KONSEP DASAR
PENCEGAHAN
KECELAKAAN KERJA
Oleh :
Nasrul Sjarief, SE. ME.
nsjarief@yahoo.com
PENDAHULUAN
KECELAKAAN
(Industrial Accident)
• Tidak direncanakan (unplanned)
• Terjadinya tiba-tiba (suddenly)
• Menghentikan proses yg direncanakan
• Tidak diinginkan (undesired)
• Mengakibatkan :
– Meninggal
– Penyakit akibat kerja – Cidera
– Kerusakan asset
– Kerusakan lingkungan – Peningkatan liabilitas
ACCIDENT
NEAR MISS
Near Misses
(nyaris / hampir cidera)
• Perilaku tdk aman, tdk selalu menghasilkan
kecelakaan (Unsafe behaviors don’t always result in accidents)
• Near misses adalah kesempatan emas utk
mencegah kecelakaan kedepan (Near misses are golden opportunities to prevent future issues)
• Jangan abaikan perilaku tdk aman (Don’t ignore unsafe behaviors)
• Banyak hal yg tdk aman dilakukan dan jauhilah itu
(We do a lot of unsafe things and get away with it)
• Nantinya itu akan menciderai diri kita sendiri
(Eventually it will catch up to us)
NEAR MISS
An unplanned, unwanted event that had potential to lead to injury, damage or loss (but did not actually do so)’
Undesired Circumstance
ELEMENT OF ACCIDENT
1. Hazards (potensi bahaya) 2. Iniating events/upsets
(pemicu/penginisiasi kejadian/gangguan) 3. Intermediate events (kejadian antara)
– Propagating (penyimpangan) – Ameliorative (perbaikan)
4. Accident consequences (konsekuensi kecelakaan)
CONSEQUENCES
I D L E
njury amage oss
motion
Happen After
the
ACCIDENT
CAUSES
P E E P
S
lant, Processes, Premises quipment
nvironment EOPLE
ystems of work All of which could not
happen without
REMOVE THE CAUSES PREVENT THE ACCIDENT
TEORI KECELAKAAN
• TEORI DOMINO
• SINGLE FACTOR THEORY
• MULTIPLE FACTOR THEORY
• TEORI 4Ms`
• ENERGY THEORY
• TEORI De Reamer
• Reason’s “Swiss-cheese” Model of Human Error
• The ILCI Loss Causation Model
• Dan lain-lain
I. Teori DOMINO
A B C D E
TEORI DOMINO
(William W. Heinrich 1930’s)
LINGKUNGAN
SOSIAL SIFAT
INDIVIDU
PERBUATAN/
KONDISI BERBAHAYA
KECELAKAAN CIDERA/RUSAK
PERSYARATAN PENGENDALIAN :
~ MENGENDALIKAN DAN MENIADAKAN PERBUATAN/KONDISI BERBAHAYA
(Diluar perusahaan) (Dalam perusahaan)
TEORI DOMINO
Konsep Pencegahan Kecelakaan
Mistake of PEOPLE EFFECT
PERBUATAN BERBAHAYA
(UNSAFE ACTION)
• Menjalankan Mesin/
Peralatan tanpa wewenang
• Menjalankan Mesin/
Peralatan dgn
kecepatan yg tidak semestinya
• Membuat Alat
Pengaman/K3 tidak berfungsi
• Lalai menggunakan APD
• Mengangkat barang dengan cara yg salah
• Mengambil posisi pada tempat yang berbahaya
• Membetulkan mesin dalam keadaan jalan
• Lalai memberikan peringatan atau lupa mengamankan tempat kerja
• Bersenda gurau tidak pada tempatnya
• Memaksakan diri untuk bekerja walaupun sakit
• Merancang /memasang
peralatan tanpa pengaman
KENAPA PERBUATAN TIDAK AMAN DILAKUKAN
• KURANG PENGETAHUAN
• KURANG TERAMPIL/ PENGALAMAN
• TIDAK ADA KEMAUAN
• FAKTOR KELELAHAN
• JENIS PEKERJAAN YG TIDAK SESUAI
• GANGGUAN MENTAL
• KESALAHAN DALAM SIFAT DAN TINGKAH LAKU MANUSIA
KONDISI BERBAHAYA
(UNSAFE CONDITION)
• Pelindung atau
pengaman yang tidak memadai
• Peralatan/ perkakas dan bahan yang rusak tetap digunakan
• Penempatan barang yang salah
• Sistem peringatan yang tidak memadai
• Pengabaian terhadap perkiraan bahaya
kebakaran/peledakan
• Kebersihan lingkungan kerja yang jelek
• Polusi udara di ruangan kerja (gas, uap, asap, debu dsb.)
• Kebisingan yang berlebihan
• Pemaparan Radiasi
• Ventilasi yang tidak memadai
• Penerangan yang tidak memadai
PENYEBAB TERJADINYA KONDISI BERBAHAYA
KONDISI BERBAHAYA ENERGY
SITE &
STRUCTURE MACHINERY
MATERIAL
DISEBABKAN OLEH : -Environmental Stress
-Failures
-Design Characteristics
THE ACCIDENT TRIANGLE
Serious or fatal injury Minor injury
Damage only
No injury or damage Unsafe Acts and Condition
RESULT
CAUSES Substandard Practices And Conditions
HEINRICH`S ACCIDENT TRIANGLE
Serious or fatal injury (0,33%) Minor injury (8,78%)
No injury accidents (90,90%)
Unsafe Acts and Condition
RESULT
CAUSES 3000
1 29
300
THE ACCIDENT TRIANGLE (Bird and Germain 1985)
10 1
30 600
Serious or major injury
Minor injury
Property damage accident
Incident with NO VISIBLE injury or damage (near misses and close call)
FINDING ROOT CAUSE
S 3 - 6
II. SINGLE FACTOR THEORIES
SINGLE FACTOR THEORIES
• PENDAPAT INDIVIDU YANG TIDAK PERNAH MEMAHAMI DAN
MENGETAHUI :
– PENCEGAHAN KECELAKAAN (accident prevention)
– PENYELIDIKAN KECELAKAAN (accident investigation)
III. MULTIPLE FACTOR THEORIES
MULTIPLE FACTOR THEORIES
• V.L. GROSE (1972)
• 4 FAKTOR SISTEM K3 (4 M`s) – MAN
– MACHINE – MEDIA
– MANAGEMENT
KHARAKTERISTIK 4M`S
MAN
• USIA
• JENIS KELAMIN
• FISIK
• SKILL
• SIKAP/PERILAKU
• PENGALAMAN
• RISK PERCEPTION
• PENDIDIKAN/
LATIHAN
• KOMPETENSI
• MOTIVASI
• EMOSIONAL
• INFORMASI
• DSB
KHARAKTERISTIK 4M`S
MACHINE
• UKURAN (size)
• BERAT
• BENTUK
• SUMBER ENERJI
• PENGAMAN MESIN (machine guarding)
• KONSTRUKSI
• MATERIAL
• TYPE OF ACTION/
MOTION
• SPESIFIKASI TEHNIK
• DSB.
KHARAKTERISTIK 4M`S
MEDIA
• SUHU
• LINGKUNGAN PADAT/KUMUH
• KELEMBABAN
• SIRKULASI UDARA
• PENERANGAN/
PENCAHAYAAN
• KEBISINGAN
• DEBU
• EMISI GAS
• UAP/KABUT
• ASAP
• GELAP/PENGAP
• DSB.
KHARAKTERISTIK 4M`S
MANAGEMENT
• MANAGEMENT STYLE
• STRUKTUR ORGANISASI
• SUMBERDAYA
(RESOURCES)
• ALIRAN
KOMUNIKASI
• LEADERSHIP
• MANUAL/JUKLAK/
JUKNIS
• BUDAYA
PERUSAHAAN
• TUGAS POKOK
DAN FUNGSI UNIT ORGANISASI
• KEBIJAKAN DAN PROSEDUR
• INSTRUKSI KERJA
• URAIAN TUGAS
• DSB.
KHARAKTERISTIK 4M`S
CONTROL MEASURES
• STATISTICAL TECHNIQUES
• FAULT TREE
ANALYSIS (FTA)
• EVENT TREE
ANALYSIS (ETA)
• CAUSES AND
EFFECT ANALYSIS
• FISH BONE ANALYSIS
• DSB.
Typical Control Measures
• Eliminate (eq. Remove the hazards)
• Prevent (eq. Prevent cause of hazard)
• Reduce (eq. Reduce the size of hazard)
• Mitigate (eq. Prevent or reduce impact of hazard)
IV. ENERGY THEORY
ENERGY THEORY
• WILLIAM HADDON (1970)
• PENYEBAB KECELAKAAN : TRANSFER OF ENERGY
• TEORI INI DISEBUT JUGA :
energy release theory
• CONTROL STRATEGY : (10)
SUMBER ENERJI
(Energy Sources)
• Enerji diartikan sebagai gerakan atau kemungkinan menimbulkan gerakan;
• Sumber enerji potensial :
Electrical
Mechanical
Hydraulic
Pneumatic
Chemical
Thermal
Gravitational
Speed
SUMBER ENERGI
• Gravitasi :: daya tarik bumi thd massa/bumi, mis.: benda jatuh
• Gerakan : perubahan posisi benda/zat, mis. : gerakan kendaraan, angin, air, posisi tubuh
• Mekanika : energi dari komponen sistem mekanik spt putaran,
getaran dari peralatan yg tdk bergerak, mis.: peralatan
berputar, ban berjalan, sabuk berputar, mesin
• Listrik : keberadaan muatan dan arus listrik, mis.: kabel listrik, trafo, listrik statis, petir, instalasi listrik, battery
• Tekanan : cairan/gas yg
dimampatkan dlm kondisi hampa udara, mis. : pipa bertekanan, bejana, tangki, selang
• Suhu : panas atau dingin, mis. : api terbuka, percikan api,
cairan/gas/uap panas atau dingin, cuaca
• Kimia : energi yg ada dlm bhn kimia apakah sendiri atau mell reaksi, mis. : kebakaran,
eksplosif, toksik, korosif, irritatif, karsinogenik
• Biologi : organisme hidup, mis.:
bakteri, virus, kuman, serangga, jamur, parasit, hewan
• Radiasi : energi yg terpencar dari radioaktif, mis. : las listrik, gelomnbang mikro, sinar laser, bhn radioaktif
• Bahaya bunyi : suara bising dari aktivitas kerja, mis.: getaran,
pelepasan energi tekanan tinggi
ENERGY THEORY
CONTROL STRATEGY
1. MENGHINDARKAN PENGGUNAAN ENERJI BERPOTENSI BAHAYA TINGGI
2. MENEKAN JUMLAH ENERJI YANG DIGUNAKAN
3. MENCEGAH TERLEPASNYA ENERJI 4. MERUBAH TINGKAT ENERJI YANG
TERLEPAS DARI SUMBERNYA
5. MEMISAHKAN ENERJI YANG DILEPASKAN SESUAI DENGAN WAKTU/ TEMPAT
ENERGY THEORY
CONTROL STRATEGY
6. MEMISAHKAN ENERJI YANG AKAN
DILEPASKAN DENGAN BANGUNAN/ ORANG 7. MERUBAH PERMUKAAN BANGUNAN
8. MENGUATKAN KONDISI BANGUNAN /MANUSIA 9. DITEKSI DINI TERHADAP KERUSAKAN
10. MEMPERTAHANKAN KONDISI YANG STABIL
V. TEORI De Reamer (1980)
TEORI De Reamer (1980)
PENYEBAB KECELAKAAN,
DIKELOMPOKKAN DALAM 2 KELOMPOK
1. IMMEDIATE CAUSES (penyebab langsung)
2. CONTRIBUTING CAUSES
(penyebab penyumbang)
IMMEDIATE CAUSE
(PENYEBAB LANGSUNG)
TERMASUK DALAM KELOMPOK INI :
1. UNSAFE ACTS
(perbuatan berbahaya) 2. UNSAFE CONDITIONS
(kondisi berbahaya)
CONTRIBUTING CAUSES
(PENYEBAB PENYUMBANG)
TERMASUK DALAM KELOMPOK INI :
1. KONDISI FISIK PEKERJA
(physical condition of worker) 2. KONDISI MENTAL PEKERJA
(mental condition of worker) 3. KEBIJAKAN MANAJEMEN
(management policies)
PENYEBAB KECELAKAAN (De Reamer Theory)
IMMEDIATE CAUSES
1.PERBUATAN BERBAHAYA
(Unsafe Acts) 2.KONDISI BERBAHAYA (Unsafe Conditions)
CONTRIBUTING CAUSES
1.Manajemen dan Supervisi 2.Kondisi Mental
Pekerja
3. Kondisi Fisik Pekerja
AKIBAT KECELAKAAN
-Cidera
-Kerusakan Asset -Kerusakan Lingkungan
-Berpengaruh thd : -Produktivitas, Kualitas,
Effisiensi Biaya, Loss KASUS
KECELAKAAN
BASIC CAUSES
DIRECT CAUSES INDIRECT
CAUSES
UNSAFE CONDITIONS
UNSAFE ACTS
UNPLANNED RELEASE OF
ENERGY
ACCIDENT
STRUCTURE OF ACCIDENT
IMMEDIATE CAUSES
ORGANISATIONAL CAUSES
CORPORATE INFLUENCES
EXTERNAL INFLUENCES
-Equipment Design
-Working environment -Inspection &
maintenance -Risk perception -Motivation
-Pressure -Fatigue
-Compliances -Competence
-Management/
Supervision
-Communication -Recruitment/
Selection -Training -Planning -Procedures -Incident
Management &
Feedback
-Organisational change
-Ownership and Control
-Safety Mgt system
-Procurement
-Regulation -Political environment -Customers -Public
perception -Economic Factors
INFLUENCES ON ACCIDENT CAUSATION
(Caruana,S.A.- 2004)
PPE
Safety helm/
shoes/
Harness etc
/ELIMINATION
PERSYARATAN PENGENDALIAN
(Control Measures)
VI. SWISS CHEESE
MODEL OF DEFENCE
SWISS CHEESE MODEL OF DEFENCE
The Concept of Accident Causation
Procedures
Plant and Substances
Premises
(workplaces)
Organisation People
First Stage Control :
Control of Input :
- Physical Resources - Human Resources - Information
Objective:
To minimise
hazards entering the organisation
Second Stage Control :
Control of Work Activities : People, Procedures, Plant&Substances, Premises.
Objectives : To Eliminate and minimise risks inside the organisation.
To create a supportive organisational culture.
Third Stage Control :
Control of Outputs : -Products and Services -By Products
-Information Objective :
To minimise risks outside the organi- sation from work activities, products and services
The Job
Defences Safe Acts
Preconditions Line Management Decision Makers
Safe Acts and
Latent Safe Conditions Latent Safe Conditions
No Accident
Defences Unsafe Acts
Preconditions Line Management
Decision Makers
Accident
REASON’S MODEL
Defences Unsafe Acts
Preconditions Line Management
Decision Makers
Window
of Opportunity
Unsafe Acts and Latent
Unsafe Conditions Latent Unsafe Conditions
REASON’S MODEL
Defences Unsafe Acts
Preconditions Line Management
Decision Makers
Accident
Window
of Opportunity
Unsafe Acts and Latent
Unsafe Conditions Latent Unsafe Conditions
SWISS CHEESE MODEL OF DEFENCE
Unsafe Acts Organizational
Factor
Unsafe Supervision
Precondition For Unsafe Acts
Accident &
Injury
Input
Failed or Absent Defenses
Reason’s “Swiss-cheese”
Model of Human Error Causation
Latent Failures
Latent Failures
Latent Failures
Active Failures
Reason’s (1990)
Concept of Latent and Active Failures
(Human Factors Analysis and Classification System)
Four levels of failure :
1. Unsafe Acts;
2. Preconditions for Unsafe Acts;
3. Unsafe Supervision; and 4. Organizational Influences.
Categories of Unsafe Acts
UNSAFE ACTS
Errors Violations
Routine Exceptional Perceptual
Errors Skill-Based
Errors Decision
Errors
ERRORS
Selected Examples of Unsafe Acts SKILL-BASED ERRORS :
• Breakdown in visual scan
• Failed to priorities attention
• Inadvertent use of flight controls
• Omitted step in procedure
• Omitted checklist item
• Poor technique
• Over-controlled the aircraft
ERRORS
Selected Examples of Unsafe Acts DECISION ERRORS :
• Improper procedure
• Misdiagnosed emergency
• Wrong response to emergency
• Exceeded ability
• Inappropriate maneuver
• Poor decision
ERRORS
Selected Examples of Unsafe Acts
PERCEPTUAL ERRORS (due to) :
• Misjudged distance/altitude/airspeed
• Spatial disorientation
• Visual illusion
VIOLATIONS
Selected Examples of Unsafe Acts
VIOLATIONS :
• Failed to adhere to brief
• Failed to use the radar altimeter
• Flew an unauthorized approach
• Violated training rules
• Flew an overaggressive maneuver
• Failed to properly prepare for the flight
• Briefed unauthorized flight
• Not current/qualified for the mission
• Intentionally exceeded the limits of the aircraft
• Continued low-altitude flight in VMC
• Unauthorized low-altitude canyon running
Categories of
Preconditions of Unsafe Acts
PRECONDTIONS FOR UNSAFE ACTS
Substandard Practices of
Operators Substandard
Condition of Operators
Adverse Mental
States
Adverse Physiological
States
Physical/
Mental Limitation
Crew Resource
Mis-mgt
Personal Readiness
Preconditions of Unsafe Acts
Substandard Conditions of Operators
ADVERSE MENTAL STATES :
• Channelized attention
• Complacency
• Distraction
• Mental fatigue
• Get-home-it is
• Haste
• Loss of situational awareness
• Misplaced motivation
• Task saturation
Preconditions of Unsafe Acts
Substandard Conditions of Operators
ADVERSE PHYSIOLOGICAL STATES :
• Impaired physiological state
• Medical illness
• Physiological incapacitation
• Physical fatigue
Preconditions of Unsafe Acts
Substandard Conditions of Operators
PHYSICAL/MENTAL LIMITATION :
• Insufficient reaction time
• Visual limitation
• Incompatible intelligence/aptitude
• Incompatible physical capability
Preconditions of Unsafe Acts
Substandard Practice of Operators
CREW RESOURCE MANAGEMENT :
• Failed to back-up
• Failed to communication/coordinate
• Failed to conduct adequate brief
• Failed to use all available resources
• Failure of leadership
• Misinterpretation of traffic calls
Preconditions of Unsafe Acts
Substandard Practice of Operators
PERSONAL READINESS :
• Excessive physical training
• Self-medicating
• Violation of crew rest requirement
• Violation of bottle-to-throttle requirement
Categories of
UNSAFE SUPERVISION
UNSAFE SUPERVISION
Inadequate Supervision
Planned Inappropriate
Operations
Failed to Correct Problem
Supervisory Violation
Categories of
UNSAFE SUPERVISION
INADEQUATE SUPERVISION :
• Failed to provide guidance
• Failed to provide operational doctrine
• Failed to provide oversight
• Failed to provide training
• Failed to track qualification
• Failed to track performance
Categories of
UNSAFE SUPERVISION
PLANNED INAPPROPRIATE OPERATIONS :
• Failed to provide correct data
• Failed to provide adequate brief time
• Improper manning
• Mission not in accordance with rules/ regulations
• Provided in adequate opportunity for crew rest
Categories of
UNSAFE SUPERVISION
FAILED TO CORRECT A KNOWN PROBLEM :
• Failed to correct document in error
• Failed to identify an at-risk aviator
• Failed to initiate corrective action
• Failed to correct unsafe tendencies
Categories of
UNSAFE SUPERVISION
SUPERVISORY VIOLATION :
• Authorized unnecessary hazard
• Failed to enforce rules and regulations
• Authorized unqualified crew for flight
Categories of
ORGANIZATIONAL FACTORS INFLUENCING ACCIDENTS
ORGANIZATIONAL INFLUENCES
Resource Management
Organizational Climate
Organizational Process
Categories of
ORGANIZATIONAL FACTORS INFLUENCING ACCIDENTS
RESOURCE/ACQUISITION MANAGEMENT :
• Human Resources :
– Selection
– Staffing/manning – Training
• Monetary/budget resources :
– Excessive cost cutting – Lack of funding
• Equipment/facility resources :
– Poor design
– Purchasing of unsuitable equipment
Categories of
ORGANIZATIONAL FACTORS INFLUENCING ACCIDENTS
ORGANIZATIONAL CLIMATE :
• Structure :
– Chain-of-command
– Delegation of authority – Communication
– Formal accountability for actions
• Policies :
– Hiring and firing – Promotion
– Drug and alcohol
• Culture :
– Norms and rules – Values and benefits – Organizational justuce
Categories of
ORGANIZATIONAL FACTORS INFLUENCING ACCIDENTS
ORANIZATIONAL PROCESS :
• Operations :
– Operational tempo – Time pressure
– Production quotas – Incentives
– Measurement/ appraisal – Schedules
– Deficient planning
• Procedures :
– Standards
– Clearly defined objectives – Documentations
– instructions
• Oversight :
– Risk management – Safety programs
HUMAN FAILURE
Latent
Errors Unsafe Plant/
Condition Unsafe acts
INCIDENT
Fail to
recover situation
Failure of mitigation
ACCIDENT
PERSON JOB
ORGANISATION
ACCIDENT MODEL
HUMAN FAILURE TYPES
HUMAN FAILURE
ERRORS
VIOLATIONS
SKILL BASED ERRORS
MISTAKE
SLIP
OF ACTIONS
LAPSE OF MEMORY
ROUTINE
SITUATIONAL EXCEPTIONAL
RULE BASED MISTAKE
KNOWLEDGE BASED MISTAKE
VII. The ILCI Loss Caution Model
The ILCI
Loss Causation Model
Inadequate
Program
Standards
Compliance
Personal Factors
Job Factors Lack of
Control
Basic Causes
Immediate Causes
Substandard Acts and/or Conditions
INCIDENT LOSS
Contact with Energy
or Substance
People, Property,Process
LOSS
Dalam bentuk :
• Kerusakan :
– Peralatan dan sarana – Material/bahan.
• Cidera pada manusia
• Pencemaran lingkungan
• Gangguan proses
INCIDENT
• Insiden diartikan sebagai kejadian, dimana terjadi kontak dengan sumber energi
(kimia, fisik, mekanik, dan biologis) yang tidak direncanakan.
BENTUK-BENTUK INSIDEN
• Menabrak/membentur (struck against)
• Terpukul/tertabrak (struck by)
• Jatuh dari tempat yang lebih tinggi (fall to bellow)
• Jatuh di tempat yang datar (fall on same level)
• Terperangkap masuk (caught in)
• Terperangkap pada (caught on)
• Terjepit (caught between)
• Kontak dengan (caught with)
• Bahan berlebihan (overload)
• Kegagalan mesin/peralatan (equipment failure)
• Bocoran ke lingkungan (environmental release)
IMMEDIATE CAUSES (penyebab langsung)
Terdiri dari :
• Perbuatan berbahaya
(Substandard acts/practice)
• Kondisi berbahaya
(Substandar condition)
BASIC CAUSES
Terdiri dari :
• Factor manusia
(Personal factors)
• Factor pekerjaan
(Job factors)
FAKTOR MANUSIA (personal factors)
Faktor manusia a.l :
• Kurang kemampuan (Inadequate capability)
• Kurang pengetahuan (lack of knowledge)
• Kurang keterampilan (lack of skill)
• Kurang motivasi (improper motivation)
• Mengalami stres (stress)
FAKTOR PEKERJAAN
(job factors)
Faktor pekerjaan a.l :
• Kurang kepemimpinan/pengawasan (Inadequate leadership/supervision)
• Kelemahan perekayasaan (inadequate engineering)
• Kelemahan pengadaan (inadequate purchasing)
• Kurang pemeliharaan/perawatan (inadequate maintenance)
• Kurang peralatan, sarana kerja, material
(inadequate tools, equipment, materials)
• Kurang standar kerja (inadequate work standard)
• Aus atau salah penggunaan ( wear and tear, abuse or misuse)
KELEMAHAN PENGENDALIAN MANAJEMEN
(Lack of Management Control)
Kelemahan pengendalian Manajemen a.l :
• Program yang tidak memadai
(inadequate program)
• Standar dari program yang kurang
memadai
(inadequate program standards)
• Kurang kepatuhan terhadap standar
(inadequate compliance with standard)
HUMAN FAKTOR
HUMAN FACTOR
• The JOB – what people are ask to do
(task/workload/procedures/environment/equipment)
• The INDIVIDUAL – who is doing it
(competence/attitude/capability/risk perception)
• ORGANIZATION – how is the work organized (leadership/resources/culture/communication)
HUMAN FACTOR
JOB
(Health & Safety Executive -1999)
HUMAN ERROR
TERBURU-
BURU SEMBRONO/
MELANGGAR ATURAN
SUKA
MERUSAK MENGHINDAR
DARI
KERUMITAN
TIDAK ADA
PERHATIAN JALAN PINTAS SALAH
ANGGAPAN SALAH
PENGERTIAN SALAH OPERASI
HUMAN FACTOR
JOB FACTOR ORGANISATION AND MANAGEMENT FACTOR
INDIVIDUAL FACTOR
LATENT FAILURE
(KESALAHAN TERSEMBUNYI)
ACTIVE FAILURE
(KESALAHAN AKTIF)
LATENT CONDITION
(K0NDISI TERSEMBUNYI)
JOB FACTORS
• Illegal design of equipment and instruments;
• Constant disturbances and interruptions;
• Missing or unclear instructions;
• Poorly maintained equipment;
• High workload;
• Noisy and unpleasant working conditions.
ORGANIZATION and
MANAGEMENT FACTORS
• Poor work planning, leading to high work pressure;
• Lack of safety systems and barriers;
• Inadequate responses to previous incidents;
• Management based on one-way communications;
• Deficient co-ordination and responsibilities;
• Poor management of safety and health;
• Poor safety and health culture.
INDIVIDUAL FACTORS
• Low skill and competence level;
• Tired staff;
• Individual medical problems;
• Bored or disheartened staff.
Latent Failures
(Human error & Violations)
1. Poor design of plant and equipment;
2. Ineffective training;
3. Inadequate supervision;
4. Ineffective communications;
5. Inadequate resources;
6. Uncertainties in roles and responsibilities.
Latent failure are usually hidden within an organization : SERIOUS CONSEQUENCES
Latent Condition
• The managerial influences;
• Social pressures;
• Influences the design of equipment;
• Influences system;
• Define supervision inadequacies.
INFLUENCING DOMAINS
VIII. KONSEP LAIN DALAM MEMILIH TINDAKAN PENCEGAHAN
KECELAKAAN KERJA
KONSEP LAIN DALAM MEMILIH TINDAKAN
PENCEGAHAN KECELAKAAN
• MELALUI 4E`S : – ENGINEERING – EDUCATION
– ENFORCEMENT – ENTHUSIASM
MELALUI 4E`S
ENGINEERING
• SUBSITUSI
• MODIFIKASI PROSES
• MENEKAN/MENGURANGI JUMLAH INVENTORI
• DISAIN
• ALAT PENGAMAN/PELINDUNG
• WARNING SYSTEM
• DLL
MELALUI 4E`S
EDUCATION
• LATIHAN K3 UNTUK MANAJER, SUPERVISOR, OPERATOR, PEKERJA BARU
• PENGGUNAAN PROSEDUR KERJA AMAN/SOP
• MENGOPERASIKAN MESIN DENGAN BENAR DAN AMAN
• PENGGUNAAN ALAT PELINDUNG DIRI
• PROSEDUR KEADAAN DARURAT
• REGU PENANGGULANGAN KEBAKARAN
• PENILAIAN RISIKO
• DLL
MELALUI 4E`S
ENFORCEMENT
• MEMATUHI PERATURAN/ KETENTUAN/
SYARAT-SYARAT/STANDARD K3
MELALUI 4E`S
ENTHUSIASM
• MELIBATKAN DAN MEMOTIVASI TENAGA KERJA
Three New E words for Leading Safety
E ngineering
E ducation E nforcement
E motion E mphaty
E mpowerment
Traditional Safety
People Based Safety
IX. STRATEGI PENCEGAHAN
KECELAKAAN KERJA
STRATEGI PENCEGAHAN KECELAKAAN KERJA
• DIDASARKAN KEPADA :
– FREQUENCY (KEKERAPAN) – SEVERITY (KEPARAHAN)
– COST (BIAYA) – KOMBINASI
PENDEKATAN DALAM
PENCEGAHAN KECELAKAAN
1. PENDEKATAN REAKTIF
ACCIDENT INVESTIGATION ANALYSIS PREVENTIVE ACTION
PENDEKATAN DALAM
PENCEGAHAN KECELAKAAN
2. PENDEKATAN PROAKTIF
ANALYSIS OF POTENTIAL ACCIDENTS
PREVENTIVE
PROGRAM ACCIDENT
