拥有紧张的工作市场和对技术工人的不断增长的需求，保留合格的经营者至关重要。让工人在厂房安全，需要对培训和沟通的强烈承诺。Land O'Lakes'高级资产可靠性经理Mark Hanley提供有关食品和饮料制造商如何实施有效的工人安全计划的洞察力。
PFW: How does Land O’Lakes address worker safety?
汉利：One of our company’s focuses is understanding the safety involved with nonroutine work. To do this, we look at aligning with the Worker Safety Readiness tool from PMMI’s OpX Leadership Network. We look at the safety culture and the safety plan we adhere to, both with behavior and equipment.
One of the questions that comes up is: What is nonroutine work? Nonroutine work is anything that is not planned or scheduled, such as predictive maintenance, preventive maintenance or planned work, where you have the job safety analysis already written.
In other words, it’s a breakdown or emergency, blockages or jams, or it could also involve new employees doing a task that they’re not familiar with or in an unfamiliar location.
PFW: How do you define a safety program?
汉利：我们查看的一些事情正在定义安全例程和涉及对环境的理解的程序。示例包括工厂如何运行，如何运行设备，所涉及的培训，您可能已经到位的任何应急计划以及产品的差异。此外，您需要了解工作。每个资产有哪些工作？需要开发哪些文档？它是一种充满活力的电气工作许可证，安全许可证，锁定 - 标记等吗？
PFW: How should a plant proceed?
汉利：Once a safety program is developed, it needs to be reviewed annually. It is a living process and must continue to evolve. You must make a commitment to your worker safety plan. The communication portion of the program is key and should set expectations for employees. At Land O’Lakes, we make sure employees understand what safety means to the company and what safety means to operators in a way they can clearly understand.
PFW: Can you provide specific examples of how a safety plan should be implemented?
汉利：It’s important to have a solid onboarding process and provide adequate training from staff who are qualified or certified on equipment operation, such as training with environment, health and safety (EHS) and maintenance groups, to understand where hazards could be in the equipment.
For example, we hold conference calls individually with new mechanics in their first two to three weeks of employment. Our director of EHS and I speak with them for 15 to 30 minutes to discuss safety protocols and their part in safety. We also express our concern for them going home the same way they came to us, if not better. After this discussion, our director of manufacturing speaks to them during plant visits. We want to build a viable safety culture through this. We can have all the strategies we want, but don’t forget that culture eats strategy for lunch.
PFW: How do you ensure the best safety culture?
汉利：当您的安全计划执行并维护良好时，它将成为公司核心价值的一部分。您已经完成了沟通和安全计划，设置了预期，建立了一个坚实的培训计划，但现在需要持续。报告跟踪和监管政策必须到位。如果您的任何关键性能指标中存在变化，则必须具有讨论。
We have a definite and strong commitment to our safety plan. We believe that it is No. 1 in everything we do. This comes from our CEO, right down to plant leadership and staff.
您必须沟通员工幸福的重要性，强调没有生产才能匆忙的生产，只是为了让线路恢复。
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