A successful safety program is founded on associate engagement, leadership commitment and continuous improvement of safety methodologies. At least this is what works for Milliken & Co., says its director of business development and marketing Phil McIntyre, at this year's International Manufacturing Technology Show in Chicago. He discusses the nine keys to a successful and sustainable safety process.
- Leadership expectations and communication. The best safety message a leader can give is "we don't want anyone to get hurt." Rather than making a case to workers that “it makes business sense to improve safety," this message shows workers that you actually care about their safety and health.
- Measurements and review. Measure and review safety mechanisms.
- Organization structure. Organizations should have subject matter expertise and code/compliance/auditing capability. The attitude that "I" own the safety process is critical as well.
- Reporting. The organization's agenda should start with safety. Make it a top priority in reporting.
- Standardization. McIntyre asks: How do you have a global, diverse, multifaceted company where individuals have the autonomy to make changes and change safety while staying tethered to standardization? This is a challenge each organization must learn to overcome. With the exception of some flexibility, organizations should remain standardized in their safety efforts.
- Time and dollar commitment. Invest in safety before incidents occur.
- Education. Train! Train! Train! Companies should institute training modules, code and compliance guidelines and other educational programs.
- Case management. If an incident at Milliken, a manager goes with the associate to the hospital. Management is on the scene from the moment an injury occurs until it is resolved.
- Awareness activities. Install activities, programs and even attitudes that continually keep the workers engaged.
According to McIntyre, Milliken cost-avoided $17.1 million in net income loss per year just by being a safe company. That's a pretty powerful argument to make to upper management, he says.