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Contents

Who needs to read this booklet? ...................................... 1

What is a hazard? ........................................................... 1

What is a job hazard analysis? .......................................... 1

Why is job hazard analysis important? .............................. 2

What is the value of a job hazard analysis? ........................ 2

What jobs are appropriate for a job hazard analysis? ......... 3

Where do I begin? ........................................................... 4

How do I identify workplace hazards? .............................. 6

How do I correct or prevent any hazards? ....................... 12

What else do I need to know before
starting a job hazard analysis? ........................................ 12

Why should I review my job hazard analysis? .................. 13

When is it appropriate to hire a professional
to conduct a job hazard analysis? .................................... 14

OSHA Assistance, Services, and Programs .................... 15

How can OSHA help me? .............................................. 15

How does safety and health program management
assistance help employers and employees? ..................... 15

What are state plans? .................................................... 16

How can consultation assistance help employers? ............ 16

Who can get consultation
assistance and what does it cost? ................................... 17

Can OSHA assure privacy to an employer
who asks for consultation assistance? .............................. 17

Can an employer be cited for violations
after receiving consultation assistance? ............................ 18

Does OSHA provide any incentives for
seeking consultation assistance? ..................................... 18

What are the Voluntary Protection Programs? ................. 18

How does VPP work? ................................................... 19

How does VPP help employers and employees? ............. 19

How does OSHA monitor VPP sites? ............................. 20

Can OSHA inspect an employer
who is participating in the VPP? ..................................... 20

How can a partnership with OSHA
improve worker safety and health? ................................. 21

What is OSHA’s Strategic Partnership
Program (OSPP)? ........................................................ 21

What do OSPPs do? ..................................................... 21

What are the different kinds of OSPPs? ......................... 22

What are the benefits of participation in the OSPP? ........ 22

Does OSHA have occupational safety and
health training for employers and employees? ................. 23

Does OSHA give money to organizations
for training and education? ............................................. 24

Does OSHA have other assistance
materials available? ....................................................... 25

What other publications does OSHA offer? ..................... 25

What do I do in case of an emergency
or if I need to file a complaint? ....................................... 26

Who needs to read this booklet?

This booklet is for employers, foremen, and supervisors,

but we encourage employees to use the information as
well to analyze their own jobs and recognize workplace
hazards so they can report them to you. It explains what
a job hazard analysis is and offers guidelines to help you
conduct your own step-by-step analysis.

What is a hazard?

A hazard is the potential for harm. In practical terms,

a hazard often is associated with a condition or activity that,
if left uncontrolled, can result in an injury or illness. See
Appendix 2 for a list of common hazards and descriptions.
Identifying hazards and eliminating or controlling them as
early as possible will help prevent injuries and illnesses.

What is a job hazard analysis?

A job hazard analysis is a technique that focuses on

job tasks as a way to identify hazards before they occur.
It focuses on the relationship between the worker, the task,
the tools, and the work environment. Ideally, after you
identify uncontrolled hazards, you will take steps to
eliminate or reduce them to an acceptable risk level.

Why is job hazard analysis important?

Many workers are injured and killed at the workplace

every day in the United States. Safety and health can add
value to your business, your job, and your life. You can help
prevent workplace injuries and illnesses by looking at your
workplace operations, establishing proper job procedures,
and ensuring that all employees are trained properly.

One of the best ways to determine and establish proper

work procedures is to conduct a job hazard analysis. A job
hazard analysis is one component of the larger commitment
of a safety and health management system. (See page 15
for more information on safety and health management
systems.)

What is the value of a job hazard analysis?

Supervisors can use the findings of a job hazard analysis

to eliminate and prevent hazards in their workplaces.
This is likely to result in fewer worker injuries and illnesses;
safer, more effective work methods; reduced workers’
compensation costs; and increased worker productivity.
The analysis also can be a valuable tool for training new
employees in the steps required to perform their jobs safely.

For a job hazard analysis to be effective, management

must demonstrate its commitment to safety and health and
follow through to correct any uncontrolled hazards identified.
Otherwise, management will lose credibility and employees
may hesitate to go to management when dangerous
conditions threaten them.

What jobs are appropriate

for a job hazard analysis?

A job hazard analysis can be conducted on many jobs in

your workplace. Priority should go to the following types
of jobs:

•

Jobs with the highest injury or illness rates;

•

Jobs with the potential to cause severe or disabling
injuries or illness, even if there is no history of previous
accidents;

•

Jobs in which one simple human error could lead to a
severe accident or injury;

•

Jobs that are new to your operation or have undergone
changes in processes and procedures; and

•

Jobs complex enough to require written instructions.

Where do I begin?

Involve your employees

It is very important to

involve your employees in the hazard analysis process.
They have a unique understanding of the job, and this
knowledge is invaluable for finding hazards. Involving
employees will help minimize oversights, ensure a
quality analysis, and get workers to “buy in” to the
solutions because they will share ownership in their
safety and health program.

Review your accident history

Review with your

employees your worksite’s history of accidents and
occupational illnesses that needed treatment, losses
that required repair or replacement, and any “near
misses” — events in which an accident or loss did not
occur,
but could have. These events are indicators that the
existing hazard controls (if any) may not be adequate
and deserve more scrutiny.

Conduct a preliminary job review

Discuss with

your employees the hazards they know exist in their
current work and surroundings. Brainstorm with them
for ideas to eliminate or control those hazards.

If any hazards exist that pose an immediate danger
to an employee’s life or health, take immediate
action to protect the worker.

Any problems that can

be corrected easily should be corrected as soon as
possible. Do not wait to complete your job hazard analysis.
This will demonstrate your commitment to safety and
health and enable you to focus on the hazards and
jobs that need more study because of their complexity.
For those hazards determined to present unacceptable
risks, evaluate types of hazard controls. More information
about hazard controls is found in Appendix 1.

List, rank, and set priorities for hazardous jobs

List jobs with hazards that present unacceptable risks,
based on those most likely to occur and with the most
severe consequences. These jobs should be your first
priority for analysis.

Outline the steps or tasks

Nearly every job can be

broken down into job tasks or steps. When beginning
a job hazard analysis, watch the employee perform the
job and list each step as the worker takes it. Be sure
to record enough information to describe each job
action without getting overly detailed. Avoid making
the breakdown of steps so detailed that it becomes
unnecessarily long or so broad that it does not include
basic steps. You may find it valuable to get input from
other workers who have performed the same job.
Later, review the job steps with the employee to make
sure you have not omitted something. Point out that
you are evaluating the job itself, not the employee’s job
performance. Include the employee in all phases of
the analysis — from reviewing the job steps and
procedures to discussing uncontrolled hazards and
recommended solutions.

Sometimes, in conducting a job hazard analysis,
it may be helpful to photograph or videotape the
worker performing the job. These visual records can
be handy references when doing a more detailed
analysis of the work.

How do I identify workplace hazards?

A job hazard analysis is an exercise in detective work. Your

goal is to discover the following:

•

What can go wrong?

•

What are the consequences?

•

How could it arise?

•

What are other contributing factors?

•

How likely is it that the hazard will occur?

To make your job hazard analysis useful, document

the answers to these questions in a consistent manner.
Describing a hazard in this way helps to ensure that your
efforts to eliminate the hazard and implement hazard controls
help target the most important contributors to the hazard.

Good hazard scenarios describe:

•

Where it is happening (environment),

•

Who or what it is happening to (exposure),

•

What precipitates the hazard (trigger),

•

The outcome that would occur should it happen
(consequence), and

•

Any other contributing factors.

A sample form found in Appendix 3 helps you organize

your information to provide these details.

Rarely is a hazard a simple case of one singular cause

resulting in one singular effect. More frequently, many

contributing factors tend to line up in a certain way to create
the hazard. Here is an example of a hazard scenario:

In the metal shop (environment), while clearing a
snag (trigger), a worker’s hand (exposure) comes
into contact with a rotating pulley. It pulls his
hand into the machine and severs his fingers
(consequences) quickly.

To perform a job hazard analysis, you would ask:

• What can go wrong?

The worker’s hand could come

into contact with a rotating object that “catches” it and
pulls it into the machine.

• What are the consequences?

The worker could

receive a severe injury and lose fingers and hands.

• How could it happen?

The accident could happen as

a result of the worker trying to clear a snag during
operations or as part of a maintenance activity while the
pulley is operating. Obviously, this hazard scenario
could not occur
if the pulley is not rotating.

• What are other contributing factors?

This hazard

occurs very quickly. It does not give the worker much
opportunity to recover or prevent it once his hand comes
into contact with the pulley. This is an important factor,
because it helps you determine the severity and
likelihood of an accident when selecting appropriate
hazard controls. Unfortunately, experience has shown
that training is not very effective in hazard control when
triggering events happen quickly because humans can
react only so quickly.

• How likely is it that the hazard will occur?

This

determination requires some judgment. If there have
been “near-misses” or actual cases, then the likelihood
of a recurrence would be considered high. If the
pulley is exposed and easily accessible, that also is a
consideration. In the example, the likelihood that the
hazard will occur is high because there is no guard
preventing contact, and the operation is performed
while the machine is running. By following the steps
in this example, you can organize your hazard
analysis activities.

The examples that follow show how a job hazard analysis

can be used to identify the existing or potential hazards for
each basic step involved in grinding iron castings.

Grinding Iron Castings: Job Steps

Step 1.

Reach into metal box to right of machine,
grasp casting, and carry to wheel.

Step 2.

Push casting against wheel to grind off burr.

Step 3.

Place finished casting in box to left of machine.

Example Job Hazard Analysis Form

Job Location:

Analyst:

Date:

Metal Shop

Joe Safety

Task Description:

Worker reaches into metal box to the

right of the machine, grasps a 15-pound casting and
carries it to grinding wheel. Worker grinds 20 to 30
castings per hour.

Hazard Description:

Picking up a casting, the employee

could drop it onto his foot. The casting’s weight and height
could seriously injure the worker’s foot or toes.

Hazard Controls:

1. Remove castings from the box and place them on a

table next to the grinder.

2. Wear steel-toe shoes with arch protection.

3. Change protective gloves that allow a better grip.

4. Use a device to pick up castings.

Job Location:

Analyst:

Date:

Metal Shop

Joe Safety

Task Description:

Worker reaches into metal box to the

right of the machine, grasps a 15-pound casting and
carries it to grinding wheel. Worker grinds 20 to 30
castings per hour.

Hazard Description:

Castings have sharp burrs and

edges that can cause severe lacerations.

Hazard Controls:

1. Use a device such as a clamp to pick up castings.

2. Wear cut-resistant gloves that allow a good grip and fit

tightly to minimize the chance that they will get caught
in grinding wheel.

Job Location:

Analyst:

Date:

Metal Shop

Joe Safety

Task Description:

Worker reaches into metal box to the

right of the machine, grasps a 15-pound casting and
carries it to grinding wheel. Worker grinds 20 to 30
castings per hour.

Hazard Description:

Reaching, twisting, and lifting

15-pound castings from the floor could result in a muscle
strain to the lower back.

Hazard Controls:

1. Move castings from the ground and place them closer

to the work zone to minimize lifting. Ideally, place them
at waist height or on an adjustable platform or pallet.

2. Train workers not to twist while lifting and reconfigure

work stations to minimize twisting during lifts.

Repeat similar forms

for each job step.

How do I correct or prevent hazards?

After reviewing your list of hazards with the employee,

consider what control methods will eliminate or reduce them.
For more information on hazard control measures, see Appen-
dix 1. The most effective controls are engineering controls that
physically change a machine or work environment to prevent
employee exposure to the hazard. The more reliable or less
likely a hazard control can be circumvented, the better. If this
is not feasible, administrative controls may be appropriate.
This may involve changing how employees do their jobs.

Discuss your recommendations with all employees who

perform the job and consider their responses carefully.
If you plan to introduce new or modified job procedures,
be sure they understand what they are required to do
and the reasons for the changes.

What else do I need to know before

starting a job hazard analysis?

The job procedures discussed in this booklet are for

illustration only and do not necessarily include all the
steps, hazards, and protections that apply to your industry.
When conducting your own job safety analysis, be sure to
consult the Occupational Safety and Health Administration
standards for your industry. Compliance with these
standards is mandatory, and by incorporating their
requirements in your job hazard analysis, you can be
sure that your health and safety program meets federal
standards. OSHA standards, regulations, and technical
information are available online at

www.osha.gov

Twenty-four states and two territories operate their

own OSHA-approved safety and health programs and may
have standards that differ slightly from federal requirements.
Employers in those states should check with the appropriate
state agency for more information. A list of applicable states
and territories and contact information is provided on page 32.

Why should I review my job hazard analysis?

Periodically reviewing your job hazard analysis ensures

that it remains current and continues to help reduce
workplace accidents and injuries. Even if the job has not
changed, it is possible that during the review process you will
identify hazards that were not identified in the initial analysis.

It is particularly important to review your job hazard

analysis if an illness or injury occurs on a specific job.
Based on the circumstances, you may determine that you
need to change the job procedure to prevent similar incidents
in the future. If an employee’s failure to follow proper job
procedures results in a “close call,” discuss the situation
with all employees who perform the job and remind them
of proper procedures. Any time you revise a job hazard
analysis, it is important to train all employees affected by
the changes in the new job methods, procedures, or
protective measures adopted.

When is it appropriate to hire a professional

to conduct a job hazard analysis?

If your employees are involved in many different or

complex processes, you need professional help conducting
your job hazard analyses. Sources of help include your
insurance company, the local fire department, and private
consultants with safety and health expertise. In addition,
OSHA offers assistance through its regional and area offices
and consultation services. Contact numbers are listed at the
back of this publication.

Even when you receive outside help, it is important that

you and your employees remain involved in the process
of identifying and correcting hazards because you are on
the worksite every day and most likely to encounter these
hazards. New circumstances and a recombination of existing
circumstances may cause old hazards to reappear and new
hazards to appear. In addition, you and your employees
must be ready and able to implement whatever hazard
elimination or control measures a professional consultant
recommends.

OSHA Assistance, Services, and Programs

How can OSHA help me?

OSHA can provide extensive help through a variety of

programs, including assistance about safety and health
programs, state plans, workplace consultations, Voluntary
Protection Programs, strategic partnerships, training and
education, and more.

How does safety and health program

management assistance help employers

and employees?

Effective management of worker safety and health

protection is a decisive factor in reducing the extent and
severity of work-related injuries and illnesses and their
related costs. In fact, an effective safety and health program
forms the basis of good worker protection and can save time
and money — about $4 for every dollar spent — and increase
productivity.

To assist employers and employees in developing effective

safety and health systems, OSHA published recommended
Safety and Health Program Management Guidelines,
(

Federal Register 54(18):3908–3916, January 26, 1989).

These voluntary guidelines can be applied to all worksites
covered by OSHA.

The guidelines identify four general elements that are

critical to the development of a successful safety and health
management program:

•

Management leadership and employee involvement;

•

Worksite analysis;

•

Hazard prevention and control; and

•

Safety and health training.

The guidelines recommend specific actions under each

of these general elements to achieve an effective safety and
health program. The

Federal Register notice is available

online at

www.osha.gov

What are state plans?

State plans are OSHA-approved job safety and health

programs operated by individual states or territories instead
of Federal OSHA. The

Occupational Safety and Health

Act of 1970 (OSH Act) encourages states to develop and
operate their own job safety and health plans and permits
state enforcement of OSHA standards if the state has an
approved plan. Once OSHA approves a state plan, it funds
50 percent of the program’s operating costs. State plans
must provide standards and enforcement programs, as
well as voluntary compliance activities, that are at least as
effective as those of Federal OSHA.

There are 26 state plans: 23 cover both private and

public (state and local government) employment, and
3 (Connecticut, New Jersey, and New York) cover only the
public sector. For more information on state plans, see
the listing at the end of this publication, or visit OSHA’s
website at

www.osha.gov

How can consultation

assistance help employers?

In addition to helping employers identify and correct

specific hazards, OSHA’s consultation service provides free,
onsite assistance in developing and implementing effective
workplace safety and health management systems that
emphasize the prevention of worker injuries and illnesses.

Comprehensive consultation assistance provided by

OSHA includes a hazard survey of the worksite and an
appraisal of all aspects of the employer’s existing safety and
health management system. In addition, the service offers
assistance to employers in developing and implementing an
effective safety and health management system. Employers
also may receive training and education services, as well as
limited assistance away from the worksite.

Who can get consultation

assistance and what does it cost?

Consultation assistance is available to small employers

(with fewer than 250 employees at a fixed site and no more
than 500 corporatewide) who want help in establishing and
maintaining a safe and healthful workplace.

Funded largely by OSHA, the service is provided at

no cost to the employer. Primarily developed for smaller
employers with more hazardous operations, the consultation
service is delivered by state governments employing
professional safety and health consultants. No penalties
are proposed or citations issued for hazards identified by
the consultant. The employer’s only obligation is to correct
all identified serious hazards within the agreed-upon
correction time frame.

Can OSHA assure privacy to an employer

who asks for consultation assistance?

OSHA provides consultation assistance to the employer

with the assurance that his or her name and firm and any
information about the workplace will not be routinely
reported to OSHA enforcement staff.

Can an employer be cited for violations

after receiving consultation assistance?

If an employer fails to eliminate or control a serious hazard

within the agreed-upon time frame, the Consultation Project
Manager must refer the situation to the OSHA enforcement
office for appropriate action. This is a rare occurrence, however,
since employers request the service for the expressed purpose
of identifying and fixing hazards in their workplaces.

Does OSHA provide any incentives

for seeking consultation assistance?

Yes. Under the consultation program, certain exemplary

employers may request participation in OSHA’s Safety and
Health Achievement Recognition Program (SHARP). Eligibility
for participation in SHARP includes, but is not limited to,
receiving a full-service, comprehensive consultation visit,
correcting all identified hazards, and developing an effective
safety and health management system.

Employers accepted into SHARP may receive an

exemption from programmed inspections (not complaint or
accident investigation inspections) for a period of 1 year
initially, or 2 years upon renewal.

For more information concerning consultation assistance,

see the list of consultation offices beginning on page 36,
contact your regional or area OSHA office, or visit OSHA’s
website at

www.osha.gov

What are the Voluntary Protection Programs?

Voluntary Protection Programs (VPPs) represent one

part of OSHA’s effort to extend worker protection beyond
the minimum required by OSHA standards. VPP — along
with onsite consultation services, full-service area offices,

and OSHA’s Strategic Partnership Program (OSPP) —
represents a cooperative approach which, when coupled
with an effective enforcement program, expands worker
protection to help meet the goals of the

OSH Act.

How does VPP work?

There are three levels of VPP recognition: Star, Merit,

and Demonstration. All are designed to do the following:

•

Recognize employers who have successfully developed
and implemented effective and comprehensive safety
and health management systems;

•

Encourage these employers to continuously improve
their safety and health management systems;

•

Motivate other employers to achieve excellent safety
and health results in the same outstanding way; and

•

Establish a relationship between employers, employees,
and OSHA that is based on cooperation.

How does VPP help employers and employees?

VPP participation can mean the following:

•

Reduced numbers of worker fatalities, injuries, and
illnesses;

•

Lost-workday case rates generally 50 percent below
industry averages;

•

Lower workers’ compensation and other injury- and
illness-related costs;

•

Improved employee motivation to work safely, leading
to a better quality of life at work;

•

Positive community recognition and interaction;

•

Further improvement and revitalization of already-good
safety and health programs; and a

•

Positive relationship with OSHA.

How does OSHA monitor VPP sites?

OSHA reviews an employer’s VPP application and

conducts a VPP Onsite Evaluation to verify that the safety
and health management systems described are operating
effectively at the site. OSHA conducts Onsite Evaluations
on a regular basis, annually for participants at the
Demonstration level, every 18 months for Merit, and
every 3 to 5 years for Star. Each February, all participants
must send a copy of their most recent Annual Evaluation to
their OSHA regional office. This evaluation must include the
worksite’s record of injuries and illnesses for the past year.

Can OSHA inspect an employer

who is participating in the VPP?

Sites participating in VPP are not scheduled for regular,

programmed inspections. OSHA handles any employee
complaints, serious accidents, or significant chemical releases
that may occur at VPP sites according to routine enforcement
procedures.

Additional information on VPP is available from OSHA

national, regional, and area offices, listed beginning on
page 27. Also, see

Outreach

at OSHA’s website

www.osha.gov

How can a partnership with OSHA

improve worker safety and health?

OSHA has learned firsthand that voluntary, cooperative

partnerships with employers, employees, and unions can
be a useful alternative to traditional enforcement and an
effective way to reduce worker deaths, injuries, and illnesses.
This is especially true when a partnership leads to the
development and implementation of a comprehensive
workplace safety and health management system.

What is OSHA’s Strategic

Partnership Program (OSPP)?

OSHA Strategic Partnerships are alliances among labor,

management, and government to foster improvements in
workplace safety and health. These partnerships are
voluntary, cooperative relationships between OSHA,
employers, employee representatives, and others such
as trade unions, trade and professional associations,
universities, and other government agencies. OSPPs are the
newest member of OSHA’s family of cooperative programs.

What do OSPPs do?

These partnerships encourage, assist, and recognize

the efforts of the partners to eliminate serious workplace
hazards and achieve a high level of worker safety and health.
Whereas OSHA’s Consultation Program and VPP entail
one-on-one relationships between OSHA and individual
worksites, most strategic partnerships seek to have a
broader impact by building cooperative relationships with
groups of employers and employees.

What are the different kinds of OSPPs?

There are two major types:

•

Comprehensive, which focuses on establishing
comprehensive safety and health management
systems at partnering worksites; and

•

Limited, which helps identify and eliminate hazards
associated with worker deaths, injuries, and illnesses,
or have goals other than establishing comprehensive
worksite safety and health programs.

OSHA is interested in creating new OSPPs at the

national, regional, and local levels. OSHA also has found
limited partnerships to be valuable. Limited partnerships
might address the elimination or control of a specific
industry hazard.

What are the benefits of

participation in the OSPP?

Like VPP, OSPP can mean the following:

•

Fewer worker fatalities, injuries, and illnesses;

•

Lower workers’ compensation and other injury- and
illness-related costs;

•

Improved employee motivation to work safely, leading
to a better quality of life at work and enhanced
productivity;

•

Positive community recognition and interaction;

•

Development of or improvement in safety and health
management systems; and

•

Positive interaction with OSHA.

For more information about this program, contact

your nearest OSHA office or go to the agency website
at

www.osha.gov

Does OSHA have occupational safety and

health training for employers and employees?

Yes. The OSHA Training Institute in Des Plaines, IL,

provides basic and advanced training and education in safety
and health for federal and state compliance officers, state
consultants, other federal agency personnel, and private-
sector employers, employees, and their representatives.

Institute courses cover diverse safety and health topics

including electrical hazards, machine guarding, personal
protective equipment, ventilation, and ergonomics. The facility
includes classrooms, laboratories, a library, and an audiovisual
unit. The laboratories contain various demonstrations and
equipment, such as power presses, woodworking and welding
shops, a complete industrial ventilation unit, and a sound
demonstration laboratory. More than 57 courses dealing
with subjects such as safety and health in the construction
industry and methods of compliance with OSHA standards
are available for personnel in the private sector.

In addition, OSHA’s 73 area offices are full-service

centers offering a variety of informational services such
as personnel for speaking engagements, publications,
audiovisual aids on workplace hazards, and technical advice.

Does OSHA give money to organizations

for training and education?

OSHA awards grants through its Susan Harwood Training

Grant Program to nonprofit organizations to provide safety and
health training and education to employers and workers in the
workplace. The grants focus on programs that will educate
workers and employers in small business (fewer than 250
employees), train workers and employers about new OSHA
standards or high-risk activities or hazards. Grants are awarded
for 1 year and may be renewed for an additional 12 months
depending on whether the grantee has performed satisfactorily.

OSHA expects each organization awarded a grant to

develop a training and/or education program that addresses
a safety and health topic named by OSHA, recruit workers
and employers for the training, and conduct the training.
Grantees are also expected to follow-up with people who
have been trained to find out what changes were made
to reduce the hazards in their workplaces as a result of
the training.

Each year OSHA has a national competition that is

announced in the

Federal Register and on the Internet at

www.osha-slc.gov/Training/sharwood/sharwood.html.
If you do not have access to the Internet, you can contact the
OSHA Office of Training and Education, 1555 Times Drive,
Des Plaines, IL 60018, (847) 297–4810, for more
information.

Does OSHA have other

assistance materials available?

Yes. OSHA has a variety of materials and tools

available on its website at

www.osha.gov

. These include

eTools, Expert Advisors, Electronic Compliance Assistance
Tools (e-CATs), Technical Links, regulations, directives,
publications, videos, and other information for employers
and employees. OSHA’s software programs and compliance
assistance tools walk you through challenging safety and
health issues and common problems to find the best
solutions for your workplace. OSHA’s comprehensive
publications program includes more than 100 titles to
help you understand OSHA requirements and programs.

OSHA’s CD-ROM includes standards, interpretations,

directives, and more and can be purchased on CD-ROM
from the U.S. Government Printing Office. To order, write to
the Superintendent of Documents, U.S. Government Printing
Office, Washington, DC 20402, or phone (202) 512–1800.
Specify

OSHA Regulations, Documents and Technical

Information on CD-ROM (ORDT), GPO Order No. S/N
729-013-00000-5.

What other publications does OSHA offer?

OSHA offers more than 100 documents, including

brochures, fact sheets, posters, pocket cards, flyers,
technical documents, and a quarterly magazine. These
documents are available online at

www.osha.gov

by calling (202) 693–1888.

What do I do in case of an emergency

or if I need to file a complaint?

To report an emergency, file a complaint, or seek OSHA

advice, assistance, or products, call (800) 321–OSHA or
contact your nearest OSHA regional or area office listed
beginning on page 27. The teletypewriter (TTY) number
is (877) 889–5627.

You can also file a complaint online and obtain more

information on OSHA federal and state programs by
visiting OSHA’s website at

www.osha.gov

For more information on grants, training, and education,

write: OSHA Training Institute, Office of Training and
Education, 1555 Times Drive, Des Plaines, IL 60018;
call (847) 297–4810; or see Outreach on OSHA’s
website at

www.osha.gov

OSHA Regional and Area Offices

Region VI

(AR, LA, NM,* OK, TX)
525 Griffin Street, Room 602
Dallas, TX 75202
(214) 767–4731 or 4736 x224

Region VII

(

IA,* KS, MO, NE)

City Center Square
1100 Main Street, Suite 800
Kansas City, MO 64105
(816) 426–5861

Region VIII

(CO, MT, ND, SD, UT,* WY*)
1999 Broadway, Suite 1690
Denver, CO 80202-5716
(303) 844–1600

Region IX

(American Samoa, AZ,*
CA,* HI, NV,* Northern
Mariana Islands)
71 Stevenson Street, Room 420
San Francisco, CA 94105
(415) 975–4310

Region X

(AK,* ID, OR,* WA*)
1111 Third Avenue, Suite 715
Seattle, WA 98101-3212
(206) 553–5930

OSHA Regional Offices

Region I

(CT,* ME, MA, NH, RI, VT*)
JFK Federal Building, Room E340
Boston, MA 02203
(617) 565–9860

Region II

(NJ,* NY,* PR,* VI*)
201 Varick Street, Room 670
New York, NY 10014
(212) 337–2378

Region III

(DE, DC, MD,* PA,* VA,* WV)
The Curtis Center
170 S. Independence Mall West
Suite 740 West
Philadelphia, PA 19106-3309
(215) 861–4900

Region IV

(AL, FL, GA, KY,* MS, NC,*
SC,* TN*)
Atlanta Federal Center
61 Forsyth Street, SW, Room 6T50
Atlanta, GA 30303
(404) 562–2300

Region V

(IL, IN,* MI,* MN,* OH, WI)
230 South Dearborn Street
Room 3244
Chicago, IL 60604
(312) 353–2220

*These states and territories operate their own OSHA-approved

job safety and health programs (Connecticut, New Jersey and
New York plans cover public employees only). States with
approved programs must have a standard that is identical to,
or at least as effective as, the federal standard.

OSHA Area Offices

Birmingham, AL
(205) 731–1534

Mobile, AL
(251) 441–6131

Anchorage, AK
(907) 271–5152

Little Rock, AR
(501) 324–6291(5818)

Phoenix, AZ
(602) 640–2348

San Diego, CA
(619) 557–5909

Sacramento, CA
(916) 566–7471

Denver, CO
(303) 844–5285

Greenwood Village, CO
(303) 843–4500

Bridgeport, CT
(203) 579–5581

Hartford, CT
(860) 240–3152

Wilmington, DE
(302) 573–6518

Fort Lauderdale, FL
(954) 424–0242

Jacksonville, FL
(904) 232–2895

Tampa, FL
(813) 626–1177

Savannah, GA
(912) 652–4393

Smyrna, GA
(770) 984–8700

Tucker, GA
(770) 493–6644/6742/8419

Des Moines, IA
(515) 284–4794

Boise, ID
(208) 321–2960

Calumet City, IL
(708) 891–3800

Des Plaines, IL
(847) 803–4800

Fairview Heights, IL
(618) 632–8612

North Aurora, IL
(630) 896–8700

Peoria, IL
(309) 671–7033

Indianapolis, IN
(317) 226–7290

Wichita, KS
(316) 269–6644

Frankfort, KY
(502) 227–7024

Baton Rouge, LA
(225) 389–0474 (0431)

Braintree, MA
(617) 565–6924

Methuen, MA
(617) 565–8110

Springfield, MA
(413) 785–0123

Linthicum, MD
(410) 865–2055/2056

Bangor, ME
(207) 941–8177

Portland, ME
(207) 780–3178

August, ME
(207) 622–8417

Lansing, MI
(517) 327–0904

Minneapolis, MN
(612) 664–5460

Kansas City, MO
(816) 483–9531

St. Louis, MO
(314) 425–4249

Jackson, MS
(601) 965–4606

Billings, MT
(406) 247–7494

Raleigh, NC
(919) 856–4770

Omaha, NE
(402) 221–3182

Bismark, ND
(701) 250–4521

Concord, NH
(603) 225–1629

Avenel, NJ
(732) 750–3270

Hasbrouck Heights, NJ
(201) 288–1700

Marlton, NJ
(856) 757–5181

Parsippany, NJ
(973) 263–1003

Carson City, NV
(775) 885–6963

Albany, NY
(518) 464–4338

Bayside, NY
(718) 279–9060

Bowmansville, NY
(716) 684–3891

New York, NY
(212) 337–2636

North Syracuse, NY
(315) 451–0808

Tarrytown, NY
(914) 524–7510

Westbury, NY
(516) 334–3344

Cincinnati, OH
(513) 841–4132

Cleveland, OH
(216) 522–3818

Columbus, OH
(614) 469–5582

Toledo, OH
(419) 259–7542

Oklahoma City, OK
(405) 278–9560

Portland, OR
(503) 326–2251

Allentown, PA
(610) 776–0592

Erie, PA
(814) 833–5758

Harrisburg, PA
(717) 782–3902

Philadelphia, PA
(215) 597–4955

Pittsburgh, PA
(412) 395–4903

Wilkes–Barre, PA
(570) 826–6538

Guaynabo, PR
(787) 277–1560

Providence, RI
(401) 528–4669

Columbia, SC
(803) 765–5904

Nashville, TN
(615) 781–5423

Austin, TX
(512) 916–5783 (5788)

Corpus Christi, TX
(361) 888–3420

Dallas, TX
(214) 320–2400 (2558)

El Paso, TX
(915) 534–6251

Fort Worth, TX
(817) 428–2470 (485–7647)

Houston, TX
(281) 591–2438 (2787)

Houston, TX
(281) 286–0583/0584 (5922)

Lubbock, TX
(806) 472–7681 (7685)

OSHA-Approved

Safety and Health Plans

Alaska

Alaska Department of Labor
and Workforce Development

Commissioner
(907) 465–2700
FAX:

(907) 465–2784

Program Director
(907) 269–4904
FAX:

(907) 269–4915

Arizona

Industrial Commission
of Arizona

Director, ICA
(602) 542–4411
FAX:

(602) 542–1614

Program Director
(602) 542–5795
FAX:

(602) 542–1614

California

California Department of
Industrial Relations

Director
(415) 703–5050
FAX:

(415) 703–5114

Chief
(415) 703–5100
FAX:

(415) 703–5114

Manager, Cal/OSHA
Program Office
(415) 703–5177
FAX:

(415) 703–5114

Connecticut

Connecticut Department
of Labor

Commissioner
(860) 566–5123
FAX:

(860) 566–1520

Conn-OSHA Director
(860) 566–4550
FAX:

(860) 566–6916

Hawaii

Hawaii Department of Labor
and Industrial Relations

Director
(808) 586–8844
FAX:

(808) 586–9099

Administrator
(808) 586–9116
FAX:

(808) 586–9104

Indiana

Indiana Department of Labor

Commissioner
(317) 232–2378
FAX:

(317) 233–3790

Deputy Commissioner
(317) 232–3325
FAX:

(317) 233–3790

Iowa

Iowa Division of Labor

Commissioner
(515) 281–6432
FAX:

(515) 281–4698

Administrator
(515) 281–3469
FAX:

(515) 281–7995

Kentucky

Kentucky Labor Cabinet
Secretary (502) 564–3070
FAX:

(502) 564–5387

Federal\State Coordinator
(502) 564–3070 ext.240
FAX:

(502) 564–1682

Maryland

Maryland Division of Labor
and Industry

Commissioner
(410) 767–2999
FAX:

(410) 767–2300

Deputy Commissioner
(410) 767–2992
FAX:

(410) 767–2003

Assistant Commissioner, MOSH
(410) 767–2215
FAX:

(410) 767–2003

Michigan

Michigan Department of
Consumer and Industry Services

Director
(517) 322–1814
FAX:

(517) 322–1775

Minnesota

Minnesota Department of
Labor and Industry

Commissioner
(651) 296–2342
FAX:

(651) 282–5405

Assistant Commissioner
(651) 296–6529
FAX:

(651) 282–5293

Administrative Director,
OSHA Management Team
(651) 282–5772
FAX:

(651) 297–2527

Nevada

Nevada Division of
Industrial Relations

Administrator
(775) 687–3032
FAX:

(775) 687–6305

Chief Administrative Officer
(702) 486–9044
FAX:

(702) 990–0358

[Las Vegas (702) 687–5240]

New Jersey

New Jersey Department of Labor

Commissioner
(609) 292–2975
FAX:

(609) 633–9271

Assistant Commissioner
(609) 292–2313
FAX:

(609) 292–1314

Program Director, PEOSH
(609) 292–3923
FAX:

(609) 292–4409

New Mexico

New Mexico Environment
Department

Secretary
(505) 827–2850
FAX:

(505) 827–2836

Chief
(505) 827–4230
FAX:

(505) 827–4422

New York

New York Department of Labor

Acting Commissioner
(518) 457–2741
FAX:

(518) 457–6908

Division Director
(518) 457–3518
FAX:

(518) 457–6908

North Carolina

North Carolina Department
of Labor

Commissioner
(919) 807–2900
FAX:

(919) 807–2855

Deputy Commissioner,
OSH Director
(919) 807–2861
FAX:

(919) 807–2855

OSH Assistant Director
(919) 807–2863
FAX:

(919) 807–2856

Oregon

Oregon Occupational Safety
and Health Division

Administrator
(503) 378–3272
FAX:

(503) 947–7461

Deputy Administrator for Policy
(503) 378–3272
FAX:

(503) 947–7461

Deputy Administrator
for Operations
(503) 378–3272
FAX:

(503) 947–7461

Puerto Rico

Puerto Rico Department of
Labor and Human Resources

Secretary
(787) 754–2119
FAX:

(787) 753–9550

Assistant Secretary for
Occupational Safety and Health
(787) 756–1100,
1106 / 754–2171
FAX:

(787) 767–6051

Deputy Director for
Occupational Safety and Health
(787) 756–1100/1106,
754–2188
FAX:

(787) 767–6051

South Carolina

South Carolina Department of
Labor, Licensing, and
Regulation

Director
(803) 896–4300
FAX:

(803) 896–4393

Program Director
(803) 734–9644
FAX:

(803) 734–9772

Tennessee

Tennessee Department of Labor

Commissioner
(615) 741–2582
FAX:

(615) 741–5078

Acting Program Director
(615) 741–2793
FAX:

(615) 741–3325

Utah

Utah Labor Commission

Commissioner
(801) 530–6901
FAX:

(801) 530–7906

Administrator
(801) 530–6898
FAX:

(801) 530–6390

Vermont

Vermont Department of
Labor and Industry

Commissioner
(802) 828–2288
FAX:

(802) 828–2748

Project Manager
(802) 828–2765
FAX:

(802) 828–2195

Virgin Islands

Virgin Islands Department
of Labor

Acting Commissioner
(340) 773–1990
FAX:

(340) 773–1858

Program Director
(340) 772–1315
FAX:

(340) 772–4323

Virginia

Virginia Department of Labor
and Industry

Commissioner
(804) 786–2377
FAX:

(804) 371–6524

Director, Office of Legal Support
(804) 786–9873
FAX:

(804) 786–8418

Washington

Washington Department of
Labor and Industries

Director
(360) 902–4200
FAX:

(360) 902–4202

Assistant Director
(360) 902–5495
FAX:

(360) 902–5529

Program Manager,
Federal–State Operations
(360) 902–5430
FAX:

(360) 902–5529

Wyoming

Wyoming Department of
Employment

Safety Administrator
(307) 777–7786
FAX:

(307) 777–3646

OSHA Consultation Projects

Anchorage, AK
(907) 269–4957

Tuscaloosa, AL
(205) 348–3033

Little Rock, AR
(501) 682–4522

Phoenix, AZ
(602) 542–1695

Sacramento, CA
(916) 263–2856

Fort Collins, CO
(970) 491–6151

Wethersfield, CT
(860) 566–4550

Washington, DC
(202) 541–3727

Wilmington, DE
(302) 761–8219

Tampa, FL
(813) 974–9962

Atlanta, GA
(404) 894–2643

Tiyam, GU
9–1–(671) 475–1101

Honolulu, HI
(808) 586–9100

Des Moines, IA
(515) 281–7629

Boise, ID
(208) 426–3283

Chicago, IL
(312) 814–2337

Indianapolis, IN
(317) 232–2688

Topeka, KS
(785) 296–2251

Frankfort, KY
(502) 564–6895

Baton Rouge, LA
(225) 342–9601

West Newton, MA
(617) 727–3982

Laurel, MD
(410) 880–4970

Augusta, ME
(207) 624–6400

Lansing, MI
(517) 322–1809

Saint Paul, MN
(651) 284–5060

Jefferson City, MO
(573) 751–3403

Pearl, MS
(601) 939–2047

Helena, MT
(406) 444–6418

Raleigh, NC
(919) 807–2905

Bismarck, ND
(701) 328–5188

Lincoln, NE
(402) 471–4717

Concord, NH
(603) 271–2024

Trenton, NJ
(609) 292–3923

Santa Fe, NM
(505) 827–4230

Albany, NY
(518) 457–2238

Henderson, NV
(702) 486–9140

Columbus, OH
(614) 644–2631

Oklahoma City, OK
(405) 528–1500

Salem, OR
(503) 378–3272

Indiana, PA
(724) 357–2396

Hato Rey, PR
(787) 754–2171

Providence, RI
(401) 222–2438

Columbia, SC
(803) 734–9614

Brookings, SD
(605) 688–4101

Nashville, TN
(615) 741–7036

Austin, TX
(512) 804–4640

Salt Lake City, UT
(801) 530–6901

Montpelier, VT
(802) 828–2765

Richmond, VA
(804) 786–6359

Christiansted St. Croix, VI
(809) 772–1315

Olympia, WA
(360) 902–5638

Madison, WI
(608) 266–9383

Waukesha, WI
(262) 523–3044

Charleston, WV
(304) 558–7890

Cheyenne, WY
(307) 777–7786

Appendix 1

Hazard Control Measures

Information obtained from a job hazard analysis is useless

unless hazard control measures recommended in the analysis
are incorporated into the tasks. Managers should recognize
that not all hazard controls are equal. Some are more
effective than others at reducing the risk.

The order of precedence and effectiveness of hazard

control is the following:

1. Engineering controls.

2. Administrative controls.

3. Personal protective equipment.

Engineering controls include the following:

•

Elimination/minimization of the hazard — Designing the
facility, equipment, or process to remove the hazard, or
substituting processes, equipment, materials, or other
factors to lessen the hazard;

•

Enclosure of the hazard using enclosed cabs, enclosures
for noisy equipment, or other means;

•

Isolation of the hazard with interlocks, machine guards,
blast shields, welding curtains, or other means; and

•

Removal or redirection of the hazard such as with local
and exhaust ventilation.

Administrative controls include the following:

•

Written operating procedures, work permits, and
safe work practices;

•

Exposure time limitations (used most commonly to
control temperature extremes and ergonomic hazards);

•

Monitoring the use of highly hazardous materials;

•

Alarms, signs, and warnings;

•

Buddy system; and

•

Training.

Personal Protective Equipment — such as respirators,

hearing protection, protective clothing, safety glasses,
and hardhats — is acceptable as a control method in the
following circumstances:

•

When engineering controls are not feasible or do not
totally eliminate the hazard;

•

While engineering controls are being developed;

•

When safe work practices do not provide sufficient
additional protection; and

•

During emergencies when engineering controls may not
be feasible.

Use of one hazard control method over another higher in

the control precedence may be appropriate for providing
interim protection until the hazard is abated permanently.
In reality, if the hazard cannot be eliminated entirely, the
adopted control measures will likely be a combination of all
three items instituted simultaneously.

Appendix 2

Common Hazards and Descriptions

Hazards

Hazard Descriptions

Chemical

A chemical that exposes a person by absorption

(Toxic)

through the skin, inhalation, or through the blood
stream that causes illness, disease, or death.
The amount of chemical exposure is critical in
determining hazardous effects. Check Material
Safety Data Sheets (MSDS), and/or OSHA
1910.1000 for chemical hazard information.

Chemical

A chemical that, when exposed to a heat ignition

(Flammable)

source, results in combustion. Typically, the lower a
chemical’s flash point and boiling point, the more
flammable the chemical. Check MSDS for flammability
information.

Chemical

A chemical that, when it comes into contact with

(Corrosive)

skin, metal, or other materials, damages the
materials. Acids and bases are examples of
corrosives.

Explosion

Self explanatory.

(Chemical
Reaction)

Explosion

Sudden and violent release of a large amount of

(Over

gas /energy due to a significant pressure difference

Pressurization)

such as rupture in a boiler or compressed gas

cylinder.

Electrical

Contact with exposed conductors or a device that

(Shock/

is incorrectly or inadvertently grounded, such as

Short Circuit)

when a metal ladder comes into contact with
power lines. 60Hz alternating current (common
house current) is very dangerous because it can
stop the heart.

Hazards

Hazard Descriptions

Electrical

Use of electrical power that results in electrical

(Fire)

overheating or arcing to the point of combustion
or ignition of flammables, or electrical component
damage.

Electrical

The moving or rubbing of wool, nylon, other

(Static/ESD)

synthetic fibers, and even flowing liquids can
generate static electricity. This creates an
excess or deficiency of electrons on the surface
of material that discharges (spark) to the ground
resulting in the ignition of flammables or damage
to electronics or the body’s nervous system.

Electrical

Safety-critical equipment failure as a result of

(Loss of Power) loss of power.

Ergonomics

Damage of tissue due to overexertion

(Strain)

(strains and sprains) or repetitive motion.

Ergonomics

A system design, procedure, or equipment

(Human Error)

that is error-provocative. (A switch goes up to
turn something off).

Excavation

Soil collapse in a trench or excavation as a result

(Collapse)

of improper or inadequate shoring. Soil type is

critical in determining the hazard likelihood.

Fall

Conditions that result in falls (impacts) from

(Slip, Trip)

height or traditional walking surfaces (such as
slippery floors, poor housekeeping, uneven
walking surfaces, exposed ledges, etc.)

Fire/Heat

Temperatures that can cause burns to the skin
or damage to other organs. Fires require
a heat source, fuel, and oxygen.

Mechanical/

Vibration that can cause damage to nerve endings,

Vibration

or material fatigue that results in a safety-critical

(Chaffing/

failure. (Examples are abraded slings and ropes,

Fatigue)

weakened hoses and belts.)

Hazards

Hazard Descriptions

Mechanical

Self explanatory; typically occurs when devices

Failure

exceed designed capacity or are inadequately
maintained.

Mechanical

Skin, muscle, or body part exposed to crushing,
caught-between, cutting, tearing, shearing items
or equipment.

Noise

Noise levels (>85 dBA 8 hr TWA) that result
in hearing damage or inability to communicate
safety-critical information.

Radiation

Alpha, Beta, Gamma, neutral particles, and

(Ionizing)

X-rays that cause injury (tissue damage) by
ionization of cellular components.

Radiation

Ultraviolet, visible light, infrared, and microwaves

(Non-Ionizing)

that cause injury to tissue by thermal or
photochemical means.

Struck By

Accelerated mass that strikes the body causing

(Mass

injury or death. (Examples are falling objects and

Acceleration)

projectiles.)

Struck Against

Injury to a body part as a result of coming into contact
of a surface in which action was initiated by the
person. (An example is when a screwdriver slips.)

Temperature

Temperatures that result in heat stress,

Extreme

exhaustion, or metabolic slow down such as

(Heat/Cold)

hypothermia.

Visibility

Lack of lighting or obstructed vision that
results in an error or other hazard.

Weather

Self explanatory.

Phenomena
(Snow/Rain/
Wind/Ice)