What is the bowtie model of accident investigation?
The bowtie model is a visual tool used in the field of risk management to analyze potential accidents and their consequences.
It is called a "bowtie" because it consists of a central element (the potential accident) surrounded by causes on one side and consequences on the other. The model is called a "bowtie" because it is shaped like a bowtie, with the accident at the center and the causes and consequences on either side.
The bowtie model is used to identify hazards, evaluate the likelihood of an accident occurring, and develop strategies to prevent or mitigate the consequences if an accident does occur.
It is commonly used in the field of safety and risk management to help identify potential hazards and evaluate the effectiveness of risk control measures.
The bowtie model can help investigators understand the chain of events that led to an accident, identify potential contributing factors, and determine how to prevent similar accidents from happening in the future.
The bowtie model consists of two main parts: the threat and the consequence. The threat represents the potential cause of an accident, such as a failure of equipment or a human error. The consequence is the potential result of the threat, such as an injury to a person or damage to property.
To create a bowtie model, a diagram is first drawn with the threat at the top and the consequence at the bottom. These are then connected by a series of lines that represent the various ways in which the threat can lead to the consequence. This helps to identify the various factors that contribute to the risk of an accident, and to identify potential controls that can be put in place to prevent it from happening.
Overall, the bowtie model is a useful tool for accident investigation and risk management because it provides a visual representation of the factors that contribute to an accident, and helps to identify ways to prevent it from happening in the future.
The information provided in this article is general in nature. It is not legal opinion, and should not be considered to be a comprehensive statement of the law. Relevant legislation or Codes of Practice may have changed, and this article may no longer be relevant. Readers should do their own research to determine the accuracy of this article, and to decide whether it relates to their own specific workplace.