8560 GM GRx capacity Increase (BP-1000)

 

STATEMENT OF PROBLEM

For certain customers, especially GM, there is a lot of set up that needs to take place before a project can even start mobilization. (Safety board, PTPs, Job site safety plan, on line orientation, customer requirements, etc.) 

In real time, the customer may want to start work within a week of receiving a PO. And if safety is not set up strong in the beginning, it is a recipe for disaster. While personal scramble to get to speed, the floor is left unattended to say, while workers are learning the site, scope and safety expectations.

For this 6 week project, we were dealt 3 incidents and lost 8 work construction days. 

 

ROOT CAUSE

N/A

 

COURSE OF ACTION

The safety quit in the middle of the project. CCC upper management had to be on site daily. With the incidents back to back, CCC executive management had to make extensive presence and develop a "GM Romulus Restart and Recovery Plan". 

It was the added eyes and communication on the floor that started to straighten this out. The added PM, VPs, safety, CEO, EVP, VPs, Safety director, subcontractor's-safety, management and owners, and BA's doing SOT's.

 

LESSON FOR FUTURE PROJECTS

This is always reactive. So my suggestion from lessons learned, is to have safety be a stronger force in the beginning of every project to ensure that if anything is failing or behind, that it is not safety. A safety culture and structure needs to be in place before men/women come to work. If not, safety persons will be at the desk trying to catch up on paper work, instead of interacting with the start of the project on the floor.