OTA Dispatch Issue 2 2019

9 www.ortrucking.org Issue 2 | 2019 First, the individual squares need to be ordered and sewn together in such a way that the resulting collage begins to convey the image of a greater picture of corporate safety. When that has been done there is need to go several steps further. At a 2018 meeting of the truckload Carrier Association Brian Fielkow, the CEO of Jetco Delivery said, “If the issue of safety continually gets “punted” to a safety department, nothing is going to happen on a long-term basis. Only if operations has the primary responsibility can that culture of safety take root.” At the same meeting, Greer Woodruff, senior vice president for safety and security and driver personnel at J.B. Hunt, said, “Our own company’s change in philosophy began 20 years ago, and it was needed to replace a casual approach toward safety. We felt like our main objectives were growth and utilization, and that was not aligned well with a commitment to safety. Our objectives now are growth and utilization but within the constraints of a safety culture and a commitment to taking care of our people and sharing the roads with the public.” “One key aspect to that switch in culture was trying to get the message across that safety was the job of everyone, not just a designated department. In the case of J.B. Hunt, the view was that safety was something that the Human Resources department did, and that operations and safety were at conflict most of the time.” But the establishment of a “safety culture” at J.B. Hunt put it under operations but with the understanding that it wasn’t just the responsibility of operations; it was everybody’s concern. “Once we moved the ownership to operations, and they became accountable, that was a big difference to get this culture adopted,” Woodruff said. 2 The notion of a “safety culture” (as opposed to a safety program) in which everyone understands that safety is everyone’s responsibility is analogous to the “batting” or the middle layer in our quilt. Recall that batting is the filling of quilts and makes them warm and heavy. It provides substance. The realization that safety is everyone’s responsibility is the “substance” of a true safety culture. Mandatory driver meetings that drivers grudgingly attend thinking they are for “the other guys” are not going to get the job done. Management, sales, operations, dispatch, drivers and even customers all need to understand how their needs, desires and goals all separately impact the safety culture. We’ve discussed the fabric squares and the batting—what about the quilt backing? Management must take it upon itself to deliver this substance. Ultimately, nothing can change no matter how much testing or rules are implemented if management doesn’t believe in the program. This must start at the top and ripple down through the organization. There must be management buy-in at every level. The three layers of a quilt are bound together by strong thread in individual stitches. People at every level and in every role in the organization and outside of it (especially customers) are the thread that binds all the layers of a successful safety culture quilt together. Make sure to not leave anyone out. Participation of everyone is essential because a slipped stitch can cause the quilt to fall apart. Once completed, such an heirloom quilt is a thing of great value handed down from generation to generation. So it can be with a genuine safety culture that has been carefully assembled and displayed for all to see. What’s in it for you? In his landmark 1859 book, The Origin of Species, Charles Darwin showed that those species that adapt best to their changing environment have the best chance of surviving, while those who do not adapt do not make it. 3 Substitute a business enterprise for the species and you have powerful advice for executives facing changing business conditions. FMCSA reports the average cost of a fatal truck accident involving one semi pulling a single trailer clocked in at over $7.2 million. Litigation is expensive. A fatal accident can potentially be an extinction level event for your company. The changing regulatory landscape most recently featured the federal mandate for Electronic Logging Devices (ELD). The introduction of that requirement opened the door for easy integration of powerful driver performance metrics in the company management portfolio. Do you know how to take full advantage of this evolution in regulation?  Want to get busy replacing your company “safety program” with a truly vibrant “safety culture?” Your Oregon Trucking Association staff can assist you with the task and provide valuable insight and guidance to your company as you commence this journey. Invite us into your organization to provide an unbiased assessment of what you are doing versus industry best practices. Contact safety@ortrucking.org . 2. www.freightwaves.com/news/building-trucking-safety-culture 3. www.coursehero.com/file/23715894/Adapt-or-Die-McCallum/