Page 143 - Serious Incident Prevention How to Achieve and Sustain Accident-Free Operations in Your Plant or Company

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120 Serious Incident Prevention

Congratulations! 100% Moving average at
goal level!
100

90

80
Lift truck trainer unavailable.
Will provide “back-up.”
70

60
Monthly %
12 Month Moving Avg
50
Goal
40
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
MONTH

FIGURE 11-1. Warehouse operations team—percent critical work complete.

Feedback and Its Linkage to
Reinforcement

Personnel responsible for the warehouse operation routinely receive
feedback and reinforcement on the quality of services provided to ware-
house customers. This ongoing feedback and reinforcement tends to ensure
that warehouse activities impacting customer service receive priority—or-
ders are promptly delivered, and inventories are replenished as needed. The
feedback and reinforcement received shapes team priorities and drives ef-
forts toward improving customer service.
Feedback and reinforcement from customers for executing work neces-
sary to sustain serious incident-free warehouse operations is typically non-
existent, however. Customers served by the warehouse are satisfied as long
as services are adequate and costs are reasonable. Rather than being driven
by external sources, leadership for executing serious incident prevention
work must be generated internally—driven by the warehouse team together
with line management. Without an effective performance measurement and
feedback system, the team does not know where it stands—a situation that
is somewhat like driving a car with no speedometer, fuel gauge, or mainte-
nance records. Without knowing the past and current levels of performance,