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BLR Webinar
August 15, 2017
Improving Access to Lockout Equipment

Time Saved and No Excuses

■ Accident Scenario
– Observations and Root Causes

■ Drivers of Best practices – Rules and Standards

■ Lean Manufacturing Concepts
■ 5/S + Safety = 6/S Concepts
■ Applications of 6/S for Lockout
■ Applications of 6/S for other common safety concerns

Think about it…

Think about it…

Think about it…

Key Ideas:

Observations and Root Causes

 Lockout accidents most often effect machine operators and attendants
during production support activities and maintenance troubleshooting.
 Authorization to apply lockout is often limited to certain personnel (maintenance
and management)that are often not immediately available when circumstances
creates an exposure to workers for sudden start up
 OSHA Investigations have found that the two most common tasks involved with
Lockout accidents are Unjamming Objects (30%) and Cleaning Equipment (29%)
 The time required to apply and remove lockout is frequently given as a root cause
in accident investigations of why it was not applied. This can include;
– Distance or poor access to obtain LOTO equipment
– Poor access to accurate machine specific procedures. (guesswork)
– Insufficient or missing LOTO equipment

Compliance and Best Practice Guidance

Key Ideas:

 OSHA 29CFR 1910.147(c)(5)(i)

Locks, tags, chains, wedges, key blocks, adapter pins, self locking fasteners, or other hardware shall be
provided by the employer for isolating, securing or blocking of machines or equipment from energy sources.

 ANSI Z244.1 (2016) Section7.2 Hazardous Energy Control Procedures

An important element of the overall hazardous energy control program is the development of procedures.
Each unique machine, equipment or process shall have specific procedures developed and documented for
the control of hazardous energy during work activities. These procedures shall be posted at or near the
point of use, or otherwise readily available for authorized persons to review and use.

 ANSI Z244.1 (2016) Section 7.3 Protective Hardware and Tags

All applicable protective hardware and tags required to effect isolation of hazardous energy shall be
provided by the user. The protective hardware and tags shall be adequate in number and variety to execute
the control of hazardous energy effectively. The protective hardware and tags shall be properly stored and
accessible to authorized persons.

Minimize Wasted Time by Maximizing Access to Lockout Equipment

“If you have to walk more than 15 seconds to get the lockout equipment and procedures
you need, chances are you are going to think twice about taking the time to work safely”
■ Production situations requiring lockout to be applied
happen frequently.
■ And even more often with troublesome equipment
or frequent preventive maintenance requirements.
■ Keeping the necessary lockout equipment close by
and easily accessible by authorized personnel in
the area eliminates the excuse of
– “The job was quick and I didn’t have time 15
to get my equipment”
– “I wasn’t sure what I needed to lockout”
– “The lockout equipment I needed wasn’t
available because someone else had it”
■ Eliminating excuses promotes safety and reduces
waste by saving time, preventing damage and
injuries, and by assuring necessary safety
equipment is immediately available

How is Safety a Good Business Practice?

Accidents are Wasteful

Lean Manufacturing is a management strategy that focuses on making obvious
what adds VALUE by reducing everything else.
 It looks at the perspective of the customer who consumes a product or service. “Value" is
any action or process that a customer would be willing to pay for.

 Lean" philosophy identifies the expenditure

of resources for any other reason to be
wasteful, and a priority to be eliminated. As
waste is eliminated quality improves while
production time and cost are reduced.
 Customers are not willing to absorb the
preventable costs of Waste related to
accidents and related expenditures.

How is Safety a Good Business Practice?

Accidents are Wasteful – Lockout accidents are among the most costly

 Medical expenses On average, for every

 Worker compensation premiums $1.00 of direct costs
 Penalties and fines of an accident,

 Loss of productivity a company will pay

 Hiring and training replacements an additional
 Cost of repair to equipment $5.00 in indirect costs.
 Overtime to compensate
 Investigation costs
 Lower morale of other workers
 Administration costs
 Damage to reputation

What is 5S + Safety (6S)?

A Organizational System
Sort out
■ The system that enhances quality, productivity
and safety by organizing a work space for Sustain and
efficiency and effectiveness through the
identification and organization of the items used,
maintaining the area and items, and then
Standardize Housekeeping
sustaining what was accomplished.

■ The process is applied in all work areas or cells to Set up for

standardize resources, layout and methods to
6/S makes sure work areas
improve the consistency, safety and quality of
are clear, organized and free of
how the job is completed. hazardous conditions

■ The principle behind 6S is that to consistently bring about the best results from workers
and to achieve high levels of quality, safety and productivity, they must have an efficiently
optimized working environment.
Understanding 6S

Remove everything from the work area

that is not needed to complete the job
Sort out (Tools, materials, supplies)
Are we keeping to the
plan, and can the plan
be improved ? A place for everything
Sustain and and
everything in its place

Clean and
Standardize Housekeeping
orderly is the key
Assure similar
practices are used
in every work station Set up for
Machinery is properly safeguarded and
all necessary PPE and other safety equipment
is kept in (or close by) the work station 12
Advantages of 6/S

■ All needed tools materials and safety equipment are

conveniently located in uncluttered work areas
■ Operators spend less time looking for items or going to get them
■ A clean and orderly workplace leads to greater well being and increased motivation
■ Company performance improves
– Productivity increases
– Accidents and near misses decline
– Quality is improved
– Time savings are evident
– Better machine maintenance
■ This leads to higher workstation
efficiency which is a fundamental
goal in mass production

How Does This Apply to Preparations for Lockout?

■ Machinery in the work areas are accurately

documented by written lockout procedures
■ Sufficient authorized workers are available to quickly
respond to all tasks requiring lockout
■ Lockout procedures are posted on the machinery or
are immediately available within the work area via:
– Electronic accessibility via intranet or local PC.
– Strategically placed binders or files
– Specifically trained through hands on demonstrations
■ Lockout procedures identify necessary lockout
devices and number of locks required
■ Lockout equipment needs are accounted for in
terms of meeting the projected activity that could
reasonably occur simultaneously within the work
area (i.e. Setups or preventative maintenance)

How Does This Apply to Preparations for Lockout?
■ Sufficient numbers of personal lockout locks are assigned to each authorized worker, or a
sufficient number of keyed different locks are provided at lockout equipment stations.
– Personal locks are marked with the identity of the owner, or each authorized worker has personal
warning tags they can apply to keyed different common locks.
■ Lockout equipment is efficiently organized in one or more of the following methods:
– Wall Stations and shadow boards
– Drawer mounted stations
– Moveable stations
– Tethered to machinery near isolation points
– Portable lockout equipment kits

■ Group lockout requirements are

understood and provided for by
application of multi hole hasps or
lock boxes when required.

Try This Exercise
Next time you are on the work floor
■ Start at specific piece of equipment
– Is there an accurate lockout procedure for guidance?
■ What Lockout equipment do you need to isolate
this piece of machinery? Locks? Devices?
– How did you determine what you need?
■ Where do you have to go to get all the necessary lockout
1. Start walking to retrieve the equipment and count how
long it takes to reach the equipment.
2. Count the time it takes to return to the machine
3. Count the time it takes to replace the equipment
4. Count the time it takes to return to the machine.
■ What is your experience?
– Is the distance, time and trouble to lockout a discouragement for you?
– If so, it is a discouragement and inefficiency for the people who are supposed to do it
every time they need to protect themselves to perform the work they need to complete.
Let’s Do a Basic Analysis of a Workplace

Clusters of
“If you have to walk more than 15 seconds to get the lockout equipment and procedures
you need, chances are you are going to think twice about taking the time to work safely”
Let’s Do a Basic Analysis of a Workplace

By Department


“If you have to walk more than 15 seconds to get the lockout equipment and procedures
you need, chances are you are going to think twice about taking the time to work safely”
How Does This Apply to Other Safety and Health Issues

■ Hazard Communication – Chemical Safety

– Minimize chemicals in the work areas
– Local Material Safety Data Sheet binders (or electronic access sorted by work area)
■ Ergonomic or Job Hazard Analyses – By work area
– Cross reference to multiple exposures requiring engineering, administrative or PPE controls
■ Slip Trip Fall Prevention – By work area
– Inspection requirements with corrective actions
– Strategies used by local workers as conditions require
■ Forklift Safety
– Localized environmental exposures and characteristics of loads to be handled
■ Confined Space Entry
– Localized management and supervision of entry operations
– Air monitoring established by localized atmospheric contaminants
– Localized entry and rescue equipment
■ Hearing Protection
– Based on localized noise exposures rather than general requirements

Think about it…

Thanks for Your Interest in Improving Access to Lockout Equipment


Master Lock Safety Solutions

Master Lock Security & Safety Solutions

For further information or questions please contact:

Todd Grover
Global Sr. Manager - Applied Safety Solutions
The Master Lock Company
6744 S. Howell Ave, Oak Creek, WI 53154
O: 414.766.7161 |