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Job Hazard Analysis
A primer on identifying and controlling hazards
SH&E PROFESSIONALS LOOKING for a program to reduce and eliminate workplace injuries, improve ergonomics and lower injury costs can find the solutions in job hazard analysis (JHA). JHA can serve many objectives-from the need to develop safe working procedures or create uniform safety standards (Smith), to a desire to participate in OSHA ’s Voluntary Protection Programs (VPP) or the need to reduce costs associated with product and property damage. Simply put, JHA can have a major impact on safety performance.
   Unfortunately, many organizations do not take advantage lf the special benefits that JHA can provide (Manuele). JHA requires supervisors to devote time to observing work areas and to watching employees work. Many programs do not have provisions for ongoing employee safety observations. Becoming skilled in JHA requires classroom sessions, focused observations and the recording of detailed information of a task being performed ---- a process not seen outside a JHA program.
   A JHA program features several key components. This article provides an overview of JHA and offers a definition for the term ‘job’. It also outlines the Keys to success: management support, a written program, training and the need for management oversight; describes the process needed for JHA (job selection, the four methods for producing JHAs and necessary forms); and suggests hazards to look for in the workplace as well as the causes of injuries, unsafe conditions and unsafe behaviors.
Job Hazard Analysis Overview
   JHA is a multistep process designed to study and analyze a task—or job—then break down that task into steps which provide a means of eliminating associated hazards. JHA results in a detailed written procedure for safely completing many tasks within a facility.
   Job safety analysis likely had its start many years ago in the steel industry. Safety has been a part of that industry since its inception (U.S. Steel); for example, Chicago Bridge & Iron was a founding member of the National Safety Council in 1914(CBI). While working in the Pittsburgh steel mills, the author was introduced to job safety analysis. Seasoned steel workers and the safety staff indicated that big steel was the first to utilize JHA to identify serious and dangerous jobs in the plant, Veteran steel workers reported that the process was initiated during the 1930s. The original system concentrated on only the most hazardous jobs and usually did not address ergonomic issues.
Defining the Term”Job”
   Typically, one thinks of a job as an occupation, such as a welder, punch press operator, auto mechanic or electrician, In JHA, the word ‘Job’ refers to a given task that contains seversl steps. In this context, a job can be changing compressed gas cylinders on a welding cart; feeding a coil of steel into a punch press; installing a new muffler on a car; or changing a defective ballast in a fluorescent light, Each occupation listed performs multiple tasks or jobs. The purpose of the JHA program is to analyze each job in each occupation within facility in order to develop safe working procedures (Eninger 2).
Keys to Success
   A successful JHA program features several key components.
1)        Management Support. An initial challenge is convincing management that JHA will be successful if given the proper support (Swartz). Support means that time will be allocated for classroom sessions to explain program components and function as well as for supervisors to complete and record the observations.
2)        Supervisor and Employee Training. JHA requires complete, detailed training of supervisors and employees (Kapp).  Employees will be asked to provide feedback and on—the—job information regarding tasks that they perform regularly. All workers should be knowledgeable about how JHA works and how hey will assist in the process. Management must stress quality over quantity when it comes to completed JHAs .
3)        Written Program. The written program should define the scope and methods to be used. It should include basic JHA information, benefits, program assignments, necessary forms and guidance on how to use them, methods for completing forms, employee involvement, recommended job selections, and management control and monitoring.
4)        Management Oversight. At least one individual should be well—trained in the JHA process so s/he can be designated to oversee the program. In addition to determining JHA assignments, this person must strive to prevent duplication of effort in various departments or shifts. S/he must also track the process, and review rough drafts and completed copies of all JHAs for accuracy as well as quality.
As noted, supervisors and employees must receive comprehensive training (Spence). Without training, the program will likely fail. Management must also agree to ensure that assigned JHAs are completed in each department on a regular basis. In most cases, a facility will agree to have one JHA completed per quarter by each supervisor. A company may also consider making the assignment and completion of JHAs part of a supervisor’s annual salary review.
The JHA Process
Step 1: Selecting the Job
   Once training is complete, the first step is to select a job for analysis (Eninger 1). To determine priorities, a comprehensive job list should be developed (Figure 1); it should contain all jobs within a facility. Management must then use a priority system to select jobs for analysis. This process should be based on past injury reports and employee feedback as well as factors such as;
   * jobs that have the potential for serious injury or a fatality;
   * jobs that have consistently produced injuries, illnesses and ergonomic claims;
   * jobs that have resulted in injuries with cases of high severity;
   * jobs that have the potential to cause a high number of injuries or illnesses as well as ergonomic claims;
   *  jobs that involve new machines, processes or are new to the facility;
   * jobs that have produced incidents of property and product damage as well as near-hits among workers.
   Identifying these jobs requires those involved to answer many questions. What jobs have caused the most serious injuries or fatalities? What jobs have resulted in the largest numbers of injuries? What jobs have produced the most lost—workday injuries? Have any jobs caused property damage and narrowly missed injuring a worker? Have new machines or processes that have the potential for causing injury been analyzed?
   In large facilities, development of job lists can be a huge undertaking, depending on facility size and work performed, the list could easily contain 100 or more jobs, When supervisors, safety committee representatives and employees are involved, the project becomes more manageable. Lists can be created for specific departments, operations or job classifications to allow for an easier focus.
   To illustrate what a job list should contain, following is part of a short job list from a hypothetical sheet metal forming plant;
a)        operating a punch press;
b)        changing dies in a punch press;
c)        placing a coil of steel on a spindle;
d)        operating a pendant—controlled overhead crane;
e)        inspecting a punch press;
f)        operating a press brake;
g)        changing dies in a press brake;
h)        hand stacking formed metal sheets;
i)        wrapping and banding completed metal sheets for shipment;
j)        operating a portable hand drill.
Step 2: Methods to Accomplish JHA
   So what is the best method of completing a JHA? Four, methods are available, discussed here in recommended preference.
   One—on—one observation is the best choice (U.S.Steel). A supervisor selects a worker to participate in the process. This worker should have knowledge of the machine in question or the JHA process, and be cooperative in answering questions. To start, ask the worker whether s/he would like to help complete a JHA on job X or Y. Most workers are willing to help develop safe wording procedures. The supervisor must also have working knowledge of the job to ensure s/he knows what hazards to look for. It is essential to observe the worker completing the job.
   This method is most highly rated because it provides for supervisor involvement, employee participation and feed—back. It also facilitates learning; both the supervisor and worker will come away much more knowledgeable than when they started. If the worker is completing a job step and the hazards have not been corrected, the potential for injury remains. Workers often suggest that no none ever asks their opinion—JHA does. Conditions at the word site will also be improved as a result of JHA, since ergonomic improvements can be readily identified and corredcted.
   The downside to this method is that jobs performed infrequently may be missed by the one-on-one method. In addition, it may not be possible to analyze jobs performed off site. For example, some employees work in the field where analyzing each job may not be practical.
   Group discussion analysis is the second method. Instead of being on the factory floor or at the construction site with an individual, a group of supervisors and employees collectively analyzes a job in a classroom setting. All involved must be familiar with the selected job in order to offer comments and agree with the established procedure. A discussion leader is needed as is a scribe to record job steps. Flip charts are effective as visual aids during this process.
   This method requires open conversation, which allows the group to learn more about the job. Each group member will have a different level of knowledge regarding the job, which is why it is advantageous to have workers present. Who knows more about completing their jobs than workers? The overall knowledge of the group is the strong feature of this method. Everyone should leave the training room much more aware of how to safely perform the task. In addition, once a JHA is completed, no one else needs to review it after it has been documented; it can be placed at the employee’s machine, at the worksite or in a binder for ready reference.
   The downside is the difficulty of getting all necessary individuals into the classroom at the same time. Also, if the discussion leader is not effective, time could be lost arriving at the agreed—on safe methods for completing the task.
   The third method is the recall and check process. Here, the supervisor records what s/he can recall about job steps and hazards, then asks a worker or other supervisor if the procedures are correct. If done incorrectly, this method can pose problems. First, the supervisor must have a good memory so all details can be recorded. It is also possible that checking with others to verify accuracy of the JHA may be overlooked. To prevent this, the names of employees who participated in the JHA process should be documented.
   The least—desirable method is to allow supervisors to create JHAs without actually observing a job or discussing it with employees. This is called the absentee method (Swartz)—and it can cause the quality of JHA documents to suffer. Despite this drawback, some organizations regularly complete JHAs in this manner, in essence sanctioning an ineffective paper tiger.
Step 3 Prepare Forms
   Three basic forms are needed to conduct a JHA: 1) a job list form; 2) a rough draft JHA form; and 3) an approved JHA form (Armco).
Job List Form
   As noted, job listing begins the process; it allows management to select jobs for analysis. Everyone should provide input into development of this list. Jobs identified can be highlighted as they are completed. New jobs or those that were omitted when the original list was designed can be added at any time. Management must assign and allocate jobs to review in order to properly fix the priorities of jobs and coordinate JHAs competed in various departments and on different shifts.
Tough Draft JHA Form
   The rough draft form (Figure 2) is the copy that each supervisor will use when analyzing an employee at the workstation or task. Once supervisors learn to complete a JHA, the observation and recording process will come more easily.
   Because time is often short on the factory floor or at the construction site, the rough draft will be just that—a document with changes and line—outs. The supervisor is expected to review what was written on the form before stopping the observation and allow the worker to comment on the findings. The entire job should be observed and documented before the JHA is passed for review.
Approved JHA form
   This is the final copy of each approved JHA (Figure 3). The subject in this example is the common bench grinder, a tool that can be found in almost every industrial location. The figure depicts a final form, which outlines guidelines for changing stones on a bench grinder. The rough draft form is first submitted by the supervisor. If acceptable, it is then developed into the final copy. Final and approved JHA forms are the safe procedures documents, accessible at appropriate sites for review and problem solving.
Step 4: Complete JHA Forms, Document Steps
   The rough draft and final copy forms each have three columns: basic steps, potential hazards and safe procedures (Westinghouse). Most JHAs contain six to 10 basic steps. Each step recorded in the lefthand column should contain only three to six words and be correctly recorded. Each step is to be listed in the exact order it occurs. During observation, the supervisor should ask basic questions such as, “What is the first thin you do when you start the machine?” “Then, what do you do ?” In the basic job step, only the “what” associated with the task is identified; the information in this section is deliberately kept brief.
   In the next column, potential hazards associated with each step are recorded. Can the worker(s) be stuck by an object, strike against an object, make contact with a chemical, be caught between two or more objects or be contacted by a hot part to other object? Other hazards may include having a foot or whole body trapped in a hole or confined space; overexertion or similar ergonomic hazards; fall at the same level or to a lower level; caught on a moving object; or exposure to an injurious chemical or other environmental risk. The supervisor asks the worker about potential hazards and watches for any hazards not apparent to the worker.
   The safe procedures column combines the basic-step and potential hazards into a correct safe working procedure. This procedure identifies the how, what, when, where and why of the job step (which can make this portion of the JHA somewhat wordy). Those involved should strive to minimize this problem where possible to ease reading. However, the entire correct job procedure and method to avoid injury must always be included. The supervisor verifies the procedure’s accuracy by reading it back to the worker.
   Once the rough draft has been completed and the supervisor has formatted it into a readable style, the JHA should be reviewed by someone who understands the quality needed in completed JHAs, If the draft is unacceptable, it should be returned to the supervisor for correction. In the early stages of a JHA program, many documents will likely be retuned. However, the more one works to correct and fix rough drafts, the better the quality of the finished product.
   Once the rough draft is approved, it is ready to become a finished document, At this point, accurate information from the rough draft is formatted (typed) and the finished copy is ready for filing and posting. Copies may also be displayed at select workstations so that workers or new employees have access to the safe procedures at all times. Many organizations maintain a binder with all approved JHAs. Electronic access is another option.
   JHAs should be modified as needed . These documents should be regularly reviewed, corrected and updated by the safety committee, workers and/or management. Each JHA is designed to be a living document—it is never truly finished. Completed documents are also excellent safety meeting material. Ask employees to review completed copies of the JHAs to determine whether the job form needs to be updated. Before an unusual or seldom-performed job is performed, have all workers involved view the document for safety reminders as well as the need for revisions.
   Another benefit is the program's potential to solve problems discovered during an injury investigation, In this case, one might ask whether a JHA exists for the job involved in the incident. If not, one must be developed. If a JHA does exist, what was omitted that allowed the worker to be injured? Was a step missing? Was a PPE detail overlooked? Injury investigation forms should be modified to allow for JHA checks after any injury occurs.
What to Include/Exclude on the Forms
   When completing the rough draft and final copy JHA forms, essential elements to include at the top of the form are:
   *JHA number from the job list;
   *name or title of the JHA;
   *date the JHA rough draft was completed;
   *name or the person completing the JHA;
   *name(s) of individuals(s) who assisted;
   *facility or location;
   *date the approved rough draft was received from the supervisor;
   *recommended PPE.
   In most cases, some items on the initial (rough copy) JHA may be recorded incorrectly or omitted. Those responsible for training or evaluating completed JHA forms should correct such errors by focusing on the following guidelines;
   *Do not omit any essential elements on the above list.
   *In the basic steps column; 1) Keep words used to a minimum. This can usually be accomplished by using six or fewer words, 2) Ensure words used identify basic steps; words should not describe more than the “what” associated with the basic step. 3) Most JHAs will contain fewer than 10 basic steps.
   *In the potential hazards column; 1) Identify hazards by using code letters such as SB (struck—by), Co (caught—on), etc; this will save time while writing the JHA. 2) Be sure to identify only legitimate hazards, not risks that are highly improbable or unlikely.
   *In the safe procedures column: 1) Provide solutions to avoid potential hazards in each basic step 2) Align the numbers in all three columns so that the completed form is easier to read and follow, For example, if seven basic steps are involved, then seven numbers should also appear in the hazards and safe procedures columns. If the basic step contains no hazard, simply enter “no hazard” or place dashes across the column to aid the reader. 3) Ensure that the narrative is easy to read and provides correct information to safely and correctly perform the job. 4) Identify any special PPE that must be worn for the entire job or for particular steps. 5) Keep the narrative specific and eliminate wordiness that may cause confusion.
Hazards to Look For During Analysis
Injury Sources
Each year, millions of workplace injuries and illnesses occur in the U.S, which analysis shows can generally be attributed to 11 primary hazardous sources (Eninger). During each JHA step, the supervisor must decide whether the employee is subject to any of the following.
1)        struck by (SB)
2)        stuck against (SA)
3)        caught between (CB)
4)        contact with (CW)
5)        contacted by (Cby)
6)        caught on (CO)
7)        caught in (CI)
8)        fall, same level (FS)
9)        fall to below (FB)
10)        overexertion (O)
11)        exposure(E)
   During walkthrough at any facility or construction site, supervisors should be alert to these potential injury causes. Using the abbreviated code letter after each injury source saves time during the JHA observation process.
Injury source Definitions
   Unsafe Conditions
   During any inspection or employee observation in a facility or worksite, management and workers should be aware of physical conditions that pose a potential hazard (U.S Steel). For the most part, unsafe conditions can be identified from the following sources;
1)        lack of or inadequate safeguards;
2)        poor or inadequate lighting;
3)        poor housekeeping practices or physical conditions;
4)        presence of flammables, fire and explosion hazards;
5)        inadequate or defective warning systems;
6)        poor or inadequate maintenance procedures;
7)        environmental hazards such as chemicals, dusts, mists, radiation or noise;
8)        tools that lack guards, defects in objects or equipment that poses a hazard;
9)        placement of objects that protrude into aisles
10)         plant layout hazards that provide inadequate clearance or congestion;
11)         holes, pits, shafts and other elevated walking or working areas;
12)         hazardous walking and working surfaces;
13)         workbenches, tables, shelving, tools and other work areas that contribute to ergonomic problems;
14)         unsafe personal protective equipment or clothing
15)         machines or objects that do not warn of movement
16)         hazardous placement of stored product
Unsafe Behaviors
   Employees must be trained to avoid potential injuries and should understand that their behavior can lead to workplace injuries. Management must watch for unsafe behavior such as;
1)        failure to warn of or signal movement;
2)        distracting others who are working;
3)        failure to abide by speed or load limits;
4)        failure to wear prescribed personal protective equipment;
5)        disabling or removing guards or electronic devices;
6)        use of defective tools or parts;
7)        working, sitting or standing on moving dangerous equipment;
8)        failure to use lockout /tagout procedures when working on equipment or devices;
9)        failure to use coorrct body stances and position to prevent repetitive motion injuries
10)         improper lifting, carrying ,loading .or sorting
11)         unauthorized use of equipment or tools.
   Appropriate site-specific checklists can be developed from the list of factors that can lead to unsafe work practices and potential unsafe work area conditions. This information can help identify the various situations that contribute to worker injuries and illnesses. The preceding list can help anyone attempting to make a safer workplace.
   The full and correct use of the JHA program will likely lead to the discovery of deficiencies in the facility safety and health program. Specifically:
   *Anticipate the use of more maintenance projects for corrective action.
   *Correct any condition that could cause injury or may violate a regulation as soon as it is discovered.
   *Correct any condition that can be improved, such as moving trip/fall hazards, improving lighting, replacing lights or improving work gloves. If a major deficiency is discovered, have it corrected before completing the JHA; do not allow employees to work in a hazardous setting.
   Employee training is another area that may be associated with a particular job being studied. Asking the right questions during the analysis may reveal a deficiency in an employee's knowledge base and skills set.
Conclusion
   When correctly applied in the workplace, a JHA program produces measurable results, Injuries are reduced, employee and supervisor awareness increases, working conditions are created, and ergonomic hazards are reduced or eliminated.
   Obtaining management approval and support is an essential first step. Once this commitment is made, proceed into training and hands-on writing of job observations. Emphasize quality over quantity for finished JHAs.
   During the JHA process, understanding those conditions and employee behaviors that contribute to injuries and illnesses is essential. Through the observation of employees at work, the hazards, systems and actions that contribute to physical harm can be addressed .
   Recognizing the 11 potential injury sources while conducting JHAs is one of the most important actions a supervisor can take to improve workplace safety. The mere awareness of these hazards through working with JHAs can help all involved be more alert to potential injury risks.

terence001

不错，学习了。

shixun

看不见！

clovershe

感谢分享 发现国内关于JHA得资料论坛中好像非常少，也没有详细的实际的案例可借鉴学习

gaohz05

看不懂

1375234

打开看看

huaxiaoxiao

It is very difficult to understand the english version

1461528860

英文版JHA，高大上

这是真的么

多谢楼主分享。先顶再看。