Managing Health & Safety in Depot Maintenance Red …sae.org/events/dod/presentations/2012/red_river_army_depot.pdf · Red River Army Depot Tank-Automotive & Armaments Command November

Tank-Automotive & Armaments Command Red River Army Depot

November 13, 2012

Managing Health & Safety in Depot

Maintenance

Red River Army Depot


Installation

Characteristics

2

Location: North East Texas (Four States

Area)

Size: 15,840.015 Acres

Buildings: 1,052

SF of Buildings: 7,801,985

Railroads: 52 miles

Roads: 330 miles

Structures: 340

SF of Structures: 161,040

Leased Buildings: 7

Leaseback Buildings: 18

Water, Sewer, Industrial Waste &

Electrical Utilities-Privately Owned

Gas, Steam (Boiler Plant) & Air

Utilities- RRAD Owned

Over 300 Product Programs

Combat Platforms (Bradley, MLRS)

Tactical Systems (Heavy Trucks, HMMWV, MRAP, FMTV)

Main Production

Area

MSSC

DLA CL IX Storage

Location: North East Texas (Four

States Area)

Size: 15,840.015 Acres

Buildings: 1,052 (7,801,985 sqft)

Railroads: 52 miles

Roads: 330 miles

Structures: 340 (161,040 sqft)

Water, Sewer, Industrial Waste &

Electrical Gas, Steam (Boiler Plant)

& Air Utilities

Over 300 Product Programs

Combat Platforms (Bradley, MLRS)

Tactical Systems (Heavy Trucks,

HMMWV, MRAP, FMTV)

FY 2006: On DoD TOP 40

FY 2007: Came off TOP 40 FY 2007: Began pursuit of VPP

FY

TE Hrs

(M)

Lost Time

Case Rate Reduction

Total Case

Rate

FY06 5.9 1.5 0% 4.7

FY07 5.6 1.3 13% 4

FY08 6.3 1.1 27% 2

FY09 6.5 0.9 40% 2

FY10 6.4 0.5 67% 1.6

FY11 6.6 0.4 73% 1.4

Reductions are based on the FY06 rates


Where We Are

3

• In FY 2012, total exposure hours (net regular and overtime hours worked on depot) for all

RRAD DA civilians equaled 5.7M. Injury rates ~80% lower than Industry Benchmarks for

similar heavy industrial workplaces.

• FY12 Lost Time Case Rate = 0.8 (47% reduction from FY06)

• FY12 Total Case Incident Rate = 1.7 (64% reduction from FY06)

• AMC NTE GOAL: Lost time injury rate is 1.0 and total case incident rate is 1.9.

• OHSAS 18001:2007 – Registration achieved in Dec 2009 (re-evaluated semi-annually)

• OSHA – VPP:

• Graduated OSHA VPP Challenge – Nov 2010

• Approved OSHA VPP Merit Worksite – Jul 2012

• Army Safety Awards:

• FY2009 AMC Exceptional Organization Safety (Brigade)

• FY2010 Sec Army/COS Army and AMC Individual Safety Excellence

• FY2011 Sec Army/COS Army and AMC Exceptional Organization Safety (Garrison)

• FY 2012 Theodore Roosevelt Workers Compensation & Disability Mgmt Award


Critical to Our Success

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• Red River Operating System (RROS) – All RRAD production areas start

“everyday” with a Tier I meeting (1st line supervisor & members of that cost center).

• Industrial Hygiene – Sampling/monitoring/testing: Performs air sampling,

health hazard assessments, chemical reviews, indoor air quality assessments, and

personal protective equipment (PPE) reviews on an on-going basis.

• Job Safety Analysis (JSAs) – Developed JSAs for all moderate and high level

tasks. Newly assigned team members review prior to beginning work – all members

review at least annually.

• “360o for Safety” – Weekly Command Health, Safety and Environmental

(HSE) Assistance Visits. Team of subject matter experts conduct HSE walk –

objective to expand & improve the identification of hazards and/or unsafe

conditions/processes and assist 1st line supervisor in corrective action.

• Injury Compensation Program Administrator (ICPA)

• Must be actively engaged – thoroughly investigate “each & every” case

• Develop appropriate “action plans” for each case

• Aggressive Light Duty Return-to-Work Initiatives

Best Practice

Best Practice



5

• Team Member Involvement – A MUST! Tools used to empower and mobilize members and ensure Behavior Based Safety is truly owned & effective across the entire enterprise. Some initiatives include:

• Safety Excellence Rally Team – 13 team members assigned safety related special projects

• Safety Videos – Depot team members become STARS by writing and producing custom safety related videos – topics: Home Safety, PPE, Drunk Driving/Holiday Safety, Forklift Safety, VPP

• Collateral Duty Safety Officers ~ 90

• Safety Incentive Award Program (Spinning Wheel) – “Real-time” recognition of accident avoidance, near miss reporting, hazard identification/abatement & other proactive measures.

• Accident Review Boards – Directors chair monthly meeting where team members & supervisors discuss injuries and preventive measures

• LEAN Events – Identify/Correct at least 3 safety hazards per event

• Captain Hydrate

• The Butler Boys



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• Training…that doesn’t look and feel like training – Fun/innovative approaches to

train & involve team members to identify/eliminate/mitigate workplace hazards –

• VPP Questions/Answers “year-round”

• “Stop to Investigate” – Communication of mishaps (with photo)

• “Grass Roots Safety” & “Weed Alerts” (unsafe/hazard alerts)

• “Turkey Shoot” (hazard identification & abatement competition)

• “Skating on Thin Ice” (unnecessary risks)

• “The Good – The Bad – The Ugly” (what-right-looks-like)

• LEAN Events – Identify/Correct at least 3 safety hazards per event

• “Safety Success Stories” (Photo of unapproved/approved tools)

• Daily “STAR” tips (365 days - Start Thinking Accident Reduction (STAR)

• Training … conventional classroom - 10 hr General Industry OSHA – for

leaders/supervisors/collateral duty officers 600+)


Road Ahead

“Safety Excellence!”

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• A culture where everyone realizes they are responsible for their own safety

• A “proactive” approach – more near miss investigations VS accident investigations

• Increased attention to detail – sweat the small stuff

• More involvement from everyone

• An accident free workplace

• Accountability – It is easy to dodge responsibilities, but we cannot dodge the consequences!

• Recognized as “Safety Excellence” across all industries – not just DOD Organizations or Military Armored Vehicle, Tank, and Tank Component Manufacturing

Tank-Automotive & Armaments Command Red River Army Depot 8

Lesson Learned OSHA Expanded Standards


What Happened

9

• History

• It is believed that Cadmium levels at the Depot began increasing around Jan 1998

• Probable cause was change in type of workload • First identified as a problem in abrasive blast operations

• Not an obvious hazard in most process

• Cadmium Health Effects

• Acute (Metal Fume Fever and Acute Pulmonary Edema)

• Chronic (Kidney Damage, Lung and Prostate Cancer)


How We Did It

“Hierarchy of Controls”

10

• Elimination (Ceased welding on mounting bolts on 5T cabs)

• Substitution (Substituted with non-Cd plated Hardware)


How We Did It

11

• Engineering Controls (Ventilation in Paint Prep 412B)

• Administrative Controls (Using water in HMMWV

bracket removal)

• PPE (Paint Prep 323 & Abrasive Blast)


Common Challenges

for Compliance

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• Communicating Health Effects

• Enforcing PPE Use

• Mandatory Showering

• Frequent IH Sampling

• Strict Adherence to Fume Extractor Use

• Getting People to the Health Clinic

• Housekeeping “…as clean as practicable…”

• Future Characteristics of “Mild Steel”


Detailed Information

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• Bonnie Lewis

Chief, Safety Office (903) 334-2371


100 James Carlow Drive

Texarkana, Texas 75507-5000

• Brent Jones

Chief, Industrial Hygiene Office (903) 334-2965




• Ann Harmon

Injury Compensation Program Administrator (903) 334-2398 Red River Army Depot



Documents

Managing Health & Safety in Depot Maintenance Red …sae.org/events/dod/presentations/2012/red_river_army_depot.pdf · Red River Army Depot Tank-Automotive & Armaments Command November