09/05/2019

INTRODUCTION:
PROPERTY Q: What is the next logical step from an
DAMAGE AND injury-oriented safety program to an
effective-safety program to an-effective
WASTE loss management?
CONTROL A: The control of property damage and
waste control
PROGRAM

From John A .Fletcher and Hugh M.
Douglas: Comment
“Safety Movement is an evolution, an
evolution moving from injury prevention-
to total accident control-to total
environment control”
From Lord Robens Report on safety and Health
at work
“The essential input of damage control is that
the total employer who wants to prevent
injuries in the future, to reduce loss and
damage, and to increase efficiency, must
look systematically at total pattern of accident
happening whether or not they cause injury
or damage.”

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THUS:
 TOTAL LOSS CONTROL MUST BE
CONCERNED WITH:
 Injury prevention
 Total accident control
 Fire prevention
 Industrial Health and Hygiene
 Pollution
THE SIZE AND SCOPE OF THE
PROBLEM
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THE QUESTION NOW IS:
 How can property damage and waste control
program be effective and be practically
applied?
 At this latter point, we will clearly define the
practical steps that can be taken by almost
any occupational establishment in setting-up
a program to control the major source of loss.
To date:
 Common knowledge among those who work
in an industry that there are many more
stoppages from property damage accident
that from those terminating in injuries.
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Examples:
 An automotive truck manufacturing plant
manager reported the direct cost of property
damage in the previous 12 months to be
$4,605,000, this figure was approximately 10
times the cost of the workers’ entire
compensation.
Examples:
 A mining company’s record shows the
reporting of 892 property damage accidents
for the year costing $615.750 as compared to
157 reported injuries, costing $37.562.
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Examples:
 An oil company reported general property
damage costs at $5,740.000 compared to
$60,500 for injuries, motor vehicle damage
costs for this company were listed separately
and represented @ 276,800 in addition to
property damage loses.
Examples:
 A steel plant’s records indicate a reported
property damage costs for 12 months at
$928.544 while its’ worker total compensation
costs for injuries is less than $100.00
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Examples:
 A heavy machinery manufacturing
corporation executive reported the total costs
of accident (including general property
damage) to exceed 10 million dollars during
the year analyzed while not revealing the
costs of injuries, he indicated that they were
less than 20% of the total accident costs.
Experiences shared in PD &
WC indicates that:
 Energy requirement for cooling can be
reduced by 30% with the little sacrifice to
comfort.
 Energy utilized for illumination can be
effectively reduced by 15% in most
existing buildings by turning off light
when not needed.
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Experiences shared in PD &
WC indicates that:
 Waste is often the result of long-
unquestioned plant practices that upon
analysis can be shown to have no effect
on employee performance or product
dependability.
 Energy used for heating represent about
18% of the nations energy and
approximately 40% of the energy is
wasted.
At this point:
 There seems to be little doubt that the
cost of waste in industry at least equal
and probably exceed, the cost of
property damage.
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DEFINITIONS: DEFINITIONS:
IN MANAGEMENT TRAINING PROGRAM:  Accidents
 Property Damage  Is an undeserved event that result in
 Is as near-accident or near miss accidents physical harm to a person or damage to
in practice and property.
 No-injury accident has been used
extensively in referring to property damage
accidents other than those terminating in
injury.

What is the greatest

DEFINITIONS:
 Accident:
 Usually results when a source of energy is
above the threshold of the body or
structures.
 Example: Kinetic, Chemical, Thermal , Etc
 Interrupt work activity
opportunity for profit today?
 Is the business of helping management deal
with or even benefit from inflation.
 Programs and services that help
management save time and money and
protect assets.

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WORKSHOP (For 15 minutes)
 Identify items at least five items in your
company that you personally observed to be
damaging or is a waste and that substantially
reduce the companies profitability.
 Make recommendations and programs.
A Dual approach to property
Damage and waste Control
1. A control through Loss-Improvement
Project System (LIPS)
 Two major way to identify critical items
damaged:
 Identification by management directive
 Identification by systematic professional
audit
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COMMON ROADBLOCKS TO
PROGRAM IMPLEMENTATION
 Injury oriented habits are difficult to change
 Management’s failure to recognize the
problem.
 Acceptance of the damage reported as
representative of damage occurrence.
 Weak reporting relationship of Staff advisor
 inadequate overall of staff advisors
A Dual approach to property
Damage and waste Control
2. The Loss Improvement Team (LIPT)
Qualifications:
 Chairman – a department head must be
close enough to the “Action” to contribute
innovative thinking about the problems, and
yet is at high enough level in his reporting
relationship to make certain important
decision.
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A Dual approach to property
Damage and waste Control
 The Team- should be made up of people with
the greatest knowledge of the problems or its
potential solution.
Example:
 Purchasing personnel and supplier
representative.
 Repair center supervisors and engineers
 Expert
USE OF FORMS:
 Utilization serves to strengthen and maintain
effective communication for everyone and
providers an easy access document for
efficient statistical analysis of results.
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NOTE:
 The team should be large enough to provide
information upon which to act, but small
enough to move ahead efficiently.
TYPE OF FORMS: PD & WC
Program
1. General Information Form
 Serves as a starting point to team
operation.
 Its completion requires causal analysis and
the objecting setting stage for management
by objectives approach to each loss
improvement approach.
 Fee updated every six (6) months to a year.
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TYPE OF FORMS: PD & WC TYPE OF FORMS: PD & WC

Program Program
2. Team Progress Form 3. Summary From
 A routine progress report  Summarizes the result of LIP team activity.

Example:  Retained throughout its life.

 Informal newsletter style
 A follow-up reports.

MAINTAINING LONG-RANGE MAINTAINING LONG-RANGE

DAMAGE COST CONTROL DAMAGE COST CONTROL
1. Management Training  They can’t  The company can
prove anything. afford it.
2. Supervisor Investigation
 It’s too little to  They waste
Most common reason for not reporting
fuss over thousands
damage:
 What’s the anyway.
 Fear of discipline.
use?  I didn’t know.
 Nobody cares anyway.
 Why rock the  Everybody does
 It’s not my property.
boat? it.

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MAINTAINING LONG-RANGE MAINTAINING LONG-RANGE

DAMAGE COST CONTROL DAMAGE COST CONTROL

3. Rules and Practices  Whenever you or the equipment you

 Report immediately to your foreman or
superior any condition or practice you think
might cause you injury to employees or
damage to equipment.
operate is involved in personal injury or
damage to property, regardless of how
minor, you must immediately report it to your
foreman or supervisor, get first aid promptly
in the company dispensary.

MAINTAINING LONG-RANGE MAINTAINING LONG-RANGE

DAMAGE COST CONTROL DAMAGE COST CONTROL

4. Engineering Control c. Prevent the release of energy.

Eight Damage reduction strategies that can be
considered when the loss potential is detected
at pre-design or design stages.
a. Prevent the initial marshalling of the form
of energy.
b. Reduce the amount marshaled.
d. Modify the rate or spatial distribution of
release of energy from its source.
e. Separate in space or time the energy
being released the susceptible structure.

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MAINTAINING LONG-RANGE MAINTAINING LONG-RANGE

DAMAGE COST CONTROL DAMAGE COST CONTROL

f. Separate the energy being release from 5. Skill Training

the susceptible structure by interposition
of material barrier.
g. Modify the contact surface, subsurface, or
basic structure that can be impacted.
h. Strengthen the structure that might be
damaged by the energy transfer.
Several items that can optimized the
effectiveness of skills training and its follow-
up in damage control:
 Adequate formal training should be given to
every equipment operator before assigning
him to his job.

MAINTAINING LONG-RANGE MAINTAINING LONG-RANGE

DAMAGE COST CONTROL DAMAGE COST CONTROL

 A special form indicating critical items to  Operator safety rules and related job
review with a new or transferred operator procedures should be part of the training
should be completed by the supervisor manual, but should also be issued
when first assigning any operator. separately for individual references as
 A complete training manual (designed to independent items.
include the development of awareness of
the importance of property damaged control
as well as the techniques involved) should
be given to each other operator.

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MAINTAINING LONG-RANGE
DAMAGE COST CONTROL
 Operators should be licensed or certified as
part of their training programs with cards
and identification badges or decals worn in a
prominent position. The holding of a license
should be contingent upon a good operating
record.
MAINTAINING LONG-RANGE
DAMAGE COST CONTROL
 A minimum of six planned job observations
of each operator should be made annually,
with forms completed and proper
discussions with operators conducted.
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MAINTAINING LONG-RANGE
DAMAGE COST CONTROL
 Desired performance of operators following
training should be properly recognized. With
recorded commendations made when
appropriate. Consistent violations of rules
and procedures should be handled in
accordance with the company’s
enforcement procedures.
MAINTAINING LONG-RANGE
DAMAGE COST CONTROL
 Rules and job procedures should be
reviewed frequently, bu not less than
annually, in a formal manner with all
operators. Oral or written testing should be
an important part of this important exercise,
to learn what the operator knows.
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MAINTAINING LONG-RANGE
DAMAGE COST CONTROL
 Provision for recognition of operators who
meet desired standards of performance is
considered helpful the most supervisors of
equipment of operators. It is suggested that
a total evaluation of personal injury and
property damage records, commendations,
violations, observations, and testing results,
etc. be consistence determining those
eligible for such recognition.
MAINTAINING LONG-RANGE
DAMAGE COST CONTROL
7. Regular Repair Canter Audits
 A control point for measuring the result of
the injury oriented program.
 The primary “First Aid” locations or
damaged equipment and materials
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MAINTAINING LONG-RANGE
DAMAGE COST CONTROL
6. General Promotion
 Its role is in development of safety and
conservation awareness that leads to
damage and waste control.
WASTE AND PROPERTY DAMAGE
CONTROL INTER-RELATED
 Waste control can and should substantially
beyond its relationship to property damage. It
is a natural companion.
 The typical pattern of program enlargement
and development is for a company to move
into a total accident control program and then
to evolve naturally into waste control as well.
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BENEFITS OF THIS PROGRAM
 Reducing costs in a period of spiraling
product prices.
 Preventing plant shutdowns during fuel or
other product shortages.
 Keeping business competitive, at home and
abroad.
FINAL ADVICE ON PROGRAM
EMPLEMENTATION
– it permits systematic problem solving – To
provide specific “success stories”. Success
begets success, and the surest way to
achieve several goals and objectives is to
attack individual problems systematically
and thoroughly.
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FINAL ADVICE ON PROGRAM
EMPLEMENTATION
Some reasons for the implementation of this
program:
– It measures resistance to change. Usually
little resistance is offered when an obvious
big values outweigh a small amount of
increase in effort on everyone’s part.
FINAL ADVICE ON PROGRAM
EMPLEMENTATION
– It builds awareness of multiple program
values. - Only realized to fullest when
opportunity has been provided to let
management see and experience them in a
way that allows for full and proper
evaluation.
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FINAL ADVICE ON PROGRAM
EMPLEMENTATION
– It provide in depth understanding of the
program. – By utilizing the step-by-step
approach. Two major things are
accomplished.
 What one is proposing is much easier to
seek
 Management will better understand what
is being sold each step of the way.
SUMMARY AND PROGRAM
BENEFITS
 Therefore, the root of safety lies not in just
investigating the accidents.
 It will also pay handsomely by reducing
damage.
 It is an industrial variation on the theme that if
you look after the pennies (which is the
damage) the pounds (which are the injuries)
will look after themselves
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SUMMARY AND PROGRAM
BENEFITS
 You cannot tell which of the accidents will
result in an injury.
 All you can know is that in roughly one out
ten somebody is going to get hurt.
 All that is certain about the others is that they
cost money in the form of damage or delay.
 Surprisingly few people seem to be able to
appreciate that who goes under the name
accident prevention is, in the main, injury
prevention; and that all so-called accident
reports are actually reports on a selected
sample of accidents resulting in injury to men.
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 Yet, paradoxical though it may sound, this

 It is, of course, understandable that accidents
terminating in injury to life and limb should
assume special prominence in human minds.
exclusive concentration on injury-causing
accidents is also the chief obstacle to
further big steps forward toward their
prevention. In the light of all this, it is
scarcely an exaggeration to designate
damage control as a “modern key to
safety”, in tune with the technological
advances of the second half of the 20th
century.

The statistics of accidents prove that

as less accidents take place, fewer
people get hurt.
 From every vantage point, the Damage
Control Program looks like money in the
Prevention of damage to equipment also
bank.
serves to prevent hazard to life and limb.
 Safety is indivisible: promotion of safety at
home contributes to safety in the mill; and
equipment better protected, the individual
works more effectively and profitably- and
with a feeling of greater accurate.

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So far, a sound foundation for

safety within the industry has
been laid.  He did not even know that safe working was
efficient and that disregard for safety was not
 Damage Control, to get at the real truth about even profitable-and never has been.
accident, is a vulnerable method of exposing
 This is a fact that damage control, directed to
the range and depth of study necessary to
the establishment of the truth about
achieve effective accident investigation.
accidents, demonstrates beyond arguments.
 One of my greatest problems has been the
man who could see nothing but a profit and
loss account.

With these thought in mind, property

damage and waste program could
result in these benefits.

 Safer plant environment

 Fewer serious injuries.
 Reduced production delays.
 Equipment value awareness.
 Reduced operating costs.

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