Critical Job/Task
Analysis and
Procedures
INTRODUCTION
The whole purpose of this session is to teach the supervisor how to
make a proper job analysis of any job so that he will have confidence
that the procedure established for doing the job, is in effect, the proper
one.
Many supervisors follow a procedure that has been passed along
by word of mouth from the manager or another responsible
supervisor.
A large group of supervisors may have written procedures they
follow… but what they use is frequently a combination of several,
all related to the job.
It is not uncommon in business operations for quality control,
production control, safety, and other groups to each have its own
procedures for doing the same job.
Our purpose is to teach the supervisor how to
use the result of the job analysis to establish
one standard job procedure that is on record,
and available for his reference and continued
used.
The Unified or Total Job Concept
• The proper job analysis and standard procedure
is based on the concept that all elements of a
worker’s job, such as quality, production, safety and
health, are inseparable.
• The “standard job procedure” is a tool for
teaching the most systematic way to do a critical
job consistently with maximum efficiency.
• The “proper job analysis” is a tool to provide
assurance that all important aspect of a job have
been considered and evaluated, in order to
determine one unified (or “total”) procedure for
doing the job the proper way.
JOB – is a definite sequence of steps or activities
that a person engages in to perform a work
assignment
The Basis for Need
All aspects of the total job (such as safety, quality and
production) are so interrelated and interdependent that it
is impossible to separate them without endangering the
efficiency of any one or all those important ones.
Optimum job performance requires the most efficient use of
People, Equipment, Materials & Equipment. These sub-
systems are also so interrelated that they cannot be
considered separately without the risk of degrading job
performance.
The Framework of PJA
Determine the critical job to be
analyzed
Break the job down into orderly
sequence of steps
Determine potential for downgrading
incidents
Make an “efficiency check” of each job
step
Develop recommendation controls
Write the Standard Job Procedure
(SJP)
1) Selecting jobs for analysis
Past loss experience
Potential for big loss
Probability of recurrence
The new or unknown
KEY QUESTIONS TO AID DECISION-MAKING IN PJA
POTENTIAL LOSS CLASSIFICATION
What is the probable severity of loss if this event
should recur? ________Minor ________ Serious
_______Major _________ Catastrophic
RECURRENCE PROBABILITY CLASSIFFFICATION
What is the probability that this event will recur?
_________ Negligible _________ Low ___________
Moderate ________ High
2) Job Break-Down into Steps:
There is usually a particular order of steps that is
best to do the job most effectively, and it is the
orderly sequence of steps that will eventually
become the basis for the proper job procedure.
Every aspects of the job, including safety, quality
and production, should be considered.
To illustrate the most efficient way to do the job,
the breakdown must include all major steps that
are critical to doing the job right.
The decision to include or not include steps can
also follow the line of thinking used in selecting
the job to begin with.
3) Determining Potential for Downgrading Incidents
Following the job breakdown,
Each step should be analyzed to determine whether there
are or could be any aspects of the job related to PEME that
could result in downgrading incidents.
Each job step should be analyzed to determine whether there
is any potential for contacts that would downgrade any step of
the job.
The purpose of this part of the PJA is not to attempt to
come up with solutions at this time, but rather to make sure
that every potential loss problem has been identified.
The supervisor should use the PJA worksheet to list all
factors observed that could result in a downgrading
incident.
No attempt should be made to recommend proper
procedures until the efficiency check has been conducted.
4) The Efficiency Check
This is the portion where the supervisor now has an
opportunity to find deficiencies in performance that he
can eliminate.
In order that the best result be achieved, it is
suggested that no deliberate thought be given to the
recommended solutions or procedures and control
until an efficiency check has been given each aspect
of the job.
Supervisor are usually amazed at the resulting
efficiencies that come to mind when ten questions
suggested below are applied to each aspect of the
job.
Ten Probing Questions
1. What is its purpose?
2. Why is it necessary?
3. Is this the most efficient way?
4. How can it be done more
efficiently?
5. What is needed to do it better?
6. Where should it be done?
7. When should it be done?
8. Who is best qualified to do it?
9. Does it meet all standards?
10. What else could make it more
efficient?
As these questions are asked,
The supervisor must think in terms of safety,
quality and production,
As well as people, equipment, material and
environment.
They serve to emphasize these areas in more
details.
As deficiencies in existing aspects of the job
are noted, one or more solutions can be
applied to bring about improved efficiency.
5) Develop Recommended Control
The job procedure solution
The job environment solution
The method change solution
The reduced frequency solution
6) Mechanics/Methods in PJA and SJP
Proper Job Analysis by Observation
Proper Job Analysis by Discussion
OBSERVATION – tells how the job is being
done and not how the people think it ought
to be done.
Job Breaking:
1. Select the right worker to observe
2. Explain the purpose of PJA
3. Observe the job and record an initial breakdown
4. Check breakdown with worker
5. Record basic steps of job breakdown
6. Determine all potential downgrading incidents
7. Make efficiency check
8. Develop recommended controls
9. Special interest groups should be contacted
10. Write the Standard Job Procedure
DISCUSSION – the principle is basically the
same as in observation.
Soliciting the participants for group
discussion is the first important order of
business for the supervisor.
He should select several workers, utilizing
the line of thinking mentioned before, and
proceed to go through an orderly
development of each phase of the
analysis described for the observation
method.
Job breakdown by the discussion method –
Leader uses his group how the job is done. Each
step must be covered and discussed thoroughly.
Listing potential downgrading incidents – Once
discussed, the group should recognize the potential
for downgrading incidents.
Making efficiency check – After steps and
downgrading incidents have been listed, the group
should have an explanation of the purpose and
value of efficiency check
Develop recommended controls – Can be
developed into SJP.
Upper Management Practices
• A number of practices are utilized by members of
upper management at various levels to maintain
control of the work involved with a Standard
Procedure Program.
These are some of the most common practices:
Executive Management Endorsement
Training of Management Personnel
The Establishment of SJP Objectives
Measuring Performance
Program Enforcement
JOB HAZARD
ANALYSIS
WHAT IS A JOB HAZARD ANALYSIS?
• A job hazard analysis (JHA), also called a job safety
analysis (JSA), is a technique to identify the dangers
of specific tasks in order to reduce the risk of injury to
workers.
Why is a JHA important?
• Once you know what the hazards are, you can reduce or
eliminate them before anyone gets hurt.
• The JHA can also be used to investigate accidents and
• To train workers how to do their jobs safely.
INSTRUCTIONS FOR CONDUCTING A JOB
HAZARD ANALYSIS
HOW TO START ?
• Involve employees
• Discuss what you are going to do and why
• Explain that you are studying the task, not employee
performance
• Involve the employees in the entire process
INSTRUCTIONS FOR CONDUCTING A JOB
HAZARD ANALYSIS
SET PRIORITIES
Consider giving priority to:
• jobs with the highest injury or illness rates;
• jobs where there have been “near misses” – where an incident
occurred but no one got hurt;
• jobs where you have identified violations of OSH standards;
• jobs with the potential to cause serious injuries or illness, even if
there is no history of such problems;
• jobs in which one simple human mistake could lead to severe injury;
• jobs that are new to your operation or have been changed; and
• jobs complex enough to require written instructions.
INSTRUCTIONS FOR CONDUCTING A JOB
HAZARD ANALYSIS
HOW TO DO IT
1. Break the job task into steps.
EXAMPLE:
JOBS STEPS POTENTIAL HAZARDS PROTECTIVE MEASURES
1. Reach into box to the
right of the machine,
grasp casting and carry
to wheel.
2. Push casting against
wheel to grind off burr.
3. Place finished casting
in box to the left of the
machine.
INSTRUCTIONS FOR CONDUCTING A JOB
HAZARD ANALYSIS
HOW TO DO IT
Identify the hazards of each step. For each hazard,
ask:
• What can go wrong?
• What are the consequences?
• How could it happen?
• What are other contributing factors?
• How likely is it that the hazard will occur?
INSTRUCTIONS FOR CONDUCTING A
JOB HAZARD ANALYSIS
EXAMPLE:
JOBS STEPS POTENTIAL HAZARDS PROTECTIVE MEASURES
1. Reach into box to the Strike hand on edge of
right of the machine, metal box or casting; cut
grasp casting and carry hand on burr. Drop casting
to wheel. on toes.
2. Push casting against Strike hand against wheel,
wheel to grind off burr. sparks in eyes. Wheel
breakage, dust, sleeves
get caught.
3. Place finished casting Strike hand against metal
in box to the left of the box or casting.
machine.
INSTRUCTIONS FOR CONDUCTING A
JOB HAZARD ANALYSIS
Review the list of hazards with employees who do
the job.
Discuss what could eliminate or reduce them.
INSTRUCTIONS FOR CONDUCTING A
JOB HAZARD ANALYSIS
ELIMINATE OR REDUCE HAZARDS
Safer way to do the job
Describe each step
Be specific – don’t use generalizations like “Be Careful”
Changes in equipment
Equipment changes, or engineering controls, are the first choice because
they can eliminate the hazard
e.g. machine guards, improved lighting, better ventilation
INSTRUCTIONS FOR CONDUCTING A
JOB HAZARD ANALYSIS
ELIMINATE OR REDUCE HAZARDS
Changes in work processes
Administrative controls, or changes in how the task is done, can be used if
engineering controls aren’t possible
e.g. rotating jobs, changing the steps, training
Changes in personal protective equipment
When engineering and administrative controls aren’t possible or don’t
adequately protect the workers, use personal protective equipment
e.g. gloves, hearing protection
INSTRUCTIONS FOR CONDUCTING A
JOB HAZARD ANALYSIS
EXAMPLE:
JOBS STEPS POTENTIAL HAZARDS PROTECTIVE MEASURES
1. Reach into box to the Strike hand on edge of Provide gloves and safety
right of the machine, metal box or casting; cut shoes.
grasp casting and carry hand on burr. Drop casting
to wheel. on toes.
2. Push casting against Strike hand against wheel, Provide larger guard over
wheel to grind off burr. sparks in eyes. Wheel wheel. Install exhaust
breakage, dust, sleeves system. Provide safety
get caught. goggles. Instruct employee
to wear short sleeved shirts.
3. Place finished casting Strike hand against metal Provide tool for removal of
in box to the left of the box or casting. completed stock.
machine.
Assign Actions
• Accountability for carrying out actions should be clearly
assigned, understood, and initialed by the respective
person indicating their personal commitment and
accountability for that action.
Assign Actions
It is important to assure that all members of the work
team understand the actions that must be put in place
to assure safety and protect the environment while the
job is performed. This will assure personal accountability
and allow everyone to be clear who will implement the
action
INSTRUCTIONS FOR CONDUCTING A JOB
HAZARD ANALYSIS
What do I do next ?
Correct the unsafe conditions and processes.
Train all employees who do the job on the changes
Make sure they understand the changes
INSTRUCTIONS FOR CONDUCTING A JOB
HAZARD ANALYSIS
What do I do next ?
Review the JHAs.
You may find hazards you missed before
When the task or process is changed
When injuries or close calls occur when doing the task
INSTRUCTIONS FOR CONDUCTING A JOB
HAZARD ANALYSIS
What do I do next ?
Use the JHAs
Training
Accident investigation
Summary – JSA Training Steps
1) Define meaning of JHA
2) Benefits and why JHAs are important
3) Select the job to be analyzed
4) Prepare the JHA form
5) Break the job task into steps
6) Identify the hazards
7) Identify the controls
8) Correct unsafe conditions and processes
9) Assign additional needed actions/follow-ups
10) Review JHAs
11) Use JHAs for training and accident investigation
• Should a JHA be completed each work shift on the
routine task with the most hazards involved ?
• Should a JHA be completed on all non-routine tasks?
Thank you.
