Lockout/Tagout
Module 1
Program Element and Regulatory
Requirements
Overview
– Human & financial consequences
– HSE Strategic Intent
– HSE Organizational Practices.
– Quaker Employees - Expectations &
Advantages of Employee Involvement
Introduction
• Machine safety and lockout when there is actual
or potential exposure to the unexpected release
of energy are among the most common
incidents in the workplace.
• Although common, these incidents have
resulted in terrible injuries ranging from finger
tip amputation to the loss of whole limbs and
death.
• We cannot expect employees to work safely
around machines and equipment with poorly
guarded or unguarded hazards.
Overview
– Quaker Program Element - LOTO
– Quaker Program Element (PE) Leader
knowledge & skill requirements
– Regulatory Requirements &
Specification Standards
Human & Financial Consequences
• Injuries, severe or otherwise, and certainly
fatalities can be costly in terms of suffering,
lost productivity and increased costs.
• Some expenses can be directly linked to the
unfortunate incident, while others, the indirect
costs, can only be implied.
• The United States National Safety Council has
estimated that the value of the indirect costs
can amount to two and up to 10 times the
direct cost amount.
Human & Financial Consequences
• What are some the human costs of serious
injury or illness.
• What are some typical costs associated with
a workplace incident.
– What are the direct costs of a workplace
incident?
– What are some of the indirect costs that
relate to a workplace incident?
Human & Financial Consequences
• Loss of life - loss to the family
• Irreversible loss of function or irreversible
illness - pain and suffering.
– inability to fully enjoy life.
– Inability to fully appreciate and partake in
activities with with friends, family and loved
ones.
• Reversible injury or illness - pain and
suffering and temporary disability.
Human & Financial Consequences
• Emergency rescue • Incident investigation
• Emergency treatment • Overtime
• Emergency room care • Replacement training
• Hospital care • Replacement inefficiency
• Incident clean-up and • Follow-up medical care
sanitation • Rehabilitation/hardening
• Product contamination • Workers Compensation
• Equipment damage • Days on alternate duty
• Lost production time • Days away from work
Human & Financial Consequences
Injuries can be costly in terms of lost productivity
and bottom-line profits.
– For every $1,000 incurred in expenses from
an injury/illness, a company would need to
sell an extra $10,000 in product to make-up
that amount (assume a 10% profit margin).
– The formula used to calculate the dollars
needed is M PM = R (where R is the extra
money needed; M are the costs associated
with the incident; and PM is the company’s
per-cent profit margin).
ANSWER: $50,000
Direct Cost 5% Profit Margin 10% Profit Margin
Of the Injury/Illness
$1,000 $20,000 $10,000
$5,000 $100,000 $50,000
$10,000 $200,000 $100,000
$15,000 $300,000 $150,000
$20,000 $400,000 $200,000
$25,000 $500,000 $250,000
HSE Strategic Intent
The HSE Strategic Intent recognizes our
fundamental responsibility to our
workers, our community and our
shareholders.
– Provide a safe & healthful workplace.
– Assure responsible environmental
stewardship.
– Contribute to Quaker Oats profitability.
HSE Organizational Practices
HSE Organizational Practices are key to the
achievement of our HSE Strategic Intent.
– Leadership & Commitment
– Employee Ownership
– Risk Management
– Capability Building/Training
– Information Management
– Evaluation/Continuous Improvement
Leadership & Commitment
• Assigned accountabilities.
• Appropriate resource allocation.
• Visible behaviors which model/reinforce
expectations.
• Integrated strategic/tactical planning.
Employee Ownership
• Visible engagement in all stages of risk
management
• Participative attendance at HSE functions
• Demonstrated behaviors which
sustain/reinforce HSE outcomes
• Accepted accountabilities
Quaker Employees
• At Quaker, “employee” includes everyone
• All employees are expected to be leaders
• All employees share ownership in Quaker
HSE Programs
Risk Management
• Local risk is managed in a prioritized
manner through the Quaker Program
Elements (PEs).
• Effective implementation of Basic Steps
leading to fully operational PEs
• Risk Management process includes: risk
identification, risk evaluation/prioritization,
& risk control.
Capability Building/Training
• Quaker builds HSE capabilities by:
– Assessing HSE skills.
– Increasing awareness, understanding, &
knowledge.
– Continuous training of managers, team
leaders, HSE leaders, & production
associates.
– Sharing appropriate information with on-site
contractors.
Information Management
• Communicating HSE activities & results
on a periodic basis.
• Reporting significant incidents (internally
& externally) as they occur.
• Managing records to demonstrate HSE
efforts & regulatory compliance.
Evaluation/Continuous
Improvement
• Annual self-assessments & site-level in-
process checks.
• Periodic formal audits sponsored by the
WW HSE staff.
• Investigation, analysis, & correction of
unplanned/unwanted HSE incidents.
Expectations & Advantages of
Employee Involvement
All employees are expected to participate in
the identification, evaluation/prioritization
& control of risks - especially those who
are directly affected.
All employees should expect to receive the
information & training necessary to be
aware of hazards & to perform their work
in an effective, efficient, & safe manner.
Quaker Basic Steps
• Assign a qualified Program Element Leader
• Identify hazards
• Evaluate & prioritize hazards
• Control hazards
• Inform & train personnel
• Keep records
• Evaluate/continuously improve the program
Lockout/Tagout
• The Lockout/Tagout Program Element addressed
the process of preventing the unexpected start-
up, energizing or release of energy of machinery,
equipment, or systems during servicing and
maintenance operations.
• Prevention is realized by systematic identification
and evaluation of energy sources and related
hazards, and the development and
implementation of appropriate control measures.
Lockout/Tagout PE
– Program Responsibility
– Risk Identification
– Risk Evaluate & Prioritization
– Risk Control
– Incident Management
– Documentation/Recordkeeping
– Training
– Evaluation/Continuous Improvement
Program Responsibility
Assign an accountable and capable individual
(or team of individuals) to manage the
Lockout/Tagout Safety Program.
Risk Identification
Identify (on an on-going basis) all
machinery/equipment in the plant which
may need a lockout/tagout hazard
assessment.
Review (on an ongoing basis) all plant
machinery/equipment to identify potentially
hazardous energy sources and related
hazards.
Identify authorized, affected and other
employee groups impacted by LOTO.
Risk Evaluation &
Prioritization
Evaluate each identified energy source for
magnitude, location, and type(s) of control
systems.
Evaluate machinery/equipment/system
hazards which require control based on the
results of the lockout/tagout hazard
assessment.
Risk Control
Develop system-specific energy control
procedures for each identified machine.
Equipment and systems.
Ensure that lockout/tagout devices meet the
requirements for durability, standardization,
ruggedness, and identifiability.
Incident Management
Develop and implement an incident
management system to address
lockout/tagout-related injuries, including:
accident investigation, reporting, and follow-
up; appropriate professional referral and
evaluation; conservative medical treatment;
aggressive return-to-work (consistent with
ADA); and continual case monitoring.
Documentation &
Recordkeeping
Manage all records related to the
Lockout/Tagout Program.
Document the facility’s management of
Lockout/Tagout Safety in a written program
description.
Training
Train/retrain all employees impacted by the
Lockout/Tagout Program.
Ensure that information is routinely
exchanged between contractors and Quaker
employees regarding each other’s
Lockout/tagout Programs.
Document all training.
Evaluation/Continuous
Improvement
Conduct periodic inspections of energy
control procedures at least annually.
Evaluate the effectiveness of the
Lockout/Tagout Program at least annually.
Document all program evaluations and
deficiencies.
Develop and implement action plans to
correct Program deficiencies and improve
effectiveness.
Regulatory Requirements &
Specification Standards
• Applicable national safety standards.
• Applicable OSHA Standards
• Applicable regulatory requirements
• Specification standards
Sources of On-Line
Information
• OSHA Home Page -- http://www.osha.gov/
• NIOSH Home Page --
http://www.cdc.gov/niosh/homepage.html
• ANSI Home Page -- http://web.ansi.org/
• NFPA Home Page -- http://www.nfpa.org/
