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This publication is the deliverable of a research project managed and cost shared by the Electric Boat Division of General Dynamics Corporation (EB-GD) for the National Shipbuilding Research Program under MARAD Contract No. DTMA91-84-C-41027 with Bethlehem Steel Corporation (BSC) and subcontract SP5-87-3 between BSC and EB-GD. The National Shipbuilding Research Program is a joint government and industry program dedicated to improving productivity of shipbuilding, overhaul, modernization, and repair by seeking, developing, and implementing new ideas, technologies, and equipment in the Nation's shipyards. This research project was conducted under the auspices of Panel SP-5, Human Resource Innovation, of the Ship Production Committee of the Society of Naval Architects and Marine Engineers (SNAME). Frank Long, principal consultant of the consulting firm Win/Win Strategies was the Chairman and Program Manager of Panel SP-5 when this project got underway and he is the author of this report. The purpose of this project was to test, in a shipyard environment, the effectiveness of problem solving teams in improving safety performance, thereby reducing the injuries to trade personnel and the associated costs of medical treatment and claims due to occupational injuries and illnesses. Of particular interest are the interaction and accomplishments of union-management teams using union leadership.
At the core of an organization sl business is the creed that it has an obligation to ensure (and its employees have a right to expect) that if its employees report to work with all of their body parts working, they will go home the same way at the end of their workday. That fact should be clearly and unambiguously understood by all members of the organization. Given that the causes of accidents fall into two basic categories - unsafe conditions and unsafe acts - it is generally held that management is responsible for providing a safe and healthful workplace and safe and healthful working conditions and that employees are responsible for acting in a safe and healthful manner. Beyond those considerations, it is generally acknowledged that management has the responsibility to ensure that employees are aware that certain acts are unsafe and are aware of ways to avoid them. It fulfills that responsibility by providing formal and informal training, both on the job and in the classroom, it ensures fiat both first and second line supervisors are similarly aware and it holds those supervisors accountable for their own occupational safety and health performance and the safety and health performance of the employees under their supervision.
The processes and procedures used by these process improvement teams, (Steel Erection, Electrical, Paint and Blast) represent a base model for reducing workers compensation and occupational injuries. There is a wealth of research and information available to the industry from sources such as, OSHA, Council on Ergonomic and Management, and other governmental and private health organizations, to reduce injuries. Some of the information, research, and recommendations contained in these reports, were utilized during this project to help reduce or prevent further occurrence of injuries and workers compensation cost. What makes this research project different from conventional projects is this; the employees, who actually perform the work, are the individuals involved in the problem solving process. When an organization is committed to reducing injuries and providing a safe environment, buy-in at the lowest employee level can be attained. The success of a business enterprise in the 1990's requires empowering employees to take responsible and accountable actions to assure personal safety on the job. This may sound like the "antiquated" expressions, "the employees are at fault", or "it is human nature", or "they are resistant to change." Quite contrary, management has to put in place, the proper tools, proper training, instill a culture change by living example and most importantly, be a learning organization committed to change. Once the employees are equipped, job performance in a safe, responsible and accountable manner is possible.
The U.S. shipbuilding industry now confronts grave challenges in providing essential support of national objectives. With recent emphasis on renewal of the U.S. naval fleet, followed by the defense builddown, U.S. shipbuilders have fallen far behind in commercial ship construction, and face powerful new competition from abroad. This book examines ways to reestablish the U.S. industry, to provide a technology base and R&D infrastructure sustaining both commercial and military goals. Comparing U.S. and foreign shipbuilders in four technological areas, the authors find that U.S. builders lag most severely in business process technologies, and in technologies of new products and materials. New advances in system technologies, such as simulation, are also needed, as are continuing developments in shipyard production technologies. The report identifies roles that various government agencies, academia, and, especially, industry itself must play for the U.S. shipbuilding industry to attempt a turnaround.
The U.S. shipbuilding industry now confronts grave challenges in providing essential support of national objectives. With recent emphasis on renewal of the U.S. naval fleet, followed by the defense builddown, U.S. shipbuilders have fallen far behind in commercial ship construction, and face powerful new competition from abroad. This book examines ways to reestablish the U.S. industry, to provide a technology base and R&D infrastructure sustaining both commercial and military goals. Comparing U.S. and foreign shipbuilders in four technological areas, the authors find that U.S. builders lag most severely in business process technologies, and in technologies of new products and materials. New advances in system technologies, such as simulation, are also needed, as are continuing developments in shipyard production technologies. The report identifies roles that various government agencies, academia, and, especially, industry itself must play for the U.S. shipbuilding industry to attempt a turnaround.