Training Module
Describe Loss
Control Strategies
for Tasks
Describe
Strategies to
Control Losses
Analyze
Critical
Tasks
Describe Loss
Control Strategies
for Tasks
Identify and Rate
Critical TasksQuantitative Method
GOAL
Step 4
Control Strategies
Identify and Rate
Critical TasksRelative Method
Controls After
Work is Done
Step 3
Controls
During
Work
Step 2
TASK
Step 1
Controls Before
Work Starts
Human Development
Consultants Ltd.
Describe Loss Control
Strategies for Tasks
© HDC Human Development Consultants Ltd.
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This publication is designed to provide general information regarding the subject matter covered. Care
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procedures (task steps) herein is undertaken at the sole risk of the user.
®
LO-PEMEO is a word meaning loss and optimization of people, equipment, materials, environment, and
®
organization. LO-PEMEO is a trademark of HDC Human Development Consultants Ltd.
ISBN 1-55338-026-6
Canadian Cataloguing in Publication Data
1. Risk management. I. HDC Human Development Consultant
HD61.I34 2002 658.15’5 C2002-900311-3
This training kit consists of the following parts:
♦ Training Module and Self Check
♦ Blank Answer Sheet
♦ Knowledge Check and Answer Key
Published by HDC Human Development Consultants Ltd.
Published in Canada
HDC Human Development Consultants Ltd.
Website:
E-mail:
Phone:
www.hdc.ca
[email protected]
(780) 463-3909
January, 2002
Human Development
Consultants Ltd.
Describe Loss Control
Strategies for Tasks
Contents
Training Objectives
1
1
Introduction
1
2
Loss and Risk Concepts
2
2.1 Concepts of Loss
2.2 Concepts of Risk
2.3 Controlling the Risk of Losses
2
4
5
3
Applying Loss Control Concepts to Tasks
6
4
Assessing Risk of Task-Related Loss
13
4.1
4.2
4.3
4.4
4.5
15
17
18
20
22
5
Identify Controls for Tasks
25
5.1 Workplace Controls to Reduce Risk to People
5.2 Strategies for Making Procedures Effective
5.3 Using Training as a Control Strategy
25
26
28
6
Comparing Critical Tasks and Tasks Selected For
Training
29
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3.1
3.2
3.3
3.4
3.5
Causes of Task-Related Loss
Probability of a Task-Related Loss
Severity of Consequences of a Task-Related Loss
Role of Human Error
Critical Tasks
Identify and Rate Critical Tasks—Relative Method
Identify and Rate Critical Tasks—Quantitative Method
Setting Priorities for Taking Action
Analyze Critical Tasks
Analyze Procedures for Loss/Optimization
6
7
8
9
11
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Strategies for Tasks
Human Development
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Contents
(continued)
7
Summary
34
8
Self-Check
35
9
Self-Check Answers
38
Glossary
38
10
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Human Development
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Describe Loss Control
Strategies for Tasks
Prerequisite––Describe Strategies to Control Losses
Training
Objectives
NOTE
Upon completion of this training kit, you will be able to:
Describe basic loss control and risk management
concepts
Describe the meaning of task and critical task
Describe factors that contribute to human error
Describe two task analysis methods
Describe measures to control losses and improve job
performance before, during, and after carrying out tasks
Describe methods to reduce loss incidents caused by
human error
Describe the relationship between critical tasks and
tasks selected for training
Refer to the glossary, located at the end of this module, for
an explanation of terms.
1 Introduction
Organizations can improve corporate performance by
optimizing the use of assets and by reducing losses.
Organizational losses are usually a result of conditions, actions,
or events in the workplace. Organizational losses are frequently
related to tasks and can affect people, equipment, materials,
the environment, and the organization (PEMEO). For example:
lost-time injuries
environmental damage
equipment and material damage
material waste
substandard products
shortened equipment life
downtime
loss of customers
Both the organization and its employees have responsibilities to
reduce risk and control loss. Organizations invest a great
amount of effort and money to implement programs to control
loss. However, while performing tasks, supervisors and
January, 2002
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Human Development
Consultants Ltd.
Describe Loss Control
Strategies for Tasks
employees are usually in the best position to identify potential
losses and take immediate action to reduce risk.
This kit describes basic loss and risk concepts and their
application to tasks. An emphasis is placed on:
identifying critical tasks and rating their degree of risk
identifying potential controls to reduce the risk of loss
identifying opportunities to optimize the use of assets
(i.e., efficiency and effectiveness)
NOTE
This training kit is a prerequisite to the following HDC kits:
Identify and Rate Critical Tasks—Relative Method
Identify and Rate Critical Tasks—Quantitative Method
Analyze Critical Tasks
2 Loss and Risk Concepts
2.1 Concepts of Loss
A loss can be defined as anything that causes the organization
to experience pain. Losses may affect people, equipment,
materials, the environment, or the entire organization
(PEMEO). Losses may be ongoing or occur as a result of an
accidental/unforeseen event or circumstance.
Actual losses are losses that have already occurred. Potential
losses are losses that could occur in the future. Identification
and measurement of actual losses may assist organizations to
predict potential losses and take action to prevent them from
occurring.
NOTE
January, 2002
Both actual losses and near-misses must be considered when
assessing the risk of potential losses. A near-miss is an
undesired event, which, if conditions or circumstances had been
slightly different, could have resulted in a loss. Near-misses are
warning signs for potential losses.
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Strategies for Tasks
Human Development
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The causes for loss are often caused by workplace conditions,
actions, or events related to PEMEO, as shown in the following
illustration.
Organization
Environment
People
conditions
actions
events
Equipment
Materials
A loss incident is often caused by a series of events, each
event generating specific consequences. When identifying the
causes for a loss incident, it is important to identify the root
cause(s) so that the controls selected to reduce future losses
will be effective.
In cases where there are multiple deficiencies, fixing individual
deficiencies may not be effective. The underlying causes of the
multiple deficiencies must be determined so that corrective
measures will be more effective.
The consequences of a loss event often affect more than one
domain of PEMEO. Consequences may also:
be immediate (e.g., injury or property damage caused by a
vehicle accident)
occur some time after the initial event (e.g., injuries caused
by a parachute being incorrectly folded)
be cumulative (e.g., loss of hearing or corrosion of piping)
Organizations must identify measurable consequences to
determine the severity of a loss or to assess whether controls
are warranted. Section 3.3 of this module explains measurable
consequences in more detail.
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Describe Loss Control
Strategies for Tasks
2.2 Concepts of Risk
Probability
chance, likelihood
Risk is a function of the probability of experiencing a loss
incident and the potential severity of the consequences. Risk
management is a systematic approach taken to reduce the
likelihood and impacts of potential losses. Risk assessment is
part of the risk management process. It is a strategy used to
quantify risk. A risk assessment identifies:
potential losses
the probability that each potential loss will occur
the severity, or magnitude, of the consequences that could
result from the loss
The end product of a risk assessment is a list of potential
losses ranked according to risk. The ranking of potential losses
assists organizations to determine where to direct their efforts
and budgets to manage risk. Risk analysis is a more rigorous
form of risk assessment conducted to obtain more precise or
more detailed risk information.
Severity of
Consequences
magnitude, amount,
quantity, or degree of the
effect; amount of impact
All risk assessment methods are based on the concept of
cause and effect. The relationship between cause and effect
must be understood before risk can be assessed. Risk is a
function of the:
probability of a loss incident occurring, and
severity of the consequences
There are several different risk assessment methods, each with
a different focus. For example:
both the Hazard and Operability Study (HAZOP) and Failure
Modes and Effects Analysis (FMEA) focus on technology to
identify potential loss events
Fault Tree Analysis (FTA) focuses on potential loss events
to identify root causes
Task Analyses focus on tasks to identify:
− potential losses to PEMEO
− opportunities for optimizing PEMEO
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Human Development
Consultants Ltd.
Describe Loss Control
Strategies for Tasks
HAZOP, FMEA, and FTA are described in HDC’s training kit,
Describe Strategies to Control Losses.
Section 4 of this module describes four methods of task
analysis:
identify and rate critical tasks––relative method
identify and rate critical tasks––quantitative method
analyze critical tasks
®
analyze procedures for loss/optimization (LO-PEMEO )
NOTE
Performing a risk assessment does not imply or prove that a
process, product, facility, or system is intrinsically “safe.”
2.3 Controlling the Risk of Losses
Organizations implement controls to enhance business success
and reduce the risk of losses. Legislation sets a minimum
standard for reducing the risk of specified losses; some
organizations choose to exceed the legislated standard.
Organizations may conduct a cost/benefit analysis when
selecting controls to determine the best course of action.
Actions taken to reduce risk or improve productivity can vary
from taking low-budget initiatives to making large capital
expenditures. Low-budget initiatives could be to develop or
modify procedures, develop new safety practices, purchase
additional safety equipment, or provide training. Large capital
expenditures may be required if equipment, processes, or
safety systems need to be upgraded.
Instead of implementing measures to reduce the risk of loss,
the organization may decide to:
“live with” the risk and monitor to ensure the risk does not
escalate
reduce the risk by
− eliminating or modifying a high-risk task
− contracting the work to a specialized third party
− increase the organization’s level of insurance coverage
Organizations may have one or more loss control and/or risk
management programs or systems. Ongoing risk assessment,
monitoring of control effectiveness, and regular management
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Describe Loss Control
Strategies for Tasks
review and follow-up are important steps in the continuous
improvement components of such programs.
At the corporate level, organizations invest a good deal of time,
effort, and money in loss control initiatives. When performing
tasks, supervisors and employees, however, are often in the
best position to identify potential losses and take immediate
preventive action.
3 Applying Loss Control Concepts
to Tasks
A task is a work activity that is part of a specific job. A task has
several features:
it has a beginning and an end
it can be assigned to (or done by) one or more people
the person(s) who carry out a task can usually be observed
by others
when the task has been completed, its result can be
measured (e.g., in terms of quality, quantity, time,
timeliness)
Each time a task is performed, there is a risk of a loss
occurring. The risk associated with a task can be determined by
estimating the:
probability that a potential loss will occur, and
severity of the consequences
3.1 Causes of Task-Related Loss
The causes for loss are commonly attributed directly to
conditions, actions, or events in the workplace. These
conditions, actions, and events often involve PEMEO and occur
before, during, or after a task is completed. For example:
before doing work: buildup of ice on a roof; materials
temporarily stored at a site may interfere with planned work
during work: carbon monoxide emissions from a power
cement troweller; presence of a flammable substance in a
welding area
after: herbicide residue on a lawn after application; wet floor
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Consultants Ltd.
Describe Loss Control
Strategies for Tasks
When assessing the probability of a loss incident, it is
necessary to identify the conditions, actions, and events
(causes) in the workplace that might be present before, during,
or after a task is performed.
3.2 Probability of a Task-Related Loss
A number of factors affect the probability that a loss incident will
occur when performing a task:
performance frequency
− the more often a task is performed, the more opportunities
there are for a loss to occur; the probability of a loss
increases
− if a task is performed only occasionally or rarely, the
probability of a loss increases
duration of the task
worksite conditions (especially hazardous conditions) when
the task is performed
worksite activity level (the number and variety of tasks being
performed at the same time)
number of people involved in the task
coordination and communication requirements of the task
difficulty of performing specific steps of the task
complexity of the task
− number of steps in the task
− number of actions, skills, or decisions required to
complete the task
difficulty in achieving the task’s desired results
potential severity of the loss if the procedure is improperly
performed
experience of the worker
worker’s familiarity with the workplace and work conditions
worker’s ability to adapt to workplace conditions (e.g., noise,
heights, excessive cold or heat)
changes that occur during the task
inherent danger of the task
For tasks involving conditions, actions, or events that are
inherently dangerous (e.g., the use of a hazardous substance,
presence of high pressure piping and vessels, excavations), the
probability of a loss is high. As the level of danger increases,
the ability to reduce the severity of consequences decreases.
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Describe Loss Control
Strategies for Tasks
For example, the probability of injury is higher if a worker is
splashed in the eyes with a strong acid than with water.
The probability of a loss incident also depends on a person’s
risk threshold and commitment to being safe and effective in
the workplace. A person’s inability to understand or foresee
consequences can also increase the probability of a loss
incident.
3.3 Severity of Consequences of a Task-Related Loss
Task-related losses may involve one or more PEMEO domains,
as shown in the table that follows.
PEMEO Domain
People
Equipment
Materials
Environment
Organization
January, 2002
Examples of Task-Related Losses
first aid injuries
lost-time injuries
long-term disabilities or chronic
illnesses
death
equipment failure or emergency
shutdown
replacement or repair costs
shortened equipment life
substandard products
excessive waste of materials
damage due to improper stacking or
storage of materials
uncontrolled release of toxic materials
contamination of storage yard
impacts to neighboring property (e.g.,
sandblasting operations cause metals
contamination of soil)
wasted time
reduced production
loss of reputation
inconvenience or disruption to public
fines or penalties for code violation
legal costs
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The type and severity of consequences are directly related to
the specific conditions, actions, or events that are associated
with the task. For example:
When a scaffold collapses, people, equipment, and
materials may fall. The consequences of the fall may be
physical injuries and damage to equipment, materials, and
property. The greater the distance of the fall, and the more
people, equipment, and materials involved, the more severe
the consequences. Severity is measured by a number of
factors, such as the nature and extent of physical injuries
and the cost to repair damaged property.
When the berm around a mine tailings pond collapses,
contaminated water may flood agricultural land and enter a
river. The consequences could include soil contamination,
crop damage, contamination of waterways and the drinking
water supply, and injury or death of fish and wildlife.
Severity is measured by a number of factors including the
types and concentration of the contaminants, the volume of
the release, remediation or reclamation required, and costs
of providing an alternate water supply.
To estimate severity, the consequences must be measurable.
For example, a fire is not a measurable consequence. The
measurable consequences are the actual costs of the results of
the fire (e.g., replacement costs for damaged property, lost
production costs, firefighting costs, increased insurance
premiums).
Because tasks involve people, human error must be taken into
account when assessing the probability of a loss and the
severity of the consequences.
3.4 Role of Human Error
Losses due to human error are often a result of inappropriate
actions or wrong decisions. Several factors may contribute to
human error, such as:
fatigue
job or family stress
use of prescription or over-the-counter medications
substance abuse
information overload
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ƒ
ƒ
ƒ
ƒ
boredom (e.g., the “hypnotic effect” of some repetitive tasks)
poor communication when transferring responsibilities such
as during shift changes
misinterpretation of commands (verbal or hand signals)
mismatch between a worker’s aptitude or competence and
the task
Some examples of human error are:
ƒ failing to consider side-effects of a task
ƒ failing to verify preconditions of a task
ƒ failing to consider all related factors due to tunnel vision or
fixation during alarm conditions
ƒ judging a correct instrument reading as being faulty
ƒ disregarding alarms as being nuisance alarms in conditions
where a real, serious situation exists
ƒ using improvised actions or short cuts
ƒ using outdated procedures
ƒ using standard procedures for nonstandard systems
Human reliability analysis and safety engineering are two fields
of analysis that try to determine the limitations of personnel
operating and maintaining industrial facilities. The design of
industrial facilities and their safety systems can be adjusted to
accommodate these limitations. Sometimes highly complex or
repetitive tasks can be automated.
Concluding that a loss incident was caused by human error is
questionable if:
End of Sample
A full licensed copy of this kit includes:
• Training Module and Self-Check
• Knowledge Check and Answer Key
• Blank Answer Sheet
January, 2002
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