Bulletin June 2014 by NCBVA

June 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 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 Poul 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 6

Legal Focus

To Be Written or Not to Be Written – Should a Business Have Written Policies & Procedures? By Poul Lemasters, Esq., NCBVA Legal Council

Safety Focus

Workplace Accident Prevention Around Overhead Cranes By Ron Overton, Overton Safety Training, Inc.

8 12 15 19

HR Focus

Employee Rivalry: Deal With It! 5 tips for Managing Dueling Staffers By Barbara Jaurequi

Performance Focus

To Drive Performance, Manage the Whole Employee By Marty Martin, Psy.D.

Industry News Association Matters

ON THE COVER

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

ACS...................................................... 10

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

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

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

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

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

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

Rostine....................................................9

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

Trigard...................................................16

Edgmont.................................................8 2 NCBVA.ORG | June 2014

June 2014 | NCBVA.ORG 3

FOCUS LEGAL

To Be Written or Not To Be Written – Should a Business Have Written Policies & Procedures?

By Poul Lemasters, Esq. NCBVA Legal Counsel

Without a doubt, the most common document every business has is its “Policies and Procedures.” Every business has Policies and Procedures – it’s just a matter of how formal they may be. Some may write them, some may not; some may review them annually, some may not. The only question is really whether to write them down or not. There are two schools of thought when it comes to Policies and Procedures. Either write them down so you have a reference point, or write nothing down so you don’t have something that can prove your misdoings. These two thoughts are opposite extremes, and both have some valid considerations. Be clear that I am a proponent of writing things down; but let’s contemplate both sides.

Non-Written Policies and Procedures It does have a sense of simplicity (some may argue laziness). Not putting procedures in writing is a simple concept practiced by a large number of businesses. Understand that the reason most businesses do not put Policies and Procedures into place is purely by choice, not based on some grand plan. But, there is some logic to this concept. First, there is the idea of not being able to prove a violation of a Procedure if it’s not in writing. After all, if there is nothing in the book that says I can’t take a thirty-minute coffee break, then how do you tell me I am doing anything wrong? 4 NCBVA.ORG | June 2014

The problem with this argument is that Policies and Procedures (even if only verbal) are still binding. If everyone knows that you only get a fifteen-minute break, then that policy/ procedure stands. It may be harder to prove if it’s not in writing, but it still stands. There is also an argument of adaptation. Every business changes, and a business needs to adapt quickly in some situations. With written procedures a business can be limited as to what or how to proceed in some situations. Keep in mind, this rational is correct; but the problem is not written Procedures, it is poorly written Procedures that limit the business. The last, and probably the most convincing argument for not writing Policies and Procedures, is based upon improper procedures. The idea being that it is better to have nothing in writing than have something in writing that your business does not do. To this argument I agree. A business with poor or improper Policies and Procedures is potentially at a greater risk than a business with nothing written at all. For example, if a vault company has a policy/procedure that it always is responsible for the gravesite during the lowering of a vault, but it does not practice that procedure all the time, the business is leaving itself open to liability. Why Write Them? So if a business writes Policies and Procedures down incorrectly, what is the benefit of having them written? To name just a few reasons – consistency, accountability and transparency.

LEGAL FOCUS One of the biggest areas of potential liability is inconsistent practices. In the example above, responsibility at a gravesite, it is critical to not only identify the Procedure, but also to establish a consistent practice. Someone stating, “We do it this way all the time” is good. But showing that your Policy and Procedure manual has a specific Procedure on how you maintain responsibility at the gravesite is much stronger. In addition, your staff becomes accountable for their actions. Continuing with this example, your staff now has a written guide as to their responsibility at the gravesite. For the business, it has an objective standard to use for training and for determining who is doing their job correctly. If there is an issue, the written Procedure is the baseline to compare someone’s activity. Lastly, written Policies and Procedures provide a level of transparency. In today’s business world, it is critical that everything do have a certain level of transparency. Continued on page 17 About the Author Poul Lemasters’ professional career covers both funeral service and law. He now operates and is principal of Lemasters Consulting, Cincinnati, Ohio, a consulting business specifically for the funeral industry. He works with funeral home owners, funeral directors/ embalmers, cemeteries, and crematory owners and operators, and assists in areas of legal, compliance, regulatory, and business solutions. Lemasters also serves as ICCFA’s (International Cemetery, Crematory and Funeral Association) special cremation legal counsel and GPL compliance advisor. Working in the funeral industry for over 20 years and holding a funeral director’s license and embalmer’s license in Ohio and West Virginia, Lemasters’ experience includes managing both small and large funeral homes, as well as working with both independent and corporate owned funeral homes. And he is actively involved in local, state, and national funeral and cemetery associations. Lemasters attended Cincinnati College of Mortuary Science, graduating in 1996, and also went on to attend Northern Kentucky University, Chase College of Law, graduating in 2003. As an attorney, he is admitted to practice law in both Ohio and Kentucky. His law practice began in the area of civil defense work and includes serving as corporate counsel for Alderwoods during 2005-2006. As its corporate counsel, he advised on funeral home, cemetery, crematory, and insurance issues. He can be reached by phone at (513) 407-8114 and via email at poul@lemastersconsulting.com. Visit his website at www.lemastersconsulting.com. June 2014 | NCBVA.ORG 5

FOCUS SAFETY

Workplace Accident Prevention Around Overhead Cranes In keeping with the theme of “Employer Awareness” with regard to preventing workplace hoisting equipment accidents, and required training/qualification of the employees, the next piece of equipment we should discuss are the overhead cranes. These are what the majority of our member burial vault and precaster’s might have at their facilities. Operating Hazards There are multiple types of overhead cranes. However, while each type may present a slightly different operating hazard, the majority of the operating safety hazards are similar. For simplicity, let’s break the multiple overhead crane categories down into two main categories for ease of comparison. They are cab operated and remote operated. Cab Operated: These would include under-hung bridge cranes, top running bridge cranes, and gantry and semigantry cranes. The operator actually sits in and operates these from an overhead operating station, which travels with the crane bridge as it moves across the building. These are usually greater than 25-ton capacity cranes, and are used in large warehousing facilities. Remote Control: These would include wall cranes, jib cranes, under-hung bridge cranes and top running bridge cranes, where the operator remains on the ground close to the load being moved, and operates either from a wireless 6 NCBVA.ORG | June 2014

By Ron Overton

or pendant remote control. These are usually three to 25-ton capacity cranes used in various manufacturing facilities and uses. Operating Safety Hazards There are applicable operating safety hazards common to both categories. A Load swing, load movement, or load set down, causing unintentional contact with objects, other equipment or personnel. B Traveling the load prior to being completely elevated off the ground, causing scraping of load on surface and damage to load, surface, or other objects. C Using hoisting wire rope (chain), lift devices (hook), or rigging that meets or exceeds rejection criteria potentially causing hoisting failure. D Exceeding the overload crane, hoist wire rope (chain), lift device (hook), or rigging rated capacity, potentially causing hoisting failure. E Unsafe or incorrect rigging used to securely the attach load to a hoisting device, potentially causing hoisting failure. Workplace Hazards Workplace type and conditions are also factors in hazards commonly associated with the use of overhead cranes. For example, manufacturing facilities often face greater challenges than other worksites in maintaining pedestrian and mobile equipment safety. Reducing Hazards Determining the best way to protect workers from injury largely depends on the site where the overhead crane is being used. Employers

SAFETY FOCUS must ensure that each overhead crane operator is competent to operate the crane, as demonstrated by the successful completion of the training and evaluation. OSHA and your local State OSHA require operators to be trained on the safe use of any type of power equipment, and this includes overhead cranes. 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 and to evaluate that competence person prior to their operating the equipment without direct supervision. Training should 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.

Identify the working area hazards above from the list below

_____ Below the hook devices not stowed properly _____ Product or material on ground _____ Obstructed visibility due to a barrier _____ Compressed gas cannister _____ Trip hazard left in aisle _____ Material risers or holders _____ Personnel entrance(s)

Training Program Content Overhead crane operators should receive initial training in the following topics, except in topics which the employer can demonstrate are not applicable to safe operation of the crane in the employer’s workplace. Crane-related Topics Include: A Operating instructions, warnings, and precautions for the types of overhead cranes the operator will be authorized to operate; B Operating and capacity rating limitations; C Controls and their movements--where they are located, what they do, and how they work for bridge, trolley, and hoist;

D Attaching loads, hoisting, load movement, stopping, lowering, and load placement to ensure load control and stability; E Visibility (including restrictions due to loading and movement); F Hook or hoisting attachment adaptation, operation, and use limitations; Continued on page 17

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 (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. June 2014 | NCBVA.ORG 7

FOCUS HR

Employee Rivalry: Deal With It! 5 Tips for Managing Dueling Staffers

By Barbara Jaurequi

Child Psychiatrist David Levy introduced the term “sibling rivalry” in 1941. Self-explanatory in its terminology, the concept of sibling rivalry is easy to grasp. The mechanism of employee rivalry works essentially the same way, with the employees in a competitive relationship, striving for greater approval from their employer or manager. Many managers, in a desperate attempt to be perceived as “fair,” find themselves going crazy as they try to distribute praise evenly and acknowledge hard work equally. Moreover, when they are delivering criticism to one, they feel compelled to deliver it to the other, whether he or she deserves it or not, so they aren’t accused of playing favorites. Rivaling employees who are constantly trying

to “best” each other don’t always deliver superior work because of their competition. In fact, the animosity they feel toward one another can stifle their creativity and cause them to deliberately undermine their “opponent’s” efforts. Furthermore, the tension between them can corrupt the attitudes of other employees and cause managers to lose objectivity regarding the rivalry. Managers who recognize troublesome rivalries between two or more valuable staff members, should seek to resolve these rivalries before they upset otherwise harmonious workplaces. The following is a list of tips that are easy to enact. Consistent application of these suggestions is likely to eliminate or lessen the negative impact of employee rivalries.

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HR FOCUS 1. Collect data. Managers should keep their eyes and ears open when milling amongst their staff. Observe the two rivaling staff members as they interact with each other. Notice attitudes, body language, and temperament. Pay close attention to the things that trigger negativity. Write your observations down. See if you can identify patterns of behavior. The important thing is for managers to recognize the symptoms of the problem such as arguing, gossiping and tattling on each other. Total resolution of employee rivalry may not be possible in certain circumstances; that’s when symptom management becomes the goal. Effective management of the symptoms of employee rivalry can significantly improve an otherwise hostile work environment for everyone concerned. 2. Be willing to separate rivaling employees to reduce tension. This particular tip is a good way for managers to solve their rivalry problems with minimal managerial exertion. Consider, for example, that some personalities are very strong and, while not offensive to the majority of coworkers, may grate on the nerves of other employees. It is often like this with rivaling employees: they just don’t like each other. Their dislike for one another causes them to be overly observant about what the other is doing or not doing. They are too aware of the other’s responsibilities, deficiencies, and positive qualities (which are usually deeply resented). Even the most brilliant conflict resolution specialist would not be able to overcome this sort of interpersonal problem, because the problem is personality based and personality traits are enduring aspects of the self. They don’t change. Therefore, managers’ willingness to move people around could help reduce the kind of tension that leads to declines in productivity and employee morale. It may also reduce the number of “tattle-tale” sessions managers have to endure. 3. Know your limits. Managers need to decide how much energy they should spend on the problem of employee rivalry. If it has become a major disruption in the office, managers should address the problem with a plan for resolution in mind. On the other hand, if “conflict resolution” meetings are nothing more than fodder for drama loving gossipers, a simple, private discussion with each of the rivaling employees would be a better way to go. Specifically, don’t make a big deal out of a small matter that might correct itself in time, but don’t ignore a spreading cancer either. 4. Don’t strive for perfect fairness. Managers should not expect themselves to be perfectly fair, as per the opinions of rivaling employees. Rather, managers should strive to treat their employees impartially. For example, if you decide that one employee should be given an extra week to complete a particular project for whatever reason you deem worthy of the extension, then do so. But be prepared to do the same for the other employee if and when that employee needs extra time. June 2014 | NCBVA.ORG 9

HR FOCUS

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However, don’t automatically extend the other employee’s deadline whether it’s needed or not just to be “fair”. Make your decisions on a case by case basis. If one employee comes to you crying “Unfair!” simply tell the employee that he or she does not have, nor is he or she privy to, all the information that went into your decision. Stick to your guns. Be unemotional, calm, deliberate, and firm. Managers should not explain certain decisions or they will open themselves up to an inappropriate debate with a subordinate. 5. Conduct an honest self-appraisal of favortist behaviors. It’s important for managers to be aware of how their behaviors and attitudes may be perceived by those they supervise. It’s only natural for managers to have preferences when it comes to personalities and work habits. You may have a particular affinity for an employee who has, for example, a similar sense of humor as yours. Unintentionally, you may be favoring that person to a degree that is obvious and offensive to your favored employee’s rival. Consider if your preference for one employee over another is personality based or is that employee truly superior in terms of quality of work? If your favoritism is fueled by the former, it would be wise to check that! Better for you to make some behavioral changes than for you to lose a valuable employee who legitimately views your management style as inequitable. One final thought about conflict resolution: Do some research about best practices before launching into a process with which you are totally unfamiliar. Better yet, get some hands on direction about how to proceed. You will gain indispensable knowledge about how to handle similar situations in the future. Any consulting fees you may pay for such training would be money well spent. You will learn where, when, and how to conduct resolution sessions. You will learn how to be objective, judicial, and specific when laying out your directives and expectations and you won’t be blindsided by new cases of employee rivalry in the future as you are sure to encounter them as long as you are managing humans. n

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ABOUT THE AUTHOR Barbara Jaurequi, a Licensed Marriage and Family Therapist and Nationally Certified Master Addiction Counselor, speaks on a variety of personal and professional topics and is the author of A.C.E.S. – Adult-Child Entitlement Syndrome, available on Amazon and other online booksellers. A.C.E.S. teaches parents of adult-children how to compassionately launch their adult-children into the world of personal responsibility in a straight-forward stepby-step approach. Contact Ms. Jaurequi by email at Barbara@BarbaraJPublications.com or phone her office at (909) 944-6611. June 2014 | NCBVA.ORG 11

By Marty Martin Psy.D.

The term “human resources management” is essential in business. But have you noticed that the majority of the literature about the topic focuses on the “resources” and the “management” aspects but barely addresses the “human” element? As a result, most managers see their employees as resources to be managed, and not as a whole person that can contribute so much more. Managing the whole person means acknowledging that everyone is multidimensional and has numerous roles to balance in life—all of which affect job performance. However, this goes much deeper than simply work-life balance. It’s about recognizing all aspects of an employee to ensure a work-life “fit” that benefits the company and each individual. In fact, when you focus on the whole person rather than just on an employee’s work performance, you build more meaningful connections with employees, which results in greater loyalty and productivity. Following are some suggestions for better managing the whole employee. See the input, not just the output, of each employee. When managing the whole person, you need to look beyond the person’s job description. 12 NCBVA.ORG | June 2014

Look beyond the output (the deadlines, the expectations, and the day-to-day job duties) and start looking at the input factors, as these determine the quality of the output. Input factors are the drivers and drainers in the employees’ lives that affect their job performance. Some typical input factors include: ◗ The employee’s best time of day to get work done ◗ What’s going on in the employee’s family ◗ The employee’s physical, mental, and emotional health ◗ Other stressors the employee has, such as being a caregiver to aging parents, being pregnant, being the only income-earner in the home, etc ◗ What community or hobby events the employee is committed to Basically, it’s about paying attention to all of the different drivers and drainers of what motivates employees to either perform at the level of acceptable performance, to go above and beyond an acceptable level of performance, or to underperform to expectations. Because all of the various inputs affect the overall output, being aware of the input makes good business sense. Acknowledge that everyone is multidimensional. Many managers believe that finding out about

their employees’ lives outside of the work role is intrusive. They don’t want to ask personal questions for fear of appearing nosey. The good news is that you don’t have to ask questions to find out about people. You simply have to acknowledge the clues that are all around you. For example, if you see photos of children in someone’s office, you don’t have to ask, “Are those your kids?” You can simply comment, “Those are beautiful children.” With that one acknowledgment, most people will open up, tell you who the children are, and offer lots more personal information. Likewise, if you see sports gear stashed away in a corner of someone’s cubicle, you don’t have to ask, “Do you play tennis [or whatever sport is evident]?” Instead, you can comment, “I’ve always been interested in tennis.” Again, the person will naturally start talking about the sport, the team or league she’s on, her accomplishments, and so much more. While it’s true that most people don’t want to sit through a session of 20 questions with their manager, they do enjoy being acknowledged— not just for their work, but also for their other interests.

not looking at the big picture of what the organization accomplishes; rather, they are focusing on the day-to-day stressors, the errors, the requests for time off, or the employee’s lunch hour that was really an hour and a half. By keeping your eye on the day-to-day details, you’re missing the big picture of what your people really contribute. In essence, you’re adding undue stress on everyone—including yourself. Of course, details are important, but it’s also vital to take a step back and look at the big picture so you can see your employees as people and not as parts of a machine to be fixed. Take Management to a “Whole” New Level When you put the “human” element back into human resources management, you’re acknowledging the needs of the employees so they can perform better. When employees feel recognized as more than just a number on a monthly report, they tend to give you more discretionary effort or what’s called “citizenship behavior,” where they’re supportive of other employees and of the organization as a whole. As an added benefit, when employees are more supportive of their managers, the manager’s workload becomes less stressful too. Ultimately, the sooner you recognize all the drivers and drainers that impact people and then manage them, the sooner you’ll be able to create a high-performing team. n

Look at the big picture, not just the day-today details. The average full-time employee works 2,080 hours per year…at the office. That doesn’t include time the employee puts in at night and on the weekends. With ABOUT THE AUTHOR all of today’s technological innovations, more and more people Dr. Marty Martin, known for his state-of-the art content presented in an engaging, dynamic fashion, has been are connected to work 24/7, speaking and training nationally and internationally for even while on vacation. As the many years. His second book, Taming Disruptive Behavior, separation between work and life will be published by The American College of Physician becomes narrowed—what many Executives (ACPE) in 2013. He is currently working on people are referring to as a “blur” of roles—a person’s ability to focus his third book, Do You Have Career Insurance? Dr. Martin is the Director of the Health Sector Management MBA intently on any one role becomes Concentration and Associate Professor in the College of more difficult, resulting in errors Commerce at DePaul University in Chicago, Illinois. For and burnout. more information to obtain a free chapter of Do You Have In many organizations the Career Insurance? please visit his website: http://www. managers set the expectation drmartymartin.com. for this blur because they’re

June 2014 | NCBVA.ORG 13

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14 NCBVA.ORG | June 2014

NEWS

INDUSTRY

New Features Added to DoricLink Doric Products has added some impressive new features on the Doric iPad app, DoricLink. The app is proving to be an incredible tool for funeral directors with an overwhelming amount of positive feedback about how beneficial and impactful this new tool has been. Since the initial release, two videos have been added to the app. These are located right on the home screen as a great way to begin the vault presentation. There is an informational video that explains what a burial vault is, the necessity of a burial vault, and some of the basic features of a vault. This is a great educational piece to help families make a more informed decision. A brand new personalization video has also been added. This video is incredibly heartfelt and has the ability to, with no spoken words, relay exactly how a cemetery service can be a meaningful reflection of one’s life. To fully showcase all of the personalization options available, an interactive personalization feature has been added. Each of the vaults that have personalization as an option now have the ability to display the full color personalization images directly on that vault selection. This allows for a better representation of what the image will look like on that particular vault. The metal nameplates, metal emblems, and vinyl military emblems can also be shown on the vault choice with this interactive feature. While loaded with information, DoricLink® is very user friendly and easy to navigate. The seamless technology provides funeral directors an ease at which to showcase their products and go over all of the pertinent details. The app can be displayed directly on an HDTV screen allowing the funeral director to effortlessly show their vault products during an arrangement meeting to as many people as necessary. Whether it be a one on one meeting or a group setting, the funeral director does not need to worry about excluding

anyone from the decision making process. The application works great in both preneed and at-need situations. The convenience and accessibility of the app make it a great choice when traveling outside of the funeral home. At the touch of a fingertip you can access the entire Doric product line, get additional information about the products when families have questions, as well as have your pricing incorporated directly into the app. The app is also customizable for each funeral home location, showing only the products that are available to that funeral home. Doric is dedicated to making sure the appropriate tools are available to help everyone succeed. For more information, please go to www.doric-vaults.com or call 1 (888) 55-DORIC. Ivy Tech Students Win Trigard Scholarships Trigard awarded two $250 scholarships to Ivy Tech students Kelly Alvarez, a mortuary Continued on page 21

(From L to R) Ethan Darby, Trigard Director of Business Development; Linda Darby, Trigard Chief Executive Officer; Arthur Lax, Ivy Tech Mortuary Science instructor – East Chicago campus; Kelly Alvarez, Ivy Tech mortuary science student and Trigard scholarship winner; Nhyema Ward, Ivy Tech Mortuary Science instructor; and Blake Swinford, Trigard Project Manager. June 2014 | NCBVA.ORG 15

SAFETY FOCUS (Continued from page 7) F Any daily or preoperational inspection that the operator will be required to perform, along with rejection criteria for such inspection items; and, G Electrical breaker or emergency power shutoff location;

Workplace-related Topics Include: A Area conditions where the crane will be operated; tripping, obstruction or contact hazards; B Composition of loads to be hoisted; C Proper selection and use of appropriate rigging for load stability and control; D Rigging inspection/rejection criteria; E Pedestrian traffic in areas where the crane is operating; F Narrow and other hazardous places where the crane will be operated; and, G Other unique or potentially hazardous environmental conditions in the workplace that could affect safe operation. Refresher Training and Re-Evaluation Refresher training, including a re-evaluation of the effectiveness of that training, should be conducted, as required by employer LEGAL FOCUS (Continued from page 5) Just one example of this can be seen in recent trends in the insurance industry for deathcare profession. More and more insurance companies are demanding full written Policies and Procedures for the businesses they insure. Why? Because the insurance company needs a clear view of not only the business itself, but also of the issues the business deals with and the solutions to these issues. Insurance companies no longer insure a deathcare business based on the owner saying, “I handle burials –I know what I am doing.” Insurance companies need to know the inner workings of the business so it can properly rate the risk. I leave you with this common scenario as a final argument in support of written Policies and Procedures. A lawyer calls you and 16 NCBVA.ORG | June 2014

observation. This is done to ensure that the operator has the knowledge and continuing skills needed to operate the overhead crane safely. Refresher training in relevant topics shall be provided to the operator when: A The operator has been observed to operate the crane 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 crane safely; D The operator is assigned to drive an entirely different type of crane; and/or, E A condition in the workplace changes in a manner that could affect safe operation of the crane. Be sure your operator training program (and record keeping) is sufficient to inform your operators about the hazards at your workplace, and demonstrates initial competency and skill. Conduct refresher evaluations as required to avoid costly accidents and potential OSHA citations! Take care and work safely! n

states they are representing the Smith family over an issue at a recent graveside service where the casket fell into the grave. You notify your attorney and discuss what may or may not have occurred. The attorney for the family talks with your attorney and early on asks for one thing – a copy of your policies and procedures. If you have none, what picture is painted about your business? If you have bad ones, where do you think you stand? But, if you have solid Policies and Procedures that you can show you followed, how quickly can this be resolved? The potential liability is always around your business, and there is nothing you can do to fully limit your liability. There are steps you can take to reduce your liability, and properly written Policies and Procedures are one of those steps. n June 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 Concrete Products, Inc. Orlando, FL 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 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 Carolina Doric, Inc. Florence, SC

18 NCBVA.ORG | June 2014

Cemex Callaway R/M Precast Lake Worth, FL Central Burial Vaults, Inc. Oklahoma City, OK Central Burial Vaults, Inc. Tulsa, OK 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 and Company Smiths Falls, ON Creter Vault Corporation Flemington, NJ Crummitt & Son Vault Corp. Martins Ferry, OH D of K Vaults, Inc./Gray Brothers Columbus, OH D of K Vaults, Inc./Gray Brothers Iola, KS D. G. Robertson, Inc. Williston,VT Dardanelle Vault & Monument Co. Dardanelle, AR Deihl Vault & Precast Inc. 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 Esterly Burial Vault Company West Reading, PA Evans Eagle Burial Vaults Leola, PA Everlasting Vault Company Randallstown, MD Fond Du Lac Wilbert Vault Co. Fond Du Lac, WI 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 Hairfield Vault Company Morganton, NC Hardy Doric, Inc. Chelmsford, MA Harn Vault Co. Massillon, OH Harris Precast, Inc. La Porte, IN Hicks Insustries, 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 MG Vaults LLC Worthington, MN Milan Vault, Inc. Milan, MI Minchew Sand & Concrete Products, Inc. Waycross, GA Minnick Services, Inc. Fort Wayne, IN Montgomery Vaults Rockville, MD Neher Burial Vault Springfield, OH NOR-DON Vault Company, Inc. Strafford, MO Northern Precast Hudson Falls, NY Northwest PA Burial Svc., Inc. Cochranton, PA Norwalk Vault Company Bridgeport, CT Odon Vault Company, Inc. Odon, IN June 2014 | NCBVA.ORG 19

Sunnycrest Inc. West Plains Vault & Mfg. Omaha Wilbert Vault Rooks Vault & Monument Auburn, NY Omaha, NE Fort Valley, GA NCBVA Certified Vault Manufacturing PlantsCompany Pomona, MO Ostwalt Vault Company S.E. Cemeteries of West Virginia, Inc. Superior Vault Company (Continued) Bryantown, MD Prosperity, WV Western Michigan Burial Vault Concord, NC Muskegon, Superior Burial Vaults, Inc. Saline Vault Co. Whitman VaultMI Co. Superior Vault Company Saginaw Palm Vault Co. Pennsylvania Concrete Vault Co. Salt Lake City,IN UT SweetSaginaw, Springs,MI MO Whitman, Charlestown, Whitman Vault MA Co. Ada, OKPA Greensburg, Superior Vault Co. Santeiu VaultsCompany Inc. Wicomico Vault Perfection Whitman, MACo., Inc. Superior Vault Company, Ltd. Saline Vault PanhandleVault Vaults Bryantown, MD Livonia, MI Salisbury, MD Woodson, IL TX Mississauga, ON Sweet Springs, MO Wicomico Vault Company, Inc. Amarillo, Superior Vault Co. Sexton Wilbert Corporation Wieser Precast Phenix Vault Salisbury, MD Temple Vault, Inc. Sam Green Vault Company Patriot Vault & Precast Charlestown, IN Bloomington, IN Stewartville, MN Phenix City, AL CentralVault City,Co., ARLtd. Lynchburg, Wieser Doric Vault Co. Park Hills, Superior Sheldon Vault Co. VA Wieser Doric Vault Co. Pioneer Vault, Inc.MO La Crescent,MN MN Mississauga, Sheldon, IA Inc. LaCrescent, Doylestown, Concrete PA Temple Vault, Inc.Ont., Canada Santeiu Vaults, Pennsylvania Vault Swan’s Concrete Shore Vault & Precast Wilbert Burial Vault Co. PoplarCompany Bluff Doric Vaults, Inc. Harvey, AR Products Livonia, MI Co. Wieser Precast Westbrook, ME Exmore, VA Atlanta, GA MN Poplar Bluff, MOPA Stewartville, Johnstown, Turner Vault Company Shore Vault & Precast Company Turner Vault Company Simerly Concrete Products, Inc. Wilbert Burial Vault Co. Precast Concrete Products, Inc. Northwood, Exmore,VA Wilbert Burial Vault Co. Perfection Concrete Toledo, OH OH Bristol, TN Waycross, GA Blissfield, MI Traverse City, MI Vandalia, IL Vanden Boomen Burial Vaults Vanden Boomen Burial VaultsInc. Inc. SI Funeral Services Simerly Vaults, Inc. Wilbert Burial Vault Co. Precision Precast Inc. Appleton, WI Appleton, WI Fairport, NY Wilbert of NorthMITexas Phenix Vault Knoxville, TN Muskegon, Pittsfield, MA Vanden Boomen Burial VaultsInc. Inc. Grapevine, Phenix Southern Ohio Vault Co. Wilbert BurialTX Vault Co. Quality Burial City, VaultAL Co. SI Funeral Services Vanden Boomen Burial Vaults, Wausau, WI WI Portsmouth, OH TX Traverse MI Houston, TX Co, Inc. Cedar Hill, Wilbert VaultsCity, of Houston, Inc. Pioneer Vault Kronenwetter, Vincent & Son, Inc. Southern Vault Service Wilbert Services Rex Vault Service PA Houston, TX Doylestown, Simerly Concrete Products, Inc. Vincent, J.P. & Sons Inc. Galena, IL Blakely, GA Lancaster, NY Newton, IL Bristol, TN Williams Vault Company Precast Concrete Products, Inc. Galena, ILWilbert Washington Spoerr Precast Concrete Wilbert Vaults of Houston, Inc. Rocky Mountain Monument/Vault Emporia,VA Blissfield, MI Vault Works Inc. Simerly Vault, Warga Concrete Products Sandusky, OHInc. Houston, TX Sandy, UT Laurel, MD IN Knoxville, TN Willmar Precast Company Precision Precast Inc. Fort Wayne, SI Funeral Services Willbee Concrete Products Roland-Wilbert Vault Co. Warga Concrete Products Inc.Inc. Willmar, MN Pittsfield, Cedar Hill,Ohio TX Vault Company Jackson, MI Clinton, IA MA Southern Washington Wilbert Vault Works, Fort Wayne, IN Services OH Williams Wilbert Roland-Wilbert Vault Co. Service, SI Funeral Portsmouth, Wimmer Manufacturing Rex Vault & Mausoleum Laurel, MD Watts Vault & Monument Co. Gerard, PA Des Moines, Marion, New Castle,IA IN Inc. IANewton, IL Southern Vault Services, Inc. Watts Vault & Monument Des Moines, IA SI Funeral Services Williams Vault Company Saginaw Wilbert Vault Corp. Blakely, Youngstown Burial Vault Rocky Mountain Monument & Company Wayne Burial Vault Co., Inc. Parsons, KS GA Emporia, VA Saginaw, MI Company Vault Des Moines, IA Indianapolis, IN Precast Concrete, Inc. SISpoerr Funeral Services Willmar Precast Co. Sam Green Vault Corp. Youngstown, Sandy, UT Welte VaultVault Co. Company Sandusky, Wayne Burial San Antonio, TXOH Willmar, MN OH Lynchburg, VA Danbury, IA Roland Wilbert Vault Co., Inc. Indianapolis, IN Sunnycrest, Inc. Zeiser Wilbert Vault Co. St. Louis Wilbert Co. St. Louis Wilbert Vault Company West Plains Vault & Mfg. Co. Marion, Auburn, NY MO Elmira, NY St. Louis, MOIA St. Louis, Welte Vault Company, Inc. Pomona, MO Danbury, IA



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 20 NCBVA.ORG June 20142012

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

INDUSTRY NEWS (Continued from page 15) science student at Ivy Tech Community College in East Chicago, Ill, and Megan Valdes, a mortuary science student at Ivy Tech Community College in Indianapolis, Ind. Trigard Chief Executive Officer Linda Darby, Director of Business Development Ethan Darby, and Project Manager Blake Swinford made Ivy Tech Community College Class of 2014 visits the Trigard the presentation at the facilities. East Chicago Ivy Tech campus. They also educated the class about many facets of the death care industry and the importance of bringing passion to the profession. The Indianapolis students traveled to Danville, Illinois, to visit the Trigard manufacturing facilities, Trigard University, and Sunset Funeral Home, owned by the Darby family. (From L to R) Mike Hurt, Ivy Tech Mortuary Science instructor— Indianapolis campus; Megan Valdes, Ivy Tech mortuary science student and Trigard scholarship winner; Drew Edwards, Sunset Funeral Home General Manager; and Blake Swinford, Trigard Project Manager.

Calender July 24, 2014 2:00-3:00 PM FAMIC Introduction Webinar Have the Talk of a Lifetime Your office, your computer September 25, 2014 2:00-3:00 PM FAMIC Introduction Webinar Have the Talk of a Lifetime Your office, your computer

Karen Ann Harn

Provided by Atkinson Feucht Hare Funeral Home Massillon Chapel

Obituary Karen Ann Harn Born: Thursday, December 14, 1944 NCBVA was 10, 2014saddened to learn that Karen Died: Monday, March Karen Ann Harn, Harn, 69, of Massillon, passed away Monday Ann of Massillon, Ohio, passed evening, March 10, 2014. Born in Massillon, December 14, 1944, the daughter of the 10, 2014. She away on Monday, March late Eugene E. and Annabelle M. (Vesey) Harn, Karen graduated from Perry High School withwas the Class ofa 1962, was 69. Karen long-time supporter and received her undergraduate degree from the Medill School of Journalism, Northwestern University. She was the of NCBVA, having served as President in first summer intern hired by the former Evening Independent prior to accepting a position on the staff of “The Goodrich,” 1979, and was one of the founders of the in-house newspaper of the former B.F. Goodrich Co. She remained with Goodrich until succeeding each of her parents Doric Products, as the owner and president of Harn VaultInc. Service. Karen had also served as a past president of the National Concrete Burial Vault Assn., founder and secretary-treasurer of She was a member ofas aCentral Presbyterian Church Doric Products, Inc., and as secretary-treasurer of the Doric Vault Manufacturer’s Assn. She was a member of Central of Massillon, andPresbyterian in her leisure time enjoyed reading, Church of Massillon and in her leisure time Service Summary enjoyed reading, writing, clothes shopping the company writing, clothes shopping and theandcompany of her loyal Visitation of her loyal companions, “Thurber” and “Woodsie.” 6:00 PM to 8:00 PM, Mon Mar 17, Predeceased by her parents; and cousins, Maryann companions, “Thurber” and “Woodsie.” 2014 (Rosenberger) VanOss and Ronald L. Huff; Karen is survived 10:00 AM to 11:00 AM, Tue Mar 18, by her cousin Robert W. (Modean) Huff, of Cortland, canShe be sent to staff 2014 Condolences Ohio. is also survived by the dear the and treasured friends of Harn Vault were her “work family,” the staff of Harn Vault Service. Service at 1109who Jackson NW, OH 44646Atkinson Feucht Hare Funeral services will be Ave. at 11:00 a.m., Tuesday, Massillon, March 18, 26 2nd St NE 2014, at Atkinson Feucht Hare Funeral Home in Massillon, Ohio 44646 2999. Massillon. Rev. Larry Lalama will officiate and burial will Funeral Service 11:00 AM Tue Mar 18, 2014 Atkinson Feucht Hare 26 2nd St NE Massillon, Ohio 44646

follow in Massillon Cemetery. Friends are invited to call at the funeral home Monday evening, March 17, 2014, from 6-8:00 p.m., and on Tuesday morning one hour prior to the services, from 10-11:00 a.m. Memorial contributions have been suggested in support of the ministry of Central Presbyterian Church, 47 - 2nd Street NE, Massillon, OH 44646; to the Massillon Public Library, 208 Lincoln Way East, Massillon, OH 44646 or to the Humane Society of Stark County, 5100 Peach Street NE, Louisville, OH 44641

June 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

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

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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 | June 2014

August 2013 | NCBVA.ORG 23

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

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24 NCBVA.ORG | June 2014