Technical Handbook: Machinery Safety Handbook for Managers and Administrators
Stopping the factory is not only due to equipment failure. Orders to cease operations and the dangers of non-routine work—making machine safety a "management issue."
Stopping a factory is not only due to equipment failure. If a machinery accident occurs, the line will stop due to a shutdown order, and it cannot be restarted until corrective actions are completed. Moreover, the danger is concentrated not during normal operations, but during "non-routine tasks" such as cleaning, clog removal, and repairs. According to an analysis by the Tokyo Labor Bureau, 41.4% of machinery accidents occurred during non-routine tasks. This document is a 20-page material aimed at managers and executives in the manufacturing industry, factory managers, and managers in the engineering, maintenance, and health and safety departments, organizing machinery safety not as a "technical issue on the shop floor" but as a "management challenge to avoid stopping operations." ■ Main Contents - The reality of machinery accidents that have not decreased over the past 20 years, as shown by statistics - The quadruple responsibility that accidents bring and the individual accountability of management - The true meaning of "stopping" as required by Article 107 of the Labor Safety and Health Regulations - The limitations of education and training, and the prioritization of measures based on equipment and systems - OSHMS and safety investment, the three phases of making safety a corporate culture *This document is not intended for the sale of specific products or services. All sources for statistics and regulations are clearly indicated.
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■ Contents Chapter 1: Questions for Managers—Examining the Notion that "Everything is Fine Because No Major Accidents Have Occurred" Chapter 2: Machine Accidents in Numbers—Trends in Injuries and Fatalities in Manufacturing Over 20 Years, Focusing on "Caught In/Between" Incidents Chapter 3: The Cost of Accidents: Fourfold Responsibility—Criminal, Administrative, Civil, and Social Responsibilities, and the Accountability of Individual Managers Chapter 4: "Zero Accidents" Does Not Mean "Zero Danger"—Five Reasons Why Risks Concentrate in Non-Routine Work and Common Pathways to Accidents Chapter 5: Laws and International Principles—The True Meaning of "Suspension" Required by Article 107 of the Industrial Safety and Health Act and Its Relation to ISO 12100 and 14118 Chapter 6: The Role and Limitations of Education and Training—Reasons Why Education Alone Cannot Prevent Accidents and the Prioritization of Measures Based on Equipment and Systems Chapter 7: Integrated Safety Management with Business (OSHMS)—Common Features of Workplaces with High Accident Rates and the Return on Safety Investments Chapter 8: Making Safety a Corporate Culture—A Three-Phase Roadmap: Initiation, Systematization, and Institutionalization Chapter 9: Summary: Five Actions to Take Starting Tomorrow—From Identifying Dangerous Non-Routine Work to Consulting External Experts
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This document is for manufacturing industry executives, factory managers, and managers in engineering, maintenance, and health and safety departments who have factory equipment, to understand machine safety as a management issue rather than leaving it to the site. It can be used as a basis for raising issues in management meetings and health and safety committees, formulating safety policies, educational materials for management, and considerations for investment in safety measures.
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Kraus & Naimer Co., Ltd. is the Japanese subsidiary of Kraus & Naimer, a specialized manufacturer of cam switches, rotary switches, and disconnect switches. We manufacture and sell industrial switches that can be applied to power distribution panels, control panels, and other equipment for generators, ships, railway vehicles, solar power generation equipment, food machinery, machine tools, and more.
