CDI
Commercial Dry wall, Inc.
Craftsman
Volume 2. No. 2
December, 1980
Project S.A.F.E.
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Commercial Drywall has implemented a new safety program designed to cut the company's accident rate by 30 percent within six months. Project S.A.F.E. (Stopping Accidents For Everyone) went into effect with its introduction at the November 11 supervisors’ breakfast. While the goal of Project S.A.F.E. is to reduce accidents, one of its achievements has been to provide CDI with planned, published and promoted safety policy. The need for such a policy comes from the fact # that there has been a steady increase in accidents in recent months. “Reduction of safety hazards,” says Glenn Marek who is CDI personnel manager heading up S.A.F.E., “is a humane endeavor, as well as a sound business practice. It’s certainly no fun getting hurt, and neither is it profitable for the company.” To implement Project S.A.F.E., company-wide mandatory safety meetings have been held to acquaint the program with CDI field employees. In addition, the policy manual has been posted on all job sites so that employees can review it at their discretion. Flard hat and gang box stickers with the project’s green and blue identification colors have been distributed to serve as safety reminders on the job. All jobs are also undergoing random safety inspections with supervisors being evaluated as to the degree of safe working conditions and work habits on their jobs. Already underway are monthly accident reports which indicate the number of accidents occuring on every project.
The graph above reflects CDI's accident rate in recent years. Project S.A.F.E., implemented in mid-November, is designed to cut that rate by 30 percent within six months.
One of the greatest strengths of Project S.A.F.E. is that it clearly outlines safety responsibilities for all levels of CDI personnel from field employees to job supervisors to the safety manager. With these guidelines, all employees should know what is expected of them in regard to safety. In addition, S.A.F.E. provides specific enforcement procedures to help ensure that safe working habits and conditions are maintained. “Project S.A.F.E. has been developed because of the tremendous costs involved with accidents,” says Glenn. “And, unfortunately, everyone pays for these costs. “The injured person pays because workers compensation doesn’t equal his wage, not to mention the physical and mental suffering. “The supervisor pays because his work is affected—his quality may
suffer, his quantity reduced, the job delayed, and his work schedule interrupted," claims Glenn. “And the company pays due to workers compensation claims, decreased operating efficiency, and higher insurance premiums.” Project S.A.F.E. is yet another portion of Operation 3P, the company effort to reduce labor costs by 10 percent over preceding years. The success of 3P could greatly be affected by the success of S.A.F.E. as medical costs alone from accidents exceeded $150,000 last year with indirect costs estimated at four times that amount. As part of Operation 3P, a portion of the gain realized from S.A.F.E. will go to field employees in the way of incentives. Currently, an incentive program is being drawn up that will go into effect shortly after the first of the year.