Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 California League of Food Processors 25 most important is the relationship and interaction of these elements that completes the definition of underlying causes. DEFINING A LOSS CAUSE… Defining loss causes requires a systematic approach. The following five actions generally must occur to define loss causes in your organization: 1. Data gathering. Injury incident tracking is an excellent opportunity to quantify risks.Track“ALL”incidents, including minor incidents, and incorporate this data into your analysis. Ensure you are intimately familiar with your insurance loss runs, these provide a great starting point as they outline your primary loss categories. 2. Preliminary problem definition. This is the initial fact- finding step centered on the review and analysis of your data. This step provides the direction needed to identify those tasks, locations, accident/injury types, departments, products, drivers, shifts, etc. that should receive attention. By looking at different patterns within your incident data, you should be able to narrow down your focus to the most significant loss categories. Example: “XYZ Harvesting & Packing Inc. had (43) employee injury claims since 9/1/14. These claims total $689,560 in workers' compensation costs. 68% of these claims and 84% of the total claim costs were strain injuries. 23 of the total 29 stain injuries occurred when Packing Dept. employees were handling pallets.” 3. Research and observation. After you complete a prelimi- nary problem definition, it is time to conduct additional research and observation to show and/or verify loss cause and effect relationships. Increased familiarity with process details, techniques and/or work patterns leads to more successful results. 4. Interview. Ask questions that lead you to additional details not immediately obvious. The“7 Whys method”is an effective way to get to the root cause of any problem. Start with your initial problem definition and keep asking why until you have reached a point where you can’t go any further or you have found some interesting“hidden” fact. Special consideration must be placed in exhausting all options that lead you to define the cause, not the symptom. Causes,