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LIFTING EQUIPMENT


respect, it is important not to overlook relatively simple items such as slings and lifting accessories.


Derrick Bailes


on the safety and efficiency of overhead lifting.


To help address this, the LEEA recently introduced a scheme that awards Accredited Training status to companies that meet a recognised set of standards in terms of the quality of training they offer. Covering topics such as lifting and slinging, lifting equipment inspection, LOLER and PUWER, and the management of lifting and slinging, firms seeking accreditation are independently audited by the LEEA’s technical officers. The criteria include the qualifications and experience of the trainers, the standard of training facilities and the quality of trainee assessment.


Under LOLER, all lifting equipment must be subject to thorough examination on a periodic basis. Unfortunately this is another area where there are real concerns that work is being undertaken by staff lacking the specialist skills and experience necessary. The LEEA’s long-established Diploma is widely recognised as an essential qualification for this role. To help underline this, LEEA now issues ‘TEAM’ (Test, Examine and Maintain) identity cards to engineers who have achieved the Diploma. Employers are urged to insist it is shown by anyone intending to work on overhead lifting equipment.


The requirement for periodic, thorough examination applies to all lifting equipment. In this


Ultimately, such items are solely responsible for securing the load throughout the lifting operation. Furthermore, they are particularly vulnerable to damage, each and every time they are used. As a result, it is important to not only ensure nothing slips through the net in terms of periodic thorough examinations, but also that these examinations are supplemented by regular in- service inspections. In the case of items such as slings, lifting accessories and portable lifting machines, these inspections should be undertaken each time they are used. This need not be time consuming – typically comprising a simple visual inspection, to ensure everything is as it should be. However, it is important all staff understand the importance of withdrawing from service any equipment that raises cause for concern.


In all but the smallest workshops, a lockable storage facility for lifting equipment is strongly recommended. This should be managed by a nominated person(s). He or she should operate a control- and-issue system which ensures that only equipment which has been inspected and found to be serviceable is released. If permanent staffing for the store is not viable, it should be locked and control handed to someone who will be available as and when necessary. Whatever set- up is utilised, equipment should only be issued to employees who are authorised to use it. A clear indication of the length of time that the issue applies for should also be given, and a record kept so that action can be taken to recover overdue equipment.


Overhead lifting is a specialist discipline that requires staff with


rail technology magazine Dec/Jan 11 | 53


the right skills and experience. However, in achieving higher standards of health and safety, the impact of the wider company culture cannot be underestimated. In this respect, the tone is very much set by senior management and needs to be communicated effectively throughout the organisation.


Unfortunately, the message that actually reaches the workforce is often one of ‘time is money.’ Anything that might take a little more time, no matter how essential, is at risk of being ignored. In such organisations, it frankly becomes a matter of luck whether accidents occur. When they do, the cost in both time and money soon outweighs anything gained by cutting corners. A far more effective means of cost control is


FOR MORE INFORMATION


Geoff Holden, Chief Executive, LEEA, T: +44 (0)1480 432801 F: +44 (0)1480 436314 W: www.leeaint.com


following disciplined procedures that ensure work is planned in sufficient detail and carefully executed.


The role of senior management is to ensure robust and practical procedures are in place; if they are unclear or too complex, staff will start to go their own way. It is also good practice to always give ownership of tasks – even relatively simple ones – to individuals rather than departments.


Finally, there is a lot to be said for managers simply getting out of the office and onto the shop floor. Experience suggests there is no better way of finding out whether principles set out in writing are actually reflected in the realities of everyday working practice.


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