Preventive Methods

1. Management by Wandering Around (MBWA)

The management by wandering around (MBWA), also management by walking around,[1] refers
to a style of business management which involves managers wandering around, in an
unstructured manner, through the workplace(s), at random, to check with employees, equipment,
or on the status of ongoing work.[1] The emphasis is on the word wandering as an unplanned
movement within a workplace, rather than a plan where employees expect a visit from managers
at more systematic, pre-approved or scheduled times.

The expected benefit is that a manager, by random sampling of events or employee discussions,
is more likely to facilitate improvements to the morale, sense of organizational purpose,
productivity and total quality management of the organization, as compared to remaining in a
specific office area and waiting for employees, or the delivery of status reports, to arrive there, as
events warrant in the workplace.

Management by wandering around is very similar to the Japanese gemba walk method developed
at Toyota. Gemba walks denote the action of going to see the actual process, understand the
work, ask questions, and learn.[3][4] It is also known as one fundamental part of Lean
management philosophy.[5]

Taiichi Ohno,[6] an executive at Toyota, led the development of the concept of the Gemba Walk.
The Gemba Walk is an opportunity for staff to stand back from their day-to-day tasks to walk the
floor of their workplace to identify wasteful activities.[7] Gemba Walk is designed to allow
leaders to identify existing safety hazards, observe machinery and equipment conditions, ask
about the practiced standards, gain knowledge about the work status and build relationships with
employees.[8] The objective of Gemba Walk is to understand the value stream and its problems
rather than review results or make superficial comments.[9] Along with Genchi Genbutsu or
"Go, Look, See", Gemba Walk is one of the 5 Lean guiding principles that should be practiced
by Lean leaders on a daily basis. The gemba walk, is an activity that takes management to the
front lines to look for waste and opportunities to practice gemba kaizen, or practical shopfloor
improvement. [2]

The practice of regularly going to the Lean workplace to see the actual practices is known as
gemba walking.[10] Executives should expect to spend 45 to 60 minutes every week or two
gemba walking with a Lean teacher, or Sensei, for six months to a year. Thereafter, they should
regularly gemba walk on their own. Gemba walks are crucial to maintaining the disciplined
adherence to Lean process designs, part of the Lean support role permeating all leadership
positions. Gemba walks form the connective tissue that maintains the gains from Lean and the
muscle that drives further improvement.
2. Implementation of safety measures by the manufacturer

The manufacturers obligations are specified in Machinery Directive 2006/42/EC, which

imposes the requirement that the manufacturer of machinery should eliminate hazards or reduce
risks associated with these hazards by applying safety measures in the following order:

inherently safe design;

safeguarding and implementation of complementary protective measures
informing user about the residual risk.

Inherently safe design

Taking the inherently safe design approach is the most efficient risk-reducing safety measure,
which consists of:

hazard elimination or reduction to the furthest extent possible through the right choice of
the machine design features,
minimizing personal exposure to hazards, through reduction of the number of necessary
interventions within the danger zones.

Here, the basic rule for machine design stipulates that, where the intended use of the machine
allows that, all accessible parts of the machine should have no sharp edges, sharp corners, rough
surfaces, protruding parts, etc. Many hazards of the machine can be eliminated by means of
choosing proper shapes and employing proper arrangement of mechanical parts. For example,
injuries caused by a moving part can be eliminated by placing that part out of the machine
operators reach.

Safeguarding

The hazards that cannot be eliminated using the inherently safe design approach should be
reduced by means of the application of guards or protective devices (safeguarding).
Guards

Devices of all types creating physical barriers between a human and a dangerous mechanical part
of a machine and having been applied specifically to ensure operators safety are classified as
guards. Therefore, covers, doors, fences, etc. also perform guarding functions.

Guards should:

be of robust construction,
be difficult to remove or switch off,
be situated at a proper distance from the danger zone,
pose the least possible number of obstacles to the working process,
allow performance of required operations like installation, tool changing or maintenance,
providing only limited access to the area where the operations are to be performed, and
without the necessity for removal, if possible.

Generally, guards can be classified in view of the way they are mounted, their working concept
and adjustability. There are two ways of installing guards:

securing by means of inseparable connection or with the use of separable connections

that prevent opening or removal without (special) tools; often referred to as fixed guards.
mounting with the use of mechanical elements, which allows them to be opened without
any tools. Guards of this type are called movable guards.

The working principle of the guard may consist of:

independent operation of the guard, however the guard is effective only when closed. It
should be noted that for a fixed guard, the term closed means connected to the area of
its installation,
working in combination with an interlock, supplied or not with guard locking.

Guard locking refers to protective measures in which the guard prevents performance of any
operations of the machine that may pose mechanical hazards while the guard is open. Opening of
the guard in the course of performing any of the aforementioned operations results in the
stoppage of the machines dangerous motions. These functions can be performed when the guard
is closed, however the singular action of closing the guard does not actuate those functions.
Guards of that type are called interlocking ones.

In all cases where operators access to the danger zone in the course of normal working is not
required, fixed guards should be used. Movable guards are employed when there is the necessity
for the operator to enter the danger zone frequently.

Protective device

When it is impossible to apply guards, sensitive protective devices are used to reduce risk. There
are several types of these devices. Optoelectronic protective devices (light curtains, scanning
devices like laser scanners) and pressure-sensitive devices (mats, trip bars, trip wires etc.) are
often used.

Protective devices that do not create actual physical barriers perform their protective functions
by means of generating a signal that stops a dangerous motion of a given machine element after
having detected that a part of the operators body is too close to the danger zone. In this way,
they ensure that a dangerous motion (e.g. that of press slide) will be stopped before the operator
could potentially enter the danger zone. For this reason, guards of this type can be used only in
machines in which the structure allows for automatic stop of a dangerous motion within a short
time frame, sufficient to perform this automatic stop. Besides only stopping, the devices also
perform the function of interlocking the dangerous motion of a machine element when the
presence of a human has been detected within the protected zone.

When implementing protective devices, consideration should be given to:

size, characteristics and positioning of the detection zone,

reaction of the device to fault conditions,
possibility of circumvention, and
detection capability and its variation in time.
Sensitive protective equipment should be integrated into the machines operations and associated
with the control system so that:

a command is given as soon as a person or part of a person is detected,

withdrawal of the person or part of a person detected does not, by itself, restart the
hazardous machine function(s), and the control system maintains the command given by
the sensitive protective equipment until a new command is given,
restarting the hazardous machine function(s) is a result of voluntary actuation by the
operator of the control device placed outside the hazard zone where this zone can be
observed by the operator,
the machine cannot operate during interruption of the detection function of the sensitive
protective equipment, except during muting phases, and
the position and the shape of the detection field prevents, possibly together with fixed
guards, a person or part of a person from entering or being present in the hazard zone
without being detected.

Functional safety of machinery control system

If failure of a control function performed by a control system can result in an immediate increase
in risk, then this function is named a safety function. Generally, safety functions can be
implemented for the reduction of risk associated with the following three groups of hazards:

improper machine operation;

failure of technological processes caused by a substantial change or deviation in physical
parameters from standard values due to unexpected events;
Mechanical hazards.
The following safety functions are most common:

safety-related stop function initiated by a safeguard;

manual reset function;
start/restart function;
local control function;
muting function;
monitoring of parameterization of safety-related input values;
response time;
monitoring of safety-related parameters such as speed, temperature or pressure;
reaction to fluctuations, loss and restoration of power sources.

Fault of these functions can increase risk. Therefore designers of the safety related control
systems should apply structures that improve their resistance to fault. Control system resistance
to fault can be improved through reduction of the probability of fault appearance, or by taking
steps to ensure that a possible fault would not be a dangerous one. Improvements can be
achieved by applying good practice tools and principles (examples can be found in standard ISO
13849-2:2003 Safety of machinery safety-related parts of control systems part 2: Validation
[11]), and by including additional safety systems that detect faults.

Basic rules for improving control system resistance to fault were formulated in standard EN 954-
1:1995 Safety of machinery. Safety-related parts of control systems Part 1: General principles
for design"[12], where, depending on their behavior under fault conditions, devices were
classified into 5 categories.

ISO 13849-1:2006 standard was developed, which included expert knowledge gained when
designing programmable machine controllers [13]. In this standard, system categories, depending
on their resistance to faults, remained the same as those defined in EN 954-1:1995. Additionally,
a specified architecture is designated for each category. Each system is characterized by the
following parameters: Mean time to failure (MTTF), Diagnostic coverage (DC) and Common
cause failure factor (CCF). The 5 performance levels (PL) represent the system resistance to
faults.
Standard EN 62061:2005 Safety of machinery - functional safety of safety-related electrical,
electronic and programmable electronic control systems, adapting to the functional safety
methodology formulated in IEC 61508:2001 Functional safety of electrical/ electronic/
programmable electronic safety-related systems [14] should be applied to machine control
systems. In EN 62061:2005 standard, safety related systems are classified into 3 safety integrity
levels (SILs). For the time being, all three standards (EN 954-1, ISO 13849-1, and IEC 62061)
are harmonized under Machinery Directive 2006/42/EC [15], however the presumptive
conformity date of EN 954-1:1995 cessation is 31.12.2011.

Complementary protective measures

Protective measures not covered by the categories of inherently safe design, safeguarding
(implementation of guards and/or protective devices) and information for use, may still have to
be implemented as required by the intended use and reasonably foreseeable misuse of the
machine. Such measures include, but are not limited to:

components and elements to achieve emergency stop function;

measures for escape and rescue of trapped persons;
measures for isolation and energy dissipation;
provisions for easy and safe handling of machines and their heavy component parts;
measures for safe access to machinery.

Information for use

When risks persist despite the adoption of measures for inherent safe design, safeguarding and
complementary protection, and the user should be informed about residual risk.

Depending on the risk and the point at which information is required for the user and the
machine design, it shall be decided whether the information or parts thereof are to be given:

on the machine itself,

in accompanying documents,
on the packaging,
by other means, such as signals and warnings outside the machine.
Information and warnings on machinery should preferably be provided in the form of readily
understandable symbols or pictograms. Warning signals must be unambiguous and easily
perceived. The operator must have facilities to check the operation of the warning devices all the
time.

Visual signals, such as flashing lights and audible signals such as sirens may be used to warn of
an impending hazardous event, such as machine start-up or over-speed. Such signals may also be
used to warn the operator before the triggering of automatic protective measures. Machinery
shall bear all the necessary markings:

for unambiguous identification,

in order to indicate compliance with mandatory requirements,
for safe use.

The instruction handbook or other written instructions shall contain all information necessary for
safe commissioning, operating, adjusting and maintenance of the machine.
3. Implementation of safety measures by the user of machinery and work equipment

Based on the information for use provided by the designer, the machine user should implement
safety measures for reducing residual risk that remains despite inherent safe design measures,
safeguarding and complementary protective measures adopted.

User obligations for additional safeguards, personal protective equipment, work organisation and
training were formulated in Directive 2009/104/EC [16]. The main obligation consists in taking
measures necessary to ensure that the work equipment is suitable for the work to be carried out.
If necessary, work equipment should be properly adapted to the work in such a way that workers
can use it without impairment to their safety or health.

Additional safeguarding

The employer should ensure that work equipment is installed, located and used in a way ensuring
that the risks to the operators and other workers have been reduced. In particular, sufficient space
between moving parts of work equipment and fixed or moving parts should be allowed. Very
often, the application of additional safeguarding is necessary, which might result from a
particular location or way of machine installation. In such a case, the application of fixed guards
should be considered first. However, if for technological reasons access to danger zones is
required, movable guards or protective devices should be applied. The same rules as those
formulated for the machinery manufacturer apply when installing additional safeguards.

Use of personal protective equipment

Technical safety measures comprise personal protective equipment (PPE). These are devices or
equipment designed to be carried or held by a worker to protect him/her against single or
multiple risks that may affect his/her health or safety at work. Personal protective equipment also
comprises:
 a unit constituted by several devices or appliances which have been integrally combined
by the manufacturer for the protection of an individual against one or more potentially
simultaneous risks; (e.g. a helmet coupled with a visor and/or hearing protection),
a protective device or appliance combined, separable or inseparably, with personal non-
protective equipment worn or held by an individual for the execution of a specific activity
(e.g. clothing or knee protectors included in trousers used for performing work whilst
kneeling),
interchangeable PPE components essential for satisfactory functioning and used
exclusively for such equipment.

Work organization and procedures

Proper work organization is of crucial importance in ensuring safe operation of the work
equipment. All operations should be performed according to established safe working
procedures. When the use of work equipment is likely to involve a specific risk to the safety or
health of workers, the employer should take necessary measures to ensure that the use of work
equipment is restricted solely to persons given the task of using it. In the case of high risk (e.g.
high voltage), work should be performed by at least two persons. Written permission for
conducting such work should be issued. In the case of repairs, modifications, maintenance or
servicing, specifically designated workers should carry out such works. .

Training

The machinery user should ensure that workers given the task of using work equipment receive
adequate training, including training on any risks that its use may entail. It is especially
important in the case of workers carrying out repairs, modifications, and maintenance or
servicing tasks.
Inspection of work equipment

Long-term results of using a machine usually consist in constant degradation of its sub-
assemblies, due to both material deterioration and mechanical wear. The aforementioned
phenomena, if not investigated in a proper way, may cause machine failure. If safety-related
elements fail, accidents may happen. Therefore, work equipment should be periodically
inspected. The frequency and scope of the inspection should be determined based on the
manufacturers information enclosed in the Information for use. One should also consider the
intensity of machine exploitation and the risk level arising in operation of the machine. In
individual cases of machines with high-risk levels, the frequency of inspection is specified in
Directive 2009/104/EC which specifies the following types of inspection: [16]

initial inspection (after installation and before first being put into service) and an
inspection after assembly at a new site or in a new location
periodic inspections and, where appropriate, testing within the means of national laws
and/or practices
special inspections each time exceptional circumstances that are liable to jeopardise the
safety of the work equipment have occurred, such as work modification, accidents,
natural phenomena or prolonged periods of inactivity.

The main goal of those inspections consists in ensuring that health and safety conditions are
maintained and that deterioration liable to result in dangerous situations can be detected and
remedied in good time.
4. Permit to Work (PTW)

Permit to Work (PTW) refers to management systems used to ensure that work is done safely
and efficiently. These are used in hazardous industries and involve procedures to request, review,
authorise, document and most importantly, de-conflict tasks to be carried out by front line
workers.

Permit to work is an essential part of control of work (COW), the integrated management of
business critical maintenance processes. Control of work is made up of permit to work, hazard
identification and risk assessment (RA), and isolation management (IM).

Permit to work is a core element of integrated safe system of work (ISSOW) systems that along
with risk assessment and isolation planning, enable as low as reasonably practicable (ALARP)
reduction of unsafe activities in non-trivial work environments. Permit to work adherence is
essential in process safety management.

Instructions or procedures are often adequate for most work activities, but some require extra
care. A permit to work system is a formal system stating exactly what work is to be done, where,
and when. A responsible person should assess the work and check safety at each stage. The
people doing the job sign the permit to show that they understand the risks and precautions
necessary.

Permits are effectively a means of communication between site management, plant supervisors
and operators, and those who carry out the work. Examples of high-risk jobs where a written
permit to work procedure may need to be used include hot work such as welding, vessel entry,
cutting into pipes carrying hazardous substances, diving in the vicinity of intake openings, and
work that requires electrical or mechanical isolation. It is also a means of coordinating different
work activities to avoid conflicts.
A permit to work is not a replacement for robust risk assessment, but can help offer context for
the risk of work to be done. Studies by the UK Health and Safety Executive have shown that the
most significant cause of the maintenance related accidents in the UK chemical industry was a
failure of effective permit to work systems.[1] Common failures in control of work systems are a
failure to follow the permit to work or isolation management procedures, risk assessments that
are not suitable and sufficient to identify the risks, and/or the control measures and a
combination of the two.[2]

Implementation

Permit to work implementations usually utilize incompatible operations matrices. For example,
to preclude one workgroup welding or grinding in the vicinity of another
venting explosive or flammable gases. The permit to work system is for work being performed in
accordance with pre-approved procedures and that has been macro scheduled, the purpose is to
prevent conflicting short term activities of different workgroups to prevent hazardous
interference.

Once a permit to work has been issued to a workgroup, a lock-out tag-out system is used to
restrict equipment state changes such as valve operations until the work specified in the permit is
complete. Since the permit to work is the primary de-conflictation tool all work activities in high
risk environments should have a permit to work, specific hazardous operations will then have a
second permit for activities such as confined space or hot work. Here the hot work permit is
minimizing the risk of the individual task, the permit to work is minimizing the risk of
simultaneous incompatible activities.

Permit to work systems that permit authorization and its traceability are necessary if they are to
be beneficial. Ideally one person should be delegated with this responsibility at any one time and
all workers at the facility should be fully aware of who that person is and when the responsibility
is transferred.
A permit to work form typically contains these items.[3]

The work to be done, the equipment to be used and personnel involved

Precautions to be taken when performing the task

Other workgroups to be informed of work being performed in their area

Authorization for work to commence

Duration that the permit is valid

Method to extend the permit for an additional period

Witness mechanism that all work has been complete and the worksite restored to a clean,
safe condition

Actions to be taken in an emergency

5. Effective Workplace Inspections

Workplace inspections help prevent incidents, injuries and illnesses. Through a critical
examination of the workplace, inspections help to identify and record hazards for corrective
action. Health and safety committees can help plan, conduct, report and monitor inspections.
Regular workplace inspections are an important part of the overall occupational health and safety
program and management system, if present.

Inspections are important as they allow you to:

listen to the concerns of workers and supervisors

gain further understanding of jobs and tasks

identify existing and potential hazards

determine underlying causes of hazards

recommend corrective action

monitor steps taken to eliminate hazards or control the risk (e.g., engineering controls,
administrative controls, policies, procedures, personal protective equipment)

Planning is essential for an effective inspection. Every inspection must examine who, what,
where, when and how. Pay particular attention to items that are or are most likely to develop into
unsafe or unhealthy conditions because of stress, wear, impact, vibration, heat, corrosion,
chemical reaction or misuse. Include areas where no work is done regularly, such as parking lots,
rest areas, office storage areas and locker rooms.

Look at all workplace elements the people, the environment, the equipment and the process.
The environment includes such hazards as noise, vibration, lighting, temperature, and ventilation.
Equipment includes materials, tools and apparatus for producing a product or a service. The
process involves how the worker interacts with the other elements in a series of tasks or
operations.
Types of workplace hazards include:

Safety hazards such as those caused by inadequate machine guards, unsafe workplace
conditions, unsafe work practices.

Biological hazards caused by organisms such as viruses, bacteria, fungi and parasites.

Chemical hazards caused by a solid, liquid, vapour, gas, dust, fume or mist.

Ergonomic hazards caused by physiological and psychological demands on the worker,

such as repetitive and forceful movements, awkward postures arising from improper
work methods, and improperly designed workstations, tools, and equipment.

Physical hazards caused by noise, vibration, energy, weather, heat, cold, electricity,
radiation and pressure.

Psychosocial hazards that can affect mental health or well-being such as overwork, stress,
bullying, or violence.

Diagram of Area

Use drawings of the plant layout or floor plans to help you draw a diagram. Divide the workplace
into areas based on the process. Visualize the activities in the workplace and identify the location
of machinery, equipment and materials. Show the movement of material and workers, and the
location of air ducts, aisles, stairways, alarms and fire exits. Appendix A shows a sample
diagram. Use several simple diagrams if the area is large. Ask workers and supervisors for their
comments on the information - they know the area better than anyone else.

Equipment Inventory

Know what type of machinery or equipment is present. Review technical data sheets, or
manufacturers' safety manuals. Read work area records to become familiar with the hazards of
the equipment.
Hazardous Product or Chemical Inventory

Determine which products are used in the workplace and whether safety data sheets are
available. Find out if all sources of exposure are properly controlled. Make sure that all workers
have received education and training in how to safely use, handle and store the products they
work with. Check that all hazardous products are labelled appropriately according to Workplace
Hazardous Materials Information System (WHMIS) requirements.

Checklists

A checklist helps to clarify inspection responsibilities, controls inspection activities and provides
a report of inspection activities. Checklists help with on-the-spot recording of findings and
comments but be careful. Do not allow the inspection team to become so intent on noting the
details listed in the checklist that it misses other hazardous conditions. Use checklists only as a
basic tool. Refer to the related documents for sample checklists that you can use as a guide to
develop a checklist that is customized for your workplace.

Reports

Keeping inspection records is important. Past inspection records show what has been previously
identified. They also show what an earlier inspection team concentrated on and what areas it did
not inspect. Do not simply repeat or copy previous inspection results. Use the older inspection
reports to help look for issues, and then determine whether recommendations were implemented.
Note if the changes have been effective.
The following describes three other types of inspection reports:

Ongoing

Pre-operation

Periodic

Supervisors and workers continually conduct ongoing inspections as part of their job
responsibilities. Such inspections identify hazardous conditions and either correct them
immediately or report them for corrective action. The frequency of these inspections varies with
the amount and conditions of equipment use. Daily checks by users assure that the equipment
meets minimum acceptable safety requirements.

Pre-operation checks involve inspections of new or modified equipment or processes. Often

these are done after workplace shutdowns.

Periodic inspections are regular, planned inspections of the critical components of equipment or
systems that have a high potential for causing serious injury or illness. The inspections are often
part of preventive maintenance procedures or hazard control programs. Laws and regulations
may specify that qualified or competent persons must inspect certain types of equipment, such as
elevators, boilers, pressure vessels, scaffolding, and fire extinguishers at determined points in the
work process and at regular intervals.

Health and safety committee members are obvious choices of personnel to carry out formal
inspections, especially if they have received training or certification.

Other criteria for selecting the inspection team are:

knowledge of regulations and procedures

knowledge of potential hazards

experience with work procedures involved

Engineers, maintenance personnel, occupational hygienists, health and safety professionals,
supervisors or managers may be a part of the inspection team or they may be called upon to help
with certain aspects of the inspection, or to help explain equipment or processes.

Large workplaces may have more than one inspection team. The various teams can have separate
areas to inspect.

The purpose is to keep the workplace free of hazards. The schedule should state:

when to inspect each area or item within the workplace

who carries out the inspection

what degree of detail to inspect each area or item

How often inspections are performed will depend on several factors:

the frequency of planned formal inspections may be set in your legislation

past incident records

number and size of different work operations

type of equipment and work processes - those that are hazardous or potentially

number of shifts - the activity of every shift may vary

new processes or machinery

legislative requirements for your jurisdiction

High hazard or high risk areas should receive extra attention.

It is often recommended to conduct inspections as often as committee meetings. Do not conduct

an inspection immediately before a committee meeting but try to separate inspections and
meetings by at least one week. This time allows for small items to be fixed and gives the
committee an opportunity to focus on issues requiring further action. [17]
6. The Heinrich Triangle

Over the years several studies have been conducted to try to determine how many near-miss
events would result in an eventual accident. The same studies further attempted to determine
how many reported accidents would finally lead to a worker fatality. In 1931, Herbert William
Heinrich, an American engineer, wrote a book titled Industrial Accident Prevention, A
Scientific Approach.

In the Heinrich 300-29-1 model, Heinrich suggests that for every 300 near-misses there will be
29 minor injuries and 1 major injury. Since then the methods he used to determine the
relationship between near-miss events, accidents, serious accidents, and fatalities have been
challenged by some safety professionals.

Some feel that Heinrichs Safety Triangle, which places near-miss events at the base of the
triangle, accidents in the middle and finally fatalities at the top, may cause companies to believe
that by eliminating near-miss events alone accidents and fatalities will eventually disappear.

Sometime later, the Insurance Company of North America conducted a more in-depth study
reviewing the cause of almost 2 million injury accidents. They determined that Heinrichs
Safety Triangle and the results of their study were pretty much in agreement. It should be
noted that all companies are not alike and they may have specific hazards in the workplace.
However, the triangle theory does help us to understand that major accidents and fatalities may
be avoided by making a practice of investigating all near-misses and accidents.
Take steps to avoid Near-misses and Accidents.

The first step is to develop a Job Hazard Analysis (JHA) to identify and evaluate possible
ways employees can be injured while performing specific tasks. A job hazard analysis is
a technique that focuses on job tasks as a way to identify hazards before they occur. It
focuses on the relationship between the worker, the task, the tools, and the work
environment. Ideally, after identifying hazards, we can take steps to eliminate or reduce
them to an acceptable risk level.

The second step would be to set the example. To effectively control the occurrence of
near-misses and accidents upper management must buy-into the program. Advertise the
program to employees by using visual reminders such as safety posters and memos, along
with providing proper safety training. Dedicate a portion of a work day to safety. Have
employees identify and evaluate unsafe conditions in their immediate work locations.
Make a list and assign employees to correct the unsafe or potentially unsafe conditions.
Get your employees families involved in the program by having a childrens safety
poster contest. Display all the posters in your workplace. Having a family members
safety poster in the workplace is a powerful tool that can be used to remind employees to
work safely.

The third step is to investigate and record all near-misses and accidents. Educate employees
about the root cause of the incident. Keep a record of the events, so you can analyze and trend
occurrences involving outdated policies, incorrect operating procedures, defective equipment,
and even unsafe employee practices.[18]
References

1. "What is management by walking around (MBWA)", BusinessDictionary.com, 2010,

webpage: BD-def-MBWA

2. Imai, Masaaki (1997). Gemba kaizen: a commonsense low-cost approach to

management. New York: McGraw-Hill Professional. p. 13. ISBN 978-0-07-031446-7.

3. Womack, Jim (2011). Gemba Walks. Lean Enterprise Institute, Inc. p. 348. ISBN 978-1-
934109-15-1.

4. "LEI - Lean Product Catalog - Lean Enterprise Publications". lean.org.

5. "Book Review: gemba Walks, by Jim Womack". sagepub.com.

6. Ohno, T., Bodek, N. (1988). The Toyota Production System: Beyond Large-Scale
Production. Productivity Press.

7. Andrew Castle, Rachel Harvey (2009). "Lean information management: the use of
observational data in health care". International Journal of Productivity and Performance
Management, Vol. 58 Iss: 3, pp.280 - 299. ISSN 1741-0401.

8. "Lean Tools Spotlights: GEMBA WALK". Get Kaizened Official Blog.

9. "Getting Over Gemba-phobia". lean.org.

10. Mann, D. (2009). "The missing link: Lean leadership". Frontiers of Health Services
Management, 26(1), 15-26.

11. ISO 13849-2:2003 Safety of machinery - safety-related parts of control systems - part 2:
Validation

12. EN 954-1:1995 Safety of machinery - safety-related parts of control systems - part 1:

General principles for design.

13. ISO 13849-1:2006 Safety of machinery - safety-related parts of control systems - part 1:
General principles for design.

14. IEC 62061:2005 Safety of machinery - Functional safety of safety-related electrical,

electronic and programmable electronic control systems
15. Commission communication in the framework of the implementation of the Directive
2006/42/EC of the European Parliament and of the Council of 17 May 2006 on machinery, and
amending Directive 95/16/EC (recast) (Text with EEA relevance) (Publication of titles and
references of harmonised standards under the directive) OJ C 110 8.4.2011 p. 1.

16. Directive 2009/104/EC of the European Parliament and of the Council of 16 September
2009 concerning the minimum safety and health requirements for the use of work equipment by
workers at work (second individual Directive within the meaning of Article 16(1) of Directive
89/391/EEC) OJ L 260, 3.10.2009 p. 5.

17. Safety of machinery and work equipment. (n.d.). Retrieved August 09, 2017, from
https://oshwiki.eu/wiki/Safety_of_machinery_and_work_equipment

18. "Near Miss vs. an Accident." Safety Training & Certification. N.p., n.d. Web. 10 Aug.
2017. <http://etraintoday.com/blog/near-miss-vs-an-accident/>.