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United Auto, Aerospace, and Agricultural Implement Workers (UAW)/Ford Motor Company/ACH-LLC (#97) |
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Partnership Overview:
This Partnership between OSHA, The International Union of United Auto, Aerospace
and Agricultural Implement Workers (UAW), the Ford Motor Company, and ACH-LLC
will reduce injuries and illnesses at participating Ford and ACH-LLC locations
through the creation of a proactive health and safety culture and a cooperative,
non-adversarial relationship that optimizes the resources of all parties.
Systematic anticipation, identification, evaluation and control of health and
safety hazards are objectives designed to continuously reduce worker injury and
illness rates.
Participating Facilities:
- Buffalo Stamping Plant, Hamburg, New York
- Chicago Assembly Plant, Chicago, Illinois
- Chicago Stamping Plant, Chicago, Illinois
- Cleveland Casting Plant, Brook Park, Ohio
- Cleveland Engine Plant #1, Brook Park, Ohio
- Cleveland Engine Plant #2, Brook Park, Ohio
- Kansas City Assembly Plant, Kansas City, Missouri
- Lima Engine Plant, Lima, Ohio
- Ohio Assembly Plant, Avon Lake, Ohio
- Sandusky Plastics Plant, Sandusky, Ohio
- Sharonville Transmission Plant, Sharonville, Ohio
- Tulsa Glass Plant, Tulsa, Oklahoma
- Walton Hills Stamping Plant, Walton Hills, Ohio
Partnership Goals:
- Design worker health and safety into facilities, equipment, and processes.
- Maintain the facilities, equipment and processes to keep them operating in
a healthy and safe manner.
- Ensure that health and safety is led by management and owned by everyone.
- Ensure that both management and workers promote health and safety in the
workplace.
- Ensure that both management and workers are responsible and accountable
for their actions, relative to health and safety in the workplace, in a fair
and consistent manner.
- Verify the progress made toward achieving these goals.
Partnership Objectives:
The partners agree to carry out the Partnership based on mutual respect and
trust that leverages the resources of all the parties through the systematic
anticipation, identification, evaluation and control of health and safety
hazards at participating Ford locations, thereby continuously reducing worker
injury and illnesses.
Partnership Results:
On a partnership wide basis, two major changes were made to the corporate-wide
management of their safety and health management systems:
- Safety Operating System: Ford completed the development and initial
launch of a new standardized safety operating system to manage
completion-confirmation of critical safety tasks through increased employee
engagement at all levels of the local organization to ensure minimization of
occupational injury-illnesses through compliance with regulatory, contractual
and corporate safety and health requirements.
- Safety Health and Assessment Review Process (SHARP): Ford completed
the development phase in preparation for the process launch of the latest
version of the company’s Safety and Health Assessment Review Process.
Highlights include improved alignment with OSHA Protocols, regulatory
compliance requirements and LEAN business management principles.
The new SHARP process has the following elements:
- Leadership Accountability: Responsibility and Engagement
- Communication, Cooperation and Employee Engagement
- Competency and Training
- Manufacturing Engineering and Change Management
- Facility/Job Risk Assessment and Control
- Emergency Prevention, Preparedness and Response
- Construction, Installation and Service Contractor Safety
- Incident/Accident Investigation and Analysis Process
- Employee Health
- Compliance – Regulatory and Special Emphasis Programs
The following activities were either implemented or enhanced corporate-wide
to support the two major changes:
- Plant monthly safety review board business review meetings;
- Plant weekly-monthly safety talk process;
- Christmas Holiday and Summer Safety Stand-Down Awareness campaigns;
- Pre-task analysis and risk assessment process principles;
- Significant injury-illness and corrective action intervention tracking
process;
- Improved Health and Safety Injury-Illness Trend Analysis and Diagnostics;
- Monthly Joint Safety Leadership Initiative Business Review and Process
improvement meetings;
- Monthly Joint manufacturing Safety Council Business Review and Process
Improvement Meetings; and
- Machine Safeguarding Process Improvement Initiative.
During the verification visits for CY2007, OSHA staff has noted the following
programmatic improvements at the participating Ford sites, which are results of
the efforts by Ford to improve and enhance their corporate-wide safety and
health management system.
- Joint Leadership Safety Culture
- Health and Safety Self Assessments and Leadership tours
- Machine Guarding
- Ergonomic Stressor Tracking/Trending
- Updated Electrical Placards
- Kevlar Glove Testing
- Improved Near Miss Reporting
- Job Safety Analyses Updates
- Random Audits of Hot Work Permits
Finally, the Ford National Partnership has made significant improvements to
their injury and illness rates.
Rate Reductions:
Between 2006 and 2007, there have been a 15 percent reduction in the overall
TCIR (Total Case Incidence Rate), a 50 percent reduction in the overall DART
(Days Away, Restricted or Transferred) rate, and a 42 percent reduction in the
LTCR (Lost Time Case Rate).
Within the 3 year period (2005-2007), there have been a 33 percent reduction in
the overall TCIR, a 63 percent reduction in the overall DART, and 66% reduction
in the LTCR.
On a facility basis:
- Between 2006 and 2007
- 10 plants reduced their TCIR
- 12 plants reduced their DART
- 9 plants reduced their LTCR
- Between 2005 and 2007
- All fourteen plants had their TCIR and DART reduced
- 12 plants reduced their LTCR
BLS Industry Comparisons
An analysis of the injury and illness rates and their respective BLS industry
averages for 2006 shows that:
- 3 sites had their 2007 TCIR below their respective industry averages
- 11 sites had their 2007 DART below their respective industry averages
- 3 sites had their 3-year TCIR below their respective industry averages
- 1 site had their 3-year DART below their respective industry average
Historical Comparisons
Comparing the 2001 and 2007 TCIR and DART data, the facilities in the
partnership since 2001 have made significant reductions to their injury and
illness rates since the inception of the partnership:
- Chicago Stamping
- TCIR: 63.5% reduction
- DART: 47.8% reduction
- Cleveland Casting
- TCIR: 45.9% reduction
- DART: 17.5% reduction
- Chicago Assembly
- TCIR: 69.9% reduction
- DART: 11.7% reduction
- Avon Lake
- TCIR: 69.6% reduction
- DART: 49.8% reduction
- Sandusky
- TCIR: 61% reduction
- DART: 26.4% reduction
- Cleveland Engine #1
- TCIR: 39% reduction
- DART: 42.3% increase
- Cleveland Engine #2
- TCIR: 49.3% reduction
- DART: 15.3% reduction
- Sharonville
- TCIR: 59% reduction
- DART: 27.5% reduction
- Walton Hills
- TCIR: 53.6% reduction
- DART: 24.8% reduction
- Maumee Stamping
- TCIR: 33.7% reduction
- DART: 51.2% reduction
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