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Sunday, November 30, 2008
Great Big Stuff
Saturday, November 29, 2008
>> Head Protection
Head injuries are fairly common in industry and account for 3 to 6% of all industrial injuries in industrialized countries. They are often severe and result in an average lost time of about three weeks. The injuries sustained are generally the result of blows caused by the impact of angular objects such as tools or bolts falling from a height of several metres; in other cases, workers may strike their heads in a fall to a floor or suffer a collision between some fixed object and their heads.
A number of different types of injury have been recorded:
* perforation of the skull resulting from the application of an excessive force to a very localized area, as for example in the case of direct contact with a pointed or sharp-edged object.
* fracture of the skull or of the cervical vertebrae occurring when an excessive force is applied on a larger area, stressing the skull beyond the limits of its elasticity or compressing the cervical portion of the spine.
* brain lesions without fracture of the skull resulting from the brain being displaced suddenly within the skull, which may lead to contusion, concussion, haemorrhage of the brain or circulatory problems.
Understanding the physical parameters that account for these various types of injury is difficult, although of fundamental importance, and there is considerable disagreement in the extensive literature published on this subject. Some specialists consider that the force involved is the principal factor to be considered, while others claim that it is a matter of energy, or of the quantity of movement; further opinions relate the brain injury to acceleration, to acceleration rate, or to a specific shock index such as HIC, GSI, WSTC. In most cases, each one of these factors is likely to be involved to a greater or lesser extent. It may be concluded that our knowledge of the mechanisms of shocks to the head is still only partial and controversial. The shock tolerance of the head is determined by means of experimentation on cadavers or on animals, and it is not easy to extrapolate these values to a living human subject.
On the basis of the results of analyzes of accidents sustained by building workers wearing safety helmets, however, it seems that head injuries due to shocks occur when the quantity of energy involved in the shock is in excess of about 100 J.
Other types of injuries are less frequent but should not be overlooked. They include burns resulting from splashes of hot or corrosive liquids or molten material, or electrical shocks resulting from accidental contact of the head with exposed conductive parts.
Safety Helmets
The chief purpose of a safety helmet is to protect the head of the wearer against hazards, mechanical shocks. It may in addition provide protection against other for example, mechanical, thermal and electrical.
A safety helmet should fulfill the following requirements in order to reduce the harmful effects of shocks to the head:
1. It should limit the pressure applied to the skull by spreading the load over the largest possible surface. This is achieved by providing a sufficiently large harness that closely match various skull shapes, together with a hard shell strong enough to prevent the head from coming into direct contact with accidentally falling objects and to provide protection if the wearer’s head should hit a hard surface. The shell must therefore resist deformation and perforation.
2. It should deflect falling objects by having a suitably smooth and rounded shape. A helmet with protruding ridges tends to arrest falling objects rather than to deflect them and thus retain slightly more kinetic energy than helmets which are perfectly smooth.
3. It should dissipate and disperse the energy that may be transmitted to it in such a way that the energy is not passed totally to the head and neck. This is achieved by means of the harness, which must be securely fixed to the hard shell so that it can absorb a shock without being detached from the shell. The harness must also be flexible enough to undergo deformation under impact without touching the inside surface of the shell. This deformation, which absorbs most of the energy of a shock, is limited by the minimum amount of clearance between the hard shell and the skull and by the maximum elongation of the harness before it breaks. Thus the rigidity or stiffness of the harness should be the result of a compromise between the maximum amount of energy that it is designed to absorb and the progressive rate at which the shock is to be allowed to be transmitted to the head.
Thursday, November 27, 2008
>> Important Safety Tips on Using Portable Ladders - Part 2
Climbing a Ladder
Even when you're not going very high, climbing a ladder can be a bit of a balancing act. By following these tips you can climb with greater comfort and security:
* Grasp the rungs of the ladder, not the side rails. The rungs are easier to hold onto in case your foot slips. Face the ladder when going up or down and when working from it. Keep the centre of your body within the side rails.
* Maintain three-point contact by keeping two hands and one foot, or two feet and one hand, on the ladder at all times.
* Do not carry objects in your hands while on a ladder. Instead, hoist materials or attach tools to your belt.
Staying on a Ladder
Above all, don't fall! Adopt these common-sense rules:
* Tie yourself off with a safety harness when working 3 m (10 ft) or more off the ground or when working with both hands.
* Do not work from the top three rungs. The higher you go on a ladder, the greater the possibility that it will slip out at the base.
* Wear protective footwear with slip-resistant soles and heels. Before mounting a ladder, make sure your footwear is in good condition, and wipe off the soles if necessary. Don't climb a ladder if the soles of your shoes or boots are wet, muddy or slippery.
* Ensure that only one person is on a single-width ladder. A double-width ladder should have no more than one person on each side.
* Don't straddle the space between a ladder and another object.
* Don't overreach from a ladder; step down and move the ladder as required. You might need to take a rest break after awhile, since frequent climbing is hard work on the legs.
* Keep your balance. If you're doing work that requires you to look up and reach above your head (e.g. to wash windows or paint a wall) rest frequently to avoid arm fatigue and disorientation. If you become dizzy or panicky, drape your arms over a rung and rest your head against another rung or side rail. Climb down slowly.
Other Safety Precautions
* Ensure that all electrical equipment used during ladder work is in good condition and properly grounded.
* Do not join two short ladders to make a longer ladder. The side rails are not strong enough to support the extra load.
* Do not allow anyone to stand under a ladder.
* Do not use a ladder placed in a horizontal position as a scaffold plank or runway.
* Do not use a chair, barrel, box or anything else as a makeshift ladder.
* If you have access to a fixed stairway or scaffold, use it instead of a portable ladder.
Social Network system
Tuesday, November 25, 2008
>> Important Safety Tips on Using Portable Ladders - Part 1
Ladders have been around a long time, and are common to almost every home and workplace. This, and their simplicity, generates the false impression that ladder work requires no special knowledge or skills. The opposite is true. Anyone who uses a ladder should have hands-on safety training to learn about the various risks involved and the precautions necessary to prevent falling.
Choosing the Right Ladder
Using a ladder for purposes not anticipated in its design is the most common cause of falls. Workers select among the ladders that are made available to them by the employer, but these are not necessarily what safety would dictate. The Canadian Standards Association (CSA) sets standards for ladder capacity. Safety regulations give specific measurement requirements. Companies and individuals need to focus more on the importance of choosing a CSA-approved ladder of appropriate strength, type, and length for the task.
Ladder inspection and setup, climbing techniques, safety precautions and common sense are also important factors that must be considered.
Inspecting a Ladder
Use a portable ladder only if you're sure it can support you. Inspect the ladder before and after using it. Pay close attention to painted wooden ladders; the paint could be hiding defects. If the ladder is defective, tag it and have it either repaired or thrown out.
Setting Up a Ladder
Ladders are very dangerous pieces of equipment. Once you've inspected your ladder and established that it's in good condition, it's important to know where and how to set up the ladder, and where and how not to.
* Before setting up a ladder, check for overhead electrical wires. Clear the area around the base and top of the ladder of debris, tools and other objects.
* If you must use a ladder in passageways, driveways or other high traffic areas, set up suitable barricades. If you're using a ladder in a doorway, lock the doors shut.
* Place the ladder feet 1/4 of the ladder's working length away from the base of the structure (e.g. if the ladder measures 8 feet between its base and its support point at the top of a wall, there should be 2 feet between the base of the ladder and the foot of the wall).
* Rest both side rails on the top support and secure the ladder to prevent slipping.
* If you will be stepping onto a higher platform (e.g. a roof or scaffold) from the ladder, make sure the ladder extends at least 1 m (3 ft) above that platform.
* Place the ladder on a firm, level footing. Secure the bottom to prevent it from slipping. Have someone hold the ladder if possible, especially if the ladder doesn't have slip-resistant feet or secure blocking.
* Do not set up a ladder on a box, cart, table or scaffold; on ice; or on any other unstable or slippery surface.
* Stand a ladder on both side rails, not on any of its rungs.
To be continued in Part 2....
Cruiser
Saturday, November 22, 2008
>> Workplace Hazardous Chemicals
Health hazards can arise from exposure to a large variety of chemical substances. Their toxic properties can harm the body. Chemical hazards take the form of solids, liquids, vapours, gases, dusts, fumes or mists. They can be inhaled, ingested or absorbed into the body.
In order to prevent harm, we need to understand the toxic properties of chemicals. Toxic properties means the ability of the chemical to produce adverse health effects. We also need to know the physical states chemical agents can take during the work process. This can help to determine how they might contact or enter the body and how exposure may be controlled.
Chemicals serve many purposes in the workplace. Some are the raw materials used to make a product. Sometimes the product itself is a chemical. Other chemicals are fuels used to provide energy. Still others are byproducts of a process or are used for other purposes, such as lubrication and cleaning.
Chemicals that may cause an adverse health effect are called toxic. Some chemicals, such as corrosives, can harm the body without being toxic. Hazardous chemicals may also be referred to as hazardous substances or hazardous materials.
A very large number of chemicals are used in workplaces. There are many whose health effects are not entirely known. The problem is all the more difficult because the health effects of some chemicals can be subtle, or may take years to develop. The best policy, therefore, is to regard chemicals as potentially hazardous until their effects are fully known.
The employer, as well as members of joint committees, must know how to recognize, assess and control chemical hazards.
Physical States of Matter
Chemicals exist in one of three states: solid, liquid or gas.
* A solid has shape and form, whether it's a dust particle or an ingot of steel.
* A liquid is a formless fluid. It takes the shape of its container, but doesn't necessarily fill it. Solvents and oils are examples of chemicals in liquid form.
* A gas is a formless substance that expands to occupy all the space of its container. Oxygen and carbon monoxide are examples of chemicals in gaseous form. Gases are usually invisible, but they may be detected in some cases by their taste or smell.
A chemical is described as a solid, liquid or gas according to its state under normal conditions of temperature and pressure. These normal conditions are called room temperature and atmospheric pressure.
Some chemicals move from one state to another with a change in temperature or pressure. Water is a chemical which is normally a liquid. At normal atmospheric pressure, it becomes a solid at temperatures below 0 degrees Celsius. Propane gas is a liquid while it is stored under pressure in a tank, but it becomes a gas when it is released at atmospheric pressure. The product known as dry ice is carbon dioxide. At atmospheric pressure, it becomes a solid at temperatures below -78.5 degrees Celsius. It changes directly into a gas at normal room temperature.
Knowledge of the physical states of hazardous chemicals is important to an understanding of their health effects. The physical state of a chemical determines which routes it may use to enter the body. For example, a gas may easily enter the body by inhalation. Some liquids are more likely to be absorbed through the skin. The fact that chemicals may change their state when subjected to work processes that involve temperature and pressure changes makes it all the more important that all of the possible states be taken into account.
Thursday, November 20, 2008
Holiday Glass Frames From Zenni Optical
>> Easy Solutions to Workplace Problems
No matter what type of problem erupts in your workplace, here are a few tips for dealing with common problems.Follow these tips and do better in your workplace.
- Evaluate your own behavior
Tensions in the workplace may run high on occasion, and before you speak to others about your concerns, you should always make sure your own behavior is part of the solution, not the problem. For example, if you feel constantly annoyed because a coworker takes extra long breaks throughout the day to smoke or go to lunch, try to control your own annoyance rather than your coworker. Remember that others probably notice this behavior also and that when it is time for the boss to hand out bonuses or promotions, your long-lunching friend may be left behind. Funnel your irritation into your own projects and duties; you may be pleasantly surprised at the rewards. Finally, make sure that you do not mimic the behaviors you find upsetting. Always arrive on time to work and stay until the end of the day. Take your allotted lunch period and no more. If you must take a break, take a quick walk to get some exercise. Remember – workplace problems need people to work toward the solution, not create more problems. - Speak to a coworker directly
If you have a problem with how a coworker is behaving in the workplace, try to confront him or her directly before taking other action. It may aggravate the situation if you immediately approach your boss about a coworker’s behavior. Take a moment to consider how best to approach your workplace colleague. It is always best to ask to speak with a coworker privately and then discuss the situation away from other ears. If you feel uncomfortable with direct workplace confrontation, you may decide that email is a better way to alert a coworker to your concerns. Always keep in mind, however, that email is not private. Never write something in an email that you would not want anyone else to see.
- Speak to your supervisor
If a coworker has breached the safety of the workplace, for example, it may be necessary to consult with your supervisor immediately or as soon as possible. Consulting with your supervisor about a coworker or workplace situation may be the best alternative if another method has failed. When addressing concerns with your boss, make sure you avoid any hint of whining or complaining. Be specific: Give examples of workplace problems and remember that less is more. Telling your supervisor about one or two instances of a serious workplace problem is wiser than listing twenty complaints. Always speak to your supervisor about concerns privately and accept that not everything may get changed.
- Write a memo
If you supervise others and notice a workplace situation occurring within your staff or team, writing a memo to everyone may help address the problem. Workplace issues may be sensitive or cause people to feel uncomfortable, so a memo can reduce some of the tension. For example, if one or more people on your team are not adhering to the dress code, a memo may be the best solution. Include in the memo a statement that you have noticed the problem. Do not name specific persons who have not followed the dress code. State the dress code clearly and remind everyone that the dress code is to promote professionalism in the workplace. Remind the team of the consequences of ignoring the dress code. A workplace memo may be enough to fix the problem.
- Hold a meeting
If the type of situation in your workplace is of paramount importance, such as safety concerns, you may want to hold a meeting. Gather your team together and discuss the problem and brainstorm ways to solve it. When you ask for input from others, they are often more willing to actively participate in the solution. Remember that it will be difficult to hold a meeting for a team you do not supervise. If the problem is workplace wide and not specific to your team or employees, suggest to upper management that the company address the problem as a whole. Volunteer to lead the workplace discussion.
Monday, November 17, 2008
Alpaca Boutique
Friday, November 14, 2008
>> Office Affair
The office affair. File it under “it seemed like a good idea at the time” or perhaps “I should have known better.”
While I have worked with a handful of couples who met at work and ended up living happily ever after – at least so far anyways – having an office affair in my opinion is not a great long-term career decision.
Especially if it's a clandestine affair.
And it could be a career limiting decision with your employer if it goes REALLY bad.
I’m not referring to when two co-workers start seeing each other and where one or both of them are married to other people. If you need to be told that this is not a good idea, then an article probably isn’t going to help you see the light.
I’m specifically referring to when two co-workers who are both single start seeing one another.
Certainly it can be difficult to meet that special someone and it’s reasonable that when two single co-workers spend a great deal of time with each other that they might become attracted to one another.
Rather than trying to prove a point, I will instead list several possible outcomes of two co-workers having an office affair that you should think about before doing anything you may regret later on:
Think about the worst case scenario that could occur if things end poorly.
- Does the company have a policy against office relationships and if so, can you be fired if it becomes public knowledge (which it most likely will)?
- Could becoming involved with a co-worker create a possible conflict if you end the relationship badly? Will you still have to work closely with them in the future?
- If you are planning on having an office affair without letting anyone know, how will co-workers and management react if and when they find out especially if there is a company policy against it? How will it then look if it appears the two of you were also deliberately hiding it?
- And if you are thinking about having an affair with a subordinate, consider the possible legal ramifications if this person gets fired and blames you.
What would you tell a future potential employer about why you left your last job if it was because you were fired for having an office affair?
I’ve read some statistics that indicate that many couples admit to having met at work so certainly it does happen. Understanding your employer’s policy and what the possible consequences are for having an office affair before starting one are paramount.
Even if you aren’t fired, it could end up being a career-limiting move that lowers the opinion that co-workers and superiors have of you if things go bad and the gossip starts.
Thursday, November 13, 2008
Fix Auto
>> SMART
Specific
Good performance goals are specific. The common mistake in setting specific goals is stating an outcome rather than specific achievement in order to produce that outcome. For example, stating, “Become a better sales person in 200X” is an outcome. What is needed is specific achievements that result in someone becoming a better salesperson. In the process of setting and achieving goals, the first step is to make sure the goals are specific.- Measurable
Some career newbies find this difficult to do. After all, not all good goals are measurable. But based on experience, majority of good performance goals will have measurable results. Think hard about this. Sometimes it is a matter of looking at it from a different angle. Think about the goal’s intention. That may help you craft it differently. - Achievable
Goals that are challenging yet achievable builds self-esteem and hence confidence. That can result in more responsibilities and rewards. Some people are of the opinion that goals should be impossible to achieve. Yet others make the mistake of making it easily achievable. These goals are not good as they aren’t very motivating for you and your manager. Be courageous enough to set realistic challenging goals that you alone or with the cooperation of colleagues can achieve. Remember, it is about setting and achieving goals. Not setting alone. - Results-focused
When setting goals remember you want to deliver the results towards the organizations objectives. Hence, the goals must be results oriented. Common mistakes here are taking activities as results. For example, increasing call cycle for a particular sales person is an activity. Increasing sales is a result. - Time-bound
Give a time to when your meaningful and motivating goals will be achieved.
Promises Treatment Center
>> 10 Signs that you’re stuck in a Dead-End job
Stunted professional growth: You aren’t learning anything new and there is no scope for advancement. Either your opinions aren’t taken seriously or are immediately shot down. Plus, the management isn’t investing in keeping the skills of employees up to date.“Dressing for Success”
Downward spiral: The Company is losing clients and customers and rumours of bankruptcy are surfacing.
Out of control attrition: New employees come and go every other month and the company treats it very casually, making no attempt to conduct exit interviews or introduce motivation practices to control the high attrition rates. Moreover, existing employees constantly have to bear the burden of additional responsibilities till a new hire comes along and learns the ropes.
“Baring the Body Code”Me, myself and…my work?: You lack a sense of belonging with your company and with the number of people coming and going you feel that your absence wouldn’t make a lot of difference to the company or your colleagues. It’s hard for you to picture your future with company.
Community discontent: You constantly seek out disgruntled employees with whom you can vent your frustration about your company in not so nice terms.
Waiting for the alarm?: You dread Monday mornings and you literally have to lug yourself out of bed to get to work. At the office, you find yourself either day dreaming or glancing at the clock on your computer screen every two minutes waiting for the day to get over.
Poor work environment/insufficient resources: If your company hasn’t bothered to spruce up the office environment, be it by updating computer systems, having clean and functional facilities, good office furniture etc thereby contributing to low morale amongst employees, you know you’ve made a bad career move. According to Careerbuilder.com editor Kate Lorenz, “if the company questions you every time you ask for a new pen, it could be an indication of financial stress.”
Ethics loggerhead: Your personal values and company ethics aren’t in sync with one another. You feel you are compromising your personal integrity or are going against your values by staying on and working with the company.
Lack of R ‘n’ R – recognition and rewards: You’re efforts are unappreciated and you’re not being appropriately compensated as you would be elsewhere. You feel under valued and even you’re annual raise is too meager to be considered a “raise”.
JL November
Tuesday, November 11, 2008
>> Identify hazards in your workplace
A hazard is anything with the potential to cause harm. The risk is the likelihood that someone could be harmed by that hazard together with an indication of how serious the harm could be. The law doesn't require you to eliminate all risk, but you are required to protect people as far as is reasonably practicable.
The first stage of a risk assessment is to look for hazards. A hazard can be something easily seen, such as a trailing cable, a worn carpet or exposed wiring. Or it can be something less obvious - a slippery surface, for example.
It can be something general, such as poor lighting. Or it can be something specific to your business, such as the particular hazardous substances you use. See our guides on how to manage harmful substances safely and your responsibilities for health and safety.
A hazard can be something directly affecting your employees, such as exposure to bacteria - or something affecting the environment in general, such as your waste materials.
You should distinguish between:
- workplace hazards, such as a workshop's layout
- activity hazards, such as using grinding machinery in your workshop
- environmental hazards, such as the dust created when using grinding machinery
When looking for hazards it can be helpful to:
- walk around your business
- talk to employees who may be more aware of your business' hazards than you
- look at safety data sheets and manufacturers' instructions to identify potential problem areas
- examine accident and health records to identify existing problem areas
Akoya Pearls
Thursday, November 06, 2008
>> Satisfaction in Workplace - Part 2
4. Yakity-Yak, and talk back. I could always share my frustrations with my coworkers as well as my wife. Getting it off my chest made me feel like I wasn't trying to do this all on my own.
5. Opportunity knocks. Even though I liked the odd shifts, I knew I couldn't exist indefinitely on them. I used much of the downtime at work and home to study for promotions. It worked.
So many people are thrown into shiftwork because it's the only thing available; it's the only way to make ends meet, or the only way to take care of the children. I guess the only thing worse is being out of options altogether. Believe me, I don't intend to dismiss the ramifications and downside of shiftwork. It's just that it isn't healthy to dwell on them. Stay positive.
Zenni Optical
Zenni Optical was on FOX news
Wednesday, November 05, 2008
>> Does More Money Equal More Work?
There's an old saying, “You get what you pay for.” Well, how true is it when comparing employees and their salaries?
While most bosses think that money is the deciding factor in what motivates workers – as much as 89 percent of managers have suggested this is so – most employees would not agree. In fact, another study found that 50 percent of workplace satisfaction is determined by the relationship between a worker and a boss, and this is born out by the 2008 Yahoo! HotJobs annual satisfaction survey in which 43 percent of participants cite their boss’s poor performance as the reason they will be looking for a new job this year.
Yes, many people feel they are underpaid and would love to earn more money, but only for the same amount of work. In fact, according to a 2006 Harris Interactive poll 40 percent of the employees surveyed felt their companies paid below-market. However, this feeling may have had more to do with the fact that many were dissatisfied with their current workload and hours, which may be an indication of why more money will not encourage them to work any harder.
The fact is that regardless of the constant bitching and moaning about how salary doesn’t seem to match up to individual worth or the rising cost of living, most employees have other priorities.
However, some survey also suggested that an even larger group of workers felt that regardless of where they work, their salary should not change unless the work itself actually changed, possibly indicating that employees already feel they work hard enough for their pay. So if more money doesn’t light the fire and inspire employees to work harder, what will?
Now there are a lot of resources out there – surveys, articles, experts – that suggest that job satisfaction comes more from the intangibles than from pay. Factors like a positive work environment, recognition, and challenging work generally top the list. However, whatever employees want from their job, money is generally not number one.
SoftwareTech
SoftTime software program helps the companies in employees time and attendance issues. They also allow us to download software demo of this program. Timekron software program helps us in collecting and managing employees worktime electronically using timesheets etc,. HR helps in comprehensive employee management. Thus each software is very usefull one.
Try the demos in these following sites.
SoftTime - www.softwaretech.com/detailst.php
Timekron - www.softwaretech.com/detailtk.php
HR - http://www.softwaretech.com/detailhr.php
Tuesday, November 04, 2008
>> Satisfaction in Workplace - Part 1
Many of these people have learned to adapt to the rigors of the swing and night shifts through careful management of their family relationships, social obligations, and personal habits. For others, it just sort of happens. It's like when you start any new job somewhere. For the first few months, you undergo the change associated with new processes and people. If you accept the new "workstyle," you stay and are happy (well, let's say, "satisfied"). However, if after a fair trial period, you cannot accept, convert, or cope with the new system, you quit.
Researchers are interested in finding out more about shiftworkers who report they are satisfied in their jobs. They know all about how certain changes in sleeping schedules, eating habits, and family support networks can make or break a shiftworker. But they also suspect that among many so-called happy shift workers, an underlying physical determinant may be at work.
In a study among Swedish male shiftworkers, researchers found that more satisfied individuals had higher levels of morning testosterone. Conversely, those who indentified themselves as dissatisfied exibited lower levels of the hormone. Is there something that causes the hormone difference that is related to adaptive ability, or is it that people who have more trouble sleeping have a lower hormone level? Some researchers indicate that it may be related to what is termed as "sleep-need." Some people just need more sleep, whether they work nights or days. So if there's a relationship between hormone levels and sleep quality, it stands to reason that there's a relationship between hormone levels and shiftwork tolerance. I think an interesting outcome would be to determine if hormone therapy alters sleep quality, which may affect shiftwork satisfaction. I'm not a fan of medication, but it would be interesting.
Here's what I do know about shiftwork satisfaction, and it's based on my own experience; no drugs are necessary.
1. Mama's got to buy in. As a shiftworker, my wife let me sleep during the day, kept the house dark and quiet, and took over many of my chores when I worked nights.
2. Have Fun. Whenever I could, I'd stop at the golf course after work and play a morning 9 holes. (It did wonders for my attitude, although my golf game still stinks). I also coached t-ball, helped out with the Scouts and Indian Guides, and helped keep our son out of trouble by being around a lot.