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High Potential Near Miss Incidents

There must be a quick, easy, and effective way for employees to communicate safety concerns, high-risk conditions and acts, and high potential near-miss incidents to the line management without them being worried about repercussions. [Pg.88]

Be active participants in disabling (lost-time) injury and high-potential near-miss incident investigations. [Pg.155]

All high potential, near miss incidents should be reported and investigated to determine and rectify root causes. [Pg.23]

A luck factor exists here because the high risk act may only result in a near miss incident with no loss. For example, a motorist fails to stop at a stop sign. This is a high risk act, but there was no loss. The action only had potential for loss. The same action is committed, but this time another car, which has the right of way, narrowly misses the vehicle that failed to stop. There was a flow of energy, but no contact or collision, therefore, no loss. This is an example of a high potential near miss incident. [Pg.33]

High potential near miss incidents and accidents causing damage shall be reported and thoroughly investigated using the NMAI Form. [Pg.50]

High potential near miss incidents reported... [Pg.143]

Investigating High Potential Near Miss Incidents... [Pg.151]

In some cases, it might be beneficial to appoint a committee or subcommittee to investigate certain accidents and high potential near miss incidents. These subcommittees could use the small group activity concept or brainstorming method to identify the root causes of the event and also to propose remedial measures and actions to take to prevent recurrence. [Pg.155]

Immediately npon the occnrrence of an accident or high potential near miss incident certain steps shonld be taken. These include ... [Pg.156]

The accident information should be made known via means of the company safety newsletter, safety Web site or similar communication means. Some organizations issue a loss announcement after serious injury resulting accidents and high potential near miss incidents. The information also could be posted on notice boards in the plant to inform employees of what happened. [Pg.157]

In order for any organization to improve safety by reducing losses, it is necessary for the organization to openly share and learn from its mistakes in the form of high potential near miss incidents. [Pg.165]

High potential near miss incidents indicate a failure of the safety management system and are warnings that under different circumstances a loss could be caused by a similar failure. Reducing the number of near miss incidents helps reduce the numerous high risk acts and conditions lying beneath the surface. Remedying near miss causes will lead to a reduction in injuries and help develop a positive safety culture. [Pg.165]

Each near miss incident should be risk ranked as to its loss severity potential and probability of recurrence. Only those with high potential should be investigated initially. Once an organization has control over the high potential near miss events, it can then direct its efforts to investigating the lower potential events. [Pg.14]

High risk potential near miss incidents and other high risk situations, such as high risk practices and high risk work environments, should be investigated. The purpose of the investigation is to find the immediate and root causes and then eliminate the problem. Remember to fix the workplace and not the worker. [Pg.141]

The accident/near miss incident investigation form is the key document in the investigation process. This form could be used to investigate injury-producing accidents, high potential near misses, property damage events, fires, and environmental events. [Pg.155]

The fact that the injury was minor in relation to the potential for serious injury does not rate this event as a near miss incident. It was an accident that resulted in minor injury (loss) and should be termed as such. The fact that there was high potential for serious injury that didn t occur does not qualify this event as a near miss incident. In some instances, an accident scenario could involve injuries, damage, and near miss incidents all in one event. [Pg.1]

The next near miss incident not only indicates the luck factor, but also the high potential for loss. An underground miner related this event ... [Pg.22]

High risk conditions may exist for years, but because of circumstances (luck), never result in a contact or any form of loss. Should something happen, a near miss incident, no loss or an accident with loss could occur. The difference is determined largely by chance or by luck. Thus, it can be deduced that the outcome of a hazardous situation is largely fortuitous. A high risk act may result in a contact with resultant loss or may remain an incident that had the potential, but did not cause any loss. [Pg.32]

The greatest potential for control tends to exist at the point where the action takes place. High risk behaviors and conditions mostly exist where the work takes place and, therefore, this is where the majority of near miss incidents will occur. Management is not always where the work is done, therefore, the employees doing the work are key when it comes to the reporting of deviations, such as high risk work practices, hazardous conditions, and the occurrences of near miss incidents. [Pg.58]

The reporting and ranking of near miss incidents is perhaps the most important aspect of any safety system. The near miss incidents with high probability and high potential severity shonld get the same important treatment as actual injury or damage-inflicting accidents. They warrant a full accident investigation, complete remedial measures, and follow up. [Pg.67]

To determine which near miss incident should be investigated via the accident investigation system, each near miss incident should be risk ranked as to potential loss and frequency of recurrence. In Model 7.8 are a few examples from industry of reported near miss incidents that have been ranked on a simple low (1), medium (2), medium-high (3), high (4) scale. ... [Pg.87]

Near miss incidents with high probability of recurrence and high or medium-high severity potential should be investigated and treated with the same urgency as loss-producing accidents. [Pg.150]

It is strongly felt that the solution to safety problems lie within those near miss incidents with high potential because they are accidents that the organization has not yet experienced. The loss causation sequence has been triggered, but, due to Luck Factor 1, has ended in a warning, a close call—a near miss incident. All an organization needs to do is to identify the potential of the near miss incident. If the potential is... [Pg.151]

All accidents that cause injury, damage, or business loss must be investigated to determine what happened so that preventative measures can be initiated to prevent a recurrence. All near miss incidents that have high potential to cause loss should receive the same attention as accidents and also should be thoroughly investigated in the same way and with the same gusto as accidents. [Pg.160]

Not all near miss incidents have high potential to cause injury and loss, yet some do. The only way to prioritize the reported occurrences is to risk-rank th by means of a risk assessment. The best tool for this is the risk matrix. Rananber, it s not what happened, it s what could have happened. The risk matrix is a crystal ball to predict the future or possible outcome of an event. Use it to forecast the probability of the next loss. Near miss incidents that fall into the high-high areas on the risk matrix should receive priority for investigation and rectification. [Pg.163]

If reporting near miss incidents results in disciplinary action or nothing is done to correct high severity and probability of potential situations, reporting will die and all related learning will stop. [Pg.165]

Applies the teohnique of risk assessment on near miss incidents to identify high potential loss events... [Pg.169]

Ensure implementation of operational safety risk mitigation plans and reviews of progress against the plans at site and corporate level. Monitor implementation of proper corrective actions and ensure they are promptly completed following audits and after thorough root cause investigations of all incidents or potentially high consequence near misses. [Pg.178]


See other pages where High Potential Near Miss Incidents is mentioned: [Pg.68]    [Pg.40]    [Pg.41]    [Pg.91]    [Pg.149]    [Pg.164]    [Pg.68]    [Pg.40]    [Pg.41]    [Pg.91]    [Pg.149]    [Pg.164]    [Pg.7]    [Pg.138]    [Pg.31]    [Pg.9]    [Pg.15]    [Pg.22]    [Pg.39]    [Pg.81]    [Pg.135]    [Pg.152]    [Pg.165]    [Pg.186]   


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