As a leading manufacturer Boeing offers a great example of putting workplace safety into practice. And Boeing has come a long way from the early days of ergonomics.
Boeing has a security vision that is rooted in their company culture. The company has core beliefs for their product safety and security. Boeing has an office safety initiative, “Go for no– One day at a time”. It has four primary concepts used to structure everything done.
The primary priority is human life and health, taking action to promote these goals. In addition to efforts designed for safety in the workplace, Boeing also puts an emphasis on health beyond preventing workplace injury. Often a workers’ safety and security can be maximized by decreasing stress and improving health through a balanced lifestyle. Boeing was named one of the “Finest Companies for Healthy Lifestyles” and they’ve taken steps to improve the general wellness of their workers.
All injuries in the work environment are preventable. Boeing tries to use its design and processes to lower the security and safety threats for their workers, especially the ones that work in production. One of the best programs that makes use of this principle is the Boeing location in South Carolina. It has the engineers work as manufacturing specialists to help them recognize and make improvements to each job. With this practical experience, engineering groups have been able to develop tailored ergonomic devices and improve job processes by eliminating potential hazards.
Each employee is made responsible for their own personal safety and also in charge of each other’s safety. Boeing encourages each staff member to take charge of their safety and to watch out for their teammates. Some workers model this principle very well, including examination specialist Roger Grenier. He’s become known for his dedication to maintaining safety. In just a single year of work, Roger worked to notice hundreds of safety concerns as well as point out improvements that were used to keep the workplace safe and eliminate any hazards. Because of his excellent work and dedication in this area, Roger was recognized as Boeing’s first “Safety Champion” in 2016.
By making safety a top priority, Boeing also found that it was able to meet goals for producing top quality materials as a normal part of daily activities. Making large planes and jets to fit client’s needs requires a full-time commitment to safety, quality, and performance. On the assembly line used to make 777 jetliners, a team of designers and manufacturing mechanics created a new option for moving the heavy power panels. In the past, moving and installing the panels had been linked to worker injuries. Using a rail system to move heavy loans in a tight space, this change significantly lowered the risk of injury while also boosting productivity at the same time.
Through safety workshops, groups develop lists of reasons why Boeing has not been able to reach its zero-injury goal. They write down the details of why each injury occurred. Then, they establish methods for the company to be free of injuries in the future. Each time the list grows shorter because of the value that’s placed on decreasing injuries.
Worker safety is best considered as a challenge to innovation. Changes that Boeing is implementing today, including automation, will have a significant impact in the coming years.
Remember that Boeing is a for profit corporation. It answers to shareholders. Safety efforts must comply with the law and be implemented in a way that positively impacts the bottom line. Boeing has recognized that safety always results in decreased costs and increased productivity.
So as you contemplate safety for your own organization, take a little time to reflect on what has worked so well for Boeing and see if you can implement some of these principles in your company.