Injury and Illness Prevention Program (IIPP) Training

INCIDENT INVESTIGATION: THE BASICS
• Why call the situation an incident instead of an “accident”?
• Incident types
• Why do we conduct an Incident Investigation?
• Incident Investigation Programs that work
• When OSHA conducts Incident Investigation:
o Case scenarios
o The fines
o Avoiding citations, penalties, and fines

WHY DO BAD THINGS HAPPEN TO GOOD EMPLOYERS?
• Initiating the investigation
• Securing the scene
• When to start your incident investigation
• Reporting Incident to OSHA
o Reporting vs Recording
o What should I report?

METHODS OF DOCUMENTING THE INCIDENT SCENE
• Personal observations
• Getting initial statements and taking pictures
• Taking videos and sketching a scene
• Interviewing our records

CONDUCTING EFFECTIVE INTERVIEWS
• The interview processes
• Preparing for the interview
• Who should be interviewed?
• Bad interview vs. Good interview

CONDUCTING EVENT ANALYSIS
• Surface cause vs Root cause
• Employing the “Multiple Event” theory to avoid future incidents
• Developing the sequence of events
• Sample sequence of events

ROOT CAUSE ANALYSIS
• Difference between the surface and root causes
• Describing direct causes
• Sample tools for Root Cause Analysis
• System analysis

DEVELOPING SOLUTIONS AND RECOMMENDATIONS
• How to get upper management’s support?
• OSHA’s hierarchy of controls
• Recommending system improvements
• The “6 Question” approach for designing solutions and recommendations
• The direct and indirect cost of incidents
• Safety pays

WRITING THE INCIDENT REPORT
• Who is your audience?
• Roles and responsibilities
• Order and sections of the incident report
• Important sections of the incident report

PRACTICAL APPLICATION
• Case scenarios
• Role-playing activities

THE EIGHT CORE ELEMENTS OF IIPP
• Responsibility
• Compliance
• Communication
• Hazard Assessment
• Accident Investigation
• Hazard Correction
• Training and Instruction
• Record-keeping

COSTS OF WORKPLACE INJURIES
• Physical, financial, and emotional hardship
• Workers’ compensation benefits
• Medical insurance
• Loss of employment and wages
• Burdensome debt
• Incapability to satisfy the cost of living
• Loss of homeownership
• Bankruptcy
• Wages paid to injured workers for absences
• Wage costs related to a work stoppage
• Administrative time spent by supervisors following injuries
• Employee training and replacement costs
• Lost productivity due to new employee learning curves
• Accommodation of injured employees
• Replacement costs of impaired material, equipment, or premises