Rock Products

AUG 2019

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www.rockproducts.com ROCK products • August 2019 • 129 Safety Aggregates Industry Almanac Adhering to the general guidelines above and with a focus on communication throughout the process, the committee com- pleted and implemented their plan that began in their MSHA Annual Refresher Training. The process is discussed below. First Step: Building the Plan First, the committee completed the following tasks: • Reviewed what co-workers believe are causes of powered haulage accidents, incidents and fatalities (as identified in their MSHA ART). • Discussed the processes they could follow to help manage or eliminate the causes. •  Determined it would be easier to develop a plan if the actions or behaviors that cause or contribute to powered haulage incidents were put into categories. •  Asked NIOSH Staff for assistance in outlining a Powered Haulage Safety Plan based on the information provided by employees. They determined the causes and actions to correct problems could be placed into the following cate- gories: workers; managers; site/equipment; and worker preparedness. The committee agreed with these categories. •  Decided to proceed with developing a Powered Haulage Management Plan. Based on the committee's discussions and with assistance from NIOSH, a "Plan to Eliminate and Manage Powered Haulage Accidents, Injuries and Fatalities," was developed. As currently written this plan outlines: •  Actions, activities and goals designed to eliminate or manage accidents, incidents and potential fatalities related to powered haulage equipment on the company's sites and projects. The plan focuses on what MSHA identified as the three major causes or negative consequences of incidents including the following: 1) Larger vehicles striking smaller vehicles, plants or other structures; 2) Mobile equipment moving on the site/seat belt usage; and 3) Using conveyors to move materials. •  Ways to measure activities or goals, including strengths and weaknesses, were deemed to be necessary. They could be measured by: 1) Employee observations; 2) Written employee surveys; 3) Employee comments or face-to-face interviews; and 4) Review of employee near miss reports. • Four leading indicator checklists – or scorecards – which provide objectives/goals of the plan; causes or behaviors which contribute to powered haulage incidents, and actions or processes which could be utilized to manage them. The checklists are titled: – Checklist for Workers. – Checklist for Managers. – Checklist for Site/Equipment. – Checklist for Worker Preparedness. •  The "Plan to Eliminate and Manage Powered Haulage Accidents, Injuries and Fatalities" was provided to the committee for review and further action. Second Step: Reviewing and Implementing the Plan In March 2019, the committee reviewed and approved the plan, which would be implemented in April 2019. They also agreed on ways to improve implementation of the plan by including the following changes and expectations: •  Combine some of the items on the Worker and Manager Checklists. •  Update site maps to ensure they accurately depict all facilities, roads, stockpiles, plants, other features and identification of staging/loading area for customers with pickups, other small trucks and those with trailers. •  Consistently encourage employees to review the checklists on weekly basis, document changes and make comments on progress, successes, or areas that need immediate attention. One example of the scorecard, or checklist, for Cessford's Powered Haulage Plan is below. It is easy to see the overlap in the communication card offered in the previous article and how the issue in the card below was just adapted to be more specific to powered haulage. These measurements have provided a reminder and incentive for management and coworkers to communicate with each other about possible risks during pre-shift checks and during shifts to minimize hazards related to powered haulage, as the subsequent exam- ples illustrate. Third Step: Measuring Progress Two, four and six weeks after Cessford leaders implemented its "Plan to Eliminate or Manage Powered Haulage Accidents, Injuries and Fatalities," several site visits were conducted to ask employees how the plan was being used or if they had any questions. Initially there were a few employees who were a little uncertain about what they were to do, but the majority of them have used one or more of the checklists in some manner, had written comments or "checked the done column" to show that they had completed some tasks. Exam- ples of actions taken or tasks completed are listed below. It should be noted that several of these tasks also encouraged the concept of "See something, say something," which is another company-wide effort that started about a year ago (McGuire et al., 2018). •  An equipment operator indicated that he is more conscien- tious about wearing his seat belt now than in past. •  A scale operator observed an employee without proper PPE … this person was asked to return to the vehicle and get what was needed. •  A quality control person observed an employee parking his

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