Job Completion

Noise Pressure• Sharp objects Steam Stored energy Twisting, bending Vibration

•Weather • Weight of objects •Welding •Work at depths •Work at heights • Worker position •Worker posture

Upon Job Completion 17) Account for all personnel 18) Replace guards 19) Remove safety locks 20) Restore energy as appropriate 21) Remove barriers/devices to secure area 22) Account for tools

23) Tum in permits 24) Clean the area 25) Communicate to others affected that the job is done 26) Document all modifications to prints and appropriate


To view and down- load each ot the

10 MOC examples cited, visit www

I JULY 2012 ProfessionalSafety 4 1

doctrinating management and the workforce in the benefits to be obtained by doing pre- reviews of jobs so that the work could be done effecfively and efficiently while at the same time controlling the risks.

Eventually, management and the line workers agreed that classroom training ses- sions could be held. Later, the safety pro- fessionals said that the classroom training sessions and follow-up training were vital to their success.

At the beginning of each of those sessions, a management representafive introduced the subject of prejob planning and safety analy- sis and discussed the reasons why the new procedure was being adopted. Stafistics on accident experience prepared by safety pro- fessionals were a part of that introduction. Then, safety professionals led a discussion of the outline shown in MOC Example 1. It set forth the fundamentals of the prejob review system being proposed. After discussion of those procedures, attendees were divided into groups to plan real-world scheduled mainte- nance jobs that were described in scenarios that had been previously prepared.

At this locafion, supervisors took to the pre- job planning and safety analysis system when they recognized that the system made their jobs easier, improved productivity/efficiency, and reduced the risks. And they took owner- ship of the system. As one of the safety pro- fessionals said, “Our supervisors and workers have become real believers in the system.” And a culture change had been achieved.

Note the requirements under the caption “Upon Job Completion.” The detail of the requirements reflects parficular incidents with adverse results that occurred over several years. Every MOC sys- tem should include similar procedures to be fol- lowed before work can be considered completed.

Exampie 2: Speciaity Construction Contractor This two-page field work review and hazard

analysis system was provided by a safety profes- sional employed by a specialty construction con- tractor that has several crews active in various places at the same time. Note that the names of employees on a job must be documented as hav- ing been briefed on the work to be performed. The checklist included in this example pertains to oc- cupational, public and environmental risks.

When asked what drove development of the change procedure, the safety professional said the firm had learned from costly experience. Accord- ing to this professional, the procedures required by the change system are now embedded in the com- pany’s operafions and are believed to have resulted in greater efficiency. In addition, fewer costly inci- dents have occurred.

This example has a direct relafion to the purposes of construcfion/demolition standard ANSI/ASSE 10.1, Pre-Project and Pre-Task Safety and Health

Planning. This standard is an excellent resource for contractors and companiess that establish require- ments for on-site contractors. Note the distinctions: preproject planning and pretask planning.

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