[Solved] OSHA 2305 CS

Assignment Prompt & Instructions

See attached

**files (2)**

– ## OSHA2305UnitVIICaseStudy.docx

– ## UnitVII.pdf

**## OSHA2305UnitVIICaseStudy.docx**

OSHA 2305 Unit VII Case Study

You were recently hired as the fleet safety manager for a small distribution company in the Midwest. Your small company just received a compliance, safety, and accountability (CSA) score of 81. Last month, your score was 77. Upper management has requested a review of the scores and your analysis of the company’s fleet safety performance.

· Is that a good or bad score? Is a higher score better (like basketball), or is a lower score better (like golf)?

· If it is a good score, what will you do to sustain your success?

· If it is a bad score, describe what you are going to do to improve your score and to avoid having your fleet shut down.

· Recommend benchmarking and record-keeping systems for the company.

· Identify performance incentives that you think would benefit the company’s fleet safety.

· Describe fleet-safety-related responsibilities that this company should implement.

· Describe hazard analysis and control techniques this company should implement for fleet safety.

Feel free to add any information or create more details for the given scenario. Your completed case study should be at least four pages in length (not including your Title and Reference pages) and include at least two outside sources, one of which must come from the CSU Online Library. You must use APA Style to create citations and references for this assignment.

**## UnitVII.pdf**

OSH 2305, Fleet and Driver Safety 1

Course Learning Outcomes for Unit VII

Upon completion of this unit, students should be able to:

1. Summarize fleet safety management programs and practices.
1.1 Identify performance incentives to benefit a company’s fleet safety.

3. Describe fleet-safety-related responsibilities.

3.1 Discuss changes to improve a company’s fleet safety.

4. Apply hazard analysis and control techniques to fleet safety.
4.1 Discuss the compliance, safety, and accountability score of a company.
4.2 Recommend benchmarking and record-keeping systems for a company.

Required Unit Resources

Chapter 1: DOT Regulations, pp. 7–8

Chapter 8: Benchmarking and Performance Criteria, pp. 169–186

In order to access the following resources, click the links below.

Nævestad, T.-O., Elvebakk, B., & Phillips, R. O. (2018). The safety ladder: Developing an evidence-based

safety management strategy for small road transport companies. Transport Reviews, 38(3), 372–393.
Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=128004193&site=ehost-live&scope=site

Tilleard, A. (n.d.). Benchmarking health and safety—Key considerations. Retrieved from

https://eazysafe.com/blog/safety-management/benchmarking-health-safety/

Unit Lesson

Introduction

Management and benchmarking guru Dr. Peter Drucker once stated, “What gets measured gets managed”
(Haight, 2015, p. 132). Benchmarking and performance indicators have long been utilized in measuring
performance for companies within a variety of situations. Within fleet and company safety programs, choosing
the correct metrics for the benchmarking process is the framework and foundation for effectively evaluating all
activities and outcomes related to fleet safety.

Some companies use industry benchmark data to spur themselves on to be the best in class. Unfortunately,
there are other companies that notice that they are the best of a mediocre lot and are content with that.

Safety should be recognized as a core value within a company. Accident statistics have long been analyzed
to improve safety programs within fleets. Companies use these types of results in addition to accident
reporting techniques to appraise overall safety performance standards and to decide where further
improvements are needed. Accident statistics are recorded within many different industry segments such as
the Federal Transit Administration, the American Trucking Associations, the American Public Transportation
Association, and the American School Bus Council.

UNIT VII STUDY GUIDE
Benchmarking Principles and Safety
Initiatives

[https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=128004193&site=ehost-live&scope=site](https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=128004193&site=ehost-live&scope=site)

[https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=128004193&site=ehost-live&scope=site](https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=128004193&site=ehost-live&scope=site)

[https://eazysafe.com/blog/safety-management/benchmarking-health-safety/](https://eazysafe.com/blog/safety-management/benchmarking-health-safety/)

OSH 2305, Fleet and Driver Safety 2

UNIT x STUDY GUIDE
Title

Procedures

Each fleet has different reporting features that are continuously analyzed by safety managers and leadership
within the company. Another important procedure is proper training on vehicle operations in alignment with
well-communicated driver expectations and qualifications. In addition, procedures must be in place to quickly
report and thoroughly investigate all accidents.

Chapter 8 of the textbook contrasts the value of centralized versus decentralized reporting systems. With
decentralized systems, a company could potentially have more of an advantage if an accident were to occur
because management would be closer to the location to review the incident and provide detailed information
in a timely manner. On the other hand, a more centralized system provides uniform responses, unified record
keeping with daily data backups, and more consistent interpretation of chargeability regarding accidents,
which is done from a main office as opposed to multiple offices located in multiple locations.

The goal of benchmarking is to determine not only safe practices but also accident prevention. The individual
responsible for conducting benchmarking must determine the types of reported incidents to be recorded for
use by the company. Many companies record preventable versus unpreventable accidents and link that data
to performance appraisals and/or bonus programs. Whatever benchmark is set for recording incidents, it is
critical for a safety manager to properly record accidents and no-injury incidents and utilize this information to
provide thorough training and proper vehicle maintenance for his or her drivers to prevent future on-the-job
accidents. While there are some companies that are suspected of altering the accident records, full
transparency and honesty is the best policy.

One of the key procedures is the accident reporting procedure. It is crucial that fleet drivers be instructed and
held accountable to report all incidents immediately, including minor ones that might be tempting to hide.
Drivers and supervisors must be taught what language to use and not use in the first report because this
report could become an official court document. In addition, drivers and supervisors should be taught how to
properly take photographs, including using reference points so that distances are easier to gauge. Finally,
most companies have an accident kit, which is placed in each fleet vehicle. This kit includes the insurance
card, a report form and pen, a bullet-point summary card of what to do and say or not say, and a disposable
camera in case the driver does not have a cell phone with a camera feature. Most organizations also have a
post-accident drug and alcohol testing protocol to follow.

Accident Record-Keeping Systems

Design and development of record-keeping systems can help assist a company in having the data necessary
to conduct an accurate analysis of areas needing to be addressed. Begin by creating a successful accident
record-keeping system that chooses meaningful data elements for recording. These elements can be the
metrics that have the largest impact on the company’s safety program. These types of elements demonstrate
the major parts of an accident—such as who was at fault, what vehicles were used, why the accident
occurred, and where the accident occurred. The focus should be primarily on capturing all information
regarding the accident, such as the number of vehicles involved, if there were any injuries and fatalities, and
specific documentation as to the amount of damage that each involved vehicle sustained.

According to the Occupational Safety and Health Administration (OSHA, n.d.), employers who have more
than 10 employees must keep a comprehensive record of all incidents that happen within the company. This
includes any accidents within its fleets. The record of each incident must be kept on file for at least 5 years
per OSHA regulations. Companies can use the following OSHA regulations as guidelines for creating
accident record-keeping systems:

• recording any job-related fatality, including incidents involving fleet vehicles;
• recording any on-the-job injury that results in loss of consciousness or days off from work;
• recording any job-related or on-the-job injuries that require major medical treatment;
• recording any employee diagnosis that is a direct result of a work-related accident; and
• recording any special criteria that involves work-related injury cases (OSHA, n.d.).

The most accurate benchmark that can be utilized by safety managers and senior management within a
company is a careful analysis of past accidents that occurred within their own company. This should include a
look at the implementation of improvements to facilitate a safer environment to evaluate effectiveness, with a

OSH 2305, Fleet and Driver Safety 3

UNIT x STUDY GUIDE
Title

constant eye on preventing incidents in the future. Reviewing incidents outside of a company can be
beneficial but not as important as reviewing those that happen within the company.

Incentive Programs for Safety

A primary target for employers is to promote safety throughout their company environment. In order to
facilitate effectiveness, employers need to keep employees interested. Given this, many companies use
incentive programs to promote safety at their worksites and within their fleets. The positive results of
incentive programs have been researched and linked to the reward theory and also to what is called the
Hawthorne effect. The Hawthorne effect was established after a study was conducted between 1927 and
1932 involving the possible connection between the worksite environment (e.g., amount of lighting, color of
paint on the walls) and productivity (Haight, 2015). Study results showed that while there was no established
connection between a worksite environment and the productivity that resulted from it, it was demonstrated
that productivity is a direct result of the employees’ perceptions because they felt more involved and because
they saw management paying more attention to what they were doing. As a result, productivity went up
(Hindle, 2008).

Companies have developed reward programs specifically to reward drivers for safe driving habits, such as
keeping a clean driving record, keeping their vehicles clean, and avoiding accidents. By rewarding drivers for
safe behavior, companies are building a culture of safety (Vergara, 2009). Employees often need incentives
to raise their levels of productivity and align themselves with their company’s goals and objectives.

While companies want to reduce accident statistics, there is also a need to increase communications with
employees to ensure this takes place. These types of communications will help employees better understand
safety program parameters. For example, how would the program be coordinated and implemented? What is
the period in which employees can receive awards? What types of safety procedures do employees need to
follow while operating fleet vehicles? How will drivers qualify for these safety awards?

Fleet and terminal managers need to be sure to enforce their rules and safety regulations. Compliance is the
primary goal as a company needs to demonstrate that it means business. Employees will most likely be
compliant in their operations of fleet vehicles if they see the importance of doing so and notice results.
Employees also want to see that if they are held accountable, management and frontline supervisors are also
held accountable. Credibility is gained and maintained when drivers see demonstrated commitment and
consistency instead of just talk.

Conclusion

From benchmarking, effective metrics need to be established, and statistical analysis should take place
involving this data to determine new and improved methods that can be used by companies to reduce future
on-the-job accidents. Companies can determine what data should be gathered to successfully report while
also using the information to create a safety program that works for the fleet. In developing an individualized
accident reporting system, the company can take accident and incident data and employ it in the current
safety programs to improve training and hopefully mitigate future incidents. Safe driving recognition and
incentive programs reinforce good driving performance (Vergara, 2009). Fleet performance should be
determined through effective and efficient benchmarking practices and should demonstrate not only
accountability for past accidents but responsibility in preventing future ones.

OSH 2305, Fleet and Driver Safety 4

UNIT x STUDY GUIDE
Title

References

Haight, J. M. (Ed.). (2015). Fleet safety: For safety professionals and fleet managers. Park Ridge, IL:

American Society of Safety Professionals.

Hindle, T. (2008, November 3). The Hawthorne effect. The Economist. Retrieved from

http://www.economist.com/node/12510632

Occupational Safety and Health Administration. (n.d.). Recordkeeping requirements. Retrieved from

https://www.osha.gov/recordkeeping/

Vergara, L. (2009). How to develop a fleet safety award program. Retrieved from http://www.automotive-

fleet.com/article/story/2009/03/how-to-develop-a-fleet-safety-award-program.aspx

Suggested Unit Resources

In order to access the following resource, click the link below.

The Federal Motor Carrier Safety Administration website provides several means for researching safety-
related information for companies.

Federal Motor Carrier Safety Administration. (n.d.). Company safety records: Overview. Retrieved from

https://www.fmcsa.dot.gov/safety/company-safety-records

Learning Activities (Nongraded)

Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.

Develop a fleet incident first report of incident (brief) form that you would use in your company and that would
provide meaningful data to you.

[https://www.fmcsa.dot.gov/safety/company-safety-records](https://www.fmcsa.dot.gov/safety/company-safety-records)

– Course Learning Outcomes for Unit VII
– Required Unit Resources
– Unit Lesson

– Introduction
– Procedures
– Accident Record-Keeping Systems
– Incentive Programs for Safety
– Conclusion

– Suggested Unit Resources
– Learning Activities (Nongraded)

**## UnitVII.pdf**

OSH 2305, Fleet and Driver Safety 1

Course Learning Outcomes for Unit VII

Upon completion of this unit, students should be able to:

1. Summarize fleet safety management programs and practices.
1.1 Identify performance incentives to benefit a company’s fleet safety.

3. Describe fleet-safety-related responsibilities.

3.1 Discuss changes to improve a company’s fleet safety.

4. Apply hazard analysis and control techniques to fleet safety.
4.1 Discuss the compliance, safety, and accountability score of a company.
4.2 Recommend benchmarking and record-keeping systems for a company.

Required Unit Resources

Chapter 1: DOT Regulations, pp. 7–8

Chapter 8: Benchmarking and Performance Criteria, pp. 169–186

In order to access the following resources, click the links below.

Nævestad, T.-O., Elvebakk, B., & Phillips, R. O. (2018). The safety ladder: Developing an evidence-based

safety management strategy for small road transport companies. Transport Reviews, 38(3), 372–393.
Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=128004193&site=ehost-live&scope=site

Tilleard, A. (n.d.). Benchmarking health and safety—Key considerations. Retrieved from

https://eazysafe.com/blog/safety-management/benchmarking-health-safety/

Unit Lesson

Introduction

Management and benchmarking guru Dr. Peter Drucker once stated, “What gets measured gets managed”
(Haight, 2015, p. 132). Benchmarking and performance indicators have long been utilized in measuring
performance for companies within a variety of situations. Within fleet and company safety programs, choosing
the correct metrics for the benchmarking process is the framework and foundation for effectively evaluating all
activities and outcomes related to fleet safety.

Some companies use industry benchmark data to spur themselves on to be the best in class. Unfortunately,
there are other companies that notice that they are the best of a mediocre lot and are content with that.

Safety should be recognized as a core value within a company. Accident statistics have long been analyzed
to improve safety programs within fleets. Companies use these types of results in addition to accident
reporting techniques to appraise overall safety performance standards and to decide where further
improvements are needed. Accident statistics are recorded within many different industry segments such as
the Federal Transit Administration, the American Trucking Associations, the American Public Transportation
Association, and the American School Bus Council.

UNIT VII STUDY GUIDE
Benchmarking Principles and Safety
Initiatives

[https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=128004193&site=ehost-live&scope=site](https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=128004193&site=ehost-live&scope=site)

[https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=128004193&site=ehost-live&scope=site](https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=128004193&site=ehost-live&scope=site)

[https://eazysafe.com/blog/safety-management/benchmarking-health-safety/](https://eazysafe.com/blog/safety-management/benchmarking-health-safety/)

OSH 2305, Fleet and Driver Safety 2

UNIT x STUDY GUIDE
Title

Procedures

Each fleet has different reporting features that are continuously analyzed by safety managers and leadership
within the company. Another important procedure is proper training on vehicle operations in alignment with
well-communicated driver expectations and qualifications. In addition, procedures must be in place to quickly
report and thoroughly investigate all accidents.

Chapter 8 of the textbook contrasts the value of centralized versus decentralized reporting systems. With
decentralized systems, a company could potentially have more of an advantage if an accident were to occur
because management would be closer to the location to review the incident and provide detailed information
in a timely manner. On the other hand, a more centralized system provides uniform responses, unified record
keeping with daily data backups, and more consistent interpretation of chargeability regarding accidents,
which is done from a main office as opposed to multiple offices located in multiple locations.

The goal of benchmarking is to determine not only safe practices but also accident prevention. The individual
responsible for conducting benchmarking must determine the types of reported incidents to be recorded for
use by the company. Many companies record preventable versus unpreventable accidents and link that data
to performance appraisals and/or bonus programs. Whatever benchmark is set for recording incidents, it is
critical for a safety manager to properly record accidents and no-injury incidents and utilize this information to
provide thorough training and proper vehicle maintenance for his or her drivers to prevent future on-the-job
accidents. While there are some companies that are suspected of altering the accident records, full
transparency and honesty is the best policy.

One of the key procedures is the accident reporting procedure. It is crucial that fleet drivers be instructed and
held accountable to report all incidents immediately, including minor ones that might be tempting to hide.
Drivers and supervisors must be taught what language to use and not use in the first report because this
report could become an official court document. In addition, drivers and supervisors should be taught how to
properly take photographs, including using reference points so that distances are easier to gauge. Finally,
most companies have an accident kit, which is placed in each fleet vehicle. This kit includes the insurance
card, a report form and pen, a bullet-point summary card of what to do and say or not say, and a disposable
camera in case the driver does not have a cell phone with a camera feature. Most organizations also have a
post-accident drug and alcohol testing protocol to follow.

Accident Record-Keeping Systems

Design and development of record-keeping systems can help assist a company in having the data necessary
to conduct an accurate analysis of areas needing to be addressed. Begin by creating a successful accident
record-keeping system that chooses meaningful data elements for recording. These elements can be the
metrics that have the largest impact on the company’s safety program. These types of elements demonstrate
the major parts of an accident—such as who was at fault, what vehicles were used, why the accident
occurred, and where the accident occurred. The focus should be primarily on capturing all information
regarding the accident, such as the number of vehicles involved, if there were any injuries and fatalities, and
specific documentation as to the amount of damage that each involved vehicle sustained.

According to the Occupational Safety and Health Administration (OSHA, n.d.), employers who have more
than 10 employees must keep a comprehensive record of all incidents that happen within the company. This
includes any accidents within its fleets. The record of each incident must be kept on file for at least 5 years
per OSHA regulations. Companies can use the following OSHA regulations as guidelines for creating
accident record-keeping systems:

• recording any job-related fatality, including incidents involving fleet vehicles;
• recording any on-the-job injury that results in loss of consciousness or days off from work;
• recording any job-related or on-the-job injuries that require major medical treatment;
• recording any employee diagnosis that is a direct result of a work-related accident; and
• recording any special criteria that involves work-related injury cases (OSHA, n.d.).

The most accurate benchmark that can be utilized by safety managers and senior management within a
company is a careful analysis of past accidents that occurred within their own company. This should include a
look at the implementation of improvements to facilitate a safer environment to evaluate effectiveness, with a

OSH 2305, Fleet and Driver Safety 3

UNIT x STUDY GUIDE
Title

constant eye on preventing incidents in the future. Reviewing incidents outside of a company can be
beneficial but not as important as reviewing those that happen within the company.

Incentive Programs for Safety

A primary target for employers is to promote safety throughout their company environment. In order to
facilitate effectiveness, employers need to keep employees interested. Given this, many companies use
incentive programs to promote safety at their worksites and within their fleets. The positive results of
incentive programs have been researched and linked to the reward theory and also to what is called the
Hawthorne effect. The Hawthorne effect was established after a study was conducted between 1927 and
1932 involving the possible connection between the worksite environment (e.g., amount of lighting, color of
paint on the walls) and productivity (Haight, 2015). Study results showed that while there was no established
connection between a worksite environment and the productivity that resulted from it, it was demonstrated
that productivity is a direct result of the employees’ perceptions because they felt more involved and because
they saw management paying more attention to what they were doing. As a result, productivity went up
(Hindle, 2008).

Companies have developed reward programs specifically to reward drivers for safe driving habits, such as
keeping a clean driving record, keeping their vehicles clean, and avoiding accidents. By rewarding drivers for
safe behavior, companies are building a culture of safety (Vergara, 2009). Employees often need incentives
to raise their levels of productivity and align themselves with their company’s goals and objectives.

While companies want to reduce accident statistics, there is also a need to increase communications with
employees to ensure this takes place. These types of communications will help employees better understand
safety program parameters. For example, how would the program be coordinated and implemented? What is
the period in which employees can receive awards? What types of safety procedures do employees need to
follow while operating fleet vehicles? How will drivers qualify for these safety awards?

Fleet and terminal managers need to be sure to enforce their rules and safety regulations. Compliance is the
primary goal as a company needs to demonstrate that it means business. Employees will most likely be
compliant in their operations of fleet vehicles if they see the importance of doing so and notice results.
Employees also want to see that if they are held accountable, management and frontline supervisors are also
held accountable. Credibility is gained and maintained when drivers see demonstrated commitment and
consistency instead of just talk.

Conclusion

From benchmarking, effective metrics need to be established, and statistical analysis should take place
involving this data to determine new and improved methods that can be used by companies to reduce future
on-the-job accidents. Companies can determine what data should be gathered to successfully report while
also using the information to create a safety program that works for the fleet. In developing an individualized
accident reporting system, the company can take accident and incident data and employ it in the current
safety programs to improve training and hopefully mitigate future incidents. Safe driving recognition and
incentive programs reinforce good driving performance (Vergara, 2009). Fleet performance should be
determined through effective and efficient benchmarking practices and should demonstrate not only
accountability for past accidents but responsibility in preventing future ones.

OSH 2305, Fleet and Driver Safety 4

UNIT x STUDY GUIDE
Title

References

Haight, J. M. (Ed.). (2015). Fleet safety: For safety professionals and fleet managers. Park Ridge, IL:

American Society of Safety Professionals.

Hindle, T. (2008, November 3). The Hawthorne effect. The Economist. Retrieved from

http://www.economist.com/node/12510632

Occupational Safety and Health Administration. (n.d.). Recordkeeping requirements. Retrieved from

https://www.osha.gov/recordkeeping/

Vergara, L. (2009). How to develop a fleet safety award program. Retrieved from http://www.automotive-

fleet.com/article/story/2009/03/how-to-develop-a-fleet-safety-award-program.aspx

Suggested Unit Resources

In order to access the following resource, click the link below.

The Federal Motor Carrier Safety Administration website provides several means for researching safety-
related information for companies.

Federal Motor Carrier Safety Administration. (n.d.). Company safety records: Overview. Retrieved from

https://www.fmcsa.dot.gov/safety/company-safety-records

Learning Activities (Nongraded)

Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.

Develop a fleet incident first report of incident (brief) form that you would use in your company and that would
provide meaningful data to you.

[https://www.fmcsa.dot.gov/safety/company-safety-records](https://www.fmcsa.dot.gov/safety/company-safety-records)

– Course Learning Outcomes for Unit VII
– Required Unit Resources
– Unit Lesson

– Introduction
– Procedures
– Accident Record-Keeping Systems
– Incentive Programs for Safety
– Conclusion

– Suggested Unit Resources
– Learning Activities (Nongraded)

**## OSHA2305UnitVIICaseStudy.docx**

OSHA 2305 Unit VII Case Study

You were recently hired as the fleet safety manager for a small distribution company in the Midwest. Your small company just received a compliance, safety, and accountability (CSA) score of 81. Last month, your score was 77. Upper management has requested a review of the scores and your analysis of the company’s fleet safety performance.

· Is that a good or bad score? Is a higher score better (like basketball), or is a lower score better (like golf)?

· If it is a good score, what will you do to sustain your success?

· If it is a bad score, describe what you are going to do to improve your score and to avoid having your fleet shut down.

· Recommend benchmarking and record-keeping systems for the company.

· Identify performance incentives that you think would benefit the company’s fleet safety.

· Describe fleet-safety-related responsibilities that this company should implement.

· Describe hazard analysis and control techniques this company should implement for fleet safety.

Feel free to add any information or create more details for the given scenario. Your completed case study should be at least four pages in length (not including your Title and Reference pages) and include at least two outside sources, one of which must come from the CSU Online Library. You must use APA Style to create citations and references for this assignment.

**## UnitVII.pdf**

OSH 2305, Fleet and Driver Safety 1

Course Learning Outcomes for Unit VII

Upon completion of this unit, students should be able to:

1. Summarize fleet safety management programs and practices.
1.1 Identify performance incentives to benefit a company’s fleet safety.

3. Describe fleet-safety-related responsibilities.

3.1 Discuss changes to improve a company’s fleet safety.

4. Apply hazard analysis and control techniques to fleet safety.
4.1 Discuss the compliance, safety, and accountability score of a company.
4.2 Recommend benchmarking and record-keeping systems for a company.

Required Unit Resources

Chapter 1: DOT Regulations, pp. 7–8

Chapter 8: Benchmarking and Performance Criteria, pp. 169–186

In order to access the following resources, click the links below.

Nævestad, T.-O., Elvebakk, B., & Phillips, R. O. (2018). The safety ladder: Developing an evidence-based

safety management strategy for small road transport companies. Transport Reviews, 38(3), 372–393.
Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=128004193&site=ehost-live&scope=site

Tilleard, A. (n.d.). Benchmarking health and safety—Key considerations. Retrieved from

https://eazysafe.com/blog/safety-management/benchmarking-health-safety/

Unit Lesson

Introduction

Management and benchmarking guru Dr. Peter Drucker once stated, “What gets measured gets managed”
(Haight, 2015, p. 132). Benchmarking and performance indicators have long been utilized in measuring
performance for companies within a variety of situations. Within fleet and company safety programs, choosing
the correct metrics for the benchmarking process is the framework and foundation for effectively evaluating all
activities and outcomes related to fleet safety.

Some companies use industry benchmark data to spur themselves on to be the best in class. Unfortunately,
there are other companies that notice that they are the best of a mediocre lot and are content with that.

Safety should be recognized as a core value within a company. Accident statistics have long been analyzed
to improve safety programs within fleets. Companies use these types of results in addition to accident
reporting techniques to appraise overall safety performance standards and to decide where further
improvements are needed. Accident statistics are recorded within many different industry segments such as
the Federal Transit Administration, the American Trucking Associations, the American Public Transportation
Association, and the American School Bus Council.

UNIT VII STUDY GUIDE
Benchmarking Principles and Safety
Initiatives

[https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=128004193&site=ehost-live&scope=site](https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=128004193&site=ehost-live&scope=site)

[https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=128004193&site=ehost-live&scope=site](https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=128004193&site=ehost-live&scope=site)

[https://eazysafe.com/blog/safety-management/benchmarking-health-safety/](https://eazysafe.com/blog/safety-management/benchmarking-health-safety/)

OSH 2305, Fleet and Driver Safety 2

UNIT x STUDY GUIDE
Title

Procedures

Each fleet has different reporting features that are continuously analyzed by safety managers and leadership
within the company. Another important procedure is proper training on vehicle operations in alignment with
well-communicated driver expectations and qualifications. In addition, procedures must be in place to quickly
report and thoroughly investigate all accidents.

Chapter 8 of the textbook contrasts the value of centralized versus decentralized reporting systems. With
decentralized systems, a company could potentially have more of an advantage if an accident were to occur
because management would be closer to the location to review the incident and provide detailed information
in a timely manner. On the other hand, a more centralized system provides uniform responses, unified record
keeping with daily data backups, and more consistent interpretation of chargeability regarding accidents,
which is done from a main office as opposed to multiple offices located in multiple locations.

The goal of benchmarking is to determine not only safe practices but also accident prevention. The individual
responsible for conducting benchmarking must determine the types of reported incidents to be recorded for
use by the company. Many companies record preventable versus unpreventable accidents and link that data
to performance appraisals and/or bonus programs. Whatever benchmark is set for recording incidents, it is
critical for a safety manager to properly record accidents and no-injury incidents and utilize this information to
provide thorough training and proper vehicle maintenance for his or her drivers to prevent future on-the-job
accidents. While there are some companies that are suspected of altering the accident records, full
transparency and honesty is the best policy.

One of the key procedures is the accident reporting procedure. It is crucial that fleet drivers be instructed and
held accountable to report all incidents immediately, including minor ones that might be tempting to hide.
Drivers and supervisors must be taught what language to use and not use in the first report because this
report could become an official court document. In addition, drivers and supervisors should be taught how to
properly take photographs, including using reference points so that distances are easier to gauge. Finally,
most companies have an accident kit, which is placed in each fleet vehicle. This kit includes the insurance
card, a report form and pen, a bullet-point summary card of what to do and say or not say, and a disposable
camera in case the driver does not have a cell phone with a camera feature. Most organizations also have a
post-accident drug and alcohol testing protocol to follow.

Accident Record-Keeping Systems

Design and development of record-keeping systems can help assist a company in having the data necessary
to conduct an accurate analysis of areas needing to be addressed. Begin by creating a successful accident
record-keeping system that chooses meaningful data elements for recording. These elements can be the
metrics that have the largest impact on the company’s safety program. These types of elements demonstrate
the major parts of an accident—such as who was at fault, what vehicles were used, why the accident
occurred, and where the accident occurred. The focus should be primarily on capturing all information
regarding the accident, such as the number of vehicles involved, if there were any injuries and fatalities, and
specific documentation as to the amount of damage that each involved vehicle sustained.

According to the Occupational Safety and Health Administration (OSHA, n.d.), employers who have more
than 10 employees must keep a comprehensive record of all incidents that happen within the company. This
includes any accidents within its fleets. The record of each incident must be kept on file for at least 5 years
per OSHA regulations. Companies can use the following OSHA regulations as guidelines for creating
accident record-keeping systems:

• recording any job-related fatality, including incidents involving fleet vehicles;
• recording any on-the-job injury that results in loss of consciousness or days off from work;
• recording any job-related or on-the-job injuries that require major medical treatment;
• recording any employee diagnosis that is a direct result of a work-related accident; and
• recording any special criteria that involves work-related injury cases (OSHA, n.d.).

The most accurate benchmark that can be utilized by safety managers and senior management within a
company is a careful analysis of past accidents that occurred within their own company. This should include a
look at the implementation of improvements to facilitate a safer environment to evaluate effectiveness, with a

OSH 2305, Fleet and Driver Safety 3

UNIT x STUDY GUIDE
Title

constant eye on preventing incidents in the future. Reviewing incidents outside of a company can be
beneficial but not as important as reviewing those that happen within the company.

Incentive Programs for Safety

A primary target for employers is to promote safety throughout their company environment. In order to
facilitate effectiveness, employers need to keep employees interested. Given this, many companies use
incentive programs to promote safety at their worksites and within their fleets. The positive results of
incentive programs have been researched and linked to the reward theory and also to what is called the
Hawthorne effect. The Hawthorne effect was established after a study was conducted between 1927 and
1932 involving the possible connection between the worksite environment (e.g., amount of lighting, color of
paint on the walls) and productivity (Haight, 2015). Study results showed that while there was no established
connection between a worksite environment and the productivity that resulted from it, it was demonstrated
that productivity is a direct result of the employees’ perceptions because they felt more involved and because
they saw management paying more attention to what they were doing. As a result, productivity went up
(Hindle, 2008).

Companies have developed reward programs specifically to reward drivers for safe driving habits, such as
keeping a clean driving record, keeping their vehicles clean, and avoiding accidents. By rewarding drivers for
safe behavior, companies are building a culture of safety (Vergara, 2009). Employees often need incentives
to raise their levels of productivity and align themselves with their company’s goals and objectives.

While companies want to reduce accident statistics, there is also a need to increase communications with
employees to ensure this takes place. These types of communications will help employees better understand
safety program parameters. For example, how would the program be coordinated and implemented? What is
the period in which employees can receive awards? What types of safety procedures do employees need to
follow while operating fleet vehicles? How will drivers qualify for these safety awards?

Fleet and terminal managers need to be sure to enforce their rules and safety regulations. Compliance is the
primary goal as a company needs to demonstrate that it means business. Employees will most likely be
compliant in their operations of fleet vehicles if they see the importance of doing so and notice results.
Employees also want to see that if they are held accountable, management and frontline supervisors are also
held accountable. Credibility is gained and maintained when drivers see demonstrated commitment and
consistency instead of just talk.

Conclusion

From benchmarking, effective metrics need to be established, and statistical analysis should take place
involving this data to determine new and improved methods that can be used by companies to reduce future
on-the-job accidents. Companies can determine what data should be gathered to successfully report while
also using the information to create a safety program that works for the fleet. In developing an individualized
accident reporting system, the company can take accident and incident data and employ it in the current
safety programs to improve training and hopefully mitigate future incidents. Safe driving recognition and
incentive programs reinforce good driving performance (Vergara, 2009). Fleet performance should be
determined through effective and efficient benchmarking practices and should demonstrate not only
accountability for past accidents but responsibility in preventing future ones.

OSH 2305, Fleet and Driver Safety 4

UNIT x STUDY GUIDE
Title

References

Haight, J. M. (Ed.). (2015). Fleet safety: For safety professionals and fleet managers. Park Ridge, IL:

American Society of Safety Professionals.

Hindle, T. (2008, November 3). The Hawthorne effect. The Economist. Retrieved from

http://www.economist.com/node/12510632

Occupational Safety and Health Administration. (n.d.). Recordkeeping requirements. Retrieved from

https://www.osha.gov/recordkeeping/

Vergara, L. (2009). How to develop a fleet safety award program. Retrieved from http://www.automotive-

fleet.com/article/story/2009/03/how-to-develop-a-fleet-safety-award-program.aspx

Suggested Unit Resources

In order to access the following resource, click the link below.

The Federal Motor Carrier Safety Administration website provides several means for researching safety-
related information for companies.

Federal Motor Carrier Safety Administration. (n.d.). Company safety records: Overview. Retrieved from

https://www.fmcsa.dot.gov/safety/company-safety-records

Learning Activities (Nongraded)

Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.

Develop a fleet incident first report of incident (brief) form that you would use in your company and that would
provide meaningful data to you.

[https://www.fmcsa.dot.gov/safety/company-safety-records](https://www.fmcsa.dot.gov/safety/company-safety-records)

– Course Learning Outcomes for Unit VII
– Required Unit Resources
– Unit Lesson

– Introduction
– Procedures
– Accident Record-Keeping Systems
– Incentive Programs for Safety
– Conclusion

– Suggested Unit Resources
– Learning Activities (Nongraded)

**## OSHA2305UnitVIICaseStudy.docx**

OSHA 2305 Unit VII Case Study

You were recently hired as the fleet safety manager for a small distribution company in the Midwest. Your small company just received a compliance, safety, and accountability (CSA) score of 81. Last month, your score was 77. Upper management has requested a review of the scores and your analysis of the company’s fleet safety performance.

· Is that a good or bad score? Is a higher score better (like basketball), or is a lower score better (like golf)?

· If it is a good score, what will you do to sustain your success?

· If it is a bad score, describe what you are going to do to improve your score and to avoid having your fleet shut down.

· Recommend benchmarking and record-keeping systems for the company.

· Identify performance incentives that you think would benefit the company’s fleet safety.

· Describe fleet-safety-related responsibilities that this company should implement.

· Describe hazard analysis and control techniques this company should implement for fleet safety.

Feel free to add any information or create more details for the given scenario. Your completed case study should be at least four pages in length (not including your Title and Reference pages) and include at least two outside sources, one of which must come from the CSU Online Library. You must use APA Style to create citations and references for this assignment.

**## UnitVII.pdf**

OSH 2305, Fleet and Driver Safety 1

Course Learning Outcomes for Unit VII

Upon completion of this unit, students should be able to:

1. Summarize fleet safety management programs and practices.
1.1 Identify performance incentives to benefit a company’s fleet safety.

3. Describe fleet-safety-related responsibilities.

3.1 Discuss changes to improve a company’s fleet safety.

4. Apply hazard analysis and control techniques to fleet safety.
4.1 Discuss the compliance, safety, and accountability score of a company.
4.2 Recommend benchmarking and record-keeping systems for a company.

Required Unit Resources

Chapter 1: DOT Regulations, pp. 7–8

Chapter 8: Benchmarking and Performance Criteria, pp. 169–186

In order to access the following resources, click the links below.

Nævestad, T.-O., Elvebakk, B., & Phillips, R. O. (2018). The safety ladder: Developing an evidence-based

safety management strategy for small road transport companies. Transport Reviews, 38(3), 372–393.
Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=128004193&site=ehost-live&scope=site

Tilleard, A. (n.d.). Benchmarking health and safety—Key considerations. Retrieved from

https://eazysafe.com/blog/safety-management/benchmarking-health-safety/

Unit Lesson

Introduction

Management and benchmarking guru Dr. Peter Drucker once stated, “What gets measured gets managed”
(Haight, 2015, p. 132). Benchmarking and performance indicators have long been utilized in measuring
performance for companies within a variety of situations. Within fleet and company safety programs, choosing
the correct metrics for the benchmarking process is the framework and foundation for effectively evaluating all
activities and outcomes related to fleet safety.

Some companies use industry benchmark data to spur themselves on to be the best in class. Unfortunately,
there are other companies that notice that they are the best of a mediocre lot and are content with that.

Safety should be recognized as a core value within a company. Accident statistics have long been analyzed
to improve safety programs within fleets. Companies use these types of results in addition to accident
reporting techniques to appraise overall safety performance standards and to decide where further
improvements are needed. Accident statistics are recorded within many different industry segments such as
the Federal Transit Administration, the American Trucking Associations, the American Public Transportation
Association, and the American School Bus Council.

UNIT VII STUDY GUIDE
Benchmarking Principles and Safety
Initiatives

[https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=128004193&site=ehost-live&scope=site](https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=128004193&site=ehost-live&scope=site)

[https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=128004193&site=ehost-live&scope=site](https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=128004193&site=ehost-live&scope=site)

[https://eazysafe.com/blog/safety-management/benchmarking-health-safety/](https://eazysafe.com/blog/safety-management/benchmarking-health-safety/)

OSH 2305, Fleet and Driver Safety 2

UNIT x STUDY GUIDE
Title

Procedures

Each fleet has different reporting features that are continuously analyzed by safety managers and leadership
within the company. Another important procedure is proper training on vehicle operations in alignment with
well-communicated driver expectations and qualifications. In addition, procedures must be in place to quickly
report and thoroughly investigate all accidents.

Chapter 8 of the textbook contrasts the value of centralized versus decentralized reporting systems. With
decentralized systems, a company could potentially have more of an advantage if an accident were to occur
because management would be closer to the location to review the incident and provide detailed information
in a timely manner. On the other hand, a more centralized system provides uniform responses, unified record
keeping with daily data backups, and more consistent interpretation of chargeability regarding accidents,
which is done from a main office as opposed to multiple offices located in multiple locations.

The goal of benchmarking is to determine not only safe practices but also accident prevention. The individual
responsible for conducting benchmarking must determine the types of reported incidents to be recorded for
use by the company. Many companies record preventable versus unpreventable accidents and link that data
to performance appraisals and/or bonus programs. Whatever benchmark is set for recording incidents, it is
critical for a safety manager to properly record accidents and no-injury incidents and utilize this information to
provide thorough training and proper vehicle maintenance for his or her drivers to prevent future on-the-job
accidents. While there are some companies that are suspected of altering the accident records, full
transparency and honesty is the best policy.

One of the key procedures is the accident reporting procedure. It is crucial that fleet drivers be instructed and
held accountable to report all incidents immediately, including minor ones that might be tempting to hide.
Drivers and supervisors must be taught what language to use and not use in the first report because this
report could become an official court document. In addition, drivers and supervisors should be taught how to
properly take photographs, including using reference points so that distances are easier to gauge. Finally,
most companies have an accident kit, which is placed in each fleet vehicle. This kit includes the insurance
card, a report form and pen, a bullet-point summary card of what to do and say or not say, and a disposable
camera in case the driver does not have a cell phone with a camera feature. Most organizations also have a
post-accident drug and alcohol testing protocol to follow.

Accident Record-Keeping Systems

Design and development of record-keeping systems can help assist a company in having the data necessary
to conduct an accurate analysis of areas needing to be addressed. Begin by creating a successful accident
record-keeping system that chooses meaningful data elements for recording. These elements can be the
metrics that have the largest impact on the company’s safety program. These types of elements demonstrate
the major parts of an accident—such as who was at fault, what vehicles were used, why the accident
occurred, and where the accident occurred. The focus should be primarily on capturing all information
regarding the accident, such as the number of vehicles involved, if there were any injuries and fatalities, and
specific documentation as to the amount of damage that each involved vehicle sustained.

According to the Occupational Safety and Health Administration (OSHA, n.d.), employers who have more
than 10 employees must keep a comprehensive record of all incidents that happen within the company. This
includes any accidents within its fleets. The record of each incident must be kept on file for at least 5 years
per OSHA regulations. Companies can use the following OSHA regulations as guidelines for creating
accident record-keeping systems:

• recording any job-related fatality, including incidents involving fleet vehicles;
• recording any on-the-job injury that results in loss of consciousness or days off from work;
• recording any job-related or on-the-job injuries that require major medical treatment;
• recording any employee diagnosis that is a direct result of a work-related accident; and
• recording any special criteria that involves work-related injury cases (OSHA, n.d.).

The most accurate benchmark that can be utilized by safety managers and senior management within a
company is a careful analysis of past accidents that occurred within their own company. This should include a
look at the implementation of improvements to facilitate a safer environment to evaluate effectiveness, with a

OSH 2305, Fleet and Driver Safety 3

UNIT x STUDY GUIDE
Title

constant eye on preventing incidents in the future. Reviewing incidents outside of a company can be
beneficial but not as important as reviewing those that happen within the company.

Incentive Programs for Safety

A primary target for employers is to promote safety throughout their company environment. In order to
facilitate effectiveness, employers need to keep employees interested. Given this, many companies use
incentive programs to promote safety at their worksites and within their fleets. The positive results of
incentive programs have been researched and linked to the reward theory and also to what is called the
Hawthorne effect. The Hawthorne effect was established after a study was conducted between 1927 and
1932 involving the possible connection between the worksite environment (e.g., amount of lighting, color of
paint on the walls) and productivity (Haight, 2015). Study results showed that while there was no established
connection between a worksite environment and the productivity that resulted from it, it was demonstrated
that productivity is a direct result of the employees’ perceptions because they felt more involved and because
they saw management paying more attention to what they were doing. As a result, productivity went up
(Hindle, 2008).

Companies have developed reward programs specifically to reward drivers for safe driving habits, such as
keeping a clean driving record, keeping their vehicles clean, and avoiding accidents. By rewarding drivers for
safe behavior, companies are building a culture of safety (Vergara, 2009). Employees often need incentives
to raise their levels of productivity and align themselves with their company’s goals and objectives.

While companies want to reduce accident statistics, there is also a need to increase communications with
employees to ensure this takes place. These types of communications will help employees better understand
safety program parameters. For example, how would the program be coordinated and implemented? What is
the period in which employees can receive awards? What types of safety procedures do employees need to
follow while operating fleet vehicles? How will drivers qualify for these safety awards?

Fleet and terminal managers need to be sure to enforce their rules and safety regulations. Compliance is the
primary goal as a company needs to demonstrate that it means business. Employees will most likely be
compliant in their operations of fleet vehicles if they see the importance of doing so and notice results.
Employees also want to see that if they are held accountable, management and frontline supervisors are also
held accountable. Credibility is gained and maintained when drivers see demonstrated commitment and
consistency instead of just talk.

Conclusion

From benchmarking, effective metrics need to be established, and statistical analysis should take place
involving this data to determine new and improved methods that can be used by companies to reduce future
on-the-job accidents. Companies can determine what data should be gathered to successfully report while
also using the information to create a safety program that works for the fleet. In developing an individualized
accident reporting system, the company can take accident and incident data and employ it in the current
safety programs to improve training and hopefully mitigate future incidents. Safe driving recognition and
incentive programs reinforce good driving performance (Vergara, 2009). Fleet performance should be
determined through effective and efficient benchmarking practices and should demonstrate not only
accountability for past accidents but responsibility in preventing future ones.

OSH 2305, Fleet and Driver Safety 4

UNIT x STUDY GUIDE
Title

References

Haight, J. M. (Ed.). (2015). Fleet safety: For safety professionals and fleet managers. Park Ridge, IL:

American Society of Safety Professionals.

Hindle, T. (2008, November 3). The Hawthorne effect. The Economist. Retrieved from

http://www.economist.com/node/12510632

Occupational Safety and Health Administration. (n.d.). Recordkeeping requirements. Retrieved from

https://www.osha.gov/recordkeeping/

Vergara, L. (2009). How to develop a fleet safety award program. Retrieved from http://www.automotive-

fleet.com/article/story/2009/03/how-to-develop-a-fleet-safety-award-program.aspx

Suggested Unit Resources

In order to access the following resource, click the link below.

The Federal Motor Carrier Safety Administration website provides several means for researching safety-
related information for companies.

Federal Motor Carrier Safety Administration. (n.d.). Company safety records: Overview. Retrieved from

https://www.fmcsa.dot.gov/safety/company-safety-records

Learning Activities (Nongraded)

Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.

Develop a fleet incident first report of incident (brief) form that you would use in your company and that would
provide meaningful data to you.

[https://www.fmcsa.dot.gov/safety/company-safety-records](https://www.fmcsa.dot.gov/safety/company-safety-records)

– Course Learning Outcomes for Unit VII
– Required Unit Resources
– Unit Lesson

– Introduction
– Procedures
– Accident Record-Keeping Systems
– Incentive Programs for Safety
– Conclusion

– Suggested Unit Resources
– Learning Activities (Nongraded)