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October 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

2 NCBVA.ORG | October 2014

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 9 11 13

Legal Focus

Five Issues When Your Family Members Work for You By Poul Lemasters, Esq., NCBVA Legal Council

Safety Focus

New Boom Truck Operator NCCCO National Certification Classification By Ron Overton, Overton Safety Training, Inc.

Leadership Focus

Your Leadership DNA By Joelle J. Kay, Ph.D.

Personnel Focus

You CAN Lead Through Change - Four Steps to Help Your Staff Adapt

By Chuck Inman

17 19 21

OSHA Focus

New OSHA Requirements for Reporting Workplace Injuries

By Frost Brown Todd, LLC

Association Matters Industry News

ON THE COVER

– The team at Chesapeake Burial Vault Company (www.chesapeakevault.com) pours concrete into a vault mold at their plant in Barclay, Maryland, during a plant tour as part of Trigard’s national dealer convention in 2013 ADVERTISING INDEX Accurate..................................................5

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

ACS...................................................... 16

Long Machine Co. ............................... 14

Axis...................................................... 10

Overton Safety Training...........................8

Crescent Bronze......................................8

Paws & Remember................................15

D & C Supply...........................................8

RoMix...................................................18

Doric.......................................................8

Rostine..................................................12

Edgmont.................................................6

Trigard.........................Inside Back Cover

October 2014 | NCBVA.ORG 3


FOCUS LEGAL

Five Issues When Your Family Members Work For You What a proud day. You’ve worked for years to build your business. Not only has your business thrived and help you provide for your family – now your business can support your family by employing them. After all, your workplace is great. You have a great rapport with your employees - and they love you and your family. It’s a perfect plan; what could go wrong? Plenty! From hiring to firing there are a lot of pitfalls when it comes to hiring your own family in the workplace. 1) Hiring: It all starts at day one. Employers are so nervous when it comes to hiring someone new. There’s the application, the interview, the reference checks, and the back ground checks. But then when it’s family, it’s just, “Here you go; you start tomorrow.” With family it’s critical to make sure you do everything just like they were another employee. Keep in mind, your family may turn against you and cause an issue, but think of how your other families may use it against you. As an example think about how and what amount you pay your family employee. Make sure that their wages match the level of experience, responsibility, and performance that the job demands. If your son is going to be a helper around the business and work random days/hours each week, then pay accordingly. Do not start paying him a $30,000 salary when the 4 NCBVA.ORG | October 2014

By Poul Lemasters, Esq. NCBVA Legal Counsel

position does not demand it. If you do, you may be setting yourself up for a claim against another employee who says they deserve more. Also, make sure that day one starts off with very clear expectations and goals of their position with the firm. All too many times children of the owner do not know what is expected of them or do not know their role so it causes issues. Make it clear to the new employee and also to other employees. If it is not discussed it will be the 400 pound gorilla in the room – so just acknowledge it up front. Lastly, consider some qualifications for family members to work in the family business. One common qualification when it comes to family businesses is making the incoming family members work outside the firm before working for the family. The job may be in the field or outside the field, the choice is yours, but it gives a level of credibility to their experience and value before starting a path with the family firm. 2) Responsibilities: As mentioned briefly above, responsibilities of family employees are a critical issue. So many times family employees believe they are exempt from the day-to-day responsibilities that affect everyone in the workplace. Consider the example of the wife of the owner who is the office assistant and comes to work every day, but instead of the 8:30 am start time it’s a bit closer to 9:30 am. On top

LEGAL FOCUS of that there are the For a family business, it is extended lunches and the kids that important to go beyond the typical are a priority over policies and procedures and have the business very detailed outlines of who can schedule. This may sound decide what, and how. common and may not sound like a big deal – but it is a bad scenario in a workplace. Employees that are punished for late starts will have a claim and defense when there are others allowed to abuse or ignore the policy. Consider it another way. Now you have an employee that is abusing the same thing – late start, long lunch, not abiding by the schedule. You want to punish the employee but are limited because of your treatment to others. In fact, if you pursue the issue and possibly fire them for their actions they may have a claim of discrimination against you based on your nepotism. Holding all employees to their responsibilities is key to allowing you full authority to enforce your policies and procedures. 3) Decisions: Everyone in the business has some level of decision-making authority. A common problem with families is when the limit and the ability to oversee the decisions are lost. Too many times family employees do not realize the authority – or the limit of their authority – when it comes to decisions. Abuse of the decision making process can range all the way from company paid lunches to buying a new vehicle, and lots in between. Your niece has just started working in the business along with your daughter who has been there for a year. They are both young and new to the business, but both work hard in the eyes of their parents. As the weekend approaches your niece decides to change the schedule and before leaving lets everyone know that your daughter is covering for her this weekend – not her. She leaves and when your daughter finds out she picks yet another person to cover this weekend. Both your niece and your daughter have changed the schedule. Is this in either of their authority or decision making ability? Again, clear roles and guidelines are critical in these situations. But, there must also be a framework for everyone to work within. For a family business, it is important to go beyond the typical policies and procedures and have very detailed October 2014 | NCBVA.ORG 5


LEGAL FOCUS

LEGAL FOCUS

outlines of who can decide what, and how. One way to handle and avoid this is through an Advisory Board. An Advisory Board can be made up of family members, non-family members, friends, and independent advisors. The idea behind the Advisory Board is to help with certain decisions and to help guide the family with the business. One struggle with a family business is on growth. This growth includes changes to the business and changes to the structure. When the decision needs to be made on who gets a raise and for how much; it can become difficult when the brothers have to decide between each of their daughters. With the help of an Advisory Board, the business can have them make those decisions, and keep the best interest of the business in the front and the emotional side of the family in the back. 4) Complaints: An employee steps into your office and says that your child has made unwanted advances on them and is sexually harassing them. You oversee both employees and now have

to investigate the matter. This is a complex situation that puts you in a no-win situation. Handling complaints when it comes to family employees is a tricky situation. Most businesses take a blind position on this and just hope it never happens. Unfortunately when it does happen it will only be worse with no plan in place. One tactic is to put a reporting policy and procedure in place when it comes to complaints about a family member. Many times the family employee reports directly to another family member. Therefore, if there were a complaint against one family member, another family member would be in charge of settling the problem. Your policy and procedures manual should include a provision that would not allow this. Instead, if an employee has a complaint against an employee, and that employee’s manager is a family member, then another supervisor must hear and settle the issue. It sounds simple, but few have the written policy, and it can help avoid a lot of problems. Plus, it’s a little piece of mind for the employees to know that this isn’t all family against them and they have some protection.

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5) Firing: setting the date will suffice. Afterward, There’s no easy way to handle this but if the depending on the relation, you may want to time comes that this is a thought – then it buy some flowers for mom – after all you just probably means you should have already fired her son and you don’t want everyone done it. Many family businesses have failed hating you! because the leaders failed to terminate family Seriously, family is wonderful and rewarding. employees when they should have and instead And if you have a business that can support let them become the new leaders and tear you and your family, you should. apart a good business. After all it’s a legacy and there is great joy Firing any employee starts the day you hire in handing that legacy to the next generation. someone. This means that there are clear But be cautious and smart, and make sure expectations about what their job is and needs that as you go forward you lay a path that is to be in the future. All employees need to clear and easy to follow, so not only does your have objective yearly reviews and made aware family enjoy the business – the business can of their position as it stands and what the enjoy them as well. n future holds for them. If your family employee is poor at management, then they need About the Author to know it and understand Poul Lemasters’ professional career covers both funeral that they may never run the service and law. He now operates and is principal of business. Letting them just go, Lemasters Consulting, Cincinnati, Ohio, a consulting and then one day saying that business specifically for the funeral industry. He works with funeral home owners, funeral directors/ this isn’t working, is bound to embalmers, cemeteries, and crematory owners and ruin a few lives. operators, and assists in areas of legal, compliance, Communication is always regulatory, and business solutions. Lemasters also serves key, and when it comes to as ICCFA’s (International Cemetery, Crematory and Funeral family it’s even more important. Association) special cremation legal counsel and GPL Make sure that other family compliance advisor. members know how things are Working in the funeral industry for over 20 years and going so that there are never holding a funeral director’s license and embalmer’s license surprises. in Ohio and West Virginia, Lemasters’ experience includes managing both small and large funeral homes, as well as When it is time to fire a working with both independent and corporate owned funeral family member, keep it as homes. And he is actively involved in local, state, and simple as possible. Again, national funeral and cemetery associations. this shouldn’t be a surprise. Lemasters attended Cincinnati College of Mortuary If it’s a surprise – then Science, graduating in 1996, and also went on to attend communication has failed and Northern Kentucky University, Chase College of Law, a better plan needs to be put graduating in 2003. As an attorney, he is admitted to in place. practice law in both Ohio and Kentucky. Anytime you fire an His law practice began in the area of civil defense work and includes serving as corporate counsel for Alderwoods individual, keep it simple and during 2005-2006. As its corporate counsel, he advised on be direct. Do not apologize or funeral home, cemetery, crematory, and insurance issues. try to make excuses. Also, a He can be reached by phone at (513) 407-8114 and via letter explaining the reasons is email at poul@lemastersconsulting.com. Visit his website not always the best plan. at www.lemastersconsulting.com. A simple termination letter October 2014 | NCBVA.ORG 7


FOCUS SAFETY

New Boom Truck Operator NCCCO National Certification Classification The National Commission for the Certification of Crane Operators (NCCCO) has responded to the “material delivery and signing industries” request for specific classifications and national certification written examinations for Boom Trucks, which are more applicable to their specific industries.

OVERTON Safety Training, Inc.

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8 NCBVA.ORG | October 2014

Addressing the Problem The problem had been with the TSS Fixed Station Telescopic Mobile Crane National Certification written exams. They pertained and covered the following equipment types: • Fixed Station Boom Trucks • Fixed Station Carry Deck Cranes • Fixed Station RT Mobile Cranes There are many applications and load rating chart issues that pertain to Carry Deck Cranes and RT cranes that do not pertain to Boom Trucks. There are multiple questions on the NCCCO TSS National Certification written exam regarding these applications and usage, which did not pertain to the actual Fixed Station Boom Trucks that the material delivery and signing industries operate. These questions, which did not pertain to their types of equipment, addressed pick and carry applications and charts as well as lifting on rubber tires application and charts. Neither of these are germane to boom truck operation. Developing the Task Force About a year ago, the NCCCO developed a new Boom Truck Task Force and asked industry professionals, trade associations, boom truck manufacturers, and a couple of the largest national training and NCCCO exam providers to participate. They heard the needs of the industry

By Ron Overton

and addressed those specific issues. As one of the largest providers of preparatory training and NCCCO testing in the country, and since I was serving on the Articulating Crane Task Force, I was invited to serve on this Boom Truck Task Force and to continue to serve on the advisory and auditing committee as well. The goal of the task force was two-fold: Create specific guidelines and clear definitions to separate Boom Trucks away from TSS, as desired by the industries. Identify the NCCCO National Certification written exam questions, which were not applicable to this type of equipment, and then have them eliminated from the exam for this new classification. Defining the Boom Truck A boom truck (commercial truck-mounted crane) is defined as a crane consisting of a rotating superstructure (center post or turntable), a fixed (Continued on page 18)

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.

October 2014 | NCBVA.ORG 9


FOCUS Your Leadership DNA LEADERSHIP

Joelle K. Jay, Ph.D.

Can you think of a time you were really uncomfortable? Maybe it was a time you had to speak in front of a large group, or a time you had to confront someone who works with you on a difficult issue. Wouldn’t it be nice to make situations like that a little easier on you? Wouldn’t it be great if you could make them less painful? You can, and if you want to be your best as a leader, you must. When we are in uncomfortable situations, it’s usually because we’re acting outside of our natural way of being. When we align our natural way of being to the situations in which we find ourselves, we are happier, less stressed, and more effective. Your Distinct Natural Attributes (Your “DNA”) You are hardwired with certain characteristics that make you you – distinctly, irreplaceably, inimitably you. The way you live, the way you learn, the way you lead – all of these are guided by the gifts you were given at birth and the ones you have collected in the course of your life. Knowing these attributes gives you tremendous power. To be able to tap into your brilliance, you must answer the question, “What makes you unique?” You need to discover your Distinct Natural Attributes – your DNA. Your Distinct Natural Attributes Include: • Your strengths. What do you do especially well? When are you at your best? • Your weaknesses. What’s harder for you, goes slower, or is more stressful? • Your personality. What do you know to be true about yourself? 10 NCBVA.ORG | October 2014

• Your preferences. How do you prefer to do things? • Your virtues. What can you claim as being your most virtuous qualities? • Your vulnerabilities. What makes you feel small and insecure? • Your style. What’s “your way?” You can use your DNA to turn an ineffective situation into one in which you’ll naturally succeed. Mapping Your DNA The more strategies you use to find your Distinct Natural Attributes, the more complete your view will be. Asking yourself the questions above will get you started. You can reveal more of your DNA by asking open-ended questions. To find strengths, ask: 1. Where are you especially talented? 2. What do you love to do? 3. What do you do without even thinking? 4. What do people count on you for? 5. In your social life, what role do you play? 6. At work, what are you recognized for? 7. Given the freedom to do things your way, how do you do them? To find weaknesses, ask: 1. What activities would you gladly never have to do again? 2. What do you wish you could pass on to someone else? 3. When do you feel dragged down? 4. What do you dread? 5. When do you procrastinate? Continue the process of exploring your DNA from every angle, getting to know yourself as much as possible. October 2014 | NCBVA.ORG 11


LEADERSHIP FOCUS Putting Your DNA to Work Once you have a sense of your DNA, you can use your new knowledge to capitalize on your strengths. Let’s imagine three people, each with different DNA, in a similar situation. They each have to confront a colleague who is not pulling his weight on the team, and it’s starting to affect both the team dynamics and the results. Notice that each of these people will handle the situation differently, based on their DNA. Person A is shy and reserved, but very caring. She might approach this situation in a quiet one-on-one conversation in which she expresses concern for the person’s feelings as she confronts the issue. Person B is brash, direct, and focused on results. He might choose his words carefully to avoid insulting the person, and then approach the situation by showing the person the disconnect between their results and their behavior. Person C is honest and insightful, but finds it hard to have face-to-face conversations without getting flustered. He might actually write the difficult message he has to deliver down on a piece of paper and either use it as a guide to have a phone conversation or turn his notes into a letter or email to address the situation. You can use the same approach by thinking about your DNA and understanding how it would be most effective for you to conduct yourself in any situation. Knowing your attributes gives you the opportunity to choose from among a varied collection of inner resources, dipping into them as needed for the ones that will serve you best and lead you to your goals. Exercise Reflect on a time in your life when you felt most powerful. What might that experience have to teach you about your Distinct Natural Attributes? Like your genetic DNA, your Distinct Natural Attributes define “what’s true about you.” What’s genuinely true about you – the good and the bad – is also what’s great about you. n ABOUT THE AUTHOR Joelle K. Jay, Ph.D. (http://joellekjay.com/) is an executive coach specializing in leadership development and the author of The Inner Edge: The 10 Practices of Personal Leadership, which shows leaders how to improve their effectiveness by learning to lead themselves. Her newsletter, Inner Edge Insights, offers articles, exercises, tips, quotes, and success stories from real leaders to help you excel. To register, please visit www.TheInnerEdge.com and click on Newsletter, or email Info@TheInnerEdge.com. 12 NCBVA.ORG | October 2014

FOCUS PERSONNEL

You CAN Lead Through Change

Chuck Inman

Four Steps to Help Your Staff Adapt “Are you kidding me? Weekly meetings!” Riley was questioning why Clint, his boss, is requesting weekly staff meetings instead of the longstanding monthly meetings. “Is this the beginning of a new form of micromanagement? Why do we have to change now?” Riley asks himself. “It’s such a burden with no apparent benefit.” Clint notices Riley’s questioning response about the weekly meetings. The weekly meetings are part of the changes coming to the department. If the team didn’t meet weekly, they would struggle implementing the new software for customer relationship management. Clint needs Riley on board with this change. If Riley would be supportive, it would help management gain support from the rest of the team with this new software. “If only there was a way to get my team to be more nimble when it comes to change,” Clint muses as he walks out of the office at the end of another long day. Fear of Change Change – it has amazing stopping power, doesn’t it? The very mention of change will get people digging their heels in to protect how they currently do business. When we undergo change, there are three basic phases involved. Each one has an effect on our ability to make the change successful. ◗ The Current phase is our comfort zone where we perform our day-to-day activities with confidence. We understand the workflow processes, how to multitask and

anticipate the pace of the work. Our sense of worth, productivity, value, and status are recognized from being competent in our role in this phase. ◗ Next is the Action phase where we begin to develop new behaviors, values, and attitudes. We are now being asked and asking employees to look at performing our work differently, which will disrupt the current way of doing things. We aren’t as sure of the outcomes of our work in the Action phase. ◗ Finally we move into the New phase, which is the final stage of crystallizing our thoughts and adaptation of ownership to the new change. The New phase is where we will be working in the future. We have questions as we enter this New phase: ◗ Will we be recognized for our contributions? ◗ Will we have the ability to provide input and have a share of voice? ◗ Will we be able to provide value and be flexible? Key Steps Here are four key steps that will help people move through the three key phases of change. 1. Create a clear view – Explain why the change is taking place. Understand where you are going and why it is important for the team to reach the destination. Be able to articulate clearly so members of your team understand the reason for the change. Also explain the value of their role in this change process. October 2014 | NCBVA.ORG 13


2. Move quickly -- One of the success strategies for nimbly moving through change is to get to the New phase as quickly as possible. Get started by moving through the Action phase and find a footing in this New phase where you can begin to experiment with new processes. Look at the resources and skills you are bringing with you to assist in this change process. Your problem solving, analytical, and time management skills are all tools that will help with the change. Recognize some things will be ending, some will be continuing and some will be new because of the change. When you can identify those items it takes the fear of the unknown away. 3. Communicate continuously – Don’t assume because you told people once they fully understand the reason and process for change. Communicate consistently and often. Use different media. Don’t assume an e-mail or website will be read and all questions will be answered. Regularly ask for feedback on what’s working and what’s not working. Ask members of your team to describe back to you the reason for change and why it is important. This will enable you to determine if they understand why the change is taking place. Continue this exercise throughout the phases of change as reinforcement.

PERSONNEL FOCUS Instead of micromanagement, it would allow them to establish credibility quickly and be more productive moving through the change process. Once Riley understood the reason behind the weekly meetings and their importance, he accepted the change. When you understand the three phases of change and how to navigate through them, then you CAN be successful in moving through change to reach your objectives. n ABOUT THE AUTHOR Chuck Inman is a leadership and emotional intelligence specialist. He is a keynote speaker, trainer, coach and founder of Crystal Clear Motivation, LLC. His leading edge keynote “Nimble – how to lead above the turmoil of change” is a dynamic program that addresses key challenges dealing with change in today’s world. He has traveled globally and presented his programs to people from over 40 different countries. To find out more information about Chuck and his programs please visit www.ChuckInman.com.

4. Recognize early achievements -- Try to attain small victories and accomplishments early and celebrate these small wins quickly. Don’t wait for monthly or quarterly reviews. Recognize the accomplishments on a weekly or even daily basis for some milestones. Give credit where credit is due. You build value and show yourself and others they have the ability to act and make progress in the change process. Understanding CAN Clint sat down with Riley and discussed the importance of changing to weekly meetings. He explained the weekly meetings would provide Riley and his team more focus, accountability and empowerment implementing the new software program. 14 NCBVA.ORG | August 2014

October 2014 | NCBVA.ORG 15


AMERICAN

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Phone: 800-515-0400 16 NCBVA.ORG | October 2014

FOCUS New OSHA Requirements for OSHA

By

Reporting Workplace Injuries

Fax: 757-488-1589

www.acsupplies.com

On September 11, 2014, the Occupational Safety and Health Administration (OSHA) announced the adoption of new stricter reporting requirements under its recordkeeping rule. Under the revised rule, employers will continue to be required to notify OSHA of work-related fatalities within eight hours of the employee’s death. But, employers now will also be required to report any work-related in-patient hospitalization, amputation, or loss of an eye within 24 hours of the incident. This is a significant departure from the current reporting requirements, which only require employers to notify OSHA when there is a workplace fatality or an incident at work results in the hospitalization of at least three employees. Because OSHA will be notified of more workplace injuries at the time of the incident, the new reporting requirements may result in increased enforcement activity by OSHA, more OSHA inspections, and more citations issued by OSHA. On a related matter, during a teleconference on the rule revisions, OSHA representatives also announced that the agency plans to make all employer reports of work-related fatalities, hospitalizations, amputations, or eye losses publicly available on OSHA’s website. The new reporting requirements are scheduled to go into effect on January 1, 2015 for states that are regulated by federal OSHA. States that follow state plans will announce their dates for implementation on their own, but OSHA has encouraged them to adopt the same January 1, 2015 deadline.

It is important to remember that states that have adopted their own state plans can adopt rules and regulations that are more demanding than the rules promulgated by federal OSHA. Currently, Indiana, Michigan, and Tennessee have the same reporting requirements as federal OSHA. Under Kentucky’s plan, in addition to reporting workplace fatalities and hospitalizations of three or more employees within eight hours, employers are required to report any amputations or the hospitalization of one to two employees within 72 hours following the incident. All of these states will be required to adopt reporting requirements that are at least as strict as the new rules announced by federal OSHA. You can view additional information about the changes to OSHA’s recordkeeping rule at OSHA’s website at www.osha.gov. n ABOUT THE AUTHOR Frost Brown Todd is a full-service business law firm with offices in Ohio, Kentucky, Indiana, Tennessee and West Virginia. Attorney Jay Schoeny was one of the primary authors of this information. Please contact their Labor and Employment Practice Group via email at info@fbtlaw.com, or visit their website at www.frostbrowntodd.com for additional contact information, if you have questions about the new rule, your reporting or recordkeeping obligations under OSHA, or any other matter related to OSHA compliance, inspections, or citations. October 2014 | NCBVA.ORG 17


Safety Focus (Continued on page 9)

or telescopic boom, operating machinery, and one or more operator’s stations mounted on a frame attached to a commercial truck chassis with a payload hauling capability whose power source powers the crane. Its function is to lift, lower, and swing loads at various radii, requiring the use of outriggers/stabilizers. New Boom Truck Classification There are a wide variety of users of boom trucks, and given their application, NCCCO has developed subcategories to test the specific knowledge and skills required for a boom truck operator: This new Boom Truck classification specifically for Fixed Station Telescopic Boom Trucks and does not include Fixed Station Carry Deck or Fixed Station RT Mobile Cranes. Abel Vault & Monument Co. Pekin, IL

Central Burial Vaults, Inc. Oklahoma City, OK

Doric of Northeast Arkansas Jonesboro, AR

James Co., Inc. Waycross, GA

NCCCO Certification Exams The BTF written exam is a modified version of the current TSS written exam. Questions that are irrelevant to boom trucks have been removed, and replaced with questions that specifically deal with boom truck operations. The practical exam remains unchanged. Candidates for BTF must take the practical exam on a boom truck which meets the NCCCO testing criteria. Please note that the CCO Telescopic Boom—Fixed Cab Operator (TSS) certification covers Boom Truck and Fixed Cab cranes. Operators of Boom Truck/Fixed Cab cranes who currently possess a TSS certification are not required to also possess a Boom Truck—Fixed Cab operator certification. The reverse is not true, however. BTF certification is intended only for operators of Boom Truck—Fixed Cab cranes and not for those who operate other Telescopic Boom—Fixed Cab cranes. To be certified to operate all TSS cranes, candidates must achieve the full TSS certification (Core + TSS specialty written + TSS practical).

American Concrete Industries Bangor, ME

Central Burial Vaults, Inc. Tulsa, OK

Doric of Tennessee, Inc. Nashville, TN

Jefferson Concrete Watertown, NY

American Vault Company Cleveland, OH

Century Burial Vault Oxford, MA

Doric Vault Co. of Central GA Griffin, GA

Josten Wilbert Vault Co. Sioux Falls, SD

American Wilbert Company Bridgeview, IL

Charleston Wilbert Vault Co. Summerville, SC

Doric Vault of Eastern New York, Inc. Hudson, NY

Lake Shore Burial Vault Company, Brookfield, WI

Arnold-Wilbert Company Goldsboro, NC

Cheboygan Cement Products Cheboygan, MI

Doric Vault of Western New York, Inc. Buffalo, NY

Lindquist Concrete Products Ogden, UT

Arrow Vault Company Lafayette, IN

Chesapeake Burial Vault Company Barclay, MD

Doric-South, Inc. Demopolis, AL

Lycoming Burial Vault Company, Inc., Montoursville, PA

Atlas Concrete Products, Inc. Orlando, FL

Christy Vault Co. Daly City, CA

Esterly Burial Vault Company West Reading, PA

Master Grave Service, Inc. Bogart, GA

Babylon Vault Company New Windsor. MD

Concrete Vaults, Inc. Newton, KS

Evans Eagle Burial Vaults Leola, PA

McDowell Vault Co. Fletcher, NC

Badger Burial Vault Co. Eau Claire, WI

Cooper Wilbert Vault Company Barrington, NJ

Everlasting Vault Company Randallstown, MD

Memphis Vault Company Memphis, TN

Baumgardner Products Company Akron, OH

Cordeiro Vault Co., Inc. Vallejo, CA

Fond du Lac Wilbert Vault Corp Fond du Lac, WI

Mercer Vault Company Fredericksburg,VA

Baxter Burial Vault Service, Inc. Cincinnati, OH

Costello and Company Smiths Falls, ON

Forsyth Brothers Concrete Products, Fithian, IL

MG Vaults LLC Worthington, MN

Baxter Vault Company Baxter Springs, KS

Creter Vault Corporation Flemington, NJ

Forsyth Brothers Concrete Products, Terre Haute, IN

Milan Vault, Inc. Milan, MI

Beck Vault Company Rome, NY

Crummitt & Son Vault Corp. Martins Ferry, OH

Golden Eagle Vault Services, LLC Rocky Mount,VA

Re-Certification Exams NCCCO Nationally Certified Crane Operators must take and pass a re-certification written examination within 5 years (60 months) from their initial certification date. You cannot exceed this timing, or you will be required to take and pass the full certification again to regain your certification card. Practical recertification examinations are not required if you have at least 1000 hours of crane use within the previous 5 years. Remember that even though the burial vault industry is exempt from the National Certification requirement when installing burial vaults, delivery of other concrete materials to construction or other types of jobsites will require National Certification. There are specific states that require National Certification of your Boom Truck Operators regardless of type of use.

Bell Burial Vault Co. Hamilton, OH

D of K Vaults, Inc./Gray Brothers Columbus, OH

Grable Burial Vault Service Logansport, IN

Minchew Sand & Concrete Products, Inc. Waycross, GA

Bell Vault & Monument Inc. Miamisburg, OH

D of K Vaults, Inc./Gray Brothers Iola, KS

Hairfield Vault Company Morganton, NC

Brewster Vault and Monuments Millville, NJ

D. G. Robertson, Inc. Williston,VT

Hardy Doric, Inc. Chelmsford, MA

Bruns-Doric Vault Company St. Louis, MO

Dardanelle Vault & Monument Co. Dardanelle, AR

Harn Vault Co. Massillon, OH

Brutsche Concrete Products, Inc. Battle Creek, MI

Deihl Vault & Precast Inc. Orangeville, PA

Harris Precast, Inc. La Porte, IN

Buckeye Vault Service Mansfield, OH

Detroit Wilbert Vault Corp. Detroit, MI

Hicks Industries, Inc. Mulberry, FL

C & M Precast Kerrville, TX

Doody Burial Vaults, Inc. Winchendon, MA

Huntingburg Vault Company Huntingburg, IN

Carolina Doric, Inc. Florence, SC

Doric Manufacturing Company Boaz, AL

Ideal Burial Vault Company, Inc. Depew, NY

Cemex Callaway R/M Precast Lake Worth, FL

Doric Mississippi Inc. Clinton, MS

Jacson, Inc. Henderson, TX

Boom Truck Fixed Cab (BTF)

Take care and work safely! n 18 NCBVA.ORG | October 2014

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

October 2014 | NCBVA.ORG 19


Omaha Wilbert Vault Omaha, NE

S.E. Cemeteries of West Virginia,

Superior Vault Company

Wayne Burial Vault Company

Inc., Prosperity, WV Vault Manufacturing Bryantown, MD NCBVA Certified PlantsIndianapolis, IN

Ostwalt Vault Company Concord, NC

Saginaw Saginaw, MI

Pennsylvania Concrete Vault Co. Palm Vault Co. Greensburg, Ada, OKPA Perfection Vault Panhandle Woodson,Vaults IL PhenixAmarillo, Vault TX PhenixVault City,& ALPrecast Patriot Pioneer Vault, Inc.MO Park Hills, Doylestown, PA Pennsylvania Concrete Vault Poplar Bluff Doric Vaults, Inc. Company, Johnstown, PA Poplar Bluff, MO Precast Concrete Products, Inc. Perfection Concrete Blissfield, MI IL Vandalia, Precision Precast Inc. Phenix Vault Pittsfield, MA Phenix City, AL Quality Burial Vault Co. Pioneer Vault Houston, TX Co, Inc. Doylestown, Rex Vault Service PA Newton, IL Precast Concrete Products, Inc. Rocky Mountain Monument/Vault Blissfield, MI Sandy, UT Precision Precast Inc. Roland-Wilbert Vault Co. Pittsfield, Clinton, IA MA Roland-Wilbert Vault Co. Service, Rex Vault & Mausoleum Marion, Inc.,IA Newton, IL Saginaw Wilbert Vault Corp. Rocky Mountain Monument & Saginaw, MI Vault,Vault Sandy, UT Sam Green Corp. Lynchburg, Rooks Vault VA & Monument St. Louis FortWilbert Valley,Vault GA Co. St. Louis, MO

Superior Vault Company (Continued) Charlestown, IN

Saline SalineVault VaultCo. Company SweetSweet Springs, MO MO Springs, Santeiu Vaults Inc. Sam Green Livonia, MIVault Company VA SextonLynchburg, Wilbert Corporation Bloomington, IN Santeiu Vaults, Inc. Sheldon Vault Co. Livonia, MI Sheldon, IA Shore Vault & PrecastCo. Company Shore Vault & Precast Exmore, Exmore, VA VA Simerly Products, Inc.Inc. SimerlyConcrete Concrete Products, Bristol, TN TN Bristol, Simerly Vaults, Inc. Simerly Vault, Inc. Knoxville, TN Knoxville, TNCo. Southern Ohio Vault Portsmouth, OHVault Company Southern Ohio Southern Vault Service Portsmouth, OH Blakely, GA Southern Vault Services, Inc. Spoerr Precast Concrete Blakely, GA Sandusky, OH Precast Concrete, Inc. SISpoerr Funeral Services CedarSandusky, Hill, TX OH SISt.Funeral ServicesVault Company Louis Wilbert Gerard, PA St. Louis, MO SI Funeral Services SI FuneralKSServices Parsons, Cedar Hill, TX SI Funeral Services San Antonio, TX Sunnycrest Inc. Sunnycrest, Inc. NY Auburn, Auburn, NY

Superior Burial Vaults, Inc.

Welte Vault Company, Inc. Danbury, IA

Superior Vault Company, Ltd. Salt Lake City, UT Mississauga, ON

Vault&Co. WestWhitman Plains Vault Mfg. Whitman, Company,MA Pomona, MO

Temple Vault, Inc.MD Bryantown, CentralVault City,Co. AR Superior

Whitman Vault MD Co. Salisbury, Whitman, MA Wieser Precast

Superior Vault Co.

Charlestown, Temple Vault, Inc. IN Superior Vault Co., Ltd. Harvey, AR

Mississauga, Ont., Canada

TimSwan’s WhiteConcrete Vaults and Monuments Products Crestview, FL Westbrook, ME

Turner Vault Company Turner Vault Company Toledo, OH OH Northwood,

Vanden Boomen Burial Vaults Inc.

Wicomico Vault Co., Inc.

Stewartville, MN Wicomico Vault Company, Inc. Wieser DoricMD Vault Co. Salisbury, LaCrescent, MN

Wieser Doric Vault Co. Co. Wilbert Burial Vault La Crescent, Atlanta, GA MN Wilbert Burial Vault Co. Wieser Precast Waycross, GAMN Stewartville, Wilbert Burial Vault Co.

Vanden Boomen of North Texas Appleton, WIBurial Vaults Inc. Wilbert Muskegon, MI Appleton, WI Burial Vaults Inc. Grapevine, Vanden Boomen Wilbert BurialTX Vault Co. Wausau, WI Burial Vaults, Inc. Vanden Boomen Vincent & Son, Inc. Kronenwetter, WI Galena, IL

Vincent, J.P. & Sons Inc. Washington Wilbert Galena, ILInc. Vault Works

MD Products WargaLaurel, Concrete Warga ConcreteIN Products Inc. Fort Wayne, Fort Wayne, IN

Washington Wilbert Vault Works, Watts Vault & Monument Co. Inc., Laurel, MD Des Moines, IA Wayne Vault Co., Inc. Watts VaultBurial & Monument Indianapolis, INMoines, IA Company, Des Welte Vault Co. Danbury, IA West Plains Vault & Mfg. Co. Pomona, MO

Wilbert VaultsCity, of Houston, Inc. Traverse MI Wilbert Services Houston, TX

Lancaster, NY Williams Vault Company Wilbert Vaults of Houston, Inc. Emporia,VA Houston, TX

Willmar Precast Company Willbee Concrete Products Willmar, MN Jackson, MI Williams Wilbert Wimmer Manufacturing Des Moines, IA New Castle, IN

Williams Vault Company

Youngstown Emporia,Burial VA Vault Company, Youngstown, OH Willmar Precast Co. Willmar, MN Zeiser Wilbert Vault Co. Elmira, NY

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 October 2014

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

NEWS

INDUSTRY

Columbus McKinnon Introduces the Ultimate Rigging Resource New CM Chain and Rigging Attachments Catalog Now Available

Material handling customers need and want information on the proper selection, use and care of rigging products, as well as insight on application and industry requirements – now this information is available to them. Columbus McKinnon Corporation has released its new CM Chain and Rigging Attachments Catalog. This product catalog can serve as a rigging resource. Columbus McKinnon offers comprehensive rigging training, including Rigging Gear and Sling Inspection as well as Qualified Rigger Workshops. These professional training programs are designed to promote the safe and proper use of rigging and overhead lifting equipment. To order copies of the new Chain and Rigging Attachments catalog, fill out an online form or contact CMCO customer service at (800) 888-0985. You can also download a copy of the new catalog from their website at http://www.cmworks.com.

Surface Mount Dock Lift Requires No Pit

Surface mount dock lifts from Southworth provide users all the convenience and versatility of a permanent scissor dock lift without the expense or hassle of digging a pit. With a lowered height of just 5” and fully raised height of 58” the surface mount dock lift can access loads on truck beds of any height and transfer them to a fixed height loading dock or to grade level. A built in 30” ramp creates a gentle nine degree slope, providing easy pallet jack accessibility. Diamond tread on the deck, bridge plate, and access ramp also promote excellent traction. Designated the SMDDL, lifts features an extra wide base and plate rollers for increased stability throughout the travel range. Models are available in 4000, 5000, and 6000 lb. weight capacities with platform sizes of 6’ x 6’ or 6’ x 8’. Heavy tubular legs and cross members minimize deflection and provide level handling of off-center loads. The unit’s hydraulic system uses biodegradable fluid to eliminate potential environmental hazards. An optional portability package for easy relocation of the lift is available. Other features include: Pushbutton control with keyed lockout; fully adjustable downspeed; velocity fuse protection; lubricated for life pins, rollers and bushings. Southworth Surface Mount Dock Lifts come with 2-years parts and labor warranty and a 10-years structural warranty. All Southworth dock lifts meet or exceed ANSI Standard MH29.1, Safety Requirements for Industrial Scissors Lifts. For more information, contact Southworth Products Corp, P.O. Box 1380, Portland, ME 04104-1380, TEL: (207) 878-0700, FAX: (207) 797-4734, e-mail: salesinfo@southworthproducts.com, www.SouthworthProducts.com. n October 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

 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.

18

NCBVA.ORG l December 2012

22 NCBVA.ORG | October 2014


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

24 NCBVA.ORG | October 2014

NCBVA October 2014 Bulletin  

This is the October 2014 Bulletin, the publication of the National Concrete Burial Vault Association

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