OVERVIEW ACCIDENT CAUSATION MODEL

Accident Investigation, YK, 11

ACCIDENTAN UNPLANNED, UNEXPECTED EVENT THAT INTERFERES WITH OR INTERRUPTS NORMAL ACTIVITY & POTENTIALLY LEADS TO PERSONAL INJURY OR DOLLAR LOSS (EQUIPMENT DAMAGE).

TERMS ACCIDENTResult from contact with a substance or source of energy above the threshold limit of the body or structure

INCIDENTan undesired event which could or does result in a loss

TYPE OF ACCIDENTMINOR ACCIDENTS :Such as paper cuts to fingers or dropping a box of materials.

MORE SERIOUS ACCIDENTmore serious accidents that cause injury or damage to equipment or property. Such as a forklift dropping a load or someone falling off a ladder

ACCIDENT THAT OCCUR OVER AN EXTENDED TIME FRAMEAccidents that occur over an extended time frame: such as hearing loss or an illness resulting from exposure to chemicals

THE ACCIDENT NEAR-MISS Also know as a Near Hit An accident that does not quite result in injury or

damage (but could have). Remember, a near-miss is just as serious as an accident!

LOSSCedera manusia accident incident citra

Nilai saham Peluang pasar

Kerusakan materi

Kerugian produksi

Ganti rugi

ACCIDENT CAUSATION MODEL Digunakan Accident Causation Model

sebagai metodologi ilmiah dalam investigasi kecelakaan Tujuannya Membantu menentukan penyebab kecelakaan

sampai pada root causes Menentukan klasifikasi/jenis kecelakaan yang logis Menentukan pencegahan yang tepat

ACCIDENT CAUSATION MODEL Heinrich Model

Bird &Loftus Model The Damaging Energy Model Surrey Model The Task - Demand Model MORT (Management Oversight Risk Tree) The System Theory Epidemiology Approach

Ancestry Environment

Fault of Person

Domino Theory

Unsafe Condition Unsafe Act

ACCIDENT

HEINDRICH MODEL 1931

LOSS

HEINDRICH MODEL 1931Domino Theory

STRATEGI PENCEGAHAN Dengan 3E :Safe Place 1. Education 2. Enforcement Safe People 3. Engineering

BIRD AND LOFTUS MODELLACK OF MANAGEMENT CONTROLKelemahan fungsi-fungsi manajemen, Leadership, pengawasan, standard kerja, standard performance, correction error.

INDIRECT / Basic CausePersonal knowledge, skill, motivation, physical or capability work problems. Work standard design, abnormal use

DIRECT / Immmediate CauseUNSAFE ACTS UNSAFE CONDITION

ACCIDENT LOSS

BIRD AND LOFTUS MODELPersonal FactorsPengetahuan & Ketrampilan Kurang waspada thd hazard Pengetahuan ttg pekerjaan Ketrampilan kerja Instruksi yang sesuai

External FactorsManajemen Purchasing practices gagal menetapkansafety equipment kedalam spesifikasi. Gagal supervisi, Menginformasikan dan menginstruksikan regulasi

Konflik Motivasi Hemat waktu & tenaga Cegah cape , lelah tuntutan untuk bebas mencari perhatian

Peralatan faktor disain

Tugas diluar kapasitas mental information overload disain kerja yang buruk diluar kemampuan pekerja

Aktivitas pihak III poor work practices inadequate or careless maintenance contractors group norms

The Damaging Energy Modelgravitasi - Orang jatuh - Objek jatuh Heat - UV - Laser - Visible - Kendaraan - Objek - Mesin

Listrik - Kendaraan - Objek - Mesin

Light

Kinetic (motion)

biomekanik

Potential Radiation Chemical - Radiasi - Toksisitas

Surrey ModelTAHAP DANGER BUILD UP

Surrey ModelTAHAP DANGER BUILD UP

Tanda bahaya muncul ?Yes

Tanda bahaya muncul ?

Persepsi

Persepsi

Melihat bahaya itu ? Tahu bahaya itu ?

Melihat bahaya itu ? YesYes

Proses Kognitif

Yes Tahu?bahaya itu ? Tahu cara menghindarinya

Yes

Proses Kognitif Respon fisiologik

Keputusan utk Tahu caramenghindarinya ? Yes menghindarinya ? Sanggup menghindarinya ? YesNo

Respon fisiologik

YesNo No

No No Keputusan utk menghindarinya ? No YesNo Hazard Hazard

Yes

Imminent Danger

Sanggup menghindarinya ? YesNo YesNo Hazard

No

No

No

No

NoHazard Imminent Danger

Surrey ModelTAHAP EMERGENCYTanda bahaya muncul ? Melihat bahaya itu ?

Yes

Persepsi

Tahu bahaya itu ?

Yes

Proses Kognitif

Tahu cara menghindarinya ? Keputusan utk menghindarinya ?

Yes

Yes

Respon fisiologik

Sanggup menghindarinya ?

Yes No

No

No

No

No

No

YesNo Damage Injury / Damage

The Task Demand Model

Performance2

1

Demand of tasks

MORT

Management Oversight and Risk Tree

M OR T

Accidents Damage Loss Oversight Ommisions Control factorsAnd Accepted risks

Management systems

Oramelioration

AccidentAnd

Policy

Implementation

Risk assessment

IncidentPreceding incidents Energy flow

Barriers

People in Energy channel

OrInformation system Design and planning Operational readiness Maintenance Supervision

PETERSONS ACCIDENT/INCIDENT THEORY

OVERLOAD Pressure Fatigue Motivation Drugs Alcohol Worry

ERGONOMICS TRAPS Incompatible workstation Incompatible expectations

DECISION TO ERROR Misjudgment of the risk Unconscious decision to err Logical based on the situation

HUMAN ERRORSYSTEM FAILURE Policy Responsibility Training Inspection Correction Standard

ACCIDENT

INJURY DAMAGE

EPIDEMIOLOGICAL THEORY

OVERLOAD Susceptibility of People Perception Environmental Factors

DECISION TO ERROR Risk Assessment by Individual Peer pressure Priorities of the Supervisor Attitude

Can cause or Prevent Accident

SYSTEM THEORYSUCCESSFUL TASK FEEDBACK

MAN

MACHINE ENVIRONMENT

I N F O

DECISION

RISK

T A S K

SYSTEM THEORYUNSUCCESSFUL TASK FEEDBACK S T R E S S S O R

MAN

MACHINE ENVIRONMENT

I N F O

DECISION

RISK

ACCIDENT

T A S K