While some companies try to place more reliance on sophisticated equipment and high-tech solution, it's more important for safety programs to concentrate on the fundamental elements of workplace safety. Analysis of exactly what work must be performed and how workers fulfill their roles will help prevent accidents while giving management insight into their organizations.

Job Safety Analysis (JSA) has been found to be an effective management tool as well as the starting point for many successful safety programs. It provides an easy formula for problem solving and moves safety from the theoretical to the practical. Jobs are broken down into specific tasks and each task is studied to see if it can be performed more safely. OSHA inspectors use JSAs when investigating causes of accidents.

JSAs have been around in one form or another for over 70 years, but now they are being used as an investigative tool in many areas beside safety, from ergonomic analysis to product quality control to streamlining operations.

Start your JSA program by analyzing jobs with high accident rates or those that deal with potentially dangerous situations, even if no accident has occurred yet. Enlist both the worker and the immediate supervisor to participate in the process to ensure accident data and successful implementation. This also fosters a valuable sense of teamwork. Then investigate other jobs that could be overlooking safety or jobs that may be new and untested, which might make them more likely to be involved in accidents.

Once the JSA is completed, it must be subject to periodic review. This maintains the relevance and integrity of what it advocates as the correct cause of action. If employers think of JSAs as evolutionary instruments, they will be better prepared to meet the challenges of changing technology as well as the demands of a development marketplace. JSA worksheets should be handy for quick consultation and updating. If an accident does occur, the worksheet will help identify the exact cause. If unsafe behavior is identified as the cause of an accident, employers can be fairly sure that action has been performed numerous times in the past.

JSAs also make excellent training tools for new or temporary employees since job responsibilities are clearly delineated. Not only can a JSA stop unsafe or inappropriate work behavior, it also helps eliminate waste and can make your workplace more efficient.

SELECT THE JOB

• Accident Frequency -- a job that has produced a large number of accidents is a prime candidate. The higher the number of accidents, the higher the priority.
• Severity of Accidents -- Jobs that have experienced a serious or costly accident should be analyzed.
• Severe Injury Potential -- Some jobs may not have a history of accidents but exhibit the potential for a serious accident.
• New Jobs -- JSA will reveal hazards and prevent accidents on new hobs before poor accident experience develops.
• Seasonal or Infrequently Done Jobs -- These jobs and their associated hazards are often overlooked until they result in a serious accident. Analysis of these jobs can identify hazards that are not acceptable.
• Manual Material Handling Jobs -- Jobs that have a high degree of manual handling should be analyzed. Emphasis should be placed on job design to eliminate as much of the manual handling as possible.

JSA WORKSHEET

A JSA worksheet is helpful. A typical JSA worksheet has three columns:

• Basic Job Steps
• Potential Accident or Hazards
• Recommended Safe Work Procedures

BREAK DOWN THE JOB INTO A SERIES OF STEPS

The action should be described, but details should be excluded. Only basic steps need to be described -- not too detailed or too broad.

The key to job breakdown is to select the appropriate worker to observe. This person should be experienced, capable and cooperative.

The person should be briefed on the purpose of the JSA. He/she should be asked to participate in the development of the JSA.

To begin the analysis -- ask, "What step starts the job?". Then, what is the next step?..

The steps should be recorded consecutively and should tell WHAT is being done -- not HOW.

Each job step should begin with an action word, such as "remove", "open", "close", etc.

The final breakdown of steps should be reviewed with the operator to ensure that no steps have been omitted.

IDENTIFY THE HAZARD(S)

List the potential hazard(s) involved in each step. The common types of hazards that we would look for would be:

• Can the worker be struck by an object or strike against an object?
• Can a part of the worker's body be caught between, caught under, or caught on an object?
• Can the worker slip or trip on the same level or fall to another level?
• Can the worker strain him/herself by pushing, pulling, lifting, lowering, or carrying?
• Is the worker exposed to a harmful or hazardous environment? Dust, noise, fumes, mists, vapors, heat, cold, etc.

OBSERVATION

Review the hazards identified with others who have a good knowledge of the job.

ELIMINATE OR CONTROL HAZARDS

The final step of the JSA is to eliminate or control the hazard by on or more of these methods:

• Eliminate
• Substitute
• Isolate
• Guard
• Administration
• Personal Protective Equipment
• Training and Education

Find a new way to do the job -- Can a less hazardous method be devised? Can the hazardous job step be eliminated? Design the job to meet human limitations.

Example: Mechanical Material Handling Device substituted for Manual Handling

Change the physical condition -- Can a physical change such as installing a guard or moving a machine, control the hazard?

Change the job procedure -- How should the worker do the job to avoid the hazard?

Reduce the frequency of the job -- What can be done to eliminate or reduce the need to do the job?

Example: Programmed preventive maintenance will reduce the frequency of break-down maintenance jobs.

Check and Test Changes -- Changes in jobs must be checked and tested to ensure that they adequately control the hazard and do not create new hazards.