Zero Accident Techniques
Zero Accident Techniques
Zero Accident Techniques
INDUSTRY
INSTITUTE
Clemson University
Roger W. Liska
David Goodloe
Rana Sen
Source Document 86
January 1993
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ZERO ACCIDENT TECHNIQUES
by
Roger W. Liska
David Goodloe
Rana Sen
A Report to
The Construction Industry Institute
The University of Texas at Austin
from
Clemson University
Clemson, South Carolina
January, 1993
© 1993 Construction Industry Institute™.
CII members may reproduce and distribute this work internally in any medium at no cost to internal recipients. CII members are
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Faculty and students at a college or university may reproduce and distribute this work without modification for educational use.
i
are expected to increase 5 to 30 percent, depending on the state.
ii
contractor managers, supervisors (upper and lower), and craft workers. For
each level, a series of four survey forms were developed. These forms were
used in the interview process to identify what safety-related techniques
were present on the project, the degree of awareness of each, and the
approximate amount of time spent on the applicable ones by those
interviewed.
After completing the interviews on the first project, the survey forms
were refined. The revised forms were used on the subsequent projects. In
addition, because of the large amount of data obtained from the interview
process for any one project, it was decided to develop an attribute
checklist, the purpose of which was to summarize all the information in a
useable format.
iii
the balance of the research to ensure its timely and successful completion.
First, it was decided the results obtained from two of the four survey
forms would not be used since the responses were based solely on the
perception of the personnel interviewed and this fact may or may not result
in accurately identifying those safety-related techniques which were
actually present. The results from these forms, however, are reflected in
the findings of this study. The remaining two survey forms consisted of
the one used to conduct the major portion of the interview for the purpose
of identifying the safety-related techniques and the form used to obtain
the approximate amount of time spent on safety activities.
The second decision was to examine more closely the responses to the
question, "What are the three most effective safety techniques being used
on this project?" The next decision was to establish a "model"
construction project crew for the purpose of being able to more effectively
analyze the time-related data. The model crew would consist of 1 manager,
2 upper level and 7 lower level supervisors and 90 workers.
iv
causes of accidents and the prevention of them through the development and
implementation of an effective safety program.
v
initial 4 base projects and 30 additional projects selected, data from a
total of 27 projects (which includes the base projects) was obtained.
However, since 2 of the projects had not accumulated 200,000 work hours at
the time of the data collection, they were not included in the final
analysis since they did not meet the selection criteria. The projects
ranged in size from approximately 200,000 to 6,800,000 work hours. There
was one commercial, two heavy civil, and the balance were industrial
projects. In addition, 8 were union, 13 non-union, and 4 merit shop
projects.
vi
incidence rates for the 25 projects was made by dividing the projects into
the following categories:
vii
was to develop a similar list but by the project's lost workday incidence
rate classifications. To determine the level of significance of any one
technique or sub-technique to safety performance as measured by the lost
workday incidence rate, a "Significance Factor" was derived. It is equal
to the difference in the percentages between those of the exemplary
projects and those of the mark projects. The Significance Factor is a
relative percentage to be used only to discriminate among all techniques
and sub-techniques as to their relative impact on safety performance.
Once all the Significance Factors were calculated, the next step was
to identify those techniques and sub-techniques which had a Significance
Factor of 14 or more. A list of 37 resulted from this task. This list was
than refined and a final prioritized list of 11 techniques was derived to
be used as one of the three to reach the conclusions in this study.
viii
was accomplished by first calculating the percent of those interviewed on
each project who identified one of the techniques as contributing to the
overall project safety. These percentages were then combined by project
classification to arrive at the final ones. Finally, the differences in
percentages between the exemplary and mark projects by technique were
determined. The greater the difference, in a positive sense, the greater
the positive impact the technique had on safety performance. The list was
refined and a final one developed to serve as the second in the series of
three to arrive at the final conclusion of this research.
The third prioritized list was based on the results obtained from the
time-related survey form and the model construction crew scenario. The
times obtained were first summarized for each personnel level interviewed
and the average number of hours per year per person by project were
calculated. The next step was to determine the average number of hours per
year spent on safety by the model construction crew for each project. The
results for each project were then mathematically combined into the four
lost workday incidence project classifications by technique. Finally, the
differences in the times of the exemplary and mark projects were
calculated. It, again should be noted, these differences are only an
indication of the relative importance of the techniques to safety
performance.
ix
list in arriving at the final prioritized list of techniques which result
in safety excellence.
x
programs. As a result of this, the final prioritized list of zero accident
safety techniques consisted of the first five from the list of eight: pre-
project/pre-task planning, safety training/orientation, safety incentives,
alcohol and substance abuse program, and accident and near miss
investigation.
xi
Chapter I
Introduction
1
2
have good safety records. The study further states that in 1979, $300
billion worth of construction was performed of which industrial, utility,
and commercial sectors accounted for $137 billion. Accident costs were a
significant 6.5 percent of the $137 billion or $8.9 billion. At the same
time the cost of workers' compensation insurance was $2.74 billion.
3
that the effective implementation of project safety techniques can reduce
job accidents and directly or indirectly reduce project costs (Hinze and
Raboud, 1988).
Purpose of Research
4
with the purpose of convincing management (owners and contractors) of the
value of an effective safety program on the total cost and human impact of
accidents:
The research will provide a proven body of knowledge which should reveal
that the Zero Accident level of safety performance is achievable and how to
achieve this level through the implementation of those proven techniques
that make a difference.
5
Chapter II
Research Methodology
Phase One
The Zero Accident Task Force (ZATF) research began with the
identification of four construction projects where "safety excellence" had
been achieved for the purpose of identifying safety-related techniques
which attributed to the positive safety performance. The criteria used to
make the selections were as follows:
6
used along with lost workday incidence rate. In addition the terms
recordable cases and recordable incidence rate will also be used in the
narration and in the figures.
For this study, the initial four projects will be referred to as "base
projects." Table 2.1 provides some descriptive information for each
including the lost workday rates as provided by project management at the
time the research was conducted.
7
2. projects where project management and construction
work were being performed by a general contractor
with additional work being performed by subcontractors.
For the purpose of the balance of this document the word "contractor" will
be used when referring to the general contractor or construction manager
and sub or prime contractors.
1. company demographics,
2. employee profiles,
3. company policies and procedures,
4. safety programs and manuals,
5. training program descriptions and materials,
6. safety history, and
7. sub or prime contractor information, etc.
8
Phase Two
The initial task during this phase was to mail to Construction Safety
Questionnaire for Owner Member and Construction Safety Questionnaire for
Contractor Member developed in phase one to the contractor representatives
of the four base projects. Once they were completed and returned the
information was compiled and assimilated for future use in the study.
The literature search was completed during this phase and resulted in
a list of safety-related attributes which would form the basis of all the
research survey forms. The reader is referred to Chapter III for the list.
The next task was to develop the interview protocol and survey
instruments. First, decisions had to be made regarding whom to interview
during the site visits relative to the contractors' and owner's
organizations. For those projects which had a general - subcontractor
contractual relationship, it was decided that personnel at the manager,
supervisor (upper and lower), and craftworker (referred to as worker for
the purpose of this research) levels from the general contractor's and two
subcontractor's organizations would be interviewed. For those projects
with a construction manager (CM) - prime contractor contractual
relationship, the same levels of personnel would be interviewed, if
available, in the CM and two prime contractors organizations.
9
comprehensive data, a sizeable cross-section of personnel had to be
interviewed. However, in view of time constraints in conducting the
interviews and administering the other survey forms, an optimal number from
each personnel level was identified as shown in Figures 2.1 and 2.2.
Wherever there was more than one person from any level, the individuals
were to be selected on a random basis that were available when needed. To
maintain confidentiality, it was decided to code the various survey forms.
Next, survey forms were developed by the research team based on input
and review from the members of the Zero Accident Task Force. Care was
taken not to ask for information already received from the initial owner
member and contractor member safety questionnaires. There were four series
of survey forms developed.
Form Series Number One: The first series of forms were to be used in
the actual face-to-face oral interview for the purpose of identifying the
safety techniques which existed on the project. Four formats of the
interview form were developed. One for each of the three levels of
contractor personnel and one for the owner personnel. To identify them
every one of the forms had the words, "Interview Questions" as part of its
title along with who the form
10
Owner Organization - Construction-Related Personnel On Site
General Contractor
11
Owner Organization - Construction-Related Personnel On Site
Construction Manager
12
was to be used with (i.e. owner manager, contractor manager, contractor
supervisor, and contractor worker).
The questions contained in all the forms were based on the safety
attributes that were identified in the literature search that can be found
at the end of Chapter III of this document. Most of the questions elicited
closed-ended responses. Some open-ended questions were included to not
only obtain clearer explanations of certain safety attributes but also to
get specific personal opinions of the respondents regarding project safety
performance. The length of the interview questionnaire varied by personnel
level with the manager's being the longest and worker the shortest. The
variation in the number of questions followed from the fact that
supervisors and workers were not expected to be as knowledgeable of all the
construction safety techniques because of their respective position on the
project.
Form Series Number Two: The purpose of the second series of survey
forms were to obtain the perceived relative importance of those interviewed
of the safety attributes which were identified from the literature search.
There were four different formats of the form developed, one for each
personnel level interviewed in the owner's and contractor's organization
similar to those involved in the personal interviews. Each form had the
words, "Ranking of Safety Attributes" in its title along with who the form
was to be administered to (i.e. owner manager, contractor manager, etc.).
Each of these four forms were identical, even though they did not need to
be. The attributes were placed in a random order in the list. The
interviewee was asked to place the list in priority order by placing a one
in front of the attribute they felt was most
13
important to a safe project, the number two in front of the second most
important and so forth until every attribute was identified by its own
number.
Form Series Number Three: The third series of survey forms were to
obtain the estimated time spent on the various safety attributes for which
time could be assigned. One form for each of the three contractor
personnel levels and one for the owner level was developed. This series of
forms had the words, "Time for Safety" in all formats along with the level
of personnel the specific format was to be administered to. For each
attribute the interviewee was to estimate the amount of time he or she
spent within a specific time frame (day, week, month, year, or project) and
the quantity placed on the form.
Form Series Number Four: The last series of survey forms were to
obtain an evaluation of the safety program that was in place on the
project. One format was developed for the owner manager and one to be used
for the contractor manager and supervisor level personnel. Because of the
limited overall awareness of the worker of all the aspects of the safety
program, it was decided not to develop a format for this personnel level.
As for the other forms, the title of the form had some common words
("Evaluation of Contractor Safety Program") and the level of personnel it
was to be administered to so as to differentiate it from other forms.
Since one of the purposes of the base project interviews was to pilot
test the various survey forms, it was anticipated they would be revised for
the future interviews conducted for this research
14
and therefore are not included in this document. However, the reader can
find the revised forms in appendix B.
Phase Three
The first visit began with a meeting with the relevant project
personnel at the job site to review the interview process and provide them
with a broad perspective of the research study. In addition, a specific
person on the project was designated as the research teams's contact and
the one responsible for arranging to obtain the people who would be
interviewed as designated by the team within the various personnel levels.
15
day's activities to eliminate any problems encountered the previous day.
16
were not asked to complete the "Evaluation of Safety
Program" form. The interviewer reviewed the instructions
on both forms to clear up any confusion. The interviewee
was not observed when the forms were being completed. When
the completed forms were returned, they were closely checked
to see that they were completed correctly. If not, the
interviewee was informed of their mistake and
asked to complete the form again.
After completing the interviews on the first site, all the data was
compiled and assimilated. A meeting was then held with the ZATF for the
purpose of reviewing the data. As a result of this meeting the survey
forms were refined. These revised forms were used on the subsequent base
projects.
Phase Four
During this phase, site visits were made to the balance of the base
projects using the revised survey forms but following the same interview
technique as described above. The data collected was
17
then compiled and final tabulations completed. Missing data was obtained
by following up with the designated project representatives through phone
calls and letters. The Paradox database and Quattro Pro spreadsheet
software packages were used to compile and tabulate the data. Another
meeting was held with the ZATF where the findings from the four base
projects were reviewed. Because of the large amount of data, it was
decided to develop an attribute checklist which would be completed
utilizing all the information obtained from all the interviews for any one
project.
To validate the findings from the base projects and obtain additional
attribute-related data, the ZATF decided to select an additional 30
projects on which to conduct the same interview process. The criterion
used in the selection process was that the projects should have had 200,000
hours worked and the contractor and/or owner must be a CII member. It was
also decided by the ZATF that each company that nominated one or more
projects would also be asked to appoint a person to conduct the interviews
and send that person to a one day training session. Letters were sent out
to all CII members requesting them to nominate projects. Based on the
responses, the ZATF selected the additional 30 projects.
18
1. agenda for the training session (appendix C);
The data returned from the first eight of the thirty projects was
compiled and presented at a meeting of the ZATF. To begin to focus on
meeting the research objectives, it was decided to develop a list of
project safety techniques based on the construction safety attributes
identified from the results of the research conducted to date.
At the same meeting it was also decided to examine more closely the
responses to the question on the oral interview form, "What are the three
most effective safety techniques being used on this project?"
19
construction project crew mix. For the purposes of the research the model
crew would consist of 1 manager, 2 upper level and 7 lower level
supervisors and 90 workers.
After the majority of the data was received from the other projects,
the ZATF had another meeting to review summaries of the information. A
decision was made at this meeting not to use the results from the "Ranking
of Safety Attributes" and "Evaluation of Contractor Safety Program" survey
forms since the responses were based on the perception of the personnel
interviewed. And this fact may or may not result in accurately identifying
those safety-related techniques which were actually present on the project
site.
20
following data in its research findings:
21
Chapter III
Review of Related Literature
Causes of Accidents
22
Table 3.1 Occupational Injury and Incidence Rates by Industry
Year
Industry 1987 1988 1989 1990 1991
Construction
Total Cases 14.7 14.6 14.3 14.2 13.0
Lost Workday Cases 6.8 6.8 6.8 6.7 6.1
Lost Workdays 135.8 142.2 143.3 147.9 148.1
Agriculture
Total Cases 11.2 10.9 10.9 11.6 10.8
Lost Workday Cases 5.7 5.6 5.7 5.9 5.4
Lost Workdays 94.1 101.8 100.9 112.2 108.3
Mining
Total Cases 8.5 8.6 8.5 8.3 7.4
Lost Workday Cases 4.9 5.1 4.8 5.0 4.5
Lost Workdays 144.0 152.1 137.2 119.5 129.6
Manufacturing
Total Cases 11.9 13.1 13.1 13.2 12.7
Lost Workday Cases 5.3 5.7 5.8 5.8 5.6
Lost Workdays 95.5 107.4 113.0 120.7 121.5
23
related techniques, one must first understand how accidents are caused.
Heinrich (1959) performed pioneering research on the conditions and
circumstances that caused industrial accidents and developed an accident
cause-analysis theory, better known as the "domino theory". The accident
sequence in this approach is represented as a series of dominos, and
focuses on the unsafe act or condition (see Figure 3.1). If the sequence
is interrupted by removing the domino representing the unsafe act or
condition, the consequent accident will not happen.
24
factors such as uncorrected hazards - factors over which management has a
great deal of control. Each of the dominos in this sequence serves as an
opportunity for intervening action but the greatest potential for accident
prevention is the first domino. When the Domino Theory is presented in
this manner, management control is seen as the most important factor in the
accident sequence (Stanton and Willenbrock, 1990).
Accident Prevention
25
Some of the principle reasons for having an effective safety program
are:
Geyer (1991) sites a study by the Center for Risk Management and Insurance
which indicates that comprehensive safety programs enhance overall work
performance.
Other studies indicate that safety should be managed like any other
company function. Management should direct the safety effort by
establishing achievable goals and by planning, organizing, and controlling
to achieve them (Peterson, 1971). An analysis of fatalities showed that 90
percent of construction deaths were preventable and in 70 percent of cases
positive action by management could have saved lives (Manning, 1990).
Studies also indicate that the hazard control process depends on a
management information system that generates timely information about
safety problems and identifies weak areas (Stanton and Willenbrock, 1990).
Managers who use such a system feel they obtain the following benefits
(Reynolds, 1988):
26
2. Managers are able to make more factual and convincing
recommendations.
27
America safety guidelines, and Associated Builders and Contractors Safety
Training and Education Process (STEP). Each of these major resources
includes a list of major attributes. Under each major attribute is
information which describes each one in detail. Each detailed description,
in essence, will provide the user with many sub-attributes. Noted below
are the major attributes associated with each resource.
28
include a comprehensive list of all safe work permits
required.
29
should be in writing and should be enforced equally among all project
personnel. There should be a written notice when a safety violation occurs
at the project site. Disciplinary records should be kept on file until the
job is completed and then placed in the employee's personnel file.
30
3. Job supervisors should make regular inspections of their
work area for the specific purpose of correcting unsafe
acts or hazardous conditions.
31
egress, poor ventilation and which may contain or produce a
hazardous atmosphere,
32
5. records of safety inspections,
6. training records of all personnel, and
7. equipment inspection records.
33
should be designated as the project safety coordinator. This person would
have the responsibility for coordinating the safety activities on the
project for his/her company. Depending on the project size this person's
responsibilities could be full time. The safety coordinator should be able
to take prompt corrective action and should have the authority of stopping
work if needed.
34
Internal communication. Communication is essential for good safety
performance. Safety policies and procedures should be produced in written
form and disseminated to all employees. Communication through the
management personnel would also lend credence to safety commitment.
35
4. follow-up procedures to make sure that safety policies and
rules are understood.
36
fair, and consistent manner. An enforcement system should include
warnings, layoffs, and dismissal for those who do not comply. Field
supervisors should be authorized to enforce safety policies as it pertains
to the crews.
37
influence of drugs and/or alcohol. Federal contracts over $25,000 require
prime contractors to implement a Drug-Free Workplace Policy. Any such
program developed by a company should also be reviewed by legal counsel.
38
statement emphasizes management approach and should set the limits for the
safety program. It would have special significance if it is signed by the
Chief Executive Officer of the company.
39
To make further improvements, feedback is required from those responsible
for achieving results. Both long term and short term goals should be
established. Audits need to be conducted to measure safety performance on
the project.
40
Employees should be required to sign an acknowledgement of understanding.
1. conducting meetings,
2. supervisory safety duties,
3. accident investigations,
4. job analysis,
5. job safety planning, and
6. how-to-train craftworkers.
41
Accident investigation. The company needs to investigate all
accidents including near misses. The immediate supervisor should be vested
with this responsibility. All supervisors need to be trained in the
techniques of accident investigation. Reports should be compiled on all
accidents that exceed a set cost and management should review all "serious"
accidents. Consequently, the basic causes of the accidents need to be
determined. The information learned should be shared with personnel on all
other job sites. A follow-up system should be in place to assure that
corrective actions are taken.
42
stages and also for cause. Complete records of testing and counseling need
to be kept. The company should have an employee assistance program.
1. inspections,
2. training,
3. indoctrinations,
4. accident investigations,
5. first aid treatment,
6. OSHA log - Form 200,
7. hazard communication program, and
8. employee absences.
Conclusion
43
9. New employee safety orientation
10. Safety rules
11. Safety inspections
12. Safety training other than orientation
13. Accident investigation
14. Audits
15. Substance and alcohol abuse
16. Safety record keeping
44
Chapter IV
Research Findings
Introduction
The reader will first find the general findings followed by the
specific findings and any related discussion for each objective. It should
be noted, however, that the two research objectives are related in that
both include those safety techniques which contribute to a safe project.
The reader should note that the results from the below mentioned survey
forms are reflected in the findings of this report but are not contained in
this document since they were not directly used to arrive at the
conclusions and recommendations contained in Chapter V: Construction
Safety Questionnaires for Owner and Contractor Members, Interview
Questionnaires for the various levels of personnel surveyed, Ranking of
Safety Attributes, Evaluation of Contractor Safety Program, and Safety
Attribute Checklists.
45
General Findings
46
47
average recordable incidence rate of 3.93. The construction industry
national averages for 1990 are 6.7 and 14.2 respectively as shown in Table
3.1. It was hoped by the ZATF that some of the projects provided by CII
members would have had safety records worse than the national OSHA
statistics. It is understandable, however, that organizations would not
desire to have any of their projects having poor safety records included in
any type of research project.
Even though all of the projects had lost workday and recordable
incidence rates well below the national average distinctions did exist
between those projects having exemplary safety records and those having
above average ones as will be seen later in this chapter. Lost workday
incidence rates ranged from 0.00 to 4.37 and recordable incidence rates
ranged from 0.80 to 41.33.
This section of the chapter will present the findings from various
research tasks by subsection. The findings contained in the various
subsections are based on data obtained from the "Interview Questions" and
"Time for Safety" survey forms. These findings will be used to reach
conclusions and recommendations presented in Chapter V.
49
distinction was made between lost workday incidence rates for the 25
projects. In other words, the projects were divided into categories based
on their lost workday incidence rates. The following classifications are
used:
Figure 4.3 shows that eight (8) projects had lost workday incidence
rates of 0, nine (9) projects had lost workday incidence rates greater than
zero but less than or equal to one, and eight (8) projects had lost workday
incidence rates greater than one. This figure also indicates the breakdown
of number of projects in various workhours complete and labor
classifications.
50
FIGURE 4.3
Labor Classifications
Notes:
51
52
survey forms. Refer to Figure 4.6 for the techniques and sub-techniques.
Each technique and sub-technique corresponds to one or more of the
questions contained in the "Interview Questions" survey forms. The
responses of contractor managers, supervisors and workers are taken
collectively to indicate the level of existence of a technique or sub-
technique on a project. Responses from owner managers were not used since
there were varying levels of involvement by them in the projects. It
should also be noted that the contractor personnel surveyed were not only
from large construction companies but also smaller ones such as
subcontractor organizations.
53
is asked, "Are you aware of the existence of any project safety committee?"
The computer program considers only the closed ended questions. The
response to each closed ended question could be "yes", or "no", or "don't
know", or "not applicable" depending on the type of question asked. For
this example, the response could be either "yes" or "no". Suppose for a
specific project six managers, eight supervisors, and ten workers were
interviewed. For the above noted question, all the managers replied "yes"
as did six supervisors and five workers. The balance of the supervisors
and workers responded with a "no". The total number of respondents is,
therefore, equal to 24, of which 17 replied with a "yes". The degree of
existence is equal to (17/24) x 100 = 70.83 percent.
54
55
of each safety technique and sub-technique. As the reader can see for
Project No. 14, 84.62 percent of those interviewed indicated that funds are
allocated for safety on their project (Technique 01.03.00). On the other
hand, for Project No. 27, only 40 percent indicated that the owner
participates in project safety committee meetings (Sub-Technique 01.08.02).
The entire listing for all the projects can be found in appendix H.
Once all the information was compiled by project, the next task was to
develop a similar list but by the project's lost workday incidence rate
classifications. Figure 4.6 is the comprehensive list of safety techniques
and sub-techniques for the construction projects grouped by their safety
performance classifications: zero, rated, exemplary, and mark. Also noted
in this figure is information on the number of contractor respondents,
hours worked, and safety statistics for each classification. The numbers
in each column are the means of the percentages for the corresponding
technique and sub-techniques for all projects falling within the specific
classification. For example, for Technique 01.02.00, Project Safety Goals
and Objectives Developed, 92.4 percent of those responding positively to
those questions corresponding to this technique on all the "Zero
Classification" projects acknowledged this occurred. While 84.2 percent of
those responding positively to the same questions on "Mark Classification"
projects indicated this technique existed or occurred.
The reader should keep in mind that the numbers which occur under the
"Exemplary" column are averages of the zero and rated
56
57
58
59
60
61
62
63
64
65
66
classified projects and not averages of the respective numbers in the
"Zero" and "Rated" columns in Figure 4.6.
The user of this information must keep in mind how these numbers were
derived. Issues such as being provided inaccurate information during the
interviews, lack of awareness by the interviewee of the existence of the
technique or sub-technique, and
67
personal opinions and prejudice can effect the final percentages along with
whether they are positive or negative. In addition, just the existence of
any one technique, in itself, does not mean it has a positive effect on
safety performance. If the technique or sub-technique is not carried out
in a quality manner it can have little to no effect on safety performance.
An example of this would be safety meetings. If they are not adequately
planned, conducted, and followed up on, they can leave a negative safety-
related message to the participants.
68
hour incentives, all levels of contractor personnel should be included.
As the reader can clearly see, there are many items contained in the
list of 37 techniques and sub-techniques which are common such as those
relating to drug and alcohol screening and those relating to incentives.
Therefore, the list can be shortened and placed in a priority order so as
to be more useable, along with the other findings from this research, to
determine those attributes which have a positive effect on safety
performance.
To shorten the list those techniques which were common were placed
together under a main heading. The main headings selected generally were
safety techniques themselves or stages of a construction project. Figure
4.8 shows the results of this reclassification process. The reader should
note that under any main heading the techniques have been placed in the
order they appeared in Figure 4.7. Also, the significance factor has been
placed next to each technique.
69
70
Figure 4.8 - Reclassification of Safety Techniques
71
Figure 4.8 - continued
72
step was to compare the various totals and place the list in priority order
as shown below along with the totals of the respective significance
factors.
The seven items above will also be presented in Figure 5.1 in Chapter
V.
73
appendix I. For purposes of analysis, the group heading or technique will
be used to present the findings.
74
75
76
77
majority of which have a positive percentage and thus positively impact
safety performance can be developed and is shown below:
1. Fall Protection
2. Pre-project/pre-task planning
3. Safety person/personnel
4. Safety training
5. Personal protective equipment
6. Safety incentives
7. Attitude
8. Coordination
9. Fire protection
10. Orientation
11. Accountability/responsibility
12. Safety goals
13. Discipline
14. Substance/alcohol abuse program
The reader should note the last two items above either have a 0 or a
very small (< -1.0%) composite rating in Figure 4.10. Substance and
alcohol abuse program was added because the researchers felt that a
rounding error in the mathematical calculations could have placed it in the
negative range. Furthermore, it is a technique which the findings from the
previous discussed phase of the research showed is very important to the
project safety performance.
Items No. 1 and No. 5 are closely related in that fall protection is
a form of personal protective equipment. Therefore, the two will be
combined.
78
Items 7, 8, and 13 are attributes or techniques which affect safe
performance but cannot be classified as specific safety techniques. They,
in fact, are a part, in one way or another, of all the other techniques.
Therefore, they will be removed from the list.
It was found during the interview process that most of the respondents
thought orientation was a form of training. Therefore, these two will be
combined and referred to as safety training/orientation. As a result of
these changes, the above noted list will now be revised and shown below.
It will also appear in Figure 5.1.
1. Pre-project/task planning
2. Safety person/personnel
3. Safety training/orientation
4. Personal protection equipment/fall protection
5. Safety incentives
6. Fire protection
7. Accountability/Responsibility
8. Safety goals
9. Alcohol/substance abuse program
The findings for time spent on various safety activities are based on
the results obtained from the administration of the "Time for Safety"
survey forms used in the oral interview process and the model construction
crew comprised of 1 manager, 2 upper level and 7 lower level supervisors
and 90 workers. The model construction crew was derived as a way of
establishing a standard for the purpose of making time-related comparisons
among projects and to
79
develop a final prioritized list, by time spent, of the various safety
activities or techniques.
The times obtained from the survey forms were first summarized for
each personnel level for both the contractor's and owner's organizations by
project and the average number of hours per year per person by project
calculated as shown in appendix K. The average is nothing more than a mean
by personnel level per project. The interview personnel group,
Construction Supervisors, was divided into two subgroups. Upper
supervision includes superintendents and general foremen. Lower
supervision includes foremen and craft foremen. This was done so as to
obtain accurate times to be incorporated into the model construction crew.
Using the average time per year per person for each personnel level by
project, the next step was to determine the average number of hours per
year spent on safety by the model construction crew for each project. This
information is shown in appendix L.
The next activity was to combine the average times for the model
construction crews for the various projects into the four different project
classifications (zero, rated, exemplary, and mark) and calculate an average
time in hour per year for the model construction crew for each
classification by technique as shown in Figure 4.12. It should be noted
that the times shown in Figure 4.12 do not include the data from Projects
Nos. 14 and 20 because they represented the highest and lowest values in
the averaging process.
The reader will also note that the final column in Figure 4.12 shows
the differences in times of the exemplary and mark projects. These
differences are an indication of the relative importance of
80
81
the techniques to positive safety performance. Those resulting in a
positive percentage placed in a priority listing are noted below:
For the same reason as given in the previous section of this chapter,
it was decided to combine safety training participation with periodic
project safety orientations. The revised list would then be as follows:
82
The times do, however, provide an indication of the relative importance of
the various attributes or techniques to safety performance. Some other
time-related summaries based on the research are contained in appendix M
for the information of the reader only.
83
support the entire research project, it was not possible to begin on the
second part to study cause and effect relationships among techniques.
In terms of results, the research findings for the first objective has
shown that there are specific techniques which, if implemented in a quality
manner, will result in improved safety performance and thus reduced lost
workday incidence rates. This issue will be further discussed in the next
chapter.
Furthermore, the researchers found that most of the companies did not
keep detailed records of safety-related costs. The only way to obtain
credible cost information of each technique or a combination of them is
through a formal cost accounting system. Companies would first have to
either design such a system or revise their existing one so it includes all
safety-related activities. Then the costs associated with personnel time,
equipment and material would have to be captured, combined and analyzed
similar to a cost control program for a project.
84
Chapter V
Conclusions and Recommendations
This chapter will first present the conclusions from the findings
discussed in Chapter IV. Besides developing and presenting a final
prioritized list of safety techniques which exist on projects with
excellent safety performance, this section of the chapter will also present
some information on what are the more important considerations or aspects
of each technique. The second part of this chapter will include
recommendations not only pertaining to the objective of this research but
also for future studies on construction safety.
Conclusions
Since the three lists were derived based on different criteria, there
is no statistical way to assign values to each technique and develop a
mathematical relationship among the techniques or lists of techniques with
the objective of developing a final list. However, just the fact that any
one safety technique appears in more than one list, in itself, can be used
as the basis of establishing a final list in a priority order.
Because some techniques will only appear on one list, some on two
lists, and a few on all three lists, a family of priorities
85
Figure 5.1 - Comparison of Three Technique Lists
Techniques From:
Priority Technique Technique Time
List Question Survey
9 - Alcohol/Substance -
Abuse Program
86
will be established based on how many times any one technique appears.
Within any one family classification, an attempt will be made to prioritize
the techniques based on what positions they appear in their respective
list(s). The family priority classification would be more reliable than
the individual technique classification within any one family.
87
Abuse Program.
All the other techniques only appear on one list. Therefore they are
all included in the third family classification. To place them in priority
within their family one would list them in the order they fall on their
respective list and combine the three lists in a final prioritized list as
noted below:
The reason some of the techniques appear together is because they have the
same positions on their respective list.
88
Figure 5.2 - Safety Technique Families
2 Safety Incentives
Alcohol & Substance Abuse Program
Accident/Near Miss Investigation
Record Keeping & Followup
Safety Goals
3 Safety Policies/Procedures
and Safety Meetings
Personal Protective Equipment
Hiring Employees
and Safety Person/Personnel
Fire Protection Program
Accountability/Responsibility
Safety Budget
A close examination of Figure 5.2 results in the fact that some of the
techniques are uniquely identifiable as different from the others and some
overlap. For instance, Alcohol and Substance Abuse Program can stand alone
as can Safety Training/Orientation. On the other hand, Safety Pre-Planning
includes most, if not all, of the other techniques. For example Safety
Goals are usually established as part of the planning activity. Therefore,
it follows that those techniques which usually are accomplished during the
pre-project planning stage should be included under the technique Pre-
planning.
89
most laws, the stated requirements are minimums one must adhere to. But
that doesn't mean one can't place more effort into the task. For instance,
OSHA requires safety training. But it doesn't state all the specific
types, who should specifically be trained by personnel level, and the exact
duration of each training session. Therefore when placing techniques that
are required by law in a priority order one must be careful to recognize
that even if it is not number one it is still required as part of all
safety programs. The same holds for safety techniques that aren't on the
list. The only thing the priority ranking shows is a relative relationship
with the other techniques as to their overall impact on positive safety
performance.
2. Safety Training/Orientation
3. Safety Incentives
4. Alcohol and Substance Abuse Program
7. Safety Meetings
In conclusion, the techniques noted below are those that make the
difference between an excellent project safety program, one which can and
does achieve near zero accidents, and those projects that are not as good.
1. Pre-Project/Pre-Task Planning
2. Safety Training/Orientation
3. Safety Incentives
4. Alcohol and Substance Abuse Program
5. Accident and Near Miss Investigation
The priorities given are based on the research conducted for this
project and can be used with confidence to select those
91
techniques which have proven to have the greatest impact on safety
performance. The reader should note that even though most of the projects
utilized for the research are considered large, personnel from both large
and small contractors were interviewed. From this fact, one can quickly
come to the conclusion that the results of this study not only pertain to
large projects and contractors but also to medium and small size ones. And
as pointed out in Chapter III, the smaller contractor will benefit the most
in implementing the techniques.
Recommendations
The research has identified over one hundred techniques and sub-
techniques which positively impact safety performance. As was discussed
earlier, some of these techniques are unique and others overlap. An
effective comprehensive safety program should include all of them plus all
those required by law in order to realize zero accident projects and
reduced direct and indirect safety-related costs thus resulting in a higher
profit margin and a more effective competitive position in the construction
market place. This section of the chapter will present some
recommendations pertaining to the eight major safety techniques presented
in the Prioritized List of Safety Techniques noted above along with three
important prerequisites to the successful implementation of them.
Management Commitment
Owner Involvement
94
the safety techniques, but to provide the reader with the most important
aspects of those techniques which have been found to result in excellent
safety performance. These aspects need to be a part of their respective
technique to result in it having the most positive effect on project
safety.
Safety Pre-Planning
Pre-Project Planning
During this stage of the project the foundation is laid for the
project safety program. All the ingredients of the safety program will be
identified and resources dedicated to seeing that the program is carried
out in an effective and efficient manner. It is critical that all parties
to the project be involved, to the extent possible, in the planning phase.
The following are critical items which the research showed need to be part
of the safety planning process:
96
- Provide written safety responsibilities for managers,
supervisors and workers.
- Establish a formal accountability system which includes
discipline.
- Establish a controlled project entrance/exit and inspect
for contraband.
- Develop and provide a project safety manual and employee
safety handbook.
- Conduct a hazard analysis of the project site.
Pre-Task Planning
Finally, keep in mind, that when relocating to a new work site, the
pre-task hazard analysis described above should be repeated.
98
Safety Orientation/Training
Safety training can be divided into two parts: orientation and formal
safety training during the project.
Orientation
Safety Incentives
The policy should state that screening be done for both alcohol and
drugs. The screening should be done at hiring (before being placed on the
job), for cause (post-accident), and randomly.
100
As part of the design of the program, the developer(s) need to become
familiar with the legal considerations which vary by state.
A formal safety record keeping program should exist on the project and
for every contractor. The program should include:
Safety Meetings
Safety meetings should be conducted on a regular basis and involve all
project personnel. There should be tool box talks at least once a week
involving all workers and, at the minimum field
supervisors. It would also be beneficial for other levels of the
contractor's personnel to be involved and even owner representatives. In
addition, there should be safety meetings for project supervisors and
managers held by the individual companies and for the project as a whole.
Owner representatives should be involved with some of these meetings,
especially those with the contractor managers. It is up to each company
and/or project management to determine how often the meetings should be
held and the subject matter of them. These meetings should be well planned
(have an agenda), be conducted in an effective and efficient manner, and
followup action (such as taking corrective action on an unsafe condition)
occur in a timely manner.
102
effective type(s) possible for any hazard and/or environment. It is not
good enough to try to get by with requiring the minimum in personal
protective equipment.
There are two areas in which future research could take place
pertaining to safety techniques which would benefit both the owner and
contractor. The first would be a more detailed study of any one and/or a
combination of the techniques to determine cause and effect relationships.
The other study would determine the actual costs of developing and
implementing one or more of the techniques and attempt to determine the
financial benefit.
103
BIBLIOGRAPHY
104
The Business Roundtable. (1982). Improving Construction Safety
Performance (Construction Industry Cost Effectiveness Project
Report No. A-3). New York, NY.
107
O'Hern, C. A. (1990). Incentives and Their Applications in Safety
Programs. Safety and Health, 141(6), 52-54.
108
Widner, J. T. (1973). Selected Readings in Safety. Macom, GA:
Academy Press.
109
APPENDIX A
CII ZERO ACCIDENT TASK FORCE
CONSTRUCTION SAFETY QUESTIONNAIRE FOR OWNER MEMBERS
Commercial _____%
Heavy Industrial _____%
Specialty _____%
General Construction _____%
Other _____%
110
3. If you know, what are the average OSHA incidence rates for the
contractors you hired to execute your work for the years indicated.
4. Using information from all the contractors' OSHA 200 forms, please
provide average injury/illness data for the last three years (for the
contractor's field employees only).
Construction Work 1990 1989 1988
No. of manhours worked ____ ____ ____
No. of restricted workday
cases(column 2-OSHA 200) ____ ____ ____
No. of cases involving lost
workdays(column 3-Osha 200) ____ ____ ____
No. of cases defined as
recordable but w/o lost
workdays(column 6-OSHA 200) ____ ____ ____
No. of fatalities ____ ____ ____
Maintenance Work
No. of manhours worked ____ ____ ____
No. of restricted workday
cases(column 2-OSHA 200) ____ ____ ____
No. of cases involving lost
workdays(column 3-OSHA 200) ____ ____ ____
No. of cases defined as
recordable but w/o lost
workdays(column 6-OSHA 200) ____ ____ ____
No. of fatalities ____ ____ ____
111
7. Do you require the contractors you hire to have a written safety
program?
12. Do you include safety specific guidelines and requirements in all your
contract documents?
14. Do you require all the subcontractors of all the general contractors
you hire to meet the same safety criteria as the general?
113
If sometimes, what governs your decision to use a professional? (check
all that apply)
19. Do you require all the contractors you hire to have a substance abuse
policy that provides some level of testing in a predominate number of
facilities / projects or jobs?
RWL:pbd
2-26-91
114
CII ZERO ACCIDENT TASK FORCE
CONSTRUCTION SAFETY QUESTIONNAIRE FOR CONTRACTOR MEMBERS
Commercial _____%
Heavy Industrial _____%
Specialty _____%
General Construction _____%
Other _____%
Total 100%
Interstate _______________
Intrastate _______________
Monopolistic State Fund _______________
Total _______________
Maintenance Work
No. of manhours worked ____ ____ ____
No. of restricted workday
cases(column 2-OSHA 200) ____ ____ ____
No. of cases involving lost
workdays(column 3-OSHA 200) ____ ____ ____
No. of cases defined as
recordable but w/o lost
workdays(column 6-OSHA 200) ____ ____ ____
No. of fatalities ____ ____ ____
116
8. Do you have a written company safety program or operational safety
plan?
Yes No
A. For your own employees? ____ ____
B. For your subcontractors? ____ ____
Yes No
Company Safety Policy ____ ____
Company Safety Rules, Procedures ____ ____
Incorporating Clients Safety Rules and Regulations ____ ____
Safety Meeting Attendance ____ ____
Work Hazard Reporting ____ ____
Injury Reporting ____ ____
Personal Protective Equipment ____ ____
Housekeeping ____ ____
Fire Protection ____ ____
Driving Safety ____ ____
First Aid ____ ____
Electrician Safety ____ ____
Rigging Safety ____ ____
MSDS/Hazard Communication ____ ____
Other (Identify) _____________ ____ ____
117
13. Do you require Organized safety meetings:
Yes Frequency NO
Yes No
A. Near misses _____ _____
B. Recordable Cases _____ _____
C. Lost Workday Cases _____ _____
D. First-aid Cases _____ _____
What is the title of the highest level person in your company that
would receive accident reports?
_______________________________
16. In what format are accident records and accident summaries kept?
B. Accidents Totaled by
projects?
____ ________ _________ ________
C. Accidents totals by
superintendent?
____ ________ _________ ________
D. Accident subtotaled
by foreman? ____ ________ _________ ________
17. Do you keep records on the costs of each accident? How often are
these cost reported?
118
18. Do you have an alcohol and substance abuse program that requires some
level of testing?
19. Is it company policy to have personnel on all job sites who are
certified to administer first aid treatment?
Certification Type?
Red Cross _____
Fire Dept. _____
Other _____
Craftsmen _____
Foremen _____
Supervisors _____
Superintendents _____
Site Managers _____
24. What steps do you take to ensure compliance with these rules?
Pre-Job - _______________________________________________________
_________________________________________________________________
Explain _________________________________________________________
_________________________________________________________________
_________________________________________________________________
120
26. Do you have a safety incentive program?
Client: _________________________________________________________
Engineer:________________________________________________________
Contractor: ____________________________________________________
Location:________________________________________________________
Grassroots/Revamp/Maintenance: _____________________________
A. Fatalities _______________________
B. Lost time Case ___________________ Incidence Rate: _________
(with lost days)
C. Restricted Workday Cases _________ Incidence Rate: _________
D. Medical Only Cases _______________ Incidence Rate: _________
E. OSHA Recordable Cases ____________
F. Number of W. C. Claims ___________
G. Workers Compensation Total Incurred Losses (TIL) _______________
H. Workers Compensation Premium (PR) ___________________________
I. Workers Compensation Loss Ratio (TIL/PR) ______________________
121
APPENDIX B
OWNER MANAGER
INTERVIEW QUESTIONS
Revised 12-7-91
1. Overview
2.0 How long have you been on this job site? ___________
122
2. Management Commitment
123
3.0 Are your company employees held
responsible in any way for contractor job-
site safety? Yes No DK
6. Safety Budget
124
4.0 Does your company financially support the
contractor's safety-related efforts? Yes No DK
8. Safety Meetings
125
4.1 If so, describe. None NA
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
126
2.0 Are standard reports made for future
planning and corrective actions? Yes No DK
127
1.1 Who within your company conducts job site
audits? None NA
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
128
1.1 If so, what records are required? None NA
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
129
3.0 How could safety performance be improved
for both contractors and their contractors
on this project? None
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
20. Other
1. _______________________________________
_______________________________________
_______________________________________
2. _______________________________________
_______________________________________
_______________________________________
3. _______________________________________
_______________________________________
_______________________________________
130
CONTRACTOR MANAGER
INTERVIEW QUESTIONS
Revised 12-7-91
1. Overview
2. Management Commitment
131
1.1 If so, what evidence exists to support
that feeling? None NA
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
132
9.2 Does the project safety committee meet
regularly? Yes No DK NA
133
2.1 Do the policies and procedures include
definitions of responsibility and
accountability? Yes No DK NA
134
11.0 Does your company have a danger tag and
lock out policy and procedures? Yes No DK
135
5.0 Are other contractors hired by your
company held accountable for their safety? Yes No DK
6. Safety Budget
136
3.0 Is the budget of other contractors hired
by your company reviewed to ensure funds
are included for safety? Yes No DK
137
4.0 Are safety performance goals communicated
to employees? Yes No DK
8. Safety-Related Meetings
138
3.1 Was the project emergency plan coordinated
to meet state and local requirements? Yes No DK NA
139
12.0 Does your company have a work permit
system? Yes No DK
140
Which of the following personnel receive
the end of project awards:
141
4.0 Does the orientation include information
about injury reporting and insurance claim
requirements? Yes No DK
142
2.0 Is the Owner required to comply with the
safety rules of the project? Yes No DK
143
4.0 Does your company conduct regular safety
inspections of the contractors it hires? Yes No DK
144
3.1 Was this formal training in a classroom? Yes No DK NA
145
3.0 Have you ever been involved in an accident
investigation? Yes No
146
Do you require other contractors you hire
to report:
147
3.0 Is substance abuse screening done for all
employees? Yes No DK
148
1.1 Are they distributed to the appropriate
personnel? Yes No DK NA
149
8.0 Are safety provisions part of the contract
between the contractors you hire and their
lower tier contractors? Yes No DK
150
7.0 Does your company conduct a review of
improvements of safety performance on the
job site? Yes No DK
20. Other
151
2.0 What are the three most effective safety
techniques used on this project? None
1. _______________________________________
_______________________________________
_______________________________________
2. _______________________________________
_______________________________________
_______________________________________
3. _______________________________________
_______________________________________
_______________________________________
152
CONTRACTOR SUPERVISOR
INTERVIEW QUESTIONS
Revised 12-7-91
1. Overview
2.0 How long have you been on this job site? ___________
2. Management Commitment
153
4.0 Is safety performance discussed in project
progress review meetings? Yes No DK
154
2.0 Does your company have a project specific
policies and procedures safety manual? Yes No DK NA
155
2.1 Are they written, verbal or both? Written
Verbal
Both
NA
6. Safety Budget
8. Safety-Related Meetings
156
2.0 Do you regularly attend safety meetings of
other contractors hired by your company? Yes No NA
157
9.1 Were these incentives given to individuals
crews, or both? Individuals
Crews
Both
NA
158
7.0 Does your company have different
orientation programs for different levels
of personnel? Yes No DK
159
13. Safety Training
160
3.0 Have you ever been involved in an accident
investigation? Yes No
161
17. Record Keeping
162
5.0 Have you ever recommended safety
improvements on the jobsite? Yes No
20. Other
1. _______________________________________
_______________________________________
_______________________________________
2. _______________________________________
_______________________________________
_______________________________________
3. _______________________________________
_______________________________________
_______________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
163
CONTRACTOR WORKER
INTERVIEW QUESTIONS
Revised 12-7-91
1. Overview
2. Management Commitment
164
2.1 Are you or have you been a member of this
committee? Yes No DK NA
165
6.0 Are you aware of your company having a
policy and procedures for hazardous
material handling and communications
(MSDS)? Yes No
6. Safety Budget
166
9. Pre-planning for Job-Site Safety
167
10. New Employee Orientation
168
13. Safety Training
169
16. Substance and Alcohol Abuse
170
3.0 Have you ever provided recommendations for
safety performance improvement on the
jobsite? Yes No
20. Other
1. _______________________________________
_______________________________________
_______________________________________
2. _______________________________________
_______________________________________
_______________________________________
3. _______________________________________
_______________________________________
_______________________________________
171
OWNER MANAGER
TIME FOR SAFETY
172
6. Involvement with the contractor in pre-job planning for
safety, such as hazards analysis, reviewing the site for
hazards, etc.
173
13. Involvement with the contractor in the case management of
injured workers' return to the job site, e.g. offsite
visits, insurance claims, doctor conferences, etc.
174
CONTRACTOR MANAGER
TIME FOR SAFETY
175
6. Involvement in pre-job planning for safety, such as hazards
analysis, reviewing the site for hazards, etc.
176
13. Involvement the case management of injured workers' return
to the job site, e.g. offsite visits, insurance claims,
doctor conferences, etc.
177
CONTRACTOR SUPERVISOR
TIME FOR SAFETY
178
6.Involvement in safety inspections.
179
13. Involvement in other safety related activities such as daily
exercise periods, etc.
180
CONTRACTOR WORKER
TIME FOR SAFETY
181
6. Participation in safety training, such as formal classroom
training, emergency drills, etc.
182
OWNER MANAGER
RANKING OF SAFETY ATTRIBUTES
183
CONTRACTOR MANAGER
RANKING OF SAFETY ATTRIBUTES
184
CONTRACTOR SUPERVISOR
RANKING OF SAFETY ATTRIBUTES
185
CONTRACTOR WORKER
RANKING OF SAFETY ATTRIBUTES
186
OWNER MANAGER
EVALUATION OF CONTRACTOR SAFETY PROGRAM
1. For each major heading first read all the choices listed
under it.
2. After reading the list of items, go back and circle all the
letters opposite the choices which best describe what is
happening on this project.
3. Then go to the next major heading and repeat the process
until you have completed the entire survey form.
187
II. CONTRACTOR SAFETY POLICIES AND PROCEDURES
188
V. SAFETY BUDGET
189
VIII. PRE-JOB PLANNING FOR SAFETY
190
X. NEW EMPLOYEE SAFETY ORIENTATION
191
XII. ACCIDENT INVESTIGATION
192
XIV. SAFETY PERFORMANCE AUDITS (VERIFICATION, DOUBLE-CHECK,
CONFIRMATION)
193
XVI. TESTING FOR SUBSTANCE AND ALCOHOL ABUSE
In the space below, please provide any comments that you may have
about this survey form.
194
CONTRACTOR MANAGER / SUPERVISOR
EVALUATION OF SAFETY PROGRAM
195
II. SAFETY POLICIES AND PROCEDURES
196
IV. AWARENESS OF EXPERIENCE MODIFICATION RATE (EMR)
V. SAFETY BUDGET
197
VI. SAFETY GOALS AND OBJECTIVES
198
VIII. PRE-JOB PLANNING FOR SAFETY
199
X. SAFETY RULES
200
XII. SAFETY INSPECTIONS
201
XIV. ACCIDENT INVESTIGATION
202
XVI. SAFETY PERFORMANCE AUDITS (VERIFICATION, DOUBLE-CHECK,
CONFIRMATION)
203
XVIII. RECORD KEEPING
In the space below, please provide any comments that you may have
about this form.
204
APPENDIX C
XI. Adjourn
205
APPENDIX D
There are various forms used in this research. Noted below is a listing of
them:
Relative to the first two forms, give the appropriate one to the highest
level on-site manager of the owner's and highest level on-site manger of
the contractor's (General of CM) organizations to complete. Provide them
with a sufficient amount of time so as to be able to provide complete
answers. This usually will take about a week.
As for the other forms, you will need to duplicate the needed quantity of
each. The attached reminder lists will help you determine the exact number
of copies required for each form. Forms 3-16 will be used in the interview
process.
The interview process will be both written and oral as noted herein. Have
all forms available along with a sufficient number of pencils. The
interview process should be conducted on the jobsite and in a place free
from interruptions and excessive noise. The
206
most effective place would be in a job trailer or building adjacent to the
construction operations.
Don't try to overlap the interviews so that you have people waiting. It is
possible to overlap the written and oral components so that while you are
beginning a new interview, the previous interviewee is completing the
written survey forms.
Wherever possible, conduct all parts of the interview while the interviewee
is with you. On rare occasions, and only for the upper managers, you could
allow individuals to take the written portion of the interview documents
with them so they can complete them at a more convenient time.
You may also want to make available to the interviewees a brief description
of the research project (copies have been made available to each
interviewer).
Noted below are the steps you follow in conducting the interview:
2. Inform the person the interview will take about one hour and
will consist of written and oral components.
After you have completed all interviews and have all the completed forms
from both the oral and written components, complete the Safety Attributes
Checklist which is a summary of the various items identified through the
interview process. Use a "+" sign to indicate the attribute exits, a "-"
sign if it doesn't and a "NA" if the response is not applicable for the
project. One checklist should be completed for each project.
Once the checklist has been completed, package up all the forms and other
documentation. Use the "Closeout Checklist" form to be sure all items are
included in the shipment. Send the completed forms and other documentation
to the research center whose address is noted below. Also provide any
comments you have about
208
any of the forms or research method as a whole.
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CII - ZERO ACCIDENT TASKFORCE
For each project, follow the below noted protocol in who to interview in
the various organizations and which forms to use. For any one
organization, a specific level of employee may not exist. For instance,
there may not be a designated full time safety person on site. If this is
the case, interviews are not needed. Do not substitute other interviews
from those noted below.
GENERAL CONTRACTOR
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CII - ZERO ACCIDENT TASKFORCE
For each project, follow the below noted protocol in who to interview in
the various organizations and which forms to use. For any one
organization, a specific level of employee may not exist. For instance,
there may not be a designated full time safety director in one of the
organizations. If this is the case, interviews are not needed. Do not
substitute other interviews from those noted below.
CONSTRUCTION MANAGER
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Appendix E
212
213
214
215
216
217
218
219
220
221
222
223
224
225
226
227
228
229
230
Appendix F
231
232
APPENDIX G
CLOSEOUT CHECKLIST
233
234
235
Appendix H
236
237
238
239
240
241
242
243
244
245
246
247
248
249
250
251
252
253
254
255
256
257
258
259
260
261
262
Appendix I
"What are the three most effective safety techniques used on this
project?"
Accountability/Responsibility
Attitude
Communication
263
- Asking for input and involvement from everyone
- Safety contest
- Constant reviewing
- High management visibility
- Programs for safety observations and awareness
- Foremen video of crews
- Safety recall interviews
- Constant outflow of safety information to field
- Right-to-know law
- General safety questions and answers
- Statistics to review trends
- Work by example
- Having a ground man to keep an eye on overhead work
Coordination
- Safety committee
- Safety team
- Teamwork
- Cooperation between employees of different contractors
- Buddy system
- Corrective actions
- Program visibility
- Supervision interfacing with Safety
- Involving all employees with safety
- Working at reasonable pace and control
- Confronting safety issues
- Never rushed to get a job done
Discipline
- Disciplinary actions
- Strict safety enforcement including:
safety glasses, fall protection, equipment for safety, crane
signaling techniques, standard practices, rules, procedure
for scaffold use, hard hat use, and lockout policy
- Reprimand procedure and system
- Termination or suspensions
- Strict adherence to site policies regarding safety
- Safety violation program
- Zero tolerance for defects
- Verbal safety warnings
- Written safety warnings
- Uniform enforcement without exception
- Safety supervisors's notices to subcontractors
- Safety citations
- No beards and long hair
264
Fall Protection
Fire Protection
- Firewatch
- Fire blankets
- Fire extinguisher
- Fire prevention
- Fire planning activities
- Knowledge of fire equipment
Safety Goals
Housekeeping
- Housekeeping
- Clean jobsite
- Cleaning work area - before and after
- Company commitment to clean jobsite
- Cleanliness of jobsite mandatory
Hazard Protection
- Barricading
- Covered floor openings
- Flagging around holes and caution tape
- Handrails, toeboards and guard rails
265
- Rigging policies
- Adequate lighting on project
- Evacuation alarm
- Backup alarms on equipment
- Shoring of trenches
- Seat belt used required
- Hazard material and waste planning, awareness and equipment
- Monitors set up for area awareness
- Respirator use
- Breathing equipment
- Confined space requirements
- Gas testing and monitoring
- Testing for breathing apparatus done regularly
- Material Safety Data Sheets
- Rebar protection
- Ground fault protection
- Extension cords
- Scaffolds, including wetting before dismantling
- Dust suppression and containment
- Proper equipment storage
- Flagman on equipment
- Radiation work permit
Incentives
Inspections/Audits
266
- Walk through inspections with client which includes operations
- Walk through inspection with follow-up
- Daily observations (walk arounds by safety team)
- Daily monitoring of each building
- Safety inspections of cars, personal safety gear, tools and
equipment
Meetings
Orientation
Other
- Client support
- Owner commitment to safety
- Owner safety involvement
- Cooperation of owner in meeting safety standards
- Making safety programs part of contract
- Safety program in contract
- First aid trailer on site to handle minor emergencies
- First aid program with EMT
267
- Onsite first aid
- Accident investigations
- Accident investigation allows for correction and prevention
- Investigation of all violation and/or injuries
- Carefully chosen crew mixes
- Empowerment
- Supervision
- Engineering
- Longevity of site - evergreen
- Front end loading
Pre-project/Pre-task Planning
268
- Ear plugs
- Safety gloves
- Double eye protection rule
- Personal protection policy
- Needed equipment is provided
- Safety equipment at all times
- Manlift instead of ladder
Safety Person/Personnel
- Drug screening
- Drug testing
- Drug program
Training
- Training
- Education
- Training films
- Training videos
- Safety training
- Specific safety training
- Safety observation training
- Supervisor safety training
- Four part contractor training
- Winter safety training
- Hazards training
- Update training
- Hands-on training
- Jig lift training
- Lock out/ tag out training
- Confined work area training
269
Appendix J
270
271
272
Appendix K
273
274
275
276
277
278
279
280
281
282
283
284
285
286
287
Appendix L
288
289
290
Appendix M
291
292