Successful Safety Evolution Brian Zoeller, MS, CSP Vice President of Safety and Security Neenah Enterprises Inc.

Successful Safety Evolution

Brian Zoeller, MS, CSP Vice President of Safety and Security

Neenah Enterprises Inc.

History

Neenah Foundry is a Division of Neenah Enterprises Inc.

– Established in1872– 900+ Employees

• Union Facility

– Municipal and Industrial Castings• Municipal

– Manholes, Grating and Decorative castings

• Industrial– Trucking, Agriculture, Construction

Safety Program History

Simple Reactive Safety CultureLimited Staffing

– 1 Safety Professional• Plant and Corporate responsibilities

– 2 Nurses • 12 hour coverage

Limited upper management supportSafety program was secondary to plant

operations and overall organizational strategy

Historic Safety Results

30.5

12

3.4 2.5

12.910.9

0.73.2

9.411.4

0.32.2

0

5

10

15

20

25

30

35

Total Rate

2010 2011 2012

Calendar Year

Total Recordable and Lost Work Day Rates

NF-TRIR

BLS-TRIR

NF-LWDR

BLS-LWDR

New Corporate Commitment

New management team started to be established in early 2011

Understood the need for a corporate safety process– Decrease injuries– Engage workforce– Improve facilities– Decrease workers compensation cost

Build safety into daily tasks– Starting all meetings with safety– Holding Safety Dept. monthly calls – Recordable & Safety AIR meetings– KPI’s (JSA, Safety Walk requirements)

Adding committed resources

Neenah Foundry Safety Team

Safety Department– Shawn Sexauer, Senior Safety Engineer– Ryan Jakober, Safety Engineer– Lisa Klaver, Safety Administrator– Summer Interns

Health Services– Breanna Magley, RN - Supervisor– Kim Birr, RN– Ashley McKeown, RN– Larry Stark, LPN

Successful Safety Process Builders

Creative– Think outside the box– Open minded approach– Don’t listen to the CAVE men

Justified Work– Run controlled experiments– Understand basic business acumen– Work as a team

New Safety Process Approach

Proactive– Training

• New hire orientation (4 hours – 2 days)• OSHA training• Job Safety Analysis (JSA) creation and training• Training Within Industry (TWI)• OSHA 10/30 hour courses• Fox Valley training courses

– Safety Kaizen Events– Work hardening– Supervisor safety meetings– Focus teams (Ergo, Safety, Wellness)– Upgraded equipment– PPE development– Video creation

New Safety Process Approach

Reactive– Incident investigation– Safety blitz– Intervention programs– Safety hotline

Monitoring– RAIR/SAIR meetings – Formal hygiene sampling– Audits

• Safety walks• Quarterly union plant walkthroughs

Ergonomic Evolution

1. Utilized continuous improvement tools to track injuries (Pareto charts)

2. Created stretching programs for specific job tasks

3. Implemented Work Hardening program

4. Implement Department Stretching program

5. Utilized onsite Physical Therapy

6. Created training programs

7. Implemented ergonomic audits

8. Created ergonomic committee

9. Implementing POPE

Ergonomic – Stretching Program

Stretching Program Repeat each stretch 5 times for 5 second

Ergonomics – Work Hardening

Work Hardening Program– Work Hardening Objectives

• Decrease upper extremity soft tissue injuries in new hires

• Decrease new hire turnover• Increase performance knowledge

– Program Basis• Identified high and low impact tasks • Implement stretching• Eight week program that slowly increases the time

and duration that the new employee is exposed to the job tasks

• Acclimate employees bodies to stresses of job• Improve overall training program

Ergonomic – Training Program

Training Included– Definition of ergonomics– Description of musculoskeletal injury (MSI)

• Tendonitis• Carpal tunnel• Shoulder strain/sprain• Back strain

– Corrective actions• Quick wins• Capital projects

Ergonomics – POPE

Post Offer Pre-Employment– Screens new candidates for proper job fit– Detailed assessments ensure:

• Employee body is safe to perform the job• Employee can handle the physical stresses of job• Employee still wants to do the job

– Completed at NF Training Center• Equipment designed and built to mimic job

functions• Conditions similar to working environment (noise,

ambient air, PPE)

Ergonomics Circle of Health

Partnerships

External– Northeast Wisconsin Foundry Ergonomics

Partnership (NEWFEP)– OSHA– Advanced Physical Therapy– Blankenheim

Internal– Safety Focus Teams– Ergonomics Committee– Wellness Team– Union Management Team

AIC – Safety Software

Internet based software program that can manage and maintain your health and safety program– Used for tracking

• Injury and illnesses• JSA’s• Observations• Training• Near misses• Fires

– Actively works with our insurance carrier to track claims

– Ability to assign corrective actions to individuals, which in turn increases accountability

Safety Intervention

Primary goal is to improve an employee’s safety behavior– A tool to increase an employees safety

awareness and improve their safe work practices

Employees that meet the criteria for intervention are:– Injured but no safety violation; and– Injured more than three times in a rolling

twelve month period

Safety Blitz

An investigative team that is designed to assist the supervisor when investigating a serious incident

Assembled within 24 hours of the incident or sooner if needed

Supervisor leads the team with the assistance of safety

Union participation

Training Center

Area designed to conduct hands on training for employees– Used to give new employees the exposure of

working on the floor and handling castings in a neutral environment

– Confined space trainer– Hands on ergonomic training– Casting handling training – Will be used for POPE testing

Current Performance

Currently at 1.5 million hours without a lost work day incident

5.1

9.9

0

1.8

9.1

9.9

0.3

1.8

2.6

9.9

0

1.8

0

1

2

3

4

5

6

7

8

9

10

Total Rate

2013 2014 2015

Calendar Year

Total Recordable and Lost Work Day Rates

NF-TRIR

BLS-TRIR

NF-LWDR

BLS-LWDR

Safety Awards

Wisconsin Safety Council– Wisconsin Corporate Safety Award– 2013

American Foundry Society– Metalcasting Safe Year Award – 2013– 2013 Millionaires Safety Award

3 million hours without incurring an occupational

injury or illness that resulted in lost workday case

Historical Trend

30.5

3.4

12.9

0.7

9.4

0.3

5.1

0

9.1

0.32.6

0

0

5

10

15

20

25

30

35

Total Rate

2010 2011 2012 2013 2014 2015

Calendar Year

Total Recordable and Lost Work Day Rates

TRIR

LWDR

Future State

Neenah Foundry and NEI are continuing to change our safety cultures and improve our safety process.

We are far from complete

Questions