INSTITUTE OF FIRE AND SAFETY ENGINEERING

BRAJALALCHAK, HALDIA, WEST BENGAL – 721654

Affiliated to
West Bengal State Council of Technical & Vocational
Education and Skill Development

REPORT ON TERM WORK

Subject Code: IS – 106

Submitted in the partial fulfillment of the requirement for the award of degree of Semester-I
of
“ADVANCE DIPLOMA IN INDUSTRIAL SAFETY”.

Submitted by

NAME: AMIT BARMAN

REG NO.: ISF232400291

Roll: IFSE / IS (F) / S1 Number: 0046

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 CONTENTS

SL PAGE
CHAPTERS
NO. NO.
1 HAZARD IDENTIFICATION 03 - 07
2 FAULT TREE ANALYSIS 08 - 09
3 ACCIDENT INVESTIGATION & REPORTING 10 - 17
4 MEASURING SAFETY PERFORMANCE 18 - 21
5 JOB SAFETY ANALYSIS 22 - 28
6 NOISE CONTROL 29 - 34

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 1. HAZARD IDENTIFICATION

1.1 Hazard: It is anything that has a potential to cause

Harm.
Example: A maintenance worker in a Rolling Mill went
to inspect drive wheel mechanism. But without
shutting the power, the worker got too close to the
rotating Belt of the wheel and got entangled. Here the
Rotating Belt is the Hazard.
Hazard can be broadly classified as Physical (e.g. Electricity), chemical (e.g. mercur), biological (e.g.
hepatitis), ergonomics (e.g. very repeatative handling) and psycological (e.g. stress).

1.2 Risk: The likelyhood that a hazard will cause harm

in combination with the severity of injury, damage or
loss that might foreseeably occur.
Risk can be described qualitatively using words such as
“High”, “Medium” or “Low”. There will always be
some subjectivity involved since the word represents one
person’s opinion of the risk level. Different individuals
have very different personality characteristics, so two
people may disagree on the level of risk inherent in a hazard.
Risk can also be defined quantitatively using hard data. This type of quantified risk assessment is far
more rigorous than qualitative risk assessment.

1.3 Risk Assessment: A formalized process of identifying hazards, assessing the risk that they generate
and then either eliminating or controlling the risk.
Risk assessment is a process that people do all the time. When you cross the road you carryout
assessment; when you drive a car you carry out risk assessment; when you boil a kettle you carry out
risk assessment. But, of course, this assessment is normally done very quickly and without conscious
though of effort. If you are not very good at this process, then you will not live long.
There are occasions in normal life, however, when you might become more aware that you are assessing
risks. If you look after very young children you will consciously think about the particular hazard that
present a risk to a child. If you start to take part in certain sports or activities, such as rock climbing or
scuba diving, you will start to assess risks sin your conscious mind rather than doing it automatically.

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A workplace risk assessment is simply an extension of this automatic self-preservation mechanism.

1.4 Objective of Risk Assessment: The aim of risk assessment is to ensure that hazards are eliminated,
or risks minimized by the correct application of relevant standards.
The objective of risk assessment are to prevent:
 Death and personal injury.
 Other types of loss incident.
 Breaches of statute Law, which might lead enforcement action and/or prosecution.
 The direct and indirect costs that follow on from accidents.
These objectives relate directly to the moral, legal and economic arguments.
1.5 Risk assessment can be described as a Five – step process:
1. Identify the Hazard
2. Identify the people who might be harmed and how.
3. Evaluate the risk and decide on precautions.
4. Record the significant findings and implement them.
5. Review and Update as necessary.

1.6 Identifying Hazards:

The first step in the risk assessment process is to identify all the significant hazards associated with the
work. Hazards are the things with potential to cause harm. It is important to identify both the Safety
Hazards that might give rise to immediate physical injury (such as moving parts of machinery, vehicles
& pot holes in pedestrian walkways etc.), and the Health hazards that might cause disease or ill health
(such as chemical dust, loud noise & repetitive handling etc.). This hazard identification might be done
by various Tools

Safety Hazard – Moving machinery Health Hazard – Chemical Dust

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1.7 Tools for hazards identification:
There are about eight (08) tools to identify Hazards;
1. HAZOP (Hazards and Operability) studies
2. Fault Tree
3. Event Tree
4. Failure Modes and Effects Analysis (FMEA)
5. Dow Fire and Explosion Index (Dow F & EI)
6. Mond Index
7. Layer of Protection Analysis (LOPA)
8. Safety Audits

[**Note: We will only discuss about HAZOP studies & Fault Tree analysis in this Term work.]

1.6.1 HAZOP Studies:

Steps for Hazop studies:
1. HAZOP team formation: Hazop leader (Team Leader), Person from Plant, Laboratory,
Technical Dept., Safety dept., and Hazop expert, may be in the team.
2. Begin with a detailed flow sheet. Break the flow sheet into a number of process units. Thus the
reactor area might be one unit, and the storage tank another. Select a unit for study.
3. Choose a study node (vessel, line, operating instruction).
4. Describe the design intent of the study node. For example, vessel V-1 is designed to store the
benzene feedstock and provide it on demand to the reactor.
5. Pick a process parameter: flow, level, temperature, pressure, concentration, pH, viscosity, state
(solid, liquid, or gas), agitation, volume, reaction, sample, component, start, stop, stability, power,
inert.
6. Apply a guide word to the process parameter to suggest possible deviations. A list of guide words
is shown in Table 10-3.
7. If the deviation is applicable, determine possible causes and note any protective systems.
8. Evaluate the consequences of the deviation (if any).
9. Recommend action (what? by whom? by when?)
10. Record all information.

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1.6.1.1 Table (10-3) - Guide Words used for the HAZOP procedure:
GUIDE WORDS MEANING COMMENTS

NO, NOT, NONE The Complete Negation of No part of the design intention is achieved, but
the intention nothing else happens.
MORE, HIGHER, Applies to such as flow rate and temperature
Quantitative increase
GREATER and activities such as heating and reaction.
Applies to such as flow rate and temperature
LESS, LOWER Quantitative decrease
and activities such as heating and reaction.
All the design and operating intentions are
AS WELL AS Quantitative increase achieved along with some additional activity,
such as contamination of process streams.
Only some of the design intentions are achieved,
PART OF Quantitative decrease
some are not.
Most applicable to activities such flow or
chemical reactions. Also applicable to
REVERSE The logical opposite of
substances, for example, poison instead of
antidote.
No part of the original intentions is achieved-the
OTHER THAN Complete substitution
original intention is replaced by something else.
Too early or in the wrong Applies to process steps or actions.
SOONER THAN
order
Too late or in the wrong Applies to process steps or actions.
LATER THAN
order
Applies to process locations, or locations in
WHERE ELSE In additional location
operating procedures.

1.6.1.2 Example (10-2): Consider the reactor system shown in Figure 10-8. The reaction is exothermic,
so a cooling system is provided to remove the excess energy of reaction. In the event that the cooling
function is lost, the temperature of the reactor would increase. This would lead to an increase in reaction
rate, leading to additional energy release. The result would be a runaway reaction with pressures
exceeding the bursting pressure of the reactor vessel. The temperature within the reactor is measured
and is used to control the cooling water flow rate by a valve.

A HAZOP study on this unit to improve the safety

of the process has been performed. Study nodes
the cooling coil (process parameters: flow and
temperature) and the stirrer (process parameter:
agitation) has been used.

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Solution
The guide words are applied to the study node of the cooling coils and the stirrer with the designated
process parameters. The HAZOP results are shown in Table 10-7, which is only a small part of the
complete analysis.

The potential process modifications resulting from this study (Example 10-2) are the following:
• Install a high-temperature alarm to alert the operator in the event of cooling function loss,
• Install a high-temperature shutdown system
(this system would automatically shut down the process in the event of a high reactor temperature; the
shutdown temperature would be higher than the alarm temperature to provide the operator with the
opportunity to restore cooling before the reactor is shutdown),
• Install a check valve in the cooling line to prevent reverse flow
(a check valve could be installed both before and after the reactor to prevent the reactor contents from
flowing upstream and to prevent the backflow in the event of a leak in the coils),
• Periodically inspect the cooling coil to ensure its integrity,
• Study the cooling water source to consider possible contamination and interruption of supply, install a
cooling water flow meter and low-flow alarm (which will provide an immediate indication of cooling loss).

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 2. FAULT TREE ANALYSIS

Fault trees are a deductive method for identifying ways in which hazards can lead to accidents.
The approach starts with a well-defined accident, or top event, and works backward toward the various
scenarios that can cause the accident.

For instance, a flat tire on an automobile is caused by two possible events. In one case the flat is due to
driving over debris on the road, such as a nail. The other possible cause is tire failure. The flat tire is
identified as the top event. The two contributing causes are either basic or intermediate events.

The basic events are events that cannot be defined further, and intermediate events are events that can.
For this example, driving over the road debris is a basic event because no further definition is possible.
The tire failure is an intermediate event because it results from either a defective tire or a worn tire.

The flat tire example is pictured using a fault tree

logic diagram, shown in Figure 11-12.
The circles denote basic events and the rectangles
denote intermediate events.
The fishlike symbol represents the OR logic
function. It means that either of the input events
will cause the output state to occur.
As shown in Figure 11-12, the flat tire is caused by
either debris on the road or tire failure. Similarly,
the tire failure is caused by either a defective tire or
a worn tire.

Figure 11-12 A fault Tree describing the various events contributing to a flat tire.

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Write these down as intermediate, basic, undeveloped, or external events on the sheet.
If these events are related in parallel (all events must occur in order for the top event to occur), they must
be connected to the top event by an AND gate.
If these events are related in series (any event can occur in order for the top event to occur), they must be
connected by an OR gate.
If the new events cannot be related to the top event by a single logic function, the new events are probably
improperly specified.
Remember, the purpose of the fault tree is to determine the individual event steps that must occur to
produce the top event.

Advantages of Fault Tree Analysis:

• A major advantage of the fault tree approach is that it begins with a top event. This top event is
selected by the user to be specific to the failure of interest.
• Fault trees are also used to determine the minimal cut sets. The minimal cut sets provide enormous
insight into the various ways for top events to occur.
• Finally, the entire fault tree procedure enables the application of computers. Software is available for
graphically constructing fault trees, determining the minimal cut sets, and calculating failure
probabilities.

Disadvantages of Fault Tree Analysis:

• Fault trees involving thousands of gates and intermediate events are not unusual. Fault trees of this
size require a considerable amount of time, measured in years, to complete.
• Fault trees also assume that failures are "hard," that a particular item of hardware does not fail
partially.
• Fault trees developed by different individuals are usually different in structure. The different trees
generally predict different failure probabilities.
• If the fault tree is used to compute a failure probability for the top event, then failure probabilities are
needed for all the events in the fault tree. These probabilities are not usually known or are not known
accurately.

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 3. ACCIDENT INVESTIGATION & REPORTING

Accident: An accident is an unplanned, undesired event which may or may not result in injury but
damaging to property & / or interrupting the activity in process.

Incident: An unplanned event with the potential for undesirable consequences.

Near miss: Near misses describes incident where no property was damaged and no personal injury was
sustained, but where, given a slight shift in time or position, & / or injury easily could have occurred.
(An accident intervenes between the worker, equipment & environment & the task to be performed.)

Unsafe Condition: A condition in the workplace which likely to cause injury and / or property damage.

Unsafe Act: Unsafe acts are actions taken by workers that violate workplace safety procedures.

Reporting of Accident:
Section 88 Notice of certain accidents.—[(1)] Where in any factory an accident occurs which causes
death, or which causes any bodily injury by reason of which the person injured is prevented from working
for a period of forty-eight hours or more immediately following the accident, or which is of such nature as
may be prescribed in this behalf, the manager of the factory shall send notice thereof to such authorities,
and in such form and within such time, as may be prescribed.
2[(2) Where a notice given under sub-section (1) relates to an accident causing death, the authority to
whom the notice is sent shall make an inquiry into the occurrence within one month of the receipt of the
notice or, if such authority is not the Inspector, cause the Inspector to make an inquiry within the said
period.

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Rules 95, 96 and 97 (of WBFR 1958) prescribed under section 88 (of FA 1948).
95. Notification of accidents - Fatal and serious: When there occurs in any factory an accident to any
person which results in (a) death, or (b) such injury that there is no reasonable prospect that he will be able
to resume his employment in the factory within 20 days, such accidents shall be called in all prescribed
communications "Fatal" or "Serious" as the case may be, and the Manager of the Factory shall give notice
of the occurrence forthwith by telephone, telegram or special messenger to -
(1) the Inspector of Factories,
(2) the District Magistrate or, if the District Magistrate by order so directs, the Sub-divisional Officer.
(3) the Commissioner for Workmen's Compensation appointed under section 20 of the Workmen's
Compensation Act, 1923.
(4) the relatives of the injured or deceased person, and
(5) in the case of fatal accidents only, the officer-in-charge of the police-station within the local limits of
which the factory is located.
Reports by special messenger shall be as nearly as possible in Form No. 18 and those sent by telephone or
telegram shall be confirmed within [12] hours by written report in that form.
Provident, however, that the Defence Installations may send reports of accidents in their own form 1AFO
1973, subject to the condition that any change in the form shall at once be communicated to the Chief
Inspector in writing.
96. Minor: When there occurs in any factory an accident to any person less serious than those described
in rule 95 but which prevents or is likely to prevent him from resuming the employment in the factory
within 48 hours after the accident occurred, such accident shall be recorded by the manager of the factory
and reported by him in Form No. 18 as soon as practicable, but in any case with 72 hours of its
occurrence to the authorities mentioned in clauses (1), (2) and (3) of rule 95. Such accidents shall be
called in prescribed communications "minor accidents".

Power of Inspector:
Section 9 (c): inquire into any accident or dangerous occurrence, whether resulting in bodily injury,
disability or not, and take on the spot or otherwise statements of any person which he may consider
necessary for such inquiry.
Section 106: Limitation of prosecutions: No Court shall take cognizance of any offence punishable
under this Act unless complaint thereof is made within three months of the date on which the alleged
commission of the offence came to the knowledge of an Inspector:
Provided that where the offence consists of disobeying a written order made by an Inspector, complaint
thereof may be made within six months of the date on which the offence is alleged to have been

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committed.
Why Reporting is necessary:
 Legal requirements.
 To evaluate the progress made in the elimination of accidents in the industry.
 To compare safety standards with other companies.
 To maintain interest of supervisors in accident preventions.
 Comparison in State/ National/ International level.
 Identification of accident prone areas.
 Budget provisions if required.
 On site & Off site Emergency planning.

Why Accidents are investigated:

 To determine direct cause.
 To uncover contributing accident causes.
 To prevent similar accidents from occurring.
 Document facts.
 To provide information on costs.
 To promote Safety.
 To identify unsafe work practices & accident prone areas.

Reasons for the failure of accident investigation:

 Inexperienced or uninformed investigation.
 Reluctance of the investigator to accept full responsibility for the job.
 Narrow interpretation of environmental factors.
 Erroneous emphasis on a single cause.
 Judging the effect of the accident to be the cause.
 Arriving at conclusions before all factors are considered.
 Poor interviewing techniques.
 Delay in investigating accidents.

Direct cause of injury:

The cause of injury describes the harmful transfer of energy. May take form of
 Acoustic: Excessive noise & vibration.

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  Chemical: Corrosive, toxic, Reactive.
 Electrical: Low/ High voltage, Current.
 Kinetic: Energy transferred from impact.
 Mechanical: Components that move.
 Potential: “Stored energy” in objects.
 Radiant: Ionizing & non-ionizing radiation.
 Ionizing radiation: Alpha, Beta, Gamma & X-rays.
 Non-ionizing radiation: Electromagnetic & microwaves.
 Thermal: Extreme heat, extreme cold.
 Biological: Bacterial & Viruses.

Basic causes of Accidents:

 Program design weaknesses – Failure to effectively develop safety policies, plans, programs,
processes, procedures, practices.
 Performance weaknesses – General failure to effectively carryout safety policies, plans, programs,
processes, procedures, practices.
 Result in common or repeated hazardous conditions & unsafe / inappropriate performance.
 If you’re pointing a group or a written plan, policy, procedures, it’s probably a basic cause.

Agencies investigating Accidents:

 Supervisor / Foreman.
 Health & Safety professionals.
 Special investigative or review committee.
 Joint Health & Safety committee.
 Physician.
 Management.
 Engineer from an insurance company.
 In case the incident involves unusual feature, consultation with state labour dept., union
representative, or outside experts may be warranted.

What to investigate:
 What work was being performed by the injured
 Whether working on a unauthorized task

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  What work was being performed by other co-workers
 Whether proper equipment was being used
 Whether approved procedure were being followed
 Was the task new to the area
 Was the injured supervised
 Adequate training
 Location of the accident
 Immediate preventive measures
 Long term preventive measures
 Whether corrective action been recommended earlier

Accident Site:
Priorities:
 Care for the injured & protection of people &
properties.

Securing the accident site:

 Guard the wreckage area in order to take proper
picture, drawings, talk to witnesses and examine
wreckage.
 Nothing should be removed from the accident site
without the approval of the person in charge.
 Tag the removed parts sent for examination.

Collection of Data:
 Employer characteristics: (Type & size of industry)
 Employee characteristics: (Victim’s name, age, sex. ID no, dept., occupation, experience &
training).
 Characteristics of injury: (Nature of injury, body part
affected, advice & treatment rendered by Medical
personnel).
 Narrative description & accident sequence: (Location
of incident, object / substances involved, conditions

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 such as temperature, lights, noise & weather, How the injury occurred, any preventive measures
taken, Record the facts.
 Characteristics of Equipment: (Type, brand, size & other features, its condition & specific part
involved in the incident).
 Time factors: (Date, time & shift of occurrence).
 Task & activity factors: (General task & specific activity performed by the injured, injured alone
or with co-workers).
 Supervision information: (Whether the injured was being supervised directly, indirectly or not at
all, also indicate situations where supervision is not feasible).
 Casual factors: (Record the specific & complete events & conditions that contribute to the
accidents).
 Corrective action: (Describe the corrective action taken immediately after the accident to prevent
recurrence including interim & temporary actions).
Investigators can add the following information:
 Calculation the costs associated with the incident.
 Exposure data to be used in calculating Indent Rate for injuries.
 Management data for use in performance reviews.
 Information required for special studies.
 Information on accident patterns specific to particular division, company or industry.

How to investigate accident:

Fact Finding: Photography:
1. Interview the witnesses at earliest after an accident.  Cover the accident site.
2. Inspect the accident site before any changes occur.  Secure pictures of accident debris.
 Cover collision points & damage.
3. Take photographs & make sketches of the accident  Take pictures form operators view point
scene. of obstruction to vision.
 Photograph of auxiliary equipment that
4. Record all pertinent data on maps.
might play role like scaffold, rigs.
5. Get copies of all reports.  Take close ups of failed elements.
6. SOP, Flow diagram, PM checklists are very useful.  When possible, take picture of bodies at
wreckage site.
7. Keep complete & accurate notes in notebook.
8. Record pre-accident conditions, accident sequences, post-
accident conditions.
9. Document the location of victims, witnesses, machinery,

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 energy sources, and hazardous materials.
How to take an interview:
1. Get preliminary statement from the witness as early as possible.
2. Explain the purpose of the interview and put witnesses at ease.
3. Let each witness speak freely & take notes without distracting
the witness.
4. Use sketches & diagrams to help the witness.
5. Emphasize areas of direct observations label hearsay accordingly.
6. Record the exact words used by the witness to describe the observation.
7. Word each question carefully and make sure witness understands.
8. Identify the qualification of each witness.
9. Name, address, occupation, experience should be recorded.
10. Supply each witness a copy of their statements (signed statements are desirable).

Do’s & Don’ts of an interview:

Do’s: Don’ts:
 Always explain the purpose.  Don’t interrogate.
 Be courteous & professional.  Don’t ask yes/no questions.
 Ask “What did you see & hear”?  Don’t ask accusatory questions.
 Ask open ended questions.  Don’t ask “who’s to blame”?
 Ask “What can we do to prevent this”?  Don’t ask leading questions.
 Share interview notes.  Don’t conceal/withhold notes.
 Actively listen.
Bottom line: Treat them the same as you
would like to be treated.

Preparing the accident investigation report:

1. Background information:
A. Where & when the incident occur.
B. Who & what were involved.
C. Operating personnel & other witnesses.

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2. Account of the accident (What happened):
A. Sequence of events.
B. Extent of Damage.
C. Accident type.
D. Source of energy.

3. Discussion (Analysis of the accident-How & Why):

A. Direct cause (Energy sources; hazardous substances)
B. Indirect cause (Unsafe acts & conditions)
C. Basic Cause (Management policies, personal or environmental factors)

4. Recommendation for immediate & long-range action to remedy:

A. Basic cause
B. Indirect cause
C. Direct cause (such as reduced quantities or protective equipment or structures)

How to ensure an effective investigation:

 To investigate, one has to be (a) Unbiased, (b) Knowledgeable, (c) Diplomatic.
 Asks questions in decent manner.
 Shows helping attitude to the injured persons or to the witnesses.
 Listen to the volunteers.
 Do not directly blame any person.
 Maintains privacy in certain occasion, when called for.

Format for Accident investigation report: Conducting analysis:

 Name & designation of investigating officer The analysis objective support & justification for
 Details of the injured budget requests, training programs or other
 Name of the employer/Foreman management safety activities.
 Date & time of accident & occurrence Type of analysis – 1) Examine the individual
 Nature of work being carried out by IP incident. 2) Statistical analysis.
 Nature & Extent of injury Statistical analysis:
 Date & time of First Information Report a) Group reports by occupation of injured person;
* Incident type, * Source of injury, *Agency of
received
incidents.
 Date & time of investigator visit
b) Computation of injury incidence rates by dept.
 Description
(Enables management to concentrate on the location
 Observation
where most incidents occurred.
 Discussion
c) Cross tabulate he injury data;
 Findings Helpful to find out the type of PPE required.
 Classification
 Recommendation & List of witness

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 4. MEASURING SAFETY PERFORMANCE

Use of Rates – different rates pertaining to occurrence of accidents are very much useful for assessing
safety performance of any organization/industry and comparing the same standard rate for the particular
industry/organization. It also gives meaningful evaluation of a company’s safety standard whether
becoming worse or better compared with previous records.

Definitions:

Loss Time Accident:

It is an accident, arising out of and in course of an employment, which disables the injured
person for any period of time which may include the day or shift of occurrence of the accident or a period
extending the day or shift on which the accident occurred.
Loss time accident may also be defined as an accident due to which some productive hours of
the injured person is wasted or lost.

Disabling injury:
Any injury(single or multiple) to a person which is caused out of his employment(personal
injury and occupational disease) and leads to disablement of the injured person temporarily or
permanently which may be partial or total disablement of the injured person for a period extending
beyond the day or shift of occurrence of the accident.

Accidents Reportable under the Factories Act & E.S.I. Act:

Factories Act: An accident which causes injury to person to such an extent that the injured
person becomes disabled to work for a period of 48 hours or more.

E.S.I. Act: Accident which causes disablement to the injured person for not less than 3 days
(Excluding the day of accident) and which arises in course of injured person’s employment.

Frequency Rate, Severity Rate, Incident Rate per 1000 Workers and Man-Days Lost:

Injury frequency rate and severity rate are based on standard formula. As per Indian Standard
(IS: 3786 – 1966) for computation, they are expressed mathematically as follows:

Frequency Rate: F.R. is calculated both for lost time injury and reportable lost time injury.

Number of Lost Time injury X 106

FA =
Man-hours worked

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 Number of Reportable Lost Time injury X 106
FB =
Man-hours worked

Man-hours worked: No. of workers X Working hours per day X Working day

If the injury does not cause loss of time in the period in which it occurs but cause loss of time
in subsequent period, the injury should be included in the frequency rate of the period in which the loss
time begins.
If an injury causes intermittent loss of time, it should only be included in the frequency rate
once that is when the first loss of time occurs.

Since frequency rate FB is based on loss time injury reportable to the statutory authority, it
may be used for the official purpose only. In all other cases, frequency rate F A should be used for
comparison purposes.

Severity Rate: S.R. is calculated from man-days lost or charged both of loss time injury and reportable
lost time injury.

Man-days lost or charged due to lost time injury X 106

SA =
Man-hours worked

Man-days lost or charged due to reportable lost time injury X 106

SB =
Man-hours worked

Since severity rate SB is based on lost time injury reportable to statutory authority, it should
be used for official purpose only. In all other cases severity rate should be used for comparison purposes.

Man hours worked for both F.R. & S.R. is calculated from the pay roll or time clock record
including overtime period. When this is not feasible, the same should be estimated by multiplying the
total man-days worked for the period with the number of hours worked per day. The total number of man-
days for a period is the sum of the number of men at work on each day of the period. If daily hours vary

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from department to department, separate estimate should be made for each department and figures added
together. If actual man-hours are not used, basis on which the estimates are made shall be indicated.

Injury Incident Rate/1000 Workers: It is the ratio of number of injuries occurred and the employment
figure per 1000 workers. It does not indicate or specify the period of work.
Man-Days Lost: Calculation of man-days lost required for S.R. may be done as per standard method
given below.
1. Man-Days lost due to temporary total disability.
2. Man-Days lost according to schedule of charges for death and permanent disability as laid down in Appendix-B
of IS: 3786-1966. In case of multiple injuries, the sum of schedule charges shall not be taken to exceed 6000
man-days.
3. Days lost due to injury in previous period, that is, if any accident which occurred in previous period is still
causing loss of time in the period under review, such loss of time is also to be included.
4. In case of intermittent loss of time, each period should be included in the severity rate for the period in which
the time is lost.
5. If any injury is treated as a lost time injury in one statistical period and subsequently turns out to be a
permanent disability become known.
Disablements:
 Temporary and Permanent
 Partial and Total
A work injury caused to a person may result into disablement of the injured person which
renders the injured person unable to work for a full day after the day of injury. Such disablements may be
of following types:
Temporary Disablement: Temporary disablement (as defined in the E.S.I. Act, 1948) under section:2 (21)
means a condition resulting from an employment injury which requires medical treatment and renders an
employee, as a result of such injury, temporarily incapable of doing the work which he was doing prior to
or at the time of injury.
Permanent Disablement: Permanent disablement [as defined in section: 2(15A & 15B) of E.S.I. Act]
means such disablement of a permanent nature as will either reduce the earning capacity of an employee
or will incapacitate an employee for all the work which he was, in both cases, capable of performing at the
time of accident resulting into such disablement.
In the first case it is called permanent partial disablement and in the second case it is called
permanent total disablement.

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Partial Disablement: Partial disablement means such disablement, whether of a temporary or permanent
nature, as will reduce the caring capacity of workmen in an employment in which he was engaged at the
time of accident into such disablement.
Total Disablement: Total disablement means such disablement, whether of a temporary or permanent
nature, as incapacitates a workman for all work which he was capable of performing at the time of the
accident resulting in such disablement.
Temporary Total Disablement: It means any injury, out of employment, which does not result into death
or permanent impairment but results in one or more days if disability.
Permanent Partial Disablement: Disablement which reduces the earning capacity of an employee
permanently. Injuries resulting to such disablement are listed in Part-II of the Second Schedule of the
Employee’s State Insurance Act 1948 or in Appendix-B of the Indian Standard for Industrial Injuries and
Accident Rates IS:3786-1966 or in Part-II of Schedule-I of the Workmen’s Compensation Act 1923.
Permanent Total Disablement: Disablement which incapacitates the injured person permanently for any
work. Injuries which result such disablement are listed in Part-I of the Second Schedule of the ESI Act
1948 or in Appendix-B of the Indian Standard IS: 3786-1966 or in Part-I of Schedule-II of the W.C. Act
1923.

Time Charges as per Schedule in Workmen’s Compensation Act and Indian Standard:

Time Charges: Losses from work injuries are evaluated in terms of days of disability or inability to
produce (actual or potential) goods. These losses are referred to as “days charged”. For three classes of
injuries — death, permanent partial disability and permanent total disability — the number of days
charged is a pre-determined total. For permanent partial disablement, the pre-determined total usually
exceeds the actual time lost to reflect potential future losses of productive capacity. The pre-determined
totals are called “Schedule charges” for disabilities which are expressed in terms of equivalent “Man Days
Lost” and percentage loss of earning capacity due to various parts of body injured.
Schedule-I of the Workmen’s Compensation Act, 1923 gives the list of injuries with
percentage of loss of earning capacity for permanent total disablement under Part-I and for permanent
partial disablement under Part-II. Appendix-B of the Indian Standard (IS: 3786-1966) gives the
equivalent man-days lost based on the percentage of loss of earning capacity as given in the Workmen’s
Compensation Act, 1923.

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 5. JOB SAFETY ANALYSIS

What is a Job Safety Analysis?

A job safety analysis (JSA) is a procedure which helps integrate accepted safety and health principles
and practices into a particular task or job operation. In a JSA, each basic step of the job is to identify
potential hazards and to recommend the safest way to do the job. Other terms used to describe this
procedure are job hazard analysis (JHA) and job hazard breakdown.

Some individuals prefer to expand the analysis into all aspects of the job, not just safety. This approach
is known as total job analysis. Methodology is based on the idea that safety is an integral part of every
job and not a separate entity. In this document, only health and safety aspects will be considered.

The terms "job" and "task" are commonly used interchangeably to mean a specific work assignment,
such as "operating a grinder," "using a pressurized water extinguisher," or "changing a flat tire." JSAs
are not suitable for jobs defined too broadly, for example, "overhauling an engine"; or too narrowly,
for example, "positioning car jack."

What are the benefits of doing a Job Safety Analysis?

One of the methods used in this example is to observe a worker actually perform the job. The major
advantages of this method include that it does not rely on individual memory and that observing or
performing the process prompts the recognition of hazards. For infrequently performed or new jobs,
observation may not be practical.

One approach is to have a group of experienced workers and supervisors complete the analysis through
discussion. An advantage of this method is that more people are involved in a wider base of experience
and promoting a more ready acceptance of the resulting work procedure. Members of the health and
safety committee must also participate in this process.

Initial benefits from developing a JSA will become clear in the preparation stage. The analysis process
may identify previously undetected hazards and increase the job knowledge of those participating.
Safety and health awareness is raised, communication between workers and supervisors is improved,
and acceptance of safe work procedures is promoted.

A JSA, or better still, a written work procedure based on it, can form the basis for regular contact
between supervisors and workers. It can serve as a teaching aid for initial job training and as a briefing
guide for infrequent jobs. It may be used as a standard for health and safety inspections or
observations. In particular, a JSA will assist in completing comprehensive accident investigations.

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What are the four basic steps?
Four basic stages in conducting a JSA are:

 Selecting the job to be analyzed

 Breaking the job down into a sequence of steps
 Identifying potential hazards
 Determining preventive measures to overcome these hazards

What is important to know when "selecting the job"?

Ideally, all jobs should be subjected to a JSA. In some cases there are practical constraints posed by the
amount of time and effort required to do a JSA. Another consideration is that each JSA will require
revision whenever equipment, raw materials, processes, or the environment change. For these reasons,
it is usually necessary to identify which jobs are to be analyzed. Even if analysis of all jobs is planned,
this step ensures that the most critical jobs are examined first.

Factors to be considered in setting a priority for analysis of jobs include:

Accident frequency and severity: jobs where accidents occur frequently or where they occur
infrequently but result in serious injuries.

Potential for severe injuries or illnesses: the consequences of an accident, hazardous condition, or
exposure to harmful products are potentially severe.

Newly established jobs: due to lack of experience in these jobs, hazards may not be evident or
anticipated.

Modified jobs: new hazards may be associated with changes in job procedures.

Infrequently performed jobs: workers may be at greater risk when undertaking non- routine jobs, and a
JSA provides a means of reviewing hazards.

How do I break the job into "basic steps"?

After a job has been chosen for analysis, the next stage is to break the job into steps. A job step is
defined as a segment of the operation necessary to advance the work. See examples below.

Care must be taken not to make the steps too general. Missing specific steps and their associated
hazards will not help. On the other hand, if they are too detailed, there will be too many steps. A rule
of thumb is that most jobs can be described in less than ten steps. If more steps are required, you might
want to divide the job into two segments, each with its separate JSA, or combine steps where

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appropriate. As an example, the job of changing a flat tire will be used in this document.

An important point to remember is to keep the steps in their correct sequence. Any step which is out of
order may miss serious potential hazards or introduce hazards which do not actually exist.

Each step is recorded in sequence. Make notes about what is done rather than how it is done. Each item
is started with an action verb. Appendix A (below) illustrates a format which can be used as a
worksheet in preparing a JSA. Job steps are recorded in the left hand column, as shown here:
Sequence of Events Potential Accidents or Preventive
Hazards Measures
Park vehicle

Remove spare and tool kit

Pry off hub cap and loosen lug bolts

(nuts)
And so on.....

This part of the analysis is usually prepared by knowing or watching a worker do the job. The observer
is normally the immediate supervisor. However, a more thorough analysis often happens by having
another person, preferably a member of the health and safety committee, participate in the observation.
Key points are less likely to be missed in this way.

The job observer should have experienced and be capable in all parts of the job. To strengthen full co-
operation and participation, the reason for the exercise must be clearly explained. The JSA is neither a
time and motion study in disguise, nor an attempt to uncover individual unsafe acts. The job, not the
individual, is being studied in an effort to make it safer by identifying hazards and making
modifications to eliminate or reduce them. The worker's experience contributes in making job and
safety improvements.

The job should be observed during normal times and situations. For example, if a job is routinely done
only at night, the JSA review should also be done at night. Similarly, only regular tools and equipment
should be used. The only difference from normal operations is the fact that the worker is being
observed.

When completed, the breakdown of steps should be discussed by all the participants (always including
the worker) to make that all basic steps have been noted and are in the correct order.

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 How do I "identify potential hazards"?

Once the basic steps have been recorded, potential hazards must be identified at each step. Based on
observations of the job, knowledge of accident and injury causes, and personal experience, list the
things that could go wrong at each step.

A second observation of the job being performed may be needed. Since the basic steps have already
been recorded, more attention can now be focused on each potential hazards. At this stage, no attempt
is made to solve any problems which may have been detected.

To help identify potential hazards, the job analyst may use questions such as these (this is not a
complete list):
 Can any body part get caught in or between objects?
 Do tools, machines, or equipment present any hazards?
 Can the worker make harmful contact with moving objects?
 Can the worker slip, trip, or fall?
 Can the worker suffer strain from lifting, pushing, or pulling?
 Is the worker exposed to extreme heat or cold?
 Is excessive noise or vibration a problem?
 Is there a danger from falling objects?
 Is lighting a problem?
 Can weather conditions affect safety?
 Is harmful radiation a possibility?
 Can contact be made with hot, toxic, or caustic products?
 Are there dusts, fumes, mists, or vapors in the air?

Potential hazards are listed in the middle column of the worksheet, numbered to match the
corresponding job step. For example:
Preventive
Sequence of Events Potential Accidents or Hazards
Measures
Park vehicle a) Vehicle too close to passing traffic
b) Vehicle on uneven, soft ground
c) Vehicle may roll
Remove spare and tool kit a) Strain from lifting spare
Pry off hub cap and loosen lug a) Hub cap may pop off and hit you b) Lug wrench may slip
bolts (nuts)
And so on..... a) ...

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 How do I "determine preventive measures?"

 The final stage in a JSA is to determine ways to eliminate or control the hazards identified. The
generally accepted measures, in order of preference, are:

1. Eliminate the hazard

 Elimination is the most effective measure. These techniques should be used to eliminate the hazards:
 Choose a different process

 Modify an existing process

 Substitute with less hazardous product

 Improve environment (e.g., ventilation)

 Modify or change equipment or tools

2. Contain the hazard

 If the hazard cannot be eliminated, contact might be prevented by using enclosures, machine
guards, worker booths or similar devices.

3. Revise work procedures

 Consideration might be given to modifying steps which are hazardous, changing the sequence of steps,
or adding additional steps (such as locking out energy sources).
4. Reduce the exposure

 These measures are the least effective and should only be used if no other solutions are
possible. One way of minimizing exposure is to reduce the number of times the hazard is
encountered. An example would be modifying machinery so that less maintenance is
necessary. The use of appropriate personal protective equipment may be required. To
reduce the severity of an incident, emergency facilities, such as eyewash stations, may
need to be provided.
 In listing the preventive measures, do not use general statements such as "be careful" or
"use caution". Specific statements which describe both what action is to be taken and how
it is to be performed are preferable. The recommended measures are listed in the right hand
column of the worksheet, numbered to match the hazard in question. For example:

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 Potential Accidents or
Sequence of Events Preventive Measures
Hazards
a) Vehicle too close to a a) Drive to area well clear of
passing traffic. traffic. Turn on emergency
flashers.
b) Vehicle on uneven, soft b) Choose a firm level area for
Park vehicle ground
parking.
c) Vehicle may roll c) Apply the parking brake.
Leave transmission in park, use
wheel choke.
Remove spare tool kit a) Strain from lifting spare a) Turn spare into upright
position in the wheel well.
Using your legs and standing as
close as possible, lift spare out
of truck and roll to flat tire.
a) Hub cap may pop off and hit a) Pry off hub cap using steady
Pry off hub cap and loosen lug you pressure
bolts (nuts) b) Use proper lug wrench;
b) Lug wrench may slip
apply steady pressure slowly
And so on.. a).. a)..

How should I make the information available to everyone else?

JSA is a useful technique for identifying hazards so that workers can take measures to
eliminate or control hazards. Once the analysis is completed, the results must be
communicated to all workers who are, or will be, performing that job. The side-by- side
format used in JSA worksheets is not an ideal one for instructional purposes. Better results
can be achieved by using a narrative-style communication format. For example, the work
procedure based on the partial JSA developed as an example in this document might start
out like this:

1. Park vehicle:

a) Drive vehicle off the road to an area well clear of traffic, even if it requires rolling on a
flat tire. Turn on the emergency flashers to alert passing drivers so that they will not hit you.

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b) Choose a firm and level area for parking. You can jack up the vehicle to prevent rolling.

c) Apply the parking brake, leave the transmission in PARK, place blocks in front and
back of the wheel diagonally opposite the flat. These actions will also help prevent the
vehicle from rolling.

2. Remove spare and tool kit:

a) To avoid back strain, turn the spare up into an upright position in its well. Stand
as close to the trunk as possible and slide the spare close to your body. Lift out and
roll to flat tire.

3. Pry off hub cap, loosen lug bolts (nuts)

a) Pry off hub cap slowly with steady pressure to prevent it from popping off and
striking you.

b) Using the proper lug wrench, apply steady pressure slowly to loosen the lug
bolts (nuts) so that the wrench will not slip, get lost or and hurt your knuckles.
4. And so on

Appendix A: Sample form for Job Safety Analysis Worksheet

Job Safety Analysis Worksheet

Job:

Analysis By: Reviewed By: Approved By:

Date: Date: Date:

Sequence of Steps Potential Incidents or Hazards Preventative Measures

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 6. NOISE CONTROL

How is noise made?

Sound can be produced by vibration or as a result of aerodynamic systems.
Vibration-induced noises are produced by:

 Mechanical shocks and friction between parts (e.g., hammering, pressing, running gears,
bearings, cutting tools, chutes, hoppers, etc.)
 Out of balance moving parts (e.g., unbalanced rigid rotors)
 Vibration of large structures (e.g., ventilation ducts, guards on machines, equipment supporting
structures, etc.)

The sound may be amplified by reflective surfaces that are around the devices.
Aerodynamic sources of noise are air or fluid flows through pipes and fans, or as the pressure drops in
the air distribution system. Examples include:
 Steam released through exhaust valves
 Aircraft jets
 Turbulent flow of water through pipes
 Fans
 Combustion motors

What are the steps to take to control the noise in the workplace?
The steps that must be taken in order to effectively and efficiently control the noise in the workplace
are:
 Identify the sound sources: vibrating sources and aerodynamic flow.
 Identify the path of the noise from the source to the worker.
 Determine the sound level of each source.
 Determine the relative contribution to the excessive noise of each source and rank the source
accordingly. To obtain significant noise attenuation, the dominant source should be controlled
first.
 Know the acceptable exposure limits identified in the health and safety legislation and quantify
the necessary sound reduction.
 Identify solutions by taking into consideration the degree of sound attenuation, operation, and
productivity restraints and cost.

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How can we reduce the noise exposure?

The exposure to noise can be reduced by eliminating the source of noise (if possible), substituting the
source with a quieter one, applying engineering modifications, using administrative controls, and by
using protective equipment.

The best way to reduce exposure to noise is to engineer it out at the design stage. In terms of
equipment, always try to choose features that will reduce the noise level to a minimum acceptable
level. In terms of new installations, select quiet equipment, have a procurement policy that opts for
acquiring quiet equipment, and eliminate design flaws which would amplify the noise.

Engineering modifications, those changes that affect the source or the path of the sound, are the
preferred methods of noise control in already established workplaces where noise protection was not
factored in at the design stage. It is generally agreed that the solutions controlling the source are more
cost effective than those controlling noise along the path. See the engineering solutions below for
examples.

Administrative controls, (such as reducing the length of time the worker is required to work in a noisy
area), and the use of personal protective equipment (PPE) are measures that control the noise at the
worker. Depending on the type and level of noise; number of workers exposed, and the type of work,
engineering controls might not always be considered as reasonable solutions. Where the exposure
would not justify the implementation of more expensive solutions, a combination of administrative
control (limitation of exposure length) and personal protection equipment may be considered.
However, we must keep in mind that the administrative measures and the use of PPE may not be
effective in protecting the workers (e.g., PPE may be used incorrectly or may not be used at all;
administrative controls may not be followed, etc.). The use of PPE should be the last resort for
controlling the exposure to noise.

What engineering solutions can be used to reduce vibration- induced noise?

Some of the engineering solutions recommended for reducing vibration at the source are:

 Modification of the energy source such as reducing the speed of the fan, reducing the force of
impact, etc.
 Damping or covering surfaces which vibrate due to mechanical forces (e.g., chutes and hoppers)
with viscoelastic materials such as bitumastic, plastic, silicone, hard rubber and other elastomeric
polymers. Single layer damping occurs when the surface is covered with a layer of material
which is one to three times thicker than the surface itself. This solution is suitable for thin

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 structures.
To prevent damage due to friction and impact with other materials, the damping material may be
sandwiched between the wall of the equipment and a steel sheet or another material resistant to
abrasion. This treatment is known as constraint layer treatment, and is adequate for chutes,
hoppers, machine guards, conveyors, etc. Certain rules regarding the thickness of the damping
material in relation to the thickness of the structure to be coated must be observed in order to obtain
adequate noise reduction.

 Minimizing gaps in machine guards and/or covering them with acoustic absorbent
material.
 Replacing chain and gear drives with belt drives.
 Replacing metal gears with plastic gears.
 Using gears with tooth patterns which provide a quiet run (e.g., chevron and other helical
patterns).
 Replacing metal parts with plastic ones.
 Replacing motors with quieter ones.

What engineering solutions can be used to reduce aerodynamic -induced

noise?
Noise control specialists recommend the implementation of the following engineering
practices to reduce the noise associated with unstable air or water flow.

 Minimize fluid velocity and increase diameter of pipes.

 Minimize turbulence by using large, low speed fans with curved blades. The following table
illustrates the correlation between the reduction of the speed of the fan and the noise attenuation.

Speed Reduction Noise Reduction dB

10% 2

20% 5

30% 8

40% 11

50% 15

(From: Health and Safety Executive (no date) – Best Practice in Noise Control)

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 Avoid elbows when installing a centrifugal fan.
 Increase distance between fans and devices that may reduce efficiency and increase noise (bends,
dampers)

Figure 1: How to avoid turbulence (Figure from: World Health Organization, (no date).
“Engineering Noise Control”)

 Choose quiet entraining nozzles (nozzles designed to draw and transport the air quietly) instead
of simple nozzles
What are other engineering controls?
Enclosure and isolation

Noisy equipment can be enclosed in spaces or rooms that have special acoustic features –
such as sound isolating, acoustic louvers, or sealed windows and doors. The degree of
sound attenuation will depend on the noise reduction properties of the materials used to
build the room.

In many cases only the individual machine is enclosed. The enclosure can be total or partial. Partial
enclosures are preferred where worker access for operating or maintenance is required. The noise
attenuation offered by the partial enclosures is however lower than that of a total enclosure. An

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alternative to enclosure of the equipment is the enclosure of the workers. The workers may operate
remotely the equipment from an isolated room.

Isolation is used to reduce the sound transmitted through vibrations. The equipment is isolated from
radiating surfaces by materials such as springs, elastomeric materials, cork, and foam rubber. For
example: heavy vibrating machinery can be supported by isolating springs and rubber inserts, or
vibrating pipes can be supported by brackets that are padded by rubber isolators or by springs.

Acoustic barriers

Acoustic barriers are panels made of sound absorbing material which are placed between the source
of noise and the worker. Panels must be designed appropriately (e.g., panels placed in highly
reflective rooms are not always effective in attenuating the noise that reaches the worker).

Installation of silencers in the ducts and at pneumatic exhausts

Silencers are devices that allow the fluid to pass but restrict the passing of the sound by reflecting or
dissipating the sound. Sound dissipation occurs in silencers containing absorbing materials. In
reflective silencers, the sound propagation is reduced due to the existence of expansion cambers (as
in the car mufflers) or openings.

What other general measures can I take to control the noise?

Perform regular maintenance. Focus on identifying and replacing worn or loose parts, lubricating
moving parts, and ensuring that rotating equipment does not go off balance.

Substitute noisy processes with quieter ones. For example replace:

 Pneumatic ejectors with mechanical ones

 Rolling or forging with pressing
 Impact riveting with welding
 Circular saw blades with damped blades

Reduce sound reverberation in the room.

Reverberation happens when the sound produced in an enclosure hits a hard reflective surface. The
sound reflects back in the room and ads to the original source. The strength of the reverberation
decreases with the distance from the source to the reverberating surface. In some cases, the
reverberated sound may dominate the original sound. In such cases, padding the reflective surfaces
with sound absorbing materials will reduce the sound level.

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 Figure 2: Sound reverberation in a room

Reverberation can be reduced by arranging the equipment in the room in such a way that the equipment
is not too close to too many reflective structures. The sound level of a noise source placed near hard
reflective surfaces increases with 3 dB for each surface. For example, if a motor is placed directly on
the floor, close to one of the walls of the room (the motor is close to two surfaces) (Figure 3, Position
2), the sound level will increase by 6 dB; if the same motor is placed in the corner of the room (close
to three surfaces: two walls and the floor) (Figure 6, Position 3), the sound level will increase by 9 dB.

Figure 3: Sound reflection and placement of equipment in the room

Another way to reduce the sound radiation is to reduce the radiating surface (e.g. covering a
transmission gear with a mesh enclosure instead of a solid box).

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Thanks

END

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