Butterball is the industry leader in safety standards, earning OSHA’s Voluntary Protection Programs designation, which recognizes exemplary safety and health efforts. And, they didn't receive that standing by chance.
In 2006, the company adopted an “integrated companywide approach to safety,” which includes a set of best practices and nine measurable deliverables.
After enacting the 2006 safety plan, Butterball reduced its injury incident rate to 63 percent below the poultry industry average.
Those nine deliverables and best practices include:
- Goal setting and performance tracking at every facility
- Detailed planing for safe conditions
- A professionally staffed health facility and ergonomics teams at each plant
- 20 to 30 hours of safety training annually for every manufacturing employee
- Safe workplace standards that document the risks for every job
With these deliverables, Butterball managers must annually audit their facility and answer 545 questions. The answers to those 545 questions become the basis for yearly safety improvement action plans.
After the audit, immediate action is taken on items that require timely attention. Other safety items are given 30- to 90-day windows for improvement.
“The 545-question audit is the foundation on which we build safety initiatives for the year,” VP of Operations, Mike Bliss says. “It is a very demanding process that consumes a full week at each location.”
The company also uses a behavior observation technique called the Safety Training Observation Program, or STOP. The program requires all managers (safety, operational and HR) to be present on the factory floor to observe employees work, coach employees on safe practices and recognize employees who perform well.
Butterball also tracks key performance indicators, what they call KPIs, which include safety incident rates. Each plant must report KPIs on a weekly basis and their numbers must be below half of the industry rate. If plants don’t fall under the desired rate they are managed more tightly and are required to submit a safety plan along with the 545 question audit.
The company continues to look at safety training as in a positive light.
“We have strategically moved our safety process to focus on leading indicators, such as training completed, instead of lagging indicators, such as incident rates. Two of the most important leading indicators are near misses and our hazard recognition log. We take a proactive approach though these leading indicators,” according to Brian Rodgers, director of safety and risk management.
Butterball has seen positive results in more than lowered workplace safety incidents. It has also paid the company back in lower workers’ compensation premiums. In 2008, Butterball cut its casualty insurance by $1 million.
1 comment:
"The program requires all managers (safety, operational and HR) to be present on the factory floor to observe employees work, coach employees on safe practices and recognize employees who perform well."
I would be traumatized for life if I had to observe these employees work on the floor at the Butterball factory.
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