Drilling machine safety risk assessment

Meera Gandham and June Alanthra Dominic

MTECH HSE-22

MTECH HSE-DM-03
 Part F: Risk Assessment

Machinery Harms Risk Scores

Hazards
Potential Likelihood Person
Action(s) Required
Consequences (L) Risk Responsible
© 1 to 5 1 to 5

Heavy Lifting Deep Cut & 2 4 8 ● Enclose parts (e.g. Chuck keys, tools or swarf) Operator
Amputation, in interlocked parts to avoid being hit.
. ● Avoid wearing loose clothing it increases the
risk of entanglement.
● Work pieces should not extend beyond the
headstock of the lathe. If they do adequate
support must be provided.
● Keep the headstock free of loose items.

Possibility of Deep Cut & 4 4 16 ● Fit Guard. Ensure guard is in position. Operator
sharp, extremely Amputation ● Goggles supplied.
hot steel ‘swarf’, ● Foot stop for emergency.
flying at high ● Staff training, so that drilling is controlled
speed in the correctly by the operator and the risks are
direction of the understood.
operator.
● Appropriate protective clothing provided.
Entanglement ● Avoid wearing loose clothing it increases the Maintenance
Cut & Crushing risk of entanglement.
from 4 4 12
Injuries ● Emery Paper must be securely held by the
inappropriate
ends and don’t wrap around hands or work
tooling and piece
polishing
techniques with
emery paper

Contact, impact Cuts, Bruises and ● Lock out all power supply before it. Maintenance
and entrapment Fractures 3 3 9 ● Do not clean it in running condition. Department
from sudden ● Keep written safety procedures and arrange
movement. regular inspections by competent person.

When holding It is possible for operator

sheet material in the sheet
the hand whilst materials to ‘fly’
4 3 12
drilling, the in any direction at Wear PPE
materials can be high speed. Proper training to the operator
gripped by the
drill bit and spin
round at high
speed.
Noise Temporary Operator
Threshold shift, ● Reduce Noise by isolating machine or
2 3 6 enclosing with in barriers
Permanent
Threshold shift ● Always wear hearing protection.
● Assess noise levels.

Machinery Risk Index Value
(Possible values = 1–25)
Potential Consequences (Identify the worst foreseeable consequence and read off the corresponding score)
Score Category
1 Insignificant
2 Minor
3 Moderate
4 Major
EXAMPLE METHOD FOR PRIORITISING MACHINERY
RISKS
= Potential Consequences (1–5)
Injury or Illness
Injuries or illnesses requiring no
treatment or first-aid only, eg:
❑ Superficial cut, bruise or abrasion;
❑ Temporary discomfort or pain.
Injuries or illnesses requiring medical
treatment beyond first-aid, eg:
❑ Deep cuts or wounds;
❑ Mild burn.
Temporary impairment, causing lost-
time or job restriction, eg:
❑ Minor fracture (finger, toe, etc);
❑ Moderate burn.
Permanent/prolonged impairment, eg
❑ Complete/partial loss of vision;
❑ Amputation, disfigurement or disability;
❑ Major fracture or multiple injuries;
 Likelihood (1–5)
Business Impact
Little or no impact, eg:
❑ Financial loss < 1,000;
❑ Loss of part batch (or minor rework);
❑ Minimal impact on supply to market or projects;
❑ Minimal impact on company reputation.
Minor impact, eg:
❑ Financial loss > 10,000;
❑ Production shut down, loss of current batch;
❑ Supply to market interrupted;
❑ Out-of-stock for 1 product in 1 minor market;
❑ Delays to projects < 1 day;
❑ Minor impact on local reputation.
Moderate impact, eg:
❑ Financial loss > 100,000;
❑ Loss of production for > 1 shift;
❑ Supply to market interrupted for > 1 day;
❑ Out-of-stock > 1 market or > 1 product;
❑ Delays to projects > 1 day;
❑ Significant impact on local reputation;
❑ Minimal impact on corporate reputation.
Major impact, eg:
❑ Financial loss > INR 10,00,000;
❑ Loss of production for > 1 week;
❑ Supply to market interrupted for > 1 week;
 ❑ Severe burn. ❑ Out-of stock > 1 major product/market;
❑ Delays to projects > 1 week;
❑ High impact on local reputation;
❑ Significant impact on corporate reputation.

5 Catastrophic Fatalities: Catastrophic impact, eg:

❑ Fatal injuries. ❑ Financial loss > INR 1million;
❑ Loss of production > 1 month;
❑ Supply to market interrupted for > 1 month;
❑ Supply of strategic products to major markets severely
affected;
❑ Delays to projects > 1 month;
❑ High impact on corporate reputation.

Likelihood

Score Description
Examples

1 Rare ❑ Incident unlikely ever to happen

❑ Probability of incident close to zero
2 Unlikely ❑ Incident foreseeable but probability very low
❑ Incident might be seen once during working life (40 year period)
3 Possible ❑ Incident may have occurred in past
❑ Expect to see several incidents during working life (40 year period)
4 Likely ❑ Incident has occurred in past
❑ Expect at least one incident per year
❑ Personnel would not be surprised by incident
5 Almost certain ❑ Incidents occur frequently
❑ Expect significant number of incidents each year
 APPENDIX 1 EXAMPLE ‘RED-AMBER-GREEN’
PRIORITISATION MATRIX

Consequences
Likelihood Insignificant Minor Moderate Major Catastrophic
1 2 3 4 5
Rare
1 2 3 4 5
1
Unlikely
2 4 6 8 10
2
Possible
3 6 9 12 15
3
Likely
4 8 12 16 20
4
Almost Certain
5 10 15 20 25
5

Notes:
1. The values in the coloured squares represent the Risk Index Value, calculated by multiplying together the
assigned