From Worst to First?Best Practices

In Safety and Worker’s Compensation

Kent Carter & Hal WilliamsMarvin Windows and Doors

May 15, 2012

1

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.

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.

Marvin Windows and Doors of Tennessee, Inc.

People Guiding PrinciplesAll Associates shall be guided by:

1. Trust and Respect2. Positive Relationships3. Lead by Example4. Help each other Succeed5. Hold ourselves and each other Accountable6. Clear, Open Communications & Expectations7. Involvement of People8. Continuous Personal Development9. Honor our Commitments

Marvin Windows and Doors of TNOperating 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 &

professionallyDate: 04/30/08 Revision Level: 12 KC

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”.

7

32.929.11

21.77

16.43

11.359.35

5.394.76 3.67

0

5

10

15

20

25

30

35Incident Rate '95 - '03

Incident Rate

TOSHA Full Site AuditNovember 2001

TOSHA Application Pick Up August 2001

Corporate Safety Audit

July 2001

TOSHA VisitJuly 13, 2001

Marvin STAR Team Audit

June 25, 2001 Implementation of

STAR Associate Team

TOSHA 90 – Day Response items

TOSHA STAR CERTIFICATIO

N!

Implementation of STAR

Project Team

Letter of Intent 1999 – Focus Safety

towards STAR

The Road to our first

“Excellence Certification

”

TOSHA VOLUNTEER STAR

“Safety Through Accountability and

Recognition.”

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.

Benefit Design Early Detection

Early TreatmentHealthy

Lifestyle Choices

Long Term Medical Cost Control Strategy

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.

13

Healthy Lifestyle Choices

Safety: The Foundation

1. Safety Excellence (Prevention)2. People Culture (Trust & Respect)3. Wellness promotion (A healthy workforce)

14

The “Nuts & Bolts” of Discussing WC

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.

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

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”

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.

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

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

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

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:

25

1. Plan2. Do3. Check4. Act

Plan

Act Check

DO

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?

27