Risk Assessment and Management Instructor Guide
TABLE OF CONTENTS Preface ..............................................................................................................................................7 What is Courseware? ................................................................................................................................ 7 How Do I Customize My Course? .............................................................................................................. 7 Materials Required ................................................................................................................................... 9 Maximizing Your Training Power .............................................................................................................. 9 Module One: Getting Started ........................................................................................................... 11 Housekeeping Items................................................................................................................................ 11 The Parking Lot ....................................................................................................................................... 12 Workshop Objectives .............................................................................................................................. 12 Module Two: Identifying Hazards and Risks ...................................................................................... 13 What Is a Hazard? .................................................................................................................................. 13 What Is a Risk?........................................................................................................................................ 14 Consult with Employees .......................................................................................................................... 15 Likelihood Scale....................................................................................................................................... 16 Case Study............................................................................................................................................... 17 Module Two: Review Questions.............................................................................................................. 19 Module Three: Seeking Out Problems Before They Happen (I) ........................................................... 22 Unique to Your Business ......................................................................................................................... 22 Walk Around ........................................................................................................................................... 23 Long Term and Short Term ..................................................................................................................... 24 Common Issues ....................................................................................................................................... 25 Case Study............................................................................................................................................... 26 Module Three: Review Questions ........................................................................................................... 27
Module Four: Seeking Out Problems Before They Happen (II)............................................................ 31 Ask “What would happen if … ?” ............................................................................................................ 31 External Events ....................................................................................................................................... 32 Worst Case Scenarios.............................................................................................................................. 33 Consequence Scale.................................................................................................................................. 34 Case Study............................................................................................................................................... 35 Module Four: Review Questions ............................................................................................................. 36 Module Five: Everyone’s Responsibility ............................................................................................ 39 See It, Report It! ...................................................................................................................................... 39 If It’s Not Safe, Don’t Do It ...................................................................................................................... 40 Take Appropriate Precautions ................................................................................................................ 41 Communicating to the Organization ...................................................................................................... 42 Case Study............................................................................................................................................... 43 Module Five: Review Questions .............................................................................................................. 44 Module Six: Tracking and Updating Control Measures....................................................................... 47 What Is a Control Measure? ................................................................................................................... 47 Your Business Procedures ....................................................................................................................... 48 Are They Adequate?................................................................................................................................ 49 Updating and Maintaining ..................................................................................................................... 50 Case Study............................................................................................................................................... 51 Module Six: Review Questions ................................................................................................................ 53 Module Seven: Risk Management Techniques .................................................................................. 56 Reduce the Risk ....................................................................................................................................... 56 Transfer the Risk ..................................................................................................................................... 57 Avoid the Risk ......................................................................................................................................... 58 Accept the Risk........................................................................................................................................ 59
Case Study............................................................................................................................................... 60 Module Seven: Review Questions ........................................................................................................... 61 Module Eight: General Office Safety and Reporting........................................................................... 64 Accident Reports ..................................................................................................................................... 64 Accident Response Plans......................................................................................................................... 65 Emergency Action Plan ........................................................................................................................... 66 Training and Education ........................................................................................................................... 67 Case Study............................................................................................................................................... 68 Module Eight: Review Questions ............................................................................................................ 69 Module Nine: Business Impact Analysis ............................................................................................ 72 Gather Information ................................................................................................................................. 72 Identify Vulnerabilities ............................................................................................................................ 73 Analyze Information ............................................................................................................................... 74 Implement Recommendations ................................................................................................................ 75 Case Study............................................................................................................................................... 76 Module Nine: Review Questions ............................................................................................................. 77 Module Ten: Disaster Recovery Plan ................................................................................................. 80 Make It Before You Need It..................................................................................................................... 80 Test, Update, and Repeat ....................................................................................................................... 81 Hot, Warm, and Cold Sites ...................................................................................................................... 82 Keep Documentation Simple and Clear .................................................................................................. 83 Case Study............................................................................................................................................... 84 Module Ten: Review Questions .............................................................................................................. 85 Module Eleven: Summary of Risk Assessment................................................................................... 88 What are the Hazards? ........................................................................................................................... 88 Who Might Be Harmed? ......................................................................................................................... 89
Are Current Control Measures Sufficient? .............................................................................................. 90 If Not, Change Control Measures............................................................................................................ 91 Case Study............................................................................................................................................... 92 Module Eleven: Review Questions .......................................................................................................... 93 Module Twelve: Wrapping Up .......................................................................................................... 96 Words from the Wise .............................................................................................................................. 96 Review of Parking Lot ............................................................................................................................. 96 Lessons Learned ...................................................................................................................................... 96 Completion of Action Plans and Evaluations .......................................................................................... 97
Risk varies inversely with knowledge. Anonymous Preface What is Courseware? Welcome to Courseware.com, a completely new training experience! Our courseware packages offer you top-quality training materials that are customizable, user-friendly, educational, and fun. We provide your materials, materials for the student, PowerPoint slides, and a take-home reference sheet for the student. You simply need to prepare and train! Best of all, our courseware packages are created in Microsoft Office and can be opened using any version of Word and PowerPoint. (Most other word processing and presentation programs support these formats, too.) This means that you can customize the content, add your logo, change the color scheme, and easily print and e-mail training materials.
How Do I Customize My Course? Customizing your course is easy. To edit text, just click and type as you would with any document. This is particularly convenient if you want to add customized statistics for your region, special examples for your participants’ industry, or additional information. You can, of course, also use all of your word processor’s other features, including text formatting and editing tools (such as cutting and pasting). To remove modules, simply select the text and press Delete on your keyboard. Then, navigate to the Table of Contents, right-click, and click Update Field. You may see a dialog box; if so, click “Update entire table” and press OK.
(You will also want to perform this step if you add modules or move them around.)
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If you want to change the way text looks, you can format any piece of text any way you want. However, to make it easy, we have used styles so that you can update all the text at once. If you are using Word 97 to 2003, start by clicking the Format menu followed by Styles and Formatting. In Word 2007 and 2010 under the Home tab, right-click on your chosen style and click Modify. That will then produce the Modify Style options window where you can set your preferred style options. For example, if we wanted to change our Heading 1 style, used for Module Titles, this is what we would do:
Now, we can change our formatting and it will apply to all the headings in the document. For more information on making Word work for you, please refer to Word 2007 or 2010 Essentials by Courseware.com.
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Materials Required All of our courses use flip chart paper and markers extensively. (If you prefer, you can use a whiteboard or chalkboard instead.) We recommend that each participant have a copy of the Training Manual, and that you review each module before training to ensure you have any special materials required. Worksheets and handouts are included within a separate activities folder and can be reproduced and used where indicated. If you would like to save paper, these worksheets are easily transferrable to a flip chart paper format, instead of having individual worksheets. We recommend these additional materials for all workshops:
Laptop with projector, for PowerPoint slides
Quick Reference Sheets for students to take home
Timer or watch (separate from your laptop)
Masking tape
Blank paper
Maximizing Your Training Power We have just one more thing for you before you get started. Our company is built for trainers, by trainers, so we thought we would share some of our tips with you, to help you create an engaging, unforgettable experience for your participants.
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Make it customized. By tailoring each course to your participants, you will find that your results will increase a thousand-fold. o
Use examples, case studies, and stories that are relevant to the group.
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Identify whether your participants are strangers or whether they work together. Tailor your approach appropriately.
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Different people learn in different ways, so use different types of activities to balance it all out. (For example, some people learn by reading, while others learn by talking about it, while still others need a hands-on approach. For more information, we suggest Experiential Learning by David Kolb.)
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Make it fun and interactive. Most people do not enjoy sitting and listening to someone else talk for hours at a time. Make use of the tips in this book and your own experience to keep your participants engaged. Mix up the activities to include individual work, small group work, large group discussions, and mini-lectures.
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Make it relevant. Participants are much more receptive to learning if they understand why they are learning it and how they can apply it in their daily lives. Most importantly, they want to know how it will benefit them and make their lives easier. Take every opportunity to tie what you are teaching back to real life.
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Keep an open mind. Many trainers find that they learn something each time they teach a workshop. If you go into a training session with that attitude, you will find that there can be an amazing two-way flow of information between the trainer and trainees. Enjoy it, learn from it, and make the most of it in your workshops.
And now, time for the training!
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A good rule of thumb is to assume that ‘everything matters’. Richard Thaler
Module One: Getting Started Risk assessment and management is essential for the success of any business. However, many companies do not always take the necessary precautions, which leads to disaster. Successfully managing risks will prevent mistakes, which leads to a safer work environment, happier employees, and increased productivity. Following a few basic steps will place your organization on the path to success.
Housekeeping Items Take a few moments to cover basic housekeeping items.
If you need an opening or a way to introduce the participants to each other, utilize the Icebreakers folder to begin or between breaks during the day.
Let participants know where they can find washrooms, break facilities, and fire exits.
Ask participants to turn off their cell phones or at least turn them to vibrate. If they must take a call, request that they do it outside.
Take this time to encourage the group to ask questions and make this an interactive workshop.
Write the words Respect, Confidentiality, and Practice on a piece of flip chart paper and tape it to the wall. Explain to participants that in order to get the most out of this workshop, we must all work together, listen to each other, explore new ideas, and make mistakes. After all, that’s how we learn!
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The Parking Lot Explain the concept of The Parking Lot to participants.
The Parking Lot is a visible place where you will “park” ideas that arise which are not on the agenda, may be off topic, or are better addressed outside of the program.
At the end of the session, we will review parked ideas and follow up, or make suggestions for your own investigation when you are back at work.
Suggestions for the trainer: 1. If you are working with a large group of participants, you may wish to nominate a recorder to park items as you are facilitating. 2. It’s a good idea to note the name of the contributor along with the parked item. 3. Items noted on the parking lot can be useful to you later as you plan future training sessions.
Workshop Objectives Research has consistently demonstrated that when clear goals are associated with learning, it occurs more easily and rapidly. With that in mind, let’s review our goals for today. At the end of this workshop, participants should be able to:
Identify hazards and risks
Update control measures
Grasp the fundamentals of accident reports
Identify risk management techniques
Outline a disaster recovery plan
Communicate to the organization
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To win, you have to risk loss. Jean-Claude Killy
Module Two: Identifying Hazards and Risks Every organization has both hazards and risks. Identifying hazards and risks is necessary for risk management. Hazards and risks are often confused with each other. Determining the difference between a hazard and a risk will increase the effectiveness of the risk management program.
What Is a Hazard? A hazard is any source of harm. This includes adverse health effects or loss to the organization or employee. Hazards are varied. They include materials, substances, sources of energy, processes, practices, and conditions.
Examples of hazards:
Sharp objects High temperatures Electricity Slippery surfaces Asbestos Chemicals
Once hazards are identified, you can take the opportunity to identify the risks associated with each hazard in your facility.
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Estimated Time
10 minutes
Topic Objective
Introduce hazards. What Is a Hazard?
Topic Summary Practice identifying hazards. Materials Required
01-Hazards
Planning Checklist
None
Recommended Activity
Complete the worksheet individually. Share your answers with the rest of the class.
Stories to Share
Share any personal or relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
What is a hazard?
What Is a Risk? A risk is not a hazard. It is the chance of harm coming from a hazard. This applies to the health, bodily safety, equipment, and property. For example, prolonged exposure to chemicals in the work environment increases the risk of health problems. Noise exposure can place an employee’s hearing at risk. Identifying the hazards in an environment is the first step in risk assessment. The second step is to determine who is at risk from these hazards. The third step is to evaluate the risk, and the final step is to determine the best way to control the risks and provide a safe working environment.
Estimated Time
10 minutes
Topic Objective
Introduce risks. What is a Risk?
Topic Summary Discuss different risks. Materials Required
Flipchart/board, marker
Planning Checklist
None
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Recommended Activity
Ask the participants to share some of the hazards they identified, and list them on the flipchart. List different risks associated with the hazards.
Stories to Share
Share any personal relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
What is a risk?
Consult with Employees Risk management is necessary to protect the company and the employees. Employees are the most valuable resource because risk management directly affects them, and they have a unique understanding of day-to-day operations. It is important to consult employees with any change in the way work is done. When consulting with employees, it is imperative that you communicate clearly and honestly. Provide ample time for the conversation to take place. Finally, it is imperative that you pay attention to everything employees have to say; do not simply pay attention to feedback that supports you current ideas. Examples of When to Consult Employees:
Safety inspections Purchasing or repairing equipment Workflow charts Internal layout Cleaning chemicals
Estimated Time
10 minutes
Topic Objective
Introduce consulting employees. Consult With Employees
Topic Summary Practice determining when employees should be consulted. Materials Required
02-Consult Employees
Planning Checklist
None
Recommended Activity
Complete the worksheet individually. Share your answers with the rest of the class.
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Stories to Share
Share any personal, relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
How should you communicate to employees when consulting them?
Likelihood Scale The likelihood scale is used to determine the likelihood that an event will occur. For example, you would use it to determine the risk of an equipment malfunction. Each risk needs to be scored on the likelihood scale from 0 to 3.
0 – Impossible: There is no possible way that an event can take place. This is rarely used. 1 – Low possibility/Remote possibility: There is a slight risk, 2% or less, of something happening. 2 – Medium possibility/Possible: The event is possible. It has between a 2 and 25% chance of occurring. 3 – High possibility/ Probable: There is a greater than 25% chance that something is going to happen. The event is likely going to occur soon.
Scores should be based on the current data that you have. The reasons for your score should also be recorded. Example:
Risk
Hearing damage
Lab accident
Score
Reasoning
1
Noise pollution is within safe parameters. The office does not have loud consistent noises.
3
Caustic chemicals are used daily, along with dangerous equipment. There is the risk of human error.
Each company will have different risks and scores. Risks with higher scores need to be addressed quickly.
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Estimated Time
10 minutes
Topic Objective
Introduce the likelihood scale. Likelihood Scale
Topic Summary Practice using the likelihood scale. Materials Required
03-Likelihood
Planning Checklist
None
Recommended Activity
Complete the worksheet individually. Share your answers with the rest of the class.
Stories to Share
Share any personal, relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
What does the likelihood scale determine?
Case Study Sean is an outside hire to his new management position. He understands that risk management is important, and he takes the time to go over the incident reports and inspect the facility. An employee tells him that one of the machines needs to be replaced. He says that several employees have come close to being injured while using it. He states the machine does not shut off properly. Sean believes that asking for new equipment this soon is not wise. He points out to the employee that there are no incident reports for the specific piece of equipment. The employee responds that the employees know to be extra careful on the machine, but it is just a matter of time before someone is injured. Sean ignored the request, and the complaints from three other employees. He did nothing about the equipment. Two months later, an employee thought the machine was turned off and got her hand caught in it.
Estimated Time
5 minutes
Topic Objective
Outline the Identifying Hazards and Risks case study. Case study
Topic Summary Discuss the importance of communicating with employees. Materials Required
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None
Planning Checklist
None
Recommended Activity
Discuss the outcome of the case study. What options did Sean have?
Stories to Share
Share any personal, relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
Why was Sean unfamiliar with the machinery?
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Module Two: Review Questions 1. What is Not a potential hazard? a) b) c) d)
Energy sources Substances Practices They are all hazards
Hazards are any potential harm. They include materials, substances, sources of energy, processes, practices, and conditions. 2. A loss to an employee’s property is part of which of the follows? a) b) c) d)
Risk Assessment Hazard Management
Hazards can cause any harm. This includes harm to the employee’s property. 3. What places an employee’s hearing at risk? a) b) c) d)
Noise exposure Chemical exposure Elevated temperature Electrical exposure
All of the answers are examples of risks. Noise exposure is a risk that affects hearing. 4. What is necessary to identify first in risk management? a) b) c) d)
Risks Hazards Communities at risk Control measures
Hazards need to be identified before risks are identified. The first step to the risk management process is identifying the hazards.
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5. When should you consult employees? a) About every change to the way a job is done b) After implementing change c) At meetings d) Whenever you are legally obligated to consult employees It is important to consult employees about every change. They are a valuable resource that should be utilized. 6. What feedback should you pay attention to from employees? a) Supportive feedback b) Critical feedback c) Feedback from middle management d) All of it It is tempting to only acknowledge feedback that is agreeable. It is important, however, to pay attention to all feedback. 7. Which score would you give to an impossible event? a) b) c) d)
1 0 3 2
All of the answers are scores on the likelihood scale. An impossible risk is 0. It is rarely used. 8. Which score would you give to a risk that has a greater than 25% chance of happening? a) b) c) d)
1 0 3 4
All of the answers are scores on the likelihood scale. An event that has over a 25% chance of happening is probable. It is a 3 on the likelihood scale.
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9. What is the complaint about the machine? a) b) c) d)
Takes too long to warm up Does not shut off properly It is old. It is dirty
The employee tells Sean that the machine does not shut off properly. This increases the risk for an injury. 10. Why does Sean ignore the complaint about the equipment? a) b) c) d)
There are no incident reports He does not trust the employee He has already inspected the machine He used the machine himself
Sean ignores the complaint. He points out that the piece of equipment had no recent incident reports.
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Take calculated risks. This is quite different from being rash. General George Patton Module Three: Seeking Out Problems Before They Happen (I) The purpose of a risk assessment is to seek out problems before they happen. This allows you to prevent accidents and emergencies, or you can at least be better prepared when emergency situations do occur. This requires and understanding of the business and vigilance. By paying attention to potential problems, you will improve the overall health and success of your business.
Unique to Your Business Each business will have its unique set of problems. For example, the risk of a retail business will be quite different from the risks that a manufacturing company would face. Pharmaceutical companies would face different risks than financial institutions. Larger organizations that cover multiple areas may find it helpful to breakdown the potential problems for each department. There are some basic risk categories to consider when discovering what is unique to your business: Basic Risks:
Physical Risks: the building, equipment, chemicals, etc. Location Risks: Crime, natural disasters, etc. Human Risks: Intoxication, theft, fraud, human error, etc. Technology Risks: Power, hacking, telecommunications, etc.
Careful consideration will help identify unique problems so that you can address them before they happen.
Estimated Time
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10 minutes
Topic Objective
Introduce finding unique problems. Unique to Your Business
Topic Summary Practice identifying unique problems. Materials Required
04-Unique Problems
Planning Checklist
None
Recommended Activity
Complete the worksheet individually. Share your answers with the rest of the class.
Stories to Share
Share any personal, relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
What makes problems unique?
Walk Around Identifying potential problems requires close inspection of the work area. In order to do this, you need to look at the environment carefully. Inspect each area of the facility for hidden risks and hazards that can cause problems. This requires walking around the entire facility and making note of everything. It is essential to consider every possible use of an area, all materials used, and each tool. Things to Consider When Walking:
How tools are used Different methods used to complete tasks Purpose of each tool Materials used
Make a list of all problems as you notice them. Use this list to guide the risk assessment.
Estimated Time
10 minutes
Topic Objective
Introduce the walk around. Walk Around
Topic Summary Discuss the walk around
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Materials Required
Flipchart/board and marker
Planning Checklist
None
Recommended Activity
Come up with a work area, office, manufacturing, etc. based on the majority of the participants’ experience. Make a list of different tools, workstations, and materials on the flipchart. Ask the students to brainstorm potential problems for each. List these on the flipchart.
Stories to Share
Share any personal, relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
What is necessary to identify potential problems?
Long Term and Short Term When you are identifying potential problems and issues, always keep in mind the long and short term implications. It is easy to focus on the short term problems that require immediate attention. For example, missing safety equipment is a short term problem that has immediate consequences that needs to be addressed quickly. Focusing on short term problems, however, can overshadow long term problems. Long term problems are problems that will develop over time, and because they are not immediate issues, they are easy to ignore. For example, exposure to noise pollution is a long term problem that can lead to hearing loss if it is not addressed in a timely manner. Do not allow the short term risks and problems to prevent you from addressing the long term.
Estimated Time
10 minutes
Topic Objective
Introduce long term and short term problems. Long Term and Short Term
Topic Summary Discuss the difference between long term and short term problems. Materials Required
Flipchart/board and marker
Planning Checklist
None
Recommended Activity
Ask the class to brainstorm a list of potential problems, and list these on the flip chart. Identify each one as long term or short term.
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Stories to Share
Share any personal, relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
Why is it easy to ignore long term risks and problems?
Common Issues When looking for potential problems, it is important to pay attention to common hazards and risks. Most organizations face these potential problems, regardless of the type of business they are. While each company will have its own risks and problems, beginning with the common issues will help you identify basic problems. Many common issues can be resolved by keeping the work area clean and tidy. Examples of Common Issues:
Slip and fall areas Clutter Extension cords Falling objects Indoor pollutants
Estimated Time
10 minutes
Topic Objective
Introduce common issues Common Issues
Topic Summary Identify common issues. Materials Required
05-Common Issues
Planning Checklist
None
Recommended Activity
Complete the worksheet individually. Share your answers with the rest of the class.
Stories to Share
Share any personal, relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
What is a common issues?
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Case Study The QRT manufacturing company was growing. Profits were high, and orders were up, but the company was still in the original space. The owner considered moving to a larger location, but he was not sure if it would be worth the cost. Workstations were placed closer together. Clutter soon developed and parts had to be stacked higher and higher on shelves. One day, an employee tripped over some debris on the floor and fell into the shelving, knocking it on top of him. The employee was injured and damaged two pieces of equipment.
Estimated Time
5 minutes
Topic Objective
Outline the Seeking Out Problems Before They Happen (I) case study. Case Study
Topic Summary Discuss the importance of identifying problems. Materials Required
None
Planning Checklist
None
Recommended Activity
Discuss the outcome of the case study. What different options did the owner have to prevent the problem?
Stories to Share
Share any personal relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
What was positive for the company?
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Module Three: Review Questions 1. A business built on a fault line faces which type of risk? a) b) c) d)
Location Physical Human Technology
The location of a company plays a role in natural disasters. The placement over the fault line is a problem that needs to be addressed. 2. Which of the following is an example of a physical risk? a) b) c) d)
Crime Chemical leak Intoxication Hacking
Chemicals are part of the work environment. They are included under physical risks. 3. Which area of the organization should be walked around? a) b) c) d)
Manufacturing areas Sales area All of it Problem areas
Walking around the organization is necessary to identify problems. It is important to walk around every part of the organization. 4. When should you make a list of potential problems? a) b) c) d)
After the walk around Before the walk around At the end of the day During the walk around
Walking around is necessary for potential problems. Lists should be made during the walk around.
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5. What is an example of a long term problem? a) b) c) d)
Loose wiring Hearing loss to noise Chemical leak Broken equipment
Hearing loss because of noise occurs over time. It is an example of a long term problem. 6. What is an example of a short term problem? a) b) c) d)
Emphysema from asbestos exposure Hearing loss to noise Repetitive motion injury Broken equipment
Broken equipment is a short term problem. The other answers are examples of long term problems. 7. What will help prevent common problems? a) b) c) d)
A clean and neat environment Inspections A trained workforce Nothing
Common issues involve falls and injuries. Keeping the environment clean and neat will prevent many common issues. 8. A slip and fall area is an example of which of the following? a) b) c) d)
Unique issue Hazard Common issue Technology risk
Common issues appear in every organization. Slip and fall areas are common issues.
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9. What developed after the company began to grow? a) b) c) d)
Clutter developed The workspace expanded The electricity went out Nothing
The location became too small for the growing business. Clutter began to develop in the workspace. 10. How did the employee become injured? a) b) c) d)
Chemical spill Electric shock Tripped Wet floor
The employee tripped on debris. This caused him to fall into the shelves and knock them over on him.
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