Bulletin February 2014 by NCBVA

February 2014 | NCBVA.ORG 1

President

Michael Crummitt Crummitt and Son Vault Company Martins Ferry, OH

President-Elect

Jerry Russell Southern Ohio Vault Company Portsmouth, OH

Secretary/Treasurer Mark Bates Norwalk Wilbert Vault Co. Bridgeport, CT

Immediate Past President

Hubert McQuestion Lake Shore Burial Vault Company Brookfield, WI

Directors

Edwin Bruns Bruns Norwalk Vault St. Louis, MO Paul Cooper Cooper Wilbert Vault Co. Barrington, NJ Steve Handley Handley Precast Systems Glendale, AZ Curt Shannon SI Funeral Services Ennis, TX Greg Tilley Ideal Burial Vault Company Depew, NY

Affiliate Directors

Dave Long Eagle Burial Vault Association Joliet, IL Blake Swinford Trigard/Greenwood Plastics Danville, IL Steve Vincent Doric Products, Inc. Marshall, IL Terry Whitlock Wilbert Funeral Services, Inc. Broadview, IL

Association Management Kimberly A. Fantaci Executive Director

Ric Kirchner Association Executive

Donald A. Mounce, APR The Bulletin Editor

Richard L. Martin Magazine Production Manager 2 NCBVA.ORG | February 2014

Paul Lemasters, Esq. Legal Counsel

National Concrete Burial Vault Association (NCBVA) 136 South Keowee Street | Dayton, OH 45402 (888) 88-NCBVA | Fax (937) 222-5794 info@ncbva.org | www.ncbva.org

Table of Contents 4 7 10

Fraud Focus

Every Business is at Risk By Chuck Gallagher

Financial Focus

Four Ways to Counter the Cost of Disaster By Lucian G. Canton

Safety Focus

Workplace Accident Prevention Around Powered Industrial Trucks

By Ron Overton, Overton Safety Training, Inc.

12 19 21 22

Safety and Care Focus

Being Careful, Distractions, and Branding Safety By Carl Potter, CSP, CMC and Deb Potter, PhD

Association Matters Industry News NCBVA Membership

ON THE COVER

Safety at all levels is important in burial vault movement, including the use of lid tools. Safe tool lid usage is shown on this Ideal Burial Vault, as the company has recently been awarded NCBVA plant certification.

ADVERTISING INDEX Accurate..................................................7

Holland Supply...........Inside Front Cover

ACS.........................................................8

Long Machine Co. ................................18

Axis...............................Inside Back Cover

Overton Safety Training.........................14

Crescent Bronze....................................14

RoMix.....................................................5

D & C Supply.........................................14

Rostine..................................................11

Doric.....................................................14

Trigard.....................................................6

Edgmont...............................................13 February 2014 | NCBVA.ORG 3

FOCUS FRAUD

Every Business is at Risk At first, when his wife said that Sargent Willis was on the phone and had some questions, Reverend Bobby thought he might have run a red light and was caught by a traffic cam. Sadly, the actual problem was much graver. The police officer began to question him about Sue Hardy, the church’s treasurer, and the role she played in the church’s business affairs. It seemed that there were some suspicions of financial impropriety, and that Sue was the likely perpetrator. The Shock of a Collapsing Illusion We hear a lot these days about identity theft, Internet fraud, email scams or Wall-Street defalcations, but the truth is most organizations are more vulnerable to fraud than they might think. Whether it is a church, a non-profit, or a small business that you’ve put blood, sweat and tears into, the chance that you’re at risk for fraud is substantial. The conversation between Reverend Bobby and Sargent Willis led to arrest and conviction of what Reverend Bobby once described as a pillar of sainthood in their small but growing church. Sue was a Christian’s Christian. The backbone of the church, Sue gave of her time, taught Sunday school and was the treasurer for years. Sadly, regardless of the type of organization, most frauds take place from within the company’s own ranks, and more times than not, by trusted individuals that we would never suspect. By their nature, small businesses, non-profits, or associations are typically run on a shoestring budget, which makes staffing tight and internal controls limited. And while most people are trustworthy, external factors can create a need that, combined with opportunity and a dose of rationalization, create the potential for unethical and fraudulent activity. 4 NCBVA.ORG | February 2014

By Chuck Gallagher

When the perfect storm of fraud hits and the illusion fades into reality it becomes clear the devastation that fraudulent activity creates. Every choice has a consequence and the consequences of fraud are significant and farreaching. What to Look For Let’s use the example of Sue above to frame the discussion about how good people make very bad choices, which leads to fraud. According to the Association of Certified Fraud Examiners the following are red flags for fraudulent behavior: 1. Most frauds are committed by people who have worked in the organization for a number of years. People who have ten years or more of experience with the organization cause higher fraud losses. Why? The answer is simple: the longer a person is employed within a company, the greater the trust and responsibility. Likewise, trusted employees are not often considered likely candidates for fraud. 2. Individuals in one of six departments commit the vast majority of all frauds: accounting, operations, sales, executive/upper management, customer service and purchasing. If fraud occurs in your business, it is likely by someone who has opportunity; individuals in these six areas have the greatest opportunity to violate trust. 3. Fraudsters displayed one or more of these red flags before or during the commission of the fraud: living beyond means, financial difficulties unusually close association with vendors or customers, and excessive control issues. Any of these behaviors could be a sign of impending danger.

TEAM BUILDING FOCUS See Disaster Coming In looking back on the situation, Reverend Bobby could have seen disaster coming. Sue was a trusted member of the church holding her position for more years than Reverend Bobby had been there. Not that longevity is a bad thing, but church leadership could have required a change of roles from time to time disrupting the natural flow of funds. Typically when things change inappropriate behavior comes to light. But, beyond Sue’s tenure, she was quite protective over the money and monetary processes for the church. Excessive control is a significant sign that something might be amiss. When people are unwilling to let go of their control, take a vacation, or insist that only they can do the task, leadership should step back and examine the role and function more carefully. Finally, in Sue’s case, there never seemed to be enough. Sue received calls often from creditors. Consistently she would either quickly hang up, showing her dissatisfaction with the call received, or take the call on her cell phone, out of ear shot, and return to work irritated at the interruption. Final Outcome In the end, Sue embezzled over $200,000 from the church where she was trusted. The discovery was both a shock and disappointment to Reverend Bobby and the entire congregation. Every choice has a consequence. Sue’s choices – made over time – created significant consequences. Today she is serving a prison sentence that will leave a permanent scar on her and those close to her. Bobby shared that he now understands the importance of his role in this whole troubling problem. As management, Bobby has a responsibility to understand the three components of unethical behavior and often-illegal behavior: need, opportunity and rationalization. Most importantly, Bobby knows that with some minor changes Sue might have, although tempted, been prevented from making those dangerous choices, which led to an outcome that no one wanted. As a manager of your organization, what steps are you taking to protect your most valuable assets – your employees – from making dangerous decision that impact them and your organization? n About the Author Chuck Gallagher is the President of the Ethics Resource Group and an international expert in business ethics. Chuck provides training, presentations and consultation with associations and companies on ethics and creating ethical cultures where people do the right thing, not because they have to, but because they want to! Information can be found at http://chuckgallagher.com or Chuck can be reached via email at chuck@chuckgallagher. com or by phone at +1.828.244.1400. February 2014 | NCBVA.ORG 5

FOCUS FINANCIAL

Four Ways to Counter the Costs of Disaster

Following the Northridge Earthquake in 1994 many businesses that had survived the temblor relatively unscathed suddenly found their revenues declining. For a number of years prior, the region had been experiencing a minor population exodus as the aerospace industry declined in response to lower government spending. Many people who had lost their jobs and were close to retirement saw the earthquake as the last straw and moved away. The availability of housing attracted a new wave of immigration consisting largely of Korean and Latin American families. Companies that failed to recognize and adapt to the new demographic went out of business. Why do so many businesses fail after disaster? The answer often lies in a failure to understand the true costs of the disaster. Disaster Complexity Disasters are complex and there are many levels of concern that could affect a business. The most obvious is the physical damage produced by the earthquake. One would think that this is both easy to identify and quick to resolve. However, many businesses fail because they either did not carry sufficient insurance or misunderstood the coverage they did have, severely limiting their resources for reconstruction. There is also an assumption that needed resources are available to rebuild. However, damaged infrastructure that affects deliveries and an increased demand for building supplies and contractor services can create delays that prevent timely business resumption. The physical damage caused by disaster is not the only source of loss. Businesses frequently overlook a hidden financial side to disaster losses. 6 NCBVA.ORG | February 2014

By Lucian G. Canton

Some of these are obvious, such as the need to pay overtime for additional work by employees to restore facilities or reduce work backlog. Others are more subtle. For example, failure to pay a suppliers bill on time can result in a service charge. Failure to meet the terms of a client contract might result in penalties. Overlooked Impact The single biggest mistake, however, is looking solely at the business and not being aware of what is happening in the larger community. There are three main areas that are frequently overlooked: 1. Whatâ&#x20AC;&#x2122;s happened to community infrastructure? How bad is the damage? Are transportation corridors closed or damaged? If so, for how long? A business may survive but if it depends on the delivery of goods, either from suppliers or to customers, damaged transportation infrastructure will have a direct impact on the companyâ&#x20AC;&#x2122;s recovery. Long term utility outages will also affect business resumption, particularly if the business has not arranged for off-site backups of critical files and records or relies on Voice Over Internet Protocol (VOIP) and Private Branch Exchange (PBX) systems. 2. Whatâ&#x20AC;&#x2122;s the impact on your customer base? Is the demand for services likely to increase, decrease, or stay the same? Is there potential for generating additional business? Commercial linen companies serving the hospitality industry frequently see a drop in demand while those servicing hospitals see an increase. Failure to adapt to these changing demands might result in February 2014 | NCBVA.ORG 7

FINANCIAL FOCUS

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Phone: 800-515-0400 8 NCBVA.ORG | February 2014

TEAM BUILDING FOCUS

a competitor taking over the client and experience suggests that once lost, these customers are seldom regained. 3. Whatâ&#x20AC;&#x2122;s the impact on your labor pool? Are employees likely to remain or will they move out of the area? Will employees leave for higher wages in other communities or with competitors? Will there be large scale evacuations as was seen in New Orleans after Hurricane Katrina? This resulted in a labor shortage that was exacerbated by extended unemployment benefits and government assistance. Avoiding Pitfalls While each disaster is unique, there are common ways that one can avoid many of the pitfalls associated with them: 1. Plan for adequate financial reserves. This is not always easy, particularly for small businesses, but it is critical in dealing with disaster. Review insurance coverage annually and understand what is covered and what is not. Know the process and requirements for filing a claim and get emergency contact numbers. 2. Prioritize employee welfare. Developed people-focused plans that not only center on managers and key employees but consider families as well. Employees are more apt to remain on the job if they know their families are safe. Keep the lines of communication open with employees during the crisis. Rumors about the business closing or not being able to meet payroll can heighten anxiety and cause employees to seek other jobs. 3. Manage customer expectations. Open lines of communications as early as possible and share your plans with them. Customers can accept delays or inconveniences if they know about them and are not taken by surprise. 4. Pay attention to what is going on in the community. Disasters donâ&#x20AC;&#x2122;t create social problems. They take problems that were already there and make them worse. A demographic shift had been going on in Northridge for several years before the earthquake; the disaster accelerated the process. One of the keys to surviving a disaster is to know its true cost. This cost is not only the physical damage or temporary loss of business. It also includes intangible costs caused by the long-range impacts it has on the affected community. Recognizing these impacts and adapting to them is the only way to ensure solid business resumption. n

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www.acsupplies.com

About the Author Lucian G. Canton, CEM is a consultant specializing in preparing managers to lead better in crisis by understanding the human factors often overlooked in crisis planning. A popular speaker and lecturer, he is the author of the best-selling Emergency Management: Concepts and Strategies for Effective Programs. For more information, please visit www.luciencanton.com, or email Info@luciencanton.com. February 2014 | NCBVA.ORG 9

FOCUS SAFETY

Workplace Accident Prevention Around Powered Industrial Trucks The following were the top 10 most frequently cited standards by Federal OSHA in fiscal year 2013 (October 1, 2012 through September 30, 2013): 1. Fall protection, construction (29 CFR 1926.501) 2. Hazard communication standard, general industry (29 CFR 1910.1200) 3. Scaffolding, general requirements, construction (29 CFR 1926.451) 4. Respiratory protection, general industry (29 CFR 1910.134) 5. Electrical, wiring methods, components and equipment, general industry (29 CFR 1910.305) 6. Powered industrial trucks (PITs), general industry (29 CFR 1910.178) 7. Ladders, construction (29 CFR 1926.1053) 8. Control of hazardous energy (lockout/ tagout), general industry (29 CFR 1910.147) 9. Electrical systems design, general requirements, general industry (29 CFR 1910.303) 10. Machinery and Machine Guarding, general requirements (29 CFR 1910.212) Overturns are the leading cause of fatalities involving forklifts. They represent about 25 percent of all forklift-related deaths. What are the hazards associated with operating powered industrial trucks? There are many types of powered industrial trucks. Each type presents different operating hazards. For example, a sit-down, counterbalanced, 10 NCBVA.ORG | February 2014

By Ron Overton

high-lift rider truck is more likely than a motorized hand truck to be involved in a falling load accident. This is because the sit-down rider truck can lift a load much higher than a hand truck. Workplace type and conditions are also factors in hazards commonly associated with powered industrial trucks. For example, retail establishments often face greater challenges than other worksites in maintaining pedestrian safety. Beyond that, many workers can also be injured when: (1) lift trucks are inadvertently driven off loading docks; (2) lifts fall between docks and an unsecured trailer; (3) they are struck by a lift truck; or (4) they fall while on elevated pallets and tines. What can be done to reduce the hazards related to powered industrial trucks? Determining the best way to protect workers from injury largely depends on the type of truck operated and the worksite where it is being used. Employers must ensure that each powered industrial truck operator is competent to operate a powered industrial truck safely, as demonstrated by the successful completion of the training and evaluation specified in 29 CFR 1910.178(l)(1). OSHA and your local State OSHA require operators to be trained on the basic fundamentals of PIT’s. These operators must be familiar with the operating characteristics of the equipment, evaluated by a competent person who has the knowledge, training, and experience to train powered industrial truck operators and to evaluate that competence person prior to

SAFETY FOCUS their operating the equipment without direct supervision. Training shall consist of a combination of formal instruction (e.g., lecture, discussion, interactive computer learning, video tape, written material), practical training (demonstrations performed by the trainer and practical exercises performed by the trainee), and evaluation of the operator’s performance in the workplace. Training Program Content Powered industrial truck operators shall receive initial training in the following topics, except in topics which the employer can demonstrate are not applicable to safe operation of the truck in the employer’s workplace. Truck-related topics: a) Operating instructions, warnings, and precautions for the types of truck the operator will be authorized to operate; b) Differences between the truck and the automobile; c) Truck controls and instrumentation--where they are located, what they do, and how they work; d) Engine or motor operation; e) Steering and maneuvering; f) Visibility (including restrictions due to loading); g) Fork and attachment adaptation, operation, and use limitations; h) Vehicle capacity; i) Vehicle stability; j) Any vehicle inspection and maintenance that the operator will be required to perform; k) Refueling and/or charging and recharging of batteries; l) Operating limitations; and, m) Any other operating instructions, warnings, or precautions listed in the operator’s manual for the types of vehicle that the employee is being trained to operate. Continued on page 21

ABOUT THE AUTHOR Ron Overton, a NCCCO Certified Mobile Crane Operator and Accredited Practical Examiner, is the President, Owner, and an Instructor for OVERTON Safety Training, Inc. of Beaverton, Oregon. OVERTON Safety Training has been providing professional services and materials for the safe operation of forklifts, heavy equipment, aerial/scissor lifts, rigging and signaling, personnel lifts, loaders, and cranes on a worldwide basis since 1991. For additional information, contact Ron at +1.866.531.0403 or ron@overtonsafety.com, or visit the company website at www.overtonsafety.com. These insights are the opinions of the author, and not necessarily those of the NCBVA. February 2014 | NCBVA.ORG 11

3. Proper Use of Personal Protective Equipment (PPE) The last line of defense against a hazard is PPE. Hardhats, safety glasses and steel-toed shoes are the most common. Respirator, goggles, face shield, gloves and even poison-ivy lotion can help us to “be careful.” The key is controlling the hazard and preventing the slightest injury. Next time you hear someone say “Be careful”, say “Thank you.” Nobody wants to get hurt and nobody wants to see anyone get hurt. Working as a team we can prevent injuries in the workplace and target zero injuries. After all, safety is a team sport.

By Carl Potter, CSP, CMC and Deb Potter, PhD

What Does it Mean to Be Careful? Three Things to Consider! Be careful today. Have you heard that before? Almost every day someone says this to you or someone else. This friendly gesture says “I care about you and I don’t want to see you get hurt.” After hearing it so many times in our lives, we often tend to stop paying attention to the phrase. How does one “be careful?” When you were a kid, your Mom might have said, “Stay out of the street!” What was the first thing you did when you were out of her sight? Got in the street! Remember how daring it felt to cross the street not holding someone else’s hand? Take Mom’s Advice Moms tell their kids to stay out of the street because of a historical fact. Many people have been injured or killed by being in the street. The best way to control the hazard of being struck by a projectile weighing thousands of pounds is to stay out of its path. As a child, holding hands with someone else to cross a street was about working as a team to keep each other safe from hazards. So why do we resent being told to be careful? Why don’t we realize that it’s about working as a team to avoid injury? 12 NCBVA.ORG | February 2014

Three Ways to Control Hazards So They Don’t Control You Being careful is important to everyone. An old proverb says “Better a thousand times careful than once dead.” Being careful means controlling the hazard. In the realm of safety we have three basic keys to controlling workplace hazards: 1. Engineer the Hazard Out of the Workplace Many companies have found it to be more profitable to replace highly hazardous chemicals with less-hazardous ones. Another way is placing proper guardrails and fall protection, which allows workers to have less concern about being injured. Some companies provide power tools to control the hazards of over-stressing the body and preventing strains. 2. Provide Administrative Controls on Hazards Lock0ut/Tagout or hazardous energy control is an administrative control that prevents injury and death in the workplace. Permits to enter a confined space, ground-to-ground and cradle-tocradle rules for high-voltage electrical workers, job briefings and many other processes have been identified for us to “be careful.”

Don’t Attract Fatal Distractions: Five Steps to Ensure Your Workers’ Safety Workplace injuries cost over $50 billion annually, according to the National Safety Council, so they’re a major drain on profits across industries. On the human level, when co-workers, family or members of our community are hurt or killed at work, the loss can be devastating.

Accident investigations usually reveal that injuries occur when something or someone distracts a worker on the job. He or she then hurries, takes a shortcut or decides not to follow safe work procedures, often resulting in significant personal injury as well as destruction of equipment and property. On the bright side, you can eliminate most workplace injuries from your company. Managers and supervisors have a significant impact on worker safety and have a moral and legal obligation to provide a safe workplace. By identifying employee distractions and knowing what you can do, you can help workers avoid the devastation of an injury or fatality in your workplace. Consider these five fatal distractions and how to avoid them. 1. The Distraction of Production Employees face a tough dilemma when they feel pressured to complete work but don’t feel as if they have enough time. Often, they’ll take shortcuts so they can finish their assigned tasks

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in time, and these shortcuts are fertile ground for accidents. To alleviate this distraction, consider the following: • If your employees complain that they cannot get the work done in the time allowed, stop the job and listen to their concerns. You may need to allow more time or add more resources to the job. • Collaborate with your employees to come up with plans that allow them to get the work done safely.

•

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14 NCBVA.ORG | February 2014

2. The Distraction of Time The distraction of time occurs when the clock determines workers’ decisions about whether to do a job safely or to complete it by a deadline. Some companies have policies that limit overtime pay. When these policies are inflexible and the production requirements are stringent, employees and supervisors feel bound to the clock. The tyranny of the timepiece also occurs when workers decide that they want to finish the work during a certain timeframe, perhaps because they do not want to work overtime or they have other work that they want to move on to. To alleviate this distraction, consider the following: • Ensure your employees know that no job is so important that they should take shortcuts in order to complete the work in a timely manner. • Talk to your employees frequently about how working safely actually saves time. • Discuss how much time an injury involves with investigations, lost work time and reports, not to mention the impact on worker morale. 3. The Distraction of Management Management can have a positive or negative impact on employee safety. When managers, supervisors and employees do not share common beliefs about the importance of safety, inconsistent communications result.

Research shows that employees pay attention to whatever management pays attention to. If employees constantly hear about the need to reduce costs, increase production and improve quality while hearing little or nothing about safety, they will focus, like management, on everything except safety. To alleviate this distraction, consider the following: • Be a positive influence by spending time every week with workers to show your interest in them. • Ask your workers specific questions about their concerns for safety and health in the workplace. 4. The Distraction of Money Workers believe that the budget drives all corporate decisions. They may be right. If employees receive less training than they should have, and aging equipment is not maintained or replaced because budgets are tight, the number of recordable injuries goes up. To alleviate this distraction, consider the following: • Review your budget to make sure you have funding for unexpected issues that relate to employee safety. • Give workers, even in the lowest levels of your organization, the authority to tap into these funds when necessary. 5. The Distraction of Personal Issues Personal matters present huge distractions to employees. Employees often bring to work their off-the-job stress from family issues, financial concerns or other personal problems. Without realizing it, stressed and preoccupied employees can put themselves and others at risk of workplace injuries. You may find it difficult to recognize when an employee is distracted by such matters, so take time to get to know all of the workers around you and pay attention to individual responses, reactions and attitudes. To alleviate this distraction, also consider the following: February 2014 | NCBVA.ORG 15

• When you suspect that employees are distracted by personal issues, take them aside and discuss your observations. • If necessary, temporarily reassign a worried worker who performs work that requires concentration to remain safe. • Assure employees who are having personal crises that you have their best interests in mind and that your goal is to return them to normal duties as soon as possible, once the crisis has passed.

What’s Your Safety Brand? What do you think of when you think about your organization’s safety management process? Better yet, what do your employees think of? Let’s explore a few different brands of safety management.

Ho-Hummer Not to be confused with the rugged luxury vehicle, this safety management process is lackadaisical at best. It is characterized by a lack of strong leadership. Take a Lesson from We can learn from the principles of Executives consider Marketing: Brand Your safety as a “necessary Safety branding when it comes to letting evil” and managers treat Some companies spend employees know what to expect from safety as just one more tens of thousands of thing on a long list of dollars to develop a their organizations’ safety management things to pay attention to. brand for their products. Supervisors pay only mild Branding is an essential processes. attention to safety during part of the marketing infrequent team meetings process, as it is how consumers recognize and employees are more focused on getting the their favorite products and how those products work done rather than on safety. are positioned in comparison to other similar products. F.O.R.D. Have you ever thought about the branding of The Fix Or Repair Daily safety management your safety management process? Chances are process is one that is constantly in a state of you never considered branding and safety in the same thought. change. No central focus exists and different People usually think about branding as part of managers and leaders have different agendas marketing or product identification. Companies when it comes to safety. spend hundreds of thousands of dollars to Employees are not sure what the goals are develop and protect their brand. Customers often because of the constant change. Processes build their loyalty around a brand-name product. are disjointed or broken, employees are not sure Think about what kind of vehicle you drive. what the safe work procedures are, and worse, You may drive a Chevy, a Ford, or a Dodge. they are not sure who makes the decision when These companies have developed a brand of it comes to addressing safety hazards. stability, family-orientation and tried-and-true transportation. Lacks Us Some of you may drive what others of us only Unlike the Lexus, with its great curb presence, dream of: a Viper, a Maserati or an Aston Martin. this safety management process does not These brands are thought of representing extreme appeal to employees because it does not eloquence, wealth, speed and independence. directly involve them. Safe work practices are Somewhere in between these classes of developed by the safety department, approved vehicles are the luxury vehicles and the rugged by management and enforced by supervisors. sports utility vehicles. All you have to do is Employees are not a part of the process. consider one of these brands and you think of speed and sports. 16 NCBVA.ORG | February 2014

Build Your Safety Brand The world’s most successful companies deliberately and purposely establish their brand. Coca-Cola, McDonalds, IBM and Sony are examples of companies who are recognized around the globe. The quality and appeal of these companies’ products are usually high. Virtually everyone recognizes these companies and what they deliver. Customers know what they can expect from these companies. Product branding involves developing an image that set an expectation, positioning in context with the competition, and advertising and marketing. We can learn from the principles of branding when it comes to letting employees know what to expect from their organizations’ safety management processes. Consider the following to improve your safety program’s visibility and acceptance. 1. Create a Fresh and Positive Image for your Safety Program Your safety management process has an image. Is it a deliberate image or has it been haphazardly developed so that employees do not know what the process stands for? Find some new and positive ways to communicate safety in your organization to encourage employees and leaders to be a part of the process of working safe.

demonstrate their commitment daily. 3. Develop and Communicate a Strong Safety Message Your safety management process needs to be marketed and advertised. Yes, even to an internal audience. You want your “customers” – the employees – to buy-in to the product of safety, don’t you? How visible is safety and your associated management process? Is the message well communicated frequently – like a billboard? Or is it more like a 2”x 2” black and white ad in the back of a magazine – one that someone might stumble across if he or she was looking for it? Stop to consider what you and your employees think about the image, positioning, and importance of safety in your company. Take steps to improve safety loyalty in your organization to increase awareness and to keep safety on the top of everyone’s mind. As a manager or supervisor, you can have a tremendous influence on employee safety. You simply need to make a focused effort to include safety into every aspect of your role. By adopting and demonstrating a personal commitment to workers’ safety, communicating the importance of safety relative to production and quality, and recognizing when employees are distracted on the job, you can have a very positive impact on your organization’s safety performance. n

2. Position Safety as a Core Value in your Organization Your safety management ABOUT THE AUTHOR process has a position in the Carl Potter CSP, CMC and Deb Potter, context of the organization. Are PhD, CMC have worked with hazardous executives aware of it and do industries for a combined total of more than they openly and wholeheartedly 44 years. They work closely with many large support it? Or, do executives corporations as speakers and consultants. and managers only give it an They have authored several books including occasional acknowledgment, the best seller “Who is Responsible for sending the signal to employees Safety?” “Simply Seamless Safety” and their latest book that their safety and well-being “Zero! Responsible Safety Management by Design.” For more are not paramount? Encourage information, contact them through Potter and Associates www. executives to place a high potterandassociates.com or +1.800.259.6209. value on employee safety and

February 2014 | NCBVA.ORG 17

Abel Vault & Monument Co. Pekin, IL American Concrete Industries Bangor, ME American Vault Company Cleveland, OH American Wilbert Company Bridgeview, IL Arnold-Wilbert Company Goldsboro, NC Arrow Vault Company Lafayette, IN Atlas Vault Company, Orlando, FL Automatic Wilbert Vault Co. Tacoma, WA Babylon Vault Company New Windsor, MD Badger Burial Vault Co. Eau Claire, WI Baumgardner Products Company Akron, OH Baxter Burial Vault Service, Inc. Cincinnati, OH Baxter Vault Company Baxter Springs, KS Beck Vault Company Rome, NY Beier Burial Vaults Columbus, WI Bell Burial Vault Co. Hamilton, OH Bell Vault & Monument Inc. Miamisburg, OH Brewster Vault and Monuments Millville, NJ Brown-Wilbert, Inc. Morris, MN Bruns-Doric Vault Company Saint Louis, MO Brutsche Concrete Products Inc. Benton Harbor, MI Brutsche Concrete Products, Inc. Battle Creek, MI Buckeye Vault Service Mansfield, OH C & M Precast Kerrville, TX

18 NCBVA.ORG | February 2014

Carolina Doric, Inc. Florence, SC Cemex Callaway R/M Precast Lake Worth, FL Central Burial Vaults, Inc. Tulsa, OK Central Burial Vaults, Inc. Oklahoma City, OK Central N.Y.Vault Company Inc. Cortland, NY Century Burial Vault Oxford, MA Charleston Wilbert Vault Co. Summerville, SC Cheboygan Cement Products Cheboygan, MI Chesapeake Burial Vault Company, Barclay, MD Christy Vault Co. Daly City, CA Concrete Vaults, Inc. Newton, KS Cooper Wilbert Vault Company Barrington, NJ Cordeiro Vault Co., Inc. Vallejo, CA Costello & Co. Ontario, CANADA Creter Vault Corporation Flemington, NJ Crummitt & Son Vault Corp. Martins Ferry, OH D of K Vaults, Inc./Gray Brothers Columbus, OH D. G. Robertson, Inc. Williston,VT Dardanelle Vault & Monument Co., Dardanelle, AR Deihl Vault & Precast Company Orangeville, PA Detroit Wilbert Vault Corp. Detroit, MI Doody Burial Vaults, Inc. Winchendon, MA Doric Manufacturing Company Boaz, AL Doric Mississippi Inc. Clinton, MS

Doric of Northeast Arkansas Jonesboro, AR Doric of Tennessee, Inc. Nashville, TN Doric Vault Co. of Central GA Griffin, GA Doric Vault of Eastern New York, Inc., Hudson, NY Doric Vault of Western New York, Inc., Buffalo, NY Doric-South, Inc. Demopolis, AL Eagle Burial Vault Company of LA, Ruston, LA Esterly Burial Vault Company, West Reading, PA Evans Eagle Burial Vaults Leola, PA Everlasting Vault Company Randallstown, MD Florida Wilbert, Inc. Jacksonville, FL Fond Du Lac Wilbert Vault Co. Fond Du Lac, WI Forsht Concrete Products Co. Inc. Altoona, PA Forsyth Brothers Concrete Products, Terre Haute, IN Forsyth Brothers Concrete Products, Fithian, IL Gettysburg Burial Vault, Inc. Gettysburg, PA Golden Eagle Vault Services, LLC, Rocky Mount,VA Grable Burial Vault Service Logansport, IN Graffius Burial Vault Company Reading, PA Grand Rapids Wilbert Burial Vault, Grand Rapids, MI Gross Vault & Monument Thomasville, GA Hairfield Vault Company Morganton, NC Hardy Doric, Inc. Chelmsford, MA Harn Vault Co. Massillon, OH

Harris Precast, Inc. La Porte, IN Hicks Industries, Inc. Mulberry, FL Huntingburg Vault Company Huntingburg, IN Ideal Burial Vault Company Inc. Depew, NY Jacson, Inc. Henderson, TX James Co., Inc. Waycross, GA Jefferson Concrete Watertown, NY Josten Wilbert Vault Co. Sioux Falls, SD Lake Shore Burial Vault Company, Brookfield, WI Lindquist Concrete Products Ogden, UT Lycoming Burial Vault Company Inc., Montoursville, PA Master Grave Service, Inc. Bogart, GA McDowell Vault Co. Fletcher, NC Memphis Vault Company Memphis, TN Mercer Vault Company Fredericksburg,VA Milan Vault, Inc. Milan, MI Minchew Sand & Concrete Products, Inc. Waycross, GA Minnick Services, Inc. Fort Wayne, IN Montgomery Vault Rockville, MD Neher Burial Vault Springfield, OH NOR-DON Vault Company Inc., Strafford, MO Northern Precast Hudson Falls, NY Norwalk Vault Bridgeport, CT Odon Vault Company, Inc. Odon, IN February 2014 | NCBVA.ORG 19

West Plains Vault & Mfg. Sunnycrest Inc. Roland Wilbert Vault Co., Inc. Omaha Wilbert Vault Auburn, NY Marion, IA Omaha, NE NCBVA Certified Vault Manufacturing PlantsCompany, Pomona, MO Western Michigan Burial Vault Superior Vault Company Saginaw Ostwalt Vault Company (Continued) Muskegon, MI Bryantown, MD Saginaw, MI Concord, NC Superior Burial Vaults, Inc. Whitman Vault Co.Co. Superior Vault Company Saline Vault Company Palm Vault Co. Saline Vault Co. Whitman Vault Pennsylvania Concrete Vault Co. Salt Lake City,IN UT Whitman,MA MA Charlestown, Springs, Ada, OKPA SweetSweet Springs, MO MO Whitman, Greensburg, Superior Vault Co. Santeiu VaultsVault Inc. Company Wicomico Vault Co., Inc. Inc. Wicomico Vault Company, Superior Vault Company, Ltd. Sam Green PanhandleVault Vaults Perfection Bryantown, Livonia, MI Salisbury, MD MD Mississauga,MD ON Lynchburg, VA Amarillo, Woodson, IL TX Superior Vault Co. Sexton Wilbert Wieser Precast Phenix Wieser Doric Vault Co. Temple Vault, Inc. Santeiu Vaults,Corporation Inc. PatriotVault Vault & Precast Charlestown, IN Bloomington, IN Stewartville, Phenix City, AL La Crescent,MN MN Central City, AR Livonia, MI Park Hills, MO Superior Vault Co., Ltd. Sheldon Vault Co. Wieser Doric Vault Co. Pioneer Vault, Inc. Wieser Precast Temple Vault, Inc.Ont., Canada Sheldon Vault Co. Pennsylvania Concrete Vault Mississauga, Sheldon, IA LaCrescent, MN Doylestown, PA Stewartville, MN Harvey, AR Products Sheldon, IA Company, Johnstown, PA Swan’s Concrete Shore Vault & Precast Co. Wilbert Burial Vault Co. Poplar Bluff Doric Vaults, Inc. Wilbert Burial Vault Co. Turner Vault Company Shore Vault Perfection Concrete Westbrook, ME Exmore, VA& Precast Company Atlanta, GA Poplar Bluff, MO Traverse City, MI Co. Northwood, OH VAProducts, Inc. Turner Vault Company SimerlyExmore, Concrete Wilbert Burial Vault PrecastVandalia, ConcreteILProducts, Inc. Toledo, OH Burial Vaults Wilbert Burial Vault Vanden Boomen SI Funeral Perfection Bristol, TNServices Waycross, GA Company Blissfield,Vault MI Vanden Boomen Burial SimerlyFairport, Vaults, Inc. Atlanta, GA Vault Co. Inc., Appleton, WI Vaults Inc. Wilbert Burial NY Woodson, Precision Precast IL Inc. Appleton, WI Knoxville, TN Muskegon, Pittsfield, MA Wilbert of NorthMITexas Vanden Boomen Burial Vaults SI Funeral Services Phenix Vault Vanden Boomen Burial Vaults Inc. Southern OhioTX Vault Co. Wilbert BurialTX Vault Co. Quality Burial City, VaultAL Co. Grapevine, Inc., Kronenwetten, WI Ennis, Phenix Wausau, WI Portsmouth, OH Traverse City, MI Houston, TX Wilbert Vaults of Houston, Inc. Vaults & More Vaults, Inc. Simerly Concrete Products Inc. Piedmont Precast Vincent & Son, Inc. Southern Vault Service Wilbert Services Rex Vault Service Houston, TX Baton Rouge, LA Bristol, TN Atlanta, GA Galena, IL Blakely, GA Lancaster, NY Newton, IL Williams Vault Company Vincent, J.P. & Sons Inc. Simerly Vault,Concrete Inc. Pioneer Vault Co., Inc. Washington Wilbert Spoerr Precast Wilbert Vaults of Houston, Inc. Rocky Mountain Monument/Vault Emporia, VA Galena, ILInc. Knoxville, Doylestown, PA Vault Works Sandusky, OH TN Houston, TX Sandy, UT MD Products Willmar Precast Company WargaLaurel, Concrete Ohio Vault Company Poplar Bluff Doric SISouthern Funeral Services Willbee Concrete Products Roland-Wilbert VaultVaults, Co. Inc. Warga ConcreteIN Products Inc. Willmar, MN Fort Wayne, OH Poplar CedarPortsmouth, Hill, TX Jackson, MI Clinton, IA Bluff, MO Fort Wayne, IN Vault Works, SISouthern Funeral Services Williams Wilbert Roland-Wilbert Vault Co. Wimmer Manufacturing Washington Wilbert Vault Services, Inc. Precast Concrete Products, Inc. Watts & Monument Co. Gerard, PA GA Des Moines, Marion, IA MI New Castle,IA IN Inc.,Vault Laurel, MD Blakely, Blissfield, Des Moines, IA SISpoerr Funeral Services Williams Vault Company Saginaw Youngstown Burial Vault Watts Vault & Monument Precast Concrete, Inc. PrecisionWilbert PrecastVault Inc.Corp. Wayne Burial Vault Co., Inc. Parsons, KS Emporia, VA Saginaw, MI MA Company, Youngstown, OH Company, Des Moines, IA Sandusky, OH Pittsfield, Indianapolis, IN SI Funeral Services Willmar Precast Co. Sam Green Vault Corp. ZeiserWillmar, WilbertMN Vault Co., Inc. Wayne Burial ST. Wilbert Rex Vault & Mausoleum Service, Welte VaultVault Co. Company SanLouis Antonio, TX Vault Company Lynchburg, VA Elmira, NY Indianapolis, IN Saint Louis, MO Inc., Newton, IL Danbury, IA Sunnycrest, Inc. Zeiser Wilbert Vault Co. St. Louis Wilbert Vault Co. West Plains Vault & Inc. Mfg. Co. Welte Vault Company, Suburban Monuments & Vaults Rocky Mountain Monument & Auburn, NY Elmira, NY St. Louis, MO Pomona, Danbury,MO IA Corp., Newark, NJ Vault, Sandy, UT



National Concrete Burial Vault Association, Inc. Member Application for Plant Inspection

Name of Plant ___________________________________________________________________________ Plant Mailing Address______________________________________________________________________ Plant Street Address_______________________________________________________________________ Plant Telephone_________________

Fax Number_______________________________________

Owner’s Name_____________________________ Evening Phone______________________________ Plant Manager/Contact Person__________________ Evening Phone_______________________________ Types of Outer Burial Receptacles Produced  Top Seals  Air Domes  Sectionals Other________________________________________________ Please return this application with full payment to: The National Concrete Burial Vault Association, Inc.

136 Keowee Street P.O.South Box 917525 Dayton, OHFL 45402 Longwood, 32791 (888)88-NCBVA (888) 88-NCBVA Fax Fax (937) (407) 222-5794 774-6751

20 NCBVA.ORG l| December 2012 20 NCBVA.ORG February 2014

For a NCBVA member in good standing, the Plant Certification Inspection fee is $1295.

NEWS

INDUSTRY

Trigard unveiled its new complete cast bronze recrafting program. Although Trigard Memorials is known for manufacturing beautifully intricate engraved bronze memorials and urns, their team of artists and craftsmen has extensive experience revitalizing cast bronze memorials. But Trigard Memorials recrafting goes beyond rejuvenating memorials. Trigard has developed a toolkit to help cemeteries and

Safety Focus Continued from page 11 Workplace-related topics: a) Surface conditions where the vehicle will be operated; b) Composition of loads to be carried and load stability; c) Load manipulation, stacking, and unstacking; d) Pedestrian traffic in areas where the vehicle will be operated; e) Narrow aisles and other restricted places where the vehicle will be operated; f) Hazardous (classified) locations where the vehicle will be operated; g) Ramps and other sloped surfaces that could affect the vehicle’s stability; h) Closed environments and other areas where insufficient ventilation or poor vehicle maintenance could cause a buildup of carbon monoxide or diesel exhaust; and, i) Other unique or potentially hazardous environmental conditions in the workplace that could affect safe operation. Refresher Training and Evaluation Refresher training, including an evaluation of the effectiveness of that training, shall

funeral homes reach their customers and generate revenue. The complete program promises to help funeral professionals develop new recurring revenue streams, build deeper relationships with existing customers, rejuvenate older cemetery sections and enhance pre-need programs. For additional information, contact Trigard at +1.800.637.1992.

be conducted, as required by rule, to ensure that the operator has the knowledge and skills needed to operate the powered industrial truck safely. Refresher training in relevant topics shall be provided to the operator when: a) The operator has been observed to operate the vehicle in an unsafe manner; b) The operator has been involved in an accident or near-miss incident; c) The operator has received an evaluation that reveals that the operator is not operating the truck safely; d) The operator is assigned to drive a different type of truck; or e) A condition in the workplace changes in a manner that could affect safe operation of the truck. An evaluation of each powered industrial truck operator’s performance shall be conducted at least once every three years. Be sure your operator training program is sufficient to inform your operators about the hazards at your workplace, and to conduct refresher evaluations as required to avoid costly accidents and potential OSHA citations! Take care and work safely! n

February 2014 | NCBVA.ORG 21

National Concrete Burial Vault Association “Serving the death care industry with the very best”

Dues Schedule

APPLICATION FOR National Concrete Burial VaultMEMBERSHIP Association

 Manufacturer Member Dues are based on total units sold at Dues Schedule this location.

Key Contact____________________________________Nickname_____________

    

 Manufacturer Member level: Please check appropriate Dues are based on total units sold at 1-999 Units .........$225 this location. 1000 - 1999 .........$350 Please check appropriate level: 2000 - 3499 .........$430  1-999 Units .........$225 3500 - 4999 .........$580  1000 - 1999 .........$350 5000 and more ....$700

 2000 - 3499 .........$430  3500 - 4999 .........$580  Associate Member.....$300  5000 and more ....$700

 Franchise .......$1000 AssociateGroup Member .....$300  Franchise Group .......$1000 Payment Information

Include payment with this completed Payment Information form. We accept Visa, MasterCard and Include payment American Express with this completed form. We accept Visa, MasterCard and American Express

 Check is enclosed

Please charge my Please charge my  Visa MasterCard  Visa MasterCard

 American Express Account #_____________________ Expiration _________________ Accountdate #_____________________ Expiration date _________________

Mailing Mailing Information

Information NCBVA

136 South Keowee Street NCBVA P.O. Box 917525 P.O. Box 917525 Dayton, OH 45402 Longwood, FL 32791 Longwood, FL 32791 (888)88-NCBVA (888) 88-NCBVA (888) 88-NCBVA Fax (937) 222-5794 Fax: (407) Fax: (407)774-6751 774-6751

www.ncbva.org www.ncbva.org

CODE OF ETHICS

“Serving the death care industry with the very best”

APPLICATION FOR MEMBERSHIP Title ______________________________________________________________

Company Name _____________________________________________________ Key Contact____________________________________Nickname_____________ Street Address _______________________________________________________ Title City______________________________________________________________ _____________________ State _______________ Zip __________________ Company Name _____________________________________________________

Phone ___________________________ Fax ______________________________

Street Address _______________________________________________________

E-mail ____________________________________________________________

City _____________________ State _______________ Zip __________________

Company Web Site ___________________________________________________

Phone ___________________________ Fax ______________________________ E-mail ____________________________________________________________

Company Web Site ___________________________________________________

 Check here if you prefer to have your mail sent to your home.

Home street Address _________________________________________ _____________________ Statemail ______________ City Check here if you prefer to have your sent to your home.Zip ___________ Home Phone _________________ Home Fax ______________________ Home street Address _________________________________________ City _____________________ State ______________ Zip ___________ Home Phone _________________ Home Fax ______________________

COMPANY INFORMATION  Burial Vault Manufacturer  Funeral Director COMPANY INFORMATION  Crematory  Cemetery  Burial Vault Manufacturer  Funeral Director

 Crematory

 Cemetery

 Doric  Wilbert  Eagle  Trigard Doric Trigard Services Con-O-lite  Wilbert  Other  Eagle Provide  Graveside  Con-O-lite

 Other

Provide Graveside Services

Metal Vaults  Plastic Vaults  Fiberglass Vaults

Metal Vaults  Plastic Vaults  Fiberglass Vaults  Adults  Oversize Offer sizes for  Children Offer sizes for  Children  Adults  Oversize Associate Member: 25 words lessyour about your product/services Associate Member: Tell Tell us inus 25 in words or less or about product/services

Please Please enroll in NCBVA today!  enroll meme in NCBVA today!

Signature indicates thatthat you you have have read and abidetobyabide NCBVA’s Code of Ethics Signature indicates readagree andtoagree by NCBVA’s Code of Ethics and the rules that govern the National Concrete Burial Vault Association. Signature and the rules that govern the National Concrete Burial Vault Association.isSignature is required before thisthis application can becan processed. required before application be processed. _________________________________________ _________________________________________ (Signature)

(Signature)

___________ (Date) ___________

(Date)

CODE OF ETHICS We believe that concrete is an ideal material for the construction of burial vaults for the interment of human remains and that

properlythat constructed burial vault is for worthy acceptance by public. Our for salesthe andinterment advertising We abelieve concreteconcrete is an ideal material the of construction ofthe burial vaults ofpolicies humanwill remains and that be governed by standards acceptable by the public and the funeral profession and by principles advocated by the National a properly constructed concrete burial vault is worthy of acceptance by the public. Our sales and advertising policies will Concrete Burial Vault Association, Inc. We pledge fair trade practices to our competitor, whose product we will not disparbe governed by standards the business public and the funeral profession by principles advocated by thefor National age. We shall conduct ouracceptable business onby sound principles, striving to build a and relationship of respect and conﬁdence Concrete Burial Vault Association, Inc. We pledge fair trade practices to our competitor, whose product we will not the burial vault industry with the public, with the funeral director and with the cemetery’s management. We will abide by the disparage.rules We shall conduct our business sound Burial business principles, striving to build a relationship of respect and confidence for and regulations of the Nationalon Concrete Vault Association, Inc., thereby contributing to a stronger and greater the burial industry with the public, with the funeral director and with the cemetery’s management. We will abide by the nationalvault industry. rules and regulations of the National Concrete Burial Vault Association, Inc., thereby contributing to a stronger and greater national industry.

NCBVA.ORG l December 2012

22 NCBVA.ORG | February 2014

August 2013 | NCBVA.ORG 23

NCBVA|136 South Keowee Street|Dayton, OH 45402-2241

The Bulletin The Bulletin is the bi-monthly publication of the National Concrete Burial Vault Association. We would very much be interested in hearing from you! Make sure to add us onto you mailing list for news releases about your company, special events, staff promotions or additions, and new products and services that would be of interest to the association and its members. We would also look forward to receiving any photos of products or installations you have, either color or black & white. If they are at least 300 dpi and 1 mg at 8 x 10 inch format, we will even consider them for the cover! And, we are also interested in receiving any thought leadership articles on industry trends and techniques, along with case study stories that promote the high standards of the association. (Or, if you just have an idea, let us know and we can write it for you or with you!) Please contact me at any time!