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Chapter_27_and_29.docx-Chapter 27: Safety analysis and prevention

Chapter 23: Computers, Automation, and robots Impact of automation in the workplace  Automation is having the following eﬀects on workers: o Increasing the level of stress on workers, supervisors, and managers. o Eliminating some traditional blue-collar jobs that cause morale problems and decrease employee loyalty. o Making workers feel a loss of control and the onset of helplessness and powerlessness.  Development of a special curriculum known as robot medicine in Japan acknowledges the connection between emerging technology and stress. o Oﬀered to industrial doctors by the University of Occupational and Environmental Health, Japan. (why Japan, the population is getting older at a faster right than there are young people) Human robot interaction What makes robots more potentially dangerous than other machines can be summarized as follows:  Their ability to acquire intelligence through programming.  Flexibility, range of motion, speed of movement & power. The modern factory is moving toward the following:  Workers will supervise machine systems rather than interact with individual pieces of production equipment.  Workers will communicate with machines via VDTs on which complex information will be displayed.  Workers will be supported by expert systems for fault identiﬁcation, diagnosis, and repair.  Robots and other intelligent computer-controlled machines will play an increasingly important role in modern industry. Health/safety problems According to experts, the principal hazards associated with robots are:  Being struck by a moving robot while inside the work envelope.  Being trapped between a moving part of a robot and another machine, object, or surface. The only logical reason for a worker to enter the work envelope of an engaged robot is to teach it a new motion.  Many robots use a mode of operation called teach mode . o Unique among industrial equipment as regards safeguarding. o In the teach mode, an operator may be required to place himself within the operating range of the robot to program its movements within very close tolerance parameters.  Teach mode is where the highest degree of hazard exists. Minimizing the Safety/Health Problems of Robot Strategies for minimizing robot hazards:  Ensure a glare-free, well-lighted robot site.  Keep ﬂoors in/around the robot clean & free of obstruction so workers do not trip or slip into he work envelope.  Keep the robot site free of associated hazards such as blinding light from welding machines or paint booth vapors  Equip electrical/pneumatic components with covers/guards.  Clear the work envelope of all nonessential objects and make sure safeguards are in place before starting.  Apply lockout and proper test procedures before entering the work envelope.  Remove and account for all tools and equipment used to maintain the robot before starting it. Industrial medicine and robots  Maladaptation to an automated environment can manifest itself as: o An urge to quit work or a drop in work performance. o Fatigue; problems with human relations. o Social pathological phenomena such as drug use or crime. o Mood swings; a loss of motivation; and accidents.  Some recommendations for improving interaction of humans and robots, computers, & other automated machines in the high-tech workplace: o Match the human system and the computer system.  Position machine systems as human-supportive systems. o Adapt human–computer interaction to human use. o Allow suitable rest periods for automated equipment users. o Free people from hazardous, dirty, and harmful jobs. o Expand human contact. Technological alienation  Some workers have come to resent the impact of automated technology on their lives, a concept is known as technological alienation. o Powerlessness is the feeling that workers have when they are not able to control the work environment.  Powerless workers may feel that they are less important than the technology, and that they are expendable. o Meaninglessness is the feeling that workers get in jobs so specialized & technology dependent they cannot see the meaning in their work as it relates to the ﬁnished product. o Normlessness is the phenomenon in which people in a highly automated environment can become estranged from society.  Normless people lose sight of societies, norms, rules, etc. o Mindlessness is the result of the process of "dumbing down" the workplace. o Mindlessness on the job can lead to an increase in alcoholism, drug abuse, theft, work-related accidents, absenteeism, sick leave abuse, turnover rates, etc. Minimizing the problems of automation A sociotechnical system theory for doing this has been developed, which consists of the following:  Variance control, boundary location, work group organization, management support, design process, and quality of work life.

MANA | 445 | Health and Safety Management | lecture notes | Chapter 23: Computers  Automat

Chapter 2: Organizational learning Introduction Organizations that are going to thrive and be globally competitive need to embrace a culture where learning is fostered , and is experimented with at all levels in the organization Organizational learning Everyone is learning something. The sum of the learning of all of the employees Senge (author The Fifth Discipline: The Art and Practice of the Learning Organization) Learning organization Organizational learning is learning that actually results in improvements. Anticipating the future Senge’s five disciplines to becoming a learning organization Individuals that are always in a learning mode Picture and vision of the future everyone can agree on Images and assumptions people have about themselves and the world, how they influence their behaviour Dialogue, discussion and thinking together Viewing the organization as a whole and being able to see and understand how its parts are interrelated (viewed as integrating the other four disciplines) A process of creang, diﬀusing, and applying knowledge in organizaons A process of creang, diﬀusing, and applying knowledge in organizaons Focuses on systems used to create and distribute knowledge Focuses on systems used to create and distribute knowledge A dynamic process of creang and sharing knowledge A dynamic process of creang and sharing knowledge Creates, acquires, organizes, shares, and retains informaon and knowledge Creates, acquires, organizes, shares, and retains informaon and knowledge Uses new informaon and knowledge to change its behaviour in order to achieve its objecves and improve its eﬀecveness Uses new informaon and knowledge to change its behaviour in order to achieve its objecves and improve its eﬀecveness Is able to transform itself by acquiring and disseminang new knowledge and skills organizaon- wide and at all levels Is able to transform itself by acquiring and disseminang new knowledge and skills organizaon- wide and at all levels Personal M astery Building a Shared Vision M ental M odels Team Learning System s Thinking Vision Culture Learning dynamics and systems Knowledge management and infrastructure Principles of learning organization Dimensions of learning organization Vision : a clear vision of the organization’s strategic direction, business goals and learning Culture : a culture that supports risk taking, experimentation, and learning Learning dynamics: employees are expected to manage their own learning, provided with formal and informal learning opportunities, supervisors as coaches Knowledge management : learn from own experience, competitors, customers and experts. Information and knowledge is available to those who need it Learning culture  Learning culture refers to the attitudes and practices within the organization regarding the importance placed on organizational learning and employee development  Organizations with strong learning cultures spend more on training and report better performance on a number of dimensions Knowledge Knowledge is information that has been edited, put into context, and analyzed in a way that makes it meaningful and therefore valuable to an organization Explicit knowledge: things that you can buy or trade such as patents or copyrights and other forms of intellectual property Tacit knowledge: knowledge that is learned from experience and insight, and has been defined as intuition, know-how, little tricks, and judgment (80%) Everybody is considered a learner People learn from each other Learning is part of a change process Connuous formal and informal learning Learning is an investment Sum of what is known; a body of truths, informaon, and principles • Synthesis of informaon—facts, theories, and mental representaons • Can be found in employee minds or transferred/stored in organizaon systems • Can be tacit or explicit

MANA | 444 | Training and Development | lecture notes | Chapter 2: Organizational lear

Chapter 3: Theories of Accident Causation Laws & Regulations: Canadian Perspective Accident Causation  Each year, work-related accidents cost almost $50 billion in lost wages, medical expenses, insurance costs, and indirect costs.  The number injured in industrial place accidents in a typical year is 7,128,000. o 3 per 100 persons per year.  There is an accidental workplace death about every 51 minutes, and one injury every 19 seconds.  Why do accidents happen? o To prevent accidents we must know why they happen. Domino Theory of Accident Causation  After studying 75,000 industrial accidents, Herbert W. Heinrich of Travelers Insurance concluded in the 1920s, that 88% of industrial accidents are caused by unsafe acts committed by fellow workers.  Heinrich’s study laid the foundation for his Axioms of Industrial Safety, and his now outdated domino theory of accident causation o Some of today’s more widely accepted theories can be traced back to Heinrich’s theory. Heinrich’s 10 Axioms of Industrial Safety 1. Injuries result from a completed series of factors, one of which is the accident itself. 2. An accident can occur only as the result of an unsafe act by a person and/or a physical or mechanical hazard. 3. Most accidents are the result of unsafe behavior by people. 4. An unsafe act by a person or an unsafe condition does not always immediately result in an accident/injury. 5. Reasons why people commit unsafe acts can serve as helpful guides in selecting corrective actions. 6. Severity of an accident is largely fortuitous, and the accident that caused it is largely preventable. 7. The best accident prevention techniques are analogous with the best quality and productivity techniques. 8. Management should assume responsibility for safety because it is in the best position to get results. 9. The supervisor is the key person in the prevention of industrial accidents. 10.In addition to the direct costs of an accident (for example, compensation, liability claims, medical costs, and hospital expenses), there are also hidden or indirect costs. According to Heinrich, there are ﬁve factors in the sequence of events leading up to an accident:  Ancestry and social environment - character traits that lead people to behave in an unsafe manner can be inherited, or acquired as a result of social environment.  Fault of person - negative traits, inherited or acquired, are why people behave in an unsafe manner and why hazardous conditions exist.  Unsafe act/mechanical or physical hazard – acts by people, and mechanical/physical hazards are the direct causes of accidents.  Accident - typically, injury accidents are caused by falling or being hit by moving objects.  Injury - typical injuries resulting from accidents include lacerations and fractures. o Injuries are caused by the action of preceding factors. o Removal of the central factor (unsafe act/hazardous condition) negates the action of the preceding factors and prevents accidents and injuries. Human Factors Theory of Causation Attributes accidents to a chain of events, ultimately caused by human error. Overload Overload - imbalance between a person’s capacity at any given time & the load that person is carrying in a given state.  Capacity is a product of natural ability, training, state of mind, fatigue, stress & physical condition.  Load consists of tasks for which a person is responsible, and… o Added environmental burdens (noise, distractions, etc.) o Internal factors (personal problems, emotional stress/worry) o Situational factors (level of risk, unclear instructions, etc.) Inappropriate Response and Incompatibility Inappropriate responses in a given situation can lead to accidents…  Detecting a hazardous condition, and not to correcting it.  Removes a machine safeguard from to increase output.  Disregarding an established safety procedure.

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