Table of Contents
The management system we utilize is built on the Total Safety Management model. It basically incorporates the top to bottom, every employee matters. Also, incorporation of upper management in the decisions made makes a safety system process successful and streamline. The layout of this management process is as follows; Carroll Daniel takes the strict safety ideas and concepts from all facets of the Construction industry and correlates them into the everyday operations in compliance with OSHA Standards.
Valuable procedures, such as documented weekly safety meetings, weekly toolbox topics, Site specific plan requesting from contractions, personalized lock-out tag-out procedure, onsite weekly safety auditing, safety citations for OSHA violations by subcontractors, all superintendents OSHA certified, these change employee’s safety mindset and reduce incidents and lower EMR, by lowering an EMR the lagging indicators shoe improvement over a 3-year aggregate.
Leading indicators can be found with a combination of attention to detail and their proactive nature provided with a solid foundation and strict fundamentals. We believe that the high level of attention and our strict philosophy will not only help us understand the dynamic of construction safety, but create an efficient strategy that aims to solve problems at its source.
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Safety is an important concept within Carroll Daniel which we feel is incredibly valuable to us and our employees. Carroll Daniel utilizes the concept of TSM, or Total Safety Management, to create and maintain a healthy work environment. The first element in the TSM approach is management commitment. Members of management must believe in the program and set an example for the employees.
We hold to this commitment working with our management team by holding safety committee meetings to set goals relating to safety, discuss concerns and/or implement changes to our system, ensuring everyone will have the same perspective from the top executive to the beginning level employees. All our field Superintendents also hold this responsibility to being a committed member of the team and having OSHA certifications and holding responsibility for site safety. By incorporating this we empower our field employees to think safety and follow polices and procedures set by the safety department.
Carroll Daniel has a well-deserved reputation for quality service. However, faced with changes in industry and general contractors’ safety requirements, increased insurance rates and limitations in implementation of sub-contractor strategy that prevent providing a complete safety system of the subcontractors, Carroll Daniel faces the possibility of decreasing contract bid approvals and increasing monetary requirements due customer perceptions of high incident rates and EMR of subcontractors.
We have developed individualized subcontractor auditing accompanied with citations for policy violations. These are proposed solutions decided by our Safety Committee to help us stay ahead of the industries ever evolving safety compliance of subcontractors and implementation of a safety management system focused on decreasing accidents and near-misses while changing the overall safety culture on site. Our solution easily integrates with the current safety practices that are in place, create more efficient policies and procedures that are specific Carroll Daniels way of safe practices.
Execution Strategy
Our execution strategy incorporates proven methodologies, extremely qualified personnel (Safety Director & Superintendents) and a proactive approach to managing safety. Following is a description of our proposed method, including how the program has been developed:
Minimizing accidents is a byproduct of having a safety mindset. Using our Total Safety Management approach, employees will be coached on proper standards and procedures. In the event of a hazard being recognized during a job-site audit, the hazard will first be mitigated, and coaching of the employees will then follow.
We feel that building employee’s knowledge while mitigating hazards will not only help them understand why, but will give them the proper information to make educated decisions in the future. The worker’s personal benefit must overshadow the training/requirement’s perceived inconvenience for that person. For instance, some feel burdened following safety requirements (for example, the designated work environment’s daily respirator wear or hearing protection products) (Potts, 2016)
Incidents happen due to employees trying to move too fast or not paying attention to the work area around them. Recognizing this, and other potentially hazardous behavior during job-site audits will be of upmost importance. When the behavior is noticed, we will make the effort to coach the employee on proper actions related to the hazardous behavior. Supervisors and foreman will be notified of the hazardous behavior to help coach the employee on a day to day basis.
Talking points of potential hazards will be presented to supervisors and foreman during job-site audits to keep safety at the forefront of everyone’s minds. Minimizing hazards and building employee’s safety mindsets has a direct relation on accidents and near-misses. When there are less accidents, less money and time is invested in an injured employee and the corresponding indirect costs. Building and maintaining a safety system is a top priority for Carroll Daniel.
Overview
Carroll Daniel is always proactive in achieving its goals for improving its safety culture and reducing accidents by providing a strategic safety service approach, correctly training employees and properly implementing its safety strategy to subcontractors.
We have work hard to be on the forefront of Occupational safety on the job and remain a business committed to improving not only our own incident frequency, reducing our EMR and achieving our safety goals but also preforming comprehensive site auditing and coaching to our subcontractors to establish cohesion through safe work practices.
The Objective
The ultimate reason for having a safety program is to minimize the time and money associated with accidents and injured employees. Through offering a complete and personalized service by having our own safety director Carroll Daniel experiences a high success rate in reducing accidents and proper implementation of our safety policies with subcontractors.
Carroll Daniel will not only save money related to the immediate costs, but will, subsequently, reduce its EMR and insurance premiums over the course of continued success. Reduce the frequency of accidents, Change the safety culture within the company and our subcontractors, and Achieve respective safety goals.
The Solution
Carroll Daniel provides a hands-on, personalized approach to change the safety culture on the job. We will show not only how a company can create a safe work environment that is safe and conducive to peak performance, but how a safe work environment becomes part of every employee’s responsibility to create and maintain a successful strategy (Goetsch, 1998).
Items used to achieve this are; weekly toolbox topics, 100% Drug free workplace, Site specific plan requesting from contractors, personalized lock-out tag-out procedure, on site weekly safety auditing, pre-Job risk analysis and planning, safety disciplinary action for OSHA violations by subcontractors, All superintendents OSHA certified, Change employee’s safety mindset, Reduce Incidents and lower EMR.
Resources
Carrol Daniel has an in-house safety program lead by our Safety director and carries support from the entire office. We go the extra step and ensure that all our field Superintendents are OSHA certified and old responsibility for the safety on our projects. Carrol Daniel also holds a strong relationship with Affinity Service Group, who provides an additional level of onsite consulting and safety auditing.
In addition to Affinity Service Group Carrol Daniel has scheduled quarterly visits from the Georgia Branch AGC safety van for additional safety enforcement and auditing. AGC preformed needed classroom training for proper safety practices and Carroll Daniel is diligent in making sure all Superintendents are well equipped for the field.
Conclusion: Expected Results from our System
We expect our proposed safety management solution to show how Carroll Daniels strategy and approach to minimize work place incidents and promote a safety culture has a direct relation to the Iceberg Effect related to workers’ compensation & EMR status (ASSE, 2016):
Direct Costs of an Injury
- Easiest costs to see and identify
- Emergency room and doctor visits
- Medical bills
- Medicines
- Rehabilitation
Indirect Costs of an Injury
- Costs can amount to 4 times the direct cost of the injury
- Administrative time dealing with an injury and medical care
- Raises in insurance costs
- Replacing the hours lost by the injured employee
- Hiring and training a replacement employee
- Loss of reputation and confidence in employees and clients
- OSHA fines and penalties
References
- Implementing Total Safety Management – Google Books. (n.d.). Retrieved from https://books.google.com/books/about/Implementing_Total_Safety_Management.html
- 5 Workplace Safety Tips for New Employees. (n.d.). Retrieved from http://www.libertystaffing.ca/blog/5-workplace-safety-tips-for-new-employees
- Manuele, F. A. (2014). Advanced safety management: Focusing on Z10 and serious injury prevention (2nd ed.). Hoboken, NJ: Wiley.
- Best Practices for Engaging Workers in Health and Safety … (n.d.). Retrieved from https://ohsonline.com/articles/2016/05/01/best-practices-for-engaging-workers-in indirect costs | American Society of Safety Engineers. (n.d.). Retrieved from http://www.asse.org/professionalaffairs/indirect-costs/
