SlideShare une entreprise Scribd logo
1  sur  1
Télécharger pour lire hors ligne
Cost of Accidents

Cost of Accident is a valuable tool to measure safety performance. Lord Kelvin had said
“When you can measure, what you are speaking about, and express it in numbers, you
know something about it ; when you cannot measure it, when you cannot measure it in
numbers, your knowledge is of a meagre and unsatisfactory kind . “ Having a standard
method of calculation helps in many ways. Even if the standard is not foolproof it equates all
performance on a common ground for comparison. In SAIL, SSO or SAIL Safety Organisation,
had taken the lead in developing a system of calculation of the cost of accidents. Based on a
joint study by OHS, BGH & SED the present system has been developed. If applied only to
individual cases there may be errors but if it is done for departments over a period of time like a
month, the result is a fair indicator of how much the accidents in a department are costing the
company.
         Certain pitfalls are present in the system. One major one is the desire of departments to
suppress accident data. To avoid this the data is taken from SED’s record of >48 hrs cases
reported in OHS or BGH. It is also seen that in many cases persons “carry injuries” , that means
they either do not avail of injury leave or join before they are fully fit. This paints a rosy picture
but the actual situation is different, as persons are on duty and working below their full
potential. To some extent this covered in indirect costs.
         The basic methodology involves two parts ie. Direct cost and Indirect cost. The Direct
costs have three factors
                 1. Medical costs
                 2. Man day wages lost costs
                 3. Compensation costs
         Medical costs involves cost of treatment, medicines, investigations, in patient bed cost
etc. After studying data of 6 months it was simplified and standardised into three groups, First
aid (1 day), Minor (less than 20 days) and Serious (more than 20 days. The per day cost has
been worked out as Rs.90/- for First aid , Rs.240/- for minor cases and Rs.400/- for Serious or
Major cases. It is assumed that in First aid treatment is for one day only, for minor cases 11
days and 21 days for serious cases. This is based on actual statistical analysis and this system is
applied. The man days cost is based on the wages cost for the number of days a person is absent
on medical leave. The Compensation cost of course decided on fatal cases and partial or full
disability by a medical board.
         Indirect costs involve a whole range of factors :
                  Break down maintenance
                  Production loss
                  Upstream/down stream production loss
                  Loss of property
                  Working hours lost (IR)
                  Accident investigation
                  Administrative cost
                  Drop in morale or momentum (apprehension, fear or psychological factors)
         Earlier it had been believed that indirect cost is two or three times the direct costs.
However statistics show that it may range from 4 times to 9 times. At SAIL the factor is five
times. Some data have been showed during the session. The yearly, half-yearly and monthly
cost gives a wake up call to department senior managers to start serious efforts to control the
trend. It can also give an indication of the effectiveness of the present safety management
drives and coupled with other accident statistics, help in identifying areas or groups of people
needing special attention.

Contenu connexe

Tendances

The Pros and Cons of Self-Insured vs. Fully Insured
The Pros and Cons of Self-Insured vs. Fully InsuredThe Pros and Cons of Self-Insured vs. Fully Insured
The Pros and Cons of Self-Insured vs. Fully Insuredbenefitexpress
 
Self Funded Presentation
Self Funded PresentationSelf Funded Presentation
Self Funded PresentationBrett Webster
 
Revenue Optimization
Revenue OptimizationRevenue Optimization
Revenue OptimizationPam Furey
 
Mid-Year Election Changes Under Cafeteria Plans
Mid-Year Election Changes Under Cafeteria PlansMid-Year Election Changes Under Cafeteria Plans
Mid-Year Election Changes Under Cafeteria Plansbenefitexpress
 
DRAFT - FSII appendix z10 draft 2
DRAFT - FSII appendix z10 draft 2DRAFT - FSII appendix z10 draft 2
DRAFT - FSII appendix z10 draft 2Nicole Rosie
 
The Future of the Revenue Cycle
The Future of the Revenue CycleThe Future of the Revenue Cycle
The Future of the Revenue CycleGuidehouse
 
Risk Assessment And Management
Risk Assessment And ManagementRisk Assessment And Management
Risk Assessment And Managementvikasraina
 
2012 olga's new hire presentation vo
2012 olga's   new hire presentation vo2012 olga's   new hire presentation vo
2012 olga's new hire presentation voStephanie Eagle
 
Brain injury non economic damages
Brain injury non economic damagesBrain injury non economic damages
Brain injury non economic damagescrowsonlaw
 
Presentation at 2007 Meeting of Indian Health Service in San Diego
Presentation at 2007 Meeting of Indian Health Service in San DiegoPresentation at 2007 Meeting of Indian Health Service in San Diego
Presentation at 2007 Meeting of Indian Health Service in San DiegoNoel Eldridge
 
Cica 2013 group captives spring presentation
Cica 2013   group captives spring presentationCica 2013   group captives spring presentation
Cica 2013 group captives spring presentationSpring Consulting Group
 
Risk Management Process for Healthcare Organizations
Risk Management Process for Healthcare OrganizationsRisk Management Process for Healthcare Organizations
Risk Management Process for Healthcare OrganizationsCalance
 

Tendances (20)

The Pros and Cons of Self-Insured vs. Fully Insured
The Pros and Cons of Self-Insured vs. Fully InsuredThe Pros and Cons of Self-Insured vs. Fully Insured
The Pros and Cons of Self-Insured vs. Fully Insured
 
Self Funded Presentation
Self Funded PresentationSelf Funded Presentation
Self Funded Presentation
 
Optimizing Revenue
Optimizing RevenueOptimizing Revenue
Optimizing Revenue
 
Medical insurance concept
Medical insurance conceptMedical insurance concept
Medical insurance concept
 
Revenue Optimization
Revenue OptimizationRevenue Optimization
Revenue Optimization
 
Mid-Year Election Changes Under Cafeteria Plans
Mid-Year Election Changes Under Cafeteria PlansMid-Year Election Changes Under Cafeteria Plans
Mid-Year Election Changes Under Cafeteria Plans
 
DRAFT - FSII appendix z10 draft 2
DRAFT - FSII appendix z10 draft 2DRAFT - FSII appendix z10 draft 2
DRAFT - FSII appendix z10 draft 2
 
The Future of the Revenue Cycle
The Future of the Revenue CycleThe Future of the Revenue Cycle
The Future of the Revenue Cycle
 
Risk Assessment And Management
Risk Assessment And ManagementRisk Assessment And Management
Risk Assessment And Management
 
Risk Management in Pilotage - By Mr. Marantis Stylianos
Risk Management in Pilotage - By Mr. Marantis StylianosRisk Management in Pilotage - By Mr. Marantis Stylianos
Risk Management in Pilotage - By Mr. Marantis Stylianos
 
Dr Sharron O'Neill
Dr Sharron O'NeillDr Sharron O'Neill
Dr Sharron O'Neill
 
Auditing PQRS & MU_NAMAS_120914 2
Auditing PQRS & MU_NAMAS_120914 2Auditing PQRS & MU_NAMAS_120914 2
Auditing PQRS & MU_NAMAS_120914 2
 
Tort reform
Tort reformTort reform
Tort reform
 
2012 olga's new hire presentation vo
2012 olga's   new hire presentation vo2012 olga's   new hire presentation vo
2012 olga's new hire presentation vo
 
Brain injury non economic damages
Brain injury non economic damagesBrain injury non economic damages
Brain injury non economic damages
 
Best Of The Best 0817012
Best Of The Best 0817012Best Of The Best 0817012
Best Of The Best 0817012
 
Presentation at 2007 Meeting of Indian Health Service in San Diego
Presentation at 2007 Meeting of Indian Health Service in San DiegoPresentation at 2007 Meeting of Indian Health Service in San Diego
Presentation at 2007 Meeting of Indian Health Service in San Diego
 
Cica 2013 group captives spring presentation
Cica 2013   group captives spring presentationCica 2013   group captives spring presentation
Cica 2013 group captives spring presentation
 
Vmc results
Vmc resultsVmc results
Vmc results
 
Risk Management Process for Healthcare Organizations
Risk Management Process for Healthcare OrganizationsRisk Management Process for Healthcare Organizations
Risk Management Process for Healthcare Organizations
 

En vedette

Role of workers in accident prevention, By B C Das
Role of workers in accident prevention, By B C DasRole of workers in accident prevention, By B C Das
Role of workers in accident prevention, By B C DasBimal Chandra Das
 
Failure of hook assemblies causing fatal / serious injuries
Failure of hook assemblies causing fatal / serious injuries Failure of hook assemblies causing fatal / serious injuries
Failure of hook assemblies causing fatal / serious injuries Bimal Chandra Das
 
Safety in maintenance process, By B C Das
Safety in maintenance process, By B C DasSafety in maintenance process, By B C Das
Safety in maintenance process, By B C DasBimal Chandra Das
 
Guide Lines of Gas cylinder rule, By B C Das
Guide Lines of Gas cylinder rule, By B C DasGuide Lines of Gas cylinder rule, By B C Das
Guide Lines of Gas cylinder rule, By B C DasBimal Chandra Das
 
Guidelines of Gas cylinder rule, By B C Das
Guidelines of Gas cylinder rule, By B C DasGuidelines of Gas cylinder rule, By B C Das
Guidelines of Gas cylinder rule, By B C DasBimal Chandra Das
 

En vedette (6)

Role of workers in accident prevention, By B C Das
Role of workers in accident prevention, By B C DasRole of workers in accident prevention, By B C Das
Role of workers in accident prevention, By B C Das
 
Failure of hook assemblies causing fatal / serious injuries
Failure of hook assemblies causing fatal / serious injuries Failure of hook assemblies causing fatal / serious injuries
Failure of hook assemblies causing fatal / serious injuries
 
Safety quiz slide share-pdf
Safety quiz  slide share-pdfSafety quiz  slide share-pdf
Safety quiz slide share-pdf
 
Safety in maintenance process, By B C Das
Safety in maintenance process, By B C DasSafety in maintenance process, By B C Das
Safety in maintenance process, By B C Das
 
Guide Lines of Gas cylinder rule, By B C Das
Guide Lines of Gas cylinder rule, By B C DasGuide Lines of Gas cylinder rule, By B C Das
Guide Lines of Gas cylinder rule, By B C Das
 
Guidelines of Gas cylinder rule, By B C Das
Guidelines of Gas cylinder rule, By B C DasGuidelines of Gas cylinder rule, By B C Das
Guidelines of Gas cylinder rule, By B C Das
 

Similaire à Cost of accidents, by B C Das, bimal chandra das

The Safety agenda: Leading Safety Into The Future from National Safety Council
The Safety agenda: Leading Safety Into The Future from National Safety CouncilThe Safety agenda: Leading Safety Into The Future from National Safety Council
The Safety agenda: Leading Safety Into The Future from National Safety CouncilMIELKE
 
Sustained profits with TCOR
Sustained profits with TCORSustained profits with TCOR
Sustained profits with TCORBrad Gaboury
 
Loss Run Data Analysis-Executive Summary for Todd Loushine Safety 483
Loss Run Data Analysis-Executive Summary for Todd Loushine Safety 483Loss Run Data Analysis-Executive Summary for Todd Loushine Safety 483
Loss Run Data Analysis-Executive Summary for Todd Loushine Safety 483BRYCE BUDLESKI
 
5 steps for better risk assessment
5 steps for better risk assessment5 steps for better risk assessment
5 steps for better risk assessmentDrMohammedFarid
 
Predictive Analytics: It's The Intervention That Matters
Predictive Analytics: It's The Intervention That MattersPredictive Analytics: It's The Intervention That Matters
Predictive Analytics: It's The Intervention That MattersHealth Catalyst
 
Hcd wp-2012-better analysisofrevenuecycleandvbp
Hcd wp-2012-better analysisofrevenuecycleandvbpHcd wp-2012-better analysisofrevenuecycleandvbp
Hcd wp-2012-better analysisofrevenuecycleandvbpHealth Care DataWorks
 
Module 22 - Early Warning Systems.pptx
Module 22 - Early Warning Systems.pptxModule 22 - Early Warning Systems.pptx
Module 22 - Early Warning Systems.pptxcaniceconsulting
 
Risk Management Diagnostic Ashes2009
Risk Management Diagnostic   Ashes2009Risk Management Diagnostic   Ashes2009
Risk Management Diagnostic Ashes2009Roger Paveza
 
Increasing Reimbursement for Ambulatory Surgical Center (Part 2)
Increasing Reimbursement for Ambulatory Surgical Center (Part 2)Increasing Reimbursement for Ambulatory Surgical Center (Part 2)
Increasing Reimbursement for Ambulatory Surgical Center (Part 2)Jessica Parker
 
Christie tiegland state_veterans_homes_not_your_average_nursing_home
Christie tiegland state_veterans_homes_not_your_average_nursing_homeChristie tiegland state_veterans_homes_not_your_average_nursing_home
Christie tiegland state_veterans_homes_not_your_average_nursing_homeShane Newman
 
Traditional Investment Appraisal Techniques Can Not Cope...
Traditional Investment Appraisal Techniques Can Not Cope...Traditional Investment Appraisal Techniques Can Not Cope...
Traditional Investment Appraisal Techniques Can Not Cope...Tammy Lacy
 
White Paper: Unique pricing model and management strategy decreases health in...
White Paper: Unique pricing model and management strategy decreases health in...White Paper: Unique pricing model and management strategy decreases health in...
White Paper: Unique pricing model and management strategy decreases health in...Van Richards
 
White paper pragmatic safety solutions
White paper pragmatic safety solutionsWhite paper pragmatic safety solutions
White paper pragmatic safety solutionsCraig Tappel
 
Driving optimal revenue cycle performance white paper
Driving optimal revenue cycle performance white paperDriving optimal revenue cycle performance white paper
Driving optimal revenue cycle performance white paperMichael Passanante
 
Common Misperceptions
Common MisperceptionsCommon Misperceptions
Common MisperceptionsWill Jones
 
Whitepaper Safety at Work
Whitepaper Safety at WorkWhitepaper Safety at Work
Whitepaper Safety at WorkBas Stroeken
 
HFMA Searching for Risk, April 2004
HFMA Searching for Risk, April 2004HFMA Searching for Risk, April 2004
HFMA Searching for Risk, April 2004Theim912
 
The Critical Incident Response Maturity Journey
The Critical Incident Response Maturity JourneyThe Critical Incident Response Maturity Journey
The Critical Incident Response Maturity JourneyEMC
 
Coding and Billing: Time to go Deeper
Coding and Billing: Time to go DeeperCoding and Billing: Time to go Deeper
Coding and Billing: Time to go DeeperAHCPhysicians
 

Similaire à Cost of accidents, by B C Das, bimal chandra das (20)

The Safety agenda: Leading Safety Into The Future from National Safety Council
The Safety agenda: Leading Safety Into The Future from National Safety CouncilThe Safety agenda: Leading Safety Into The Future from National Safety Council
The Safety agenda: Leading Safety Into The Future from National Safety Council
 
Sustained profits with TCOR
Sustained profits with TCORSustained profits with TCOR
Sustained profits with TCOR
 
Loss Run Data Analysis-Executive Summary for Todd Loushine Safety 483
Loss Run Data Analysis-Executive Summary for Todd Loushine Safety 483Loss Run Data Analysis-Executive Summary for Todd Loushine Safety 483
Loss Run Data Analysis-Executive Summary for Todd Loushine Safety 483
 
5 steps for better risk assessment
5 steps for better risk assessment5 steps for better risk assessment
5 steps for better risk assessment
 
Predictive Analytics: It's The Intervention That Matters
Predictive Analytics: It's The Intervention That MattersPredictive Analytics: It's The Intervention That Matters
Predictive Analytics: It's The Intervention That Matters
 
Hcd wp-2012-better analysisofrevenuecycleandvbp
Hcd wp-2012-better analysisofrevenuecycleandvbpHcd wp-2012-better analysisofrevenuecycleandvbp
Hcd wp-2012-better analysisofrevenuecycleandvbp
 
Module 22 - Early Warning Systems.pptx
Module 22 - Early Warning Systems.pptxModule 22 - Early Warning Systems.pptx
Module 22 - Early Warning Systems.pptx
 
Risk Management Diagnostic Ashes2009
Risk Management Diagnostic   Ashes2009Risk Management Diagnostic   Ashes2009
Risk Management Diagnostic Ashes2009
 
Increasing Reimbursement for Ambulatory Surgical Center (Part 2)
Increasing Reimbursement for Ambulatory Surgical Center (Part 2)Increasing Reimbursement for Ambulatory Surgical Center (Part 2)
Increasing Reimbursement for Ambulatory Surgical Center (Part 2)
 
The healthy employee_2011
The healthy employee_2011The healthy employee_2011
The healthy employee_2011
 
Christie tiegland state_veterans_homes_not_your_average_nursing_home
Christie tiegland state_veterans_homes_not_your_average_nursing_homeChristie tiegland state_veterans_homes_not_your_average_nursing_home
Christie tiegland state_veterans_homes_not_your_average_nursing_home
 
Traditional Investment Appraisal Techniques Can Not Cope...
Traditional Investment Appraisal Techniques Can Not Cope...Traditional Investment Appraisal Techniques Can Not Cope...
Traditional Investment Appraisal Techniques Can Not Cope...
 
White Paper: Unique pricing model and management strategy decreases health in...
White Paper: Unique pricing model and management strategy decreases health in...White Paper: Unique pricing model and management strategy decreases health in...
White Paper: Unique pricing model and management strategy decreases health in...
 
White paper pragmatic safety solutions
White paper pragmatic safety solutionsWhite paper pragmatic safety solutions
White paper pragmatic safety solutions
 
Driving optimal revenue cycle performance white paper
Driving optimal revenue cycle performance white paperDriving optimal revenue cycle performance white paper
Driving optimal revenue cycle performance white paper
 
Common Misperceptions
Common MisperceptionsCommon Misperceptions
Common Misperceptions
 
Whitepaper Safety at Work
Whitepaper Safety at WorkWhitepaper Safety at Work
Whitepaper Safety at Work
 
HFMA Searching for Risk, April 2004
HFMA Searching for Risk, April 2004HFMA Searching for Risk, April 2004
HFMA Searching for Risk, April 2004
 
The Critical Incident Response Maturity Journey
The Critical Incident Response Maturity JourneyThe Critical Incident Response Maturity Journey
The Critical Incident Response Maturity Journey
 
Coding and Billing: Time to go Deeper
Coding and Billing: Time to go DeeperCoding and Billing: Time to go Deeper
Coding and Billing: Time to go Deeper
 

Plus de Bimal Chandra Das

Plus de Bimal Chandra Das (20)

EMPLOYEE PARTICIPATION IN SAFETY.pdf
EMPLOYEE PARTICIPATION IN SAFETY.pdfEMPLOYEE PARTICIPATION IN SAFETY.pdf
EMPLOYEE PARTICIPATION IN SAFETY.pdf
 
construction macheinery Safety.pdf
construction macheinery Safety.pdfconstruction macheinery Safety.pdf
construction macheinery Safety.pdf
 
INTRODUCTION TO SAFETY.pdf
INTRODUCTION TO SAFETY.pdfINTRODUCTION TO SAFETY.pdf
INTRODUCTION TO SAFETY.pdf
 
IS 14489 Q.doc
IS 14489 Q.docIS 14489 Q.doc
IS 14489 Q.doc
 
Safety Audit as per IS 14489.ppt
Safety Audit as per IS 14489.pptSafety Audit as per IS 14489.ppt
Safety Audit as per IS 14489.ppt
 
Indian Electricity Act 1910.pdf
Indian  Electricity  Act 1910.pdfIndian  Electricity  Act 1910.pdf
Indian Electricity Act 1910.pdf
 
Indian electricity IE RULES 1956.pdf
Indian electricity  IE RULES 1956.pdfIndian electricity  IE RULES 1956.pdf
Indian electricity IE RULES 1956.pdf
 
ACT&RULE West Bengal.ppt
ACT&RULE West Bengal.pptACT&RULE West Bengal.ppt
ACT&RULE West Bengal.ppt
 
Factories -ACT & RULE.ppt
Factories -ACT &  RULE.pptFactories -ACT &  RULE.ppt
Factories -ACT & RULE.ppt
 
Contractor's _obligation.ppt
Contractor's _obligation.pptContractor's _obligation.ppt
Contractor's _obligation.ppt
 
SAFETY COMMITTEE.pdf
SAFETY COMMITTEE.pdfSAFETY COMMITTEE.pdf
SAFETY COMMITTEE.pdf
 
LOTO Training.ppt
LOTO Training.pptLOTO Training.ppt
LOTO Training.ppt
 
Check List for Crane Inspection.pdf
Check List for Crane Inspection.pdfCheck List for Crane Inspection.pdf
Check List for Crane Inspection.pdf
 
COST OF ACCIDENT.ppt
COST OF ACCIDENT.pptCOST OF ACCIDENT.ppt
COST OF ACCIDENT.ppt
 
Plant ; equipment dismantling of scaffold
Plant ; equipment dismantling of scaffoldPlant ; equipment dismantling of scaffold
Plant ; equipment dismantling of scaffold
 
Safety in use of ladder
Safety in use of ladderSafety in use of ladder
Safety in use of ladder
 
Check list for conveyor belt inspection
Check list for conveyor belt inspectionCheck list for conveyor belt inspection
Check list for conveyor belt inspection
 
Selection of safety appliances
Selection of safety appliancesSelection of safety appliances
Selection of safety appliances
 
Risk
RiskRisk
Risk
 
Safety education and training
Safety education and trainingSafety education and training
Safety education and training
 

Cost of accidents, by B C Das, bimal chandra das

  • 1. Cost of Accidents Cost of Accident is a valuable tool to measure safety performance. Lord Kelvin had said “When you can measure, what you are speaking about, and express it in numbers, you know something about it ; when you cannot measure it, when you cannot measure it in numbers, your knowledge is of a meagre and unsatisfactory kind . “ Having a standard method of calculation helps in many ways. Even if the standard is not foolproof it equates all performance on a common ground for comparison. In SAIL, SSO or SAIL Safety Organisation, had taken the lead in developing a system of calculation of the cost of accidents. Based on a joint study by OHS, BGH & SED the present system has been developed. If applied only to individual cases there may be errors but if it is done for departments over a period of time like a month, the result is a fair indicator of how much the accidents in a department are costing the company. Certain pitfalls are present in the system. One major one is the desire of departments to suppress accident data. To avoid this the data is taken from SED’s record of >48 hrs cases reported in OHS or BGH. It is also seen that in many cases persons “carry injuries” , that means they either do not avail of injury leave or join before they are fully fit. This paints a rosy picture but the actual situation is different, as persons are on duty and working below their full potential. To some extent this covered in indirect costs. The basic methodology involves two parts ie. Direct cost and Indirect cost. The Direct costs have three factors 1. Medical costs 2. Man day wages lost costs 3. Compensation costs Medical costs involves cost of treatment, medicines, investigations, in patient bed cost etc. After studying data of 6 months it was simplified and standardised into three groups, First aid (1 day), Minor (less than 20 days) and Serious (more than 20 days. The per day cost has been worked out as Rs.90/- for First aid , Rs.240/- for minor cases and Rs.400/- for Serious or Major cases. It is assumed that in First aid treatment is for one day only, for minor cases 11 days and 21 days for serious cases. This is based on actual statistical analysis and this system is applied. The man days cost is based on the wages cost for the number of days a person is absent on medical leave. The Compensation cost of course decided on fatal cases and partial or full disability by a medical board. Indirect costs involve a whole range of factors :  Break down maintenance  Production loss  Upstream/down stream production loss  Loss of property  Working hours lost (IR)  Accident investigation  Administrative cost  Drop in morale or momentum (apprehension, fear or psychological factors) Earlier it had been believed that indirect cost is two or three times the direct costs. However statistics show that it may range from 4 times to 9 times. At SAIL the factor is five times. Some data have been showed during the session. The yearly, half-yearly and monthly cost gives a wake up call to department senior managers to start serious efforts to control the trend. It can also give an indication of the effectiveness of the present safety management drives and coupled with other accident statistics, help in identifying areas or groups of people needing special attention.