By now your folks are trained, management is on board, groups have bumped heads and most of the conflict has simmered down some. I was patient, but now what? How do I know if any of this cultured touchy-feely, kid-gloved stuff is making a difference?
1. The most apparent sign is a spike in injury numbers. Why would this number go up? -If you are trying to steer the culture from being production-driven (accident = fired) toward safety and quality (accident = investigated/injury cared for) things will gradually start to change. People will initially test the waters; 1 or 2 injuries will come in. Others notice that not only did no one get fired for getting hurt, but the whole thing was investigated, everyone was briefed on the lessons learned/corrections, and their coworker was taken care. Reports will go from trickling in to a steady stream.
*But this is ruining my DART/TRIF/TRIR/XYZ numbers! I was hired to fix things; not make it worse! -Much like sweeping the floor, no one realizes just how much needs correcting until everything is gathered into the light. When the numbers begin to look bad is also where senior leadership tends to hit the panic button. Do not abandon all hope and go back to old mindsets! Staying the course with minor corrections with increasing momentum begins the snowball into other things that some may also view as problems…
2. Managers complain that PPE is walking off and you are running out of safety glasses, gloves, etc. This is actually a great sign! If you want your folks to be safe at work, it must become habit everywhere. The PPE they take home not only allows for this habit to fully develop, but sets an example when kids see dad wearing safety glasses to weed-wack. This helps ensure they make it back to work instead of becoming temporarily (sliced hand tendon) or permanently (lost eye) disabled.
3. Associates beginning to pull you to the side as you walk production areas to show you things you may have never caught on your own. You may also be lucky enough to overhear your folks peer pressuring each other into compliance. As workers see you make corrections and feel empowered as members of the program, trust and credibility builds. The worst thing you can do now is not follow up, not correct a hazard, not investigate an incident. Perception is reality in the eyes of those that want to trust you. If just one of your folks feels their report is ignored (intentional or not), you may lose them forever and create hurdles for yourself in the future.
4. Injury rates actually did reduce. This whole process establishes a new baseline for safety metrics with the real problems being tackled for the company. Don’t look at year-over-year with these new numbers to measure success (production driven injuries hidden vs. new leadership putting all in the open). Don’t really take a hard look at metrics at all for the first 6 months. -Compare your worst month of this transition to your most recent month. Explain rates to judgmental customers with your strategy and how a spike in numbers is to be expected for long-term improvement. As you gain momentum in changing how folks think about and approach their jobs and you have 24 months of new numbers, year-over-year may begin to truly reflect your actual improvement.
Please always keep in mind that these are people you are trying to take care of. Nothing in the history of everything went perfectly where people were involved! There are more issues that crop up, but these are the most obvious. The length of this process depends on how resistant to change the organization is as well as how many and how far accepted norms deviate from what is desired. Get the results. Do the right things the right way. Always try to improve upon what you have in place.
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