Plant Services - November 2007 - (Page 62)

IN THE TRENCHES The scenario presented here is based on a true story; only the names have been changed to protect the innocent. Preserving health and safety An Acme employee discovers his personal Catch 22 S ome manufacturing processes are hazardous. It’s a fact of life Acme recognized and embraced. The company hired a safety czar to ensure compliance with standards that OSHA and other industry groups impose. Acme’s safety leader is Vic Chrolla, a retired Air Force pilot, takes the job seriously. He sees it as being akin to an air traffic controller. Workers are surrounded by shifting potential disasters, each a threat until his department can bring it down safely. Vic’s empire has a team of safety specialists: engineers who are involved in plant-floor activities that could pose a risk. Vic insists they achieve recognized health and safety certifications to prove they’re qualified to protect workers. They keep abreast of new rules and regulations so they can develop safety procedures, supervise hot work, train operators and other such duties. Perry Meuchualle was a safety specialist. A flashy guy with an engaging personality, he made workers want to be a part of the safety culture. Making them aware simplified his second-shift work life. Off the clock at midnight let him take in the nightlife at its peak. One morning while running errands, flashing red and blue lights suddenly appeared in his rearview mirror. Perry pulled to the side of the road. The officer accused him of By his own statements, he’s either a drug user or a liar, maybe both. blowing a stop sign and asked for a driver’s license. As Perry fished it out, the officer saw a bag of cannabis on the passenger-side floor mat. Perry had to provide a sample of bodily fluids and testing gave a positive result. He pled guilty to possession of a controlled substance. A few weeks later, Vic sent Perry a memo proposing to terminate him for off-duty drug use and saying that the final decision depended on Perry completing a substance abuse rehabilitation program. Other factors were abiding by 62 the conditions of the rehab program upon completion and compliance with any other conditions Vic may deem appropriate. Perry had three business days to enter the program. This was consistent with Acme’s policy of offering rehab the first time an employee is involved in alcohol or substance abuse. An employee who completes the program can’t be subjected to further disciplinary action. Refusing the program, not completing it or not abiding by the conditions of the program lead to any disciplinary action Acme chooses to impose, including termination. Perry immediately signed up for the inpatient program at an Acme-approved facility. Three weeks into it, Bo Rikasid, his counselor at the facility, transferred Perry to the outpatient program. Treatment progressed well until Perry tested positive during a routine screening. Bo reported to Vic that he confronted Perry about the results and Perry admitted using a substance another patient at the center gave him. Perry was discharged from the facility for violating rules about drugs on the premises and not reporting their availablility on the property. Bo also discharged Perry from the entire rehab program. Vic sent Perry another memo citing his policy failure as evidenced by his discharge from the program. Perry sent Vic a response that said the screening procedures were faulty. Half the patients aren’t monitored while providing samples, the vials aren’t sealed, technicians don’t measure sample temperatures, and the vials are stored in a hallway refrigerator accessible to any of the staff and resident patients. Samples are sent to the lab by a courier service that hires teens November 2007 www.PLANTSERVICES.com http://www.plantservices.com/voices/in_the_trenches.html http://www.PLANTSERVICES.com

Table of Contents Feed for the Digital Edition of Plant Services - November 2007

Plant Services - November 2007 Contents New Tools Letters Let Us Know Where to Put the Gas Up and Running How are you Fighting Crisis? What Works Why is the Best Practice Transfer so Hard? Who are you Going to Call? Chained to Power Mobile Mindset Making Money in the Lube Lab Grabbing a Moving Target Bagging the BTUs Keeping Mellow Preserving Health and Safety The Power of Reliability Excellence

Plant Services - November 2007

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