Advanced Safety Management Focusing on Z10 and Serious Injury Prevention -- Copyright -- Contents -- Foreword -- Preface to the First Edition -- Preface to the Second Edition -- Acknowledgments -- Introduction -- 1. Overview of ANSI/AIHA Z10-2012 -- 2. Achieving Acceptable Risk Levels: The Operational Goal -- 3. Innovations in Serious Injury and Fatality Prevention -- 4. Human Error Avoidance and Reduction -- 5. Macro Thinking: The Socio-Technical Model -- 6. Safety Professionals as Culture Change Agents -- 7. The Plan-Do-Check-Act Concept ( PDCA) -- 8. Management Leadership and Employee Participation: Section 3.0 of Z10 -- 9. Planning: Section 4.0 of Z10 -- 10. Implementation and Operation: Section 5.0 of Z10 -- 11. Primer on Hazard Analysis and Risk Assessment: Sections 4.2 and 5.1.1 of Z10 -- 12. Provisions for Risk Assessment in Standards and Guidelines: Sections 4.2 and 5.1.1 of Z10 -- 13. Three- and Four-Dimensional Risk Scoring Systems: Sections 5.1.1 and 5.1.2 of Z10 -- 14. Hierarchy of Controls: Section 5.1.2 of Z10 -- 15. Safety Design Reviews: Section 5.1.3 of Z10 -- 16. Prevention through Design: Sections 5.1.1 to 5.1.4 of Z10 -- 17. A Primer on System Safety: Sections 4.0, 4.2, 5.1.1, 5.1.2, and Appendix F of Z10 -- 18. Lean Concepts-Emphasizing the Design Process:Section 5.1.3 of Z10 -- 19. Management of Change: Section 5.1.3 of Z10 -- 20. The Procurement Process: Section 5.1.4 of Z10 -- 21. Evaluation and Corrective Action: Section 6.0 of Z10 -- 22. Incident Investigation: Section 6.2 of Z10 -- 23. Audit Requirements: Section 6.3 of Z10 -- 24. Management Review: Section 7.0 of Z10 -- 25. Comparison: Z10 and Other Standards and Guidelines,and VPP Certification -- Chapter 1 Overview of ANSI / AIHA Z10 -2012 -- History, Development, and Consensus -- A Major Theme -- Relating This Major Theme to Serious Injury Prevention.

Z10 Is a Management System Standard -- Compatibility, Harmonization, and Possible International Implications -- Long-Term Influence: Societal Implications -- Employment Implications -- Educational Implications -- Certification Implications -- OSHA Implications -- Legal Liability Implications -- Table of Contents in Z10 -2012 -- The Continual Improvement Process: The PDCA Concept -- Section 1.0: The Scope, Purpose, and Application of Z10 -- Section 1.1: Scope -- Section 1.2: Purpose -- Section 1.3: Application -- Section 2.0: Definitions -- Section 3.0: Management Leadership & Employee -- Section 4.0: Planning -- Section 4.3: Objectives -- Section 4.4: Implementation Plans and Allocation of Resources -- Section 5.0: Implementation and Operation -- Section 5.1: OHSMS Operational Elements -- Section 5.1.1 Risk Assessment -- Section 5.1.2 Hierarchy of Controls -- Section 5.1.3 Design Review and Management of Change -- Section 5.1.4 Procurement -- Section 5.1.5 Contractors -- Section 5.1.6 Emergency Preparedness -- Section 5.2: Education, Training, Awareness, and Competence -- Section 5.3: Communication -- Section 5.3: Communication -- Section 5.4: Document and Record Control Process -- Section 6.0: Evaluation and Corrective Ac tion -- Section 6.1: Monitoring, Measurement, and Assessment -- Section 6.3: Audits -- Section 6.4: Corrective and Preventive Actions -- Section 6.5: Feedback to the Planning Process -- Section 7.0: Management Review -- Section 7.1: Management Review Process -- Section 7.2: Management Review Outcomes and Follow-Up -- Advisory Content and Appendices -- Conclusion -- References -- Other Reading -- Chapter 2 Achieving Acceptable Risk Levels: The Operational Goal -- Fundamental Premise -- Progression With Respect To Use of the Term Acceptable Risk -- With Respect to the Foregoing Citations -- Summary to This Point.

The Nature and Source of Risk -- A Zero Risk Level IS Not Attainable -- Opposition to Imposed Risks -- Minimum Risk as an Inadequate Substitute for Acceptable Risk -- Designing to Standards May Not Achieve an Acceptable Risk Level -- Considerations in Defining Acceptable Risk -- Risk Assessment Matrices -- The ALARP Principle -- Defining Acceptable Risk -- Social Responsibility, an Emerging Opportunity -- The State of the Art in Risk Assessment -- Conclusion -- References -- Chapter 3 Innovations in Serious Injury and Fatality Prevention -- History -- Scope of This Chapter -- Serious Injury Trending -- Fatality Trending -- Developing Fatality Data for Individual Industry Categories -- Activities in Which Serious Injuries and Fatalities Occur -- Obtaining Interest in Fatality Prevention -- Innovations to be Considered -- Achieving a Culture Change With Respect to OSHA Statistics -- Countering the Premise: Unsafe Acts Are the Principal Causes of Occupational Accidents -- Reducing Injury Frequency Will Not Reduce Severity Equivalently -- Significance of Organizational Culture -- Needs Assessment: An Evaluation of the Culture in Place -- Altering Embedded Culture Barriers -- Providing Adequate Resources -- On Risk Assessments -- Prevention through Design -- Transitions in Progress on Human Error Prevention -- Maintenance for System Integrity -- Management of Change/Pre-Job Planning -- Incident Investigation -- Summary: The Ideal-A Model -- References -- Chapter 4 Human Error Avoidance and Reduction -- Defining Human Error and Human Error Reduction -- A Bit of History -- Review of Selected Literature -- The Concept of Drift -- Behavioral Safety, Human Error Reduction, and Serious Injury Prevention -- Conclusion -- References -- Chapter 5 Macro Thinking: The Socio-Technical Model -- Defining Process and System -- Macro Thinking: The Socio-Technical Concept.

Macro Thinking vs. Micro Thinking -- The Five-Why Technique -- Less Reliance on Single Individuals and More Emphasis on Processes -- On Worker-Focused Behavior-Based Safety -- Safety Climate - Safety Culture -- Socio-Technical Concepts: A Model Operational Risk Management System -- Conclusion -- Chapter 6 Safety Professionals as Culture Change Agents -- The Significance of Management Leadership and Organizational Culture -- The Role of Safety Professionals With Respect to the Safety Culture -- Selected Resources on Safety Professionals as Culture Change Agents -- Why Culture Change Initiatives Fail -- A Basic Guide -- A Test of the Premise -- A Test in Relation to a System to Enhance Serious Injury Prevention -- Conclusion -- References -- Chapter 7 The Plan-Do-Check-Act Concept (PDCA) -- Origin and Substance of the PDCA Concept -- Defining PDCA -- On Processes, Systems, and Continuous Improvement -- Measurement Systems -- Variations on a Theme -- Relating PDCA Concepts to Basic Problem-Solving Techniques -- Introducing the PDCA Concept -- Conclusion -- References -- Chapter 8 Management Leadership and Employee Participation : Section 3.0 of Z10 -- The Significance of Management Leadership and Organizational Culture -- The Role of Safety and Health Professionals With Respect to the Safety Culture -- Absolutes for Management to Attain Superior Results -- The Business Environment -- OHS Policy: Section 3.1.2 -- Responsibility and Authority: Section 3.1.3 -- Employee Participation: Section 3.2 -- Relating Management Leadership to Serious Injury Prevention -- A Case of Inadequate Management Leadership and Employee Participation -- A Catastrophe in Texas City, 2005 -- Proposing an Internal Analysis of the Safety Culture -- Case Study -- Conclusion -- References -- Chapter 9 Planning: Section 4.0 of Z10 -- Review Process: Section 4.1.

Shortcomings Expected in the Review Processes -- Assessment and Prioritization: Section 4.2 -- Conclusion -- Chapter 10 Implementation and Operation : Section 5.0 of Z10 -- Introduction -- Contractors: Section 5.1.5 -- Emergency Preparedness: Section 5.1.6 -- Education, Training, Awareness, and Competence: Section 5.2 -- Communication: Section 5.3 -- Document and Record Control Process: Section 5.4 -- References -- Chapter 11 A Primer on Hazard Analysis and Risk Assessment : Sections 4.2 and 5.1.1 of Z10 -- Defining Hazard, Hazard Analysis, Risk, and Risk Assessment -- Making a Hazard Analysis/Risk Assessment -- Descriptions: Probability and Severity -- Examples of Risk Assessment Matrices -- On Acceptable Risk -- Management Decision Levels -- Descriptions of Hazards Analyses and Risk Assessment Techniques -- Preliminary Hazard Analysis: Hazard Analysis and Risk Assessment -- On Developing a Coding System -- What-If Analysis -- Checklist Analysis -- What-If/Checklist Analysis -- Failure Modes and Effects Analysis -- Hazard and Operability Analysis -- Fault Tree Analysis -- Management Oversight And Risk Tree -- Additional Resources -- Avoiding Unrealistic Expectations -- Conclusion -- References -- Aditional Reading -- FMEA Form -- How do I correct or prevent hazards? -- Addendum A-1 -- Addendum A-2 -- Addendum B -- Addendum C -- How do I correct or prevent hazards? -- Addendum D Examples of Hazards, Hazardous Situat ions, and Hazardous Events -- Chapter 12 Provisions for RiskAssessments in Stan dardsand Guidelines: Sections 4.2 and 5.1.1 of Z10 -- EN ISO 12100-2010: Safety of Machinery-General principles for design. Risk assessment and risk reduction . -- Additional European Influence -- B11.TR3-2000: Risk assessment and reduction-A guideline to estimate, evaluate and reduce risks associated with machine tools -- A Standard of Major Consequence.

ANSI/AIHA Z10-2012: The Standard for Occupational Health and Safety Management Systems.