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To implement I2P2, establishing a Job Hazard Analysis process is essential. I2P2 will require a thorough review of the workplace. By completing an I2P2, Job Hazard Analysis comprehensive hazard and risk assessment, priorities can be set for rank ordering jobs and tasks by potential severity and loss frequency. Consider the following:
The following is a post to add to a discussion ongoing in the LinkedIn ASSE Group on the definitions of Job Hazard Analysis and Job Safety Analysis. The late Shannon England, a consulting ergonomist, and I had a discussion on the topic several years ago and devised the chart shown below. James Roughton and I also had discussions on which term to use or whether we should come up with a new nomenclature for the JHA and JSA when writing our book.
Having used both the both terms, depending on mood or group, I think the definitions should be made more clear.
The objective of employee participation is to increase the overall knowledge that all personnel must have concerning what, where and how harmful, hazardous conditions can develop and how readily they may cause harm. With employees committing their insight and energy, an Occupational Health and Safety Management System’s goals and objectives can be more effectively implemented.
Welcome to our infrequent newsletter for fans of our books, Made to Stick and Switch! Read on to make your next pitch great, to discover a great new book on change, and to hear our nominees for the Genius Award (including an unlikely rock star).
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SIX TIPS FOR GIVING A GREAT ELEVATOR PITCH
An elevator pitch is a mixture of an explanation and a sales pitch. It’s intended to get people excited about your organization, your new product, or even you personally (in an interview situation). Here’s how to give a good one:
1. Think short – no shorter than 30 seconds and no longer than 3 minutes. Time it.
2. If your topic is complex, use the “anchor & twist” format to orient your audience.
3. Don’t wing it, script it. Once you’ve figured out how to explain something well, there is NO value in novelty. Tell it the same (effective) way every time.
4. ‘Why’ comes before ‘What.’ People will understand better what you’re doing if they first know why you’re doing it. Here’s an example: “Most people invest some of their savings and give some of it away to charity. Wouldn’t it be nice if you could do both at once — get interest AND impact? That’s why we invented the Calvert Community Investment Notes.”
5. Mandatory: Include a story. For a product pitch, tell a customer’s story. For a nonprofit pitch, talk about the people you help. For self-promotion, highlight a time when you nailed it.
6. Check out other pitches for inspiration. Here’s one that we worked on for Peter Singer’s great book, The Life You Can Save. And here’s a great article about elevator pitches, starring Dave Yewman and Andy Craig, the masters of the craft.
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WANT TO TRAIN YOUR ORGANIZATION ON SWITCH? Hey — on March 20-21, 2011 we’re going to offer our first training class to certify trainers to teach the material in Switch (our new book on creating change). The class will be in Palo Alto, California. If you do coaching or training for organizations, and you’re interested in adding a Switch class to your repertoire, send us a note at training@heathbrothers.com.
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ESSENTIAL NEW BOOK ON BRIGHT SPOTS THINKING
Remember the story in Switch about Jerry Sternin? He’s the guy who solved the malnutrition problem among very poor Vietnamese rice farmers by figuring out the practices of bright spot moms who were raising healthy kids despite their poverty. Many readers have told us it’s their favorite story in the book. Anyway, there’s a new book out on Sternin’s work called The Power of Positive Deviance: How Unlikely Innovators Solve the World’s Toughest Problems. The book describes amazing case studies of how Jerry and Monique Sternin used bright-spots approaches to solve problems ranging from keeping kids in school in Argentina to preventing multi-drug resistant staph infections in U.S. hospitals. It doesn’t matter what field you’re in, if you want to create change, you should read this book.
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THREE ACTS OF GENIUS
1. David Lee Roth figured out how to avoid catastrophic failures at Van Halen’s live shows. (Chances are you can learn from his insight.)
2. The New York City public health department is waging a brilliant, sticky campaign against sugary sodas. See our article and the poster and the hilariously disgusting video.
3. Did you know Amazon has a patent on its 1-click-order technology? They’ve succeeded by making it ridiculously easy to place an order. Notice how Kiva uses the same idea: They’ve made it ridiculously easy for all of us to be “micro-lenders.” (Go see for yourself.) Are you making it ridiculously easy for your customers to engage with you?
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FOR MORE ON STICKY IDEAS: If you liked Made to Stick but want more hands-on practice, check out the course that we co-designed with our partners, Decker Communications. You can register for their open-enrollment classes – including sessions on Sept 10 (San Fran) and Nov 12 (NYC) — or contact them about hosting a class specifically for your group (madetostick@decker.com).
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Signing off until the next edition, which we promise will come sometime in the next 2 to 17 months… All the best to you.
-dan & chip
#MyJHA – The book Made to Stick is one that should be studied. How well do your messages stick?
The newest addition to David’s works, Principle to Practice is a book that inspires change and delivers improvement. The strategic principles in the book are a road map to build or enhance a culture that believes you can work injury-free.
Clutter. Read “trip hazards. fire hazards, lifting injuries, wasted space and materials, etc., etc. In establishing a general safety process, de-cluttering is where you can realize effective use of time. Consider using the 5S concept to establish a methodology that is well documented and has been found effective.
This article is not 5S but brings it home the idea.
An interesting video about Edward DeBono’s 6 Hats concept to handle problem solving – From Innovation@Work
The following comments were adapted from “Job Hazard Analysis” by James Roughton and Nathan Crutchfield. Also review ANSI AIHA Z10-2005, Occupational Health and Safety Management Systems assessment.
The Job Hazard Analysis represents only one aspect in the establishing of a safe job procedure and job hazard analysis process. A combination of risk and hazard analysis, behavior consequence analysis and organizational design review are essential to improving the potential for an effective safety management systems process.
How to make a risk assessment
A straight forward guide on how to make a risk assessment and how to assess the risks in your workplace.
Here is another great article from HSE. This is a great guide on how to do a successful risk assessment
Great post about risk management from HSE – Quote from site “Risk management involves you”
The following comments were adapted from “Job Hazard Analysis” by James Roughton and Nathan Crutchfield. The video provides an example on use of the risk assessment matrix. Please review my previous blog video where I discussed the definitions of Hazard and Risk. Also review ANSI AIHA Z10-2005, Appendix E for insights on risk assessment.
An essential element in the establishing of a job hazard analysis process is to include both a hazard assessment and a risk assessment to set the foundation for prioritizing actions and required controls. The Risk Assessment provides a systematic approach that allows ranking of risks. Given budgets, available time and other organizational constraints, targeting jobs and tasks using a hazard/risk priority system aids in establishing a bias towards more effective actions.
This Job Hazard Analysis article continues the discussion of the actions necessary for establishing the Job Hazard Analysis (JHA) process as part of your overall environmental, health and safety program.
At the core of the Job Hazard Analysis process, you must assure the risk and hazard recognition procedures and protocols are effective and comprehensive. This involves:
Conducting a risk and hazard assessment of the workplace – We are not talking just a cursory inspection but a well designed risk and hazard assessment that establishes a baseline to begin the JHA process. What is currently happening? What are the hazards and in what job categories? What potential risks exist? Any changes in materials, tools, equipment, procedures, personnel, etc? The assessment should identify jobs and task having a history of injury and damage or having the highest potential to cause injury or damage.
Prioritizing the assessment using the risk matrix of exposures and severity.
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Are there any jobs that may have no history of loss but show a high potential for severe injury or damage and only “luck” has prevented an incident?
Developing controls – The control process begins with the highest priority job based on hazards, severity of risks and impact on the organization. Design of both temporary, interim solutions to reduce the potential for injury and loss for immediate use as well as long term permanent solutions is necessary. The “Hierarchy of Controls” is used to work through the thought process for risk and hazard control.
Recommending and implementing controls – Timely response to identified issues and timely corrective actions assures employees and management that concerns are being acted upon.
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Monitoring the results of the controls and their effectiveness – This is one of the weakness areas as we tend to move on to other problems, leaving past issues behind!
An examination of your Job Hazard Analysis objectives, action planning skills, core administrative criteria, and current hazard recognition methods and procedures will go a long way in fully incorporating use into routine consistent use.
