WRITTEN BY GARY SMITH, APARTMENT BUILDING MANAGEMENT WORKERS COMPENSATION SELF INSURED FUND
Is there any value associated with a “near miss?” Most emphatically, yes! Near misses are “improvement opportunities” that, when properly managed, will result in the prevention of workplace injuries. Near miss management is being used by small, mid and large-sized businesses, government agencies, and non-profits around the world to proactively improve workplace injury rates with great success. [1]
What is a near miss?
A near miss is an unplanned event that did not result in injury, illness, or damage – but had the potential to do so or an opportunity to improve safety, health, environmental and security of an operation based on a condition or an incident with potential for more serious consequence.
Near misses are also presented visually as in the Accident Pyramid diagram, which was first developed by Frank E. Bird, Jr. and is now widely accepted by most risk management professionals. [2]
Investigation has shown that for every serious injury there are a greater number of preceding minor injuries and accidents with limited impact. Lastly, at the base of the triangle, near misses with little or no significant damage appear with the greatest number. It is recognized that by focusing on near misses it is possible to reduce the probability of having minor and serious injuries. By paying special attention to the pyramid’s base and using the information extracted from this relatively large number of incidents, it is possible to identify potential problems. Addressing such problems as soon as they are recognized enables organizations to reduce the probability of accidents and/or to minimize the damage that an accident might cause if it actually takes place. [1]
What does near miss management involve?
The process for effective near miss management developed by the Risk Management and Decision Processes Center at The Wharton School, University of Pennsylvania is shown, in part, here.
8 Steps of an Effective Near Miss Process
1. Identification
Recognizing an incident or a condition as a “near miss.” To execute this step successfully there must be a clear definition of a near miss and the means to ensure that every individual across an organization knows this definition at all times.
2. Disclosure (Reporting)
Having a clear and simple procedure for reporting encourages this process and increases the probability of reporting.
3. Prioritization
This step determines the path to be followed in the subsequent steps; the level of attention that will be given to the incident, the depth of analysis that will be performed in finding causes, the amount of resources that will be dedicated to finding and implementing solutions, and the extent to which the information about this incident will be disseminated.
4. Distribution
Based on the priority and the nature of a near miss, the information is distributed to the people who would be analyzing the cause of incidents.
5. Identification of Causes (Causal Analysis)
This step includes identification of both direct- and root- causes of a near miss.
6. Solution Identification
The most important feature of this step is looking for a solution for each identified cause. Sometimes, several causes can be corrected with a single solution. In other there may not be a feasible, effective solution, hence a less than ideal corrective action may need to be taken. In the end, each cause must have been addressed.
7. Dissemination
Once solutions are identified the information should be communicated to the people who will execute these decisions assuming they have not been part of the solution identification process. Another function of this step is to inform all possible interested parties of the particular near miss such as customers, contractors, suppliers and others.
8. Resolution (Tracking)
Once solutions are identified and implementers are informed, it is important to track all suggested changes to ensure that they are properly executed. Also, when all the changes are completed, for future encouragement purposes, the reporter of the near miss should be informed of the results from his/her identification of a given near miss. n
For additional assistance with developing and implementing a near miss management process in your workplace, please contact Gary Smith, CRM, at (517) 338-3367 or Gary.Smith@cmi-yorkrsg.com.
References:
[1] Near miss: A Tool for Integrated Safety, Health, Environmental and Security Management by Ulku G. Oktem, PhD – The Wharton School, University of Pennsylvania, Risk Management and Decision Processes Center. November 14, 2002.
[2] Practical Loss Control Leadership 3rd Edition by Bird, F. E., Jr.; Germain, George L. January 28, 1996.