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Human Factors in Printer Accident Analysis

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18 views2 pages

Human Factors in Printer Accident Analysis

Uploaded by

12msk3452
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
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Home Assignment 5

SCENARIO
Ritzy Printing (RP) is a printing company. The workforce consists of 80 workers, an early shift
manager (ESM) a late shift manager (LSM) and a managing director (MD). The organisation is
generally very busy and regularly takes on workers on short-term (temporary) contracts. The
temporary workers carry out various print-related tasks.
RP currently has a very large order for some brochures, and the delivery date is due very soon.
You have just joined the organisation as their health and safety adviser. The previous adviser
retired two months ago.
The MD has decided that, because of the tasks the temporary workers carry out, a brief
induction session covering the organisation’s history is considered sufficient. As the temporary
workers carry out many different tasks (for which there is no job description) they are shown
how to do the tasks when required, by one of the permanent workers. Once the temporary
workers have been shown what to do, they are left to carry out the tasks by themselves.
Due to an increase in sickness absence, extra temporary workers have been recruited. The MD
is keen to get these new workers started and keep to the target of all deliveries out on time. The
MD offers all workers a bonus as an incentive, if all deliveries are out on time. If this target is
achieved the bonus will be paid at the end of the year to all those workers employed at the time.
The ESM starts to allocate tasks to the temporary workers. These tasks are in the busiest areas
of the organisation, where the most help is required.
A young temporary worker, who started with RP the previous week, has been tasked with
monitoring one of the print runs (which involves a series of large printers, each of which prints a
different colour onto the pages passing through them) in the printing department. The role of
keeping the printers running would normally be carried out by a competent worker, so the young
temporary worker is told that if there are any issues to let the ESM know. There is signage on
the printers supporting this, which states ‘No clearing printer jams without authorisation and
isolation of power’.
Towards the end of the shift, one of the rollers in a printer seems to be jammed. The young
temporary worker is unsure what to do. They lift the interlocking guard (a guard that when in
place prevents the machine from operating) to check if they can see what is jamming the roller.
They do see what the problem is and go to find the ESM. When they cannot find the ESM, they
decide to unjam the printer themselves, as they think this will be helpful. As the young
temporary worker clears the printer jam, the printer unexpectedly restarts, trapping the worker’s
hand between the printer rollers. A second temporary worker is walking by as the accident
happens and immediately calls the emergency services, as they do not know what else to do.
The injured young temporary worker manages to get their hand free from the rollers but is in
considerable pain. The second temporary worker leads the injured worker to reception where a
first-aider carries out emergency first aid.
When the paramedics arrive, they assess the injury and then take the young temporary worker
to hospital. You see the ambulance leave as you arrive for work, so go to find out what has
happened. Initially, you ask the first-aider if you can take a statement from them. They agree, so
you go to find somewhere more private to carry out the interview. The second temporary worker
returns to the printing department.
As soon as the ESM hears what has happened, they arrange for the printer to be restarted. The
ESM then telephones the MD, who is off site, meeting a perspective customer. The MD is
annoyed by the interruption. The MD tells the ESM that as the early shift has nearly finished,
they should investigate the accident the following morning. The MD also asks if the print run has
recommenced. The ESM knew the MD would ask this and is pleased to be able to tell them that
it has.
IG1_IGC1-0023-ENG-OBE-QP-V1 March 2023 © NEBOSH 2023 page 3 of 5
The LSM has arrived for their shift and is told by the ESM that there has been an accident, but it
has been dealt with and the printer is operating as normal.
You have finished taking the first-aider’s statement and, assuming the ESM will have started the
investigation, you go to the printing area to see how it is progressing. You ask the ESM if they
saw what happened. The ESM confirms that they did not, and that the MD has told them to
investigate in the morning. You are surprised by this. You ask where the accident happened and
are pointed towards the print run that is in operation. Confused, you ask why the accident scene
has not been preserved. The ESM explains that there is a very tight deadline with the current
order and there was nothing to see. During their interview, the first-aider mentioned that another
temporary worker witnessed the accident. You ask the ESM where that worker is now, and they
reply that the worker will have gone home as their shift has finished. The ESM then leaves for
the day.
The LSM is keen to help with the investigation, so you ask them for the existing health and
safety documentation. They say that all the risk assessments were completed by your
predecessor, and they are not sure where the risk assessments are. They do, however, provide
you with the maintenance log for the printer involved; the last entry logged was in December
2019. You recommend that the printer is taken out of commission and not used until the
investigation is completed, but the LSM tells you that the MD has given instructions for the print
run to continue.
Human Resources (HR) have provided you with a telephone number for the temporary worker
who witnessed the accident. You telephone them and ask if they are okay. The worker explains
that what they saw was very upsetting. They ask how the injured worker is. You reply that you
still need to speak to the hospital, but you will keep them updated. You ask the worker to
describe what happened. You thank them for answering your questions and say that you will
talk to them again when they are back at work. After this, you get an update on the injured
worker’s condition. You plan to go to the hospital later to speak to the injured worker.
You return to your office and search for filed risk assessments. You eventually find one for the
printer which is dated 2017. It covers the use of the printer but does not cover how printer
breakdowns are fixed. You return to the LSM and ask if the printers frequently jam, and if there
is any additional documentation that covers how to unjam the printers. The LSM replies that the
printers do jam and, as far as they are aware, the previous health and safety adviser was
working on a safe work method for this.
RP was later found guilty of contravening International Labour Organisation R164 - Occupational Safety
and Health Recommendation,1981 (No. 164). They were fined €20 000 and ordered to pay costs of €8
547.60.

Question:

Human factors contributing to the accident with the printer


What individual human factors could have influenced the behaviour of the young temporary worker
injured while unjamming the printer?

Note: You should support your answer, where applicable, using relevant information from the scenario

Common questions

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Several human factors contributed to the accident. Firstly, the lack of formal training and reliance on informal on-the-job instruction created an environment where inexperienced workers might overlook safety protocols. Secondly, the high-pressure environment with tight deadlines likely induced stress and a rushed approach to tasks. Thirdly, the signage indicating 'No clearing printer jams without authorisation and isolation of power' was not adhered to, possibly due to a combination of insufficient supervision and the temporary worker's perceived need to solve the problem independently for immediate efficiency gains . Finally, communication failures were evident as the ESM was not available when needed, and prior safety measures—like the need for power isolation—were not emphasized sufficiently in practice .

The organizational culture at Ritzy Printing emphasizes operational efficiency and meeting deadlines over thorough safety practices, contributing to significant safety risks. This is evident in the prioritization of keeping up with tight delivery schedules over conducting immediate safety investigations, resulting in the continuation of the printer operation post-accident. The lack of structured induction and training specific to safety protocols for temporary workers further exacerbates these risks, as these workers are often left to learn through informal means without comprehensive understanding of necessary safety measures .

Failure to update risk assessments for printer operation can have severe consequences, including increased likelihood of workplace accidents due to unidentified risks and outdated protocols being in place. This oversight may lead to legal repercussions if found non-compliant with occupational safety standards, as evidenced by Ritzy Printing's fine and charges for not adhering to International Labour Organisation guidelines. Additionally, it represents a failure in due diligence, potentially resulting in reputational damage and strained employer-employee relations due to perceived negligence .

Ritzy Printing was fined under International Labour Organisation R164 due to their failure to maintain a safe and healthy working environment. This fine highlights significant lapses in their safety practices, particularly in the areas of risk management, staff training, and compliance with established safety protocols. It indicates that Ritzy Printing did not adequately address foreseeable hazards or provide sufficient safety measures and training to prevent such incidents, reflecting systemic issues in their approach to occupational safety .

The absence of clear job descriptions for temporary workers can compromise both safety and operational efficiency. Without defined roles, temporary workers may be tasked with assignments beyond their expertise, increasing the risk of accidents, as they might not possess the necessary skills or knowledge to address unexpected issues safely. This ambiguity can also lead to inefficiencies, as workers might face uncertainty about their responsibilities, disrupting workflow continuity and productivity .

Ritzy Printing should undertake several measures to improve safety protocols. First, they need to institute comprehensive training programs with clear emphasis on safety procedures, especially for temporary workers. Updating and regularly reviewing risk assessments to include all potential hazards, such as printer jams, is critical. Third, establishing a robust incident investigation protocol is necessary to ensure immediate and thorough analyses of accidents. Finally, fostering a culture valuing safety as a core priority by integrating safety performance into operational metrics could reinforce their commitment to worker welfare .

Failing to preserve the accident scene has significant implications for Ritzy Printing. It compromised the integrity of any subsequent investigation by removing or altering potential evidence needed for determining the cause of the accident, thereby hindering the ability to learn from the incident and prevent future occurrences. This oversight could lead to regulatory penalties for not complying with workplace safety protocols. Additionally, it might extend legal liabilities if the inadequacy in dealing with the accident becomes evident in a formal inquiry or lawsuit .

Reliance on informal training is particularly risky at Ritzy Printing because such an approach lacks standardized content and delivery, leading to inconsistent skill and knowledge acquisition among temporary workers. Informal training doesn't ensure critical safety measures, like the operation and troubleshooting of complex machinery, are properly understood. This can increase the likelihood of incidents, as inexperienced workers may not recognize or properly react to dangers, as was the case with the young worker who attempted to clear a printer jam without following proper lockout procedures to ensure safety .

The accident was not thoroughly investigated immediately due to a combination of organizational priorities and procedural lapses. The Managing Director's focus on meeting tight deadlines meant that operational continuity was prioritized over the investigation. Furthermore, the Early Shift Manager deferred the investigation to the following morning as per the MD's instructions, demonstrating a lack of urgency in health and safety matters . Additionally, there was a lack of protocol to preserve the accident scene, further indicating inadequate preparedness in handling such incidents .

The MD's decision to prioritize production over immediate accident investigation poses ethical concerns, primarily around the disregard for employee safety in favor of operational output. This decision underscores a potential valuing of profit and deadlines over worker welfare, creating an ethically compromised environment where safety may be perceived as secondary. It could potentially lead to a culture where regular safety breaches become normalized, threatening long-term sustainability and moral integrity of the company .

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