Overcoming challenges to worker involvement
Adapted from the Health and Safety Executive website.
Background
A truck manufacturer in North-East England wanted to capitalise on the knowledge of their workers in managing noise and vibration issues but knew that they would have to rise to the challenge if they were to reap the benefits.
The challenge
A project to tackle hand-arm vibration issues was only going to work if management could gain workers’ trust and co-operation. They realised this was not going to be easily achieved after workers were asked to keep a record of what tools they used and for how long, and only four forms from a workforce of 78 were returned.
Overcoming the problem
From the poor response rate, management quickly realised their staff were suspicious about why they were being asked to record the information requested. They learned that workers' trust was vital before they could really get them involved in what they were trying to do.
In response, the employer arranged for training to raise awareness of the health issues involved when using vibrating hand tools and explained that they couldn't fully address the situation without the help of workers.
Project leader said:
By talking to the workers and involving them in solving the problem, the company found out that workers became “attached” to their hand tools. If they did the job well, they'd continue to use them, no matter how old the tools were or how much vibration they caused.
Towards joint-problem solving
A tool amnesty was held, production lines were re-tooled with efficient, low-vibration equipment and workers were told about the risk and how to avoid it.
When workers became involved in the process, managers learnt a lot about the problems and issues workers face during their working day. The point of worker involvement was to give workers the chance to express their ideas and become involved in developing solutions.
Suggestion scheme
The company set up a suggestion scheme, complete with boards around the production line where staff could raise any issue they liked. Every week, teams checked the boards, noted any suggestions that came under their area of responsibility, and considered what action they could take. A staff member's suggestion card remained on the board until they were happy it had been acted on - only they could remove it.
And the result?
The company had hundreds of suggestions in the six months the boards were up, and dozens of improvements were made as a result.
The changes seen in the workplace over the 12 months were incredible. At first, workers were unsure exactly what the initiative was about, but once improvements were being made, everyone soon got on board.
As a result, the company had fewer absences, a happier workforce and quality and productivity increased.