Advanced Safety Management, 3rd Edition

Advanced Safety Management, 3rd Edition

by Fred A. Manuele
Released April 2020
Publisher(s): Wiley
ISBN: 9781119605416

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Book description

Establishes sound safety management principles and focuses on the revised Z10.0 safety standard, the new 45001 safety standard, and serious injury prevention

Filled with updated chapters and information throughout, this book covers the provisions of ANSI/ASSP Z10.0-2019, the American standard for Occupational Health and Safety Management Systems. It expands in detail on the principles for advanced safety management, the content of the revised Z10.0 standard, and the newly adopted international standard, ISO 45001. It also emphasizes the need to reduce the occurrence of serious injuries, illnesses, and fatalities.

Advanced Safety Management: Focusing on Z10.0, 45001 and Serious Injury Prevention, Third Edition expands on the material in previous editions and includes several new chapters emphasizing culture, systems design, and incident investigations. Beginning with an overview of ANSI/ASSP Z10.0-2019 and ANSI/ASSP/ISO 45001-2018, it goes on to offer chapters on: Essentials for the Practice of Safety; Human Error Avoidance; Hazards Analyses and Risk Assessments; Three- and Four-Dimensional Risk Scoring Systems; Safety Design Reviews; The Procurement Process; Audit Requirements; The Management Oversight and Risk Tree (MORT); and more.

  • Expands in detail on the principles for advanced safety management, the content of the revised ANSI/ASSP Z10.0. standard and the newly adopted international standard, ISO 45001
  • New chapters cover the Significance of An Organization's Culture; Fundamental Concepts; and Systems/Macro Thinking
  • Places emphasis on the more prominent risk-based approach in the practice of safety
  • Provides methods to align safety, operational, and financial goals, along with quality and environmental standards
  • Explains the concepts of risk reduction, waste reduction, environmental impact deduction, and Prevention through Design (PtD)

Advanced Safety Management is an important book for safety professionals, industrial hygienist, plant managers, OSHA and EPA advocates, students majoring in safety or industrial hygiene, and union leaders.

Table of contents

  1. COVER
  2. PREFACE TO THE THIRD EDITION
  3. PREFACE TO THE SECOND EDITION
  4. PREFACE TO THE FIRST EDITION
  5. ACKNOWLEDGMENTS
  6. INTRODUCTION
    1. CHAPTERS
  7. CHAPTER 1: AN OVERVIEW OF ANSI/ASSP Z10.0-2019 AND ANSI/ASSP/ISO 45001-2018
    1. SIMILARITIES AND DIFFERENCES
    2. HISTORY, DEVELOPMENT, AND CONSENSUS
    3. COMPATIBILITY AND HARMONIZATION
    4. THE CONTINUAL IMPROVEMENT PROCESS: THE PDCA CONCEPT
    5. A MAJOR THEME
    6. RELATING THIS MAJOR THEME TO SERIOUS INJURY PREVENTION
    7. Z10.0 AND 45001 ARE MANAGEMENT SYSTEM STANDARDS
    8. FOREWORDS AND INTRODUCTIONS FOR Z10.0 AND 45001
    9. WORD USAGE—REQUIREMENTS, RECOMMENDED PRACTICES, PERMISSIONS, AND POSSIBILITIES
    10. COMPOSITES OF INTRODUCTIONS FOR Z10.0 AND 45001
    11. COMPOSITES FOR Z10.0 AND 45001: 1.0 THROUGH 3.0—SCOPE, PURPOSE, AND APPLICATION, REFERENCES, DEFINITIONS, AND TERMS AND CONDITIONS
    12. COMPOSITE: 4.0 STRATEGIC CONSIDERATIONS: CONTEXT OF THE ORGANIZATION IN Z10.0: 4. CONTEXT OF THE ORGANIZATION IN 45001
    13. COMPOSITE: 5.0 MANAGEMENT LEADERSHIP & EMPLOYEE PARTICIPATION IN Z10.0: 5. LEADERSHIP AND WORKER PARTICIPATION IN 45001
    14. COMPOSITE: 6.0 PLANNING IN Z10.0: 6. PLANNING IN 45001
    15. COMPOSITE: 7.0 SUPPORT IN Z10.0:7. SUPPORT IN 45001
    16. COMPOSITE: 8.0 IMPLEMENTATION AND OPERATION IN Z10.0: 8. OPERATION IN 45001
    17. 8.4 HIERARCHY OF CONTROLS IN Z10.0: 8.1 ELIMINATING HAZARDS AND REDUCING OH&S RISKS IN 45001
    18. 8.5 DESIGN REVIEW AND MANAGEMENT OF CHANGE IN Z10.0: 8.1.3. MANAGEMENT OF CHANGE IN 45001
    19. EMERGENCY PREPAREDNESS IN Z10.0: EMERGENCY PREPAREDNESS AND RESPONSE IN 45001
    20. 9.0 EVALUATION AND CORRECTIVE ACTION IN Z10.0: 9. PERFORMANCE EVALUATION IN 45001
    21. 10. MANAGEMENT REVIEW IN Z10.0: 10. IMPROVEMENT IN 45001
    22. ANNEXES, BIBLIOGRAPHIES, AND GUIDANCE MANUALS (NOT A PART OF THE STANDARDS)
    23. OBSERVATIONS ON THE STANDARDS, INCLUDING SIGNIFICANT PROVISIONS THAT ARE MISSING
    24. CONCLUSION
    25. REFERENCES
    26. FURTHER READING
  8. CHAPTER 2: ORGANIZATIONAL CULTURE, MANAGEMENT LEADERSHIP, AND WORKER PARTICIPATION
    1. A SYSTEM OF EXPECTED PERFORMANCE
    2. ROLES OF SAFETY PROFESSIONALS WITH RESPECT TO THE SAFETY CULTURE
    3. ABSOLUTES FOR MANAGEMENT TO ATTAIN SUPERIOR RESULTS
    4. SOLVING AN IMMEDIATE HAZARD/RISK PROBLEM MAY BE ONLY A PART OF THE FIX: A CULTURE CHANGE MAY ALSO BE NEEDED
    5. POSITIVE SAFETY CULTURE DEFINED
    6. EVIDENCE OF THE CULTURE IN PLACE
    7. HOW AN ORGANIZATION'S POSITIVE SAFETY CULTURE IS CREATED
    8. CHARACTERISTICS OF A POSITIVE SAFETY CULTURE
    9. CHARACTERISTICS OF A NEGATIVE SAFETY CULTURE
    10. SEVERAL SAFETY CULTURES MAY EXIST AT THE SAME TIME
    11. SAFETY CULTURE AND SAFETY CLIMATE
    12. EVALUATING THE CULTURE OR THE CLIMATE IN PLACE
    13. A VERY UNUSUAL SURVEY INSTRUMENT
    14. PROPOSING AN INTERNAL ANALYSIS OF THE SAFETY CULTURE
    15. A SAFETY MANAGEMENT SYSTEM SURVEY GUIDE
    16. MANAGEMENT LEADERSHIP AND WORKER PARTICIPATION AS IN Z10.0 AND 45001
    17. Z10.0
    18. ORGANIZATIONAL CULTURE AND WORKER PARTICIPATION
    19. A CASE STUDY
    20. CONCLUSION
    21. REFERENCES
  9. CHAPTER 3: SAFETY PROFESSIONALS AS CULTURE CHANGE AGENTS
    1. WHAT DOES THE TERM “OVERARCHING” MEAN?
    2. WHAT IS A CHANGE AGENT?
    3. CHARACTERISTICS OF A CHANGE AGENT
    4. SOLVING A HAZARD/RISK PROBLEM MAY BE ONLY A PART OF THE FIX: A CULTURE CHANGE MAY ALSO BE NEEDED
    5. SIGNIFICANCE OF MANAGEMENT LEADERSHIP: POSITIVE CULTURE DEFINED
    6. THE ROLE OF SAFETY PROFESSIONALS WITH RESPECT TO A POSITIVE SAFETY CULTURE
    7. THE ROLE OF SAFETY PROFESSIONALS WITH RESPECT TO A NEGATIVE SAFETY CULTURE
    8. THE CONCEPT OF DRIFT
    9. EXAMPLES OF SAFETY PROFESSIONALS BEING INVOLVED AS CULTURE CHANGE AGENTS
    10. OPPORTUNITIES AND CAPABILITIES
    11. SELECTED RESOURCES ON SAFETY PROFESSIONALS AS CULTURE CHANGE AGENTS
    12. WHY CULTURE CHANGE INITIATIVES FAIL
    13. A BASIC GUIDE
    14. A BASIC GUIDE FOR ACHIEVING A CULTURE CHANGE
    15. CONCLUSION
    16. REFERENCES
    17. FURTHER READING
  10. CHAPTER 4: ESSENTIALS FOR THE PRACTICE OF SAFETY
    1. ON ORGANIZATIONAL CULTURE
    2. ON HAZARDS, RISKS, AND DEFICIENCIES IN MANAGEMENT SYSTEMS—THE BASICS
    3. RISK ASSESSMENT
    4. DEFINING THE PRACTICE OF SAFETY
    5. HIERARCHY OF CONTROLS
    6. CONCERNING LEADERSHIP AND TRAINING
    7. HUMAN ERRORS—UNSAFE ACTS: REVISED VIEWS
    8. PREVENTION THROUGH DESIGN
    9. SETTING PRIORITIES AND UTILIZING RESOURCES EFFECTIVELY
    10. ON INCIDENT CAUSATION
    11. PERFORMANCE MEASURES
    12. ON SAFETY AUDITS
    13. CONCLUSION
    14. REFERENCES
    15. FURTHER READING
  11. CHAPTER 5: A PRIMER ON SYSTEMS/MACRO THINKING
    1. WHAT IS SYSTEMS THINKING?
    2. COMPLEX SYSTEMS AND SELF-ORGANIZATION
    3. PROMOTING SYSTEMS/MACRO THINKING: REQUIREMENTS FOR
    4. COMMENTS ON THE STATUS QUO
    5. THE FOCUS MUST CHANGE
    6. SYSTEMS OR MACRO THINKING
    7. SIGNIFICANCE OF AN ORGANIZATION'S CULTURE
    8. RELATING MACRO THINKING TO A MODEL FOR A BALANCED SOCIO-TECHNICAL OPERATION
    9. INCIDENT INVESTIGATION AND CAUSATION
    10. CONCLUSION
    11. REFERENCES
    12. FURTHER READING
  12. CHAPTER 6: A SOCIO-TECHNICAL MODEL FOR AN OPERATIONAL RISK MANAGEMENT SYSTEM
    1. DEFINING A SOCIO-TECHNICAL SYSTEM AND MACRO THINKING
    2. EMPHASIZING THE WHOLE AND INTERDEPENDENCE
    3. SIGNIFICANCE OF AN ORGANIZATION'S CULTURE
    4. CHARACTERISTICS OF A POSITIVE SAFETY CULTURE
    5. EVIDENCE OF THE CULTURE IN PLACE
    6. MANAGEMENT COMMITMENT OR NONCOMMITMENT TO SAFETY
    7. SAFETY POLICIES, STANDARDS, PROCEDURES, AND THE ACCOUNTABILITY SYSTEM
    8. ON RISK ASSESSMENTS
    9. PREVENTION THROUGH DESIGN
    10. PROVIDING ADEQUATE RESOURCES: COMPETENCY AND ADEQUACY OF STAFF
    11. OPERATING PROCEDURES: ORGANIZATION OF WORK
    12. TRAINING AND MOTIVATION
    13. MAINTENANCE FOR SYSTEM INTEGRITY
    14. MANAGEMENT OF CHANGE/PREJOB PLANNING: PRESTARTUP REVIEW
    15. PROCUREMENT: RELATIONSHIPS WITH SUPPLIERS
    16. EMERGENCY PLANNING AND MANAGEMENT
    17. RISK-RELATED PROCESSES
    18. CONTRACTORS—ON PREMISES
    19. CONFORMANCE/COMPLIANCE ASSURANCE
    20. PERFORMANCE MEASUREMENT
    21. CONCLUSION
    22. REFERENCES
    23. FURTHER READING
  13. CHAPTER 7: INNOVATIONS IN SERIOUS INJURY, ILLNESS, AND FATALITY PREVENTION
    1. EMPLOYEE INJURIES HAVE DECREASED
    2. FATALITY HISTORY
    3. IMPLICATIONS
    4. ACTIONS TO BE CONSIDERED BY SAFETY PROFESSIONALS
    5. SAFETY PROFESSIONALS REVIEWING THE PRINCIPLES ON WHICH THEIR PRACTICE IS BASED
    6. ACTIVITIES IN WHICH SERIOUS INJURIES AND FATALITIES OCCUR
    7. OBTAINING INTEREST IN FATALITY PREVENTION
    8. AN EVALUATION OF THE CULTURE IN PLACE
    9. CHANGES IN AN ORGANIZATION'S CULTURE WILL BE NECESSARY
    10. CONVINCING MANAGEMENT THAT HAVING GOOD OSHA STATISTICS MAY BE DECEIVING
    11. ON HEINRICH'S PRINCIPLES: FOCUSING ON UNSAFE ACTS AND INCIDENT FREQUENCY
    12. CONSIDERATION OF UNSAFE ACTS—HUMAN ERRORS: A DIFFERENT APPROACH
    13. BARRIERS DEFINED
    14. ALL ENGINEERS ARE ALSO SAFETY ENGINEERS
    15. RISK ASSESSMENTS: VALUE AND TRENDING
    16. PREVENTION THROUGH DESIGN
    17. MANAGEMENT OF CHANGE/PRE-JOB PLANNING
    18. INCIDENT INVESTIGATION AND ANALYSIS
    19. CONCLUSION
    20. REFERENCES
    21. FURTHER READING
  14. CHAPTER 8: HUMAN ERROR AVOIDANCE
    1. HUMAN ERROR AND ERGONOMICS
    2. ORGANIZATIONAL TRANSITION
    3. DEFINING HUMAN ERROR AND HUMAN ERROR REDUCTION
    4. A REVIEW OF SELECTED LITERATURE
    5. THE CONCEPT OF DRIFT
    6. CONCLUSION
    7. REFERENCES
    8. FURTHER READING
  15. CHAPTER 9: ON HAZARDS ANALYSES AND RISK ASSESSMENTS
    1. DEFINING HAZARD, HAZARD ANALYSIS, RISK, AND RISK ASSESSMENT
    2. MAKING A HAZARD ANALYSIS/RISK ASSESSMENT
    3. DESCRIPTIONS: PROBABILITY AND SEVERITY
    4. EXAMPLES OF RISK ASSESSMENT MATRICES
    5. RISK ASSESSMENT
    6. ON ACCEPTABLE RISK
    7. MANAGEMENT DECISION LEVELS
    8. DESCRIPTIONS OF HAZARDS ANALYSES AND RISK ASSESSMENT TECHNIQUES
    9. ADDITIONAL RESOURCES
    10. CONCLUSION
    11. REFERENCES
    12. FURTHER READING
  16. ADDENDUM A – 1
  17. ADDENDUM A – 2
  18. ADDENDUM B
  19. ADDENDUM C
  20. CHAPTER 10: THREE- AND FOUR-DIMENSIONAL RISK SCORING SYSTEMS
    1. TRANSITIONS IN RISK ASSESSMENT
    2. A NEED FOR CAUTION AND PERCEPTIVE EVALUATION
    3. THREE- AND FOUR-DIMENSIONAL NUMERICAL RISK SCORING SYSTEMS
    4. NATIONAL SAFETY COUNCIL
    5. FAILURE MODE AND EFFECTS ANALYSIS (FMEA)
    6. A THREE-DIMENSIONAL RISK ASSESSMENT SYSTEM—HEAVY EQUIPMENT BUILDERS
    7. THE WILLIAM T. FINE SYSTEM: A THREE-DIMENSIONAL NUMERICAL RISK SCORING MODEL
    8. A FOUR-DIMENSIONAL NUMERICAL RISK SCORING SYSTEM
    9. A MODEL OF THREE-DIMENSIONAL NUMERICAL RISK SCORING SYSTEM
    10. DEFINITIONS
    11. THE RISK SCORE FORMULA
    12. GRADATION AND SCORING DEVELOPMENT
    13. WHAT THE DESCRIPTIVE WORDS MEAN
    14. CONCLUSION
    15. REFERENCES
  21. ADDENDUM A: FMEA FORM
  22. ADDENDUM B: MATHEMATICAL EVALUATIONS FOR CONTROLLING HAZARDS
  23. CHAPTER 11: HIERARCHIES OF CONTROL
    1. HIERARCHIES OF CONTROL IN 45001 AND Z10.0
    2. THE LOGIC OF TAKING ACTION IN THE DESCENDING ORDER GIVEN
    3. APPLICATION OF THE HIERARCHY: EFFECTIVENESS OF ELEMENTS
    4. ON VARIATIONS IN HIERARCHIES OF CONTROL
    5. AT THE NATIONAL SAFETY COUNCIL
    6. DIRECTIVE: THE COUNCIL OF THE EUROPEAN COMMUNITIES
    7. MIL-STD-882E-2012
    8. ADDITIONAL GOALS TO BE CONSIDERED
    9. ATTACHING THE HIERARCHY OF CONTROLS TO A PROBLEM-SOLVING TECHNIQUE
    10. ON PROBLEM IDENTIFICATION AND ANALYSIS
    11. EXPLORING ALTERNATIVE SOLUTIONS
    12. DECIDING AND TAKING ACTION
    13. MEASURING FOR EFFECTIVENESS
    14. CONCLUSION
    15. REFERENCES
    16. FURTHER READING
  24. CHAPTER 12: SAFETY DESIGN REVIEWS
    1. DESIGN AND 45001
    2. DESIGN REVIEW REQUIREMENTS IN Z10.0 (8.5)
    3. SAFETY THROUGH DESIGN/PREVENTION THROUGH DESIGN
    4. NATIONAL SAFETY COUNCIL
    5. NATIONAL INSTITUTE FOR OCCUPATIONAL SAFETY AND HEALTH
    6. THE SAFETY DESIGN REVIEW PROCESS
    7. EMPHASIZING CONSIDERATION OF THE WORK METHODS IN THE DESIGN PROCESS
    8. HOW SOME SAFETY PROFESSIONALS ARE ENGAGED IN THE DESIGN PROCESS
    9. A GOOD PLACE TO START: ERGONOMICS
    10. A SAFETY DESIGN REVIEW AND OPERATIONS REQUIREMENTS GUIDE
    11. REQUIREMENTS: EQUIPMENT AND PROCESS DESIGN SAFETY REVIEWS
    12. EQUIPMENT ACCEPTANCE - SAFETY REVIEW FORMS
    13. PRELIMINARY SAFETY DESIGN REVIEW FORMS
    14. GENERAL DESIGN SAFETY CHECKLIST
    15. GENERAL DESIGN SAFETY CHECKLIST
    16. CONCLUSION
    17. REFERENCES
  25. CHAPTER 13: PREVENTION THROUGH DESIGN
    1. SUPPORTING APPLICATION OF PREVENTION THROUGH DESIGN CONCEPTS
    2. HISTORY
    3. A REVIEW OF ACTIVITIES AT NIOSH ON PREVENTION THROUGH DESIGN
    4. HIGHLIGHTS OF ANSI/ASSE Z590.3
    5. GOALS TO BE ACHIEVED
    6. GETTING INVOLVED
    7. PATIENCE AND UNDERSTANDING
    8. KEY POINTS
    9. EXAMPLES
    10. CONCLUSION
    11. REFERENCES
    12. FURTHER READING
  26. CHAPTER 14: MANAGEMENT OF CHANGE
    1. MANAGEMENT OF CHANGE IN 45001
    2. MANAGEMENT OF CHANGE AS IN Z10.0
    3. STUDIES THAT SUPPORT HAVING A MOC SYSTEM IN PLACE
    4. PURPOSE OF A MANAGEMENT OF CHANGE SYSTEM
    5. APPLICATION CONSIDERATIONS
    6. OSHA MOC REQUIREMENTS
    7. EXPERIENCE OF OTHERS IMPLIES OPPORTUNITY
    8. THE MANAGEMENT OF CHANGE PROCESS
    9. RESPONSIBILITY LEVELS
    10. ACTIVITIES FOR WHICH THE MOC PROCESS SHOULD BE CONSIDERED
    11. MANAGEMENT OF CHANGE REQUEST FORM
    12. IMPLEMENTING THE MANAGEMENT OF CHANGE PROCESS
    13. RISK ASSESSMENTS
    14. THE SIGNIFICANCE OF TRAINING
    15. DOCUMENTATION
    16. ON THE MOC EXAMPLES
    17. CONCLUSION
    18. REFERENCES
  27. ADDENDUM A: MOC EXAMPLE 1
  28. ADDENDUM B: MOC EXAMPLE 2
  29. ADDENDUM C: MOC EXAMPLE 3
  30. ADDENDUM D: MOC EXAMPLE 4
  31. ADDENDUM E: MOC EXAMPLE 5
  32. ADDENDUM F: MOC EXAMPLE 6
  33. CHAPTER 15: THE PROCUREMENT PROCESS
    1. PROCUREMENT REQUIREMENTS IN 45001 AND Z10.0
    2. WHY EMPHASIZE HAVING SAFETY-RELATED SPECIFICATIONS IN PROCUREMENT DOCUMENTS?
    3. NEED FOR A CULTURE CHANGE
    4. SIGNIFICANCE OF THE PROCUREMENT PROVISIONS
    5. PRE-WORK NECESSARY FOR PROCUREMENT APPLICATIONS
    6. AVAILABLE HEALTH AND SAFETY PURCHASING SPECIFICATIONS
    7. OPPORTUNITIES IN ERGONOMICS
    8. GENERAL DESIGN AND PURCHASING GUIDELINES
    9. CONCLUSION
    10. REFERENCES
    11. FURTHER READING
  34. ADDENDUM A: GENERAL DESIGN AND PURCHASING GUIDELINES
  35. ADDENDUM B: UNIVERSITY OF WOLLONGONG
  36. CHAPTER 16: EVALUATION AND CORRECTIVE ACTION
    1. MONITORING, MEASUREMENT, AND ASSESSMENT IN Z10.0 AND MONITORING, MEASUREMENT, ANALYSIS, AND PERFORMANCE EVALUATION IN 45001
    2. INCIDENT INVESTIGATION
    3. AUDITS IN Z10.0: INTERNAL AUDITS IN 45001
    4. CORRECTIVE ACTION IN Z10.0
    5. MANAGEMENT REVIEW IN 45001—SECTION 9.3
    6. FEEDBACK AND ORGANIZATIONAL LEARNING IN Z10.0
    7. CONCLUSION
    8. REFERENCES
    9. FURTHER READING
  37. CHAPTER 17: MANAGEMENT REVIEW/IMPROVEMENT
    1. CLAUSE 10—IMPROVEMENT—AS IN 45001
    2. CLAUSE 10 – MANAGEMENT REVIEW IN Z10.0
    3. PLAN-DO-CHECK-ACT
    4. REFERENCES
    5. FURTHER READING
  38. CHAPTER 18: AUDIT REQUIREMENTS
    1. THE PRINCIPLE PURPOSE OF A SAFETY AUDIT: TO IMPROVE THE SAFETY CULTURE
    2. SIGNIFICANCE OF OBSERVED HAZARDOUS SITUATIONS
    3. REASONABLE MANAGEMENT EXPECTATIONS: THE EXIT INTERVIEW
    4. EVALUATIONS OF AUDITORS BY THOSE AUDITED
    5. AUDITOR COMPETENCY
    6. ONE SIZE DOES NOT FIT ALL
    7. GUIDELINES FOR AN AUDIT SYSTEM
    8. CONCLUSION
    9. REFERENCE
    10. FURTHER READING
  39. ADDENDUM A: OSHA'S VPP SITE-BASED PARTICIPATION SITE WORKSHEET
  40. CHAPTER 19: INCIDENT INVESTIGATION
    1. 9.2 INCIDENT INVESTIGATION IN Z10.0
    2. COMMENTS REFLECTING ON THIS AUTHOR'S RESEARCH
    3. RESULTS OF RESEARCH
    4. CONTINUED FOCUS ON WORKER UNSAFE ACTS AS CAUSAL FACTORS
    5. THE POSITION IN WHICH SUPERVISORS ARE PLACED
    6. CULTURAL IMPLICATIONS THAT ENCOURAGE GOOD INCIDENT INVESTIGATIONS
    7. CULTURAL IMPLICATIONS THAT MAY IMPEDE GOOD INCIDENT INVESTIGATIONS
    8. HAVING COMPASSION FOR SUPERVISORS
    9. ON THE WAY TO IMPROVEMENT: START WITH A SELF-EVALUATION OF ONE'S OWN BELIEFS AND THE CULTURE
    10. TEAMS
    11. OTHER SUBJECTS TO BE REVIEWED
    12. THE 5 WHY PROBLEM SOLVING TECHNIQUE
    13. WHAT THIS CHAPTER IS NOT
    14. INCIDENT INVESTIGATION RESOURCES
    15. CONCLUSION
    16. REFERENCES
    17. FURTHER READING
  41. ADDENDUM A: A REFERENCE FOR THE SELECTION OF CAUSAL FACTORS AND CORRECTIVE ACTIONS FOR INCIDENT INVESTIGATION PROCEDURES AND REPORTS
  42. CHAPTER 20: INCIDENT CAUSATION MODELS
    1. REQUIREMENTS FOR CAUSATION MODELS
    2. SAFETY PROFESSIONALS—YOU HAVE ADOPTED A CAUSATION MODEL
    3. THE HEINRICHEAN CAUSATION MODEL
    4. ON CATEGORIES OF CAUSATION MODELS
    5. BARRIERS AND CONTROLS AND CAUSATION MODELS
    6. SELECTED RESOURCES ON CAUSATION MODELS
    7. SUGGESTED CAUSATION MODELS FOR CONSIDERATION BY SAFETY PROFESSIONALS
    8. CONCLUSION
    9. REFERENCES
    10. FURTHER READING
  43. CHAPTER 21: THE FIVE WHY PROBLEM-SOLVING TECHNIQUE
    1. FOR WHAT IS THE FIVE WHY TECHNIQUE TO BE USED AND WHEN?
    2. PROCEDURES FOR USE OF THE FIVE WHY TECHNIQUE
    3. TRAINING
    4. OPPOSITION
    5. CULTURE CHANGE NECESSARY
    6. FIVE EXAMPLES OF APPLICATIONS OF THE FIVE WHY TECHNIQUE
    7. OBSERVATIONS
    8. CONCLUSION
    9. RESOURCES
  44. CHAPTER 22: MORT—THE MANAGEMENT OVERSIGHT AND RISK TREE
    1. UNUSUAL ASPECTS
    2. OTHER REASONS WHY MORT IS AN EDUCATIONAL RESOURCE
    3. A REVISION OF MORT
    4. DEFINING BARRIERS AND CONTROLS
    5. THE MAIN BRANCHES OF MORT
    6. LOSSES AND ASSUMED RISKS
    7. SPECIFIC & MANAGEMENT OVERSIGHTS & OMISSIONS
    8. DEFICIENCIES IN MANAGEMENT SYSTEMS
    9. CONTROLS AND BARRIERS
    10. CONTROL OF WORK AND PROCESSES
    11. CONCLUSION
    12. REFERENCES
  45. CHAPTER 23: JAMES REASON'S SWISS CHEESE MODEL
    1. HOW EXTENSIVE IS THE USE OF THE SWISS CHEESE MODEL?
    2. REASON'S SWISS CHEESE MODEL: ORIGIN AND DEPICTION
    3. WHAT IS A BARRIER?
    4. HOW ACCIDENTS HAPPEN
    5. TO WHAT TYPES OF OPERATIONS DOES REASON'S THINKING APPLY?
    6. REASON'S OBSERVATIONS ON CHANGING VIEWS ABOUT ACTIVE FAILURES
    7. PREVENTION THROUGH DESIGN IMPLICATIONS
    8. CONCLUSION
    9. REFERENCES
    10. FURTHER READING
  46. CHAPTER 24: ON SYSTEM SAFETY
    1. RELATING THE GENERALIST PRACTICE OF SAFETY TO SYSTEM SAFETY
    2. AFFECTING THE DESIGN AND REDESIGN PROCESSES
    3. DEFINING SYSTEM SAFETY
    4. THE SYSTEM SAFETY IDEA
    5. HAZARD IDENTIFICATION AND ANALYSIS AND RISK ASSESSMENT TECHNIQUES
    6. RISK ASSESSMENT MATRICES
    7. THE HIERARCHY OF CONTROLS
    8. A SLIGHTLY DIFFERENT PRESENTATION FOR A HIERARCHY OF CONTROLS
    9. WHY SYSTEM SAFETY CONCEPTS HAVE NOT BEEN WIDELY ADOPTED
    10. PROMOTING THE USE OF SYSTEM SAFETY CONCEPTS
    11. RECOMMENDED READING
    12. CONCLUSION
    13. REFERENCES
    14. FURTHER READING
  47. CHAPTER 25: ACHIEVING ACCEPTABLE RISK LEVELS: THE OPERATIONAL GOAL
    1. FUNDAMENTAL PREMISE
    2. PROGRESSION WITH RESPECT TO USE OF THE TERM ACCEPTABLE RISK
    3. WITH RESPECT TO THE FOREGOING CITATIONS
    4. SUMMARY TO THIS POINT
    5. THE NATURE AND SOURCE OF RISK
    6. A ZERO RISK LEVEL IS NOT ATTAINABLE
    7. OPPOSITION TO IMPOSED RISKS
    8. MINIMUM RISK AS AN INADEQUATE SUBSTITUTE FOR ACCEPTABLE RISK
    9. CONSIDERATIONS IN DEFINING ACCEPTABLE RISK
    10. THE ALARP PRINCIPLE
    11. RISK ASSESSMENT MATRICES
    12. DEFINING ACCEPTABLE RISK
    13. THE STATE OF THE ART IN RISK ASSESSMENT
    14. CONCLUSION
    15. REFERENCES
    16. FURTHER READING
  48. INDEX
  49. END USER LICENSE AGREEMENT

Product information

  • Title: Advanced Safety Management, 3rd Edition
  • Author(s): Fred A. Manuele
  • Release date: April 2020
  • Publisher(s): Wiley
  • ISBN: 9781119605416