Lessons from lumber losses

By Lenelle Duecker Anderson & Anderson Insurance Brokers Glendale, Ca.

skip the rest of this article. But if you lock the doors and set the alarm to make it tough for thieves, these points will have value for you:

(l) 90-957" of all claims are behavior based. The rest are uncontrollable. When we really look at causes, they can be traced to:

. No training, inadequate training, or no refresher cours?s.

No formal safety policy and/or no compliance required.

Inattention, fatigue, a belief that if you do a job long enough without an accident you' re invincible.

. A management belief that safe practice slows down production. (Let's hope the next time you fly, the airline crew doesn't agree with you!) with change. Traditional buying habits and relationships are no longer the norm. Competitors are different, and so are customers. The progressive survivor looks for techniques, methods and sources to help cope with these changes.

(2) Companies that have effective safety programs report a positive impact on efficiency, productivity, morale and teamwork. Why? Common sense, respect, attention to detail, pride in one's job and company, and a sense of accountability to the whole will yield the results management wants. If you pigeon-hole safety, you'll get poor results.

(3) Everyone must prioritize safety, from the owner on down. Guide by visible examples (fill in potholes, repair loose wires, check the brakes), then set up a safety committee with guts. Make it high profile. No one wants to serve on the latrine brigade. Garbage in, garbage out.

(4) Thoroughly discuss causes of all your claims, including your past ones and those in the newspaper. Get your people to recognize the real causes ("lazy," "no training," "poor communication," "arrogant," "worried about home problems") by having them tell you what they are. That makes a buyin. Then, solicit ways to prevent this from happening at "our company." If your people don't take pride in working at your firm, whose fault is that?

Your line people can solve a lot of problems if they're asked for their opinion. rewarded for participation, and see the results. We've seen this happen in all workforces-old, young, male, female, high skill, low skill, all English/non-English speaking, night shift. union. etc.

Is it easy? Can you do itjust once? Are all your accidents over? No. But the future, more and more, will be controlled by firms who demand the best from their employees and treat them the best.

Train - What sports team doesn't? Why should business be less professional?

Open Up Communication - The ceo of 3M did not invent the Post-It.

Listen - Respect is a two way street; if your employees don't feel respected, how can you get top results?

Your competitors are doing these things, and that's where smart business is going.

Successful, progressive and profitable retailers have an attitude that includes: o Being inquisitive. o Having a strong desire to learn. o Realizing it takes money (but not a lot) to make money. o A focus on results. o Going to the outside to buy smarts (expertise, skills, etc.) when it is to their advantage, since each dollar spent this way may bring back $3, $4, sometimes $10 in results. o A "let's try it" spirit when it comes to new approaches, techniques and services. o A realization that there will always be change and learning how to use it to their advantage. o A focus on profitability.

Among the most common and cost effective survival techniques:

II Networking

Networking provides a clearinghouse of information. Usually networks are composed of other liketype, non-competitor dealers. It is most beneficial to associate with those who are approximately your size or a little bigger. Networks provide contacts for input, information, sources, and solutions to similar problems. Generally, they are held in person, but most often information is exchanged by phone, fax or mail.

! Roundtable

A roundtable's purpose is for liketype, non-competitor companies to focus on common problems and solutions. Discussions include detailed operational analysis with a key focus on common operating ratios. These one-on-one meetings are held several times per year in person and generally in a convenient, off-premises location.

Predetermined topics of vital interest are assembled by a roundtable facilitator. For best results, hire an experienced, out of the area consultanVadvisor specialist to conduct the session, one who understands your industry, your size company and its problems. Check the facilitator's references closely since this individual is a key factor in the success of the roundtable.