Seguridad Electrica 12

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CHAPTER 12

SAFETY MANAGEMENT

AND ORGANIZATIONALSTRUCTURE

INTRODUCTION

An electrical safety program will only be effective if management makes a strong commit-ment to. This chapter will develop some of the key management concepts and proceduresthat must be present for a safety program to work. Of course, electrical safety is only partof an overall safety program; consequently, much of the material in this chapter is applica-ble to the entire safety effort.

The procedures introduced in this chapter should be applicable to all types of electricalinstallations. However, the effectiveness of any specific program must be determined byongoing evaluations.

Safety organizations should be responsible to the very highest management levels andgenerally should not report to operations. Safety-related decisions should not be made bypersonnel with direct, bottom-line responsibility.

Additionally, the decisions made by legal counsel should be closely evaluated in termsof their effect on personnel safety. Many well-meaning attorneys and/or senior level man-agers are required to make decisions that will maximize shareholder returns and/or limitcorporate liabilities. Such decisions are, unfortunately, not always consistent with long-term worker safety.

Problems also may be introduced by labor organizations in their attempt to secure thebest overall package for their members. Care should be exercised to avoid using safety as abargaining chip. This caution applies to labor and management.

ELECTRICAL SAFETY PROGRAM STRUCTURE

Figure 12.1 is a suggested design for the overall structure of a company electrical safetyprogram. Of course, such a structure must be integrated into the overall safety program;however, the unique needs of the electrical safety program should be included in the designin a manner similar to the one shown.

Each of the various elements of the design are described in the following sections.

12.1

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12.2 CHAPTER TWELVE

ELECTRICAL SAFETY PROGRAM DEVELOPMENT

An electrical safety program is composed of a variety of procedures, techniques, rules, andmethods. Each of these individual items must be developed independently; the sum of themthen adds up to the overall safety program. The development of an entire program becomesthe accumulation of all the individual procedures.

This does not mean that the development of a safety program is a hodgepodge effort. Onthe contrary, the whole procedure should be viewed as an engineering design problem. The

program should be put together by corporate electrical safety team composed of manage-ment, safety, and technical personnel.

Some companies take regulatory and consensus standards such as the OSHA ElectricalSafety Related Work Practices rule and the NFPA 70E and apply them almost verbatim fortheir safety policies, procedures, and/or rules. This is a very poor practice. Even the NFPA70E standard should be looked at only as a set of minimum requirements. In addition to reg-ulatory requirements, company policies and procedures must include specific local require-ments and must be developed in a way that is consistent with the facility culture.

The Company Electrical Safety Team

Introduction. One of the best overall safety concepts of the last part of the twentieth cen-tury was that of the worker team. Nowhere is the team of more use than in the safety arena.The following paragraphs describe the concept of the electrical safety team and provideenough information to serve as a template for the setup of such a body.

Note that the company health and safety department (HSD) has the ultimate respon-sibility for the safety program. The HSD should work closely with the team and review

Health & SafetyDepartment

The Company ElectricalSafety Team

ManagementLegal

Company Safety Policy

Company SafetyProcedures

Accidents/Near Misses

Development/EvaluationNeeds Assessment

Safety Audits

FIGURE 12.1 The electrical safety program structure.


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all procedures and policies developed by the electrical safety team. As described in the fol-lowing, the HSD should have a representative on the team.

Structure. Generally, the safety team should include the following representatives/members:

Electrical workers An electrical worker should serve as the chairper-son of the team. In addition to the chairperson,sufficient members should be included from theworkforce to ensure that the workers have a signif-icant say in their overall safety program. Workingsupervisors should be eligible for these positions;however, supervision should never dominate the

team. Health and safety professionals At least one health and safety professional should

be included on the team to advise and assist in theareas where his or her expertise apply.

Management A member of management should be present as anadvisor. This person can direct the team with respectto company policies to avoid the team conflictingwith company directives. The management repre-sentative should be as high a level as possible. Themanagement representative should always be will-ing to consider modification of conflicting companypolicies in the interest of improved safety.

Legal representation Company counsel should be represented on theteam; however, they should be there strictly in anadvisory capacity.

Responsibilities. The company electrical safety team (CEST) should have the followingresponsibilities and authorities:

The CEST should have overall responsibility for the development, implementation, eval-uation, and modification of the company electrical safety procedures. Either directly orthrough delegation, the CEST should develop the entire program, working closely withthe health and safety professionals.

The degree of authority vested in the CEST must be a matter of individual company pol-icy. Generally, the CEST should have the maximum authority allowable under existingcompany structure.

If the company has multiple locations, the CEST should appoint or sponsor elections foremployee electrical safety teams (EEST) at each site. The local teams will participate inlocal accident reviews, evaluate procedures, and determine the best way to apply themlocally, counsel employees, and implement and plan safety meetings.

The CEST should have representation at the management level for the purpose of partic-ipating in the development of the company safety policy.

Employee Electrical Safety Teams. Employee electrical safety teams should be put inplace to perform the actual fieldwork and legwork required by the CEST. The EEST willparticipate in accident investigation, program development, and any other activities deemed

SAFETY MANAGEMENT AND ORGANIZATIONAL STRUCTURE 12.3


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12.4 CHAPTER TWELVE

necessary. Some companies appoint permanent employee electrical safety teams as part oftheir ongoing corporate structure.

Company Safety Policy

All safety programs should be underwritten by a company and/or departmental safety pol-icy. Although specific policy statements must vary from industry to industry, all policiesshould contain the following key statements:

1. The company is committed to safe work practices.

2. At a minimum, all company safety policies and procedures shall comply with applica-ble federal, state, and local standards as well as recognized consensus standards.

3. Safety is the premier consideration in performing work.

4. Employees will be required to follow all company safety procedures.

5. If a job cannot be safely done, it need not be done.

6. Each individual employee is uniquely responsible for his or her own personal safety.

7. The cooperation of all personnel will be required to sustain the safety program.

Assessing the Need

The development or revision of an electrical safety program should begin with an evalua-

tion of any existing programs. This initial survey should closely examine and catalog thenumber and types of electrical accidents. Investigators should also be creative in their anal-ysis. That is, they should identify potential hazards as well as demonstrated ones.

One of the most effective ways to catalog safety hazards is to perform a safety audit.Safety audits are discussed later in this chapter.

Problems and Solutions

Based on the results of the needs assessment, accidents and potential problem areas shouldbe cataloged into cause categories. The specific categories selected should be chosen to fit

the industry. Good starting points are the seven categories used by the Occupational Safetyand Health Administration in the development of the Safety-Related Work Practices Rule.These categories, illustrated in Table 12.1, can be used for most electrical accidents. The

TABLE 12.1 Categories to Classify Accidents or Potential Accidents

1. Use of equipment or material too close to exposed energized lines

a. Vehicles (e.g., cranes and dumptrucks)

b. Other mechanical equipment (e.g., augers and derricks)c. Tools and materials (e.g., ladders and tree limbs)

2. Failure to use electrical protective equipment

3. Assuming an unsafe position

4. Failure to de-energize (and lockout-tagout) equipment

5. Use of visibly defective electric equipment

6. Blind reaching, drilling, digging, etc.

7. No unsafe work practice or not enough information to classify


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specific installation should develop additional categories or subcategories as required sothat very few accidents fall into category 7.

Identification of the safety problems will inevitably lead to solution concepts. Thesesolutions should take the form of specific plans and programs that can be implemented to

the new or existing electrical safety program.

Program Implementation

After the analysis phase, the solutions can be integrated into the facilitys safety program. Themethod used here will depend upon the facility; however, a reasonable starting point would bethe development of an energy control program similar to that described in Chap. 3.

Examples

The following examples (Tables 12.2 through 12.5) will illustrate the steps just outlined.These examples are drawn from actual industry experiences and illustrate the specific kindsof problems that workers may face every day.


TABLE 12.2 Example of Fuse Removal Safety Procedure Development

Need assessment In the last 5 years, 15 employees have been shocked while removing and/or

replacing low-voltage cartridge fuses. Five of the injuries were extremely

serious. No deaths have occurred.

Problem(s) Review of the problems indicate that employees must, from time to time,

work on such circuits when they are energized. Further investigation shows

that employees are using channel lock type pliers to remove the fuses.

Employees are not using rubber insulating gloves during such hot work.

Solutions To resolve this problem, employees will be supplied with insulated tools

that are specifically designed for the removal and replacement of fuses.

Employees are already supplied with rubber insulating gloves.

Implementation A procedure is added to the employee safety procedures manual, whichspecifies the following:

When removing or replacing fuses, the bus which feeds them shall first be

de-energized unless doing so introduces additional hazard or unless de-

energizing requires a major plant outage.* Removing energized fuses is

classified as hot work. Only qualified, trained personnel shall be allowed to

remove and replace energized fuses.

Low-voltage cartridge type fuses shall be removed using only approved,

insulated fuse pullers.

Employees shall wear at least the minimum required safety equipment when

removing or replacing energized low-voltage, cartridge type fuses. Minimum

safety equipment shall include hard hats, safety glasses or goggles, and

electrical insulating rubber gloves approved for the voltage level encountered.

The new procedure should be introduced at an employee safety training

meeting. The complete procedure should be demonstrated and employees

should be checked to make certain that they understand it.

*See Chap. 3 for a specific procedure to assess additional hazards and/or outages.


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12.6 CHAPTER TWELVE

Electric Shock While Replacing Low-Voltage Fuses. Assume that your electrical safetyaudit has identified several instances where employees were shocked during the removaland/or installation of 120-V fuses. Table 12.2 shows the problem, solution, and implemen-tation required to provide a safer work environment.

Protection for Arc Injury During Switching Operations. Not all safety procedures aredeveloped based on local facility experience. In this example, we assume that the local

TABLE 12.3 Example of Flash Suit Safety Procedure Development

Need assessment Companies of similar size and business, with comparably sized and arranged

electrical systems have had problems with severe flash injuries. These same

companies have implemented flash suit use during certain phases of theiroperations, and have exhibited a marked decrease in the number of injuries.

Problem(s) Employees must, from time to time, perform open-door circuit breaker switching,

remove motor starters from cubicles, and operate open-air disconnect switches.

This exposes them to more than a normal electrical arc hazard.

Solutions To resolve this problem, the company will supply and require the use of

flame-retardant flash suits.

Implementation A procedure is added to the employee safety procedures manual that

specifies that employees shall be required to wear flame-retardant flash suits

when performing open-door switching, motor starter removal or installation,or open-air switch operation. This requirement applies to all medium-voltage

circuits and all low-voltage circuits with ampacities in excess of 100 A. This

requirement is in addition to other safety equipment including hard hats, eye

protection, and rubber gloves with protective leather covers.

The new procedure should be introduced at an employee safety training

meeting. The complete procedure should be demonstrated and employees

should be checked to make certain that they understand it.

TABLE 12.4 Example of Recognition of Exposed Live Parts Procedure Development

Need assessment An employee was working in a 480-V cabinet. His supervisor had previ-

ously told him that the cabinet was de-energized. The employee had looked at

the cabinet and had measured the obvious energized locations. They were dead.

Problem(s) There were exposed fasteners in the front of the cabinet that were not de-

energized. They were not obvious and the employee missed them. The

employee believed his supervisor and did not inspect the cabinet closely

enough. The employee did not perform a thorough pre-work inspection to

check for energized parts. He made several assumptions.

Solutions Employees must be retrained to closely inspect for exposed energized parts.

Implementations At a safety meeting, the entire incident was discussed and the problem

brought to the forefront. All employees were reminded to inspect and check for

energized parts no matter how certain they are that the system is safe.

A training program was implemented in which the various specific pieces of

equipment are identified and employees learn where all of the possible exposed

parts are located. A formal procedure was added to require that employees

carefully inspect equipment before they work on it.


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safety personnel have reviewed other industrial safety programs with respect to flashprotection. They have discovered that other companies have experienced severe injuriesduring routine switching and racking operations. Furthermore, they discover that othercompanies have implemented successful programs that involve the use of flash suits. The

number of flash-related injuries has dropped at these other companies. Table 12.3 wasdeveloped based on this analysis.

Recognizing Exposed Energized Parts. Unfortunately, many procedures are developedand modified based on an accident or injury. The example shown in Table 12.4 is one suchexample. In this example, the employee was qualified and trained; he simply made a mis-take. In spite of this, a significant amount of effort must go into the continuous retrainingof personnel.

Voltage Measurement. A significant part of the electrical workers job is the measure-ment of electrical circuits to make certain that they are, in fact, de-energized. In the previousexample, the worker did not recognize the exposed energized parts. Even if they are recog-nized, they must be measured to be certain of their condition. Table 12.5 is an example ofvoltage measurement procedure development.

Company Safety Procedures

The actual development and structure of company electrical safety procedures are specific

to each company. The methods and format described in Chaps. 2 and 3 of this handbookshould be referred to as a basis.

Also, the OSHA procedures have suggestions and formats for such plans.

Results Assessment

Few, if any, procedures will endure forever without modification. Personnel replacements,equipment changes, enhanced operating experience, and new safety innovations will


TABLE 12.5 Example of Voltage Measurement Procedure Development

Need assessment In addition to the problem discussed in the previous example (Table 12.4),

other employees have been observed performing voltage measurements

incorrectly.

Problem(s) OSHA and other regulations require that voltage measurements must be made

prior to working on a piece of de-energized equipment. All qualified electrical

workers must be thoroughly trained in the proper and safe methods of voltage

measurement.

Solutions Employees are to be retrained in the proper methods of voltage measurement.

Implementations The correct methods of voltage measurement were discussed and reinforced in

employee safety meetings. Specific, hands-on training programs were

implemented and all employees were tested to make certain that they were

thoroughly familiar with the procedures.Additionally, the methods of selecting and inspecting measuring instruments

was reinforced.


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12.8 CHAPTER TWELVE

require that any safety program be periodically reviewed and updated. The following crite-ria should be used to evaluate the need to revise an existing safety procedure:

1. Accidents and near misses

2. Employee suggestions

3. Employee electrical safety committee recommendations (see next section)

4. Changes in regulatory or conseusus standards

EMPLOYEE ELECTRICAL SAFETY TEAMS

Reason

Electrical safety programs that are developed and/or administered without employee inputwill be ineffective. Employees know their jobs better than anyone. They understand thoseprocedures with which they are comfortable and those which seem wrong. An electricalsafety program that is developed without complete employee involvement has very littlechance of success.

Method

Employee safety teams provide the best method for ensuring employee participation in asafety program. Such teams should be composed of a minimum of three employees chosenby their peers. The team should have regularly scheduled meetings on a monthly basismore often if required by accidents or emergency conditions. The meetings should be heldon company time.

Employee safety teams should be intimately involved with the entire safety program frominitial design to ongoing results evaluations. They should be officially sanctioned by man-agement and should have direct access to executive management. A limited, but useful, travelbudget should be made available to the team to allow them to attend seminars and visit otherfacilities to study other safety programs. Although the specific responsibilities of such a teammay vary from one company to another, the following may be used as guidelines.

Safety Program Development. Because of their familiarity with their jobs, employees arein a unique position to evaluate safety needs. What appears to be a perfectly safe procedureto a layperson may be obviously unsafe to a skilled, qualified worker. Furthermore, employ-ees will often talk to their peers more freely than to supervisors or management.

An employee safety team will be able to identify problems and solutions that outsidersmight miss. Because of this, the safety team should be directly involved with the safety pro-gram development and/or modification described earlier in this chapter.

Safety Meetings. Employees should control all or at least part of their safety meetings.Legislative or regulatory requirements should be scheduled by management and safety per-sonnel; however, other safety-related presentations should be generated by employees andadministrated through the employee safety team.

Accident Investigation. The team should be involved in the investigation of accidents.The best way to ensure this involvement is to have the employee safety team appoint amember to serve on the accident investigation team. Accident investigation is a very


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demanding science and should not be performed by those unfamiliar with the informationpresented in Chap. 3.

Employee Training. The safety team should be allowed to review and recommend

employee safety-related training. Employees who have been to outside safety trainingcourses should be interviewed by the safety team. The team should then issue an annual rec-ommendation for additional or modified training. This report should be considered a pri-mary source of information when training budgets and schedules are produced.

SAFETY MEETINGS

The venerable safety meeting is one of the most universal of all safety vehicles. This onebrief period combines training, program review, new concept presentation, and hazard noti-fication all in one. The specific design and implementation of a safety meeting is necessar-ily dependent on the organization arrangement of the company. The following itemshighlight some of the key imperatives in the structure of a safety meeting.

Who Attends

Safety meetings should be attended by all personnel who are affected by the safety topicsthat will be discussed. Those who should attend electrical safety meetings include the elec-

tricians, electrical technicians, electronics technicians, electrical supervisors, electricaldepartment management, safety personnel with electrical responsibility, and anyone elsewho may be exposed to any of the electrical hazards.

Safety meetings should be chaired by employees, preferably members of the employeesafety team. Remember that the companys attitude toward proper safety can make an enor-mous difference in employee attitudes.

What Material Should Be Covered

The safety meeting should have a standard, but flexible, schedule. Table 12.6 shows the typeof schedule that should be included. Flexibility is the key word. One of the most frequent com-plaints about safety meetings is that they always contain the same old messages, are presentedthe same old way, and use the same old films or videos. The program should be flexible andnew. Employees should be consulted as to topics that they feel may be relevant.


TABLE 12.6 Typical Safety Meeting Schedule

Welcome and Review of Topics to Be Covered

Accident Report

Summary of Accidents

Analysis and Lessons Learned

Procedure/Policy Modifications if Any

Training Schedules and/or Safety Awards

Meeting Topic Presentation

Employee Safety Suggestions

Questions/Answers

Announcement of Next Meeting and Adjournment


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12.10 CHAPTER TWELVE

Avoid using the safety meeting time for nonsafety-related information. General com-pany announcements should be made at general employee meetings, not at safety meetings.

Also remember that employees who are injured at home cannot report to work. Safetymeetings should also address home safety issues. Topics such as safe use of appliances,

house wiring safety, home lightning protection, and first aid can be useful to employeesboth on and off the job.

When Meetings Should Be Held

To accommodate work schedules, many companies hold their safety meetings at the begin-ning of the work day. Others may wait until the end of the day. Try moving the time of themeetings around. When the results of the meeting are evaluated, as described later, the mostappropriate time will be that in which the greatest amount of information is imparted.

For real variety, some companies have found that continually moving the meeting timesis effective. Some companies even hold meetings at night and invite spouses to attend. Thisapproach allows the whole family to become involved in safety and allows the employer topresent home safety topics more effectively.

Safety meetings should only be canceled when absolutely no other option is available.Major operational emergencies such as fires and major outages are the only acceptable rea-sons for canceling a safety meeting.

Where Meetings Should Be Held

Variety should also be exploited when choosing meeting locations. Most meetings will beheld at the work site for economic reasons; however, some meeting topics might call for dif-ferent locations. For example, a demonstration of the proper use of hot sticks might best beheld at a substation area, while tool safety training might be most effective if presented inthe shop. Remember that when demonstrations are given, even more extreme safety pre-cautions should be taken.

Evening safety meetings can be held at private banquet rooms or restaurants with meet-ing facilities. The meeting can be integrated with a social occasion that will allow manage-

ment personnel, safety personnel, employees, and families to discuss problems and sharesolutions on a more informal basis. When such meetings are held, they should remain seri-ous, with safety as the premier topic.

How Long Meetings Should Be

Meetings held at the workplace should be kept to a maximum of 1 hour unless some spe-cial topic or presentation requires more time. Remember that a safety meeting is a trainingpresentation. Adult training sessions are best kept to short segments. Thus, if a meeting

requires more than the 1 hour time period, be certain that breaks are given every 45 min-utes or so. Evening meetings may be somewhat longer if a dinner or other social event isintegrated with the meeting.

Evaluation of Safety Meetings

Like all parts of a safety program, meetings should be constantly evaluated. Employee ques-tionnaires and quizzes should be used to evaluate the quality of the meetings and the amount


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of information retained. These evaluations can be done on an anonymous basis so that employ-ees feel free to share negative as well as positive comments. When tests or questionnaires iden-tify problem areas, the meeting structure should be modified to correct the problem.

Follow-through. The safety program will not work if the company is not truly commit-ted. When safety suggestions are made, the company should follow through and report backto the employee in writing. The employee safety committee should monitor suggestionsand intervene if the company is not following through properly.

OUTAGE REPORTS

Safety hazards and electrical outages are frequently related to each other. Knowledge of the

details that surround an electrical outage can be invaluable in pinpointing safety hazards.Outage reports can be used to

1. Target potential or existing safety hazards

2. Justify maintenance or additions to a power system to increase reliability

3. Gather data for designing better power systems or additions to other plants or facilities

Outage reports should include

Time and length of outage

Cause of outage if known

Results of outage (costs, injuries, etc.)

Suggestions to present such an outage in the future.

SAFETY AUDITS

Description

Depending on the intended extent, audits vary from short, simple inspections of specificproblems or areas to large, companywide reviews that explore every facet of a safety pro-gram. Whatever their size or complexity, a safety audit is performed to review and assessthe ongoing safety elements of a business. Audits are designed to identify the weaknessesand strengths of a safety program.

Process. A comprehensive audit starts with a review of upper-management safety aware-ness and attitudes and continues through the entire organization. During the procedure, everyfacet of the safety program is reviewed, cataloged, critiqued, andif necessarymodified.

Attitudes. The attitudes of company personnel can make or break the effectiveness of asafety audit. Many employees tend to take safety audits very personally. A properly runsafety audit should not be performed as an inquisition. Honest errors should be noted andcorrected without hostile indictments or defensive recriminations. All personnel should beaware that a safety audit is only one tool used to make the workplace safer for everyone.

Audits Versus Inspections. Some references differentiate between an audit and an inspec-tion. In such references, audits are portrayed as major, comprehensive efforts that include



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all facets of the safety program. Inspections, on the other hand, are smaller, more conciseefforts that may assess only one small area or procedure.

While there may be some psychological advantage in separating the two terms, remem-ber that both are intended to identify, and subsequently eliminate, existing or potential

safety hazards.

Purposes

The single most important purpose of a safety audit is to identify and eliminate safety haz-ards. There are, however, additional side benefits and purposes that are realized including

1. Employee morale is improved as safety problems are eliminated.

2. Audits provide a dynamic record of safety performance.

3. A positive cycle of safety improvement is created. That is, departments that get goodscores tend to work harder to maintain their high scores. Departments that do not do aswell tend to work harder to improve for the next audit.

4. Managers at all levels are made aware of many safety problems and procedures that theymight not otherwise discover. For example, an audit that includes analysis of OSHAcompliance may make managers aware of OSHA rules that were previously unknown.

5. When performed as a family procedure, a safety audit can actually enhance employer-employee relations. Employees respect management teams who truly put employeesafety first.

Procedure

The safety audit should review and evaluate each element of the safety procedure. Site-inspection trips, personnel interviews, task observation, and documentation review areamong the methods that may be used. Each portion of the company that is reviewed willhave its own specific concerns. Note that the items presented in the following sections areintended for example only. Specific facilities may require more or different audit criteria.

Facilities. Checkpoints for the electrical physical plant include the following:

1. Is the electric equipment kept clean?

2. Are safety exits clearly marked and unblocked by wire reels, ladders, and other suchequipment?

3. Are relay flags and other such indicators kept reset?

4. Is explosion-proof equipment properly maintained and sealed?

5. Are all electrical grounds in place and secure?

Employees. Properly trained, alert employees are at the heart of any safety program. Anindividual employee is always the person most responsible for his or her own personalsafety. The following points are typical of the types of checks that should be made to auditthe safety awareness of individual employees.

1. Are employees adequately trained?

2. Are employees familiar with their safety handbook?

3. Do employees know where all electrical safety equipment is located?


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4. Can employees successfully perform safety-related procedures such as safety ground-ing and voltage measurement?

5. Are personnel familiar with the electrical safety one-line diagram?

6. Are employees familiar with the safety techniques that are unique to the various voltagelevels to which they will be exposed?

Management. Good safety practice starts at the top. If management includes itself in theaudit process, employees will accept that they too must be reviewed. Management involve-ment is more than just window dressing, however. Other management audit points includethe following:

1. Does the facility have a formal, written safety policy?

2. Are safety rules enforced uniformly?

3. Is there an employee safety committee to which management defers when technical andday-to-day decisions must be made?

4. Does management promote both on-the-job and off-the-job safety?

5. Does management provide, at company expense, CPR and other such training?

Safety Equipment. Various rules and regulations require the use of approved electrical safetyequipment. The following points are typical of safety equipment checks during an audit.

1. Is safety equipment readily available for all personnel?

2. Have all rubber goods been tested within the required period?

3. Are meters and instruments mechanically sound and electrically operable?

4. Are test equipment fuses properly sized?

5. Are safety interlocks operational and not bypassed?

6. Are safety signs, tags, warning tapes, and other such warning devices readily availableto all employees?

Safety Procedures. Energy control and other such safety procedures must be properlydeveloped and implemented. A few of the key points for procedures include

1. Are written switching orders required for planned outages?

2. Is a written copy of the lockout-tagout procedure available to all personnel?

3. Are all employees trained in electrical safety grounding?

4. Are safety procedures followed for each and every operation or are they bypassed in theinterest of production?

Documentation. Safety electrical one-line diagrams and other such documents are toofrequently ignored and allowed to fall behind or remain inaccurate. The following key

points should be checked for safety-related documentation:

1. Are the electrical portions of the company safety handbook up-to-date and consistentwith currently accepted safety practice?

2. Are copies of all safety standards and practices readily available to all personnel?

3. Is the safety electrical one-line diagram up to date, accurate, and legible?

4. Are accident reporting forms, test sheets, procedures, and other such operational aidsreadily available?



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The Audit Team

Audit teams should be composed of safety personnel, management personnel, and employ-ees. Because of their familiarity with safety auditing techniques, safety personnel should,

generally, be the team leaders. The audit and assessment tasks should be shared equally byall team members.

The number of team members will, of course, depend upon the size of the facility or facil-ities being audited. A minimum of three members is recommended even for very small facil-ities. This will allow representations for safety, management, and employees.

Some companies use the employee safety team to spearhead safety audits. The safetyteam assigns audit personnel, reviews audit results, and continues to follow up on changes.

Audit Tools

The principal tool of the safety audit is the audit form (Figs. 12.2 to 12.7). A form of thistype should be developed for every area involved in the audit. In addition to such forms,audit team members should be supplied with copies of safety procedures, standards, andother such documents. Team members can thus evaluate whether the procedures and stan-dards are being followed or not. Note that the management and employee questionnairescan be used for statistical analysis.

Follow-Up

Emergency or life-threatening problems should be corrected immediately. Problems thatare left uncorrected continue to put employees and equipment at risk. Moreover, majoraudits that find problems which are not corrected send very negative signals to employees.

Follow-up to correct a problem should occur within a very short time after the results ofthe audit. Major safety problems should be corrected immediately. Action on less seriousproblems should begin within 1 month of the audit.

When audit results call for additional employee training, major system modification, orother such long-term expenditures, management should develop the plan within 1 month.No one expects major expenditures to be performed on a short-term basis; however, safetyconsiderations must be met in a timely and effective manner.

The audit report should be written as soon as the audit is complete. The timetable for thecorrection of observed problems should be based on three criteria as follows:

1. How serious is the problem? If an accident caused by this problem would result invery severe injuries or high levels of damage, the problem should be corrected imme-diately. This criterion is the most important of the three, and it should outweigh anyother considerations.

2. What is the likelihood that an accident will occur as a result of the problem noted in the

audit? If there is little possibility of an accident, correction of the problem may be rele-gated to a lower status.

3. How much will it cost to fix the problem?

Internal Versus External Audits

Although companies usually employ their own personnel in the performance of a safetyaudit, sometimes an external firm may be used. Each approach has its own advantages and


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Outdoor Substations

Company

Location

Substation

Date Auditors

General Conditions

Item Comments

Properly fenced

Restricted access

Fence grounding

Rock and gravel (no vegetation)

Corrosion-free

Proper clearances

Danger High Voltage signs

Control room properly ventilated

Additional observations and comments:

FIGURE 12.2 Facilities audit form. (a) Outdoor substations; (b) indoor substation/electrical room; (c) mis-cellaneous outdoor equipment; (d) power transformers; (e) metal-clad switchgear; (f) Motor control centers;(g) battery stations; (h) panel boards. (Courtesy Cadick Corporation.)

R

ating

(a)


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Indoor Substation/Electrical Room

Company

Location

Substation/Area

Date Auditors

General Conditions

Item Comments

Restricted access

Danger High Voltage signs

Improper material storage

Room properly ventilated

Proper clearances

Voltage level markings

General housekeeping

Corrosion-free

Fire extinguishers

Clear egress


FIGURE 12.2 (Continued)

R

ating

(b)


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Miscellaneous Outdoor Equipment

Company

Location

Substation

Date Auditors

Item Comments

Lightning arresters

Air disconnect switches

Capacitor banks

Oil circuit breakers

Reclosers

Fused disconnects

CTs and PTs

Control transformers



R

ating

(c)


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Power Transformers

Company

Location

Substation/Area Designation(s)

Date Auditors

Item Comments

Insulators

Gauges operable

Proper clearances

No signs of leaks

Equipment grounding

Grounding plates

Neutral ground resistors

Proper ventilation

Type of maintenance program

PCB stickers



R

ating

(d)


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Metal-Clad Switchgear

Company

Location


Date Auditors

Item Comments

Door and cover properly secured

Proper ventilation

Proper working space & clearances

Panel identification markings

Circuit identification markings


Protective device indicators


Clear egress

Equipment grounding

Panel meters operative



R

ating

(e)


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Motor Control Centers

Company

Location


Date Auditors

Item Comments


Proper ventilation





Indicators


Clear egress

Equipment grounding

Panel meters operative



R

ating

(f)


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Battery Stations

Company

Location


Date Auditors

Item Comments

Restricted access

Proper ventilation

Eyewash station

Neutralizing solution


Electrolyte level

Signs of out-gassing


Corrosion-free


Clear egress

Equipment grounding

Availability of battery PPE

Battery charger



R

ating

(g)


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Panel Boards

Company

Location


Date Auditors

Item Comments


Proper ventilation






Equipment grounding



R

ating

(h)


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(a)

FIGURE 12.3 Safety equipment audit form. (a) Page 1; (b) Page 2; (c) Page 3. (Courtesy Cadick Corpo

12.23


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(b)

12.24


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(c)

12.25


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FIGURE 12.4 Safety procedures audit form. (Courtesy Cadick Corporation.)

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Company/location: Date: Audi

Document exists Current revision Accessibility

1 = Yes 1 = Yes 1 = Yes

2 = Some 2 = Some 2 = Some

Documentation 3 = No 3 = No 3 = No

Electrical safety manual

Safety procedures

Safety equipment records

Safety equipment manuals

Accident investigation

One-lines

Three-lines

Schematics

Wiring diagrams

SCA and coordination

PM records

Protective device tests

Oil & gas analysis

Grounding tests

Battery tests

FIGURE 12.5 Documentation audit form. (Courtesy Cadick Corporation.)

Maintenancerecords

Engineering

12.27


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Electrical Safety Program

The answers that you provide on this form are critical to the successful implementation

and maintenance of a Zero Incidents Safety Program. Please provide your reaction to

each statement by checking the appropriate box. You may be asked for an interview to

further expand on your answers.

1. I am not able to perform my job safely because I have not been provided

with the right safety equipment.

2. It is not appropriate to point out my coworkers at-risk behavior.

3. Many of the safety procedures we are supposed to follow are unnecessary.4. I follow the correct safety procedures and use the appropriate equipment.

5. Management at my company supports a company, sponsored electrical

safety training program.

6. Management at my company supports the electrical safety program.

7. I would not hesitate to report one of my coworkers who was exhibiting

at-risk behavior.

8. I am provided with all the necessary safety procedures to allow me to per-

form my job safely.

9. My supervisor encourages productivity at the expense of safety.

10. My company says they support the electrical safety program, but in reality

they discourage anything that detracts from production.

11. My supervisor supports the electrical safety program.

12. My coworkers do not follow the correct safety procedures.

13. I enjoy my job.

14. I know what to do in an electrical emergency.

15. My team has adequate skills to perform their job safely and efficiently.

16. My company does not provide adequate skills training.

FIGURE 12.6 Employee audit questionnaire. (a) Page 1; (b) Page 2; (c) Page 3; (d) Page 4. (Courtesy

Cadick Corporation.)

Employee questionnairepage 1 Company/location:

This interview form is anonymous. Please feel free to answer honestly.

Strongly

Agree

Agre

e

Disagree

StronglyD

isagree

(a)


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The following questions are designed to determine your knowledge of the various

safety-related equipment and procedures. Please check the box that best describes your

understanding of the subject matter.

11. Company safety handbook (electrical section)

12. Switching procedures for plant distribution system

13. Voltage measurement procedures

14. Use of drawings (one-lines, schematics, etc.)

15. Lockout/tagout procedures

16. Use of temporary safety grounds

17. First aid and CPR

18. Personal protective equipment usage (tools and clothing)

19. Electrical firefighting

20. Hazard analysis/recognition

21. Tool usage

22. Familiarity with job safety analysis

- Please fill out the form on the next page -




In-depthUnder

standing

Compete

nt

NeedAdditionalTraining

TotallyUnfa

miliar

(c)


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This interview form is anonymous. Please feel free to an

Training TrainingType of training received current Classroom

Print reading

Troubleshooting

National Electrical Code

CPR & first aid

Electrical firefighting

Protective clothing

Hazard risk analysis

Confined space

Fall restraint

Switching procedures

Lockout/tagout

Voltage measurement

Safety grounding

Equipment specific training

Safetyproceduresanduseof

equipment

How trained (check

Directions: Please enter a (Y)es or (N)o into each box.

Training is considered current if it is done within 10 years except CPR, which is 1 year.

(d)

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1. Our electrical employees are not able to perform their job safely because

they have not been provided with the right safety equipment.

2. It is not appropriate for an employee to point out coworkers at-risk

behavior.

3. Many of the safety procedures we are supposed to follow are unnecessary.

4. Our employees follow the correct safety procedures and use the appropri-

ate equipment.

5. I support a company-sponsored electrical safety training program.

6. I support the electrical safety program.

7. I would not hesitate to counsel an employee who was exhibiting at-risk

behavior.

8. The company provides all the necessary safety procedures to allow our

workers to perform their jobs safely.

9. Our supervisors have encouraged productivity at the expense of safety.

10. Our company says they support the electrical safety program, but in real-

ity they discourage anything that detracts from production.

11. All supervisors support the electrical safety program.

12. Our employees know what to do in an electrical emergency.

13. Our electrical team has adequate skills to perform their job safely and

efficiently.

14. Our company does not provide adequate skills training.

15. I am skeptical about the ultimate value of our electrical safetyprogram.

FIGURE 12.7 Management audit questionnaire. (a) Page 1; (b) Page 2. (Courtesy Cadick Corporation.)

Management questionnairepage 1 Company/location:


Strongly

Agree

Agre

e

Disagree

StronglyD

isagree

(a)


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16. The concept of zero incidents is unrealistic.

17. On occasion electrical safety must be compromised for production.

18. The concept of zero incidents is fine in theory but not achievable at a

reasonable cost.19. I am aware of incidents where safety has been compromised for

production.

20. I am committed to correcting, in a timely manner, deficiencies that are

identified by this audit.

21. All of my employees have adequate electrical safety and skills training.

22. I endorse a zero incidents electrical safety program.

23. Electrical safety should never be compromised for production.

24. All of my employees have adequate electrical personal protective equip-

ment.


Management questionnairepage 2 Company/location:


Strongly

Agree

Agre

e

Disagree

StronglyD

isagree

(b)


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disadvantages. Three principal reasons may call for the use of an external consultant in theperformance of a safety audit:

1. Consultants perform such audits on a routine basis and, therefore, tend to be more effi-

cient than inexperienced employees.

2. Consultants tend to be dispassionate and therefore more objective in their analysis.

3. In-house personnel may not be available because of work schedules.

Of course, the use of consultants has some disadvantages as well, such as the following:

1. Consultants lack familiarity with their clients in-house systems and conditions.

2. Employees may not speak as freely with an outsider as they do with their own coworkers.

Seguridad Electrica 12

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