Transcript NEI Safety Program An Overview

Successful Safety Evolution
Brian Zoeller, MS, CSP
Vice President of Safety and Security
Neenah Enterprises Inc.
History
Neenah Foundry is a Division of Neenah
Enterprises Inc.
– Established in1872
– 900+ Employees
• Union Facility
– Municipal and Industrial Castings
• Municipal
– Manholes, Grating and Decorative castings
• Industrial
– Trucking, Agriculture, Construction
Safety Program History
Simple Reactive Safety Culture
Limited Staffing
– 1 Safety Professional
• Plant and Corporate responsibilities
– 2 Nurses
• 12 hour coverage
Limited upper management support
Safety program was secondary to plant
operations and overall organizational strategy
Historic Safety Results
Total Recordable and Lost Work Day Rates
35
30.5
30
25
NF-TRIR
20
Total Rate
15
12.9
12
BLS-TRIR
11.4
10.9
9.4
NF-LWDR
10
BLS-LWDR
3.2
3.4 2.5
5
2.2
0.7
0.3
0
2010
2011
Calendar Year
2012
New Corporate Commitment
New management team started to be
established in early 2011
Understood the need for a corporate safety
process
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Decrease injuries
Engage workforce
Improve facilities
Decrease workers compensation cost
Build safety into daily tasks
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Starting all meetings with safety
Holding Safety Dept. monthly calls
Recordable & Safety AIR meetings
KPI’s (JSA, Safety Walk requirements)
Adding committed resources
Neenah Foundry Safety Team
Safety Department
– Shawn Sexauer, Senior Safety Engineer
– Ryan Jakober, Safety Engineer
– Lisa Klaver, Safety Administrator
– Summer Interns
Health Services
– Breanna Magley, RN - Supervisor
– Kim Birr, RN
– Ashley McKeown, RN
– Larry Stark, LPN
Successful Safety Process Builders
Creative
– Think outside the box
– Open minded approach
– Don’t listen to the CAVE men
Justified Work
– Run controlled experiments
– Understand basic business acumen
– Work as a team
New Safety Process Approach
Proactive
– Training
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New hire orientation (4 hours – 2 days)
OSHA training
Job Safety Analysis (JSA) creation and training
Training Within Industry (TWI)
OSHA 10/30 hour courses
Fox Valley training courses
Safety Kaizen Events
Work hardening
Supervisor safety meetings
Focus teams (Ergo, Safety, Wellness)
Upgraded equipment
PPE development
Video creation
New Safety Process Approach
Reactive
– Incident investigation
– Safety blitz
– Intervention programs
– Safety hotline
Monitoring
– RAIR/SAIR meetings
– Formal hygiene sampling
– Audits
• Safety walks
• Quarterly union plant walkthroughs
Ergonomic Evolution
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Utilized continuous improvement tools to track injuries
(Pareto charts)
Created stretching programs for specific job tasks
Implemented Work Hardening program
Implement Department Stretching program
Utilized onsite Physical Therapy
Created training programs
Implemented ergonomic audits
Created ergonomic committee
Implementing POPE
Ergonomic – Stretching Program
Stretching Program
Repeat each stretch 5 times for 5 second
Ergonomics – Work Hardening
Work Hardening Program
– Work Hardening Objectives
• Decrease upper extremity soft tissue injuries in new
hires
• Decrease new hire turnover
• Increase performance knowledge
– Program Basis
• Identified high and low impact tasks
• Implement stretching
• Eight week program that slowly increases the time
and duration that the new employee is exposed to
the job tasks
• Acclimate employees bodies to stresses of job
• Improve overall training program
Ergonomic – Training Program
Training Included
– Definition of ergonomics
– Description of musculoskeletal injury (MSI)
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Tendonitis
Carpal tunnel
Shoulder strain/sprain
Back strain
– Corrective actions
• Quick wins
• Capital projects
Ergonomics – POPE
Post Offer Pre-Employment
– Screens new candidates for proper job fit
– Detailed assessments ensure:
• Employee body is safe to perform the job
• Employee can handle the physical stresses of job
• Employee still wants to do the job
– Completed at NF Training Center
• Equipment designed and built to mimic job
functions
• Conditions similar to working environment (noise,
ambient air, PPE)
Ergonomics Circle of Health
Partnerships
External
– Northeast Wisconsin Foundry Ergonomics
Partnership (NEWFEP)
– OSHA
– Advanced Physical Therapy
– Blankenheim
Internal
– Safety Focus Teams
– Ergonomics Committee
– Wellness Team
– Union Management Team
AIC – Safety Software
Internet based software program that can
manage and maintain your health and safety
program
– Used for tracking
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Injury and illnesses
JSA’s
Observations
Training
Near misses
Fires
– Actively works with our insurance carrier to track
claims
– Ability to assign corrective actions to individuals,
which in turn increases accountability
Safety Intervention
Primary goal is to improve an employee’s
safety behavior
– A tool to increase an employees safety
awareness and improve their safe work
practices
Employees that meet the criteria for
intervention are:
– Injured but no safety violation; and
– Injured more than three times in a rolling
twelve month period
Safety Blitz
An investigative team that is designed to
assist the supervisor when investigating a
serious incident
Assembled within 24 hours of the incident
or sooner if needed
Supervisor leads the team with the
assistance of safety
Union participation
Training Center
Area designed to conduct hands on
training for employees
– Used to give new employees the exposure of
working on the floor and handling castings in
a neutral environment
– Confined space trainer
– Hands on ergonomic training
– Casting handling training
– Will be used for POPE testing
Current Performance
Total Recordable and Lost Work Day Rates
10
9.9
9.9
9
9.9
9.1
8
7
6
Total Rate
5
NF-TRIR
BLS-TRIR
5.1
4
1.8
3
1.8
1.8
2.6
2
0.3
0
1
NF-LWDR
BLS-LWDR
0
0
2013
2014
2015
Calendar Year
Currently at 1.5 million hours without a lost work day incident
Safety Awards
Wisconsin Safety Council
– Wisconsin Corporate Safety Award
– 2013
American Foundry Society
– Metalcasting Safe Year Award – 2013
– 2013 Millionaires Safety Award
3 million hours without incurring an occupational
injury or illness that resulted in lost workday case
Historical Trend
Total Recordable and Lost Work Day Rates
35
30.5
30
25
20
Total Rate
TRIR
12.9
15
9.4
LWDR
9.1
10
5.1
3.4
5
0.7
0.3
0.3
0
2.6
0
2010
2011
2012
2013
Calendar Year
2014
2015
0
Future State
Neenah Foundry and NEI are continuing
to change our safety cultures and improve
our safety process.
We are far from complete
Questions