Page 49 - Occupational Health & Safety, March 2018

equipment in their assigned areas and make sure existing lock- out procedures are accurate and well understood during hands- on training. Deficiencies are reported to management for correc- tive action.
■ Energy Control Program—Lockout Leaders know how to apply the facility’s program to the work being done in their respective areas and use their knowledge to train others and lead by example.
■ Periodic Inspections—These get performed in real time as a part of safety observations by the Lockout Leaders. This makes inspections a routinely occurring activity that reinforces effec- tive performance and corrects poor performance. Not only does the quality of the inspection outcomes improve, but the division of this responsibility over several qualified Leaders ensures that inspection goals can be met as a leading-edge indicator of good safety performance. This contrasts with the current practices often seen in workplaces of inspections never getting done or being per- formed as a flavor-of-the-month activity that adds little or no real value to actual energy control practices.
■ Training and Communicating Lockout Skills and Require- ments—Now you are blending good, to-the-point classroom guid- ance with effective and ongoing hands-on training. With a readily available local resource to answer questions and provide ongoing guidance, workers are better prepared from the start to meet their responsibilities and can easily access a nearby Leader to ask for ad-
vice or address their lockout concerns.
■ Recognizing Applicable Hazardous Energy Sources—It’s
one thing to talk generally about the myriad of workplace energy sources in a classroom setting. It is yet another to have a knowl- edgeable Leader show the potentially exposed workers where they exist and how to control them on a machine-specific basis.
Lockout leadership can be the missing link that drives con- tinuous improvement leading to meaningful change in the safe- ty culture of the adapting workplace. It can meaningfully engage people on all levels to understand upper management’s inten- tions and commitment to provide the needed resources, and it can be incorporated into the day-to-day challenges workers face performing their tasks. Lockout leadership is key to changing lockout/tagout from being the extra step into the normal way of safely and effectively completing potentially hazardous job assignments.
Todd Grover is Global Senior Manager – Applied Safety Solutions for The Master Lock Company and is a committee member of the ANSI Z244.1 (2016) Lockout standard, the ANSI Z10 Safety Management System standard, and the U.S. delegation to ISO 45001. As a practic- ing safety professional for the past 30 years, he has been responsible for the provision of safety and health compliance and risk manage- ment support to a wide range of industries, both domestically and internationally. He can be reached via email at: tgrover@mlock.com.
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