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APPROACH Management Services
Guest Writer: Neal Cronic, Safety Specialist
Summer 2008
The value of a good safety director
The trucking company was having a tough time. There were not enough drivers to get the trucks onto the road. Injuries had affected the company. The large premium that the company paid out, combined with the shortage of drivers, was hitting hard. This is a true story of a trucking company that was a diamond in the rough, needing just some safety direction to become successful. This is also the story of how this particular company lowered its premiums dramatically, going from an average annual injury cost in the mid-six figures to under $3,000. Truly, the company reduced its annual injury costs by over 100 times in a year and a half.
The company brought in an experienced full-time Safety Director. First an in-depth injury analysis was performed. Once the injuries were categorized by what, where, when, why, and how, the results were prioritized and used in a comprehensive safety and health plan. This particular plan was revised quarterly, according to changes in injury trends. For example, after an 80% reduction in lower back strains, the plan was changed to address struck-by injuries. For struck-by/against, load securement was a big issue, as was the need to open cargo doors very slowly at first, and communicating with loaders at load and unload zones. A similar prevention plan was drawn up for vehicle collisions, and used in a similar way. In addition to directly addressing root causes, a weekly safety newsletter was issued. Ownership backed the safety program 100%.
My company was enlisted to help with existing L&I claims. Light duty and kept-on-salary programs were introduced to keep the injured workers on the job and to let them know that the company cared.
All of these factors turned the company around. The salary of a good Safety Director was easily offset by the reduction in costs related to injuries, collisions, and premiums. Just over two years after hiring the Safety Director, the company also received a handsome retro check. It was a win-win situation for everyone. The workplace is safer, employee morale is at an all time high, and the trucks have drivers.
Boise Inc./BCT
Guest author: Craig Lockwood, Safety Mananger
Summer 2009
Dealing with distracted driving - Ban of cell phone use while driving supported by science and experience
People driving Boise Inc. trucks or hauling Boise trailers as independent contractors are no longer allowed to use cell phones until they are safely off the road and stopped, according to a policy adopted earlier this year.
It was a simple matter of looking at the science and statistics.
A 1997 study published in the New England Journal of Medicine provided early evidence of cell phone use as a distractive danger to drivers. The Journal reported that the risk of crashing while using a cell phone was four times greater than the risk without the phone.
Another study showed that drivers were 18 percent slower to react to brake lights while using a cell phone. Scientists determined that slowed reaction times of drivers while talking on a cell phone made them “less adept than drivers with blood alcohol levels exceeding .08 percent.’
A Harvard Center of Risk Analysis study estimates that cell phone use while driving contributes to 636,000 crashes annually. They estimate the cost of those cell-phone related crashes at $43 billion.
Several studies have found that using hands free equipment doesn’t reduce the danger. A University of Utah study showed that it’s the distraction of the conversation, not the equipment, that creates the danger.
The Virginia Tech Transportation Institute found that the number one driving distraction was “Using a wireless device, such as a cell phone.” Number ten on the list was “Daydreaming.”
Finally, the National Safety Council, citing many of the findings above, called for a ban of all cell phone use while driving.
Given the overwhelming evidence, our trucking division created the cell phone ban — drivers aren’t allowed to make cell phone calls and are instructed to let incoming calls go to voice mail. Other employees aren’t allowed to talk with drivers on their cell phone unless the drivers are stopped and safely off the road. Violations on either end of the call may lead to termination.
While we don’t yet have data to measure the effectiveness of this policy, we believe we’ve done the right thing given the scientific evidence, mounting data and the rising number of cell phone related wrecks.
Are injury investigations necessary?
Guest author: Herb Maxey, CSP, Sr. Loss Control Consultant, Farmers Business Insurance
Winter 2010
Investigate all incidents/accidents to prevent a reoccurrence
As we go through everyday business we can experience what is called an incident/accident event. This is an unintended occurrence that may result in injury or death to workers and usually results in time lost from production. Usually, after an incident has occurred management will do whatever is necessary to return the business back to normal operations. This can include a refocus of employee attention, replacement of damaged material and equipment, treatment of any injuries or arrangement of medical care for employees. What doesn’t occur in most cases is an effective investigation into how it happened (Root Cause Analysis) and most importantly what can be done to prevent the incident from reoccurring. A Physicians Report of Injury that documents that the accident happened and a brief description of what happened, e.g., employee slipped and fell, is not an effective investigation.
It is management’s responsibility and legal obligation to investigate all injury incidents and it is a sound business practice to investigate non-injury occurrences. This means to determine what failed in an incident, not just that the employee slipped but what caused the employee to slip. The investigation needs to be carried out to the point that management can identify action(s) that will prevent a similar occurrence.
Management needs to learn from an unintended event. If they don’t learn then it is likely that the unintended event will happen again perhaps with greater consequence such as major property loss or injury that results in death. Not only do we not want to see an employee injured but unintended events are costly. In today’s business world, the survival of a business requires that your business activity be conducted in the most cost-effective manner. Safety is cost effective.
Most informal investigations will conclude that the employee needs additional training. This may be a valid conclusion to an investigation but not a complete one. Has the training been reviewed to make sure it is current or is it ten years old and based on equipment and processes that are outdated? If it is determined that the employee needs retraining or counseling then that should occur but this is not the most effective means of incident prevention. Can the job hazard be eliminated? Can less-hazardous chemicals be used? Does management support safety over production? An effective investigation cannot conclude that the occurrence was simply an employee error. Management’s role in all incidents is to identify and institute measures to prevent another occurrence. Management is required by regulations to identify hazards within the work place and then it is management’s responsibility to remove the hazard, engineer the hazard out of the operation, or protect the employee from the hazard.
For additional assistance on incident/accident investigation contact Labor and Industries Consultation or your insurance representative.
Farwest Freight
Guest interview: G.C. Faircloth, Safety and Risk Director
Spring 2009
Getting to know Farwest Freight
TIRES: How long have you worked for Farwest Freight?
GC: I’ve been with Farwest just over a year now. It’s actually going on 14 months.
TIRES: How long have you been in the trucking industry?
GC: Life-long, going on 26-plus years now.
TIRES: How did you get involved in the safety aspect of trucking?
GC: A guy by the name of Bruce Binder at Gordon Trucking was my mentor. Gordon was looking for an ‘HOS’* Coordinator. I had been driving for a number of years and they wanted someone who knew the system. They felt I was someone who had a good rapport with the other drivers. In the time I held the HOS Coordinator position the ‘driver out of service’ for HOS violations rate dropped from 4.8 to 1.3.
TIRES: In what ways is the management at Farwest involved in the safety program?
GC: I didn’t have to do much. Company ownership and management already have the philosophy that safety is important. It’s a part of the daily conversation among the employees and management. Also, we are of such a size that we only have three levels of management, so it makes having a consistent message and culture easy.
TIRES: What makes the Farwest safety program successful?
GC: One of the best things is the owner support. All along the view is “get it done right at the beginning.” Another factor is that I’ve got years of ‘stick time’ and I know the challenges the drivers face. I’m also pretty much hands on. There is a place for technology, but you get so much more from face-to-face interaction.
TIRES: What changes have you made to the program since coming to Farwest?
GC: In building on what already existed, we now do more driver-reminder messages and we do a regular newsletter where we highlight safety-related topics as well as other company information.
TIRES: How are those changes working?
GC: I’ve gotten positive feedback from the drivers. They appreciate that we are looking out for them.
TIRES: How have you involved the drivers, dispatchers and management in safety?
GC: They are a part of the process. By that I mean that they feel ownership. Their feedback is important and asked for.
TIRES: What are your challenges related to safety at Farwest?
GC: Prioritizing tasks, keeping our older drivers healthy and keeping the fleet accident rate down. It’s no secret that the average age for drivers is creeping up and recovery time from an injury can take longer.
TIRES: What elements make up your safety program?
GC: We offer a KOS**/light-duty program and we have a safety/accident review committee. Each year we recognize our driver’s safety performance. Drivers that qualify by meeting the established criteria are eligible to win a new pickup. Each of the qualifying drivers is given a key to the truck; one lucky driver’s key actually starts the truck. Also, in August we have a driver appreciation week for all of the drivers.
TIRES: In closing, what suggestions or advice would you like to share with other safety directors?
GC: Be involved with your drivers, a minimum of desk time. You’ve got to show them that you care.
* Hours of Service ** Kept on Salary
Frito-Lay, Inc.
Guest author: Marty Ertler, CDS, West Division Fleet Safety Manager
Spring 2008
What is blood pressure?
Blood pressure refers to the force of blood pushing against artery walls as it courses through the body. Like air in a tire, blood fills arteries to a certain capacity. Just as too much air pressure can damage a tire, too much blood pressure can threaten healthy arteries and lead to life-threatening conditions such as heart disease and stroke.
High blood pressure is the most common of all cardiovascular diseases in the industrialized world. It is the leading cause of stroke and a major cause of heart attack. In the U.S. alone, approximately 80 million people have high blood pressure.
A blood pressure reading appears as two numbers. The first and higher of the two is a measure of systolic pressure or the pressure in the arteries when the heart beats and fills them with blood. The second number measures diastolic pressure or the pressure in the arteries when the heart rests between beats. Normal blood pressure rises steadily from about 90/60 at birth to about 120/80 in a healthy adult.
In most reported high blood pressure cases in the U.S., the underlying cause cannot be determined. This type of high blood pressure is called essential hypertension. Other factors that have been associated with essential hypertension include obesity; diabetes; stress; insufficient intake of potassium, calcium and magnesium; lack of physical activity; and chronic alcohol consumption.
The Department of Transportation has revised the accepted BP level to qualify for CDL licenses from 160/90 mmHg to 140/90 mmHg or lower.
You can help keep your blood pressure at a healthy level and reduce your risk of heart disease by making a few changes in your lifestyle. Watch what you eat. Stay away from salt and fat. Consume foods that are high in fiber, calcium, and magnesium.
Get plenty of exercise. Regular exercise will condition the heart and keep blood vessels dilated and working properly. If you are overweight, try to slim down. Even a small weight reduction can make a huge difference. If you smoke or drink alcohol excessively, now is the time to stop. Make a change, make a difference!