It’s 9 a.m. Do You Know Where Your Contractors Are?

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As your company grows in sales and expands to accommodate more SKUs, greater inventory, new machinery, and additional employees at one time or another, your business is going to need help from an outside contractor.  They may be in the form of an engineering consultant, general contractor, painter or other types of specialists needed for a project well beyond your or your staffs’ current expertise.

When you make that final selection on your outside contractor before you sign anything make sure to do your homework and check up on their history.  If it all comes back good and you’re ready to offer a contract for the work to be done, on their first day at your facility they should be treated like any other new or temporary/seasonal worker that you bring in and participate in a safety orientation before doing anything. 

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Why?  They don’t know what your expectations are on safety and you don’t want to assume they do.  They don’t know your facility very well and you want to make sure as heck that they don’t contaminate your staff with their bad habits.  You also want to make sure they know that if their workers don’t follow those rules at your facility they’ll be banned from entering.  It’s your facility, your rules and you don’t need additional headaches because an outside contractor couldn’t follow direction and is now in need of medical attention.

You’d be amazed how many outside contractors are injured or killed every year on the job because they either cut corners on safety procedures, were traveling (via foot, electric cart, forklift) in an unfamiliar layout, lack of training or the company didn’t communicate instructions to them properly or incorrectly.  Here’s a contractor who’s paying a hefty fine for not following safety rules.  OSHA Fines Contractor $94K After Worker Burned At McDavid Sawmill and here’s another contractor being investigated for a chemical spill, OSHA investigating contractor B.L. Harbert over Birmingham Water Works chemical spill

As I stated earlier, it’s amazing the number of contractors injured or killed and it appears this is becoming a more serious problem as the numbers have increased.  A sharp rise in US contract workers killed on the job

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We hired an outside contractor to do some work on a new production line we were installing and it involved electrical and concrete work.  The main mode of transport within the facility was by man-lift, elevator or stairs with man-lift being the main one and the rule was if you rode the man-lift you didn’t carry a backpack, tools or other cumbersome items.  If you dropped it someone could be injured below or if it got caught riding up you could fall.  Our maintenance crew knew to take their carts and equipment up by the elevator.  The outside contractor didn’t go through any safety orientation as the company assumed all would be well.

A few days after the work began there was a commotion on one of the upper levels in the facility and our in-house emergency team responded to a call at the north man-lift where someone had fallen.  It was one of the contractors and it was bad enough that a call was made to 911 for an ambulance.  He was in a rush and had decided he didn’t want to wait for the elevator but took his tools up the lift with him and wound up falling two stories.  He broke both ankles, a leg, two ribs, a shoulder and sustained back and head injuries.

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The very next day the company had every manager doing recertification on every employee in their department.  I had to watch all 60 of my staff get on the lift, one at a time go up one flight, get off and then come back down one flight.  Documented it for all and then had myself recertified.  A fun evening was had by all.  Here lies the problem.  When you don’t take care of business the right way the first time, by proper training, proper documentation, you wind up spending and wasting time documenting while trying to keep production going full speed just to cover the company’s ass.

However, this will not be a problem at your facility and you will be in full control if you follow these guidelines:

  1. This is your facility, your rules, you are in charge!  As the supreme leader responsible for what goes on, it’s your rules of the road that are followed to protect everyone from employees to outside visitors.
  2. Any individual from the outside contractor must complete your in-house safety orientation. This is important especially if your facility has man lifts, elevators, confined spaces, danger areas, and flammables.
  3. Constant sustained communication between the contractor and you, the hiring company is critical to everyone’s safety.  What equipment will they be using that day, noise level, dust level and so on?
  4. To achieve #3 designate a point person at your company for the contractor to communicate with, answering any questions at any time while the contractors are physically on-site.
  5. Check-in and check out daily with the contractor.  Greet them upon arrival, go over any new details and see them when they leave.
  6. Stop by periodically to touch base and see how the work is progressing and that the contractor’s workers are not wondering anywhere they shouldn’t be.
  7. Don’t hesitate to ban any outside worker not following the rules or committing an unsafe act.
  8. It’s your facility, you are in charge, be in charge.

 

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The TopTen OSHA Violations Before Christmas.

santaworkshopsantaSanta received an OSHA violation and pending inspection notice.

Right now, as you are reading this, Santa’s elves are hard at work putting the finishing touches on the toys and other gifts made for girls and boys around the world.  But friends, I’m here to tell you that those kids may never see those gifts.  Santa’s secret workshop is in danger from the dastardly efforts of a whistleblower (we suspect the Grinch) up at the North Pole and now the workshop is going to be inspected and in danger of being shut down by OSHA!

WE NEED YOUR HELP to prevent this from happening.  Help Santa find all the violations in his workshop and how we can clean them up.  Each workday until Christmas eve we will solve another violation and each time we find and solve the issue the Grinch fades away.  If we fix all 10, the Grinch will be gone and Santa will be able to do his thing.

TOMORROW – On the first day

 

 

 

 

 

 

 

 

 

The Company Civil War

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Everyone wants to think they’re in charge.  Some sales and marketing departments think they’re in charge.  Some think manufacturing is in charge and some think purchasing and supply chain is in charge.

In the vast city known as Candy-Land (protecting the real company name) there existed but only three gangs who had divvy-up the city and totally controlled it.  All three not only ruled their territories with tyrannical deceit and ruthlessness but were often at war with each other at one time or another.  If only the feuds were about something constructive but always more personal between the gang leaders then anything else.  There was one gang known as Creations and they were ruthless but more civilized of the three in their approach.  Their mission was to make the “product” and dry it before transporting the product to the bins.

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The other two gangs were constantly at each other’s throats with skirmishes popping up a few times a week not so much from the gang members hating each other, they did but the leaders despised each other.  The leader of the gang called the Wrappers was Pete the sweet a very ugly, short and vulgar man.  Across town, where the gang the DC ruled their leader, Raoul who was tall, muscular and good looking spoke softly since he was a former boxer and often let his fists carry the conversation.  As I said, the two didn’t get along at all and were constantly in full-blown shouting matches right in full view of everyone mano y mano.

The Wrappers were an interesting bunch.  They would take the dried product from the bins and get it ready for transport to the buyers by packaging it in nice colorful paper of all sizes from one pound boxes to 100 pounds bags to attract as many buyers as possible.  Pete the sweet had illusions of grandeur as he believed he could tell people in the other gangs what to do or how to do it so it wouldn’t affect his gang in their quest to meet packaging goals and his bonus.  This interference enraged the other leaders but really angered Raoul no end who may have taken a punch to many as he believed he should be in charge of all the territories.

The games afoot:

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When the DC was having problems with the ASRS (read The Company Hostage) and stopped the putaway of pallets of packaged product into storage this enraged Pete the sweet as having people standing around drove him crazy.  So he decided to go to the DC and tell them how to fix the problem and get it going.  He huffed and he puffed, he threatened and he intimidated, but it all fell on deaf ears since we were already busy doing what we needed to do.  It was easy to ignore him since Raoul had told us earlier to ignore Pete and then call to update him but what really made it easy was our gang really didn’t like the Wrappers so when he went directly to the workers they took pleasure in ignoring him as well and made Pete even angrier when he heard, you’re not my boss.

On the off shifts, when Pete wasn’t around had instructed his lieutenants to climb out of their trees and confront us on what was happening in the DC every time the packaging lines stopped.  We ignored them too or just outright lied on how long it would be down just to really send them into a frenzy as they then had to call and wake Pete at home to update him and he wasn’t so sweet.  He would call the ASRS room where of course they also ignored him but more because they were busy working to get the system back up and running.

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There was no team building going on here unless you want to call telling your gang to ignore the leaders of other gangs team building.  I watched as lots of walls were erected between departments as each was surrounded in its own secrecy and not daring to allow anyone else to know their plans for that day, week or month all within the same plant.  The current owners, an investment company, still searching for a buyer had no idea how to handle the situation and didn’t want to invest let alone lose any more money and sent out this one and only in edict in early October as production numbers took a dive, “work things out”.

As with a lot of other companies, the holidays, Thanksgiving thru Christmas were our biggest season for sales, so much so to keep up with the orders we had to begin to produce and stockpile inventory right after labor day in September or we’d never meet the demand and lose sales.  For some reason, each gang leader interrupted the edict from the owner as giving them the authority to be in charge to get things done which turned ugly later in the month.

The day started like any other day.  A quick huddle with my crew and we laid out several scenarios that could happen and how we would respond.  We had spent the weekend clearing out a large storage area in the back of the facility where we could stack pallets of product in the event of the ASRS going down.  The holidays were on the horizon and sales and marketing people were loudly crying about not enough product out in the stores.  We were all trying.  The Creations were having issues cooking up the product, The Wrappers had packaging machine issues and the DC had the ASRS.  We were literally holding things together with chewing gum, baling wire, and duct tape.

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As fate would have it our luck and the duct tape didn’t hold out.  Something fell from a pallet jamming the conveyor in the ASRS and snapping the drive chain and taking out a license plate reader.  The DC gang began moving the product by forklift as fast as we could but the hallway that led to the makeshift storage area was narrow and we couldn’t go very fast but we were keeping the factory going.  Raoul came to assess the situation and told the palletizers to slow down so we could keep up with the product coming out and take it to storage.  Emergency repairs to the ASRS were beginning but we knew it’d be down for the day if not longer.  Raoul also knew it was going to be a long day and as he had done before and one of the reasons I liked him had pizza delivered to feed his gang as we were in constant motion to keep the other gangs happy and busy as well.

Pete the sweet was having none of it.  He didn’t care what was happening in the DC and that we were making every effort to keep the factory going.  He didn’t like the palletizers were slowed and even though the packaging was able to continue it wasn’t at the pace Pete wanted.  Pete only cared about Pete and how all this was personally directed at him.  He believed what happened was only intended to hurt him and him alone.  He didn’t care whether the company made the goal or not, he didn’t care for training or safety either and was known to order others to cut corners on safety.  If they got away with it he applauded them for their ingenuity but if they got caught he’d throw them under the bus.  Yet his gang knew in order to survive in the Wrappers you had to do what he wanted or suffer the consequences with abuse and bullying.

The showdown finally came, right there in the middle of the facility.  Pete and Raoul face to face yelling, screaming, cursing and threatening each other.  Pete loudly criticized Raoul for buying pizza, not a time to eat!  Raoul disagreed and told Pete he didn’t have to defend his actions to anyone let alone a little dictator.  The louder they got the more people from all the gangs lined the floor, the mezzanine, and the rafters until it looked and sounded like a sell-out crowd at a Golden State Warriors game with various shouts of encouragement from the crowd.  Hit him!  Don’t take that crap, Pete!  Punch him out, Raoul.  The cheers, the chants, the calls for blood, if I didn’t know better I could have been at the Colosseum in Rome watching gladiators.  We could see that Raoul was getting ready to end the conversation and let his fists speak.  There was no production going on at all.

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Finally, another lieutenant from the DC and myself decided to end this and jumped between the two combatants and while Carl began trying to calm down Pete while he backed him up I was pleading with our leader, Raoul to take this discussion to an office, in private.  The adrenalin was surging through my body and my heart racing as I started to think of things to say and babbled, You’re better than this. You don’t want to hit him here there are too many witnesses.  At one point in desperation, I supposedly said to him, the pizza is getting cold, I don’t remember this with all the excitement going on but it actually made him stop, look at me and brought a smile to his face as he caught his composure.  He chuckled and said, You’re right Phil, the pizza is getting cold and we walked to his office.

It took a day and a half before the ASRS was fully operational and even then still continued with the usual ups and downs.  With the efforts and hard work of staff, we were able to meet most of the demand with some late shipments going out at discounted rates as make it up to the customers for previous short shipments.  Raoul and Pete continued their feud and that alone was more of a disruption to the plant than any equipment failures.  It even became more difficult for the Superintendents and forepeople to manage the day to day activities not knowing what would break down next.  Sick calls increased and people just didn’t want to come to work and I can’t say I blame them but now, that all didn’t matter as rumors of a new buyer for the plant began to swirl and we could all feel the change in the air.

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The Company Hostage

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The company had a very old ASRS, Automated Storage and Retrieval System to store the majority of it’s finished product inventory.  We were in transition as the company had gone into receivership and was run by an investment corporation that was trying to keep overall costs as low as possible while they prayed and searched for a buyer.  The system was so old that in the era of CD drives it still used floppy disc to operate the system that was, to say the least, fragile.  It could freeze up due to trouble reading a dirty license plate or from a loud sneeze or other inexplicable reason and have to be rebooted.

The cost to upgrade was enough that our benevolent keepers felt hiding their heads in the sand and ignoring the problem would magically make it stop hurting the bottom line but it was every time the ASRS was down.  It interfered with production in that when you can’t put the product into storage you can’t keep packaging it and when you can’t retrieve product to ship you can’t invoice.  In addition, a lot of overtime was spent on having workers move and stack product anywhere they could in the facility so the packaging of the product could continue but that also led to inventory issues of lost and misplaced product which became a nightmare for our production scheduler. 

Our keepers also didn’t see how over time the leadership on-site had surrendered its authority and through attrition and neglect, there was only a handful of employees left who not only knew how to operate the ASRS but how to keep it going and no one in management noticed the pending issue or thought to make plans for rectifying the situation because they were too busy putting out fires or pointing fingers at one another. 

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Things had actually been moving along pretty well during the last few weeks with only a few minor hiccups of the ASRS and word the company may have found a new owner but on this particular warm sunny afternoon, a few employees were caught smoking a joint in the back of the shipping building.  Marijuana was not yet legal in any form in any state and in accordance with the company zero tolerance policy, they were terminated on the spot. The problem was of the five caught smoking, three were ASRS operators which was more than half the staff as well half the only people who could operate the system.  

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The “IT” really hit the fan, of course, during the graveyard shift after they had forced swing shift for four hours, allowable by contract no one else showed up to operate the ASRS.  Management hadn’t realized that there was no one else available that had been trained to operate the system.  They had screwed-up royally and were behind the eight ball.  No communication or verification nothing but an all night long battle of survival as pallets of product were stacked five high down corridors, hallways any open space was fair game as production had to pack out the product already produced within a specific time frame.  The company in a word had been taken, hostage.

The ASRS operators still available were refusing over time even the forced four hours and the union was standing up for them pointing out the safety issues of working all the extra hours and demanding the return of the fired workers while not allowing the training of any additional ASRS personnel keeping the company hostage.  After a few days of keeping on their game face, and saying everything was all right the company quietly began to negotiate an end to the hostage situation along with dealing with the backlog of the finished product all over the facility.  The deal eventually worked out after hours of negotiating brought back all the terminated employees, they all had to attend drug and alcohol rehabilitation, were on a one-year probation for drug use, had to train additional employees and management as well as document procedures on the ASRS while the company promised and began the painful process of upgrading the system to twenty-first century technology.

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This is a lesson that was not cheap.  The overtime alone to count inventory and to get all the finished product into the ASRS system was ridiculous and it took weeks to get shipping and invoicing back to normal.  A binder was created with all the information needed so that even a caveman could operate the ASRS and the cost of the upgrade was hovering at $One Million.  This all could have been avoided and not an issue if upper management kept their eye on the big picture and allowed their supervisors and managers to do their job of training and documenting training but they had no experience in manufacturing and were lost in all the complexities of an aging system and ancient techniques while trying to meet the demands of today.

As I’ve said many times you reap what you sow.  You don’t have to be a boss hogs taskmaster but you must hold people accountable for their actions after a thorough explanation of the rules, expectations, and consequences.  You are in charge of your realm of the kingdom that makes up the company so RUN IT!  Be proactive, do a yearly hazard inspection, check emergency gear, create a safety committee, do your walk and be on the floor 80% of the time so you know what’s going on and what your workers are dealing with.  For more tips and ideas on leadership or if you have questions please don’t hesitate to contact me.

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The Hawaiian Shirt Rebellion

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Some times the best way to improve morale in a company is with a subversive action especially if it just ever so slightly breaks a rule and has been coordinated with the entire staff.

Our family-owned company had recently been bought by a large corporation.  We were their new shining addition to the family and after a long grueling process of upgrading our systems and intercommunications, we learned the new rules of the road.  New training, new reports, new programs, new ways of doing things and new dress code.  Morale was very low and our new corporate masters were not seeing it at all and just kept pushing without stopping even for a second so we could catch our breath. 

The leaders of the resistance were all young professionals in their late 20’s to early ’30s. Even though we each worked in a different department, (engineering, maintenance, production, quality control, and facilities) we had become pretty tight over the years not only because we were close in age but our eclectic mix of personalities worked so well and our positions naturally had us working together to resolve production issues.  We also went to ballgames after work together, Oakland A’s were only a few BART stations away and we shared drinks on Fridays to celebrate our victories and console our loses that week.  

Even though the statute of limitations has long expired I still will not reveal the other members of the resistance but admit that I was one of the members.  On one particular Friday, while drinking and complaining, it came up that July 1st was around the corner and the beginning of the new fiscal year.  What could we do to celebrate the occasion and help break up the funk at work and get morale back to where it needed to be.  There was a definite correlation between the number of drinks consumed and the innovation and creativity of ideas put forward by the group.  Silliness turned to anger and then anger back again to silliness.  The drinks and hours went by until we broke for the night and our weekend.

Monday morning seemingly came around too fast and at our morning break, we again went over our plan to make sure this is the statement we wanted to make.  The six of us talking just above whispers and constantly looking over our shoulders so no one else could hear us or most importantly know we were behind what was about to happen.  We thought a strategic strike against the new dress code would get a smile out of almost everyone.  Previously there was no dress code except the unwritten rule of, when we had visitors at the plant we had to wear slacks and a button shirt and now we had to dress that way every day.  They wouldn’t even listen to having a dress down Friday.  We swore our allegiance to each other after the break and each put their part of the plan into play.

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The fake memo was completed by one member and the copies made late at night by another and I came in extremely early to place memos directly on the employees desk.  The company leadership such as the President, VP’s and Plant Manager were left off the distribution list.  The memo on the usual company letterhead was plain and simple.  A picture of a Hawaiian shirt and the following,  “To Celebrate the new fiscal year, Friday has been declared as Hawaiian shirt day!  Wear your best Hawaiian shirt and be ready to party.”

The rest of the week we monitored all gossip and conversations to make sure this was still a secret, really going to happen and be a pleasant surprise for all.  Friday came and we met in the employee lot, donning our Hawaiian shirts and to no surprise, all of us had brought a backup outfit just in case it really went south as we had no idea what kind of participation we would get from the rest of the staff.  People sounded excited about the idea but would it carry all week?  We huddled, put our hands in and shouted, “GO HAWAII”!  

The six of us walked in together to meet our destiny, but were stopped in our tracks by our dropped jaws and were totally blown away!  Not only did most of the staff arrive wearing Hawaiian shirts, but the rest had brought them and changed into them here.  Some really embraced the spirit of the day and were wearing leis or playing ukeleles and a few had plastic blow-up palm trees and one surfboard.  Then there was a sound coming from the lunchroom that we hadn’t heard in a while.  Laughter.  People were laughing, talking, smiling and enjoying themselves. WE did it! 

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Then the inquisition came. Our VP of Human Resources was a particularly special stick in the mud.  No sense of humor, no jokes, no laughs and extremely pompous.  If you had the misfortune of a meeting with him they always took twice as long as with anyone else since he constantly took phone calls during the meeting so you can add rude to the list as well.  Our VP of HR began his investigation into Hawaiigate and seek out the culprit or culprits responsible!  First, the usual suspects’ were interrogated and then other people were summoned to the office and asked, “Where did this memo come from?”  They all answered as we hoped, it was on my desk when I arrived.  Each member of the resistance was also called into his office, one at a time and asked if we knew or heard anything?  We all responded in kind, as shocked as he was that this could happen but had no clue as to who.

Mr. VP of HR eventually gave up his witch hunt and no one was ever punished for the crime but a flurry of new policies followed along with the consequences for future infractions of HR law. The President of the company actually loved the Hawaiian shirt idea so much,  every Friday was now a dress-down day and the second Friday of each month was a different themed employee day. 

Sometimes the only way to shake a culture up is with a little internal rebellion.   

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A Tale of Two Ships

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During a recent vacation, I was unexpectedly presented with a unique opportunity to observe first hand how a company benefits from a solid hiring/recruiting strategy that’s reinforced by a thorough training program and tied together with strong leadership.  I have not been paid to write this article for or to endorse Viking River Cruises.  This is the second river cruise my wife and I have taken with Viking and have enjoyed them immensely and wanted to give the fantastic crews of the Bragi and the Skadi a shout out!   You are all amazing!

The chance came up quickly but not unexpected as we were warned well before the trip that due to the lack of rain during the summer the river water levels in a few spots were low and may not allow for safe passage so there existed a possibility of exchanging ships.  Exchanging ships!?  Really?  Sure enough, halfway through we couldn’t continue but Viking had their plan in place and ready to go.  The day we left Budapest up the Danube on Ship A, Ship B was leaving Amsterdam and traveling Southeast.  The ships were exactly the same so at the designated point we packed and left Room 233 on Ship A, took a three an a half hour bus ride got on board Ship B to Room 233.  Meanwhile like an alternate universe, the folks on Ship B were doing the exact same thing.  It was seamless as we gained a new captain, new waiters, new bartenders, new housekeepers, and new crew with only one exception and the one constant in our experiment, we kept the same social director.  All said and done I spent one week with Ship A’s team and one week with Ship B’s team and two weeks with Joey.

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My first thought was this was going to be more difficult for the service crew on both ships to adjust and handle as they had already established relationships with the various passengers and cliques which had formed over the first 3 nights during a speed dating like process aboard ship, which is considered a sacred ritual on all cruise ships. It’s interesting to watch the groups slowly develop like cultures in a Petrie dish as the open auditions have now ended and the “who they want to spend the rest of the cruise hanging with” is decided and the crew now quickly re-learns all the new preferences and idiosyncrasies.  The selection of folks to choose from on this cruise was tantalizing as just about every state was represented including California, Washington, Oregon, Michigan, Alaska, Virginia, Texas, Colorado, Massachusetts, New Mexico, Illinois, Connecticut, Tennessee, and Florida as well as a few Canadians and Australians tossed in for good measure. 

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Now, before we continue, let’s get this out of the way right now.  The rooms were not “identical” as we were lead to believe.  We noticed almost immediately one glaring difference between Ship A room #233 (on the right) and Ship B room #233 (on the left). The paintings were not the same!  So now we know the truth, the rooms are just very similar.

When you look at the overall operation of both ships, which was equal, you see the benefits of the recruiting and screening process of applicants, (finding the talent) and a great training program (sharpening skills) to ensure consistent uniform perfection in service, actually, it’s more what you don’t see as they all work seamlessly.  The level of thoughtfulness, professionalism, attention to detail and passenger safety provided by both ships crews was second to none as every wish one could have, was immediately handled with grace and flair, all accomplished by a diverse workforce of Hungarians, Slovakians, Bulgarians, Romanians, Filipinos, Serbs, Germans, Dutch, Italians, French all working together as one team. No issues of borders or politics, just one focus, one goal in mind, service extraordinaire. 

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As uniform, as the two ships were in performance, there were also lovely expressions of individuality by the staff in their flair and presentation. The way they greeted you, the way they poured, the way they took orders, the way they joked and the way they smiled and the longer you spend time with them they open up more as who they are.  However, there were some glaring differences in individual performances.  The breakfast omelet maker on one ship was the best of them all.  His technique was absolutely entertaining and fun to watch.  As he listened to your request he placed butter in the pan and as it melted he then placed the ingredients you ordered in as well.  He knew exactly when to flip and fold it which he did with one quick jerk of the pan and it came out perfect every time.  You can tell he really enjoyed what he was doing as he was always upbeat and had an infectious smile which was awesome to begin the day.  On the other ship, the breakfast omelet maker was nowhere near as good.  He always looked like he was having a bad day and unceremoniously tossed the ingredients into the pan, letting it get too hot and always over browning the bottom of the omelet and he had absolutely no zip in his flip.  The experience was such a put off I had cereal.

While in the lounge/bar area on one ship, we never had anyone in our group or overheard anyone complain about their drinks but on the other ship, we not only heard someone at the bar complain about how their old fashion tasted but later one in our group was having the same issue with their old fashion.  By all accounts, it seems someone was leaving out an ingredient.  I’m sure in both instances through the feedback received from guests, steps were taken in the manner of a refresher training for those individuals.  I did mention that the operation and service of both ships were equal but in my opinion, the food overall, especially the dinners were much better on one ship than the other.  It was more flavorful, seasoned well and better prepared.

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There was some outstanding service as well.  A server on one of the ships was very bright and caught on right away that I always had coffee after dinner, every night without skipping a beat.  As soon as the dessert orders began rolling out he was ready with coffee in hand and a smile on his face.  Then there is the “my phone” story that is a great tale of Going That Extra Mile.  I had left my phone on one of the tour buses.  In my defense, I was dazed and confused having just woken up after nodding out during the bus ride from a tour of the town.  When we arrived back at the ship I totally ditzed and forgot to check the seat pocket.  As soon as I stepped back on to the ship I realized I didn’t have it!  What must have looked like a crazy man on the lam I ran off the boat but the tour bus had just left.  I went to the concierge desk and Joey was there so I explained what had happened.  Joey told me he understood and would reach out to the bus company but the ship had to leave on schedule and couldn’t wait for the bus to return.  I told him I understood and thanked him on whatever they could do and went back to my room.  Having given up on ever seeing my phone again and enjoyed an extra drink to help ease the pain. After the evening presentation for the next day’s tours, we were walking from the bar area to the dining room when the concierge called to me.  As I turned around he stopped, smiled and handed me my phone.  I wanted to kiss the entire bus company and everybody on board.

But the glue that bound it all together, the training, screening, and service was Joey.  He was our social director who had established a rapport with everyone even before we boarded the ship as he introduced himself as we checked in.  He was the voice we would come to trust through his nightly presentations that were not to be missed as they were always delivered stand-up comedic style, upbeat and full of energy with a dry sense of humor.  After we had a cocktail or two he’d make his entrance into the lounge and quickly review and critique that days highlights followed by the weather report for tomorrow and then the introduction of the chef who’d give us the menu rundown followed up with Joey covering the next day’s cities and tours and other planned activities.  Joey became the voice of the ship, he was the voice of Viking as he was the one who had to deliver the bad news that we had to switch ships but did it so it sounded more positive than negative.  He was always around making sure everything went like clockwork.  He was there as the tour groups formed and boarded buses, boarded bicycles or walked to town.  He checked in and up on the guides, always interested in feedback.  In addition to our entertainment, he was just as responsible for the safety of all the guests on their land tours as the captain is aboard ship.  What I admired most was no matter how many fires he was putting out, finding passengers lost in the local town, listening to unhappy guests, answering questions about local stores, reuniting lost belongings including phones to guests you never saw it in his face, you never heard it in his voice, there was always a smile and he always had time to listen.  The last day aboard ship as we were waiting for our transportation, I got to watch Joey in action as he was in constant motion, saying goodbye to his leaving flock while simultaneously welcoming new busloads of guests to their journey.  Still full of positive energy.  

My high school football coach used to tell us to give 110 percent or you weren’t committed.  I used to think that was a ridiculous statement since you can’t really give more than 100% but if anyone could give 110% that would be Viking river cruises.  What I have learned from this experience is more a confirmation of what I have always believed that when talent gets the proper consistent training and nurturing leadership you can accomplish any goal. 

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A Complete Guide To Warehouse Safety-Volume 4 – Training

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After a good nights rest our three travelers were back on the Green Brick Road of Safety and headed toward Emerald City in hopes that the Head Inspector will help each one with their safety-related issues.  The road turned into a dense forest that blocked most of the sunshine.  It was dark and eerie but the three felt pretty strong walking together.  Dorothy turned to Scarecrow and Tinman and said, this reminds me of a scene from the Wizard of Oz. “What!” both Scarecrow and Tinman rang out in chorus.  Dorothy looked at them puzzled, you never heard, oh never mind.  Lions, tigers, and bears, oh my.  “Cute”, said Scarecrow and he thought and sang, “How about.  Falls, trips and amputations, oh my.”  They all chuckled.  Tinman joined in, ” Hazards, PPE and Housekeeping, oh my.”  They all laughed again.  They were bonding into a strong team, each with their own individual skill and working together as a team.  They continued, “Hazards, PPE and Housek….” their fun suddenly stopped when the road abruptly ended and a funicular stood before them as the only way to the top of the mountain to continue their journey.

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The three of them stood there, looking around trying to figure out their next move.  There was no one around they could ask, no signs, no schedules, nothing.  The cable car was in the station with the doors open, waiting to go.  Scarecrow turned and said, “Well, I guess it’s self-service. Let’s check it out.”  They walked inside the car and looked at the controls.  “How hard can this be?”, Scarecrow asked as he surveyed the control panel.  Dorothy suggested he hit the flashing green button.  Tinman felt it was the right decision and Scarecrow concurred with both of them so he hit the button.  A whirling noise started from under the cable car, lights began to flash and Scarecrow turned to Dorothy and Tinman with a proud smirk on his face.

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Their victory was short-lived as the next sound they heard was a loud roar.  HEEEEEY!  A large lion came running from the buildings towards our travelers, yelling, screaming with flailing arms and looking very menacing.  WHAAAAAT ARE YOU GUYS DOING?  ARRRR YOU CRAZY?  They backed away from the lion, they were pretty scared.  The lion ran right up to Dorothy and got in her face, WHO SAID YOU COULD TOUCH ANYTHING?  YOU DON’T KNO….(Dorothy was the first female mechanic at her plant and she has been through it all, the practical jokes, the nasty comments and put-downs, the hand gestures, gyrating hips, bullying, and the deafening silence but she never quit, she never let them see her cry,  always waiting until she got home for that luxury and over time it made her a much stronger person.  When the lion got into her face it all the past memories rushed once again through her mind and) SMACK!  She stopped the lion mid-word, and yelled, back off mister!  If you have something to say to me, say it in a constructive manner and talk to me but don’t you EVER yell at me about my performance again!  The stunned lion began to cry.  

Now, Dorothy also began to cry and as Scarecrow and Tinman started to console Dorothy they both began to cry as well.  “It’s not your fault Dorothy, said Scarecrow while Tinman added, “Yes, he deserved that.”  The lion kept bawling away.  “I shouldn’t have yelled.  It’s, it’s the stress of this job, it’s killing me.  I’m the only one here who can operate the funicular and by the time I get someone else trained, the Emerald city sends them somewhere else.  There are no training materials of any kind to help me train so 24/7 I’m the guy.”  Dorothy gave the Lion her tissue so he could wipe his eyes.  We didn’t know and only reacted to your shouting.  Scarecrow motioned Dorothy over to him and Tinman and they whispered amongst themselves.  After a short discussion Scarecrow turned to the Lion and said, “Why don’t you join us?  We’re headed to Emerald City to see the Head Inspector.  I’m going to get PPE, and Tinman going for housekeeping.  I bet he has loads of training material you can use, probably even color videos!  Lion loved the idea, they piled into the cable car and off they went to continue their journey.

(The original title for volume 4 was – Emergency Ready but while reviewing and updating the order of things I’ve decided it should be – Training.  Training is critical to a successful safety program and the key to emergency response and preparedness as well as a successful sustainable organization due to increased employee retention.  Between classroom lectures and the hands-on experience reinforced with tailgates/toolboxes make for an engaged educated safety conscience employee.)

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So here we are folks, more than halfway along the Green Brick Road of Safety and the Emerald City is in sight.  It’s been an enlightening trip for me as well and I want to thank you all for the positive responses and fabulous comments on this series.  As I’m sure you remember, we began our journey with Hazard Analysis, to find potential hazards if any, so we can determine the appropriate PPE.  We also discovered the importance of Housekeeping in preventing accidents.  All three large critical segments of workplace safety.  So, after this, are there still more ways to protect your employees?   Yes, there is and it is Training. 

Training is the most important part of safety.  Let me say it again, Training is the most important part of safety and works best when it’s delivered concisely, consistently, a little entertaining and with employee engagement and participation.  This goes for all types of training from new employee orientation to forklift certification to the operation of machinery to safety meetings to emergency evacuation procedures.  Training is not a one time deal but should be a continuous process of learning, education, recertification, development and growth for building a well trained and confident team, able to react to any situation as one, in a moments notice.  The results of a training program speak for themselves with increased productivity, reduction in accidents and sick days as well as increasing employee retention which is critical to maintaining a consistent operation especially in these days of the “skills gap”.  No different then Doctors and lawyers who have continuous education throughout their career as they learn of the latest techniques and tools available for diagnosis and cures.  If you treat training as a joke, that’s how it’ll be perceived and what you’ll get back in return so this is your opportunity to set the tone and demonstrate to your staff or company that you take it seriously. 

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After you assess what training your company offers you can begin to develop a training program to tailor your needs.  By putting a training program together now you’ll be ahead of the game if you find yourself with several new hires or seasonal temporary employees.  You know what daily tasks need to be accomplished by your team for success and you want to develop your training based on what the job entails.  Some companies already have written job descriptions handy that you can use as a template to help but I have found more often than not that many have very old out of date or incomplete job descriptions on file and you’ll probably find training material the same way.  That’s not bad, it gives you the opportunity to make it all yours. 

I would also gather company written standard operational procedures, policies and any other information that you think an employee needs to know for loading trucks or picking orders safely and efficiently.  If you work in a food processing plant or food distribution warehouse you should also include HACCP procedures.  Once you get all the information together and set up in your computer/laptop you’ll see how extremely easy it is to edit and update this information as things change.  Then a great habit to develop would be to review job descriptions, procedures and training at least once a year to keep your workers safe, practices current and regulatory obligations filled. 

Some companies are very good about giving you the talking points for the monthly safety meetings along with colorful handouts which are helpful but that may come across as just spoon-feeding safety to your employees!  Like a scene from Island of Dr. Moreau.  What is the law?  Do not put your hands into moving parts.  This would be great if you were training parrots to repeat back to you.  You want to discuss the topic with your staff.  Get their involvement by asking for feedback on what happens on the floor when they deal with a situation.  At one company during a discussion on Lock Out Tag Out I found out that the workers couldn’t LOTO one machine since the electrical box was so old (I think Edison made it himself) there was no way to put a lock on it.  The company told me it wasn’t in the budget to change it out at this time so to protect my staff and the company I made it procedure to call one of the staff electricians to remove the fuses so we could then lock the housing so no one could start the machine.  I was very surprised how soon that electrical panel replacement got moved up, approved and installed.  

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So when you get that company material don’t be afraid to make a few adjustments to encourage employee engagement.  Are there additional handouts you can use, videos, power-points or other media to aid your presentation in getting the point across.  When discussing PPE don’t forget to utilize staff in demonstrating how to properly wear and adjust, get a conversation going.  I know some companies want training rushed through and done quickly but that only trivialize the whole process.  You want people to buy into the program and if they don’t find the training interesting, they won’t listen.  When they’re part of the training, everyone listens and learns.   

If the need arises for training material to cover a new procedure or piece of equipment, you want to get it to the staff before you go live, well if you want success anyway.  We were transitioning to a new WMS.  We had one of their consultants on hand to help us with the process.  One of our jobs was to fill 2000 lb. bags with product and then produce a barcoded label that was scanned as it moved to a location in the warehouse.  There was no training material and workers on all shifts were making daily errors.  I asked the all mighty consultant when we could expect written instruction for the workers and stop the bleeding.  It’s coming.  It’s coming.  I couldn’t wait any longer, too many things were at stake, time wasted correcting inventory, loss of confidence in the staff, the stupidity of it all so I put together a two-sheet instruction manual along with barcode placards and we brought the errors to ZERO.  I asked and watched my staff about the process and what would help them.  They got exactly that and the issue disappeared.

Whatever the training you are going to give always prepare beforehand and get your materials printed, assembled and then rehearse your presentation.  Make sure you are prepared to discuss and know what you are talking about.  There is nothing worse than giving out bad information or being contradicted by an employee.  Depending on your geographical location it would be a big help if you have the training material translated into Spanish.  Some workers may understand English much easier than they can read it and this is information you want to make sure you get across.

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General Orientation – Usually given by HR to all new company employees but you can tailor a general orientation training for your department or section of the company and highlight areas other employees may not have to observe like safety glasses, lunch breaks, and sanitation.  After orientation buddy, the new employee with a worker to be mentored and help get the lay of the land.

Forklift Certification – You can do it in-house or pay a trainer to come in and handle it.  Either way works but if you have your own trainer you can do the certification any time you need to and they know the facility better and can speak about the layout and hidden dangers.  Under no circumstances should you allow any worker to operate a forklift without obtaining proper training.

Seasonal/Temporary Employee – Using the same materials for regular new employees and having materials ready will make their training a lot easier.  Even though they are temporary workers they are still human beings and should be treated with the same respect as everyone else.  Even if their first language isn’t English that doesn’t mean they are any less intelligent and you never know who’ll surprise you with a great idea to save time and money for the operation

Safety Training – Can be in the form of a monthly meeting which is most common.  Usually, only one topic is covered like avoiding arc flash or LOTO.  When you give training and you are not sure about something, it is perfectly o.k. to tell an employee you don’t know the answer but that you’ll find out and then make sure you get back to them in a timely manner.  Drop the ball once and no one will come to you for anything ever again.

Tailgate/toolbox – meetings are an excellent way to communicate to your staff as well as build your own confidence when it comes to public speaking as these gatherings are more informal to a smaller group of people that are held weekly onsite and last no more than 15 minutes.  You can utilize these meetings to discuss a safety issue that just came up or demonstrate a new feature on a piece of equipment or teach a new technique, all to keep safety on their minds and them, focused.    They are also suited for a busy work environment since you can break your staff up into smaller groups and keep everyone else working until it’s their turn.  

Huddles – Before the shift begins, gather your troops and give a quick rundown of the day, how we’re going to tackle it and any specific dangers to be aware of.  If it’s going to be very hot, remind employees to stay hydrated, if it’s raining, remind them about slick floors.  No more than 10 minutes to get everyone on board and going.

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WHAT SHOULD YOU TALK ABOUT?  The best topic is those most related to recent events in your facility that causes you to pull your hair out.  Was there a recent near-miss reported in the warehouse or did you observe an employee lifting incorrectly?  Another topic could be to discuss an accident that occurred in a sister plant or in the local area and how can we avoid a similar one.  Keep a reminder list for yourself about seasonal topics you’d like to cover throughout the year as well like staying hydrated on extremely hot days, emergency evacuation.  Need more inspiration, just google “Tailgate meeting topics”, you’ll wind up with many great suggestions or sign up to follow this blog.

HOW DO YOU GET EMPLOYEES TO LISTEN?  Well, food always seems to be a way to attract people and offering donuts once in a while is nice but the best way to get them to listen is to get employees involved by having them demonstrate and share their experience.  When I would cover LOTO, (Lock Out Tag Out) instead of me droning on about the associated hazards I would pick a piece of equipment, begin the tailgate there and have one of the top operators actually perform the lockout tag out on the unit.  The whole nine yards.   When they did an outstanding job and they always did, they were given a coupon for a free lunch at the local deli I had previously setup.  You also want to create an atmosphere where people are comfortable to learn and ask questions so they need to know upfront there is no such thing as a stupid question about safety, EVER!

Don’t ever hesitate to run your operation the way you see fit but make sure to be upfront with workers and explain the rules clearly including the consequences if the rules are not followed but make sure they’re reasonable, consistent and not unattainable. .Make sure to document all training (safety and equipment) by using a sign-in sheet and make sure all employees attending sign to acknowledge their attendance, attach copies of the training material used for that meeting and keep for your records. If you are delivering training and meetings on a consistent basis you will find that a well-trained team does impact your bottom line for the better with a sustainable knowledgeable workforce.  

The Green Brick Road of Safety is not an imaginary magical place.  You don’t need to locate any secret hidden portals or drink any potions, it has always been there before you all along.  It’s the road that leads to a safe and productive workplace.  Become a safety advocate, it costs nothing to join.  Keep your fellow employees safe and always keep the dialogue on safety moving forward.  The life you save may be your own.  Be sure to stay tuned for our next leg on this journey and don’t miss an issue.  

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