MCN 401

INDUSTRIAL SAFETY ENGINERING

Safety
Safety Management

• A Safety Management System (SMS) is a systematic positive

approach to managing safety including the necessary
organizational structures, policies and procedures.
• Safety Management system help to create safe healthy work
environment to prevent accident & protect environment.
• It help to improve safety performance in industries.
• Yearly several Lakh people are killed or injured in industries due to
mechanical, electrical, chemical, Physical, Environmental and
radiation hazard or occupational diseases.
accidents
Need of Safety
1. Social Need :
• The accident causes social loss in great magnitude in form of
suffering, loss of earning capacity and cost due to disturbance to
economic efficiency.

2. Management Need:
• Management bear huge loss due to accident. Cost of accident is two
Types Direct & Indirect cost.
• Direct cost include medical expenses, compensation to the injured
or their families
3. Legal Need:
• As per The Building & other construction Act 1996, Factories Act
1948 and several other related Acts & rules the general duty of the
employer is to ensure Health & Safety of his employee & protect
the Environment.

4. Humanitarian Need:
The Humanitarian reason for prevention of accidents is based on
notion that it is duty of every person to ensure safety of his fellow
men.
Benefits to Organization:

1. There is substantial savings in costs.

2. This can reduce the wastages to the minimum.
3. Safety can also ensure optimum utilization of resources.
4. Improvement in productivity
5. Financial loses that accompany accidents can be avoided.
6. Can improve the overall efficiency
7. The penalty for non-compliance of safety measures can be
avoided.
Benefits to the Employee:

1. Increased earnings of a company improves the earnings of workers

2. This can boost up the morale of the employees.
3. The workers are less worried about their safety
4. They are motivated to work better.
5. This can again improve their efficiency
6. Employees in a safe plant can devote more time for improving the
quality and quantity of their outputs.
 OBJECTIVES OF INDUSTRIAL SAFETY ENGIEERING

To achieve lower
To prevent accidents in the To eliminate accident workmen’s compensation,
plant by reducing the caused work stoppage and insurance rates and
hazard to minimum. lost production. reduce all other direct and
indirect costs of accidents.

To educate all members of

To prevent loss of life,
To evaluate employee’s the organization in
permanent disability and
morale by promoting safe continuous state of safety
the loss of income of
work place and good mindless and to make
worker by eliminating
working condition supervision competent and
causes of accidents.
intensely safety minded

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 OBJECTIVES OF INDUSTRIAL SAFETY ENGIEERING

To achieve lower
To prevent accidents in the To eliminate accident workmen’s compensation,
plant by reducing the caused work stoppage and insurance rates and
hazard to minimum. lost production. reduce all other direct and
indirect costs of accidents.

To educate all members of

To prevent loss of life,
To evaluate employee’s the organization in
permanent disability and
morale by promoting safe continuous state of safety
the loss of income of
work place and good mindless and to make
worker by eliminating
working condition supervision competent and
causes of accidents.
intensely safety minded

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SAFETY AND PRODUCTIVITY

• Safety, quality, and productivity are inextricably linked

• When organizations put better care into maintaining their safety,

quality, and productivity, they are also better able to serve their
customers and protect their employees
 The Three Pillars:
Safety, Quality, and Productivity
• Too often, businesses will see safety, quality, and productivity as

interfering with each other, while they actually operate in concert.

• Organizations must not think of safety as a nuisance, but rather as an

incredibly important component to business success

 SAFETY

Employees will not be

When operations are
Improves quality and motivated nor mindful,
unsafe, they aren’t well-
productivity and employee churn will
managed
be far greater

Quality and productivity The safer the

But when businesses
both suffer when organization is, the less
are safe, it frees up
employees are under frequently the
employees to focus on
stress, unsatisfied, or organization will
their quality and their
unable to complete their experience large scale
productivity
mission disruption
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 Improves safety and productivity

Safety is a measure of conscientiousness

and proactiveness

High quality work means better results and

QUALITY better products

The higher quality the work, the fewer

reworks are needed, and the greater overall
productivity is
When quality is high for a business, it can be
assumed that standards for the business are
generally high, including safety equipment,
safety software, and safety processes
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 Improves safety and quality

Carelessness is often what brings safety

issues

With the appropriate (and productive) safety

PRODUCTIVITY processes, safety can be improved, and
quality can be improved as well
The more productive employees are, the less
likely they are to cut corners on things like
safety processes
The more productive they are, the more
likely they are to put extra attention into the
quality of their work
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Traditional Barriers to Safety, Quality, and
Productivity
• It’s easy to see that safety improves business outcomes
• Dangerous operations lead to lost time, injured employees, and a loss of
morale
• Nevertheless, many organizations fear that additional safety processes can
take time and money
• While true, it’s time and money well spent; it’s better to spend a small
amount for preventative care than a large amount for an emergency
Traditional Barriers to Safety, Quality, and
Productivity (Cont.…)
• In terms of quality, the primary issue is often expediency

• Companies may feel they have to choose between fast, cheap, or high-quality

• When companies are forced to reduce costs (cheap) and produce quickly
(fast) they need to sacrifice quality

• But sacrificing quality actually ends up driving up time and costs; unsatisfied
customers demand reworks, which can often be upwards of three times the
original budget
Traditional Barriers to Safety, Quality, and
Productivity (Cont.…)
• Productivity must never be seen to be at odds with safety or quality

• Organizations may feel that safety and productivity are mutually

exclusive, and that it’s difficult to maintain a productive office
• A key aspect of finding a balance between productivity and safety is
the enforcement of safety culture.
• A study by Lockheed Martin found that by developing a safety
culture, it was able to increase employee productivity by 24% and
reduce factory costs by 20%.
• By implementing safe job procedures, extensive training,
improving pre-work preparation, and auditing all safety
processes, plant personnel were able to increase safety while also
reducing expenses
FOUR E’s OF SAFETY
• Engineering: Safe design and
equipment
• Education: Educating employees
• Enforcement: Enlisting positive
attitudes from employees and
management
• Encouragement: Providing
encouragement to follow safe
rules and practices
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Definitions
• Safety: Control over hazards or Freedom from unacceptable risk of harm.
A quality or condition of being safe from danger, injury, damage, loss,
accident.

• Accident : An unpleasant, unexpected, unforeseen or unintended happening

sometimes resulting from negligence, that results in injury, loss, damages etc
and is caused by a mistake or machine failure or natural disaster.
Undesirable Event that leads to injury, fatality, ill health, property damage
or combination of these.
• Hazard: To expose to danger, risk, chance to accident.

Source, Situation, or Act with a potential for harm in terms of human injury
or ill health or property damage or a combination of these all.
• Reportable injury: If a person sustained injury & unable to resume his duty
within 48 hours.
Definitions
• Risk: Combination of Probability & severity of specific hazardous event
occurring.ie, Probability of event X Severity of harm

• Non Conformance: Any Deviation from work standards, practices, procedure,

Regulations, Management System requirements etc, that could be either
directly or indirectly lead to injury or illness, damage or loss to property or
combination of these.

• Dangerous occurrence: Any occurrence of serious nature which could have

caused injury/ death to person but did not, is called Dangerous occurrence.

• Near Miss: A narrow escape of injury or any harm

Accident

• The American Safety council has defined accident as “that occurrence

in a sequence of events which usually produces unintended injury,
death or the property damage.

• Heinrich has defined accident as “an unplanned and uncontrolled

event in which the action or reaction on an object, substance,
person or radiation result in personal injury”.
Injury

• An injury or illness is an abnormal condition or disorder. Injuries

include cases such as, but not limited to, a cut, fracture, sprain, or
amputation. Illnesses include both acute and chronic illnesses, such as,
but not limited to, a skin disease, respiratory disorder, or poisoning.
Injury (Cont.…)

• “Injury” means mental or physical harm to an employee caused

by accident , and also means damage to or destruction of artificial
members, dental appliances, teeth, hearing aids and eyeglasses,
but, in the case of hearing aids or eyeglasses, only if such damage or
destruction resulted from accident which also caused personal injury
entitling the employee to compensation therefore either for disability
or treatment.
 • Minor Accidents : less harmful in nature to the workers, and are easily
control.
Preventing employees from working for the period less than 48 hours from
the time of accidents and are not reported to higher management.
• Reportable Accidents : little complicated than the minor accidents
CATEGORIES
OF ❖ here the injuries caused to worker prevent him from working for the
period of 48 hours or more
ACCIDENTS ❖ supervisor is responsible to report to the higher management and
arrange another worker so that the production could not be affected.
• Fatal Accidents : An accident causing death or permanent or
prolonged disability to the injured employee
• Accidents due to dangerous occurences: It includes bursting of
vessel for containing steam under pressure greater than atmospheric
pressure, failure of crank or other appliances, explosion of fire causing
damage to any room/place where person are employed, explosion of
container used for storage of any gas or liquid at a pressure greater than
atmospheric pressure. 25/08/2025 32
 Serious Injury or Fatality: REPORTABLE ACCIDENTS

• An employer or contractor shall give notice to the Occupational Health and Safety
Branch of every accident at a place of employment that: causes, or may cause the death
of a worker; or will require a worker to be admitted to a hospital for 72 hours or more.
The notice must include:
❖ the name of each injured or deceased worker;
❖ the name of the employer of each injured worker or deceased worker;
❖ the date, time and location of the accident;
❖ the circumstances related to the accident;
❖ the apparent injuries; and
❖ the name, telephone and fax number of the employer or contractor, or person
designated by the employer or contractor to be contacted for additional information.
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 DANGEROUS OCCURANCE
• These are incidents with a high
potential to cause death or serious
injury, but which happen relatively
infrequently.
• Dangerous occurrence means any
occurrence that does not result in, but
could (if the situation was different)
cause the death of a worker or will
require a worker to be admitted to a
hospital as an in-patient for a period of
72 hours or more.

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• Accidents due to dangerous occurences: It is
any occurrence at a place of employment that did
not result in, but could have resulted in the death
of a worker or required a worker to be admitted
to a hospital as inpatient for 72 hours or more.
• It includes bursting of vessel for containing
steam under pressure greater than atmospheric
pressure
• failure of crank or other appliances
• explosion of fire causing damage to any
room/place where person are employed,
• explosion of container used for storage of any
gas or liquid at a pressure greater than
atmospheric pressure.
• Bursting of grinding wheel
• The structural failure or collapse of a structure
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DANGEROUS OCCURANCE INCLUDES:
Electrical
incidents
Lifting Pressure Overhead
causing
equipment systems electric lines
explosion or
fire

Explosions, Radiation
Breathing Diving
biological generators and
apparatus operations
agents radiography

Collapse of Train Pipelines or

Wells
scaffolding collisions pipeline works

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 CAUSES OF
ACCIDENTS
• Accidents can be caused by human (behavioral)
factors, such as:
• o Unsafe conduct
• o Inattention
• o Negligence
• o Improper training
• o Inexperience
• o Drowsiness, fatigue, or illness
• • As well as by environmental and workplace design
factors, such as:
• o Unsafe working conditions
• o Unsafe workplace design
• o Substandard safety controls
25/08/2025 • o Inclement weather 37
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Unsafe Act
An activity or a task that is conducted in a manner which increases
the probability of accidents
Working without wearing safety helmet & safety Shoes
Working at height without wearing full body harness.
Taking Rest in working Areas
working or Taking rest below Hanging Load
Over speeding
Operating equipment without qualification or authorization.
Lack of/or improper use of PPE
Operating equipment at unsafe speeds
Failure to warn
Bypass or removal of safety devices
Using defective equipment
Unsafe condition
• Any sources or situation or condition that have potential to
create accident is known as unsafe condition. Following are
example of unsafe Condition:
Mechanical guard not Provided on rotating parts
Defective sling or lifting equipment.
Defective work platform
Floor or platform Opening, Pits
Poor housekeeping
Defective tools, equipment or supplies
Inadequate supports or guards
Congestion in the workplace
Inadequate warning systems
Hazardous atmospheric conditions etc
8/25/2025 42
• The structural failure or collapse of a structure,
scaffold, temporary falsework or any part of a
tunnel, trench or excavation;
• The failure of a crane or hoist or the
overturning of a crane or unit of powered
mobile equipment
• An accidental contact with an energized
electrical conductor
• The bursting of a grinding wheel
• An uncontrolled spill or escape of a toxic,
corrosive or explosive substance;
• A premature detonation or accidental
detonation of explosives;
• The failure of an elevated or suspended
platform
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Method To Calculation Accident Rate, Frequency Rate &
Severity Rate (as per IS3786)
Method To Calculation Accident Rate, Frequency
Rate & Severity Rate (as per IS3786)
 PREVENTION:
MEASURES TO
PREVENT
ACCIDENT THEORY ACCIDENTS

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RISK ASSESSMENT
: Systematic
evaluation of
hazards and risks
EMPHASIS:

CONTROL
MEASURES:
Engineering,
administrative, PPE

SURVEILLANCE:
Monitoring the
ongoing safety
performance
48
1.
2.
3
4.
The key components are pre-dispositional characteristics and
situational characteristics.

These characteristics, taken together, can either result in or prevent

conditions that may result in an accident.

For example, if an employee who is particularly susceptible to peer

pressure (pre-dispositional characteristic) is pressured by his
coworkers (situational characteristic) to speed up his operation, the
result will be an increased probability of an accident.
5
• This theory views a situation in which an accident may occur as a
system comprised of the following components: person (host),
machine (agency), and environment.
• The likelihood of an accident occurring is determined by how
these components interact.
• Changes in the patterns of interaction can increase or reduce the
probability of an accident.
 AGENT : Hazardous conditions, actions,
exposures ( eg: chemicals)
KEY COMPONENTS

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HOST : workers, more or less susceptible
to injury due to individual factors
(training, experience, health)

ENVIRONMENT : workplace conditions,

including physical, social

VECTOR: pathways or mechanism by

which agents interact with hosts
(equipment, processes, procedures)
66
 For example, an
This change in one
experienced employee
Her temporary component of the system
who operates a complex
replacement may be less (person/host) increases
machining center in a
experienced. the probability of an
shop environment may
accident.
take a two-week vacation.
 Feedback loop

ARJUN P K
As the model shows, even as a person interacts with a machine within an environment,
three activities take place between the system and the task to be performed.

Every time a task must be performed, there is the risk that an accident may occur.

Sometimes the risks are great; at other times, they are small.

This is where information collection and decision making come in.

Based on the information that has been collected by observing and mentally noting the
current circumstances, the person weighs the risks and decides whether to perform the
task under existing circumstances.
• five factors should be considered before
beginning the process of collecting
information, weighing risks, and making a
decision:
• Job requirements
• The workers’ abilities and limitations
• The gain if the task is successfully
accomplished

ARJUN P K
• The loss if the task is attempted but
fails
• The loss if the task is not attempted
 6. ENERGY RELEASE THEORY/ ENERGY TRANSFER
THEORY
• This theory compares the rate of release of
energy and relates to the kind of and
severity of injuries.
• The first step is to prevent the
accumulation of energy by reducing the
amount needed and/or providing vent

ARJUN P K
release mechanisms.
• The next step would be to install control
methods that modify the release rate
which can be accomplished with the use of
space (distance) and time.
ACCIDENTS OCCUR WHEN ENERGY IS RELEASED
OR TRANSFERRED IN AN UNCONTROLLED OR
UNINTENDED MANNER , RESULTING IN HARM
TO PEOPLE, EQUIPMENT, ENVIRONMENT

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 • ENERGY SOURCE : Potential energy stored in various forms(
chemical, mechanical, thermal, electrical )
KEY • ENERGY TRANSFER: Movement of energy from one location to
COMPONENTS another.
• UNCOTROLLED ENERGY RELEASE: Sudden unintended or
uncontained release of energy
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• HAZARDOUS INTERACTION: contact between the released energy
73
and a person, object or environment.
TYPES OF ENERGY RELEASE

Thermal energy : fires, explosions or burs

Mechanical energy: moving parts, falling objects, crushing forces

Electrical energy: shock, arc flash, electrical explosion

Chemical energy : toxic releases, spills, or reactions

Kinetic energy:; moving vehicles falling object, projectiles

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• For example, a fixed barrier
guard separates space by not
allowing workers or machinery
to reach a point of operation.
• This is a separation by space.
• Other control techniques

ARJUN P K
include strengthen the object
that may release the energy to
prevent such release.
• For example, slings used in
hoisting operations are strength
tested to withstand 2 times
there working load.
 Willam Haddon a medical doctor
and the adminstrator of NHTSA at 1. Seat belts
one point in time, in 1966 helped to for all
impose the following regulations occupants
for new cars:
3. Penetration-
2. Energy-absorbing resistant
steering column windshield
6. All
measures
4. Dual 5. Padded correspond
braking instrument with the
systems panel energy and
barrier
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concept
 7. BEHAVIOUR THEORY

The behavioral theory of accident causation and

prevention is often referred to as behavior-based safety
(BBS).

One of the most prominent proponents of BBS is E. Scott

Geller, a senior partner of Safety Performance Solutions,
Inc., and a professor of psychology
• INDUSTRIAL ACCIDENTS AS A RESULT OF HUMAN
BEHAVIOUR AND DECISION MAKING. IT FOCUSSES
ON THE PSYCHOLOGICAL AND SOCIAL FACTORS
THAT INFLUENCE WORERS ACTIONS AND
DECISIONS LEADING TO UNSAFE BEHAVIOUR AND
ACCIDENTS

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KEY COMPONENTS

HUMAN BEHAVOUR:
actions, decisions, and MOTIVATIONS: attitude,
choices made by values and beliefs
workers

COGNITIVE PROCESS: ENVIRONMENTAL

mental process, INFLUENCE: workplace
perception, attention , culture, situational
memory factors

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 According to Geller, there
are seven basic principles of
BBS:
• The behavior intersession should be visible and
transparent.
• Determine external factors that can help understand and
improve behaviors.
• Activators should be used to direct behaviors while
consequences should be used to motivate behavior.
• Highlight positive consequences to reinforce favorable
behaviors.
• Make sure that the BBS program is measurable and
objective.
• Don’t limit possibilities, create hypotheses and combine
information gathered from the BBS program.
• Create a BBS program that considers employees’ feelings
and attitudes.
• Behavior-based safety trainers and
consultants teach the ABC model as a
framework to understand and analyze
behavior or to develop interventions for
improving behavior.
• As given in BBS principle, the “A” stands
for activators or antecedent events that
precede behavior.
• “B” and “C” refers to the consequences
following behavior or produced by it.
• Activators direct behavior, whereas
consequences motivate behavior.