Keeping on the field
A credible safety program needs managers' support and focus on small measures
By James Staley -- Industrial Distribution, 1/1/1999
The world of distribution and transportation is getting more competitive all the time. What was once a little-noticed component of product cost and customer satisfaction is now getting the attention it deserves. Safety -- more specifically, the costs resulting from safety problems -- is an area that may benefit from more involvement at your company.We view great safety results as a competitive advantage in an increasingly competitive workplace. We've got front-line workers accessing data to make loading decisions. Expensive products are co-mingled on less-than-truckload trailers and proper loading techniques are crucial to damage-free transportation. Hazardous materials regulations must be understood. This requires a lot of training.
And when workplace injuries take knowledgeable performers "off the field," the result is less knowledge and skill in the replacement worker. Costs are sure to rise and quality will suffer.
We think that 70 percent of our safety activity should deal with ways to prevent accidents and injuries. Certainly, we can learn from those that we have, but corrective action taken because of "near-misses" is just as important.
Our employee training revolves around our safety beliefs regarding five key issues: a clean work area, proper lifting, fitness and nutrition, level work surfaces, and protection from unexpected freight movement. These simple keys were based on a review of historical injury causes. If we can keep our employees focused on a small number of preventive measures that have significant impact, we will have a much safer environment.
A safety model that starts with employee involvement is critical to success. From that model, the outputs should touch training, measurement, communication, rewards and recognition. Management support at all levels must be clearly viable if a credible safety program is going to exist. Once it's there, momentum comes from celebrating the success of a risk-free workplace.
Workers are naturally skeptical of management proclamations that "safety is our most important product" or something of the sort. When did safety become more important than productivity and costs? That skepticism is not easily swept away. Slogans and posters won't get it done, and the conversion to a safety mentality takes time and commitment.
When a new commitment is proclaimed, there's no way that business continues as before. Management leads the way and establishes that there will be no tolerance for unsafe acts and no middle ground on compliance issues. Bad work habits that were accepted or ignored must be corrected each day. Little by little, skepticism can be reduced.
While productivity and quality campaigns can be threatening, safety in the workplace is something that serves as a rallying point for everyone. It gets people believing in a spirit of cooperation and trust, thus establishing a platform from which one can address more controversial issues.
In spite of all the prevention attempts, there will be accidents and injuries. How do your employees regard your company's handling of workers' compensation? Education should be undertaken so the workforce sees how poor safety can erode a company's competitive position.
When all the forces at play in your workplace are properly aligned in the quest for safety, great things can happen.
-- James Staley is President and COO of Roadway Express, Inc.
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