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From Worst to First? Best Practices In Safety and Worker’s Compensation

From Worst to First? Best Practices In Safety and Worker’s Compensation. Kent Carter & Hal Williams Marvin Windows and Doors May 15, 2012. Mid 90’s: The Journey Begins…with Safety. Safety - Little importance. No or little Line Mgt involvement. “An afterthought”

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From Worst to First? Best Practices In Safety and Worker’s Compensation

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  1. From Worst to First?Best PracticesIn Safety and Worker’s Compensation Kent Carter & Hal Williams Marvin Windows and Doors May 15, 2012

  2. Mid 90’s: The Journey Begins…with Safety • Safety - Little importance. • No or little Line Mgt involvement. “An afterthought” • Unclear or non-existing goals. • No incentives. • No communication of performance. • Poor follow-up with People after they were hurt. (Care & concern) • Poor follow-up on accident investigation, no root cause work.

  3. Baby Steps…then Teen-age steps… • Set up a formal Communication Plan • Focus on getting people educated and involved, generating understanding. • Focus on accidents, introduction of safety incentives, defined Safety responsibilities. • Re-invigorated teamwork & involvement. • Began focusing on Near Misses, close calls, hazards, root-cause problem-solving. • Sharing best practices. • Added the concept of Safety away from work “For Job and Family” • With success asked, “Do we want to achieve Excellence?”

  4. Safety and Worker’s Compensation Philosophy • “We are committed to providing for the Safety and Health of our Associates, protecting our environment, and conserving natural resources.” • And, “We voluntarily participate in industry-recognized safety and environmental programs.” When someone is hurt our goal is to take care of them.

  5. Marvin Windows and Doors of Tennessee, Inc. • People Guiding Principles • All Associates shall be guided by: • 1. Trust and Respect • Positive Relationships • Lead by Example • Help each other Succeed • Hold ourselves and each other Accountable • Clear, Open Communications & Expectations • Involvement of People • Continuous Personal Development • Honor our Commitments

  6. Marvin Windows and Doors of TN Operating Guiding Principles Customer success through involvement, team effectiveness, & sharing best practices: • Workplace safety, health, security and ergonomics • Immediate action to insure proper Safety, Quality, Delivery, and Service • 5-S workplace management • Defect free products, on-time delivery and value-added • A Team-based continuous improvement environment focused on Performance Excellence • A Culture of Learning • A bias for action & honoring commitments, ethically & professionally Date: 04/30/08 Revision Level: 12 KC

  7. People Philosophy • Associates at Marvin are a family. • We act as One Team to achieve goals and success. We share in profit sharing together. There should not be “us” and “them”, but only “we”. Each Associate should look upon themselves as a “business partner”.

  8. TOSHA STAR CERTIFICATION! The Road to our first “Excellence Certification” TOSHA 90 – Day Response items TOSHA Full Site Audit November 2001 TOSHA Application Pick Up August 2001 Corporate Safety Audit July 2001 TOSHA Visit July 13, 2001 Marvin STAR Team Audit June 25, 2001 Implementation of STAR Associate Team Implementation of STAR Project Team Highway To STAR Letter of Intent 1999 – Focus Safety towards STAR

  9. TOSHA VOLUNTEER STAR “Safety Through Accountability and Recognition.”

  10. WELCOA Gold Award: 2008! • “Lauderdale County, TN Company receives Wellness Excellence Recognition” The Wellness Team Presents the Gold Award to Greg York at the March 2008 All Associates Mtg.

  11. Long Term Medical Cost Control Strategy Benefit Design Early Detection Early Treatment Healthy Lifestyle Choices On-site Health & Wellness Center

  12. Healthy Lifestyle Initiatives Choices for Healthier Living Reimburse 50% of the cost for approved fitness and weight loss programs, to a maximum of $240/year (per person) Health Clubs, Fitness Centers, Swimming Pool Passes Weight Watchers, Jenny Craig, etc. Healthy Lifestyle Choices

  13. Safety: The Foundation • Safety Excellence (Prevention) • People Culture (Trust & Respect) • Wellness promotion (A healthy workforce)

  14. The “Nuts & Bolts” of Discussing WC

  15. Discussing WC: Who & Why • Who? • The injured worker. • Family members. • Why? • Equip the injured worker with knowledge. • What the statue says. • What to expect. • To develop a relationship. • To build trust.

  16. Know your People • What is their history? • Veteran • Multiple Claims • Rookie • First Time • Who do they “hang” with? • Internal • Co-workers • External • Friends or Family

  17. The WC Discussion • When do you have it? • Sooner or Later • Severity of the Injury • Amputation • Dismemberment • Gut Feeling • Butterflies • They Ask Questions • Hear say • Have an “Open Door”

  18. The WC Discussion • Where to discuss? • Your Office • Conference Room • Break Room • Shop Floor • Rest Room • Location is Dependant. • Depth of the discussion. • Who is around.

  19. The WC Discussion • What to Discuss? • Beginning: • First Report of Injury • Panel of Physicians • Case Management • Expected Treatment • Return to Work Policy • Mileage Reimbursement • Temporary Total Disability • Wage Statement • Insurance Carrier

  20. The WC Discussion • What to Discuss? • Near the End: • What’s Next • Maximum Medical Improvement (MMI) • Permanent Partial Impairment (PPI) • A Guide to Workers’ Compensation • TNDOLWC Brochure • Benefit Review Process (BRC) • Legal Involvement • Pros and Cons • Rights

  21. The WC Discussion • What to Discuss? • At MMI and have a PPI: • MD Note with MMI date. • MD Note with PPI. • If applicable: discuss the award. • Review previous items discussed. • FROI • Wage Statement • A Guide to WC Brochure • Benefit Review Conference • Legal Involvement

  22. What is Next? • 2 Scenarios • Work with Injured Employee to reach a settlement. • One on one • DOL Mediation • DOL Approval • Legal Involvement • BRC Process • MIR Process • Trial

  23. Summary • Build Relationships and Trust • Answer Questions • Open Door Policy • Minimize Costs • Timely settlements • Learn each time!

  24. Continuous Improvement Model: Plan DO • Plan • Do • Check • Act Act Check

  25. Learning: Benchmarking Best Practices • Actually apply what you learn in seminars (You’ve got 3 days to plan it, 14 days to implement it, OR you WILL NOT do it!) • Go to site visits in your area • Talk to others, develop your network • Request Benchmarking / sharing visits with organizations known for their excellence • Develop a “Best Practices” culture at your organization!

  26. Questions or Comments? What is a best practice at your organization?

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