PHOTOS: (Opposite page, clockwise from left) Safety coordinator Craig Morgan replaces a panel covering a gap on the floor; team safety leaders perform regular workplace inspections; Trang Le performs daily factory-floor warm-up exercises at the start of a shift; Brandon Benfit joins in. (This page, clockwise from left) Electrician Terence Page wins prizes in a weekly “Treasure Chest” drawing that recognizes safe behavior, while Morgan looks on; Larry Seng, left, leads daily warm-up exercises; team safety leaders Robert Delvechio, left, and Ben Cool lead regular safety inspections; team safety leader Rob Huss, left, and Morgan replace protective temporary flooring. provide stretches or deep-tissue massage coordinator Chris Malouff. “A strong culture also means caring to help prevent strains or sore muscles After showing substantial improvement enough to stop and tell a co-worker from becoming more serious injuries. in 2011, the monthly-average rate of if they aren’t wearing safety glasses • Safety coordinators and managers decline in 777 workplace injuries leveled and having the person say ‘thank you’ investigate every injury or near miss, off this year and began to move in the because they are truly grateful for the with the goal of being notified within wrong direction, prompting a sharp focus reminder,” Clark added. 30 minutes of an incident. on compliance with safety requirements For Morgan, the visibility of the coordi- • Managers walk the factory floor to and personal accountability. nators helping people on the factory floor help ensure compliance with safety “The core of a safety culture is a may be the most important component requirements. continuous-improvement mindset—the of a credible safety culture. The 777 safety plan is supported by a desire to always be better than the day be- “I used to walk out on the floor and not network of nearly 140 employees through- fore,” said Jason Clark, 777 manufacturing get much of a response,” he said. “Now out the program who address local safety director. “The areas where we have the I’ll have four or five people come up to me concerns and work with the coordinators strongest safety culture are where we also and ask for help fixing something. They to focus the company’s resources on have the best demonstration of ‘servant- trust it’s going to get done.” issues that need attention. leaders’—managers who enable employees Morgan said earning that trust is “Our attitude is ‘safety in action’—if to be active in the improvement process.” important. “I see a lot of people come you see something that needs attention, Clark said he has about 175 employee through here. I just want everyone to don’t let it go; fix it before somebody involvement teams active in all areas go home safe.” n gets hurt. Be proactive,” said 777 safety of operations, including safety. patrick.a.summers@boeing.com BOEING FRONTIERS / AUGUST 2012 17
Frontiers August 2012 Issue
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