{"id":6986,"date":"2005-07-08T15:49:46","date_gmt":"2005-07-08T15:49:46","guid":{"rendered":"https:\/\/zonda-develop.go-vip.net\/prosales\/article\/safe-keeping_o-2"},"modified":"2025-06-27T02:06:31","modified_gmt":"2025-06-27T02:06:31","slug":"safe-keeping_o","status":"publish","type":"post","link":"https:\/\/zonda-develop.go-vip.net\/prosales\/business\/safe-keeping_o\/","title":{"rendered":"Safe Keeping"},"content":{"rendered":"

Taylor Lumber and Hardware Co. in Marshfield, Mass., has a staff of 24 full-and part-time employees. CEO Rick Taylor, who has worked at the store for 45 of the company’s 60 years, knows every one of them by name. To say that these people are like family to him is an understatement.<\/p>

The one thing Taylor never, ever wants to do as owner of the company is go to the spouse or parents of one of his workers and tell them that their loved one won’t ever come home from work. \u201cOh man, I don’t even want to think about that,\u201d says Taylor, who serves on the National Lumber and Building Material Dealers Association’s (NLBMDA) newly formed safety subcommittee of the Risk Management Committee.<\/p>

When Taylor looks at his company’s yard, he does it with an eye toward providing the safest workplace possible. No one operates one of his four forklifts without training. The same goes for the propane filling station. When winter weather approaches, his thoughts turn to preventing ice build-up, which can make it easy for people to slip and fall. When the staff meets monthly after work to train on new products, safety is part of the conversation, and Taylor springs for pizza to thank them for sticking around at the end of a long day.<\/p>

To him, it’s just part of the responsibility of owning a business. Safety experts say that it’s a perfect example of where any safety program has to start. OSHA looks for management commitment in programs and so do underwriters when they’re deciding whether or not to insure a dealer.<\/p>

\u201cYou need to have the buy-in from upper management. That’s crucial,\u201d says Margery Young, senior loss control technical specialist for Meadowbrook\/TPA Associates in Andover, Mass., which administers the Self-Insured Lumber Businesses Association, the insurance group of which Taylor Lumber and Hardware is a member. \u201cThe top people in the company have to be involved and give their blessing.\u201d<\/p>

Walk the Talk<\/b> Safety pros like Young report that the companies doing the best job of reducing accidents are those that make safety part of the company culture, right along with quality, customer satisfaction, performance, and profitability.<\/p>

At Grand Rapids, Mich.\u2013based Universal Forest Products, a manufacturer and distributor of wood and wood-alternative products, creating that type of environment took some time, says Kim Hildebrand, senior manager of employee risk services. It’s no wonder, given that the company has 9,000 employees in 96 locations across 26 states. But logistics was just part of the issue. When she joined the company in the mid-1990s, she says safety was considered little more than a necessary evil. \u201cThere’s an attitude that’s inherent in the lumber industry and manufacturing that if you don’t go home with an aching back, you didn’t work hard enough, and that accidents happen,\u201d she says. \u201cI had to change that.\u201d<\/p>

Her presentation to senior management to institute a safety program was filled with charts and graphs showing the bottom-line impact of the savings the company could achieve. It got their attention, she says, but what drove the culture change was tapping into the compassion the company’s management has for the employees. \u201cTheir primary concern is, \u2018How are our people?’\u201d she says. \u201cWhen executives started getting information on injuries, things started to change.\u201d<\/p>

The Universal executive team decided \u201csafety would be something we do, not just something we say. It would become part of who we are,\u201d she says. \u201c …. Once that happened, my job totally changed. I was overwhelmed by it. It went from \u2018How do I convince people to do it?’to \u2018What do we need to do and how do we make it happen?’\u201d<\/p>

Both OSHA and insurers say you need a written safety program that’s more than just a binder that sits on a shelf gathering dust. In addition to management commitment, that written safety program should have employee involvement, worksite analysis, hazard prevention and control, and safety and health training, says Ron Koons, co-owner of Middletown, Ind.\u2013based RoSaKo Safety, a safety consultant who frequently works with NLBMDA and its members.<\/p><\/div>

And dealers shouldn’t look at safety programs as just another expense, Koons says. In fact, companies that make a commitment to safety programs can expect a 3-to-1 return on their investment, in lower workers’ compensation insurance rates, higher production, and higher morale. \u201cIf safety is done right, it never costs you a cent …,\u201d he explains. \u201cIt’s like buying a truck-load of 2x4s and selling it. If you know how to put together a safety program, you’ll make money off of it.\u201d<\/p>

Hildebrand confirms that the bottom-line results can be massive. Since 1998 when Universal Forest Products began to strengthen its safety culture and hold employees accountable for a safe work environment, the company has experienced annual, double-digit reductions in frequency of OSHA-recordable accidents. Even further, from the first quarter of 2004 to the same period in 2005 alone, the drop was a stunning 45 percent. That phenomenal improvement was the result of a \u201cGood to Great\u201d corporate strategy initiated by president and COO Mike Glenn, Hildebrand says. The strategy focuses on operational improvements, with bonuses determined by performance on each of 12 key measures, including safety. \u201cIt supports the old saying that what gets measured gets managed,\u201d she says.<\/p>

To drive home the impact, Hildebrand translated the statistics into language everyone could understand: Less injured people. Lots of them. In 2004 the number of injuries declined by 262, compared to the previous year, she says. \u201cIt goes back to that personal way of looking at it. It’s not just a percentage. It’s 262 people.\u201d<\/p>

Omaha, Neb.\u2013based Millard Lumber also is making safety an ingrained part of its corporate culture and values. The dealer had a written safety program and followed OSHA requirements, but decided about two years ago to take a more proactive approach to help reduce its insurance costs and liability risk as the company added installed framing to its list of services, says vice president and CFO David Anderson. \u201cI wasn’t comfortable that we were [going to be] geared to address the risk,\u201d he says.<\/p>

As a result, the company, which has 330 employees, created a full-time position of safety director and is taking advantage of jobsite safety certification training available from its local National Safety Council office. Millard Lumber’s safety training starts with Tier 1 and Tier 2 training within the first 90 days of a new employee’s hiring date. Tier 1 training, such as severe weather procedures and personal protective equipment, is required for all employees. Tier 2 training is job-specific, such as forklift training or hazardous materials handling. Online tests provide a record for OSHA and insurers that all employees have been trained and understand what’s expected of them.<\/p>

The company’s safety committee, made up of employees from various departments, organizes regular training sessions geared toward addressing any trends they see in workers’ comp claims, such as back injuries from improper lifting or ankle injuries from jumping off trucks. Those individuals also perform safety inspections, are trained in CPR, and are designated first responders for accidents.<\/p>

Rewarding a Job Done Safely<\/b> Incentives are a great way to motivate employees to create a safe workplace, but they can be tricky, and one size certainly doesn’t fit all. The idea is to design incentives that incorporate both personal responsibility and departmental cooperation, and tailor the incentives to the interests of your staff.<\/p>

Hildebrand, for example, says she’s found that incentives work best if she gives each division a budget and lets them design their own. The company’s North Carolina division developed a program with a NASCAR theme that offered race tickets as rewards. In Texas, the regional vice president got great results by giving away a pickup truck at each of its eight locations. If the location went an entire year without a recordable loss-time injury, held safety meetings, and met other requirements, every employee who had been there at least six months got his or her name put into a raffle for the truck.<\/p>

But you don’t have to shell out cash or a truck to get employees excited about safety, says Mimi Wagner with Dublin, Ohio\u2013based Rea & Associates, a human resources and safety consulting firm with experience in construction and manufacturing. You can ask vendors to donate tools your employees would appreciate and award them during a staff meeting to provide recognition. A company jacket with a patch recognizing their safety record, a letter from the president, a premium parking space, restaurant gift certificates, or tickets to a nearby amusement park or a sporting event are all low-cost ways to recognize employees for a good safety record.<\/p>

Hildebrand also points out that incentives don’t drive a safety program. \u201cWhat motivates [employees] is that this is important to them and their coworkers,\u201d she says. \u201cWe tell them, \u2018We want you to go home the way you came\u2014with a little more money in your pocket and as healthy as when you got here.’ This is a way to say thank you. I think businesses miss that, giving away a cruise or a truck, thinking that will change people overnight.\u201d<\/p><\/div>

That’s good news to Koons, who says he worries that incentives based on department or division performance can pressure individuals to keep quiet about injuries and keep working when they’re hurt. He supports programs with both group and individual aspects, and ones that focus on reduction of injuries rather than ones that only reward when there are no injuries reported.<\/p>

In another approach, both Universal Forest Products and Millard Lumber include safety compliance in annual employee evaluations and factor it into raises. \u201cUntil you take that step, they don’t buy in,\u201d Millard Lumber’s Anderson says. \u201cIt’s most important with supervisory personnel because they’re responsible for maintaining safety in the work environment.\u201d<\/p>

Help Is Available<\/b> While large dealers often have full-time safety directors, many NLBMDA members are small businesses without the budget to staff that position. As a result, the responsibility usually falls to the owner or to a yard manager, who has a host of other equally critical issues to address on a daily basis. As a single-operation dealer, for example, Taylor doesn’t have the staff or financial resources of a larger company for training or incentives. Fortunately plenty of help is available from insurers’ loss prevention departments, National Safety Council offices, NLBMDA, OSHA, and safety consultants like Koons.<\/p>

Taylor has a great partnership with Young from Meadowbrook\/TPA Associates. Young visits the yard on a regular basis, giving Taylor a fresh pair of eyes to spot items he might have missed. \u201cShe’ll notice things that need cleaned up, and ask [things like] when I got the fire extinguishers checked,\u201d Taylor says. \u201cShe identifies the problem areas to keep them from becoming big problems. I don’t want to let her down; she works so hard for us.\u201d<\/p>

Taylor says three things helped him build his safety program, even without a big budget or human resources staff. First, it’s a small enough company to have great communication. The three managers who oversee the staff educate employees as soon as they see an unsafe condition and let them know there are consequences for not following company safety policies.<\/p>

Second is employee empowerment. Each person on the staff knows that he or she can report a problem with a piece of equipment or a procedure that needs attention. That leads to the third key\u2014management commitment. \u201cI think employees take safety to heart when they see management pay attention,\u201d Taylor says. \u201cIf our drivers report a problem with a piece of equipment, we don’t wait. We get it fixed right away.\u201d<\/p>

That type of immediate response is critical to any safety program, no matter how many employees a dealer has. Every yard has conditions that can become hazardous in a hurry, and in a great safety program everyone is watching out for problems and addressing them before someone gets hurt. The benefit is a reduction of both the direct costs of a workers’ comp claim, such as medical bills and lost wages, and reduction of a host of indirect costs, such as lost productivity, training costs for replacement staff, and the possibility of lawsuits and legal fees.<\/p>

\u201cIt’s like an iceberg,\u201d Anderson says. \u201cYou see such a small piece of it. If you multiply the little incidences, eventually you end up with a big one. The key is to never have a big one and minimize the little ones.\u201d \u2014Pat Curry is a contributing editor for PROSALES.<\/i><\/p>

Safety Values<\/b> If you’re trying to improve or establish a new safety program, a good place to start is the \u201cEight Principles of a Safe Workplace\u201d from the National Association of Safety Professionals:<\/p>

  • Safety is an ethical responsibility.<\/li>
  • Safety is a culture, not a program.<\/li>
  • Management is responsible.<\/li>
  • Employees must be trained to work safely.<\/li>
  • Safety is a condition of employment.<\/li>
  • All injuries are preventable.<\/li>
  • Safety programs must be site-specific with recurring audits of the workplace and prompt corrective action.<\/li>
  • Safety is good business.<\/li>

    Lights! Camera! Safety!<\/b> New NLBMDA safety video will focus on deliveries.<\/b><\/p><\/div>

    Ron Koons had to admit the photo he had received of a grossly overloaded lumber truck was pretty funny. There it sat, with the rear end weighted down, lifting the cab a good 6 feet off the ground. Of course, the driver sitting in the cab didn’t look amused.<\/p>

    There’s also nothing funny about the fact that motor vehicle accidents are the top cause of fatal accidents in the workplace, says Koons, a Middletown, Ind.\u2013based safety consultant who specializes in the building materials industry. Neither is the cost of lost wages, replacing damaged materials, fixing vehicles, or repairing relationships with clients when a jobsite accident slows down a project. \u201cIf you talk to a dealer with 10 or 15 trucks, motor vehicle accidents are a very big strain on their budget,\u201d Koons says. \u201cIt’s usually things like fender benders in parking lots or damage from backing into buildings on jobsites.\u201d<\/p>

    To help dealers reduce the number of accidents related to deliveries, Koons is working with NLBMDA to produce a safety video that will demonstrate proper procedures for building the load in the yard, putting it on the truck, securely fastening it, delivering it to the site, and unloading it. The video, which should be available this fall, will be similar to the well-received video on forklift safety, The Forklift and You<\/i>, which is also available through NLBMDA (www.dealer.org<\/i>).<\/p>

    As part of the video, Koons is riding with motor carrier enforcement officers, seeing firsthand the types of violations that will result in fines and take a vehicle out of service. He also spends time on jobsites showing the hazards that can cause injuries or can damage a vehicle, a load, or a house under construction.<\/p>

    \u201cOn the jobsite, we’ve had trucks get stuck in trenches and tip over on their sides,\u201d he says. \u201cI’ve heard stories of trucks getting too close to newly poured basement walls, where the wall collapsed and the truck fell in a basement.\u201d<\/p>

    Of course, not all incidents are this dramatic, but it’s important to remember that any accident on the jobsite, regardless of whether or not an injury or OSHA violation occurs, is cause for concern. And training, says Koons, is one of the best ways to head off trouble at the pass.<\/p><\/div> ","protected":false},"excerpt":{"rendered":"

    Taylor Lumber and Hardware Co. in Marshfield, Mass., has a staff of 24 full-and part-time employees. CEO Rick Taylor, who has worked at the store for 45 of the company’s 60 years, knows every one of them by name. To say that these people are like family to him is an understatement. 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