OSHA CHAPTER 5 INCIDENTS PREVENTION

STUDENT NAME ANGELINA A/P SINAPPAN MUHAMAD REDZUAN BIN MOHD TAKHIUDIN NURUL AFIFAH BINTI ATAN MUHAMMAD ZULFAHMIE BIN ABD RAHIM

DIP2C10DIP10F2059
10DIP10F2067 10DIP10F2073 10DIP10F2079 10DIP10F2081

ID NUMBER

NOORAZREEN BINTI ODEN

5.0 INTRODUCTION INCIDENT PREVENTION

awareness that the loss due to accidents can be prevented or minimized must be emphasized in the organization. every accident that occurs wherever the slightest that eventually will lead to losses incurred by the employer and employee. prevention of the incidence of accidents so would benefit the organization

5.1 CONCEPT OF INCIDENT

INCIDENT - An incident is an unexpected, unplanned event in a sequence of events, that occurs through a combination of causes, it result in physical harm (injury or disease) to an individual, damage to property, near misses, a loss, or any combination of these effect

5.1.1 DEFINE INCIDENT

Any unplanned incident.

5.1.2 DEFINE ACCIDENT

Unplanned incident that can cause an
accident / injury.

5.2 CAUSES OF INCIDENT

Unguarded machine
Chemical spill

Broken Tools

Fails to enforce

INCIDENT CAUSES

Untrained worker

Fails to train Ignore a hazard

To much work

5.2.1 TYPES OF INCIDENT

Type 1 This type of incident is the most complex, requiring national resources to safely and effectively manage and operate. All Command and General Staff positions are activated. Operations personnel often exceed 500 per operational period and total personnel will usually exceed 1,000. Branches need to be established. The agency administrator will have briefings, and ensure that the complexity analysis and delegation of authority are updated. Use of resource advisors at the incident base is recommended. There is a high impact on the local jurisdiction, requiring additional staff for office administrative and support functions.

Type 2 This type of incident extends beyond the capabilities for local control and is expected to go into multiple operational periods. A Type 2 incident may require the response of resources out of area, including regional and/or national resources, to effectively manage the operations, command, and general staffing. Most or all of the Command and General Staff positions are filled. A written IAP is required for each operational period. Many of the functional units are needed and staffed. Operations personnel normally do not exceed 200 per operational period and total incident personnel do not exceed 500 (guidelines only). The agency administrator is responsible for the incident complexity analysis, agency administrator briefings, and the written delegation of authority.

Type 3 When capabilities exceed initial attack, the appropriate ICS positions should be added to match the complexity of the incident. Some or all of the Command and General Staff positions may be activated, as well as Division/Group Supervisor and/or Unit Leader level positions. A Type 3 Incident Management Team (IMT) or incident command organization manages initial action incidents with a significant number of resources, an extended attack incident until containment/control is achieved, or an expanding incident until transition to a Type 1 or 2 team. The incident may extend into multiple operational periods. A written IAP may be required for each operational period.

Type 4 Command staff and general staff functions are activated only if needed. Several resources are required to mitigate the incident. The incident is usually limited to one operational period in the control phase. The agency administrator may have briefings, and ensure the complexity analysis and delegation of authority are updated. No written Incident Action Plan (IAP) is required but a documented operational briefing will be completed for all incoming resources. The role of the agency administrator includes operational plans including objectives and priorities.

Type 5 The incident can be handled with one or two single resources with up to six personnel. Command and General Staff positions (other than the Incident Commander) are not activated. No written Incident Action Plan (IAP) is required. The incident is contained within the first operational period and often within an hour to a few hours after resources arrive on scene. Examples include a vehicle fire, an injured person, or a police traffic stop.

5.2.2 Unsafe Act

Performance of a task or other activity that is conducted in a manner that may threaten the health and/or safety of workers. Examples are : Operating without qualification or authorization. Operating equipment at unsafe . Failure to warn. Using defective equipment Working in hazardous locations without adequate protection or warning. Wearing unsafe clothing. Taking an unsafe position.

5.2.3 Unsafe Conditions

A condition in the work place that is likely to cause property damage or injury. Examples are : Defective tools, equipment, or supplies. Fire and explosion hazards. Inadequate supports or guards. Poor housekeeping. Hazardous atmospheric condition. Excessive noise. Poor ventilation.

5.3.1 Identify Hazards

1. 2. 3. Walk around your workplace and look at what could reasonably be expected to cause harm. Ask your employees or their representatives what they think. They may have noticed things that are not immediately obvious to you. Check manufacturers instructions or data sheets for chemicals and equipment as they can be very helpful in spelling out the hazards and putting them in their true perspective. Have a look back at your accident and ill-health records these often help to identify the less obvious hazards. Remember to think about long-term hazards to health (eg high levels of noise or exposure to harmful substances) as well as safety hazards.

4.

5.

5.3.2.Risk Assessment
Is the process of evaluating the risk to safety & health from hazards at work Types - Qualitative - Semi-quantitative - Quantitative

How To Assess Risk

1) Look for the Hazards 2) Decide who might be harmed & how 3) Evaluate the risk and check what is done to prevent it from happening 4) Record finding 5) Review assessment and revise it if necessary

The Process of Risk Management

Classify Activities (Work, Product, Services) Identify Hazard Assess The Risk Risk Control Review Risk Control

Risk Assessment
Is the process of evaluating the risk to safety & health from hazards at work Types - Qualitative - Semi-quantitative - Quantitative

How To Assess Risk

1) Look for the Hazards 2) Decide who might be harmed & how 3) Evaluate the risk and check what is done to prevent it from happening 4) Record finding 5) Review assessment and revise it if necessary

Types of Risk Assessment

Qualitative - (Use Risk Matrix) -table scales for likelihood and severity Fatality Major injuries Minor injuries First aid or near misses

Types of Risk Assessment

Based on statistic Likelihood Very likely Likely Unlikely Highly Unlikely

Qualitative Risk Table

Likelihood Severity V/Likely Fatality Major Injuries High High Likely High High Unlikely High Medium H/Unlikely Medium Medium

Minor Injuries
First Aid/ N/misses

High
Medium

Medium
Medium

Medium
Low

Low
Low

Semi-Quantitative Risk Assessment

Severity Categories 1. First Aid 2. Less than 4 days M/C 3. More than 4 days M/C 4. Fatality & Permanent Disability

Semi-Quantitative Risk Assessment

Likelihood Occurrence 1. Yearly 2. Monthly 3. Weekly 4. Daily

Semi-Quantitative Risk Table

LIKELIHOOD

S E V E R I T y

Yearly

Monthly Weekly

Daily

1
First Aid < 4 Days MC > 4 Days MC Fatality & Permanent Disability 1 2 3 4 1 2 3 4

2
2 4 6 8

3
3 6 9 12

4
4 8 12 16

Quantitative Risk Assessment

In cases where hazards are numerous and complex eg; Chemical process plant Should have Job Safety Analysis (JSA) - describe job in less than 10 steps - List things that can go wrong
- eg; Changing a Car Wheel

Actions & Recommendations

EL- Eliminate SL- Substitute ISIsolation EC- Engineering Control AC Administration Control PPE- Personal Protection Equipment

Actions & Recommendations

Eg; EL - stop work, cover hazard SL - use other route, other material.. IS - put up temporary barrier, EC - construct permanent wall,.. AC - put up notice, job rotation, PPE - gloves, respirator,

Risk control plan Following assessment, a plan to control the risk must be developed. This is generally done at the same time as the risk assessment, by the same people. You need to consider how to control the risks and how this could impact on service delivery.
Priorities The risk assessment will have identified the highest risks and these must be dealt with first. However, if a low priority hazard can be easily fixed, it should still be fixed immediately. Where possible, eliminate the risk Your first preference should always be to eliminate the risk entirely, rather than just minimise it, and this is required by law. For example, rather than transferring a client between wheelchair and vehicle, use a wheelchair taxi for transport.

Hierarchy of control Legislation specifies a hierarchy of control which should be considered when planning risk control measures. The higher up the hierarchy, the more effective the control. You should always start at the top and work your way down the hierarchy. And remember, sometimes the best solution may need more than one control. Administrative controls and personal protective equipment must be used in combination with other controls. The table below shows the hierarchy of control, a description of the controls and examples of how they may apply in the home care setting. Example 1 is for showering a client and example 2 is for cleaning a shower.

Risk Control Action 1. Eliminate the hazard

Description No longer carry out the task

Option/example 1 not shower client

Option/example 2 not clean the shower

If this is not practical then Substitute the hazard giving rise to the risk with one that presents a bed-bathe or sponge the client lesser risk If this is not practical then shower the client in another accessible room until the hazard is resolved

2. Substitute for a lesser risk

use a safer / less toxic cleaning product

3. Isolate the hazard from the Separate the hazard in time or person at risk space from the person at risk.

leave the bathroom to air after applying the shower cleaner

If this is not practical then

4. Use engineering controls

Physical changes to equipment or the environment e.g. redesign, ventilation

modify the shower for level access, Install an exhaust fan to increase shower the client on a shower ventilation when cleaning the commode chair, use a hand shower shower

If this is not practical then Changing work methods, write a procedure on how to 5. Use administrative controls organisation of tasks, review work shower the client safely, train routines, training workers in the procedure If this is not practical then Least effective. Use in combination wear gloves, non- slip shoes, apron wear gloves and a mask to clean with other controls. when showering client shower provide material safety data sheet, train workers in safe use of chemical

6. Use personal protection

Personal protective equipment Using personal protective equipment (PPE) is the least effective means of controlling risks and should always be used in conjunction with other controls. PPE must be kept in good condition and always worn/used correctly. Examples of PPE used in the sector are included here. personal protective equipment examples.

Document the risk control plan You must come up with a plan such as this for implementing the controls and document your plan. Include: the actions required to get the controls in place who is responsible for the actions time frames to do the actions date to review the risk control We suggest you consider risk control options in terms of quick-fix and long-term solutions. If you choose a quick-fix, you should always consider whether further action is needed to control the risk for the long term. Similarly, if you choose a long-term solution, you should consider if there is a quick-fix that may be implemented quickly to allow service delivery to continue in the meantime.

Constraints to risk control Risk control constraints should also be identified and considered when completing the risk control plan, including: time required for managing client/staff understanding and acceptance of changes client compliance with controls, or capacity to comply access to, trial and purchase of, large items of mobility and personal care equipment time frames for environmental modifications access to staff for training access to specialists/experts for risk assessment and control advice in risk areas such as manual handling, challenging behaviours