HUMAN FAKTOR

DALAM
PELAKSANAAN KESELAMATAN DAN
KESEHATAN KERJA

Oleh
Nasrul Sjarief, SE, ME
 PENGERTIAN PELAKSANAAN
KESELAMATAN DAN KESEHATAN KERJA

1. Upaya menciptakan lingkungan kerja yang

aman, sehat dan sejahtera, bebas dari
kecelakaan dan penyakit akibat kerja;
2. Upaya mengendalikan atau meniadakan
potensi bahaya untuk mencapai tingkat risiko
yang dapat diterima dan sesuai dengan
standard yang ditetapkan.
 HUMAN FACTORS
HUMAN FACTORS is
the Integration and application
of available scientific knowledge about :
- PEOPLE
- FACILITIES and
- MANAGEMENT SYSTEM
to improve interaction in the workplaces
INTEGRASI DAN APPLIKASI

N T
M E E istic
G E L
A M
N STE ssessaining
m
,
ent )
O P c
r
te r )
A ra vio
M SY Risk Aion, Tr PE n Ch eha
a
, t a dB
res iga
du vest
m
u an
o c e In (h
(Pr dent
i
Inc

FACILITIESnels,
(Pumps Control System, Pa
Valves, Cranes)
 KASUS KECELAKAAN
INCIDENT YEAR HUMAN FACTORS CAUSES
Flixborough 1974 A poorly designated modification
Bhopal 1984 Absence of system maintenance
Chernobyl 1987 Violation of safe operational
procedures
Piper Alpha 1988 - poor communication
-break down of maintenance
procedures
- Employee did not feel they could
shut down the process without
gaining authority to do so from the
offshore management
 HUMAN FACTOR

OR
AL

GA
DU

NI
IVI

ZA
HUMAN
IND

TIO
FACTOR
(Health & Safety Executive -1999)

JOB N

• The JOB – what people are ask to do

(task/workload/procedures/environment/equipment)
• The INDIVUAL – who is doing it
(competence/attitude/capability/risk perception)
• ORGANIZATION – how is the work organized
(leadership/resources/culture/communication)
 ACCIDENT MODEL
HUMAN
FAILURE Unsafe acts

INCIDENT

Latent
Unsafe Plant/
Errors
Condition

PERFORMANCE
INFLUENCING FACTORS Fail to
recover situation

ORGANISATION

PERSON JOB
Failure of ACCIDENT
ACCIDENT
mitigation
HUMAN ELEMENT OF
SAFETY MEASURES

n t,

AL a l i ty , n
e )
m res

I DUerson n) B iro edu

JO
v c
En r o
D V l , P p ti o
I , Skil erce ,
ad rol
p
IN tence , risk p
e o
l o
r k on
c
t

omp ibutes k,w &

(C t tr s ay
A (ta ispl
D

ORGANISATsoIO N
urces,
(Culture, Leadership, Re
tions)
Work patterns, Communica
(HSE, 1997)
 Reason’s “Swiss-cheese”
Model of Human Error
Latent Failures
Input Organizational
Factor
Latent Failures
Unsafe
Supervision

Precondition Latent Failures

For
Unsafe Acts

Active Failures

Unsafe
Acts
Failed or
Absent Defenses

Accident &
Injury
 HUMAN FAILURE TYPES
SLIP
OF ACTIONS
SKILL BASED
ERRORS
LAPSE OF
MEMORY
ERRORS
RULE BASED
MISTAKE MISTAKE
HUMAN
FAILURE KNOWLEDGE
BASED MISTAKE
ROUTINE

VIOLATIONS SITUATIONAL

EXEPTIONAL
 HUMAN FACTOR

SLIPS

UNINTENDED
LAPSE
ACTIONS (ERROR)

MISTAKE
UNSAFE
ACTS MISTAKE
INTENDED
ACTIONS
VIOLTATION
Human Factor Spectrum
CAUSE OF INCIDENTS

Statistically ………..

…….. More than 80% of past OHS Incidents are caused

primary by Unsafe Human Behavior.

What are Key Drivers of Human Behavior ?

Integral Safety Culture

Level of Safety Responsibility of an Employee

At Work – Integral Safety

Primarily Secondary Responsibility

Life Work Work To
Responsibility Responsibility Responsibility Company

…Avoid pain and …Safety an …Support & …Collaborative

Suffering to self & integrated part Involvement in responsibility to
Fellow employees of my work the OSH Programs, the company, its
committee etc Safety liability,
Sustainability etc.
 PERKEMBANGAN
PELAKSANAAN K3

Attention to FACILITIES
ACCIDENT RATE

Attention to MANAGEMENT SYSTEM &

PROCEDURES

Attention to PEOPLE =
Effectiveness of
existing OSH MS

TIME
RATIO OF INCIDENTS (by Dupont)

Fatalities
1

30 Minor Incidents
RESULT
300 Recordable Incidents

3000 Near miss Incidents

Unsafe Behavior/Situation
30 000 CAUSES
SAFETY TRIANGLE
STRUCTURE OF ACCIDENT
S
T
 INTERVENTION APPROACHES
(philosophies)

Technology/
Display, automation etc
Engineering

Organisational/
New Rules, Policies, Procedures
Administrative

INTERVENTION Human Selection, Training, Incentives

Environment Facilities, Substances, Weather

Task Scheduling, Risk, Process

 10 Indikator positf dan negatif
HUMAN FACTORS
(HSE, 1999)

1. Organizational 6. Competence
Commitment and 7. Risk Taking Behavior
Communication 8. Obstacles to Safe
2. Line Management Behavior
Commitment 9. Permit to Work
3. Supervisor’s Role 10. Reporting of Accident
4. Personal Role and Near Misses
5. Workmates’
Influence
 INFLUENCES ON ACCIDENT CAUSATION
(Caruana,S.A.- 2004)

IMMEDIATE ORGANISATIONAL CORPORATE EXTERNAL

CAUSES CAUSES INFLUENCES INFLUENCES
-Equipment Design -Management/ -Organisational -Regulation
-Working Supervision change -Political
environment -Communication - Ownership and environment
-Inspection & -Recruitment/ Control -Customers
maintenance Selection -Safety -Public perception
-Risk perception -Training management -Economic Factors
-Motivation -Planning system
-Procurement
-Pressure -Procedures
-Fatigue -Incident
-Compliances Management &
-Competence Feedback
 TWO PRIMARY APPROACHES
TO IMPROVE OSH CULTURE

• Employee involvement &

• Developing supervisor’s safety
management skill to enable them to
improve team safety attitudes and
perceptions.
(NSCA, 2005)
 5 Ways to Help Look After your
workmates :
1. Talk about it;
2. Understand your role;
3. Work through it together;
4. Fix it first;
5. Think safety before work
 POSISI SUPERVISOR
KEY PERSON IN
OCCUPATIONAL SAFETY AND HEALTH
MANAGEMENT
1. HAVING RESPONSIBILITY FOR PRODUCTION
2. COMMANDING HIS SUBORDINATES
3. HAVING AMPLE EXPERIENCES AND
MANAGER KNOWLEDGE OF SUCH VARIOUS ASPECTS
AS PERSONNEL, SUBSTANCES AND WORKS
ETC
SUPERVISOR 4. KNOWING WELL ABOUT HAZARDOUS
LOCATION AND PROBLEM CONCERNING
HEALTH IN HIS WORKSHOP AND ABILITY OF
PEKERJA SUBORDINATES AND THEIR PERSONAL
CHARACTER
 TEN KEY MEASURES
FOR LINE MANAGERS

End of Process In Process Measures :

Measures :
1. Program Implementation
1. Stakeholder Satisfaction 2. Specific Leading
2. Compliance Indicators
3. Incident/Accident 3. Rate of Improvement
4. Pollution
5. Impact
6. Energy Use
7. Cost
Source : Arthur D. Little Inc.
COOPER’S RECIPROCAL SAFETY
CULTURE MODELS (1998)

SAFETY CULTURE

Safety Attitude

PERSON

Safety Climate Internal Psychological

Factors
SAFETY
PERFORMANCE
External Observable
Factors
Safety Management
System Safety Behavior

ORGANISATION JOB
 KESIMPULAN

“Change the people without

changing the system and
problems continue”
SEKIAN