Safety Bulletin e-mail: council@scwmi.org
November / December 2002 Web: www.scwmi.org
On September 11th the Safety Council and the Southwest Michigan Quality Council had the great pleasure to host a luncheon in which Doug Earle, Director of Bureau of Safety & Regulation at MIOSHA, spoke to a very small group of safety directors about the goals MIOSHA is trying to achieve over the fiscal years of 1999 to 2003.
Goal 1 is to improve workplace safety and health for all workers, as evidenced by fewer hazards, reduced exposures, and fewer injuries, illnesses and fatalities.
Goal 2 is to increase employer and worker awareness of, commitment to, and involvement with safety and health to effect positive change in workplace culture.
Goal 3 is to secure public confidence through excellence in the development and delivery of MIOSHA programs and services.
Doug explained these goals are being accomplished and MIOSHA is continuing to move in a forward direction. The early retirement of many state employees will have an impact on these goals, but they remain the focus of the organization. Doug will also be retiring at the end of November. Sadly, this function was the last time he will speak in west Michigan.
Checklist: How stressful is your workplace?
Stress can affect anyone, from computer programmers to assembly line production workers. No matter what type of work is done, if stress is not managed in an effective way, it can be extremely detrimental to employees. Stress-related medical bills and time away from work can cost employers more than $150 billion a year, and almost 15 percent of workers' compensation claims can be traced back to stress. Consider the following questions when evaluating the level of stress at your workplace.
- Do workers consider their jobs as being too complex, repetitive or monotonous?
- Are workers allowed some control over their job assignments?
- Are workers allowed control over the way they do their work?
- Are workers electronically monitored?
- Are child and elder care programs available?
- Can employees work flexible hours?
- Do workers feel secure in their jobs?
- Do workers feel valued?
- Are workload demands seen as overwhelming, either physically or mentally?
- Do managers and co-workers offer psychological support?
- Is the workplace environmentally safe?
- Do workers feel managers are committed to safety?
- Has the company been purchased recently?
- Is mandatory overtime frequently required?
- Are the consequences of making mistakes severe?
- Do workloads vary greatly?
- Is work done by machine or fast-paced?
- Do workers have to cope with bureaucracy when they attempt their work?
- Are personnel conflicts common on the job?
- Are staffing, money, training and technology inadequate?
- Is the pay competitive?
- Are mental health benefits provided in healthcare coverage?
- Are workplace policies published and uniformly enforced?
- Are employees recognized and rewarded for contributions?
- Are exercise or other stress-reduction classes offered?
- Are employees free to talk with each other during work hours?
- Is there an employee communications program?
- Does management talk openly with employees?
- Are employee work spaces uncrowded?
Q. What are some of the reactions to workplace stress?
A. Physically, expressions of stress include anxiety, aggression and guilt. Workers may become accident-prone, tremble or be unable to concentrate or make decisions. Increased heart rate and blood pressure also is a reaction.
Q. What are some of the effects of stress?
A. Continued and persistent stress, besides being linked to physiological problems or sleep disorders, can lead to organic dysfunction -- for instance, gastrointestinal disorders, autoimmune diseases or cardiovascular diseases can be stress-related. And, if someone is already predisposed to health problems, such as asthma, stress can aggravate them.
Q. What kind of clues should I look for when suspecting shift work stress?
A. Irritability, weariness, depression and little interest in work are signs of shift work stress.
This checklist is courtesy of Occupational Health & Safety News, one of several print newsletters published by Stevens Communications Inc. For more information, contact Ralph Jensen at rjensen@stevenspublishing.com.
Five Steps to Controlling Back Injury Costs
By Ray Mulry, PhD
Official publication of the American Society of Safety Engineers, December 1992
Taken from www.focusedbrain.com/safety.htm
Back injury costs continue to dominate the Workers Compensation system. To control back injury costs, employers must:
1. Recognize the magnitude of the problem
2. Address the problem proactively
3. Encourage those who experience back pain to report it
4. Do everything possible to prevent litigation
5. Develop employer / employee coalitions mutually interested in health promotion and health cost reductions.
This article discusses these five steps, examines the various entanglements of the workers compensation system and explains how the overall problem may be divided into manageable parts.
STEP 1: RECOGNIZE THE PROBLEM
When employers explore the issue of back pain, they discover the problem is significant in numbers and widespread. It is generally reported 80 percent of Americans seek medical attention for back pain at some time in their lives. In addition, once back pain is experienced, there is a 90 percent probability of recurrence. Obviously, back problems do not go away through routine procedures.
Back pain has been a major healthcare concern among the general culture, long before it became a major workers compensation expenditure.
STEP 2: BE PROACTIVE
Individuals experiencing back pain are motivated to take corrective action. Unfortunately, when asked what they might do about it they answer: Probably go to the doctor; Take it easy for a few days; I really dont know what to do.
Therein lie the problem and beginnings of a solution. A great opportunity is available to employers who proactively confront back injuries by training employees in self management skills. This training lead to:
a. back injury prevention
b. early intervention of back pain and more effective techniques for addressing back pain as soon as it occurs.
STEP 3: REPORT THE PROBLEM
To effectively manage back injuries, employees must be encouraged to report back pain when it occurs. This is not asking for trouble. This is asking for a report of trouble that already exists. Employers must welcome early reports of pain and employers must respond quickly to these reports with solutions. This promotes early intervention procedures and meets employees desires for a responsive work environment.
Since employers typically provide health benefits for employees and their families, it makes sense to encourage family members to also report back pain. When employers offer training programs addressing health education needs to the entire covered population, these programs are more widely supported and acted upon. People become involved and share valued information and self help procedures. Thus, Life style changes are first promoted by employers and then maintained by employers, employees, and family members. This makes a lasting difference at both group health and workers compensation levels.
Employees encouraged to report back pain feel valued because they are being treated with respect. Under these positive conditions, additional benefits accrue. Employee loyalty and labor / management relations are enhanced. People work collectively and progressively to promote health and control healthcare costs.
STEP 4: PREVENT LITIGATION
The constructive influence of positive industrial relations enhanced by STEP 1, 2 and 3, facilitate control over back injuries and related costs at all levels. Cooperation and communication exist as people collectively support prevention and early intervention techniques for improved health and healthcare cost containment.
Employers overlooking these important opportunities face a different, more problematic situation. Although they may implement one or another element of a comprehensive back injury prevention program (i.e. correct lifting techniques, ergonomic alterations, back support belts, stretching exercises, etc.) back injuries will continue to occur. These employers fail to integrate the most important component of human resources development programs, the virtually untapped self management intelligence and capabilities of employees and their families.
Job dissatisfaction is recognized as a significant variable underlying many workers compensation back claims. Employees unhappy on the job are also more likely to submit stress claims. The best predictor of these rapidly rising workers compensation claims is a negative working relationship between employee and supervisor.
Consider the following scenario: Employer X is downsizing; job insecurity is rising; rumors of layoffs abound; communication between management and labor is minimal; supervisors have inadequate interpersonal skills; production pressures are high.
Employee Y has experienced recurring back pain for several years, yet has not reported it to his employer because he didnt feel he needed to. Now, he dislikes his supervisor, is insecure in his job and fears for his future.
Employee Y played softball over the weekend, giving the team his competitive best, straining his back in the process. Monday morning, with a sore back, Employee Y returns to his usual job, lifting boxes, pulling and pushing various objects. Now, his back is really hurting. In fact, he is not sure he can make it through the day.
What are his options? He can report the problem to a supervisor he distrusts. He can continue working, although additional strain will aggravate the pain. He can take time off work. He can visit the doctor. He can file a workers compensation claim.
What will he do? This depends on available options and how Employee Y views his options. If Employer X is viewed as apathetic toward employee welfare, employees are more likely to seek assistance outside the work environment.
Suppose Employee Y finishes the workday and returns home, hoping a good nights rest will help the situation. Watching television that evening, an advertisement catches the eye of Employee Y. He has seen it before, but has not paid much attention to it. The ad asks, Are you home because your back is hurting? If so, you may be entitled to thousands of dollars in workers compensation. After reading the newspaper, listening to the radio, and encountering numerous advertisements of similar persuasion, Employee Y succumbs to their enticements.
Had Employee Y been introduced to effective back injury prevention and early intervention training, had he been encouraged to report back pain to a supportive supervisor, had he been directed toward proper medical and rehabilitative care, he / she would have had useful options and been less inclined to seek legal counsel. Since preventing litigation is a major key in controlling workers compensation costs, employers must continually develop and maintain positive employer / employee relations.
STEP 5: DEVELOP EMPLOYER / EMPLOYEE COALITIONS
Numerous individuals and organizations are motivated by attractive rewards provided by the workers compensation system. Much is at stake! Attorneys and some healthcare vendors eagerly promote their services and are often entrepreneurial in this regard. Their promotional efforts are enticing and effective. Already alienated employees are easy targets for these commercial interests.
All this can change. Back injuries and related costs can be significantly lowered, perhaps far more than ever imagined. Employers must take the lead and aggressively compete with the advertising and promotional interests of attorneys and some healthcare providers. Whatever solutions employers discover, none will surpass the power of positively motivated employees and their virtually untapped capacity for self management of personal health.
When employers empower valued and respected employees with useful and self management procedures, employees do take constructive action. Belief in people is a powerful, often overlooked, tool for solving human problems.
BREAKFAST MEETINGS are a continued success! Since the end of August, our breakfast meetings have been going very well. The attendance has picked up and your suggestions for topics have been a tremendous help! Here is the schedule through the end of the year:
Kalamazoo (Perkins Family Restaurant at the corner of Cork St. & Sprinkle Rd.)
November 6th Rick Villa, President, Villa Environmental Consultants, Inc., will be speaking about indoor air quality and environmental issues.
December 4th John Austin, PhD, Associate Professor of psychology at Western Michigan University will be speaking about behavior based safety and ergonomics.
Battle Creek (KCC R-MTC at 405 Hill Brady Rd.)
November 14th Lt. Randy Coplin, Michigan State Police, Motor Carrier Division will speak about commercial vehicle laws and regulations.
December 10th Clark Kahn, PhD, President of EOCT will be speaking about the ISO 14000
Benton Harbor (Cornerstone Chamber of Commerce 38 W. Wall St.)
November 20th Micshall Patrick, Occupational Safety Consultant, MIOSHA will speak about the top 25 MIOSHA safety violations along with a MIOSHA update.
Grand Rapids
STAY TUNED! We will be returning to your area after the New Year! Please call Mae at the Council for location and topic ideas at 1.800.704.7676
Fire Fighting Rule Revisions
MIOSHA Revised Part 74, Fire Fighting, Effective December 5, 2001
Taken from MIOSHA News, Spring 2002 (Vol.6, No. 2)
Written by: Deward Beeler, Region 3 Supervisor, Michigan Fire Fighters Training Council, Michigan State Police Fire Marshal Division
And Lee Jay Kueppers, Safety Consultant, Consultation Education & Training Division
Michigan has a long and proud history of recognizing the dangers faced by firefighters. MIOSHA revised Part 74, Fire Fighting, effective December 5, 2001. It was revised to keep pace with the latest national consensus practices and technological advances in equipment. Since 1977, this standard has been unique in its scope: All publicly employed municipal firefighters are covered, be they full-time, part-time, or volunteer. Federal OSHA has no such rule.
This article provides a summary of significant changes to Part 74. In January, the Standards Division mailed a copy to 1,500 Michigan fire stations.
Rule 7415, Fire Station Safety, revisions require all sleeping quarters to be equipped with a carbon monoxide detection device, as well as the previously required smoke detector.
Rule 7433, hoods are now mandated for all Michigan firefighters who are engaged in, or exposed to, fire hazards of emergency operation. Previous to this edition, hoods were not required, although they were commonly supplied by many fire departments.
Rule 7432, an employer must provide coats and trousers, or a protective coverall to all employees who engage in, or are exposed to, fire hazards of emergency operations.
Rule 7433, requires fire departments to provide primary head, face, and eye protection appropriate for a specific hazard to all employees exposed, or potentially exposed.
Rule 7431 revisions provide that all fire departments must implement procedures for inspecting and servicing personal protective equipment, particularly following fires or emergency usage. In addition, Rule 7431 requires that there be a procedure to determine whether a piece of personal protective equipment should be repaired or replaced, with needed repairs made in compliance with the manufacturers recommendations.
Rule 7440 requires fire departments to provide and enforce the use of a PASS system whenever a firefighter is using a self-contained breathing apparatus while engaged in structural fire fighting operations. According to many sources, PASS systems are already used across the state. Now they are mandated by Michigans worker protection rules.
Rule 7423, Fire Apparatus with Elevating Platforms, and 7424, Aerial Apparatus, revisions further clarify safety guidelines in the safe operation of these pieces of equipment.
Rule 7442 now requires that chain saws shall be used that are specifically designed for fire fighting operations to cut holes in roofs, floors, and walls.
Rule 7463 now requires that all life safety rope systems comply with the most current NFPA standard, being NFPA 10983, the 1995 edition. Specific inspection provisions are mandated for synthetic ropes.
Rule 7451 better clarifies what must be in written procedures for emergency operations, which must include provisions for an incident commander and a nationally recognized incident management system.
Please keep in mind, the above article summarizes the revisions to Part 74, but does not discuss the entire document. It is each municipal fire departments responsibility to be in compliance with the entire rule, as well as other MIOSHA rules such as Firefighter Right-to-Know.
SCWMI will be having a seminar on the Part 74 Revisions.
Date: December 5th, 2002
Time: 8:30 AM to 3 PM
Location: Gilmore Center at
Bronson Hospital, Kalamazoo
Cost: $35 / Member & Non-Member
Presenter: Lee Jay Kueppers, MIOSHA
Powered Indutrial Truck Train the Trainer
Date: December 4th, 2002
Time: 8:30 AM to 4 PM
Location: KCC R-MTC 405 Hill Brady Rd., Battle Creek
Cost: $45
An industrial truck operator has a very important job. It is a position of responsibility, the same as when you are driving your car on the road. There are rules and responsibilities you must obey and accept.
A powered industrial truck means a mobile, power driven vehicle used to carry, push, pull, lift, stack, or tier material.
A rough terrain forklift truck means a wheel type truck which is designed primarily as a fork truck that has a vertical mast or pivoted boom or both, which has variable fixed length reach and which may be equipped with attachments and is intended for operation on unimproved natural terrain as well as the disturbed terrain of construction sites.
This course provides an overview of safety rules and safe work practices for powered industrial trucks, along with safety information specific to rough terrain vehicles.
Call the Council at 1.800.704.7676 to ask questions or sign up.
ATTENTION! ATTENTION!
The Irving S. Gilmore Foundation awarded the Safety Council for West Michigan an operating grant to support council operations.
The Safety Council for West Michigan was formed in 1947 to serve the growing needs of Kalamazoo County Employers. The council is dedicated to promoting safety for all individuals both on and off the job. By providing safety education and training that apply to all aspects of an individuals life, the Safety Council is dedicated to providing a safer place for each of us to work and live.
