The distributor has
a culture of excellence and branch manager accountability.
Several of the larger stores and cylinder filling plants
had a large number of injuries and accidents. Senior
management recognized the need to improve compliance
in OSHA, DOT and FDA areas. Additionally, workers' compensation
claims must be reduced.
Problem
The standard safety
programs from industry associations and suppliers were
ineffective. These programs focused largely on "what"
to do instead of "how" to do it. Even the
"what" to do was not always apparent. The
outstanding performance of the branch managers did not
translate to satisfactory safety or workers' compensation
performance. A high quality and enthusiastic Safety
Director was recently hired. He had full support of
senior management but needed focus and training.
Solution
A proactive Injury and
Illness Prevention Program was implemented. The program
and self-documenting manual provided the "what"
and "how" of safety management. The program
was integrated into the management culture of excellence
and accountability. Other resources and professionals
were included to form a complete solution:
Third party
claims administrators
Workers' Compensation
and Liability Insurance agent and carrier
Supplier safety
and operational resources
Industry association
resources and consultants
Legal counsel
Specific training courses
were conducted to rapidly improve compliance. These
operational and safety courses were also used as training
experiences for the Safety Director.
Outcome
Safety Director
was trained to maintain the pro-active Injury and Illness
Prevention Program and continuously improve its performance.
Branch Managers
were trained to implement the I&IPP in a cost effective
manner. OSHA, DOT and FDA compliance immediately improved
and injuries were reduced.
Injury rates:
Before intervention 1 injury per 10 workdays
After intervention Over 90 days without an injury
