Archiving training for future use is also a cost-saver. In most cases, online training modules can be archived and posted to the Internet so that students can access them any day at any time. These online training tutorials mimic the live sessions and are recorded for easy recall. Because these training programs are hosted on the Web, access is all that is required to open the student up to unlimited learning opportunities. With any recorded training medium, the student should have access to the device they are learning about so that they can create their own hands-on experience.
Educational diversity
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When it comes to training, each person is different and a one-size-fits-all approach often is ineffective. Understanding students’ needs on an individual basis — and seeking tools to fit them and their situation — is key. The main driver for this educational diversity is your desire to eliminate accidents and injuries in every situation and promote safety throughout your organization at all times. When your business mandates that humans work in potentially hazardous environments, the stakes are too high to have uneducated, untrained employees conducting the work. Today, there are many training options designed to provide workers the tools needed to ensure they go home safely at the end of their shift. Take advantage of the many leading training programs available to help keep workers safe. Dave Kuiawa is the director of training and field services at Industrial Scientific Corporation. Dave has been with Industrial Scientific for 23 years and has held positions in customer service, repair service, training, product management, sales and field services. Dave can be reached at
[email protected].
IN A CONFINED SPACE, THERE’S NEVER ROOM FOR ERROR. LET’S WORK.
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PPE confined space does not allow the legs of the tripod or davit arm to be placed adjacent to the opening. t Side-entry system: The side-entry system is designed for confined space entry/retrieval and rescue operations involving horizontal entries with vertical positioning required inside the space. The system clamps or bolts to the side of a tank to provide an anchorage point and base for attaching a winching mechanism.
Keep safe in a small space Guidelines for awareness, awareness equipment & rescue By JIM HUTTER B
W
hile it may not appear dangerous at first glance, a confined space entry can be one of the most hazardous workplace situations. Within it may lie fall, entrapment, engulfment and atmospheric hazards or other serious safety concerns that increase the likelihood of injury. It is imperative that safety managers supply workers not only with proper fall protection equipment, but also with training programs to educate workers on potential hazard standards, rescue procedures and equipment usage. The following guidelines can help you be more proactive in minimizing hazards and keeping workers safe in confined spaces.
Know the standard A confined space has limited means of entry or exit and is large enough for a person to enter to perform work, but is not designed for continuous capacity. OSHA standard 1910.146 covers terminology, general requirements, duties of each person involved in a confined space project, training, and rescue and emergency services. The standard will also help you determine whether a site is a permit-required confined space. A permit-required confined space has one or more of the following characteristics: t Contains or has the potential to contain hazardous atmosphere t Contains a material that has the ability to overcome
Rescue procedures Develop a confined space entry rescue and retrieval plan before working in any confined space. The plan should identify all potential hazards and related rescue scenarios. Confined space deaths often happen during rescue situations because rescuers are put at considerable risk. There are three categories of confined space rescue: t Self-rescue: Although not always possible, selfrescue is always the fastest and safest option. When a worker senses danger, he/she should remove themselves from the space immediately. t Non-entry rescue: This method involves another worker but without having anyone else enter the confined space. For example, a winch line can be attached to the person in the confined space. Non-entry rescue is required unless a feasibility study was done proving that non-entry rescue will create a greater hazard to entrants. t Entry rescue: Entry rescue should be a last resort and only used if self-rescue and non-entry are impossible. A trained worker(s) will enter the confined space to rescue the trapped person. Entry rescue workers are put at considerable risk and should wear proper fall protection equipment, such as a full-body harness connected to a winch and davit system. Make sure the rescuer is trained on the proper respiratory protection for entry rescue. Workers should know the plan and be properly trained for confined space rescue. The most effective training sessions have a good mixture of classroom and handson training. Equipment manufacturers offer on-site training courses on how to properly use equipment and implement effective rescue plans. Training experts offer specialty programs to train workers to be attendants, entrants, supervisors and rescuers.
Photo courtesy of Capital Safety
an entrant t Contains an internal design where a worker could be trapped or asphyxiated by inwardly converging walls or by a floor that slopes downward and narrows to a smaller cross-section t Contains any other recognized serious safety hazard, such as a fall hazard Recognizing a permit-required confined space will help with adequate planning, training procedures, and procuring the equipment necessary to keep employees safe. The next step is to develop and implement a safety program for each permit-required confined space that complies with the standard. Safety managers should also offer employee training on confined space entry and proper personal protective and/or fall protection equipment.
Proper equipment Fall arrest systems for confined space entries should include an anchor, connector and harness. Choose a system based on the type of work and particular environment. Anchorage options can include: t Tripods: Tripods are ideal for manhole entry and retrieval applications because they are typically lightweight, portable and can be easily set up by one worker. Tripods are limited, however, in the size of the manholes they may be able to accommodate. t Davit arms or davit posts: An alternative to the basic tripod, davits have a variety of base configurations that make confined space entry possible. Some have adjustable bases to accommodate the worker over large openings; others are fixed in a V-shape and placed adjacent to the openings. Davit bases can be portable and offer a fixed position. t Counterweight systems: A counterweight system uses weights to provide a sturdy support structure to offset the weight of a worker. They are useful when a
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Jim Hutter is a senior training specialist with Capital Safety, a leading designer and manufacturer of fall protection and rescue products under the DBI-SALA, UNILINE and PROTECTA brands. For more information, visit www.capitalsafety.com.
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CULTURE
Does industry
value safety?
We’ll find out in the next five years
ers not hiring), and occupational ergonomics (92 percent of employers not hiring in past two years).
Who replaces the retirees? By DAVE JOHNSON, Editor
A
recent study by NIOSH examines the demographics of the occupational health and safety field. NIOSH’s estimate of 48,660 OS&H professionals in 2010 includes only pros with at least a bachelor's degree in occupational safety, industrial hygiene, occupational medicine, occupational health nursing and five other related disciplines. The Bureau of Labor Statistics in 2008 estimated Occupational Safety & Health specialists held 55,800 jobs. Two in five of those jobs were in the government. The BLS OHS designation includes environmental protection specialists. NIOSH does not account for the environmental discipline because its Educational Resource Centers do not offer training in environmental protection.
Most employers not hiring
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The depressing impact of the country’s economic travails of the past 2-3 years is strikingly evident in the NIOSH study. Almost two-thirds of the employers surveyed said they had not tried to hire anyone in the occupational safety field in the past two years. The job market for industrial hygienists is worse. Eighty-one percent of employers had not tried to hire anyone for an industrial hygiene job in the past two years. Numbers were equally if not more discouraging for occupational medicine (88 percent of employers not hiring), occupational health nursing (85 percent of employ-
Given that most employers have made no attempt to hire any type of OS&H pro in the past two years, it will be interesting to see how employers respond to the coming wave of retirements in the OS&H profession. Safety professionals are older as a group than industrial hygienists. According to NIOSH, 48 percent — almost half the field — are 50 years or older. Forty percent of industrial hygienists are 50 or older. About 39 percent of employers told NIOSH they plan to hire an OS&H pro in the next five years. NIOSH puts the total at more than 25,000 new hires. That’s discouraging. Almost 60 percent of employers will not hire an OS&H pro in the next 5 years? Even the number with hiring plans seems optimistic. Look at recent hiring practices and employment strategies across U.S. industry, where there is lean staffing and greater reliance on independent contractors, temps and part-timers. Plus, technology is allowing employers to get more productivity from fewer workers. And consider a possible survey bias: If you as an employer were asked in a web-based poll if you planned to hire any OS&H pros in the next five years, how responsible would you appear if you said no? Bottom line: U.S. industry will show how much it truly values occupational safety and health and how much it is ready to invest in it between 2011-2015.
Professional vs. practitioner NIOSH’s definition could draw the line between profes-
Everything
sional and practitioner, always a source of confusion when trying to estimate the total workforce of employees tasked with workplace safety and health responsibilities. There are many more practitioners in the EHS field than NIOSH’s definition of a pro. Individuals who do not hold a degree in one of the related disciplines; individuals who work only part-time on EHS tasks. In ISHN’s study of the EHS Nation in 2011, 25 percent of respondents handled EHS work on a part-time basis. Sixty percent did not have a degree in one of the EHS-related disciplines. Plus, NIOSH did not survey employers with less than 100 employees. In small businesses, owners, plant managers, HR directors, quality managers and others often handle safety. Thus, the actual number of employees in the U.S. handling EHS work is much higher than NIOSH’s more narrowly defined estimate. NIOSH estimates that there are 28,722 occupational safety professionals and 7,348 industrial hygienists. You can see where NIOSH is missing part of the EHS Nation by looking at the memberships of the American Society of Safety Engineers (33,000+) and the American Industrial Hygiene Association (10,000+). NIOSH does account for the multi-disciplinary scope of occupational safety and health work. NIOSH estimates only 25 percent of industrial hygienists work 100 percent of their time on industrial hygiene. Thirty-seven percent of occupational safety professionals spend 100 percent of their time on safety. But 25 percent spend less their half their time on specifically safety-related job functions.
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facilitysafety
34 4
personnel are in the space unless relieved by another qualified attendant. O Monitoring atmospheric conditions in the space prior to and during entry. O Controlling access to the confined space. O Summoning emergency assistance as needed. O Assessing hazards in and around the space. O Keeping records of confined space work, such as air test results, personnel entry/exit, etc.
Photo courtesy of Airgas
Selecting an attendant
Confined space attendants: Don’t skimp on their lifesaving skills BY DOUG HERMAN
A
ccording to a five-year study conducted by the U.S. Department of Labor, confined space accidents result in an average of 92 deaths each year. The good news is that this average has improved drastically since 1991, when OSHA estimated that 174 fatalities a year were caused by confined space accidents. However, there is still much work to be done to reduce the fatality rate of confined space entry. The risks of confined space entry can be greatly reduced by following proper protocol and general confined space awareness. In fact, most fatalities in confined spaces are a result of personnel entering the space without a permit, proper ventilation or proper atmospheric monitoring, to expedite work or for rescue purposes. To protect confined space entrants from potential hazards, OSHA developed a set of standards and directives for confined space entry. These standards are widely accepted as the national protocol, although some U.S. states have adopted their own standards related to confined spaces. (OSHA’s regulations can be found in full at OSHA.gov 29 CFR 1910.146.)
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Attendant duties Arguably, one of the most critical components of OSHA’s confined space entry standards is code 1510 1910.146(i), which requires a confined space attendant. An attendant is the employee who remains outside the confined space and monitors the entrant, guards the space against unauthorized entry, warns the entrants of any unusual conditions and summons rescue personnel if needed. Specifically, an attendant’s responsibilities include: O Monitoring entrants during the job and during entry and exit to help ensure their safety. The attendant may not abandon his post for any reason while
The role of the confined space attendant should not be taken lightly, as their responsibilities can literally save lives. Unfortunately, the person assigned to the role of attendant is often an entry-level employee who has not been properly trained in confined space entry safety. In other cases, a local off-duty fireman or friend of a worker is brought in to serve as the confined space attendant. Even local fireman can pose a risk if not trained in OSHA protocol and confined space procedures. None of these situations is ideal. In an emergency situation, an untrained attendant is likely to rush into the confined space to help those in trouble, especially if they personally know the entrant. This causes more harm than good and puts two or more people in a dangerous situation. For this reason, confined space deaths are often in multiples of two or higher. The advantages of having a properly trained attendant are significant. They can review the permit and ensure it is filled out properly. They can review the tasks to be performed and PPE required for the job. They will know that a welder will need a Hot Work Permit in addition to the Confined Space Entry permit, as well as a fire watch and proper fire-suppression equipment. The attendant can also deny access to anyone who does not meet the criteria set forth on the permit, does not have proper PPE or training, is not listed on the entry permit or if there is an atmospheric condition that has changed the classification of the space. An objective, third-party company — with trained attendees and rescue teams with proper gear — can be brought in to any worksite involving confined space entry. A trained and objective attendant will mandate the proper OSHA procedure. They do not care how much experience the entrant has, even if he is the boss. A third-party attendant will also ensure that all atmospheric testing is complete according to proper protocol, using instruments that they have been fully trained to use. Finally, they will not react emotionally during an emergency situation but will be able to respond according to safest protocol.
A real-life example Take, for example, an incident narrated to me that occurred in a small refinery on the West Coast over a decade ago. A work crew was completing a complicated and challenging turnaround. The last task was to load the upper half of the sulfur reactor with an aluminabased catalyst. While the reactor was being loaded, it started to rain and the rain was contacting the catalyst and making it wet. One of the workers noticed that the wet catalyst was becoming hot to the touch, even through his protective gear. Someone suggested that the catalyst was experiencing a runaway thermal reaction to the water, and the crew immediately stopped the task. Supervising personnel decided that the reactor should be closed and the space purged with nitrogen gas. Had the supervisors followed proper OSHA standards and referred to the MSDS for the catalyst, they would have realized that the wet catalyst was warming from a mechanical reaction of the water with the alumina of the catalyst. The MSDS explained that wet catalyst would experience a warming trend, would plateau in temperature and then begin cooling down. There was no runaway thermal reaction. While waiting for the catalyst temperature to subside, using the nitrogen purge, the loading crew was
put to work cleaning the bottom half of the reactor. The upper half of the vessel was separated from the bottom half by a thin steel diaphragm. It should be noted that tests were not conducted along the seam of the diaphragm to determine if the structure was leaking nitrogen from the chamber above. Had someone taken the time to review the as-built blueprint for the reactor, the employees would have realized that they were putting a 12-pound nitrogen system into a chamber that had a maximum internal pressure of eight pounds. As the six workers in the lower chamber continued to work, the pressure in the upper chamber continued to increase. Approximately 45 minutes later, the diaphragm — straining from the building nitrogen pressure — experienced an explosive failure. The diaphragm separated from the walls of the reactor and crashed down onto the workers below. Miraculously, all but one of the six workers escaped the lower chamber. The sixth employee was killed by massive blunt trauma to the head and upper torso. The confined space attendant was caught in the releasing nitrogen pressure and was pushed through the guardrail of the walkway he was standing on. He was killed instantly. In addition to the tragic loss of life, the facility suffered a huge setback in the completion of the turnaround. The vessel was seized by OSHA and was cut in half, and the replacement vessel took three months to arrive. Litigation surrounding this incident continued for several years after the event. The total cost to the facility was never revealed. In reviewing the facts of this tragic incident, it is clear that the on-site confined space attendant failed to follow proper protocol. The attendant did not force the management to read MSDS sheets, as outlined by OSHA standards, or ensure that they examined the “as built” documents before implementing a procedure. Had the confined space attendant been cross-trained and objectively stated proper procedure, multiple deaths — including his own — could have been prevented.
Third-party attendants In many industries, confined space entry is a routine part of the job. In others, it may only be an occasional necessity. Sadly, bid awards for confined space attendants are not based upon the training and skill development of these professionals, but on those who are the lowest paid. As a result, recruiting and competency in this trade wanes; and so follows the level of safety. Furthermore, employers should include attendant personnel in regular safety training and objectively evaluate their competencies at least annually. Confined space attendants can go a long way toward increasing the overall safety of a workspace, but they are most effective when they are well trained and do not have personal ties to the entrant. Doug Herman is director of sales for Oilind Safety Inc., an Airgas company. Doug is based in Denver, Colo., and can be reached at 720-341-9177 or
[email protected]. Chuck Hudson and Bo Atkinson, senior rescue coordinators of Oilind Safety, contributed to this article. Airgas, Inc. (www. airgas.com), through its subsidiaries, is the largest U.S. distributor of industrial, medical, and specialty gases, and hardgoods, such as welding equipment and supplies and is one of the largest U.S. distributors of safety products.
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36 6
PPE
Fast on your feet
New ASTM standards for safety footwear By MATT GOULD
A
STM International continues to change and adapt as the need arises to provide the safety footwear market with a set of standards and test methods that continue to improve safety footwear. On August 11th, ASTM released its new F2412 and F2413 standards and methods for testing. Included with the changes was the addition of F2892-11. This standard specification method allows manufacturers to test and label non-safety toe footwear that meets standards that previously were only part of the safety toe footwear standard and testing, such as electrical hazard or static-dissipating footwear. In the past, footwear manufacturers provided this type of footwear but were unable to label it as meeting ASTM standards.
Look at the labels You’ll now begin to see changes to the labeling of the footwear in the marketplace that meets the new standards. The change to the label in safety toe footwear will be minor and only consist of changing the year of the previous change to the new one. You will still see the familiar rectangle on the inside label that starts with ASTM F2413 on the top line; however, it will now read F2413-11 for the new standards and testing. If you see this, you will know this footwear was tested to the newest standards and methods provided by ASTM. Changes to soft toe, or non-safety toe footwear,
will be the easiest to recognize as ASTM will now require footwear manufacturers to place an oval on the inside label — instead of the rectangle used in safety toe footwear — that will include ASTM F2892-11 and any standard designation that the footwear meets, whether it be static dissipating designated with an SD, or puncture resistant designated with a PR. As a consumer, you will now know that your soft toe footwear meets safety standards set by ASTM.
Other changes These changes bring some consolidation and removal of less used standards such as I/50 C/50 classifications for impact and compression, while aligning further with CSA and EN standards and testing. One of the revisions changes the EH (Electrical Hazard) testing from 14,000 volts to 18,000 volts while lowering the leakage allowed to 1 milliamp from 3 milliamps, aligning it with the CSA Z195-02 Electrical Shock Resistant standard (ESR). Additions also include changing from a molded wax form for metguard testing that didn’t always fit the size and width of the shoe being tested to one that allows the wax to be molded to the size and shape of the shoe being tested. This will allow for a greater range of sizes to be tested. Matt Gould, Wolverine Worldwide Product Development, www.wolverine.com.
Know what types of foot and leg protection are available, along with their applications, such as: Leggings protect the lower legs and feet from heat hazards such as molten metal or welding sparks. Metatarsal guards are made of aluminum, steel, fiber or plastic, and protect the instep area from impact and compression. Toe guards fit over the toes of regular shoes to protect the toes from impact and compression hazards. They are generally made of steel, aluminum or plastic. Combination foot and shin guards protect the lower legs and feet, and can be used in combination with toe guards for greater protection. Safety shoes have impact-resistant toes and heat-resistant soles that protect the feet against hot work surfaces common in roofing, paving and hot metal industries. Some safety shoes have metal insoles that protect the wearer against puncture wounds. Electrically conductive shoes reduce the risk of static electricity, which could produce a spark and cause an explosion or fire. Employees working in hazardous environments such as explosives manufacturing facilities or grain elevators must wear conductive shoes. Foot powder — which provides insulation and reduces conductivity — should NOT be used with conductive footwear. Silk, wool and nylon socks can produce static electricity and should not be worn with conductive footwear. Note: Employees exposed to electrical hazards must NOT wear conductive shoes. Electrical hazard, safety-toe shoes are nonconductive and will prevent the wearers’ feet from completing an electrical circuit to the ground. These shoes can protect against open circuits of up to 600 volts in dry conditions. The insulating protection of these shoes may be compromised if the shoes become wet, the soles are worn through, metal particles become embedded in the sole or heel, or workers touch conductive, grounded items. Note: Nonconductive footwear must NOT be used in explosive or hazardous locations. Foundry shoes are snug-fitting and made of leather or leather-substitutes, with leather or rubber soles and rubber heels. In addition to insulating the feet from the extreme heat of molten metal, foundry shoes keep hot metal from lodging in shoe eyelets, tongues or other shoe parts. All foundry shoes must have built-in safety toes. Source: OSHA publication 3151-12R, Personal Protective Equipment
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Safe Showers
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37
PRODUCT UPDATE
1 2
Safety Knives
3
4
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1 Safety box opener The Lewis Safety Knife Co.’s model K420-2SG Flash Box Opener is the tool of choice for high volume receiving departments, such as food and liquor industries, where removing inventory quickly or exposing carton contents is the priority. Cut off a carton top safely and easily by pushing the tool along the four edges of the carton. The blade is adjustable for both depth and height. Lewis Safety Knife Co., div. of Seal-O-Matic Corp., www.sealomatic.com, (800) 631-2072. Circle 227
2 Self-retracting knife OLFA offers high-quality, safety-focused cutting solutions with a commitment focused on accident prevention. The SK-8 cutter features a spring-loaded blade that automatically retracts the instant it loses contact with the material being cut, even when the user’s thumb keeps the blade-slide engaged. OLFA, www.olfa.com, (800) 962-OLFA. Circle 229
3 Ergonomic design With its squeeze lever and ergonomic design, the innovative MARTego from Martor is ideal for repetitive tasks. A unique blade rotation mechanism allows it to efficiently cut thin materials. The MARTego has an aluminium body, a soft touch grip and a tool-free blade change. Martor USA, www.martorusa.co, (920) 662-9646. Circle 228
4 Ceramic box cutter
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Slice offers the world’s first box cutter with a handsharpened double-sided ceramic blade. It’s equivalent to 20 high-end metal blades, the manufacturer says. Less blade changes result in reduced injuries and cost savings. Patent-pending, non-slip, easy-hold handle protects the user’s hand while the housing limits the amount of exposed ceramic blade to further reduce injuries. Slice Inc., www.sliceproducts.com. Circle 225
5 Disposable knife
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The Fish 3000 (F3000) is a heavy-duty disposable and metal detectable knife with a retracting hook blade. The “mouth” of the Fish is ideal for cutting strapping, pallet overwrap and most packaging materials. The addition of a retractable hook blade extends the use to box opening, cutting through tape and corrugated. The Safety Knife Co. LLC, www.safetyknife.net, (314) 645-3900. Circle 226 FOR FREE INFO 5/18/11 9:48 AM
38
HEALTHwatch American Heart Association (AHA) has a “Chain of Survival” that calls for early CPR and early AED before Advance Life Support arrives with medicine.
Who needs an AED?
Public access defibrillation saves lives By KENT SHEA
M
ost of you have probably seen or heard about Automated External Defibrillators (AEDs). Brightly colored AEDs hang on walls or in cabinets in many public places, much like fire extinguishers, and are available for Public Access Defibrillation (PAD). But how much do you really know about AEDs and their use? This article offers a comprehensive look at this lifesaving device.
What is an AED? An AED is a portable electronic device that automatically diagnoses life-threatening heart rhythms called Ventricular Fibrillation (V-Fib) and Ventricular Tachycardia (V-Tac). V-Fib is a useless quivering of the heart that doesn’t pump any blood and V-Tac is when the heart is beating too fast to fill and effectively pump enough blood to the body. Therefore, the victim has no palpable pulse and is “clinically dead” or in cardiac arrest. An AED is able to recognize these arrhythmias and stop them with an electric shock, which then allows the heart to reestablish an effective pumping rhythm. This is called “defibrillation,” which means to “stop fibrillation.” Most people think these machines are designed to “jump-start” the heart when, in reality, they “stop” the heart and let the heart restart on its own or through the use of medicine. When a victim’s heart rhythm has gone to a “flatline” — also called “asystole” — an AED will not deliver a shock, because the heart has already stopped. When this occurs, the AED will tell the user to check circulation and start Cardio-Pulmonary Resuscitation (CPR).
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Why do we need AEDs? 300,000 people die every year from heart disease, still the leading cause of death in the U.S. today. Survival from cardiac arrest decreases by 10 percent every minute without help. Most Emergency Medical Technicians (EMTs) are not even on scene to help within 10 minutes of the cardiac arrest. Without CPR, the brain can only last 10 minutes before complete brain damage occurs (also called “biological death”), although special circumstances such as hypothermia may allow the brain to last longer than 10 minutes. Nonetheless, the heart will only have activity for about 10 minutes before it leads to asystole (flat-line) and then the AED will not shock the victim. This is why it’s so critically important for bystanders to start CPR and use an AED before EMTs arrive. The
AEDs can be used on adults and on children. Special pediatric pads must be used for children one to eight years old to deliver less energy to their smaller hearts. Children over eight years old will need the larger adult pads to work effectively. An AED is to be used only on a victim who is unresponsive, not breathing and has no pulse. With its automated heart rhythm analyzer, the AED will not shock a victim who doesn’t need to be shocked. However, if the AED is ready to shock a victim, everyone must stand clear and not be touching the victim when the shock is delivered, otherwise they may get shocked as well.
How to use an AED When the AED is opened up or turned on, it will instruct the user to connect the electrode pads to the victim’s chest with illustrations of where the pads should be placed. Once the pads are attached, the AED will instruct everyone to “stand clear” while it analyzes the victim’s heart rhythm. Nobody should be touching the victim at this time to avoid any false readings by the unit. The AED will determine if the heart is in a shockable rhythm (V-Fib or V-Tac). If the rhythm is shockable, the AED will use the internal battery to charge its capacitor and be ready to deliver the shock. When fully charged, the AED will tell everyone to “stand clear” and make sure nobody is touching the victim and then instruct the user to press a “blinking” button to deliver the shock. The victim’s body will “jolt” quickly when shocked. Then the AED will instruct the user to start CPR. Even if the shock worked, the victim needs some CPR to get blood circulating throughout the body or they may go back into cardiac arrest. After two minutes of CPR, the AED will instruct everyone to “stand clear” while it analyzes the heart rhythm again. If the heart does not need to be shocked, the AED will tell the user to check if the victim is breathing or has circulation. If they do, the victim should be placed on their side in a recovery position. If there is no breathing or circulation, CPR should be started again. The AED will continue to analyze the victim’s heart rhythm every two minutes until Advanced Life Support arrives. Many AED units have a memory chip that can be downloaded to the hospital for evaluation. Some units even record the effectiveness of CPR.
AED selection and preparation Most AEDs have one or two buttons to push. One fully automated AED model delivers the shock without requiring the user to push any buttons. Users should be extremely cautious about using this type of unit, since the machine will not know if anyone is touching the victim when it delivers the shock. Typically an AED kit includes the electrode pads, a towel to wipe moisture from the chest, protective gloves, scissors for cutting clothing to expose the victim’s chest, a razor for shaving a hairy chest and a face shield for rescue breathing. Most AEDs perform a daily, weekly and monthly test of its own capacitor, battery level and even the
effectiveness of the electrode pads. A visual and audible prompt indicate if the battery should be changed or service is needed. Batteries usually last about 3-4 years and can deliver up to 300 shocks before needing replacement. Electrode pads have a shelf life of 2-3 years and have an expiration date stamped on the package. Most AEDs have a warranty from 2-7 years depending on the model.
Special circumstances Not every cardiac arrest victim is the same. Some men may have a hairy chest that needs to be shaved in order for the pads to adhere to the skin. Some women may have large breasts that need to be lifted to place the pads underneath to prevent interference with the analysis of the heart rhythm. If the victim’s chest is wet or has a medication patch on it, remove the patch and wipe off the chest to allow the pads to stick. Some victims may have a pacemaker for their heart, which looks like a bottle-cap-sized lump under the skin by one of their collar bones. Do not put electrode pads on top of the pacemaker; instead place them about one inch away from the lump. If the victim is lying in a puddle of liquid and you are in it as well, move the victim to a dry area before delivering a shock, because liquids can conduct the electrical shock to you. This may also be the case if you are standing on a metal platform that conducts electricity. In this case, move the victim to a safer floor surface.
A look at legislation Any layperson voluntarily using an AED and not being compensated as a professional rescuer is covered under the “Good Samaritan Law.” As with CPR and first aid, this covers anyone trying to help a victim in “good faith” and not intentionally harming them. Legislation is available in each state and can be found on the American Heart Association website at www.americanheart.org under legislation and the “Good Samaritan” document. In most states you can purchase an AED without a doctor’s prescription. This information can also be found on AHA’s website under “state requirements.” When purchasing an AED, notify your local hospital for medical control and your local 911 dispatch center to inform them that you have an AED on site at your facility for Public Access Defibrillation. You can find many different AED models on the Internet. Some even provide CPR instruction. A certified instructor should conduct training on AED use and maintenance. Training only takes about two hours and is needed every two years for certification through the AHA. All AEDs should come with an instruction manual, training video and may include a CD-Rom. Other AED accessories can include a carrying case, a wall mount cabinet with alarms when opened, AED trainers and CPR mannequins. If you are interested in purchasing an AED for your facility, contact a reliable safety and first aid supplier for assistance in selecting an AED for your workplace or need. Experts agree that the use of Public Access Defibrillation (PAD) has the potential to be the single greatest advancement in the treatment of out-of-hospital cardiac arrest since the invention of CPR. Kent Shea has been a technical services representative for Lab Safety Supply (www.labsafety. com) for 21 years. He has 22 years experience as a lieutenant/ paramedic for the Janesville, Wisc., Fire Department; has been a hospital EMTparamedic instructor for 21 years and a hazmat technician and rescue SCUBA diver and business owner teaching CPR and first aid for 20 years.
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Hand & Arm Protection 1
PRODUCT UPDATE
1 New website
2
Tilsatec North America has launched its new website at www.tilsatec-rhino.com. Clear and easy to use, with large product imagery, the site showcases the entire Rhino™ range of ANSI Level 4 & 5 cut-resistant gloves and sleeves. Customers can search by product type and by industry, download PDF datasheets with detailed product information and hit the quick enquiry button on each product page. Tilsatec, www.tilsatec-rhino.com, (866) 960-9454. Circle 232
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2 Waterproofing technology Ergodyne has added three ProFlex® Gloves utilizing revolutionary OutDry® advanced waterproof/windproof breathable technology. Specific models include: 925F(x)OD Thermal Waterproof Dorsal Impact-Reducing Glove, 819OD Thermal Waterproof Gauntlet Glove and 818OD Thermal Waterproof Utility Glove. A patented lamination process directly bonds the OutDry® membrane to the inside of each glove’s outer shell to create one seamless waterproof entity. Ergodyne, www.ergodyne.com, (800) 225-8238. Circle 231
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3 Sterile exam glove Sempermed’s new SemperSure Sterile, accelerator free, powder-free nitrile examination sterile glove is manufactured using the same advanced technology as Sempermed’s popular SemperSure Nitrile Examination glove. SemperSure Sterile maintains the same fit, feel and tactile sensitivity, while offering the added protection of gamma sterilization for areas where the risk of infection is increased. Sempermed USA, Inc., www.sempermedusa.com, (800) 366-9545. Circle 235
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4 Cut-resistant gloves Dyneema® Diamond Technology allows DSM Dyneema’s licensed partners to develop gloves with impressive cut protection without compromising light weight or comfort. By combining Dyneema® Diamond Technology with polyamide and elastane in a fine knitted (13-gauge) glove construction, EN388 Level 4 cut resistance can be achieved — with no need for glass fibers or thin steel wires that can often cause stiffness and sometimes skin irritation. DSM Dyneema LLC, www.dyneema.com, (800) 883-7404. Circle 234
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5 Welding gloves Revco Industries has added the new Black & Tan series of welding gloves to its BSX® line. The front runner BS99 21-in stick welding glove features a generous full-length cushioned RestPatch™ on the extra-long cuff and is constructed with durable split cowhide with a reinforced durable grain goatskin palm. The exclusive, built-in insulated BackPatch® provides added heat protection and durability on the back of the hand. Revco Industries, Inc., www.revcoindustries.com, (800) 527-3826. Circle 230
6 Rope work gloves Youngstown Glove Company® Ropework XT™ glove is built specifically for rope work professionals. Technologically advanced features deliver both comfort and protection. Youngstown partnered with C.O.R. Ergonomic Solutions to create standout features such as the tacky Ropegrip™ palm reinforcement, which enhances grip while reducing hand fatigue. And Ropegrip™ reinforcement in the saddle between the index and thumb allows the worker to grasp tightly and securely with the highest level of dexterity possible. Youngstown Glove Company, www.ytgloves.com, (800) 680-7177. Circle 237
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7 Aramax sleeves
8 Cut-resistant gloves & sleeves
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Kimberly-Clark Professional has introduced two new Jackson Safety brand cut- resistant gloves and one cut-resistant sleeve. Jackson Safety G60 Level 5 Cut Resistant Gloves with Dyneema® Fiber are coated with polyurethane to offer the highest level of cut resistance and comfort, as well as excellent grip and dexterity. Jackson Safety G60 level 3 Cut Resistant Gloves with Dyneema® Fiber are coated with polyurethane and offer protection against hand lacerations along with excellent dry and oil grip. Jackson Safety G60 level 2 Cut Resistant Sleeves are ideal for work environments that pose a risk of cuts, abrasions or burns. Kimberly-Clark Professional, www.kc-safety.com, (800) 346-GOKC. Circle 233
ISHN DECEMBER 2011
Magid Glove & Safety’s CutMaster® Aramax™ Sleeves offer double-ply cut resistance in a single-ply construction. They are machine-knit from Magid’s own Aramax and Aramax FR Yarns, consisting of a unique spinning technique and a special combination of para-aramid, fiberglass and synthetic fibers. Specially designed to wick moisture away from the skin and to allow more air transfer, these sleeves keep the wearer cool and comfortable even during long shifts. Magid Glove & Safety Mfg. Co. LLC, www. magidglove.com, (800) 444-8030. Circle 236
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PPE P
Space limits a complete listing of all 16 questions and, unfortunately, military website restrictions preclude a reference to access. Three of the 16 questions and implementation levels in areas of hazard posting, engineering noise controls and hearing protection are included below for a general sense of this concept. Most military unique references have been deleted and minor reconstruction of some levels was necessary to demonstrate this concept for private sector application. Each level should be understood to contain all positive factors in the level below it.
Hearing conservation checklists part 2
Evaluate levels of protection By DOUG OHLIN, PH.D.
Editor’s Note: This is the second of a two-part article. Part one appeared in the November issue and can be accessed under the PPE topic at www.ishn. com — “Get the ‘Stupid Stuff Right’.”
H
earing conservation program checklists abound on the Internet and in hearing conservation literature.1-4 Checklists designed for specific processes have also been established for audiometric monitoring. In Part I of this article series, it was shown how the expanded use of checklists in other areas, such as fitting earplugs, could become more relevant as additional functionality has created an increase in complexity. Examples and the virtues of a stratified checklist for overall program evaluation will be the subject of this article.
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Program evaluation Quantitative measures of standard threshold shift (STS) and noise measurements are used for evaluating program effectiveness, but do not provide qualitative information about the processes that contributed to these data outcomes. Most checklist questions for hearing conservation programs have a yes-or-no format about the presence of a program process or element. If answers to a question included a stratified format, a program manager could evaluate different levels of compliance or program implementation within a process. One version has been developed for the U.S. Army.5 The US Army Hearing Conservation Profile is a detailed checklist that includes 16 questions designed to identify areas of program strength and target areas for improvement. Histograms of the scoring levels of the 16 areas evaluated can provide an effective visual for presentations. They can also assist managers in setting goals, in monitoring program performance and helping to maintain an historical account of program performance.5
1) At what level (1, 2, 3, 4 or 5) are noise hazards posted?
Photo courtesy of 3M
Level 1 – Posting is almost nonexistent. Level 2 – Some posting is evident, but decals and signs are faded and/or obscured from view. Level 3 – All areas and equipment are posted with caution or danger signs that describe the potential hazard and measures to be taken. Signs are highly visible and positioned at entrances and on the periphery of potential noise-hazardous areas. The Occupational Noise Exposure Standard and Hearing Conservation Amendment are posted in all potential noise-hazardous areas. Applicable 85 dBA and 140 dBP contours are established. Level 4 – All decals and signs conform to Safety Color Markings, Signs and Tags Information Guide. Noise contours include double and single hearing protection demarcations. Signs are inspected periodically and routinely updated. Level 5 – The Global Information System or equivalent tool is used to develop color-coded noise maps. Employees are provided noise maps of their areas.
2) At what level (1, 2, 3, 4 or 5) are engineering noise controls implemented for new equipment or new facilities? Level 1 – Engineering controls are limited to plans for the routine maintenance of new equipment and facilities. Level 2 – Some specifications for new equipment and facilities have considered noise performance requirements, but the language is vague and generally ineffective. Level 3 – Specific noise performance criteria, e.g., 80 dBA or less at the operator’s head position, are included in specifications for new equipment or facilities. The overall program tolerates occasional deviations. Level 4 – Few noise hazards exist among new purchases and facilities. Industrial Hygiene personnel evaluate all new equipment and facilities after purchase. Level 5 – An aggressive “buy quiet” program is in effect. Management provides financial incentives (e.g., budgets are increased up to 10 percent for purchases of quieter equipment). Noise hazard abatement is an element in the performance standards of procurement personnel.
3) At what level (1, 2, 3, 4 or 5) is hearing protection available? Level 1 – Hearing protection availability is limited or non-existent in potential noise-hazardous areas. Instances of personnel being charged for hearing protection or individuals having to purchase their own hearing protection are evident. Hearing aids in the vented or the “on mode” or ear muffs with built-in
radios designed for recreational listening are used in place of or with approved hearing protectors. Level 2 – Approved hearing protectors are available; however, preformed (sized) earplugs are primarily maintained in noise-hazardous areas, but not all sizes are available. Choices from approved hearing protectors are limited by incomplete inventories. Level 3 – All sizes of preformed earplugs are maintained in sufficient inventories at medical locations and are issued with carrying cases. Approved foam earplugs and ear muffs are available in potential noise-hazardous areas. There is freedom of choice from approved hearing protectors unless medically or environmentally contraindicated. Personnel working or visiting designated noise-hazardous areas have hearing protection with them at all times. Level 4 – Replacement ear cushion seals are available in noise-hazardous areas. Individuals with special needs as the result of ear surgery or being a sizing outlier are accommodated. Level 5 – User considerations of comfort, ease of use, compatibility with other equipment and communication requirements are given equal weight to noise reduction characteristics in the selection and availability of hearing protectors. The descriptors listed above are intended as brief illustrations of a program’s functional level. Professional judgment is used in determining the response level. The response level that “best fits” may not always match the facility or workplace exactly or in literal detail.5
Conclusions Checklists could help institutionalized program processes and make hearing conservation programs less personality driven. They are not a silver bullet or a substitute for a dedicated and well-trained staff, but rather a tool for dealing with complexity and human frailty that will always be with us. Dr. Doug Ohlin (
[email protected]) is an audiologist who for 35 years served as a consultant to the U.S. Army Hearing Conservation Program. In his consultant capacity, he was Program Manager for Hearing Conservation at the U.S. Army Center for Health Promotion and Preventive Medicine, Chair of a Department of Defense Tri-Service Working Group for 13 years and a member of NORA, the National Occupational Research Agenda, for NIOSH. He is past president of the National Hearing Conservation Association and the Military Audiology Society. Dr. Ohlin is presently a member of the American National Standards Institute Working Group S12/ WG 11, a member of the Advisory Board to the National Research Center for Rehabilitative Auditory Research for Veterans Affairs and a contract consultant to 3M Company. REFERENCES 1. J. D. Royster and L. H. Royster, “Hearing Conservation Programs: A Practical Guide to Success,” Lewis Publishers, Inc., Chelsea, Michigan, 1990. 2. http://www.azrisk.state.az.us/UserFiles/PDF/checklists/ Hearing%20Conservation%20Checklist.pdf 3. http://www.cdc.gov/niosh/topics/noise/hearingchecklist.html 4. http://www.purdue.edu/rem/home/booklets/HCP.pdf 5. The US Army Hearing Conservation Data Profile was based on a commercial software application that is not available to reference.
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TRAINING
Competitio
41
Maximize retention and recall of training material By MARC RESNICK
H
ow many times have you been sitting in the back of the room in a classroom training seminar, checking your Blackberry under the table, praying for it to be over before you fall asleep? Did you learn anything? Well, when you got the final quiz, you were able to find the materials in the manual they handed out, so maybe you got everything you needed, right? Clearly, this is a horrible learning environment. The next time workers trained in this manner are faced with a safety decision to make or problem to solve, they will be at the mercy of their instincts. This needs to change. We need an environment that both draws the interest and attention of the attendees and maximizes their ability to retain and recall the material that is covered. This can be accomplished through the strategic use of competition. We all have experienced the visceral attraction of competition. But doing it in a way that facilitates learning is easier said than done. One caveat that I need to emphasize is that not all competition is good competition. There can be serious consequences for applying it ignorantly. This article will take you through the process of creating productive competition and tell you how to sidestep the danger points that you may face along the way.
Create productive competition First, think about how competition can improve the learning environment. There are really two reasons that competition works. The first is attention. We evolved to have an innate attraction to competition. We are curious to see who wins, even if we have no
When creating competing teams in a training environment, it is important to split up the shop floor teams.
To maximize the feelings of group identity and
A powerful tool Competition can be a powerful tool to improve the effectiveness of safety training. Some of these details may seem obvious, but hopefully I have presented you with some of the nuances and danger points that will allow you to design training competitions that increase learning, increase context-specific recall, and protect your work teams from dangerous competitive pressures that leave the training room.
Marc Resnick is the founder and senior consultant at Performance Solutions in Waltham, Mass. Performance Solutions provides strategic planning and assistance to small and midsize businesses in the areas of safety, training, ergonomics, workplace design, and productivity management. Marc has worked for over two decades with clients in travel and transportation, manufacturing, mining, hospitality and tourism, warehousing and retail. He can be reached at (305) 443-3765 or mresnick@ bentley.edu.
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competitive instincts, create teams that balance the talent and split up the existing work groups. Also, have each team give itself a name. This may sound trivial, but it significantly increases competitive feelings. I have found that two to four teams is ideal depending on the size of the total group. The phenomenon of loss aversion can be exploited by running the competition in streaks. A trainee gets to answer questions consecutively until they get one wrong. As they are on the hot seat, they get to hold a prop like a scepter or gavel. This can be selected based on the industry or the culture of the organization. The impulse for loss aversion means that the trainee on the hot seat will try extra hard to avoid having to give up this prop to another team. To facilitate the idea of streaks but still divide up the participation among the teams, you want to use questions that the trainee can answer correctly perhaps 50-75 percent of the time. Not so hard that streaks never develop but not so easy that one person can hog the prop the entire competition. Streaks also bring intensity, with everyone wondering when the trainee will get one wrong and “bust.” Game shows often use this technique to build excitement. It also helps to have multiple props and to design the competition into units or rounds so that several teams can leave with a prize. This ensures that the maximum number of trainees leave with the positive feelings of being a winner. It doesn’t have to be anything expensive; the value comes from success in the competition.
ISHN DECEMBER 2011
stake in the contest. If we do have a stake, it is an even more powerful draw. The twin cognitive phenomena of group identity and loss aversion create a sense where we affiliate with other members of our team and hate to lose, even when there are no consequences. When some kind of prize is on the line, it gets even stronger. But this is the first danger point. The last thing we want to do is create an enduring competition that bleeds (literally) into the work environment and decreases the collaboration among our work teams on the shop floor. I have even seen examples where workers prank or even sabotage each other outside of the training room because of competitive feelings that trickle out. When creating the competing teams in a training environment, it is important to split up the shop floor teams. This gives you competition in the seminar that doesn’t leave the room. It also makes the competition more friendly, because workers have some colleagues and friends playing for the other teams. Another benefit of the team format is that weak
performers don’t give up based on the assumption that they can’t win. If the teams are evenly matched, everyone feels like they can win. Close matches increase the excitement of the competition. Trainees are invested in every question. Either their team or a competing team is playing at any given time, so they can cheer for their own team members and against the others. The other reason that competition improves the learning environment is the reality that the most important and challenging safety decisions, when recalling the training materials is critical, are made under conditions of high arousal. Research has shown that it is easier to remember information when the stress during learning is about the same as the stress during recall. But here is the second danger point. It is more complicated than just equal levels of stress. Competition increases the release of adrenaline and cortisol, activating a part of the brain called the amygdala, which is important in memory. The amygdala is involved in the attachment of emotions and values to memory. So if the amygdala will be activated when the information is needed, it should also be activated when the information is learned. When creating the competitive environment, you want to make sure that the level of emotion is similar to when you expect the trained information to be needed the most. Basic information doesn’t require competitive training environments, but key safety decision-making and problem-solving — where workers will be making tradeoffs and value judgments — often does. And here’s the third danger point: Adrenaline and cortisol also activate another part of the brain called the hippocampus. The hippocampus is involved in two parts of memory. For about an hour, it helps to store new information. But after an hour, it switches to organizing and attaching the information to existing cognitive mental models so that it can be remembered later at the right time in the right place. So the competition should last no more than an hour. One effective method I have used is to conduct a two-hour training seminar either before lunch or at the end of the day. In the first hour, workers are provided with basic information that they need to remember or look up during normal calm facility operations. Then the second hour is competitive, where you drum in the critical decisions, problems and value tradeoffs. Using cases, scenarios and roleplaying during this competition makes it even more memorable. Then trainees have time off when the new learning can be consolidated.
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product
NEWS
ADDED TRACTION
Circle 238
New from Yaktrax, Traction 360° provides traction on wet and greasy floors. The unique design will ensure a secure fit on any type of footwear. Wear your favorite footwear with the added “Good Year” traction that provides slip resistance comparable to any slip-resistant footwear on the market. Implus Footcare, www.implus.com, (800) 446-7587. Circle 239
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LOCKOUT/TAGOUT SOLUTIONS At Airgas, we offer Brady’s complete line of lockout/tagout compliance solutions, and much more. With over 875 stores nationwide and thousands of sales reps, we can work with you one-on-one to make sure you have the lockout devices and safety tools to comply with OSHA’s lockout standards. Brady Corp., www.airgas.com, (800) 541-1686. Circle 238
HAZMAT TRANSPORTATION TRAINING Summit Training Source’s new online program, Transportation of Dangerous Goods, addresses the Transportation of Dangerous Goods Regulations in Canada by making sure employees understand that knowing how to transfer these materials safely can and will save lives. Summit’s program includes expert content, video, state-of the-art animation and utilizes real-life interactions based on scenarios presented in the course. Summit Training Source, www.safetyontheweb.com, (800) 842-0466. Circle 242
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PROTECTIVE EYEWEAR
Circle 246
NEW BALACLAVAS
SAFETY EYEWEAR
Ergodyne has expanded its N-Ferno® Warming Product Line to include four new N-Ferno® balaclavas. These additions further enhance the N-Ferno® balaclava collection, resulting in a full line of protection for any need or application. Providing warmth and comfort when battling winter elements, each model offers a unique set of features and benefits. Ergodyne, www.ergodyne.com, (800) 225-8238. Circle 240
Designed to look less like safety eyewear and more like popular, everyday glasses, Metro™ will help employers increase PPE compliance on the job. Metro offers a choice of four attractive frame colors that allow both men and women to express their personal style. All frames have a unique, polished appearance and come with a variety of lens options, including anti-fog and reflective mirror options. Gateway Safety, Inc., www.gatewaysafety.com, (800) 8225347. Circle 247
5S SHADOWBOARD
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Accuform’s version of a 5S shadowboard, Store-Boards™ are a vital aspect of the visual workplace and complement any 5S or lean initiative. Eliminate wasted time searching by showing employees exactly where tools should be found or replaced. Use legends for designated areas or to avoid cross-contamination. Accuform Signs, www.accuform.com, (800) 237-1001. Circle 241
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HARD HAT
FALL PROTECTION HARNESS
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Fallogic™ harnesses exceed ANSI standards by 30 percent, the manufacturer says, offering stronger, lighter products that resist abrasion and other jobsite elements. Other innovations include permanently attaching an E6 rated lanyard to the Maximus™ specialty harness rated for a 386-lb. weight limit, so the worker using the harness is always outfitted with the properly rated harness/ lanyard combination. U.S. Safety, www.ussafety.com, (800) 821-5218. Circle 243
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The Lifeline PRO automated external defibrillator (AED) provides professional responders with full manual control over shock energy and shock delivery. In manual mode, the ECG is clearly shown on the PRO’s large, brightly lit, high-resolution color display, and the user can select the energy level and decide when to initiate charge and shock. In AED mode, the PRO can display either an ECG or step-by-step video instructions for performing defibrillation, chest compressions and rescue breathing. Defibtech, www.defibtech.com, (203) 453-4507. Circle 245
Honeywell Safety Products has introduced MAX® Small earplugs, an extension to the flagship Howard Leight® MAX single-use earplug family. MAX Small’s reduced size offers people with smaller ear canals a more comfortable fit and high attenuation (NRR 30). MAX Small has the same bell shape and patented varied-cell polyurethane foam as the standard MAX earplug, though 20 percent smaller in geometry. Howard Leight/Honeywell Safety Products, www. howardleight.com, (800) 430-5490 . Circle 249
BIOMETRICS HARNESS
AUTOMATED EXTERNAL DEFIBRILLATOR
www.ishn.com ISHN DECEMBER 2011
Mike Rowe, host of Discovery Channel’s popular television show ‘Dirty Jobs,’ teamed up with Cat® Footwear to produce a signature series of work boots and shoes under the name ‘Mike Rowe Works by Cat Footwear.’ The series includes classic 6- and 8-inch work boots, a hybrid boot, as well as a rugged casual shoe option. Each style is made with the rugged quality materials that Cat is known for, with select styles available in steel toe versions. Cat Footwear, www.catfootwear.com. (800) 699-7375. Circle 244
Honeywell Safety Products has introduced the FibreMetal Roughneck P2A Hard Hat for extreme work environments. Through advanced design and materials, the Roughneck P2A delivers uncompromised protection in a lightweight design that ensures all-day comfort. Ideally suited for workers on construction sites and heavy industry jobsites such as steel plants, foundries, forges, fabrication shops and chemical plants, the Roughneck P2A is stronger and more durable than common high-density polyethylene (HDPE) cap shells. Fibre-Metal by Honeywell, www.fibre-metal.com, (800) 430-4110. Circle 248
SMALLER EARPLUGS
WORK BOOTS
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Encon Safety Products announced a new strategic agreement with Guard-Dogs Aggressive Eyewear®. This partnership will allow Encon® to market the Guard-Dogs Aggressive Eyewear® products, exclusively, in the industrial market segment, creating a wider brand presence and more innovative products for anyone exposed to a harsh work environment. Encon Safety Products, www.enconsafety.com, (800) 2836266. Circle 246
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RAE Systems’ groundbreaking BioHarness provides safety managers with real-time visibility into the physical status of personnel operating in high stress and extreme environments. By monitoring vital signs and interpreting data during situations of high stress, fatigue and danger, the BioHarness helps prevent health emergencies. The non-intrusive, lightweight chest-worn strap incorporates ECG (electrocardiogram), breathing rate, temperature, posture and activity sensors. RAE Systems,Inc., www.raesystems.com, (877) 723-2878. Circle 250
product Circle 251
43
NEWS
MULTI-GAS DETECTORS
ANTI-SLIP TAPE
Draeger has expanded its product portfolio of multi-gas detection devices for personal protection with the introduction of the new X-am 5600. Using infrared technology, the mobile device can measure up to six gases simultaneously. With its long lifespan and robust design, the X-am 5600 is ideal for use in the petrochemical industry, the utilities segment, and other industrial applications. Draeger Safety, Inc., www.draeger.us, (800) 858-1737. Circle 251
Shur-Step™ anti-slip tape from Pres-On® is now available in heavy-duty (60 grit) and general purpose (80 grit) designs. Low profile, high-strength and water resistant, Shur-Step tape features a self-adhesive backing that applies in seconds and adheres to any smooth, clean, dry surface. Finely ground abrasive particulates provide a sturdy footing, indoors or outdoors. Pres-On, www.preson.com, (800) 690-8025. Circle 257
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SOUND LEVEL METER INTERNAL HUD
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MSA’s new M7 I-HUD Receiver for FireHawk® M7 Air Masks is worn on the inside of the facepiece, with 40 percent weight reduction compared to MSA’s external HUD. New LED light patterns enhance safety and security; unit syncs with SCBA upon startup and withstands brief water splash and submersion. Easy to install and remove. MSA, www.msanorthamerica.com, (800) MSA-2222. Circle 252
The CEL-630 Sound Level Meter from Casella CEL simplifies the task of measuring workplace and environmental noise. It provides the operator with simultaneous overall average decibel level results along with a time history record of the noise level with one-second resolution, as well as a frequency breakdown (spectrum) to further quantify specific noise hazards. Casella CEL, www.casellausa.com, (800) 366-2966. Circle 258
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PROTECTIVE IPAD CASE The Pelican i1075 HardBack™ case is designed as watertight/ crush-resistant armor for the iPad and iPad 2. Circle 253 Developed in a unique partnership between Pelican and BMW Designworks, the case fits in most soft bags and features a special molded foam system designed to protect and secure the iPad or iPad 2, along with an Apple Bluetooth wireless keyboard, a power adapter, ear buds and download cables. Pelican Products, Inc., www. pelican.com, (800)473-5422. Circle 253
OSHA TRAINING GUIDE The new edition of the OSHA Training Guide features the most current safety trainCircle 254 ing information, compiled and explained in everyday terms. The latest edition includes a new training module on confined spaces, with regulatory requirements, tips, misconceptions, and more for trainers, along with handouts, quizzes, and Toolbox “refresher” meeting materials for trainees. Blue Gavel Press, www.bluegavel.com, (800) 417-2669. Circle 254
The Complete Lockout/Tagout Solution Get your lockout/tagout solutions and much more from Airgas!
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You’ll find lockout/tagout compliance solutions and a whole lot more with Airgas®... including: • 1,100 locations including more than 875 stores nationwide • 1,300 dedicated sales personnel including 250 safety specialists providing outstanding one-on-one service • More than 850 leading safety manufacturers • Six strategically located National Distribution Centers
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or visit www.airgas.com
AREA LIGHT & SPOTLIGHT FoxFury Lighting Solutions has upgraded its 4000 torch lumen Nomad 4000 LED Area-Spot Light, which is 400 lumen brighter than the Nomad 3600 released last Circle year. The cordless and rechargeable Nomad 255 is a portable area light and spotlight that can travel to and function in places where other scene lights cannot. FoxFury Lighting Solutions, www. foxfury.com, (760) 945-4231. Circle 255
FLAME-RESISTANT FABRIC
ISHN DECEMBER 2011
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FOR FREE INFO
www.ishn.com
DuPont Protection Technologies and Milliken & Company have launched DuPont™ Nomex® CXP® fabric by Milliken, an inherently flame-resistant material that helps protect against Circle 256 both fire and electric arc flash threats. The patented technology consists of CXP® fabric by Milliken that uses DuPont™ Nomex®, an inherently flame-resistant fiber and is used for supplemental personal protective apparel. DuPont Protection Technologies, www. dupont.com and Milliken, www.milliken.com. Circle 256
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ADVERTISER
index
RS
Company
page
110,11,12,13
3M www.3M.com
9,19,33,48
24
Accuform www.accuform.com
219
This index is published as a courtesy to our readers. No responsibility is assumed for errors or omissions.
RS
Company
page
RS
Company
27
Ergodyne www.ergodyne.com
7
212
GKR Industries Inc. www.gkrindustries.com
Airgas www.airgas.com
43
116
Haws Co. www.axioneyepod.com/ishn
ASSE www.asse.org
37
208
10,11
31
30
Physio-Control Inc. www.crpluspower.com
23
22
210
RUD Chain www.rudchain.com
24
3
214
Scaffold Training Institute www.scaffoldtraining.com
30
Heat Trak www.heattrak.com
20
110
Scott Health & Safety www.scottindustrialsafety.com
29
21
Honeywell Safety Products www.artandscienceofsafety.com
17
216
SE International Inc. www.seintl.com
36
8
19
Honeywell Safety Products, Sperian and North 13 www.honeywellsafety.com
205
Sensidyne www.sensidyne.com
8
91
Banom www.banom.com
206
Blue Water Manufacturing www.bluewater-mfg.com
220
Board of Certified Safety Professionals www.bcsp.org
30
18
Howard Leight by Honeywell www.howardleight.com/veripro
2
222
Skechers www.skechers.com
37
29
Capital Safety www.capitalsafety.com
27
201
Implus Footcare LLC www.implus.com
5
217
Therm Omega Tech Inc. www.thermomegatech.com
36
202
Carnie Cap www.carniecap.com
5
203
Lewis Safety Knife Co. www.sealomatic.com
6
207
TSI Inc. www.tsi.com/roadshows
18
219
Checkers Industrial Safety Products www.cableprotector.com
5
211
Lincoln Electric www.lincolnelectric.com
24
127
Westex www.westex.com
21
213
Columbia Southern University www.columbiasouthern.edu/ishn
6
218
Martor USA www.martorusa.com
36
66
Wiley X Eyewear www.wileyx.com
25
14
Draeger www.draeger.com/sensorsavings.com
4
22, 79
Moldex www.moldex.com
215
DSM Dyneema www.gloves.dyneema.com
204
Pacific Handy Cutter www.go-phc.com
RANDY GREEN, Publisher East/West/Southeast Advertising Manager (800) 837-7370 ext. 3, (248) 244-6498 Fax: (248) 244-6439, E-mail:
[email protected] DAVE JOHNSON, Associate Publisher/Editor (610) 666-0261; E-mail:
[email protected] DONAS BRADFORD, Central/Middle Atlantic Advertising Manager (630) 631-4902; Fax: (248) 786-1397 E-mail:
[email protected] LYDIA STEWART, Classified Advertising (248) 758-0137; Fax: (248) 758-0138 E-mail:
[email protected]
32
NICOLE KIRSCHNER, Art Director MAUREEN BRADY, Managing Editor (610) 409-0954; E-mail:
[email protected] MAUREEN PARAVENTI, Assistant Editor (248) 786-1667; E-mail:
[email protected] VINCE MICONI, Production Manager (248) 244-6254; Fax: (248) 244-6439 E-mail:
[email protected] KEVIN HACKNEY, Marketing JILL BUCHOWSKI, Audience Development Manager STACEY NOOCHA, Multimedia Coordinator JILL DEVRIES, Reprints (248) 244-1726; E-mail:
[email protected]
15, 47
List Rental customers, please contact: Postal: Kevin Collopy, 800-223-2194 x684;
[email protected] Email: Michael Costantino, 800-223-2194 x748;
[email protected]
RITA M. FOUMIA, Corporate Strategy MICHAEL T. POWELL, Creative LISA L. PAULUS, Finance ARIANE CLAIRE, Marketing BETH A. SUROWIEC, Clear Seas Research
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CORPORATE DIRECTORS JOHN R. SCHREI, Publishing
VINCE MICONI, Production
ANSI/ASSE A10.8-2001 Safety Requirements for Scaffolding
ANSI/ASSE Z15.1-2006 Safe Practices for Motor Vehicle Operations
28
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NIKKI SMITH, Directories MARLENE J. WITTHOFT, Human Resources SCOTT KRYWKO, IT
INDUSTRIAL SAFETY & HYGIENE NEWS (ISSN 8755-2566) is published 12 times annually, monthly, by BNP Media II, L.L.C., 2401 W. Big Beaver Rd., Suite 700, Troy, MI 48084-3333. Telephone: (248) 362-3700, Fax: (248) 362-0317. No charge for subscriptions to qualified individuals. Annual rate for subscriptions to nonqualified individuals in the U.S.A.: $115.00 USD. Annual rate for subscriptions to nonqualified individuals in Canada: $149.00 USD (includes GST & postage); all other countries: $165.00 (int’l mail) payable in U.S. funds. Printed in the U.S.A. Copyright 2011, by BNP Media II, L.L.C. All rights reserved. The contents of this publication may not be reproduced in whole or in part without the consent of the publisher. The publisher is not responsible for product claims and representations. Periodicals Postage Paid at Troy, MI and at additional mailing offices. POSTMASTER: Send address changes to: INDUSTRIAL SAFETY & HYGIENE NEWS, P.O. Box 2149, Skokie, IL 60076. Canada Post: Publications Mail Agreement #40612608. GST account: 131263923. Send returns (Canada) to Pitney Bowes, P.O. Box 25542, London, ON, N6C 6B2.
ANSI/ASSE Z359.12-2009 Connecting Components for Personal Fall Arrest Systems
Change of address: Send old address label along with new address to INDUSTRIAL SAFETY & HYGIENE NEWS, P.O. Box 2149, Skokie, IL 60076. For single copies or back issues: contact Ann Kalb at (248) 244-6499 or
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45
classifieds
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An advertising section for positions available, equipment for rent, equipment for sale, consultants, business services, computers & software and training
SOFTWARE
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Complies with OSHA 1910.23(e)(8). Powder Coated or Galvanized Finish.
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Sound & Vibration Instruments and Services for the Health and Safety Professional O Instrumentation sales and rental O NIST/NVLAP Accredited calibrations O Dosimeters for noise and human-body vibration O Hand-arm vibration meters O Survey meters O Octave- and 1/3 octave-band analyzers O FFT analyzers O Noise warning signs O Noise and vibration control engineering 6430c Dobbin Rd Columbia, MD 21045 Phone: (800) 224-3813 Fax: (410) 290-9167 www.scantekinc.com O
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INSTRUMENT CALIBRATION All brands All types O NIST/NVLAP accredited calibration O Fast turn-around at no extra charge O Before and after data at no additional charge O O
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Protect your two most valuable resources, your people and your merchandise. Whether you’re cutting cardboard, tape, strapping, shrink or plastic wrap, or a variety of other packing materials, the Safety Knife Company offers protection for all your cutting needs.
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46
industry
B BRIEFS
Awards
Ergodyne has been named the 2011 InCom Vendor of the Year by Do it Best Corp. at their recent October market in Indianapolis, Ind. DuPont Protection Technologies announced Joel Turner, Robert Maddox, Dennis Rains and James White as winners of the DuPont™ Tyvek® “Dirty Work” Photo Contest. The online contest demonstrated the many ways in which workers use Tyvek® garments to help keep safe and clean on the job. Check out all the entries at www.tyvekphotocontest. dupont.com. Industrial Scientific’s marketing team was present two Golden Triangle Awards (an Award
of Excellence and an Award of Honor) by IABC/ Pittsburgh, the regional chapter of the International Association of Business Communicators. Popular Science magazine named 3M™ Kind Removal Silicone Tape and 3M™ Noise Indicator NI-100 among its top 100 most innovative, high-quality and revolutionary ideas as part of the publication’s 24th annual “Best of What’s New Awards.”
HeartSine® Technologies, Inc., a world leader in personal and public access defibrillators, has launched a new global website at www.heartsine.com. PureSafety, a leading provider of workforce health and safety software, has ranked for the fourth consecutive year on Deloitte’s Technology Fast 500 list of the fastest growing technology, media, telecommunications, life sciences and clean technology companies in North America.
Businesses
Movements
Tilsatec North America has launched a new website at www.tilsatec-rhino.com. The site showcases the entire Rhino™ range of ANSI Level 4 & 5 cutresistant gloves and sleeves.
Haws Corporation® announced the addition of its new marketing director, Wayne Wilson. Mike Franz has joined Hilco as director of product marketing for Rx industrial safety eyewear.
events january Math Review, January 29, Las Vegas, NV, American Society of Safety Engineers, (847) 699-2929, www. seminarfest.org Corporate Safety Management, January 29-31, Las Vegas, NV, American Society of Safety Engineers, (847) 699-2929, www.seminarfest.org
P
R
E
S
E
N
T
Managing the Business Aspects of Safety, January 29-31, Las Vegas, NV, American Society of Safety Engineers, (847) 699-2929, www.seminarfest.org
S
Safety Management I, January 29-31, Las Vegas, NV, American Society of Safety Engineers, (847) 699-2929, www.seminarfest.org ASP Certification Preparation Workshop, January 30February 1, Las Vegas, NV, American Society of Safety Engineers, (847) 699-2929, www.seminarfest.org
february Safety Management II, February 1-2, Las Vegas, NV, American Society of Safety Engineers, (847) 699-2929, www.seminarfest.org
January 29-February 4, 2012 www.SeminarFest.org
Delivering a High-Performance Safety Management System, February 1-2, Las Vegas, NV, American Society of Safety Engineers, (847) 699-2929, www.seminarfest.org Reducing Losses from Occupational Health Risks & Environmental Exposures, February 2-4, Las Vegas, NV, American Society of Safety Engineers, (847) 699-2929, www.seminarfest.org CSP Certification Preparation Workshop, February 2-4, Las Vegas, NV, American Society of Safety Engineers, (847) 699-2929, www.seminarfest.org CHST Certification Preparation Workshop, February 2-4, Las Vegas, NV, American Society of Safety Engineers, (847) 699-2929, www.seminarfest.org
LAS VEGAS, NEVADA ISHN DECEMBER 2011
www.ishn.com
60 seminars and workshops on essential SH&E topics Earn up to 5.0 CEU in one week Network with experts and peers Sponsored by
OHST Certification Preparation Workshop, February 2-4, Las Vegas, NV, American Society of Safety Engineers, (847) 699-2929, www.seminarfest.org
march Math Review, March 11, Las Vegas, NV, American Society of Safety Engineers, (847) 699-2929, www. seminarfest.org ASP Certification Preparation Workshop, March 12-14, Las Vegas, NV, American Society of Safety Engineers, (847) 699-2929, www.seminarfest.org Safety Management I, March 12-14, Las Vegas, NV, American Society of Safety Engineers, (847) 699-2929, www.seminarfest.org Safety Management II, March 15-16, Las Vegas, NV, American Society of Safety Engineers, (847) 699-2929, www.seminarfest.org CSP Certification Preparation Workshop, March 15-17, Las Vegas, NV, American Society of Safety Engineers, (847) 699-2929, www.seminarfest.org
Hard to Wear.
Easy to Wear. Let’s face it...some respirators are as comfortable as medieval armour. But now, with the new 7000 half mask and 9000 full face series, respiratory protection has never felt so easy. Unlike others, the 7000/9000 feature lighter weight, fewer parts, less maintenance, wider field of vision, easier cartridge attachment, and are completely PVC-Free and free of metal parts. All this at an economical price. Compliance just got a whole lot easier. Sleek, simple, comfortable protection that’s just plain EASY TO WEAR. To see what the buzz is all about, visit www.moldex.com or call (800) 421-0668. CIRCLE 22
FOR FREE INFO
A
Revolutionary Re evolutionary evo 3M is a trademark of 3M Company. © 2011 3M. All Rights Reserved.
Advance in Respiratory Protection
The 3M™ Ultimate FX Full Facepiece Reusable Respirator FF-400 3M’s most rugged facepiece, designed to provide you flexibility in your X-treme environments. Engineered to deliver maximum comfort with a wide field of view, the Ultimate FX FF-400 respirator features a soft, silicone nose cup and a large lens that allows for superior peripheral vision. It’s also the only respirator with 3M’s unique Scotchgard™ Protector, which helps the lens resist dirt, paint and stains, and makes it easier to clean. Plus, the 3M™ Cool Flow™ Valve helps reduce heat and moisture buildup inside the facepiece. For more information about this product, visit 3M.com/UltimateFX. CIRCLE 10
FOR FREE INFO
