Job safety analysis is also commonly abbreviated JSA. Depending on the place you work, job safety analysis procedures may also be called Job Handling Analysis or JHA, Job Safety and Environment Analysis or JSEA, Job Hazard Breakdown, Task Risk Assessment and so on.
Whatever your company calls it, JSA is an important part of a safety program for preventing workplace accidents. It is about critically looking at every step of the specific job to identify, assess, and document hazards and safe work practices. It is to help make sure the appropriate controls are in place so that the job is done safely.
The knowledge and competencies of the team carrying out a JSA weighs heavily on how effective the procedure turns out. It is possible to go through refresher training so that the standard of a JSA process can be made better and effective.
It is important to understand that it is not the JSA form that will keep people safe on the job, but the procedures you go through to develop the JSA. It is of less value to be able to see hazards and device controls if important hazards are missed. Always ensure controls are appropriate, requirements are communicated, and controls are put in place and maintained.
The JSA procedure is more than just a piece of paper containing discussed processes. One that is well developed and properly used is an excellent tool. On the other hand, JSA that time is not taken to developed will not just be unable to prevent injury, but can itself be a hazard.
JSA that is not prepared well gives false impression of appropriate controls being in place for a safe job. This may make team members handle the job as a normal or routine one, not be too cautious, and may be caught in unidentified and uncontrolled hazards that were not identified during the toolbox talks.
A JSA ought to be organized by a team familiar with the task. The team should include workers familiar with the job, workers who are going to do the job and if applicable supervisors or other relevant specialist. A team leader should be nominated who is responsible for ensuring that an appropriate JSA procedure is followed.
The team leader should be competent in developing, facilitating and writing JSAs. The team leader does not necessarily have to be familiar with the task under analysis if the selected team members are. The team should involve those who are doing the job and not those who happen to be available at the time.
If competent people are allowed to take part in the JSA and task, it would be rare to skip a step or miss any hazard, and effective or tested controls are likely to be put in place to minimize any hazardous incidence. Workers who participate in operations all the time will have rich job insight.
If possible, all employees who will be involved in the job should contribute to the development of the JSA. This is an effective way of encouraging employees to participate in hazard identification and risk control. It also builds a culture of understanding and compliance with the rules.
Whatever your company calls it, JSA is an important part of a safety program for preventing workplace accidents. It is about critically looking at every step of the specific job to identify, assess, and document hazards and safe work practices. It is to help make sure the appropriate controls are in place so that the job is done safely.
The knowledge and competencies of the team carrying out a JSA weighs heavily on how effective the procedure turns out. It is possible to go through refresher training so that the standard of a JSA process can be made better and effective.
It is important to understand that it is not the JSA form that will keep people safe on the job, but the procedures you go through to develop the JSA. It is of less value to be able to see hazards and device controls if important hazards are missed. Always ensure controls are appropriate, requirements are communicated, and controls are put in place and maintained.
The JSA procedure is more than just a piece of paper containing discussed processes. One that is well developed and properly used is an excellent tool. On the other hand, JSA that time is not taken to developed will not just be unable to prevent injury, but can itself be a hazard.
JSA that is not prepared well gives false impression of appropriate controls being in place for a safe job. This may make team members handle the job as a normal or routine one, not be too cautious, and may be caught in unidentified and uncontrolled hazards that were not identified during the toolbox talks.
A JSA ought to be organized by a team familiar with the task. The team should include workers familiar with the job, workers who are going to do the job and if applicable supervisors or other relevant specialist. A team leader should be nominated who is responsible for ensuring that an appropriate JSA procedure is followed.
The team leader should be competent in developing, facilitating and writing JSAs. The team leader does not necessarily have to be familiar with the task under analysis if the selected team members are. The team should involve those who are doing the job and not those who happen to be available at the time.
If competent people are allowed to take part in the JSA and task, it would be rare to skip a step or miss any hazard, and effective or tested controls are likely to be put in place to minimize any hazardous incidence. Workers who participate in operations all the time will have rich job insight.
If possible, all employees who will be involved in the job should contribute to the development of the JSA. This is an effective way of encouraging employees to participate in hazard identification and risk control. It also builds a culture of understanding and compliance with the rules.
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