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Saturday, January 10, 2004
 
Update to Web Design

Hello folks, I've been tinkering with the design to offer more, yet have it be more readable. People complained they couldn't adjust text size. I've made changes so View|Text Size now works. I've added a right-hand column and uncluttered some of the rest of the page. I removed Waypath It! The results were way too bizarrre.

I've also added a Safety Everyday page with navigation at the top along with the others. On that page you'll find a sideblog in the right-hand column of current Construction Safety stories in the news. Most are culled from Google News Alerts, but some have come from readers. Send me your links.

Hope you like it!

Friday, January 09, 2004
 
Learn about Lean Construction in Atlanta

Lean Construction Institute will present the seminar, "Introduction to Lean Construction", in Atlanta on February 12-13, 2004. For more information, see http://www.conted.vt.edu/introlean/.

The seminar will be followed by the LCI Academic Forum on the February 14, 2004. For more information, see http://www.conted.vt.edu/introlean/forum.html. This session is open to all educators.

Thursday, January 08, 2004
 
Lost Time Falls by 87% in 2003

One of the things I will do in this space is report on what I learn companies are doing. Early this week I had the opportunity to interview a field operations manager for a construction firm with about 30 crews (about 160 people) whose principal role is framing, siding, and roofing. The company was able to cut lost time from 729 person-days in 2002 to 92 person-days in 2003. Recordable incidents dropped 71% from 59 to 17. Is it a fluke? Maybe. You decide. Here's what they did.

They designed a system that is coherent. The interests of the individuals are in alignment with the interests of the company and the customers. They are careful what they measure. They tie rewards directly to the behavior they want. They made safety a team sport.

  • Crews are rewarded for working safely as the precondition for working productively. Safety is the quid pro quo. Only safe crews get in the bonus pool.
  • A company executive drops in on every crew on a regular basis to perform a 100-item check on their behavior. Just two or three items out of order can put their eligibility at risk.
  • They track violations of the safety policy. Those numbers are down by more than their lost time is down. By the way, not reporting a violation has more severe consequences to the individual and the team than letting it go.
  • They are serious about violations. If a crew member is working on a roof without fall-protection the crew leader will put the individual on written warning. A second offense gets a three-day suspension. A third offense results in termination.
  • People accumulate "safe working points" on an individual and crew basis. Sweeteners are added for continued safe work. These points can be exchanged for valuable gifts. The company's budget for this is increasing as people string together long stretches of working without injuries.

In the conversation we wondered together if their approach will continue to produce improvements in the safety record. Another 87% reduction seems too much to hope for. They are still not satisfied where they are. They seem intent on making another significant reduction. In the words of the head of operations, "Safety is our way of life."

My take:
This company will continue to improve. Their commitment to safety is at all levels in the company. They've done an exceptional job of adopting a behavioral safety approach and are reaping the rewards of it. However, I don't see how their current approach will get them to an injury-free environment. They need to systematically reduce the exposure to risk not just work safely in the presence of risk.



Wednesday, January 07, 2004
 
Waypath What?

Waypath It! I've added a link at the end of every posting that will take you to similar postings by other bloggers. That's the claim anyway from Waypath. The people at Think Tank 23 created the Waypath service for searching only weblog postings. It does that by first looking at my posting. (Imagine trying to make sense out of that!) Using the context of the current posting it finds what others have been writing. This is similar to the way the Google It! link works except the Google search is based just on the title of the posting. (My titles often make even less sense!) The Google It! search is also more general searching anywhere on the Internet. Try Waypath It! and let me know what you think.

 
Struggle to Get Lean at ArvinMeritor

Fortune Magazine has a great story of ArvinMeritor's efforts at staying competitive by adopting a lean approach to manufacturing. Unfortunately, Fortune doesn't make their stories available online except to subscribers. (Fortune does allow subscribers to send articles to their friends. Go figure! Maybe I can figure send you a copy without violating my subscriber agreement. Check back here.) Here's the story The Struggle to Get Lean for subscribers.

There are three issues that matter to those of us doing projects.

  1. Companies are being squeezed by a shrinking group of buyers. Customers are getting bigger and demanding reductions in prices from one year to the next.
  2. Managers must shift their roles from providing decisions and answers to removing roadblocks for people doing the work.
  3. Continuous improvement is the new way of life. Every team, every product line, every factory must learn to produce more value each day.

The methods and implementation approaches are different in a factory from a project. The issues are generally the same. We must take the waste out of our projects. The principles for doing so are well-documented. If you haven't read Lean Thinking you owe it to yourself to do so now. And if you haven't done so already, then sign-up for the teleconference series. Don't miss the opportunity to spend time with Norman Bodek in February and Jim Womack in May to talk about lean.

Tuesday, January 06, 2004
 
Get on the List

by Jim Womack and Dan JonesWe've been running the description of the upcoming teleconference series with authors with a "to be announced" author. We're so pleased to announce that Jim Womack, coauthor of The Machine that Changed the World and Lean Thinking will be our guest in May. "The Machine..." continues to be a best-seller 14 years after it was first published. "Lean Thinking," now in a revised edition, brings the essence of the Toyota Production System and its implementation to readers at large.

I first met Jim about six years ago. He joined us as a speaker at The Neenan Company's annual conference on the issues that would shape the construction industry. As you might imagine, construction guys didn't think they had much to learn from a car guy, particularly one who talked about Toyota. But the times they have changed. Now every industry wants to learn about lean thinking. This should be a memorable session. Check out the description of the event and sign-up. There's no charge! When you have a minute, check out Jim Womack's Lean Enterprise Institute.

Sunday, January 04, 2004
 
Sign-Up for the Teleconference Series

It's a new year and a bunch of new initiatives. I've been writing about the teleconference series with authors of books. We've lined up 6 great authors. The latest is Jim Womack, co-author of The Machine that Changed the World and Lean Thinking. You don't want to miss it. Visit the description of the series and sign-up for notification of each teleconference. The first teleconference with David Schmaltz is January 22nd. Don't miss it!

 
Overwhelmed by Safety Info

I was preparing for my Safety Thursday's posting over the weekend. I Googled "construction safety" and got 103,000 listings. As I worked my way through the first 150 listings I became overwhelmed. There's so much information, yet there has been so little progress. Why? I won't answer that here. I can say that there are numerous companies with very good safety records. I'll be trying to contact them and interview them for the series. If you know of a company who has either a consistent pattern of improving safety performance or an EMR of less than 0.40, then please let me know either with a comment to this posting or an email hal@halmacomber.com.

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