Job Hazard Analysis

Job Hazard Analysis

Job Hazard Analysis – Aligning Human Performance Improvement Concepts With Hazard Analysis

By James Roughtonand Nathan Crutchfield

In recent discussions and reading on Human Performance Improvement (HPI), we have learned about several enhancements that need to be considered for use in the Job Hazard Analysis (JHA) process. Job Hazard Analysis Benefits First, the JHA is a great tool that will assist in the management of associated hazards, risk, and potential loss producing events that are typically embedded in each job, step, and task. Second, the process uncovers issues that are built into the job itself. To get to the root of these uncovered issues, we must begin by asking a simple question: “Is this a job we should avoid, modify extensively, or redesign? Third, the JHA identifies opportunities for improvements in the safety management system. And finally, the process provides the foundation for a risk-based analysis of the workplace. We believe that the associated hazards, risk, and potential loss producing events should be identified prior to implementation of any job. The intent should be to shift the hazard analysis process from targeting just loss reduction to a combined loss and risk reduction effort. Human Error versus Equipment Failure Traditionally, many professionals have used an 80%/20% split between human error and physical equipment failure. The current Human Performance studies that we have reviewed show that we need to further drill down into this 80/20 split and not stop at the 80% as being only human error. Based on the studies, this 80% can be further broken down into 70% of human errors due to “organizational weakness” or “Latent Errors” and that only 30% is due to individual mistakes.

If 70% of that 80% is due to organizational weakness, then 56% (70% times 80% = 56%) of all loss producing events are due to latent built-in errors from organizational weakness. Only 24% (30% times 80% = 24%) are due to the individual mistakes.

Over one half of human error is not from errors made by the employee touching the equipment or performing the tasks, but were designed into the job itself! Latent Errors Latent errors are hidden organizational related weaknesses or equipment flaws that lay dormant and go unnoticed as they have no immediate outcome or negative impact. Latent Errors can go for long periods of time before they create a loss producing situation. Latent errors include various management, supervisory, engineering and administrative actions, directives, or decisions that have the potential for creating the preconditions for error or that fail to prevent, catch, or mitigate the effects of an error. Adapting Human Performance Improvement What this tells us is that the hazard analysis process should consider the potential for latent errors previously or already built into the job’s design. As humans are fallible, we cannot assume that a job was initially perfectly designed for maximum efficiency or effectiveness. In fact, it may be completed based on a long term tradition of movements and actions that are actually a loss-producing trap for the employee if various elements come together at some future point in time. JHA Improvements Based on Human Performance Improvement, when developing a JHA, you should consider the following elements:

• Can any latent errors be identified that are built into the Job design? These errors may be built into task demands, individual capacities, the work environment, and aspects of human nature.
• What job elements can be redesigned or modified to reduce potential hazards and scope of risk?
• Is this job being completed in the same area or zone with other jobs that have hazards and risks that can develop a synergistic effect creating a great loss potential and higher risk!

We suggest that you take a hard look at your hazard identification process and consider other aspects of human performance beyond just body mechanics and basic ergonomics. We believe that the JHA is foundational to a safety management system and by adapting human performance improvement concepts into your hazard analysis efforts may produce additional insights on the scope of risk, hazards, and improved controls.

References

• US Department of Energy Human Performance Improvement Handbook, Volume I, 2009
• “Job Hazard Analysis, a guide for voluntary compliance and beyond” by James Roughton and Nathan Crutchfield, published by Butterworth Heinemann, 2008.

James Roughton is very passionate about developing an effective Job Hazard Analysis for Small Businesses. I am on a journey of discovery and want to spread the word about the Job Hazard Analysis, and other related-safety ideas.

I am an Inbound Marketing Certified Professional, Inbound Marketing Educator, freelance author, blogger, Social Media Marketing Strategist, Technical Trainer, Safety Professional, on-line entrepreneur and social networking guru. I love to help individuals and small businesses develop WordPress Websites that can navigate and explore the Social Network Jungle one step at a Time. You can subscribe to my blog at:

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