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Western Michigan University, Kalamazoo, Mich.
Overview
At any university, the members of the facilities management department both literally and metaphorically lay the foundation for the success for the organization as a whole. Western Michigan University (WMU) is no exception. In the past few years, we have taken strides to better recognize the employees that make it all happen. Our facilities management department (FM) aims to support student success through responsible stewardship of the university’s natural and built environment. In order to work towards this mission, we rely on over 400 people that are responsible for planning, constructing, maintaining, cleaning, powering, and landscaping over 8 million square feet of university space. The work they do is both fundamental and challenging, but due to the nature of their tasks, these workers are also at a higher risk for injuries. At FM, safety is a priority. We have rejected the notion that accidents just happen and instead use data to drive initiatives that can help mitigate these risks:
Training and Education Onboarding. When new employees are hired, they are required to complete onboarding trainings with WMU’s environmental health and safety department (EHS). These training sessions are used to highlight the risks that one may face while on the job as well as the appropriate ways to respond in such situations. Custodial also has a behavioral-based onboarding program where each new employee learns and practices relevant skills, such as proper lifting techniques.
Toolbox Talks. Biweekly, each of the nine shops within the maintenance department review handouts (Toolbox Talks) containing safety information, watch an embedded video, then discuss the topic to share additional knowledge and address any questions. As new risks are identified, new toolbox talks are developed and added to the rotation for review.
Annual Training. Every year, EHS does refresher trainings to remind workers of the risks, preventative actions, and appropriate responses should they find themselves in dangerous situations. This also allows EHS specialists to provide updates on changed policies or procedures, open a dialog to receive safety feedback from employees, and maintain OSHA/MIOSHA compliance.
Continuing Education. FM encourages employees to either start or continue a formal education while they are employed at WMU. Many of our employees are currently enrolled in undergraduate or graduate programs at little or no cost to them thanks to WMU benefits.
Additional Opportunities. Beyond the general trainings, our maintenance managers offer additional opportunities for both on- and off-site trainings that are specific to needs and daily task requirements of each particular trade. Employees can also request alternative trainings that they seek out on their own.
Recognition and Other Outcomes Retraining. When injuries occur, the situation is reviewed by EHS. If they determine that the injury could have been prevented by following the steps presented in previous trainings, the individuals involved are then required to recomplete the appropriate training(s).
Recognition – We use a survey program that allows workers at Facilities Management to nominate one another for exceptional behaviors. Once nominated, the tasks, behaviors, and outcomes are reviewed by a committee. If eligible, the nominated individual will receive a recognition certificate, signed by their supervisor. Originally, this was not designed for safety behaviors, but recently we have promoted this opportunity to bring attention to safe behaviors and to recognize the people doing them.
Environmental Manipulation Equipment. With the help of maintenance shops and supervisors, we have identified opportunities where equipment upgrades could reduce safety risks without additional efforts from employees. The proposed ideas include equipment such as saws that stop when they come in contact with skin and cooling towels/clothing to prevent heat-related injuries. Funding requests have been submitted and we are hoping to purchase these upgrades soon.
A Collaborative Approach
The progress described above has been the direct result of efforts to collaborate with other divisions and departments. We started with one graduate student in maintenance that acted as a liaison between the tradespeople and management. Now, that role has grown into a team that has successfully built relationships and collaborated with other divisions (custodial, transportation, etc.) and departments (EHS, logistical services) while also strengthening the existing relationships with the maintenance shops. Through these collaborations, we have been able to contact more resources, act more efficiently, and as a result make quicker progress on initiatives. Collaboration has also been vital in adapting our processes so our efforts can be proactive rather than reactive as they were. We are proud of the improvements that we have made to keep our employees safe and will continue to adapt while striving for no injuries.
In-House Participants
Maintenance Leadership Custodial Leadership Jake Woods and Clara Davis - Environmental Health and Safety