The human factor is critical in overhead lifting
May 1st 2008

Correct training can have a real impact on efficiency of production rather than just being a box-ticking exercise to comply with regulations says Derrick Bailes, chief executive, Lifting Equipment Engineers Association

Despite the ever-increasing pace of change within industry, longestablished tasks such as overhead lifting remain an integral part of many manufacturing and maintenance processes. Ranging from simple, repetitive production line tasks to complex, one-off operations such as those required to install large items of plant, lifting is often critical in terms of ensuring that overall efficiency is maintained. Certainly a badly planned or executed lift can have damaging economic consequences and, if it results in an accident, the possibility of serious injury or even death. The causes of such accidents are many and varied, but in broad terms it is fair to say that the 'human factor' is usually the key. Straightforward equipment failure is relatively rare, but mistakes in planning and supervision, or the use of inadequately trained staff, are all too common.

In terms of ensuring safe and efficient overhead lifting, companies in the UK benefit from an established legal framework. The Lifting Operations and Lifting Equipment Regulations (LOLER) were introduced ten years ago, and provide a modern, risk based approach. In particular, LOLER emphasises the need for 'competent' staff to be employed in lifting operations. Applied in conjunction with broader legislation such as the Provision and Use of Work Equipment Regulations (PUWER) and the Health and Safety at Work Act, there is no doubt that LOLER has brought about improvements.

However, many organisations still struggle to understand some of its implications, particularly regarding the skills needed by staff involved in overhead lifting.

To start with, employers need to appreciate that four distinct job functions are involved: planning, supervision, operation and thorough examination. Each has a different set of requirements, both in terms of initial selection of candidates suitable for the role, and then as regards the content of the training programme itself. For example, training for staff responsible for planning lifting operations will need to address issues such as identification of hazards, assessment of associated risks and methods of controlling them. Supervisors must exercise a level of supervision appropriate to the risk. However, even for low risk, routine operations, they need to ensure that the competence of operators is monitored and requirements for any additional or refresher training identified.

Lifting equipment operators will obviously need to be trained in the correct use of equipment and identifying and understanding equipment markings. Their training should also cover daily equipment check procedures, pre-lift checks such as load and angle estimation, reporting defects, and correct methods of attaching loads. Appropriate storage of lifting equipment should also be addressed, along with the importance of seeking advice in case of doubt.

Thorough examination of lifting equipment is a specialist task, distinct from the routine checks that should be performed regularly by operators and/or supervisors. In relation to thorough examination, competence is best defined as a combination of technical knowledge of the equipment to be inspected, and the ability to put that knowledge into practice.

For the former, a well-established Diploma programme provides an industryrecognised qualification. The latter, meanwhile, demands practical experience in the field, and in particular the judgement to be able to identify and assess the various factors that might lead to a piece of equipment being rejected.

Across all these job functions, it should be stressed that two issues are critical to the effectiveness of training. The first is the ability of the instructor. Competence and experience must be combined with good motivation and communication skills. The second is the need for effective appraisal, which may include both written and practical tests. Only when these have been successfully completed should trainees be given specific authorisation to plan, perform and/or supervise lifting operations.

For employers looking to improve the skills of staff involved in overhead lifting, the practical guidance provided by the codes of practice that accompany LOLER are a useful starting point. Careful attention should also be paid to measuring the effectiveness of any training undertaken.

Above all else, ensuring that competent staff are employed should not be regarded simply as an exercise in ticking the right boxes to ensure legal compliance.

Correctly implemented, it can have a real impact on the efficiency of production and maintenance operations, and minimise the risks of having to deal with the consequences of a lifting-related accident.

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